TOKYO TATEMONO GROUP

Sustainability
Report Message fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialGovernance

Since our founding in 1896, the goal of the Tokyo Tatemono Group as a comprehensive real estate company
has been to create a rich and comfortable urban environment.
Boasting more than a century's worth of positive contributions, we aim to create a sustainable society andimprove our corporate value as a member of society by finding solutions to various social issues.

Corporate Philosophy

Trust beyond the era.
We aim to grow the company and to create a prosperous society,taking pride in the trust placed in us that extends over a century.

Corporate Stance
We support affluent and dream-filled living.
We aim to create comfortable urban environments.
We create worthwhile spaces offering peace of mind.

Group Profile
Corporate Data

Group Companies
Tokyo Tatemono Co., Ltd.

Tokyo Tatemono Real Estate Sales Co., Ltd.

Head Office

1-9-9 Yaesu, Chuo-ku, Tokyo 103-8285

Tokyo Fudosan Kanri Co., Ltd.

Established

October 1, 1896

Tokyo Building Service Co., Ltd.

Company Name

Capital92.4 billion yen (As of December 31, 2019)

Number of Employees

655 (As of December 31, 2019)

Number of Consolidated
Employees

5,396 (As of December 31, 2019)

Shinjuku Center Building Management Co., Ltd.
PRIME PLACE Co., Ltd.
Seishin Service Co., Ltd.
Tokyo Tatemono Amenity Support Co., Ltd.
E-State Online Co., Ltd.

Main Businesses of the Tokyo Tatemono GroupThe Tokyo Tatemono Group meets our role as a developer by creating rich,Japan Rental Guaranty Co., Ltd.

comfortable urban environments, reaching to even greater heights in solving social

Nihon Parking Corporation

issues and growing as a company.

Parking Support Center Corporation

Office Buildings
Residences

Urban Development/ Office Buildings

Tokyo Tatemono Senior Life Support Co., Ltd.

Condominium and Rental Housing

Tokyo Tatemono Staffing Co., Ltd.

Commercial Facilities

Commercial Facilities, Urban-type Hotels and Logistics
Facilities

Child Care

Nursery Schools and School-Aged Childcare Facilities

Real Estate Solutions
Real Estate FundCRE Strategy Support, Brokerage and Property
Management, Asset Solutions, and Real Estate Appraisal
Real Estate Investment ProductsTokyo Tatemono Resort Co., Ltd.
Tokyo Tatemono (Shanghai) Real EstateConsulting Co., Ltd.
Tokyo Tatemono Asia Pte. Ltd.
Tokyo Tatemono Investment Advisors Co., Ltd.

Parking Lots

Pay-by-the-Hour and Pay-by-the-Month Parking

Overseas Business

Real Estate Development in China and Emerging
Countries in Asia

SeniorResidences for Elderly People and Nursing Care Services

LeisurePet-friendly Hotels, Hot Spring Facilities, and Golf Courses

1

Tokyo Realty Investment Management, Inc.
Tokyo Tatemono Kids Co., Ltd.

Contents

Message fromthe President

Sustainabillity

FeatureContents
3

Message from the President

5

Sustainability Promotion Framework

7

Tokyo Tatemono Materialities (Critical Issues)

Environment

SocialGovernance

Editorial Policy

The Tokyo Tatemono Group disclosed information related

to sustainability for public viewing. In so doing, we fulfill ourroll in helping create a sustainable society and communicate
related initiatives to our stakeholders.
We publish our sustainability-related initiatives, including
relevant data, on our corporate sustainability website.
Every year, we publish a sustainability report highlighting oursustainability efforts and an ESG data book, which consists

Featureof our sustainability data. These publications are available in
PDF format.

10	Building Sustainable Communities in
Yaesu, Nihonbashi, and Kyobashi

This report features topics the Tokyo Tatemono Groupconsiders to be important to society and our customers,
ensuring greater stakeholder understanding of our concerns
for sustainability. We focus on examples of our most recent

ESG of Tokyo Tatemono

efforts in addressing this subject.

15 Environmentthat we want to convey to our stakeholders.

16 Policy and System for Environmental Initiatives

report, we received assurances from third-party entities

Special features in this report address particular programs
To ensure the accuracy of information contained in thisregarding historical performance data. We have also

21 Green Financeprovided a GRI standards reference table in this report.

23 External Evaluation

Publication Data

24 Harmony with Nature (Biodiversity)

July 2020(Issued annually. Previous report published in May 2019 and

25 Reducing Our Environmental Burden(Water Resources)

revised in June 2019 for environmental and social data, GRI
standards reference table.)

26 Reducing Environmental Burden(Pollution Control and Effective Use of Resources)

Reporting Period

28 Responding to Climate Change

the information included in this report may be applicable to

The period covered by this report addresses our activities
in FY2019 (January 1, 2019 to December 31, 2019). Some ofother fiscal years.
Environmental data corresponds to the period between
April and March of the following fiscal year.

31 Social
32 Safety & Security Initiatives

Report Scope

41 Contributing to Our Communities

Co., Ltd. However, some sections cover activities across theThis report primarily focuses on activities of Tokyo Tatemono
entire Tokyo Tatemono Group or group companies.

48 Responding to Social Change

Activities of Tokyo Tatemono Co., Ltd. are referred to as
Tokyo Tatemono and activities of the entire group are

56 Diversity & Inclusionreferred to as the Tokyo Tatemono Group.

60 Work-Life Balance

Referenced Guidelines

64 Human Resources Development

GRI Standards: Referenced items are listed on the content index.

Third-Party AssuranceTokyo Tatemono underwent a third-party quality assurance

66 Governanceevaluation by Lloyd's Register Quality Assurance Limited

67 Corporate Governance(LRQA) in connection with certain environmental and social

70 Risk Management

The type of data and numerical figures subject to thisdata to ensure the integrity of the data within this report.
evaluation are indicated with an asterisk.

72 Compliance

Inquiries

75 Supply Chain Initiatives/Respect for Human Rights

Corporate Communications Department
Tokyo Tatemono Co., Ltd.
Tokyo Tatemono Yaesu Building 1-4-16 Yaesu, Chuo-ku, Tokyo

77 GRI Standards Content Index

103-8285

TEL: 03-3274-1984

85 Third-Party Assurance2

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Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

Message from the President

Creating a Good Company
to Serve All Stakeholders Over
the Next 100 or 200 Years

Tokyo Tatemono Co., Ltd.
Representative Director, President and CEO

Hitoshi Nomura

Zenjiro Yasuda, the founder of the Tokyo Tatemono Group,

the significant role we must accomplish through our own

stated that the real estate business is a business measured

businesses for the future benefit of our customers andin 100 or 1,000 years for people and society. He alsosociety. Companies that cannot meet this duty will notespoused a philosophy (the customer always comes firstsurvive long in the world to come.

and enterprising spirit ) that became the model upon which
the modern real estate business was built. More than

In 2019, we closed the final chapter of a five-year

120 years later, our business still embodies those words,

medium-term business plan. We achieved several goals

inseparable from social issues. I am convinced that we will

under this plan, including 50 billion yen in operating

have an even larger impact on society in the future.

income. In reaching these achievements, we produced
synergies through restructuring our businesses andModern society faces a number of pressing challenges.

collaborations, driving greater group unification. We

These challenges include population decline due to ahave created a long-term vision to serve as a shareddeclining birthrate and an aging population, the problem

understanding, linking a unified Tokyo Tatemono Group toof urban development in response to frequent disasters,even higher levels of sustainable growth.

climate change, global environment risks, and intensecompetition among global cities. We never know when

Our long-term vision, Becoming a Next-Generation

unexpected change will occur. In this era, we recognize

Developer , looks forward to the year 2030, which is also3

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Message fromthe President

Sustainabillity

Featurethe target year of the SDGs. There is a reason we chose

Environment

SocialGovernancebecome clear and global-scale social issues pile one on top

to use the word“developer”in the title of our vision. Theof the other. The subtitle of our long-term vision is Being

root word of developer is develop, which not only meansa Good Company for All Stakeholders . And I believe thatto improve land and construct buildings, but also means

the Tokyo Tatemono Group is the best Good company into evolve and grow in the softer sense of the word. For us,

Japan. As we state in our corporate philosophy, we believe

Becoming a Next-Generation Developer means something

trust is the most important asset for a business, and trust is

beyond building tangible structures and growing profits.

what creates the future. It is upon this belief that we haveThis ideal also reflects how we strive to create services forbuilt relationships with customers and business partners.

lifestyles, work, and rest, building long-term cultures andOf course, this was not something we accomplishedfunctions for our communities. In other words, we aim toquickly. Tokyo Tatemono employees are outstanding

be a business measured in 100 or 1,000 years, just as ourpeople. Many employees have said that they trust Tokyo

founder proclaimed.

Tatemono and hope to work here over a long career. This
reputation is our greatest strength and how we should

Our long-term vision aims to raise the level at which

always be as a company. In some ways, shareholders,

we solve social problems and achieve sustained growthcustomers, business partners, employees, and others haveand greater value as an enterprise. The 17 goals of theconflicting interests. Even so, I believe it is possible to be a

SDGs contain many matters having a deep relationshipbalanced Good Company in all aspects, as long as we areto our businesses. More than any, however, is Goal 11:

committed now and in the future to this vision of an ideal

Sustainable Cities and Communities. This is a goal in which

future. To be a company trusted by society over the next

we must make a positive contribution through all of our

100 and 200 years, the Tokyo Tatemono Group will comebusiness activities. We contribute to solutions for a variety

together, united in our aim to be a better Good Company.

of social issues through our businesses. Our contributions
include buildings and housing that are resilient in the faceof the environment and natural disaster, support for safe
and secure communities, and work to help create ideal
communities. Our redevelopment work in the Yaesu,
Nihonbashi, and Kyobashi areas are several examples. Here,
we formed a redevelopment association together withlocal landowners, engaging in community developmentthat helps solve local issues while adding to the attractionof local culture, festivals, and more. In July 2019, we
received ZEB Ready certification for Hareza Tower, thefirst such certification for a multi-use super skyscraper.
This large-scale development project in Ikebukuro, Tokyo,
reflects our commitment to buildings and housing that
achieve both environmental and economic goals. The
Brillia condominium series in the Tokyo Tatemono Group
residence business developed the Brilliaeco concept, which
reduces the burden of housing on the environment. Here,the Brillia Tower Seiseki Sakuragaoka Blooming Residence,scheduled for completion in 2022, has already received
the ZEH-M (Zechi Mansion) certification, the first super
skyscraper in the Tokyo metropolitan area to do so.
In 2020, we established the Sustainability Committee
to raise the level of group ESG management. Reporting
directly to the president and executive directors, thiscommittee engages in cross-organization sustainability
initiatives.
We have taken the helm decisively in sustainability
management because we recognize that we cannot
survive unless we become a truly Good Company in atime in which the structural weaknesses of capitalism have

Hareza Ikebukuro4

Contents

Message fromthe President

Sustainabillity
Sustainability

FeatureEnvironment

SocialGovernanceTokyo Tatemono Sustainability

Sustainability Promotion Framework

Overview of Sustainability Management at Tokyo
Tatemono▶ Focus Factors in the External Environment

Intensified competition between cities internationally

The Tokyo Tatemono Group engages actively in sustainability

Changes in the financial environment

measures, taking an evolved approach to ESG management.

Decrease in population and working-age citizens in Japan

Our objective is to raise our corporate value and social value toDiversification of work styles and lifestyles

a new level.

Intensification of competition to recruit human resources

Changes in the business environment are happening at a

Acceleration of digital technology advances andfaster pace in recent years, while ESG management is growing

globalization

ever-more important. To achieve sustained growth beyond the

Rising ESG awarenessyear 2020 in this environment, the group has come together

Greater geopolitical risks and natural disaster risks

under a Long-Term Vision and established a sustainability
promotion framework.

▶ Approach to Long-Term Vision

Our Long-Term Vision covers the period from our current
large-scale redevelopment projects to the year 2030, in which
the completion of these projects overlaps our targets for SDGs.

Corporate Philosophy

Corporate
Philosophy

The Tokyo Tatemono Group aims to help solve social problems
and achieve sustained growth and greater value as an

Our unchanging values and mission

Long-Term
Visionenterprise.

Medium-TermBusiness Plan

Long-Term Vision

Group Vision for 2030
Medium-Term Business Plan (2020 - 2024)
A strategy for achieving ourLong-Term Vision

Fiscal YearBusiness Plan

Fiscal Year Business Plan

Specific initiatives for achieving
our Medium-Term Business Plan

Long-Term Vision

Becoming a Next-Generation Developer
We live in a time of profound change.
We are experiencing shifting demographics, growing diversity among personal values, ever-accelerating
technological development, and more.
Amidst these uncertainties, a broad range of challenges to achieving social sustainability have emerged.

The Tokyo Tatemono Group understands that the role ofdevelopers must also change in fundamental ways.
We are committed to using our business to offer better solutions to society’s problems andbring our own growth as an enterprise to a higher level.
By doing so, we aim to be a good company for all our stakeholders.

5Message fromthe President

Contents

Sustainabillity
Sustainability

FeatureEnvironment

SocialGovernance

Sustainability Promotion Framework

Stakeholder Engagement

Tokyo Tatemono established the Sustainability Committee,

The Tokyo Tatemono Group identifies and actively

chaired by our president and CEO, to pursue ESG management

communicates with stakeholders who are also involved in theacross the entire Group.

great impact we have on society as a developer.

The Sustainability Committee, like the Group Management

We are committed to creating new value and pursuing urban

Meeting and Internal Control Committee, is under the direct

development that contributes to the future of community

control of the president. The Sustainability secretariat, whichdevelopment by listening to our stakeholders.

is the Sustainability Promotion Group in the Corporate
Communications Department, advances sustainability measures
by working with business units to set ESG targets, monitor
progress, and evaluate our achievements.

▶ Sustainability Promotion Framework

Board of Directors
Sustainability Committee
Chair: President and CEO
Secretariat: Sustainability Promotion Group, Corporate Communications
Department
Assisted by: Management Planning Group, Corporate Planning Department

Business Divisions▶ Stance On and Approach to Dialogue With Our Core Stakeholders

Stakeholders

Stance on Dialogue

Approach to Dialogue

We established various systems to incorporate customer
feedback in our business activities. We use these systems
to provide valuable products and services that offer safety
and peace of mind, while improving customer satisfaction
continuously.

• Customer satisfaction surveys• Brillia Owners Hotline (contact for home buyers)• Various questionnaires• Online inquiry forms

We work to increase local value and contribute to the
local community through efforts that include community
development, community revitalization, and various
community activities.

•D ialogue with local residents and government bodies
in the planning, development, and management ofproperties• Volunteer activities, including clean-ups activities• Participation in local events and festivals• Support for education and the arts
• Disaster reconstruction support

Employees

We work to create a satisfying workplace in which
employees can experience personal growth. We strive todevelop human resources who are trusted and capable ofbuilding the future.

• Various training and reward systems• Regular personnel interviews• Dialogue with labor unions and co-hosting of events• Individual consultation on child-rearing and nursing care
support, etc.

Shareholders and investors

We aim to build long-term fiduciary relationships with
our shareholders and investors and earn appropriate
recognition through sincere and fair information disclosureand active communication.

• IR information on our corporate website• General meeting of shareholders• Seminars for private investors• IR meetings (Japan/overseas)

We conduct fair and equal business dealings with ourpartners and strive for close communications to build evenbetter relationships with these partners.

• Verification of second- and third-tier subcontractors• Verification via internal check sheet• Regular meetings

Customers(building tenants, home buyers,
users of services)

Local community(local community aroundproperties, local governments, etc.)

Partners(business operators related toplanning, development, andproperty management, and service
provision, etc.)

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Contents

Message fromthe President

Sustainabillity
Sustainability

FeatureEnvironment

SocialGovernanceTokyo Tatemono Materialities(Critical Issues)
Materiality Identification Process

The Tokyo Tatemono Group has identified nine materialities(critical issues) as social issues to be solved through ourbusinesses. We provide three desirable social values throughTo meet society’s needs and achieve sustained development,

solving these issues.

the Tokyo Tatemono Group believes we must create value

To move forward with our sustainability measures acrossfor society continually through our businesses. Of all thethe group, we are also engaged in raising the level of ESG

social issues we solve through our businesses, we havemanagement and have set key themes for E (Environment), S

identified those of particular focus as materialities (critical(Society), and G (Governance).

issues). In the process of identifying materialities, werepeatedly examine various social issues in light of related
information resources, scrutinizing issues based on internaland external opinions.

▶ Information Resources Related to Social Issues

SDGs:
International goals for the years 2016–2030 as listed in the 2030
Agenda for Sustainable Development (adopted at the United
Nations Summit in September 2015)
Future Investment Strategy:

Future Investment Strategy 2018: Transforming into Society 5.0

and a Data-Driven Society. A summary of the strategic fields andmeasures on which the Japanese government will focus its efforts
Basic Policy on Urban Renaissance:
A summary of the Japanese government’s basic policy forrevitalizing cities
National Strategic Special Zones Policy:
A summary of the Japanese government’s zoning policy for national
strategic special zones▶ The 17 SDGs

7

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Message fromthe President

Sustainabillity
Sustainability

FeatureEnvironment

SocialGovernance▶Process for Identifying Materiality

Step 1
Examine and identify
social issues

Step 2
Evaluate identified
issues

To obtain a broad grasp get a broad grasp of the social issues relevant to our business, the Tokyo TatemonoGroup listed 35 social issues to study. Our list was influenced by international issues (the SDGs), issues uniqueto Japan (Future Investment Strategy), and issues unique to our industry (Basic Policy on Urban Renaissance,
National Strategic Special Zones Policy).

We evaluated 35 social issues and measured their relative importance. In making this evaluation, we
incorporated two perspectives: the scale of the social need (whether the issue requires a solution) and theaffinity of the issue with our business (whether the issue is closely concerned with our current business orsomething we may wish to deal with as a business in the future). To further clarify the relative importance ofissues, we assigned points based on four aspects.

・Evaluation perspectives

Scale of social need

Affinity with our business・Assigning point values
to indicators

1Relationship With the Real Estate
Industry

2 Relationship With Our Businesses
3 Relationship With Our MediumTerm Business Plan
4 Director questionnaire results

Step 3these issues into three categories
based on their content andidentified them as Tokyo Tatemonomaterialities.

Affinity with our business

Map issues based on
evaluations

We mapped the issues to narrow
them down to those of relatively
great importance. We organized

Criticalissues(materialities)

Determining materialities(see P.9)

Scale of social need

Step 4
Establish and review
materiality-related
KPIs

We established KPIs to evaluate results and make concrete progress, ensuring we engage with and achieve ourmaterialities going forward. We also plan to review materialities every three to five years to respond to changes
in the business environment, etc.

8

Contents

Message fromthe President

Sustainabillity
Sustainability

FeatureEnvironment

SocialGovernanceTokyo Tatemono Group Materialities
Critical Issues (Materialities)

Taget Social ValueContribution to SDGs

Strengthen and enhance city functions

Community developmentthat contributes to Tokyo as
an international city
attractive to all• P romote urban redevelopment, establish facilities for the public good,
create lively scenes through area management

Respond to globalization• Attract global enterprises, establish an environment that is welcoming toforeign visitors in Japan

Promote innovation• Promote open innovation, use data and information technology

Use and rebuild real estate stock• Promote reconstruction/redevelopment projects

Urban development
so all can live the lives
they pleaseRespond to a growing diversity of values and lifestyles• C reate and offer spaces that keep pace with changing times (changes
in work styles, family structure, etc.)

Respond to declining birthrate and aging population• E stablish an environment that facilitates child rearing and environments
suitable for seniors

Harmonize with nature• Establish environments with greenery, maintain and protect ecosystems

Sustainable community
development considerate ofnature and the environment

Reduce environmental impact• U se resources such as energy and water efficiently, reduce waste,
promote recycling

Engage in natural disaster emergency response• R espond to natural disasters stemming from climate change, engage inearthquake countermeasures▶ Key themes to be addressed to raise ESG management

E: Environment

S: Society

G: Governance

Strengthen environmental
measures through our business

Secure and develop human resources
to support sustained growth•Reduce emissions of greenhousegases•Raise productivity by promoting work stylereformIncrease profitability and managementtransparency by strengthening
governance•Strengthen response to climatechange• Promote diversity•Strengthen supply chain management• Actively invest in and develop humanresources to expand the scope of ourbusiness•Bolster group synergies•Promote development of eco-friendly
real estate

Maintain and strengthen relationships
with stakeholders• Strengthen response to human rights issues• Offer products and services that respond tosocial change

9•Strengthen risk management framework•Review cross-shareholdings policy•Increase transparency and effectiveness ofmanagement

Message fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialGovernanceFeatureBuilding Sustainable Communities in
Yaesu, Nihonbashi, and Kyobashi
Tokyo is the capital of Japan and the world's largest
megacity.
Yaesu, Nihonbashi, and Kyobashi are three central
areas in Tokyo, notable for the Tokyo Station, acentral hub of Japan’s railway network. Tokyo
Tatemono has called this close-knit area its homeheadquarters since 1896.
As a next-generation developer aiming to createa sustainable society, Tokyo Tatemono promotes
sustainable community building in the Yaesu,
Nihonbashi, and Kyobashi districts.

The original company building, located in what was then called Nihonbashi Gofukucho (pictured
right), took severe damage in the Great Kanto Earthquake. Later, our headquarters building (picturedleft), which was completed in 1929, was equipped with the most up-to-date earthquake and fire
resistance technology of the time.

A Business Focus on Improving Sustainability Through an Innovation Ecosystem
Creating an innovation ecosystem is one theme on which Tokyoa virtuous cycle that cultivates new industry and generates

Tatemono focuses to promote sustainable community building.

economic growth leading to innovation.
The Yaesu, Nihonbashi, and Kyobashi districts are leading

An innovation ecosystem is a business environment analogous
to a natural ecosystem. Here, collections and collaborations ofglobal business centers. The sustainable development ofvarious players in industry, academia, and government (startups,

these districts requires the presence of innovation thatlarge corporations, investors, and research institutes, etc.) create

creates new industry and the support of an ecosystem.

The Foundations of an Innovation Ecosystem, Laid in the Edo Period
Since an innovation ecosystem is formed through the

produce the materials used in samurai residences: tatami

collection and collaboration of a diverse range of players,mats, fusuma wall panels, armor, and more. Since paintings

we could say that the most critical core requirement is awere often drawn on these fusuma panels, the Kanō schooltransportation infrastructure to attract these players.

was established in Edo and would become the largest

With the establishment of Edo (Tokyo) as the capital offaction in the history of Japanese painting. A number of famed

Japan, the Tokugawa shogunate developed the Edo Fiveukiyo-e woodblock artists, including Utagawa Hiroshige,

Routes. These were five trunk highways for the nation,

would also reside there, contributing to a flourishing art

all originating from Nihonbashi. This led to a tremendous

culture. Other business-minded people created quick andinflux of people, goods, and culture from rural areas, andeasy dishes to satisfy the hunger of people who came alone

the city developed into a place for the creation of new

to Tokyo to work in these industries. These dishes, including

industry and culture.

stall-based soba noodles, sushi, and more, resulted in a

At Edo Castle, craftsmen from all over Japan gathered toburgeoning Edo food culture.

▶ Flow of Materials and Culture in the Edo Period

Yaesu/Nihonbashi/Kyobashi

Supply of goods

Food culture

Artisan culture

Sushi, soba, eel, catering, etc

Tatami-cho, Himono-cho, Minami-saya-cho, Gusoku-cho, etc.

Manufacturing clusters

Business clusters

Edo Castle

Supply of foodArtists and others

Tinkerers, etc.

(Utagawa Hiroshige, Kanō school members)

Antique dealers, etc.

Art clusters

10

Literature

Geisha district

Food culture clusters

Contents

Message fromthe President

Sustainabillity

FeatureTransportation Infrastructure Supporting Innovation

Environment

SocialGovernance▶ Location
and Functionsin the Yaesu/Nihonbashi/Kyobashi Areas

Improvements in transportation infrastructures have significant
influence on the creation and cultivation of new industry andculture, or in other words, the promotion of innovation.

Other cities

Tokyo

From the Edo period to the present day, the Yaesu,(via(via railway,
railway local buses, BRT)

(via bullet trains, highway buses)

Nihonbashi, and Kyobashi districts have benefited froman overwhelmingly ample transportation infrastructure

Nihonbashi
Stationarea

compared to other cities. These districts are the hub of thenational railway network (especially given the presenceTokyo
Stationof Tokyo Station), long-distance bus network terminals,
subway networks, highway networks, and so on. Futureenhancements are also planned, including BRT networks andnew subway lines.

Tokyo
Stationarea

The development of transportation infrastructure requires
a great deal of time and investment of social capital. Only alimited number of districts can host this infrastructure, andYaesu, Nihonbashi,
Kyobashi Areas

Clusters of people, goods, andinformation connected within
Tokyo, to other cities in Japan,
and to the rest of the world

Kyobashi
Stationarea

these districts remain central hubs over a long period of time.
The Yaesu, Nihonbashi, and Kyobashi areas boast a significant
advantage in that they already have a transportation

Other cities

infrastructure, the core requirement for innovation, in place.

(via bullet trains,
highway buses)

The flow of people, goods, and money brought by thistransportation infrastructure has resulted in an economic
benefit stemming from the concentration of businesses.

Global Connections(via Haneda Airport / Narita Airport)

These areas enjoy the highest accessibility of any place in Japan, directly
connected to Tokyo Station, the central hub of Japan's railway network, as well as
long-distance bus networks. Together, these areas not only function as a domestichub, connecting to Japan's various regions, but also as an international hub, thanks
to connections to the Narita and Haneda airports via the Toei Asakusa Line.

This history has made the Yaesu, Nihonbashi, and Kyobashi
area the greatest urban economic zone in Japan. This
centralization is unparalleled in scale, and the gathering ofsuch a great number of talented people and the resulting
collective knowledge brought together is a source of valuable
innovation that cannot be found elsewhere.

Richness in Culture That Attracts the Creative Class
Another strength of the Yaesu, Nihonbashi, and Kyobashi

can be traced back to the Edo period. Developmentareas is their rich cultures.

as a business district led to further concentration and

As indicated by urban economist Richard Florida in his

development of the food and beverage industry. Now, aCreative Capital theory, people from the creative class,number of diverse, high-quality restaurants are utilized for

those who drive innovation, tend to prefer traditional,

business meetings and private soirées.

firmly rooted cultures. In other words, the more an area

The concentration of various food-related industries, frompossesses a rich, unique culture, the easier it is to attractfood manufacturing to wholesale, formed the foundation of

the creative class.

an ecosystem that integrates culture and economy.

The Yaesu, Nihonbashi, andKyobashi areas are districts
rich in art and art culture.
Paintings and other crafts
have been nurtured here since
the Edo period. Even today,
this area is home to Japan's
densest collection of antiqueart, galleries, and museums.
These districts are also home
to a food culture that brings arichness to daily life. As Japan's
unique food culture developed
here (sushi, soba, grilled
eel, and so on) so, too, didstorefronts. Even today, these
districts are home to a numberof shops whose genealogies

Source: Nihon-bashi uoichi han'ei no zu (Illustration of Prosperity at the Nihonbashi Fish Market), by Kuniyasu, National Diet Library
The fish market that formed along the northern bank of the Nihonbashi River featured a collection of fish caught not only in the seas
off Edo, but also from the waters of Chiba, Kanagawa, and Shizuoka Prefectures.

11

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Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

Toward Developing an Innovation Ecosystem
The Yaesu, Nihonbashi, and Kyobashi areas feature a numberof factors critical for an innovation ecosystem. These factors
include a strong transportation infrastructure, large-scalebusiness clusters, and rich cultural characteristics. As any ofthese factors require considerable time to form, these areas
possess great competitive advantages over other districts.
Today, Tokyo Tatemono works to develop this innovation
ecosystem further by infusing this already solid foundation
with new elements.

Type-1 Urban Redevelopment Project in the Yaesu 1-Chome East Are
in front of Tokyo Station

Soliciting Startups and Promoting Open Innovation
With a Focus on Social Issues
New ideas must be developed and offered in order to

districts to attract new players from Japan and overseas.

stimulate industry. Startups serve society by fulfilling this role.

Here, we strive toward food innovation, including

The agility and speed of startups within existing industries

initiatives for resolving food shortages, which is a critical

can lead to unprecedented innovation.

issue facing global society. At Kitchen Studio SUIBA, we

In 2018, Tokyo Tatemono launched operations at xBridge-

use food to promote lively activity and communication,

Tokyo, a startup studio serving as a hub to for star-levelsupporting players in the field of cuisine as they take on

startups in their early phases. Since its launch, xBridge-Tokyo

new challenges. TOKYO IDEA EXCHANGE hosts a wet lab

has been home to more than 20 startups, aiding them inequipped with 3D printers and other machine tools to

growing their various businesses.

attract new creators. All of these centers form a distinctive

Tokyo Tatemono also maintains and operates facilities

network, sharing a common theme of working to resolvethat serve as hubs for open innovation. At City Lab Tokyo,

various social issues, from local to global.

we help create a decarbonized society by providing a

These Tokyo Tatemono-led initiatives have received

forum and operating programs that encourage cooperationstrong praise from the Tokyo Metropolitan Government,

between the various players involved in community

and were officially certified for the Regional Council

development. At TOKYO FOOD LAB, we leverage theby Authorized Regions (PR Support) in last fiscal year's

food industry hub in the Yaesu, Nihonbashi, and Kyobashi

innovation ecosystem promotion support project.

xBridge-Tokyo
This startup studio aims
to support the creationand growth of startups, aswell as the formation of acommunity where users
can share knowledge andexpertise with each other.

Kitchen Studio SUIBA
A kitchen studio using cuisine

City Lab TokyoTOKYO FOOD LAB
A community hub offering foodas catalyst for liveliness.

An open innovation platform building

education and hands-on experience

This facility encourages

sustainable cities and societies.

in a cutting-edge plant farm.

liveliness through food content,

This forum provides programs that

Fusing technology, science,

which naturally drives thetackle three perspectives: knowledge

cooking methods from all over thecreation of communication,

provision, community-building, andworld, and different ways to enjoy

regardless of generation orbusiness generation support.

cuisine, TOKYO FOOD LAB aims

gender.

The approximately 300m² of floor

to solve social problems sharedarea at this facility includes meeting

globally and to build communities

rooms, a salon, and rental spaces.

that support the SDGs.

12

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

Mechanism for Innovation Ecosystem Growth▶ Three Assets for an Innovation Ecosystem

The Brookings Institute of the United States identifies three
critical elements for the formation of innovation ecosystems:
various networking programs (networking assets);

Economic
Assetsinfrastructure, offices, food and drink establishment, and open
innovation bases (physical assets), and a variety of playersthat act as economic assets.

Innovation
Eco System

If we overlay the Yaesu, Nihonbashi, and Kyobashi districts
onto the framework of these three elements, we can see that

PhysicalAssetsthe value of these districts in terms of economic assets canbe increased significantly by adding a concentration of startup

Networking
AssetsEconomic Assets

ventures to the existing cluster of businesses.

Companies, institutions, and organizations that promote, foster, andsupport an environment rich in innovation.

As for physical assets, a large-scale aggregation of offices
and stores already exists on top of an overwhelmingly

Physical Assets

superior transportation infrastructure in these districts.

Public and privately-owned spaces designed and organized tostimulate new and higher levels of connectivity, collaboration andinnovation.

The addition of new open innovation bases here and planned
future large-scale redevelopment projects will significantly
expand the district's physical assets. Networking assets are

Networking Assets

also expected to be strengthened, triggered by the programs

The relationships between actors, such as individuals, firms andinstitutions, that have the potential to generate, sharpen, andaccelerate the advancement of ideas.

operated at each open innovation base.
As the innovation ecosystem begins to grow in this way, we
will see a self-sustaining, sustainable development cycle in

Source: Brookings Institutewhich a variety of players, including large innovation-driven
companies, cluster with each other. These conditions arealso favorable for large-scale redevelopment projects, such

▶ New

Innovation Ecosystems

as Tokyo Tatemono's Type-1 Urban Redevelopment Project inBuilt Through Redevelopment

the Yaesu 1-Chome East Area in front of Tokyo Station and theType-1 Urban Redevelopment Project in the Yaesu 1-Chome

GrowthIdeas/Technology

Tokyo Tatemono aims to realize the sustainable

Startups
Transferdevelopment of both our community and our own businesses
through the creation of an innovation ecosystem.

Openinnovation
Supply of resources

SupportTransfer

space for new players to utilize and play an active role.

Major
companies

Entry

North area. Further, these facilities can also contribute as aOverseas

Investors, etc.

VOICE

Valuing Familiar Comfort, While Creating World-Class Communities

The Yaesu, Nihonbashi, and Kyobashi areas comprise a business hub that drives the Japanese economy.
However, there is a very familiar, human face to these districts, including business people who operate
long-standing local restaurants. A number of companies have been operating in this district for many years,
not only because of the convenience of growth-supporting transportation and advantages stemming froma collection of companies, but also likely due to the comfort of the district that puts those who work
here at ease. At Tokyo Tatemono, we promote the development of an attractive, world-class community
by cultivating an innovation ecosystem that encourages business growth while valuing the culturalcharacteristics unique to this district.

Area Management Division
General Manager

Naoki Kumada

13

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceSupporting Sustainable Communities Through Disaster Mitigation andEnvironmental Impact Reduction
Strengthening Disaster Mitigation

Reducing Environmental Impact

Disaster mitigation is an essential element when considering

Tokyo Tatemono development projects incorporate athe development of a sustainable community.

variety of environmental measures based on the Group
Environmental Policy.

Countermeasures against disasters caused by extreme

One example is the Tokyo Square Garden, a large-scale

weather driven by climate change, as well as earthquakes
and other causes, are important elements of community

complex building with direct access to Kyobashi Station

development. These are also social issues that are attracting

on the Ginza Line. Here, we have installed and currently

more attention due to the increasing frequency of major

operate the Kyobashi Environmental Station . This facility

disasters. Major disasters not only damage office buildings,

aims for environmentally friendly community development

but also threaten the lives and livelihoods of people who live

to help create a decarbonized society. The station provides

and work in the community, causing damage to the entire

advice on energy conservation measures to local small-region. At Tokyo Tatemono, we work to create a safer andand medium-sized building owners. We also provide local

more secure city by strengthening our disaster mitigation

residents opportunities and forums to learn about and takecapabilities in cooperation with neighboring companies,

action related to environmental problems. We also use thislocal residents, neighborhood associations, and other local

facility to present the various environmental technology

organizations. Here, we strive to address disaster mitigation

initiatives employed at Tokyo Square Garden.
Even at the Tokyo Tatemono Yaesu Building, which has

at the regional level.

served as Tokyo Tatemono's headquarters since May 2020,

A major issue in urban areas with high concentrations oflarge corporate offices is when commuters are unable to

we strive to reduce environmental impact through efficient

return home during a disaster. Disasters can also damage

energy management, greening, and other initiatives.
Through these efforts, Tokyo Tatemono aims to create an

power grids and power supply facilities, potentially leading

attractive, sustainable community that appeals to people

to large-scale power outages.

and companies around the world. We strive for progress,

Large-scale office buildings built by Tokyo Tatemono have
prepared support mechanisms in anticipation of receiving

even in the face of

stranded commuters, including resource stockpiles andmajor social shifts,

emergency manuals. For future large-scale redevelopment

such as international

projects, we are strengthening business continuity functions

competition

via emergency-use power generation equipment, co-between cities, ageneration systems*, and networked local air conditioning

shrinking working-facilities to make regional energy use more efficient and lessage population, andimpactful on the environment.

diversifying work

*Energy conservation system that effectively uses heat from electric power
generation for heating, air conditioning, etc.

and lifestyles.

TOPICS

Aikasa , an Umbrella Sharing Service in the Tokyo Station Area

In partnership with Nature Innovation Group Co., Ltd.,the Tokyo Station City Management Council, andother organization and company stakeholders in theTokyo Station area, Tokyo Tatemono launched the
Aikasa umbrella sharing service. Started in December
2019, this is first service of its kind in Japan. Users canborrow stylish umbrellas (decorated with old-style
map art) simply by scanning a QR code in mobile appat the more than 700 Aikasa Spots nationwide.
This service is aimed at providing hospitality to botharea workers and tourists, as well to eliminate theissue of plastic waste related to plastic umbrella trash.

14

Tokyo Square Garden

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

Environment

Greenhouse Gas (GHG) Emissions

Waste Recycling Ratio

51,470

62.8%

t-CO₂

15

Acquisition Rate of DBJ
Green Building Certification

37.7 %

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

Policy and System
for Environmental Initiatives
Policy and Concept

Group Environmental Policy

The Tokyo Tatemono Group contributes to sustainable◯ Creating a pleasant city and living with greenerysocieties through environmentally friendly business activities.

We will create a rich and comfortable environment for

We formulated the Group Environmental Policy, which is aearth and people by utilizing the strength of greenery asgroup-wide shared policy that serves as the foundation amuch as possible with consideration to biodiversity.

management structure designed for the business attributes of
our Office Buildings Business. This business includes building◯ Climate change prevention that leads thecommunity

construction, operation, and management, and our housingdevelopment business, which includes the Brillia brand. Other

We will actively implement environmentally friendly

businesses and group companies engage in environmentally

technologies and ideas into our products and services

friendly business under environmental guidelines established

to lead the community in building a low-carbon city.

in line with the Group Environmental Policy.
Further, we strive to improve our environmental◯ Resource-saving activities that are kind to theearth

performance to prevent contributing to climate change andenvironmental damage. We accomplish this done throughWe will strive to reduce the use of resources andmeasures such as reducing greenhouse gas emissions,environmental impact through all available opportunities

strengthening our response to climate change, and promoting

and contribute to creating a recycling-oriented society.

the development of environmentally friendly real estate. In
this, we work to develop real estate harmoniously with nature.

◯ Developing employees with high environmental
awareness

Through these efforts, we reduce our environmental burden
and create abundant, comfortable spaces.

We will comply with laws related to the environment
and educate and raise the awareness of our employees
about the environment.
Established January 2011

▶ Environmental Promotion Structure

President and CEOGroup Management Meeting

AdvisorEnergy Management Supervisor

Energy Management Leader(Appointed from those who haveenergy management knowledge)(Director in charge of
the Corporate Communications Department)(General Manager ofthe Building Engineering Department)

Secretariat(Corporate Communications Department/Office
Buildings Business Planning Department)

Business Departments

16

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

Environmental Managementin the Office Buildings Businessof a power consumption per floor area unit to reduce energy

Among all Tokyo Tatemono business activities, the Officeaveraged over five years as a target in accordance with the

Buildings Business, which operates and manages commercial

Energy Conservation Act (this per-unit basis also applies toMoreover, we have set a quantitative indicator in the form
consumption. Here, we target a 1% annual unit reduction

office buildings, uses the most energy. The energy usage of

GHG emissions).

this business accounts for 93.9% of all usage within Tokyo*Act on the Rational Use of Energy

Tatemono (calculation based on the Energy Conservation Act*).
Therefore, reducing the amount of energy used in the Office▶ Share of Tokyo Tatemono Energy Consumption by

Buildings Business results in a significant reduction of Tokyo

Business (2019)

Tatemono's total energy consumption.

Branches 0.32％

The Office Buildings Department has formulated anenvironmental execution plan. This plan is founded on a strong

Management 2.11％

awareness of energy conservation in light of the problem ofSenior Business 0.54％

climate change. With this, we strive to carry out energy-saving

Residence Business 5.58％

activities on a daily basis. When developing new buildings,
we adopt environment and energy-saving technologies forenvironmentally friendly buildings that are well-received byOﬃce Buildings Business91.45％

society. For existing buildings, we promote energy savings
by strategically renovating buildings using energy-saving
equipment. We also make efforts to save energy in operations
and reduce environmental impact with the help of our tenants.

▶ Environmental Execution Plan and Guidelines

Area

Greening

Environmental Execution Plan

Guideline
New construction: We aim for greening of at least 5% of structure area and at
least 50% of exterior area. We also promote interior greening.

Building richgreenery thathelps cities
transform andthriveWe promote rich greeningthat gives people
a sense that their city istransforming and thriving.

Rebuilding
ecosystems withbiodiversity

We rebuild abundant,
local natural settings,
fostering lush ecosystems created by thecompetition and coexistence of diverse
organisms.

New construction and renovation: We promote structure greening for allbuildings, creating rich environments for their users. Specifically, we implementlayout plans that include considerations for rooftop greening, the cultivation of
exterior plants, and plant upkeep and management plans.
Operations: We create and maintain a plant management plan, and we conduct
regular monitoring and proposal of plans for improvement.
We acquire and renew certifications for the preservation of existing trees and theconservation of ecosystems.
New construction and renovation: We form planting plans that reflect theparticular characteristics of the site in question and the policies of the area.
We eliminate intrusive species that damage the ecosystem, devise planting
plans that take into account the conservation of native species, and maintainecosystems by ensuring continuity with surrounding green spaces.
Operations: We conduct charitable donation and awareness outreach activities.
We promote efforts to mitigate the heat island phenomenon.

Designing treeplacement for
comfortable,
abundant urban
environments that
produce enjoyable
sunlight

We contribute to the creation of
comfortable urban environments bypositioning trees for optimal shadows andheat shielding.

Using green
assets to improvearea value

We create rich, lush landscapes andcultivate forums for communication
through greening, improving the value ofthe surrounding area.

17

New construction: We explore placement plans that incorporate exterior windpaths, fluid simulations, and other factors.
New construction and renovation: In addition to incorporating measuresrelated to roof, exterior, and ground surfaces, we engage in a variety of othermeasures that include mitigating reflections from buildings, equipment planningfor mitigating thermal environment degradation, vacant space planning for windpaths, securing appropriate shade, ensuring green and water coverage ratios,and minimizing pavement area.

New construction and renovation: We plan environments and facilities that givea sense of closeness to nature, promoting the formation of good landscapes bygreening roadsides, etc.
Operations: We sponsor events that offer participants a sense of closeness tonature. We also participate in area planting management and other initiatives.

Contents

Message fromthe President

Area

Sustainabillity

FeatureEnvironmental Execution Plan

Energyconservation

Acquisition
and retentionof third-party
environmental
performancecertification

Environment

SocialGovernance

Guideline

We promote the construction andmanagement of buildings, emphasizing
environmental performance. We acquire
and retain third-party certification for
the environmental performance of thesebuildings and contribute to sustainable
low-carbon urban development.

New construction: We acquire third-party certification and explore
implementation of low-CO₂ leadership projects, and so on.
Operations: We pursue the renewal of third-party certifications and newcertification acquisition for buildings without said certifications.

【Quantitative Targets】＜ Scope ＞
New construction: Long-term retention, valueadded class office buildings and standard classoffice buildings
Existing construction: Long-term retention,
value-added class＜ Target ＞①4
 or 5 stars in the DBJ Green Building
Certification②A
 or S rank in the CASBEE building
assessment (new buildings③4
 or 5 stars in the BELS Evaluation
Certification
We aim to improve environmental performance.

Creating buildings
with highenvironmental
performance

Our buildings offer high environmental
performance while maintaining the healthand comfort of workers.

New construction: BPI*¹ of no more than 10.90, BEI*² of no more than 20.65(actively work toward ZEB*³ status)【Quantitative Targets】

Operations: Understand and present actual primary energy consumption unit
values.

＜ Scope ＞

All locations reported under Specified
Business Operator Tokyo Tatemono subject to
the Act on the Rational Use of Energy＜ Target ＞
1% annual unit reduction in crude oil
equivalent (moving average over 5 years)*Also applies to greenhouse gas emissions
originating from CO₂

Conduct environmentally friendly planning and management.
New construction and renovation: Use LED lighting and luminance indedicated areas of 500lx, energy-saving glass, presence sensors. We consider
interior brightness levels and encourage subdivided lighting zones.
Renovation and operations: We study energy conservation measures,including
energy conservation checkups.
Operations: We carry out appropriate filter cleaning.

Adopting
environmentallyadvanced
technology
initiatives

We proactively incorporate
environmentally advanced technologies
and initiatives to encourage buildings thatlead in environmental advancement intheir regions.

New construction and renovation: We promote a number of initiatives,
including the implementation of solar power generation systems, the exploration
renewable energy use, the use of passive energy-saving technologies (e.g.
leveraging natural lighting/ventilation, geothermal energy), the adoption of
daylight-harnessing technology, the use of insulation/heat shielding technology,
the implementation of CO₂ monitoring systems, and the installation of highefficiency equipment.
Operations: We adopt and manage manuals for CO₂ monitoring systems,
identifying the amount of renewable energy generated.
We are investigating the adoption of energy that lowers the CO₂ emission
factor, looking into energy certificate adoption via carbon offsets.

Using energy
management
to reduce
consumption

We pursue environment-friendly building
management in cooperation with thevarious building stakeholders, including
customers.

18

New construction and renovation: We promote the implementation of BEMS/
visualization systems and the setting of quantitative energy consumption
targets.
Operations: We promote the disclosure of environmental data to tenants,
the creation of building operation systems and management policies, and theexecution of power-saving measures.

Contents

Message fromthe President

Area

Sustainabillity

FeatureEnvironmental Execution Plan

Waste
and
water
Cooperating withcustomers tocontribute to a
recycling-oriented
society

Environment

SocialGovernance

Guideline

We contribute to the creation of arecycling-oriented society by working withour customers to promote the reduction,
reuse, and recycling of waste.

New construction and renovation: We conduct a variety of initiatives, including
the implementation of trash weighing systems, the appropriate planningfor recycling stations, the planning for stock spaces enabling ample waste
separation, studies to reduce kitchen waste volume or compost kitchen waste,
and the confirmation of recycling rates/waste management policies during
construction.

【Quantitative Targets】

Operations: Our initiatives include waste separation/reuse, reduction in waste
via tenant meetings on separation and recycling, educational activities regarding
waste separation, tours of waste treatment plants, contracts that define recycling
items, and the implementation/operation of waste volume reduction measures.

＜ Scope ＞
Specified Business Operator Tokyo Tatemonobuildings subject to the Act on the Rational
Use of Energy and all buildings offered by
Tokyo Tatemono＜ Target ＞
5% waste unit reduction from FY2017 toFY2022 (equivalent to 1% reduction annually)

Reducing
environmental
impact from water
conservation/useof grey water【Water Reduction Targets】
Reduce water use 5% by FY2022 (1% peryear) compared to FY2017 water consumption
intensity

New construction and renovation: We engage in measures that include theuse of water-saving equipment in wash basins, hot water heaters, etc., the use ofwater-saving toilets, the implementation of rainwater runoff control measures, theprevention of water leakage, and compliance with discharge standards such as theWater Pollution Prevention Act and Sewerage Act. We are also studying ways toreuse rain water and grey water.
Renovation and operations: We explore and ascertain the amount of water saved
through renovations.
Operations: We ascertain actual water usage, determine cooling tower water
usage, and investigate water conservation related to cooling towers.

Environmental
awareness

New construction: We create long-term repair plans, ensure the strength of core
structural frames, make plans to separate frames from finishing materials easily,plan rooms and finishes in consideration of upkeep and maintenance, and adopt
ducting/piping that ensure long service lives.

Achieving
long building
lifespans throughdevelopment thatconsiders future
maintenance andupgradesWe make plans during construction
phases to facilitate maintenance andupgrades to ensure an extended building
lifespan.

Proactive use of
eco-materials andrecycled materials

We work to create a cycle of recycling
by utilizing eco-materials and recycledmaterials.

Dissemination of
information on
the environmentand spread/
improvement ofenvironmental
awareness

By disseminating/sharing information
about the environment, we contributeto the spread and improvement ofenvironmental awareness among
the various stakeholders involved inour buildings, such as employees,
communities, and customers.

We disclose our sustainability initiatives and conduct energy conservation
awareness activities.

We operate environment-relatedorganizations, engage in highly-effective
environmental activities, set, execute, andmonitor environment-related goals, andengage in ongoing improvement activities.

We conduct regular surveys related to energy and environmental conservation.
We also sponsor on-site cleanup activities, hold energy conservation meetings,
promote green leasing, conduct energy conservation efforts in cooperation withtenants, formulate and manage properties based on environmental policy, anddetermine environmental data and confirm certification status upon the purchaseof properties.

Forming theEnvironmental
Committee andongoing PDCA
cyclesNew construction and renovation: We adopt finishing materials that offer
long service lives for exterior and interior walls. We include the maintainabilityof key equipment as part of our planning, and consider the ease of upgrades
when planning air conditioning piping, sanitary piping, high voltage wiring, andlow voltage wiring. When upgrading facilities, we consider maintainability ofstructures and backup equipment, etc.
Operations: We share medium- to long-term repair plans with property/building
managers and implement maintenance and repairs based on these plans,
calculating planned costs and energy-savings.
New construction, renovation, and operations: We engage actively in the use ofsustainable wood materials, low-impact eco-materials and recycled materials.
We comply with regulations related to ozone depletion factors related to coolingand actively engage in adopting ozone depletion factors and warming factors forother construction materials (insulation, gas extinguishing agents, etc.).

＜ Shared Items ＞
・ Forming an Environmental Committee
・Establishing an environmental management
system (Eco Action 21 external certification,company internal auditing, etc.)
・ Implementing external systems forenvironment data collection (for energy,
water, etc.)*1BPI: Building Palstar Index. A standard for annual heat load established in accordance with revisions to the Act on the Rational Use of Energy calculated with PAL (Perimeter Annual
Load, also called PALSTAR, the annual heat load per unit of perimeter floor space).
*2BEI: Building Energy Index. The ratio of primary energy consumption of the designed building compared to a standard building. Based on the Energy Consumption Performance
Calculation Program.
*3 ZEB: Net Zero Energy Building. A building targeting a net-zero balance of annual primary energy consumption.

19

Message fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialGovernance

Environmental Managementin the Residence Businessenvironmental initiatives. The Tokyo Tatemono Group actively

Our Residential Development Department formulated the Brillia

activities in accordance with the Group Environmental Policy.

Environmentally Conscious Housing Guideline, which provides

We strive to conserve resources and use materials that reducea unified structure for our environmental measures. This

environmental impact.

incorporates environmentally friendly technology and ideas
into our products and services in every stage of our businessguideline encourages a consideration for the environment inCompliance with Environmental
Laws and Regulations

residences and improves the brand value of Brillia. In residential
development, we design individual properties based on theseguidelines and strive to reduce their environmental impact.
We continue to update these guidelines according to ongoing

Tokyo Tatemono follows the Group Environmental Policy andsocial changes and technological advancements.

adheres to all environmental laws and regulations.

Supply Chain Initiatives

overseas, we conduct the environmental impact assessments

When executing new development projects in Japan andrequired in accordance with laws and regulations.
We experienced no environmental incidents or violations ofThrough our developer business, the Tokyo Tatemono Groupenvironmental laws or regulations in 2019.

collaborates with many business partners in promoting▶ Brillia Environmentally Conscious Housing Guideline◦Three Universal Core Concepts
Condominiums vary in size, service lives, and materials used. These dwellings have a broad impact on the environment andavailable countermeasures also run across a wide range. Therefore, we have incorporated three core concepts into the Brillia series:
Think Green, Think Lifestyle, and Think Future.
I Think Green – 		Green & Cool residential spaces:
Setting up green spaces acts as a heat island countermeasure and brings about a rich natural environment 		
friendly to the ecosystem.

II Think Lifestyle – Introduction of high-efficiency, green residential equipment:
High-efficiency equipment comfortably saves energy and contributes to disaster prevention in case of an emergency.
III Think Future –Eco Life Cycle Improvement Plan for Energy and Greenery:
Resident participation in operation and management as well as community development will continue in a cyclewith concepts I and II, above.

東京都マンション環境性能表示◦Ratings for Environmental Performance

建 物 の 断 熱 性
設備の省エネ性In order to objectively judge the level of a condominium's environmental friendliness,

再 エ ネ 設 備・電 気

we have established two tiers (Level 1 and Level 2) to describe environmental

維持管理・劣化対策

performance. These levels are equivalent to the Housing Performance Evaluation

みSystem. We evaluate our performance based on acquisition of CASBEE and Tokyo

どり

都民の健康と安全を確保する環境に関する条例に基づき建築主が自己評価したものです。
2020年度基準

Green Labeling System for Condominiums certification. We have also establishedoptional specifications for even greater consideration toward the environment.

▶ Environmental Incidents and Violations of Environmental Laws or Regulations

Category

Unit

2015

2016

2017

2018

2019

Violations of Environmental Laws or Regulations

Incidents

0

0

0

0

0

Environmental Incidents

Incidents

0

0

0

0

0

Yen

0

0

0

0

0

Environmental Fines

20

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceGreen Finance

Policy, Concept, and System

Green Finance Framework

Signatories to the Paris Agreement agree to keep the global

Tokyo Tatemono has established the Green Financeaverage temperature rise below 2°
C compared to the

Framework, which complies with the four requirements defined

pre-industrial era, requiring efforts to achieve a low-carbon

in the Green Bond Principles and Green Loan Principles (usesociety. The real estate industry as a whole and Tokyoof procured funds, project evaluation and selection process,Tatemono specifically must strive to reduce greenhouse gases

management of procured funds, and reporting).

(GHG) in real estate holdings and business activities.
【Use of Procured Funds】

The term green finance refers to bonds (Green Bonds)
and loans (Green Loans) used to procure funds for special

Funds will be allocated to acquisition/construction of green

use in environmental measures such as global warming

buildings that meet eligibility criteria, or for refinancing

countermeasures and renewable energy. As a general rule,these funds.

funding is secured in accordance with the Green Bond

Eligible properties are those that have already acquired or

Principles and Green Loan Principles established by theare scheduled to be certified/recertified as one of the top two

International Capital Market Association, as well as theranks in any of the third-party certification bodies, listed in (1)Green Bond Guidelines established by the Japanese Ministryto (3) below.

of the Environment.

① 4 or 5 stars in the DBJ Green Building Certification

The Tokyo Tatemono Group Environmental Policy calls for② A or S rank in the CASBEE building assessment (newus to lead the community in the prevention of global warming.

buildings)

The group strives to develop real estate that is both superior③ 4 or 5 stars in the BELS Evaluation Certificationin environmental performance (e.g. using energy-saving
equipment) and resistant to natural disasters, such as those【Project Evaluation and Selection Process】

caused by wind and flood damage. This falls under the scope

The Finance and Corporate Communications Departmentsof green finance.

select projects that meet the eligibility criteria. The final

We raise funding through green finance with the aim to further

decision is made by the president and CEO or an officer instrengthen our sustainability efforts.

charge of the Finance Department.

→ See Policies and Systems for Environmental Initiatives, P.16
【Management of Procured Funds】
The Finance Department uses internal management systems
to track and manage the state of procured fund allocation. The
Finance Department's general manager or an officer in charge
monitors and manages results. Until the funding is allocated,
funds are managed as cash and cash equivalents.
【Reporting】◯ Reporting related to funds allocation
We report the allocation status of procured funds on our
website once a year until all funds classified for allocation
reporting are fully allocated◯ Reporting on environmental improvement impact
The following items are disclosed on our corporate website
once a year.
During construction period: Progress of certification acquisition
procedures
After completion: List of effective environmental certifications,energy usage*, CO₂ emission levels*, water usage** Actual levels for all Tokyo Tatemono facilities whose data is covered by
the Act on the Rational Use of Energy, including green buildings that meetthe eligibility criteria

21

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceIndicators and Results
TOPICSIn March 2019, Tokyo Tatemono issued 50 billion yen in
publicly offered hybrid corporate bonds (Green Bonds) basedon the Green Finance Framework.

Awarded the ESG Finance Award Japan(Silver)

The green hybrid bonds issued by Tokyo Tatemono wereThese were the first green bonds to be publicly offered inawarded the Minister of the Environment Award (Silver

Japan as corporate debt and the largest tranche of green

Award) in the bonds category of the Ministry of theEnvironment ESG Finance Award Japan.

bonds issued in Japan.

This award was created to evaluate and commend

All funds procured will be used for refinancing acquisition

investors and financial institutions who make outstanding

and construction capital related to Hareza Ikebukuro andcontributions to the environment and society by engaging

Nakano Central Park South, two green buildings that meet thein ESG finance, green projects, or similar initiatives.

eligibility criteria of the Green Finance Framework.

Recognition includes corporate initiatives that have apositive impact on corporate value and the environment
by incorporating key environment-related opportunities
and risks into management strategy for the purpose ofincreasing corporate value.
【Reasons for Presenting Tokyo TatemonoWith the ESG Finance Award Japan】
・Issued Japan's first hybrid bond for the highest level ofgreen buildings in Japan・Ensured high transparency by implementing measures inline with CBI (Climate Bonds Initiative) standards
・Acquired target assets of superior rankings in green
building certifications
・Large-scale financing on the order of 50 billion yen

Award Ceremony for the ESG Finance Award Japan
Hitoshi Nomura, Representative Director, President and CEO (L)Shinjiro Koizumi, Minister of the Environment (R)▶ Green Finance Overview

Name▶ Green Finance Reporting

2nd Series Deferred Interest and Callable
Unsecured Subordinated Bonds (Green

Funding
Allocation Status

Bonds)

Hareza Ikebukuro: 13,041 million yen
Nakano Central Park South: Fully allocated(as of December 2019)

Pricing Date

March 8, 2019

Certifications in progress: None

Issue Date

March 15, 2019

Deadline for Redemption

March 15, 2059

Certifications acquired:◦ Hareza Tower (Hareza Ikebukuro)
DBJ Green Building Certification: 5 stars
CASBEE - Buildings (New Construction):
Class S
BELS Certification: 5 stars (ZEB Ready)◦ Nakano Central Park South:
DBJ Green Building Certification: 5 stars

Total Issuance Value

50 billion yen

Use of Procured Funds

Funding for acquisition/construction ofHareza Ikebukuro and refinancing thereof
Refinancing of Nakano Central Park Southacquisition and construction funds

Eligibility Evaluation

Environmental
Improvement
ImpactEnergy consumption/CO₂ emissions:→ Responding to Climate Change, P.28
Water usage:→ R educing Our Environmental Burden (Water
Resources), P.25

Green 1 (JCR)** These bonds have been certified for eligibility as green bonds by the thirdparty Japan Credit Rating Agency's JCR Green Bond Evaluation program.
These bonds received the Green 1 evaluation, the highest rank attainable
in this program.

22

Message fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialGovernance

External Evaluations

Receiving Highest Honors from the World's
Benchmark in Real Estate

and the diversification of tenant needs, aware of our impact on
the environment and society.
*E valuation by rank—Five Stars: Building with the top class environmental
and social awareness in Japan; Four Stars: Buildings with exceptionally highenvironmental and social awareness; Three Stars: Building with excellent
environmental and social awareness; Two Stars: building with highenvironmental and social awareness; One Star: Building with satisfactory
environmental and social awarenessTokyo Tatemono has received the Green Star award, thehighest from the GRESB* Real Estate Assessment, for the fifth
consecutive year. This assessment is a benchmark evaluating
ESG (environmental, social, governance) initiatives in the realestate sector. The GRESB has also awarded Tokyo Tatemono▶ Certified Properties

with its highest 5 Star Rating for the third consecutive year in
the GRESB Rating, a system implemented in 2016 that scores

CASBEE*1 Buildings

reporting entities relative to global performance.

S RankHareza Tower

BELS ※ 2

DBJ Green Building
Tokyo Square Garden
Otemachi Tower*GRESB: Global Real Estate
Sustainability Benchmark.
An ESG benchmark
specialized in real estate,established by a European
pension fund.
www.gresb.com/

Nakano Central Park
South

★★★
★★

Hareza Tower★★★

Otemachi Tower★★

Empire Building

SMARK ISESAKI
Brillia ist Tower
Kachidoki★★
★★

Acquisition of DBJ Green Building Certification
Certifying Environmental and Social AwarenessTokyo Tatemono
Nihonbashi Building

Hareza Tower

As of the date of this report, seven offices and commercial
buildings owned and managed by Tokyo Tatemono havereceived high praise, being awarded the DBJ Green Building

ABINC Certification *4

Certification Four Stars or Five Stars.

(Association for Business
Innovation in harmony
with Nature andCommunityRCertification)

ZEB *3

The DBJ Green Building Certification is a system establishedby the Development Bank of Japan to evaluate initiatives for

ZEB
ready

environmental and social awareness of real estate. This systemscores initiatives based on five categories: Environmental
performance, tenant comfort, risk management, consideration ofHareza Tower

Otemachi Tower

SEGES Certification *5(Urban Oasis)

Tokyo Square Garden
Otemachi Tower*1 C
 ASBEE (Comprehensive Assessment System for Built Environment Efficiency)
is a method for evaluating and grading the environmental performance ofstructures*2 B
 ELS (Building-housing Energy-efficiency Labeling System) is a guideline
established by the Ministry of Land, Infrastructure, Transport and Tourism
to accurately evaluate and display the energy saving performance of nonresidential buildings*3 A
 ZEB (Net Zero Energy Building) is a building that has targeted a net-zerobalance of annual primary energy consumption*4 A
 BINC Certification is a third-party evaluation and certification system forbiodiversity conservation efforts, using the Japan Business Initiative for
Biodiversity-developed Association for Business Innovation in harmony with
Nature and Community®
, Certification Guideline and the Land Use Score Card®
as evaluation standards*5 SEGES is the Social and Environmental Green Evaluation System

the surrounding environment and community, and collaboration
with stakeholders. Initiatives are awarded a rank between one
and five stars* based on the total score from these categories.
Tokyo Tatemono will continue to develop real estate in
response to the societal demands of real estate stakeholders▶ Acquisition Rate of DBJ Green Building Certification

Acquisition Rate of Certiﬁcations per
Leasable Area ofResidential Buildings

Acquisition Rate of Certiﬁcations for
the Leasable Area ofOﬃce Buildings

Certiﬁcation Acquired

Certiﬁcation Acquired

Not Certiﬁed

36.3%

Not Certiﬁed

60.9 %

63.7%

23

39.1%

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceHarmony with Nature(Biodiversity)

Policy, Concept, and System

Creating New Greenery in Cities

Real estate development is closely linked to the local

When greening at a given scale in office districts, whichecosystem of services. The Tokyo Tatemono Grouptend to lack greenery in the first place, it is more importantdevelopment business must also understand the direct andto create new greenery than to preserve natural greenery.

indirect impact on the surrounding ecosystem and incorporate

Though the area surrounding Tokyo Station is a bustling

appropriate considerations.

office district encircled by enormous buildings. It is also a

The Tokyo Tatemono Group contributes to the realization of

biodiverse area, with the Imperial Palace and ocean nearby,a sustainable society by conducting environmentally friendly

as well as many birds, insects, and other life. To preserve thisbusiness activities in accordance with our Group Environmental

biodiversity, Tokyo Tatemono strives to create new greenery

Policy. This policy includes a biodiversity-related call for thein office districts.

creation of a pleasant city and living with greenery, creating

Preservation of Original Local Landscapesa rich and comfortable environment for earth and people byutilizing the strength of greenery as much as possible withconsideration to biodiversity. When creating green spaces

From the perspective of preserving biodiversity, the bestat properties developed by the Tokyo Tatemono Group, we

option is to preserve existing green spaces as much as

select the correct plant species based on the distribution of

possible. This is because preserving existing green spaces also

vegetation and other life native to the region. These efforts

preserves the microorganisms and plant species contained

have received superior evaluations from impartial third-party

in the soil. The expected result is that the topography-driven

evaluation systems for green spaces, such as SEGES and ABINC.

relationship with the surrounding environment is passed on to→ See Policies and Systems for Environmental Initiatives, P.16

future generations.
Brillia Towers Meguro, completed in November 2017,
features a forested space on the property, with approximately▶ Examples of Third-Party Certifications for Biodiversity

900 trees planted and dredged waterways. This green space
was designed with the concept of creating a forest in frontof the Meguro Station. The property also interconnectswith the surrounding environment, including the Institute for
Nature Study of the National Museum of Nature and Science,
contributing to the preservation of biodiversity in the area.

EGES Building Green / Urban Oasis / ABINC Certification

TOPICS

Greening at Otemachi Forest (Otemachi Tower) and Tokyo Square Garden

We created approximately 3,600m² of forested space, called the Otemachi Forest, at Otemachi Tower in Chiyoda Ward, Tokyo. This forest
was created to mimic a real forest, reproduced by gathering natural trees from the mountains in the Kanto region, which shares the same
climate as the Otemachi area. We were able to create a foundation for these trees to take root and grow. In this project, we adopted thepre-forest method by examining plant growth and using appropriate management methods over the span of approximately three years for
a forest of about 1,300m² in Kimitsu City, Chiba Prefecture. After our preparations were complete, we transferred the plant life to the mainsite in Otemachi. Otemachi Forest not only helps mitigate the heat island phenomenon in the city center through tree transpiration and soil
water retention, but also forms an ecological network that connects with the green areas of the Imperial Palace and provides a comfortable
habitat for living creatures.
Tokyo Square Garden is a new environmentally friendly building complex in Tokyo's Chuo Ward. Here, we have implemented solar power
generation, installed high-efficiency heat equipment, and other eco-friendly facilities. This equipment,
installed at Kyobashi Hill, a multilayered green space spanning approximately 3,000m², creates a coolspot in the city center that helps counteract the heat island effect.
Otemachi Forest was the recipient of the 35th Green City Award (Minister of Land, Infrastructure
and Transport Award). Tokyo Square Garden was the recipient of the Minister of Land, Infrastructure
and Transport Award for the 14th Competition for Specialized Greening Technology for Rooftops,
Wall Facings and New Green Spaces. Both buildings have been certified as an Urban Oasis by SEGES(Social and Environmental Green Evaluation System).

Otemachi Forest

24

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

Reducing Our Environmental Burden(Water Resources)
Policy, Concept, and System

Water Resource Initiatives
in the Office Buildings BusinessAs water shortages become even more severe worldwide,
developed nations and the rest of the world face demands

For the office buildings owned and operated by Tokyo

to improve water use efficiency. The Tokyo Tatemono

Tatemono, we formulate medium- to long-term repair andGroup development business uses water resources, whichinvestment plans in 20-year increments. In addition torepresents an essential element for creating rich andplanned renovation work, we strive to introduce equipment

comfortable spaces.

during renovations that contributes to reducing ourenvironmental impact.

The Group Environmental Policy includes a call forresource-saving activities that are kind to the earth, which
includes recognizing the critical importance of water【2019 Water Resource Initiatives】

resources. We will strive to reduce the use of resources and◯ Upgraded to water-saving equipment

environmental impact through all available opportunities and◯ Introduced automatic flushing devices

conserve water resources.

◯ Confirmed cooling tower reduction levels→ See Policies and Systems for Environmental Initiatives, P.16

◯ Stopped outdoor fountains during rainy weather◯(For office building development) Introduced equipment toprocess rainwater and greywater inside buildings (reuse fornon-drinking purposes)▶ Water Resources

Indicators and Performance

Category

Unit

Water Usage (Potable Water)*Thousand m 3

Unit LoadArea under Reporting Scope

m /m
3

2015

2

Thousand m 2

2016
569

2017
579

2018

584 ＊

2019

654 ＊

2020 Target

622 ＊

ー

0.9

0.9

0.9

1.0

0.9

ー

629

611

645

683

710

ー

◯ Data Collection Period: April to March each fiscal year
◯ Scope of Collection: Facilities subject to the Act on the Rational Use of Energy* Floor area for buildings under reporting scope fluctuates year by year.
◯ Data for Collection: Potable water usage, unit load
Data/categories relating to society and the environment marked with an asterisk (*) indicates third-party certification by Lloyd's Register Quality Assurance
Limited (LRQA) to ensure the integrity of data reported by Tokyo Tatemono.
Third-party quality assurances are included in our ESG Data Book.

25

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

Reducing Environmental Burden(Pollution Control and Effective Use of Resources)
Policy, Concept, and System

Waste Reduction and Management Initiatives
in our Office Buildings BusinessTokyo Tatemono uses many resources and chemical
substances in our development business, resulting in waste

For the office buildings owned and operated by Tokyo

discharge. The waste and hazardous substances that are

Tatemono, we strive to limit waste generation and promote

byproducts of our business activities have the potential torecycling through stronger garbage sorting and recycling. In

impact our stakeholders and our surrounding environment in

2018, we also adopted a centralized waste management

significant ways.

system that utilizes an electronic manifest to ascertain the stateof and control waste emissions accurately.

The Tokyo Tatemono Group Environmental Policy includes
a call for resource-saving activities that are kind to the earth.
We take every opportunity to save resources and reduce【2019 Waste Reduction and Management Initiatives】

our environmental impact. We work to prevent pollution and◯Encouraged our adoption of reused and recycled products inproperty management manuals

use resources effectively by decreasing the generation of and◯Improved our rate of recycling via thorough garbage

properly managing waste and harmful substances.

separation and information sharing→ See Policies and Systems for Environmental Initiatives, P.16

◯ Promoted the recycling of bottle caps
◯ Used fluorescent tubes/dry cell batteries recycled: 30◯Meetings convened to promote the separation of garbage fortenants: 5

Measures Against AsbestosTokyo Tatemono has conducted surveys on the usage
status of spraying materials that contain asbestos for all thebuildings we own. In buildings where asbestos was foundin use, we took appropriate steps in response, including
removal or containment and sharing information with thebuilding tenants.

▶ Pollution Control and Effective Use of Resources

Category

Unit

Total Waste Emissions*tons (t)Unit Load
Recyclable Waste Emissions*
Waste Recycling Ratio
Area of Scope

Indicators and Results

2015

2016

2017

2018

2019

2020 Target

4,685

4,914

5,173*

4,945*

5,151*

ー

7.9

8.6

8.6

8.3

8.5

8.3

-

-

3,395

3,202*

3,280*

ー

％

ー

ー

65.6

64.8

63.7

ー

Thousand m 2

590

571

603

593

606

ー

t/Thousand m

2t◯ Data Collection Period: April to March each fiscal year
◯ S cope of Collection: Of the facilities subject to the Act on the Rational Use of Energy, office buildings and a portion of commercial facilities*Floor area for buildings under reporting scope fluctuates year by year.
◯ Data for Collection: Total waste emissions, unit load
Data/categories relating to society and the environment marked with an asterisk (*) indicates that it has received third-party certification by Lloyd's Register
Quality Assurance Limited (LRQA) to ensure the integrity of Tokyo Tatemono-reported data.
Third-party quality assurances are included in our ESG Data Book.

26

Message fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialGovernance

Proper Processing of Fluorocarbons

Proper Processing of Polychlorinated Biphenyls (PCBs)

Tokyo Tatemono complies with the Act on Rational Use

Electronic devices (transformers, capacitors, stabilizers)

and Proper Management of Fluorocarbons to protect thecontaining PCBs that are no longer in use in Tokyoozone layer and prevent global warming. We limit the use

Tatemono-owned buildings had previously been stored inof controlled fluorocarbons (including CFCs and HCFCs),a building's designated PCB storage room. However, in the

strive to be rigorous in recovering cooling agents, and checkinterest of reducing risk of loss, oil leaks, or other incidents,

thoroughly for leaks via both basic and regular inspections to

we disposed of these devices appropriately with thelimit the release of fluorocarbons into the atmosphere.

cooperation of a specialized waste disposal company.

When upgrading air conditioning systems or demolishing

In the future, we will continue to utilize waste disposal

buildings, we properly dispose of the fluorocarbons retrieved

specialists to appropriately dispose of electrical equipmentfrom the air conditioning systems.

containing PCBs when upgrading assets.

Measures Against Volatile Organic Compounds(VOC) in Construction Materials

Measures Against Nitrogen Oxide (NOx) and Sulfur
Oxide (SOx)Formaldehydes are the primary substances behind sickTokyo Tatemono identifies, measures, and appropriately

building syndrome. To maintain the health of its tenants andmanages air pollutants emitted from our businesses. Tokyo

other building inhabitants, Tokyo Tatemono restricts the use

Tatemono regularly measures the concentration of nitrogenof products emitting formaldehydes in buildings and stipulatesoxide (NOx), sulfur oxide (SOx), and other chemicals emitted

standards for action against formaldehydes in conjunction

from equipment producing smoke and soot, including

with the regulations of the Building Standards Act. We

cooling/heating systems and boilers that are in use in some of

measure the concentration of formaldehydes in new buildings

our office buildings. We also comply with the environmental

in accordance with our own standards to verify the safety ofstandards defined in the Air Pollution Control Act in theindoor environments.

operation of these systems.

Valuable Recycling of Waste
Tokyo Fudosan Kanri Co., Ltd. recycles construction industrial
waste as valuable materials*, using resources more effectively.
The company sells a number of waste items to recyclers as
valuable goods, sorting and separating product for reuse.
These materials include wires from restoration construction,
move-in construction, equipment restoration, etc., airconditioner refrigerant piping, OA floors, fluorescent lamps,
flexible aluminum ducts, and other metal and plastic materials.
*B y valuable materials, we mean items with a net value of ¥1 after
subtracting the cost of recycling from the sales price of the item. Thesematerials include air conditioners, iron products, etc.

▶ Path of Industrial Waste Disposal to Recycling as a Valuable Material

Industrial Waste
Consignment Contract

Industrial Waste
Manifest Voucher

Manifest Voucher

Industrial
Waste Dealer

Industrial Waste Disposal

Tokyo Fudosan

Purchaser

Kanri Co., Ltd.
Valuable Material
Recycling Certificate

Recycler
Valuable Material

Valuable Material
Recycling Certificate

27

Separationand Sorting

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

Responding to Climate Change

Policy, Concept, and System

Indicators and Performance

Signatories to the Paris Agreement agree to keep the global

Among all Tokyo Tatemono business activities, the Officeaverage temperature rise below 2°
C compared to the

Buildings Business, which operates and manages commercial

pre-industrial era, requiring efforts to achieve a low-carbon

office buildings, uses the most energy. Reducing the amountsociety. The real estate industry as a whole and Tokyoof energy used in the Office Buildings Business results in a

Tatemono must strive to reduce greenhouse gases (GHG) in

significant reduction of total Tokyo Tatemono greenhouse gas

real estate holdings and business activities.

(GHG) emissions.

In addition, climate change is causing more severe natural

We have set a quantitative indicator in the form of power

disasters, including storms and flooding. These disasters haveconsumption per floor area unit to reduce energy consumption.

a severe impact on society, and may also lead to a decline in

Here, we target a 1% annual unit reduction averaged over fivethe value of our real estate holdings. Therefore, it is important

years as a target in accordance with the Energy Conservationthat we prepare for the impact of climate change.

Act (this per-unit basis also applies to GHG emissions).

The Tokyo Tatemono Group Environmental Policy calls forEnergy consumption increased in fiscal 2019 due to openings

us to lead the community in the prevention of global warming.

of energy-intensive commercial facilities and hotels. However,The group strives to develop real estate that is both superior

overall energy intensity decreased significantly as a result of

in environmental performance (e.g., using energy-saving

aggressive adoption of high-efficiency HVAC systems and LED

equipment) and resistant to natural disasters, such as thoselighting in existing office buildings.

causing wind and flood damage. This falls under the scope ofgreen finance.
* Greenhouse gases are the collective name for gases that exert a greenhouseeffect.

→ See Policies and Systems for Environmental Initiatives, P.16

▶ Energy Consumption and Greenhouse Gas (GHG) Emissions

Category
Energy Consumption(Crude Oil Equivalent)*
Unit Load
Greenhouse Gas (GHG) Emissions*

Unit

2015

2016

2017

2018

2019

2020 Targetkl

22,822

21,59222,083*23,895*24,165*ーkl/Thousand m²

36.3

35.4

34.2

35.0

34.0

34.6

t-CO₂

45,05944.62942,147*48,888*51,465*ー

Scope 1 (Fuel-Derived)*

t-CO₂

3,243

2,553

2,402*

3,300*

2,871*ー

Scope 2*t-CO₂41,81642,07639,745*41,259*41,392*ー

Scope 3*t-CO₂

4,329*

7,202*ー

Unit Load (ex-Scope 3)
Floor Area in Scope

t-CO₂/Thousand m

2

Thousand m 2

71.6

73.1

65.3

65.2

62.3

67.8

629

611

645

683

710

ー

◯ Data Collection Period: April to March each fiscal year
◯ Scope of Collection: Facilities subject to the Act on the Rational Use of Energy *Floor area for buildings under reporting scope fluctuates year by year.
◯ Data for Collection: Energy consumption/unit load, greenhouse gas (GHG) emissions/unit load
Data/categories relating to society and the environment for FY2019 marked with an asterisk (*) indicates that it has received third-party certification by Lloyd's
Register Quality Assurance Limited (LRQA) to ensure the integrity of Tokyo Tatemono-reported data.
The third-party quality assurance is included in the ESG Data Book.

28

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

Climate Change Initiatives in the Office Buildings
Business

Climate Change Initiatives in the Residence Business

Office buildings owned and operated by Tokyo Tatemonoof ZEHs (Net Zero Energy Houses) in accordance with thehave incorporated a variety of initiatives related to reducing

ZEH Roadmap announced by the Ministry of Economy,

greenhouse gas emissions. These initiatives include installing

Trade and Industry. Our aim here is to help build a low

energy-saving equipment and improving operation methods.

energy-consumption society. Tokyo Tatemono was registered

In particular, we are actively encouraging the use of LED

under the ZEH Developer Registration Program in May 2018.

lighting. As of the end of FY2019, 89% of our buildings

Since then, we have worked

have already completed or are in the process of converting

as a ZEH Developer toto LEDs. Below are the actual results of climate change

aid the spread of ZEH-M*

initiatives conducted in FY2019, including LED conversion.

apartments.

*Data below is from January to December 2019

* A Net Zero Energy House, or ZEH, is a residence with a ± 0 balance ofannual primary energy consumption (from air conditioning, hot watersupply, lighting, ventilation) versus energy generated and energy savings(from insulation and power-saving measures).

Tokyo Tatemono has set a target for the broader realization【Energy-Saving Equipment Adoption and Upgrade Initiatives】

ZEHM30-00003-D

ZEHM30-00003-D◯ Conversion to LED lighting, private & common areas: 23%◯ Conversion to LED lighting, common areas only: 6%◯ Conversion to LED lighting in progress: 60%

TOPICS◯ Conversions to high-efficiency air conditioning systems: 3◯Implementations of auto-off air conditioning and lighting
functions linked to security: 4

Super-High-Rise ZEH-M: Brillia Tower
Seiseki Sakuragaoka Blooming Residence(provisional name)

The provisionally-named Brillia Tower Seiseki Sakuragaoka【Initiatives for Operational Method Improvements】

Blooming Residence has been selected as the first, and ZEHM30-00003-D◯Comprehensive management of air conditioning

so far only, project in the Tokyo metropolitan area for
the fiscal 2019 Super-High-Rise ZEH-M Demonstration

temperature in common areas: 21

Project*1, chosen by the Ministry of Economy, Trade and◯ Use of BEMS at offices that have introduced BEMS: 6

Industry after an open submission process.

◯ Information sharing to enable management maximizing

ZEHM30-00003-D

This condominium meets the ZEH-M Oriented standard

design performance: 2

for high-rise apartments with six or more floors due to◯ Energy diagnostics conducted by external institutions: 2

its improvement in outer wall insulation performance,◯ Reduced use/density of service area lighting

the adoption of high-insulation doors, the use of highefficiency hot water supply equipment, etc.

【Cooperative Initiatives with Tenants (Existing Properties)】*1 The unofficial English translation of the official Japanese name ofthis METI project is the "Super-High-Rise ZEH-M Demonstration
Project of the 2019 Support Subsidy for Promoting Energy-Saving
Investment (Project for Promotion of Innovative Energy-Saving
Investment Implementation in Housing/Buildings) (Net Zero
Energy House Support Project)." This is a key demonstration
project necessary to formulate design guidelines for promoting
ZEH for multiple-dwelling residences. The project partiallysubsidizes expenses for ZEH conversion of shared dwellings
incurred by operators who provide design specifications andenergy performance-related data.

◯ Distributed informational pamphlets about energy saving◯ Power-saving initiatives during the winter and summer
seasons: 35◯Annual energy-saving promotion conferences held atoffices under scope of total reduction policy: 2◯Inclusion of green lease* provisions in lease agreement* Building owners and tenants work together to implement voluntaryprovisions per contracts and memoranda of understanding for energy savingsin specific areas and other measures to reduce environmental impact, as wellas other working environment improvements.

For more information about the Tokyo Carbon Reduction
Reporting Program, see:https://www8.kankyo.metro.tokyo.lg.jp/ondanka/(Available in Japanese only)
Tokyo Tatemono has submitted Tokyo Carbon Reduction
Reports in accordance with the Tokyo Metropolitan
Environmental Security Ordinance each year since FY2009,
when we submitted data on our actual carbon reduction forthat year.

29

ZMessage fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialGovernance

Conversion to Renewable Energy Sources ThroughRenewable Energy Certificates

Developing Resilient Real Estate

Since May 2016, power used at Tokyo Tatemono Brillia

wind and flood damage in recent years. The Tokyo Tatemono

condominium showrooms has been sourced 100% fromGroup has applied designs and adopted equipment in ourrenewable energy under the renewable energy certificate

office buildings and residences in preparation for presumed

framework. In 2019, we used renewable energy certificates

future disasters, including typhoons, floods, and major

for approximately 610,000 kWh of power.

earthquakes.

Using Solar Power in our Energy Creation Business【Disaster Mitigation Measures at the Tokyo Tatemono

Building management company Tokyo Real Estate◯Adopted seismic isolation structure (B1F column base

Climate change and other factors have been causing greater

Nihonbashi Building (Completed February 2015)】
seismic isolation)

Management offers energy-saving proposals from the◯Installed emergency power generators that can operate forperspective of building management. This company also

up to 72 hours

engages in an energy creation business, using solar power◯Installed tide prevention plates beyond normal flooding

generation facilities in conjunction with the launch of a

expectations to guard against possible flash flooding and/

fixed-price purchasing system for renewable energy. We

or collapse of the Arakawa embankment

are expanding our solar power generation, primarily in thenorthern Kanto region. As of the end of December 2019,◯Established a disaster prevention center on the second

we have a total generation capacity of 12,382 kW acrossfloor; the disaster prevention center provides a corebuilding function

eight sites.

◯Installed rooftop transformers and emergency power

Raising Awareness About the Issue of Climate Change

generators (providing uninterrupted power supply
enabling ongoing operation even in the event of flooding
inside the building)

SMARK Isesaki, Kishiwada CanCan Bayside Mall, ABIKO→ See Safety & Security Initiatives/Disaster Prevention P.38

Shopping Plaza, and MALera Gifu, four commercial complexes
operated by PRIME PLACE Co., Ltd., held Global Environment
Festivals for Parents and Children (sponsored by the New【Measures Against Major Earthquakes in Existing Buildings】

Energy Foundation) to bring awareness to the issue of◯Installed new rooftop emergency power generationequipment for stronger BCP and equipment capable ofclimate change.

supplying power to common tenant areas (Tokyo TatemonoChildren and their guardians were entertained andYaesu Building)

educated on the environment as presenters put on a puppet◯Installed additional oil tanks in locations physically capableshow, showed participants how to build a solar car, hosted aof housing tanks to extend length of emergency generator

quiz show, and more.

use (primarily for large and medium-sized buildings)◯As part of services for tenant employees and building
management, we installed basic saltwater batteries tobe used for charging mobile phones; saltwater batteries
generate power from stored water and salt
Oyama Solar Power Plant

Iwaki Solar Power Plant

Hatoyama Solar Power Plant▶ Solar Power Generation Sites

Name (Location)

Electricity Generated

Operation Date

Oyama Solar Power Plant (Oyama City, Tochigi Prefecture)

785kW

January 2013

Iwaki Solar Power Plant (Iwaki City, Fukushima Prefecture)

2,454kW

November 2013

Joso Solar Power Plant (Joso City, Ibaraki Prefecture)

672kW

September 2014

Hatoyama Solar Power Plant (Hatoyama Town, Hiki-Gun, Saitama Prefecture)

1,908kWMarch 2015

Tochigi Hirai Solar Power Plant (Tochigi City, Tochigi Prefecture)

1,559kWMarch 2015

Tochigi Nishikata Solar Power Plant (Tochigi City, Tochigi Prefecture)

1,884kW

June 2015

Shirakawa SolarPower Plant (Tanagura Town, Shirakawa-Gun, Fukushima Prefecture)

2,034kW

November 2015

Higashi Hiroshima Power Plant (Higashi Hiroshima City, Hiroshima Prefecture)

1,086kW

December 201530

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceSocialTurnover Rate

2.1%

Percent of Employees Taking
Health Checkups

100%
31

Avg. Number ofPaid Leave Days Taken

10.6
days

Message fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialGovernance

Safety & Security Initiatives

Improving Quality and Customer Satisfaction
Policy and Concept

satisfaction, are the source of our corporate competitiveness.

The Tokyo Tatemono Group strives to offer services andfree, universal design for the offices and residences we develop.

mechanisms improving quality and customer satisfaction, using

Our purpose here is to achieve usability for a diverse range ofour role as a developer to promote safety and security in urban

customers, including the elderly and persons with disabilities.

development.

Moreover, in response to customer feedback, we have

Therefore, the Tokyo Tatemono Group has adopted a barrier-

implemented a number of varied mechanisms in our businessWe believe that our attention to quality both in hard (finishedproducts, e.g. buildings) and soft (services offered) aspects ofactivities, striving to further enhance quality from the customer's

our business, as well as our ongoing work to improve customer

perspective to improve satisfaction.

Improving Quality and Customer Satisfaction in the Office Buildings Business
The Human Building Philosophy

Refining our Work with Customer Satisfaction
SurveysIn our Office Buildings Business, we engage in a wide range ofinitiatives under the internal concept, Human Building-People

The Office Buildings Business conducts customer satisfaction

are always in the middle . Under this concept, the people using

surveys once every year for office building tenants.
Our surveys gather direct, unfiltered customer perspectives

the buildings we develop, i.e., our customers, can feel safe,
secure, and comfortable across both hard and soft aspects ofaddressing safety, security, and comfort. We use these

our services.

perspectives to refine our work based on tenant needs.
Moreover, we share these refinements with other relevant

We instill this concept deeply in all employees who work in
the Office Buildings Business. We have also formulated Ideals

departments to improve customer satisfaction further.

(Targets) that we seek to embody in the Human Building

Moreover, we share these refinements with other relevant

philosophy and the Five Actions (Code of Conduct) that must a

departments to improve customer satisfaction further.
For example, we have improved PC screen operability

central focus in our everyday tasks to further drive our efforts.

and detailed zoning during construction for air conditioning
equipment in buildings, offering greater control. We havealso worked to install e-cigarette smoking rooms and adopt
measures related to blind zones for mobile phones.

▶O ffice Building Customer Satisfaction Survey Results（%）▶C ustomer Satisfaction Survey, Response Ranking(FY2019)■ Satisﬁed ■ Somewhat satisﬁed■ Somewhat dissatisﬁed ■ Dissatisﬁed#1
Satisfied100

Tokyo Tatemono staff support#2

Disaster prevention center emergency support#3

Parking lot staff support#1

A/C temperature and humidity

80
Dissatisfied

60
40
20
0

2014

2015

2016

2017

2018

2019

32

#2

Divided smoking/non-smoking environments#3

Cellular signal reception

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

The Human Building Competition: Facilitating
Customer Safety, Security, and Comfort

Examples of Satisfaction Improvement
Measures Enacted

The Tokyo Tatemono Group holds the Human Building
We implement a variety of initiatives to reflect the opinions ofCompetition annually as an event to facilitate informational

our customers received through customer satisfaction surveys.

sharing and communication. Members of each company
involved with our Office Buildings Business participate in this[Examples of FY2019 Initiatives]

annual competition. Roughly 420 people participated in the◦ Building Portal Websites

ninth annual competition, held in February 2019. Five projects
received the Division Director's Award .

Through Tokyo Tatemono-operated building portal

Through this competition, we not only communicate thewebsites, tenants can access and make various
applications, check the status of those applications, andmanagement policies of the Office Buildings Business, butlearn more about their building, disaster prevention, andalso achieve safety, security, and comfort for our customers.

other topics.

Further, we introduce and celebrate examples of outstanding

In addition, by establishing a notification function, we have

implementations of our Human Building philosophy. By sharing

facilitated more seamless communications of building

these positive examples and cultivating interaction among

events, improving work efficiency.

group employees, we expect to see more improvements

After a trial implementation in FY2019, we began a full-leading to safety, security, and comfort for our customers.

scale launch in May 2020.
◯ Osaki Center Building Recreation Room
Our Osaki Center Building customer survey revealed
numerous requests for an expanded recreation room on thesecond floor and lunchtime access, as well as responses
asking for more building tenant interaction. In response, werenovated the recreation room, adding kitchen facilities, aprojector, and a whiteboard to reflect the idea of creatinga freely accessible living and dining room for office workers.
In this way, we created a comfortable, multi-function space.

Osaki Center Building Recreation Room
Before Renovation (Left),
After Renovation (Bottom)

Human Building Competition

33

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

The Good Job Idea Competition:
Strengthening On-Site Capabilities

Sample Actions Taken Through the Hapimama PLUS ProjectIn 2015, building management firm Tokyo Real Estate•S paces with raised floors for visitors to take off their shoes

Food Court• Booth seating enabling easy use of strollers

Management introduced the Good Job Idea Awardand relaxcommendation system. We use this campaign improve our• Stroller-specific parking spaces

activities at each work site. These activities include detailed• Monitors showing DVD content

refinements (kaizen) such as improved safety, security, andBaby Rooms

comfort, or proposals for energy-saving measures.

• Trash cans at each diaper changing table

Every six months, we select and award examples of good• Milk preparation stations

practices provided by each of our locations with the Good Job

Kids Spaces

Idea Award. We received 214 submissions in FY2019, of which• Play areas separated by age for safety considerations

172 received awards.

• Ample benches for guardians

In addition, we hold the Good Job Idea Competition each

TFK Training Center for Building Management
Improvement

November. Here, we present and award especially superior
examples that happened during that year.
Through these efforts, we raise awareness of kaizen-style

Building management firm Tokyo Real Estate Management

refinement at each work site, sharing improvement actions
throughout the company to improve quality and service levels.

established the TFK Training Center in Tokyo's Nihonbashi area

Renovation of Commercial Complexes Incorporating
Feedback From Mothers Raising Children

expanded and renovated in January 2018.

to improve work quality and cultivate talent. The center was
We installed equipment and devices at the TFK Training
Center that are in actual use in building management (electricity,
air conditioning, hygiene, etc.). This allows trainees to practice

Looking ahead to the ten-year anniversary in November

an original curriculum that mixes practical skills training and2018, we renovated the SMARK Isesaki commercial complex

lectures.

to improve the environment of the facility.When considering

We conduct hands-on training about topics such as

how and what to renovate, we launched the Hapimama PLUS

fundamental knowledge, operation methods, handling, repair,project to listen to and implement ideas from mothers raisingand parts replacement for equipment and systems. We also

children, the core customer base for SMARK.

provide various seminars for all employees (including new

We spoke directly with these mothers to get a sense of theirgraduate hires).

ideas and desires. Then, we incorporated this feedback into
our renovations to create a place where mothers could spend
time in comfort and safety.

SMARK Isesaki

TFK Training Center

34

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceImproving Quality and Customer Satisfaction in the Residence Business
The Brillia Concept

Brillia Construction Site TourThe Residence Business is engaged in two major businesses.

Brillia offers construction site tours, embracing the idea that

One is the residential condominium business, focused on theproviding information to customers leads to greater peace

Brillia series and the Brillia brand of refinement and comfort.

of mind.

The second is the residential management business, focused

We ensure customers have visibility to as many stages of theon the Brillia ist series of rental condominiums for those

construction as possible in areas that will not be available after

seeking unique lifestyles.The underlying concept of boththe completion of the building. Staff serve as guides to explainis the Tokyo Tatemono Group's unique disposition toward

the construction. Customers have told us that tours were easy

Brillia Quality, a constant aim for achieving and maintaining

to understand, with specific examples and plain language.

the elusively exquisite comfort that comes from high-quality
products and services. We have built a unique system toconsistently provide functions that lead to a more comfortable
life for our customers. This system, which spans planning anddevelopment, management, repair, renovation, and brokerage,
is what allows us to deliver Brillia Quality.

Steadfast in Comprehensive Quality Management
Our Brillia residential condominium business maintains
design guidelines for refinement and rigorous standards andmanagement systems to offer comfort to our customers.
Brillia Construction Site Tour◦ Use of housing performance display systems◦ Quality checklists including approx. 1,000 items
We have established detailed regulations for architecture,▶Q uality Management Through Completion ofConstruction

construction, and facilities, and we operate in accordancewith related checklists.
◦ Quality discussion groups double-check quality throughout

Land environment measures / ground survey / noise
measurement

Prior Quality Discussion

construction
We conduct two stages of quality checks before actual
construction is complete: the Quality Pre-Review and the

DesignQuality Review. Here, management and design companies(Tokyo Tatemono / design company / managementcompany)

Quality Discussion

exchange opinions and work to improve quality.

(Tokyo Tatemono / design company / construction
company / management company)◦ Inspections at various stages (on-site test pile inspections,building frame inspections, etc.)◦ Reports to customers (building reports)

Breaking
groundAs an initiative for comfort, we report the status of agiven building to customers who have purchased property
within it.

Construction

Structural inspection(on-site inspection with test pile,bar arrangement inspection, building frame
inspection, etc.)
Online building andconstruction
Interim inspection
status reports
Framework inspection

Completion

Brillia
Construction
Site Tour

Equipment inspection(Equipment Subcommittee, function
inspection, etc.)
Pamphlet collation inspection
Completion inspection

35

Message fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialGovernance◦ Brillia-Certified Used Condominium Program

Brillia Aftercare Support

A third-party agency inspects the Brillia condominiums for salein advance and issues a certificate to properties that satisfy theWith the Brillia series, we offer a variety of both hard andspecified criteria.

soft services for customers to live comfortably from the day

Both purchaser and seller can enter transactions with greater

they move in until the day they sell their property. This is theconfidence under this system, which guarantees against issues for

Comfort from Day One theme of the Brillia brand.

up to five years after transaction.

◦ Aftercare Support

For more information about the Brillia-Certified Used

In addition to regular repairs through the second year of residence,

Condominium Program:

we provide unique regular checkups with our residents at the 10-, 15-,brillia.com/brillia/promise/chuko (Available in Japanese only)

and 20-year marks. We have also established an industry-leading fiveyear aftercare service for issues with equipment in residential facilities.

Brillia Condominium Management Quality

For more information about our aftercare services, see:https://brillia.com/brillia/promise/management/

Property managers and management companies support(Available in Japanese only)

the daily lives of customers living in condominiums under theircare. Tokyo Tatemono Amenity Support has been entrusted◦ Brillia Owner's Hotline

with condominium management for the Tokyo Tatemono

The Brillia Owner's Dial is a comprehensive help desk where

Group. The company formulated Brillia Life Support to fully

customers can inquire about their residence and lifestyle via a single

support the lives of the group's condominium residents.

telephone number available 24/7/365. Operators connect customers
to the appropriate contact point based on the content of their inquiry.

Brillia Life Support makes six promises to residents ensuringa refined and peaceful life, which are the core concepts of◦ Value-Up Service

the Brillia brand. The service offers appropriate upkeep andThis service helps customers sell their property by providing any

maintenance of condominiums, works to improve customer

one of the following services free of charge: house cleaning, repairs,

services and support by property managers, properly sustains

waste collection and disposal, unofficial property measurements, orcondominium value (a key financial asset for our customers),

acquiring earthquake resistance standard compliance certification. By

and supports a comfortable, peaceful life.

offering these services, we raise the value of the customer’s property,
which aids in the selling process.
For more information about the Value Up Service:sumikae.ttfuhan.co.jp/sell/valueup/ (Available in Japanese only)▶ Brillia Life Support

The Six Promises of Brillia Life Support
Refined living
Living With the Future in Mind
Maintain and improve residence
asset value▶ Aftercare Support

Regular
Repairs

1 Year

2 Years

5 Years

10-Year Inspection
Brillia Home
Regular
Checkups

15-Year Inspection

Visual Building Inspection(Once Yearly)

Equipment
Warranty

3 Months

Smart Living

Living With Joy for Each Day

Services for private areas

Property manager support andmeticulous cleaning

Support for communication
events・ S upport of Tanabata festival/
Christmas events・ Brillia owner's club・ H osting management association
seminars

36

Making actual condominium
management visible to residents
・ Visual exterior inspections
・Submission of account andoperational audit reports
・ Monthly property manager reports

Living More AbundantLifestyles*B rillia home regular checkups and visual building inspections are limited tocustomers who have outsourced management to Tokyo Tatemono Amenity Support.

Management as LifestylePartner

・ Regular free unit inspection・M anagement company-conducted,
comfort-focused repairs・ D evelopment of long-term repairplans

・ Housekeeping services
・ House cleaning
・ House renovations

20-Year Inspection

Peaceful Life・B rillia Training Center-hosted
training programs (accredited
vocational training school)・Cleaning checks by supervisors

Secure Living
Preparation for and preventionof emergencies, disasters, andcrime
・ Emergency response service
・ Fire drill support
・ Emergency supplies

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

Brillia Training Center for Education of andExchange in Condominium Management

Brillia Design Award Internal Commendation System

Condominium management company Tokyo Tatemono

brand is consistent and continuous improvement of refinement

Amenity Support operates the Brillia Training Center to improveand comfort, two major brand concepts.

A key facet for continuing to earn high praise for the Brillia

skills and educate managers on condominium management

We introduced the Brillia Design Award commendation

operations.

system to facilitate even greater refinement, recognizing

The center, which was renovated with all-new equipment

designs that reach customers under a quantitative rubric based

and other facilities in January 2016, features equipmenton survey responses from relevant stakeholder meetings.

actually used in facilities (condominium management offices,

This annual program judges the designs of condominiums

fire-fighting facilities, plumbing facilities and piping facilities,

completed during the calendar year and recognizes propertiesetc.). Here, a wide range of specialized trainings are conducted

deemed outstanding. The judging process evaluatesfor property managers, managers, janitorial staff, and others.

properties based on outstanding achievement in design

The center also holds seminars that aid management

based on seven categories: (1) overall plan, (2) exterior, (3)association operations, including seminars for newly appointed

plants/landscape, (4) approach and entrance, (5) refinement

chairpersons and large-scale repair construction seminars.

in daily flow lines, (6) detail, and (7) challenges in the project.

Moreover, the Tokyo prefectural government has certified

We use this evaluation system to share superior examples

the center as a vocational training school based on the Humanand facilitate greater refinement in the Brillia brand. This

Resources Development Promotion Act. This recognizes thesystem also raises awareness and motivation of teamfact that the center nurtures new condominium property

members with respect to the Brillia Design.

managers through high-quality vocational training.

Brillia Utsukushigaoka was awarded first prize at the Brillia
Design Award 2019 (for properties completed in calendar

Brillia Renovations2019). This property was highly commended for overcoming
the challenges of a small, sloped site lot, offering detailed

Brillia provides services related to remodeling, repairs, anddesign and striking a good balance between effective planting

renovations of living spaces, tailored to changes in the lifestyles

and overall planning. Second prize was awarded to Brillia

of our customers. Brillia Renovations is a series of renovation

Tower Ueno Ikenohata, which won top marks for its approachplans providing safety and comfort to daily lifestyles underand entrance. Third prize was awarded to Brillia Shonan

Brillia-original equipment specifications and quality standards,

Tsujido Seaside Park, highly rated for its overall plan, including

even as homes age over time.

its rooftop tsunami evacuation facility.

Customers choose one of two different renovation plans
under a clear pricing system. The basic renovation plan
updates the interior and equipment without changing thelayout of the residence, improving the quality and functionalityof the space. The more complete skeleton renovation planrenovates everything from piping to floor plan, improving eventhe invisible elements of the property.
Brillia Renovations provides the same long-term warranty(two years for interior, five years for equipment) in its aftercare
service as new Brillia constructions. This ensures we maintain
Brillia quality and support customer security in their residences.

Living Room Before Renovation

Living Room After Renovation

Brillia Utsukushigaoka

37

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceDisaster Prevention
Policy and Concept

Fire Brigade Training and First-Aid Courses

Natural disasters such as major earthquakes and typhoons

As part of soft-measure initiatives for disaster prevention, thethreaten our way of life. Climate change has resulted inTokyo Tatemono Group hosts fire-fighting and other training

frequent destructive typhoons and extreme weather overand courses to enhance our ability to respond to disasters.

recent years. As a result, interest is rising faster than ever in theFire brigade training is conducted once or twice yearly for thesafety of real estate, which is a foundation of our lives.

purpose of strengthening voluntary disaster prevention systems.

As a real estate services provider, the Tokyo Tatemono GroupIn this training, participants follow the instructions frombelieves that improving resilience against disasters in ordinary

members of the local fire brigade as they engage in several

times and providing safety and comfort to our customers andhands-on exercises for earthquake and fire response. Theseother stakeholders are important responsibilities.

exercises include initial response, first-line fire-fighting, rescue
and lifesaving, transporting injured persons, evacuation drills,

Implementing a Disaster Damage Measurement
System to Guard Buildings Against Disasters

and so on.
Further, the Tokyo Tatemono Group company fire squadtrains on a daily basis. For many years, the squad has

The Office Buildings Business implements both hard measures

participated in the Self-Defense Fire-Fighting Drill Review(earthquake-proofing of the buildings we own as well as

Board held by the Nihonbashi Fire Department, earning fiveenhancement of emergency power sources, etc.) and soft

wins to date.
As of the end of December 2019, 231 Tokyo Tatemono

measures (distribution of disaster stockpile goods to tenants
and the installation of batteries for recharging mobile phones,

employees and 587 Tokyo Real Estate Managementetc.) for disaster response. We are working to enhance these

employees have completed the lifesaving course, which

disaster prevention policies, BCP support, and other measures.

includes first aid.

When a major earthquake strikes, people must make aTokyo Tatemono

decision quickly as to whether to seek refuge indoors or

has been issued

outdoors for their safety. Buildings owned by Tokyo Tatemono

a certificate ofare equipped with systems using an array of sensors to rapidly

excellence in first-

determine building deformation (degree of damage) andaid as a business

confirm the safety of the building after an earthquake. Thisestablishment

system allows us to determine the safety and danger of an

encouraging first-aid

upcoming earthquake at the foreshock phase, even for a series

from the Tokyo Fireof major foreshocks and shocks such as those that hit during

Department.

the 2016 Kumamoto Earthquake.
Self-Defense Fire-Fighting Drill Review Board

Buildings managed by Tokyo Tatemono are served by aDisaster Status Monitoring System. Field staff and Tokyo▶ Disaster Damage Determination System

Tatemono personnel can access this system via the internet

Sensors

and share information quickly about the situation on theServerground. After information is shared, the system also allows

UPS

8F

instructions to be provided for actions to take depending on
the scenario. Training exercises are also conducted at night

5F

with this system, as an earthquake could come at any time, dayor night.

3F
1F

Hub

PC

MonitorRouterThis system uses data from multiple vibration-detecting sensors to
calculate and determine the degree of damage. After installation, thissystem collects and stores all information from subsequent seismic
events, automatically calculating the cumulative damage to the building
structure. Even for an earthquake with multiple, strong foreshocks andshocks, the system can make a determination of safety level of theearthquake based on foreshocks.

38

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceSupport for Stranded Commuters During Disasters

earthquake resistance and mitigate disasters to ensure

When major earthquakes or other disasters strike, public

falling, earthquake-resistant unit doors, and emergency lights

transportation functions may halt, stranding commuters.

at floor level during power outages. AED stations are also

Large-scale office buildings managed by the Tokyo Tatemono

standard equipment in communal spaces. In addition, weGroup have prepared support mechanisms for stranded

have equipped each residence with Brillia-original chair-styletenants. We have entered into agreements with local

disaster prevention backpacks, packed with key items thatmunicipalities and developed systems, structures, andwill help in critical moments, such as a multi-function radio

resource stockpiles in anticipation of scenarios in whichand portable toilet.

safety. These include wall bases that prevent furniture from

It is also important that community residents help eachstranded commuters require housing.
Tokyo Square Garden participates in the Council to Support

other in times of disaster. We have set up stock areas for

Stranded Commuters in Tokyo's Chuo Ward. We understanddisaster goods and stockpiled items, including manholethat the normal number of people needed for building

toilets, water purifiers, and power generators. These items aremanagement will be insufficient when housing stranded

placed in common spaces for mutual aid during evacuations.
These guidelines received the Good Design Award in thecommuters. Therefore, we have prepared a manual that
anticipates scenarios in which volunteers will be recruited from

Service Design Category in 2011, highly commending ouramong these commuters to assist in operating support facilities.

efforts in raising awareness about disaster prevention on a

Further, Otemachi Tower (in Chuo Ward, Tokyo) is engaged

daily basis, as well as our improvement of mutual prevention
awareness between residents.

in measures that include resource stockpiling for potential
stranded commuters who would be housed in the plaza, alarge, spacious area that connects directly to the Otemachi

Phase 1: Normal Times (Prepare)subway station.

・Disaster prevention briefings
・Making original prevention
backpacks standard equipment
for all units
・Creating original disasterprevention manual

Brillia Disaster Prevention Methods
As part of the Comfort From Day One theme, the Brillia brandoffers disaster prevention measures unique to each property.

Phase 2: Disaster (Protect)

Actions are divided into three phases to ensure appropriate・Installation of foot lights in
Original prevention backpacks
corridors
・Installation of elevators with earthquake countermeasure functions
・Installation of wall bases to prevent falling furniture
・Unit doors with quake-resistant frames

action: normal, disaster, and post-disaster.
In accordance with the Brillia Disaster Prevention Guidelines,
we created disaster prevention manuals unique to each
property. We also hold disaster prevention seminars,

Phase 3: Post-Disaster (Preserve)

evacuation drills, and life-saving courses for management staff.

・Storage of emergency supplies in emergency stock areas
・Installation of AED (Automated External Defibrillator) units

These daily preparations are lead to stronger awareness of
disaster prevention.
We have implemented a number of measures to increase

TOPICS

Brillia Shonan Tsujido Seaside Park Tsunami Evacuation Facility Opened to Neighborhood Residents

Brillia Shonan Tsujido Seaside Park (a reinforced concrete property with 186 units and 5 floors) is located in a business revitalization
area of Fujisawa City, Kanagawa Prefecture. It is the first privately owned condominium in the city to use the city's subsidy program
to construct tsunami evacuation facilities. The rooftop evacuation facility, approximately 400 m2 in area, has been made available tonearby residents.
In the unlikely event of a tsunami, residents and others (up to 660 people) in the area canevacuate to the Brillia property roof, waiting safely until the waves subside.
We held a launch event when the completed condominium building was delivered. During
the event, we made neighborhood residents aware of the evacuation facility and how toevacuate smoothly in the event of an emergency. We invited not only nearby residents,
but also children and staff from local kindergartens and nursery schools, who received
demonstrations on how to open emergency doors and other important matters.

39

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

Emergency Bath Facilitie
The Ofuro no Osama chain is a chain of Japanese-stylebathhouses developed by Tokyo Tatemono Resort. The
primary aim of these bathhouses is to offer a soothing spacethat is an important, integrated part of the local community.
As a means to this end, Ofuro no Osama entered into anagreement with the cities of Ayase and Ebina in Kanagawa
Prefecture to allow the use of Ofuro no Osama bathingfacilities in the event of an emergency.
Thanks to this agreement, anyone affected by an earthquakeor other disaster may use bathing facilities at three Ofuro
no Osama locations (Ebina, Kozashibuya Ekimae, and Seya)located in and around the two aforementioned cities.

Ofuro no Osama Ebina

Ofuro no Osama Kozashibuya Ekimae

Ofuro no Osama Seya (Exterior)

Ofuro no Osama Seya (Interior)

40

SocialGovernanceMessage fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialGovernanceContributing to Our Communities

Co-Existing With Communities
Policy and Concept

Participating in the Sanno Festival, One of Japan's
Three Major Festivals

The Tokyo Tatemono Group believes that enriching the valueof communities through volunteerism and other activities not

The Tokyo Tatemono Group is an active participant in

only leads to greater community development, but also to

passing down traditional culture through the Sanno Festival,

sustainable business growth. Therefore, we conduct a variety ofa key event for the neighborhoods located around ouractivities to help connect people living in urban environments.

headquarter building.

In the various regions where our group operates, we

Traditionally called the Tenka Festival, this event is held

recruit employees to drive local revitalization events andon even-numbered years, and is one of Japan's three major

participate in community cleanup activities, using these

festivals, alongside Osaka's Tenjin Festival and Kyoto's Gion

community and volunteer activities to raise the value of ourFestival. At the Tokyo Tatemono Group, we believe it islocal communities.

important for community development that we help in passing
down culture and instilling awareness in our employees about

As an upstanding member of the communities we serve,
we strive to help build stronger community and more

the people of our communities. Our employees take what theyabundant societies.

learn and pass it on to future generations.
A number of group employees participated in the festival byhelping to carry some of the 12 portable shrines in a spirited,
lively procession through the Yaesu, Nihonbashi, and Kyobashi
areas alongside members of local neighborhood associations.
Sustainability Website
Feature: Tokyo Tatemono Urban Development
Activities (Published 2017)www.tatemono.com/csr/special/townplanning.html

Sanno Festival▶ Community Outreach Activities in Yaesu, Nihonbashi, and Kyobashi Neighborhoods

Event name

Activities

No. of group employees
participating

Sakura Festival

Sakura viewing, concert, rugby event (Apr 5-7)

Total 91 over 3 days

Tokyo Station area clean-up teamMorning clean-up of Yaesu, Nihonbashi, Kyobashi areas (Jan 24, Sep 20)

Total 227 over 2 days

Chuo-dori Clean Walk (local garbage pickup, Picking up garbage, replanting flower beds along the Chuo-dori street (the group
Total 53 over 3 days
flower re-planting initiative)
also served as office staff) (Mar 19, Jul 24, Dec 11)
La Folle Journée TOKYO2019

Held local concert at Tokyo Square Garden (May 3 and 4)

Total 8 over 2 days

Tokyo Ekimachi Kirapika Project

Cleaning areas around Tokyo Station (Apr 18, Nov 28)

Total 247 over 2 days

Nihonbashi/Kyobashi Festival

Special sponsor, executive committee members, rugby team organizers (Oct 27)

Total 9 over 1 day

Arts & Crafts Market

Held events at Tokyo Square Garden (monthly)

Total 6 over 6 day

Kyobashi Marche

Held events at Tokyo Square Garden (twice monthly)-41

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

Clean-Up Activities

Encouraging Lively Communities

Group employees regularly take time before the start of the

The Tokyo Tatemono Group holds a number of events to help

work day to clean up and beautify neighborhoods around theirgrow and invigorate communities.

workplaces. Tokyo Tatemono employees can be seen in areas

Nakano Central Park, a lush, three-hectare public park

like Tokyo's Yaesu, Nihonbashi, and Kyobashi neighborhoods,

nestled between and established by universities andwhere our headquarter office is located, and in other locations

government offices, hosts a variety of events year-round,as well. These activities have earned a letter of appreciation

including flea markets and workshops. This initiative tofrom the Nihonbashi Clean Business Cooperative.

use open spaces in creating a lively atmosphere received
the 2014 Good Design Award in the category of Design ofPartnering with Non-Profit Organizations

Community Development.
Since August 2018, the Kyobashi Marche market has been

Tokyo Tatemono takes care of sidewalk flower beds along theheld twice monthly at Tokyo Square Garden. The market

Chuo-dori street as a member of NPO Hana Kaido.

occupies space in the connecting corridor on the first floor,

We also work with the Cheering Supporters for Woods ofoffering fresh vegetables and prepared food items.

Chuo City using forest tree trimmings to enrich Chuo Ward,

In October 2019, an Autumn Cultural Festival was held in

where the organization is based.

the public space of Brillia Mare Ariake TOWER & GARDEN

We produce planter filler from the trimmings, using thisand Brillia Ariake Sky Tower, developed in the Ariake area

filler to beautify the city in various ways through NPO Hana

near an Olympic venue. This event took place thanks to the

Kaido, including the installation of roughly 100 flower beds oncooperation of the management associations from both Brillia

sidewalks around our construction sites.

properties. In addition to a number of hands-on activities suchas balloon art, prosthetic leg experiences, and BMX test rides,
we also held a film night screening party. One of the four
short works shown was Sing, which won an Academy Award
for Best Live Action Short Film in 2017. More than 800 local
residents participated in the event.

Morning Clean-Up Activities

Chuo-dori Path Flower Beds

42

Flea Market Held in Central Park

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

Developing Communities in Places People Can
Call HomeThe Tokyo Tatemono Group strives to encourage people living
in newly constructed homes to integrate smoothly with theirlocal communities, promoting regional revitalization.
Before the construction of Brillia Shinagawa Minamioi,
located in the Shinagawa Ward of Tokyo, we established

Loco-café oooi on the site, which has become a community
gathering spot for home buyers to connect with residents
from the local community. To increase the number ofinteractions between buyers and local residents, we sponsor
forums and other events meant to encourage exchanges. We
also lease space for social events.
Neighbors MusashiNakahara , in Kawasaki City, Kanagawa
Prefecture, is a social apartment operated jointly between
Tokyo Tatemono Real Estate and GLOBAL AGENTS CO.,LTD. Before it was renovated into a social apartment,
it was a dormitory for company employees. This social
apartment property envisions building a small communityof 144 households, offering a variety of communal spaces,a restaurant-themed lounge, a well-equipped theatre, and alively bar lounge for interchange.
These shared spaces create a forum for exchange between
the property's residents, offering a new kind of lifestyle thatfacilitates interaction and a sense of community.

Neighbors Musashi-Nakahara

TOPICS

Brillia Shinagawa Minamioi's Communication Salon oooi
Wins Good Design Award

Brillia Shinagawa Minamioi's Communication Salon oooi, a community
facility attached to Brillia Shinagawa Minamioi (completed February 2020),
received the 2019 Good Design Award.
This award was given to Brillia Shinagawa Minamioi's Communication
Salon oooi in recognition of spatial media communicating throughconnecting people, unlike traditional advertisements. The cafe's initiative
promotes communication between local residents as well as withcondominium residents to support smooth community-building.

43

SocialGovernanceContents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceCommunity Revitalization Through Our Leisure BusinessRegina Resort

Ofuro no Osama Bathhouses

Regina Resort, operated by Tokyo Tatemono Resort, is a

The Ofuro no Osama chain of bathhouses operated by Tokyo

special accommodation facility where pets and their owners

Tatemono Resort is designed to enhance local cohesion,lodge together.

interaction, and communication. These bathhouses serve as

Nine Regina Resorts are in operation in the Kanto Koshinetsu

a facility for health promotion and preventive medicine asarea. In recent years, pets have become recognized aswell. Each of these 10 unique hot bath facilities, all locatedmembers of the family and more accommodations arein the southern Kanto area, also feature restaurants andaccepting pets. However, in reality, very few facilities create another amenities.
The ofuro , or hot bath, is a leisure activity deeply rooted

environment in which people and pets can live together withpeace of mind. Other facilities simply allow pets to stay. Regina

in Japanese culture. The Tokyo Tatemono Group believes

Resort was planned from the ground up with dogs in mind.

that providing a relaxing space helps to create a more

Considerations included floors not easily scratched or dirtied,abundant society. In addition, we focus untiringly on hygienea number of useful amenities, private dog runs for guests,

management so customers can use our facilities withinsurance for accidental damage to facilities, and so on.

confidence. Beyond daily cleaning, sterilization, and water

These resorts offer guests a sense of ease as they stay withquality inspection, we perform pipe cleaning with hydrogen

their pets, creating new demand for tourism and contributing

peroxide three times a year for our baths. For hygieneto the economic development of their regions.

management at our restaurants, we have created manuals
for each location and partner with external specialists who
conduct hygiene inspections.
By providing a space where customers feel at ease, we
contribute to revitalizing local communication and promoting
the health of local residents.

Regina Resort Fuji

Regina Resort Hakone Ungaiso

Ofuro no Osama Ebina

44

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

Cultural and Social Contribution Activities
Policy and Concept

Artist Support at Brillia LOUNGE's THE GALLERYThe Tokyo Tatemono Group believes that activities contributing

Tokyo Tatemono provides support for a variety of cultural

to society and culture help create a more abundant society

activities, including sports and the arts. As part of theseand aid the sustainable growth of our own businesses.

activities, we operate THE GALLERY, an exhibition space setup

Therefore, we engage in a variety of social contribution

in one corner of the Brillia LOUNGE, itself located on the firstactivities, including cultural and arts activities, educational

floor of the Tokyo Tatemono Yaesu Building. Since 2017, THE

support, sports promotion, and disaster recovery support.

GALLERY has presented up-and-coming artists and their work.
In 2019, THE GALLERY featured works by four artists.
In addition, we sponsored the Brillia ART AWARD 2020
to determine which artists' works would be presented thefollowing year. All artists were welcome to submit theirwork for consideration in this open recruitment program.
Artists were evaluated not on finished pieces, but rather on
their production plans. The selected winners were given a

TOPICS

production grant of 200,000 yen, with one grand prize winner

Brillia Culture Spice Brillia ART AWARD

receiving a separate award of 300,000 yen. Finished works

Selected Works Exhibition and Short Film Screening

will be presented on a rotating schedule throughout 2020.

Tokyo Tatemono sponsored the Brillia Culture SpiceFor more information about THE GALLERY in Brillia LOUNGE andthe Brillia ART AWARD, see the following websites:brillia.com/brillia/topics/
brillia.com/artaward/
https://brillia.com/artaward/archive.html(All available in Japanese only)

Brillia ART AWARD and Selected Works and Short Film
Screening event at the Ueno Royal Museum in Taito-ku,
Tokyo, between January 27 and 29, 2020. At this event,eight works were exhibited as winners of the Brillia ART
AWARD.

Selected Brillia ART AWARD Recognitions

Short Film Screening
Works Exhibited in 2019 at THE GALLERY in Brillia LOUNGE

45

Contents

Message fromthe President

Sustainabillity

FeatureSupporting Para-Sports for Persons with Disabilities

Environment

SocialGovernancefor Ten-eimai rice, a crop cultivated locally in Fukushima
Prefecture's Ten-ei Village.
These support activities, which boasted 126 volunteer

Tokyo Tatemono has been an official partner of the JapanesePara-sports Association since August 2015 as part of our social

employees in 2019, began because of our relationshipcontribution activities.

with Hatoriko Highland Regina Forest, a camping andaccommodation facility in Ten-ei which was owned by theWe actively support para-sports through initiatives toTokyo Tatemono Group up until 2016.

raise awareness and other efforts to promote the para-sport
philosophy of creating a vibrant society of coexistence.

Volunteer employees and their families experience authentic

In 2018, we created opportunities for our employees

farming activities, including spring rice-planting, summer weed-

to watch and support para-sports events by publicizing

cutting, and fall harvest, all while interacting with local farmers.
This activity unifies company and individual as we deepen

competitions and tournaments within the group, contributing

our understanding of Ten-ei Village and help rebuild

to the promotion of para-sports.

Fukushima Prefecture.

Moreover, we acquired the naming rights to the Shin-Toyosu
Brillia Running Stadium track and field facility that opened in

Operating a Classic Kyoto Machiya Concept Hotel

December 2016. We currently assist in facility operations. The
Shin-Toyosu Brillia Running Stadium also houses a prosthetic
development laboratory where people with disabilities can

In October 2019, Tokyo Tatemono Real Estate Sales opened

train side-by-side

the doors of a new concept hotel, THE MACHIYA SHINSEN-

with those without

EN. This hotel utilizes an existing classic Kyoto machiya

disabilities.

accommodation building, which was developed jointly with AJ
InterBridge, Inc.

日本 障が い者スポーツ協会 オフィシャルパートナー

In this project, we acquired a vacated machiya
accommodation with the intent to conduct a ground-up

Earthquake Reconstruction Support ThroughRice Planting

renovation and rehabilitation of the aging facility. Further, theproject included added a new wing incorporating elements of
the Kyoto machiya, resulting in a hotel embodying the charm of

The Tokyo Tatemono Group aims to build a more abundant

Kyoto's history and traditional culture.

society through reconstruction following the Great East

The new wing features guest rooms kitchen and washing

Japan Earthquake and increase interaction between cities

machines for long-term stays, addressing the needs of visitors

and farming villages. Here, we support rice planting activities

from overseas.

TOPICS

Hareza Ikebukuro Acquired Naming Rights to the Toshima City Arts and Culture Theater

Tokyo Tatemono completed the constructionof the Hareza Tower office building inMay 2020 as part of our support for thedevelopment of Hareza Ikebukuro. We
acquired the naming rights for the Toshima
City Arts and Culture Theater, built within thedevelopment’s hall, which was finished in
April of 2019.
A multi-purpose hall with 1,300 seats, thefacility serves as a symbol of Toshima as an
International City of Arts and Culture. The
hall also serves as a center from which we
promote a variety of cultural and art activities.

Tokyo Tatemono Brillia HALL (Inside)

46(Outside)Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceSupporting Patients with Incurable Diseases andTheir Families

Fundraising Through Art

Brillia ist Tower Kachidoki, a Tokyo Tatemono condominium

and a renovation. On this occasion, the facility launched aproperty, is designed to support child-rearing and community

new social contribution program for the local community.

In 2018, SMARK ISESAKI celebrated its 10-year anniversary

coexistence. The building provides accommodation tailored

The program incorporates art as social contribution,

to a generation of parents raising children, including certified

installing communication art collection boxes called coinschildcare, a family house, and a pediatric clinic. The familyon the first floor of the property. The boxes depict thehouse, operated by certified NPO Family House*, is a second

three famous Jyomosanzan mountains of Gunma Prefecture

home for families who travel to urban hospitals from afar to care(Mt. Myogi, Mt. Haruna, and Mt. Akagi) as portrayed byfor children with intractable diseases such as pediatric cancer.

artist Jin Hasegawa. Donations collected are provided to

Supporting the mission of Family House, Tokyo Tatemono

environmental organizations in Gunma Prefecture at an

has provided a 130m² condominium free of charge within

annual festival each November.

Brillia ist Tower Kachidoki, which is located near the National

In 2019, donations were provided to the Oze Preservation

Cancer Center Hospital and St. Luke's International Hospital.

Foundation, a conservation organization working to preserve

The house is equipped with two Japanese-Western fusion-

the Oze marshland area, which is one of Gunma Prefecture's

style rooms and a common room.

most iconic natural environments.

*A certified non-profit organization (NPO) is an organization certified forspecial tax incentives encouraging others to donate to the organization.
Though the certification system allows NPOs to be created simply by petition,
the organization must have a certain period of activity and pass evaluation by
a competent authority to be certified.

Garden of the Certified Center for Early Childhood Education Center Located in
Brillia ist Tower Kachidoki

coins Myogi

Brillia ist Tower Kachidoki Family House

coins Haruna

47

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

Responding to Social Change

Responding to an Aging Society
Policy and ConceptHigh-Quality Living Only a Developer Could Offer

Japan’
s birthrate is declining, while the ratio of elderly people

we cultivated through our Brillia brand new condominium

has been growing. More than 30% of the total population

residence business. Grapes provides additional value in aof our nation will be 65 years or older by 2025. Given thesebarrier-free environment. In addition to the one-room units

circumstances, housing for people to live out their final

common to senior residences, Grapes offers various room

years, improved nursing care, better medical care, and othertypes of up to a 2LDK layout depending on the property

services will be important issues for society. The Tokyoin question. This way, we provide a unique, fulfilled living

Tatemono Group contributes solutions to social issues byexperience suited to each resident. This living environment isoffering comfortable, senior-friendly housing and more fulfilled

designed for ease of use by elderly people. Thoughtful touches

living for seniors.

include the height of switches and other equipment, as well as

The Grapes series offers the type of high-quality living

From the very planning stages, we take care to build good

the use of easy-to-clean materials and spaces.

relationships with community residents and strive to create anenvironment where people can live for a lifetime as a member

Concierge Servicesof the local community.

The Grapes series comes with daytime concierge service.

Housing and Services for Environments That Offer
Fulfilled Living

services and medical institutions as well as provide optimal

The Tokyo Tatemono Group established subsidiary Tokyo

the same level as a fee-based senior home. Since there is no

Tatemono Senior Life Support in July 2014 to expand our

expensive admission fee, the properties are accessible to more

residence business for the elderly. In this business, we

people. Moreover, residents enjoy peace of mind knowing they

develop and operate senior residences and provide nursing

can live out their remaining years here, as the lifetime buildingcare services. As of 2019, the subsidiary operates 15 seniorlease eliminates the need for lease contract renewal.

Concierges work with in-home long-term care support
support tailored to each resident. Even if the level of nursing
care required increases, we are able to provide services atresidence and support service facilities.
Tokyo Tatemono Senior Life Support is developing the▶ The Roles of Concierges in Grapes Series

Grapes series of senior residences that combine support
services. With this series, we offer an environment that
pursues the concept of Fulfilled Living, Your Way.
* Senior residences and combined support services are rental homes inwhich those who require nursing care can live restriction-free while taking
advantage of nursing care services. This business eliminates the need for
expensive move-in fees. These residences are regulated by the Act on
Securement of Stable Supply of Elderly Persons’Housing.
As of December 31, 2019, approximately 250,000 units are available, andthe supply continues to grow.

Resident

Healthmonitoring

Year-round Nursingcare
24-hour
services

Nursing careadviceRegularinterviews

LifeadviceMedicalcare

Concierges

Community
supportbetweenEvent residents
Emergency planningandresponse
Local
operationcommunity

Safetyconfirmation

Family24-hourcoordinatedteam
medical careHome

▶ Responding to an Aging Society

Indicators and Results

Indicators

2015

2016

2017

2018

2019

Number of newly established residences for seniors(senior residences with support services and fee-based senior homes)

240

158

482

0

0

Total number of residences for seniors(senior residences with support services and fee-based senior homes)

846

1,004

1,486

1,486

1,486

48

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

Strengthening Nursing Care Functions

Expanding Business in Fee-Based Senior Homes

In June 2018, we established Tokyo Tatemono Staffing Co.,

Some elderly persons prefer fee-based senior homes due toLtd. by integrating four Tokyo Tatemono Group companies:

health conditions or other reasons. Fee-based senior homes

Care Like, Frontier, Frontier Western Japan, and Medical Link.

provide more attentive nursing care and living support than

These companies performed dispatch and recruiting services

senior residences that combine support services.

primarily for caregiving and nursing care facilities.

Tokyo Tatemono Group company Seiaien Co., Ltd. operated

This merger reinforced our capabilities in employee hiring

fee-based senior homes until its merger with Tokyo Tatemono

by both enhancing advertising activity efficiency and raising

Senior Life Support in July 2018.

awareness. The merger also strengthened our ability to

Our business in fee-based senior homes has grown to four

offer stable human resources dispatching and professional

facilities as of the end of 2019.

recruiting that optimizes matches in responding to the chronic
staffing shortage in the nursing care field.

▶ Facilities for Seniors

Owned Properties

Properties Managed underContract

Senior Residences With Support Services•Grapes Asakusa•Grapes Fujimino•Grapes With Omori-Nishi*•Grapes Felicity Totsuka•Grapes Kawasaki Shinmachi•Grapes Season Totsuka•Grapes Tsujido Nishi-Kaigan•Grapes Tateishi•Kosha Heim Chitose Karasuyama•Grapes Garden Nishiarai Daishi•Grapes J Higashi Ikebukuro•Kosha Heim Hirao•Grapes Yoga
•Grapes Shonan Tsujido•Grapes Setagaya Chitosedai

Fee-Based Senior Homes•Adonis Plaza Omiya•Grapes With Yotsuya•Sans Souci Kita-Urawa•Sans Souci Owada*Grapes With Omori-nishi also operates as a fee-based senior home withcombined nursing care services

VOICE

Creating housing in which senior residents to thrive by offering carefully planned physical facilities
and extensive nursing care services

In addition to contracting residence concierge services for the Grapes serviced senior housing facilities, the company provides
in-home nursing care offices, elderly care offices, and other services inside Grapes locations to provide nursing care to residents andlocal citizens.
Grapes features outstanding design and livability, offering an experience of the typical Tokyo Tatemono Group commitment to
comfortable living. However, higher levels of senior housing also require nursing care services. To improve the quality of nursing careservices we offer, we conduct regular interviews with residents and provide instruction to concierges on a daily basis.
Beyond enhancing existing nursing care services, we also strive to develop new services and create industry-academia-public
collaborations. In the future, we hope to make use of our mutual strengths to create senior housing in which residents can thrive.
General Manager Sales Department
Corporate Planning Promotion Division
Tsukui Corporation

Ms. Kozue Nakamura

49

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceSupport for the Empowerment of Women
Policy and Concept

Project Bloomoi:
Housing for the Happiness of Working Women

As women become more active in society and ideas related
to lifestyle and happiness diversify, this segment of society

Tokyo Tatemono created the Brillia Bloomoi Project in 2012

demands more in the way of support for diverse lifestyles andto research and gain insights into the mind of the working

workstyles in the home and office.

woman, pursuing housing that responds to diversifying needs.
With this project, we hope to understand and support not

The Tokyo Tatemono Group incorporates women’sperspectives into the development of housing. We believe in

only working women, but also women engaged in household

facilitating the empowerment of women by supporting theirwork, childcare, nursing care, community work, and learning.
The members of this project, mostly female group

lifestyle through housing development.

employees, value sympathy, dialogue, and co-creation. They

In addition, we conduct surveys of group female employees
to understand their challenges and incorporate solutions

consider the best ways to make homes in which working

into facility plans for buildings. The aim here is to create

women can live fulfilled lives and enjoy more happiness.

comfortable, work-friendly offices for women.

Bloomoi, a word coined by combining“bloom”and“moi”(“me”), evokes an image of many working women smiling andbringing their talents to full bloom.
Under this project, team members consider condominium
floor plans, household equipment, and much more. Wideranging product development extends to soft aspects,
including management and after-sale services. The projectproduces an ongoing series of products built on the
Bloomoi idea.

TOPICS

Original Room Fragrances Developedby the Bloomoi Project

In September 2019, the Bloomoi Project developed an originalroom fragrance product. The idea was to appeal to the senseof smell for occupants to enjoy interior spaces with more of
their senses.
Three scents were developed using essential oils from theleaves of Sakhalin fir trees growing in the town of Shimokawa
in Hokkaido. Each scent is made with a theme closely tied tothe daily lives of working women.

Brillia Bloomoi × Fupunomori▶ Support for the Empowerment of Women

Indicators

Original room fragrances

Indicators and Results
2015

2016

2017

Bloomoi involvement in new properties

2 properties

4 properties

2 properties

9 properties*

4 properties

Total number of Bloomoi-involved properties

7 properties

11 properties

13 properties

22 properties*

26 properties*Includes renovations

50

2018

2019

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceWorking women have a truly wide range of lifestyles.

Storage Plan OURHOME SELECT Puts Residents at Ease

Bloomoi emphasizes thinking together and creating together in

Our Brillia Kita-Urawa property offers the newly developed

housing product development. We believe the most important

select plan, OURHOME SELECT. This plan was developed

thing is to engage with others to gain a true understanding

jointly with Emi, a professional home organizer who is herselfof the diversity of values and deep psychologies. Based on

the mother of two children. Entryways, bathrooms, living

this approach, we have established new urban development

rooms, and more provide optimal storage that encourages

business schemes through the co-creation process. Throughthe family to become involved and store goods in a way thatevents, dialogue, Facebook, and more, we seek out working

makes everyone comfortable.

women’
s insights and incorporate those insights into productplanning. As we exchange ideas with working women,
we create enhanced floor plans and equipment that were
designed based on survey results and feedback.
Official site:www.brillia.com/bloomoi/
Official Facebook page:www.facebook.com/BrilliaBloomoi/▶ Bloomoi Co-creation Process

Official Instagram page:www.instagram.com/brillia_bloomoi/

gRealizin
theorm
Ideal F

Brillia Buyers

UP▶ Bloomoi Co-creation Concept

Ongoing
DialogueandNumber of
Discussions

Impressions
Based on Living
Experience,
In-Home Survey

Project Product Prototype
Release Specific Examination/
Opinion Collection

Multi-industry social event
Group Interview

Social Event
Co-creation Workshop

Completion of
Co-Created
Products

Product
Planning

Bloomoi Mates
Core Supporter

Insight Collection

Co-creation
Pyramid

Process ReleaseCollection of
Quantitative
Needs

Opinion Exchange

Co-creation Spiral
Number of Participants UP

Confident Storage Plan
The Benefits of OURHOME Select❶ Separate, wash, and hang dry. Doing theentire laundry in one room eases the burden
on busy parents.

❸

❹
❶

❷ Open storage lets kids do their part, too❸ A fixed location for shipping boxes andbicycle batteries keeps everything organized❷❹ Items stored close to where they are used foreasy access
OURHOME SELECT

51

Message fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialGovernance

Responding to Growing Childcare Wait Lists
Policy and Concept

authorized nursery schools and one schoolchild care facility.
Ohayo Child Care Sekimachi-Minami and Sekimachi-Minami

In Japan’s large cities, increasing population density andAfter-School (for school-aged children) are co-located with aa rising number of two-income households have caused a

Brillia series condominium complexes where Tokyo Tatemono

shortage of capacity in childcare facilities. The number ofsells units.

families on wait lists for childcare facilities grows every year.

The philosophy of our childcare business is to nurture a

The lack of childcare creates challenges for society, includingchild’
s ability to live fully. Accordingly, we offer an environment

delays in women returning to work.

in which children think for themselves and act proactively.

The Tokyo Tatemono Group operates our own childcare*One of the four nursery schools opened in 2019 has changed status fromcertified nursery school to authorized nursery school

business to benefit young families and their children, who
represent our future.

Expanding Ohayo Child Care Facilities
We established Tokyo Tatemono Kids in August 2016 withthe cooperation of Global Group Co., Ltd., a nursery school
business operator. We have been operating nursery schools
continuously since that time.
We opened four nursery schools* each year over a threeyear period (2017–2019). In April 2020, we added two new

Ohayo Child Care Kameido▶ Ohayo Child Care and School-Aged Childcare Facilities

Property

Ohayo
Child
Care

After-School

Location

Operating Format

Capacity(Former) Ohayo Child Care Kameido

Koto Ward Tokyo

Tokyo-authorized nursery school

20

Open
April 1, 2017

Ohayo Child Care Mitsuzawa Shimocho

Yokohama City Kanagawa

Yokohama City Corporate-led nursery school

15

April 1, 2017

Ohayo Child Care Yokohama Negishi

Yokohama City Kanagawa

Yokohama City small-scale nursery school

15

April 1, 2017

Ohayo Child Care Minami-Sunamachi

Koto Ward Tokyo

Tokyo-authorized nursery school

80

April 1, 2018

Ohayo Child Care Nishi-Sugamo

Toshima Ward Tokyo

Tokyo-authorized nursery school

60

April 1, 2018

Ohayo Child Care Shiinamachi

Toshima Ward Tokyo

Tokyo-authorized nursery school

50

April 1, 2018

Ohayo Child Care Omorimachi

Ota Ward Tokyo

Tokyo-authorized nursery school

60

April 1, 2018

Ohayo Child Care Hanasakich

Yokohama City Kanagawa

Yokohama City-authorized nursery school

58

April 1, 2018

Ohayo Child Care Kameido

Koto Ward Tokyo

Tokyo-authorized nursery school

45

April 1, 2019

Ohayo Child Care Machinoma Omori

Ota Ward Tokyo

Tokyo-authorized nursery school

55

April 1, 2019

Ohayo Child Care Oyamanishicho SmallScale Nursery School

Itabashi Ward Tokyo

Itabashi Ward-authorized small-scalenursery school

19

April 1, 2019

Ohayo Child Care Kiyosumi Shirakawa

Koto Ward Tokyo

Tokyo-authorized nursery school

60

April 1, 2019

Ohayo Child Care Sekimachi-Minami

Nerima Ward Tokyo

Tokyo-authorized nursery school

34

April 1, 2020

Ohayo Child Care Umeyashiki

Ota Ward Tokyo

Tokyo-authorized nursery school

40

April 1, 2020

Ohayo Child Care Nonoaoyama

Minato Ward Tokyo

Tokyo-authorized nursery school

23

July, 1, 2020

Sekimachi-Minami After-School

Nerima Ward Tokyo

Privately owned and operated(financial support from the ward)

30

April 1, 2020

▶ Responding to Growing Childcare Wait Lists Indicators and Results

Indicators

2017

Capacity of nursery schools and school-aged childcare facilities (number of children,capacity of new facilities)

2018
50

2019

259

2020

205

Total

120

634
15

Newly opened nursery schools and school-aged childcare facilities

3

5

4*

3

Total capacity of nursery schools and school-aged childcare facilities (number of children)

50

309

514

634

Total nursery schools and school-aged childcare facilities opened

3

8

12*

15

*O hayo Child Care Kameido Tokyo-certified nursery school closed at the end of fiscal 2018. The facility reopened in April 2019 as a Tokyo-authorized nursery school.
(Capacity increased from 20 children to 45 children)52

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

Revitalizing Aging Housing Complexes
Policy and Concept● Heights Komagome Condominium Complex

Housing complexes throughout Japan supported the nation’srapid growth after World War II. Many are now aged and are

Rebuilding Projectin need of reconstruction. In addition, housing complexes(All units sold under the name Brillia Komagome Rikugien)were once home to many families raising children. Today,

Location: 6-chome, Honkomagome,

residents have grown older and fewer in number. Frequently,

Bunkyo Ward, Tokyo

older residents of complexes die alone in these places.

Units after rebuilding: 49 (previously 25)

Aside from reconstructing buildings, Japan must revitalize

Completed: July 2014

communities, rebuilding interpersonal connections.

Some 40 years after it was first built,

The Tokyo Tatemono Group is committed to updating ourthis complex had become outdated

existing stock of housing complexes and office buildings,

and aged. Updating the equipment

creating new value for the years to come and revitalizing

building would have been expensive,

local communities.

so we decided to reconstruct.
We acquired an adjacent construction

Tokyo Tatemono Condominium Complex Rebuilding
Project Resultssite and were able to double thenumber of units.

● Fujisaki Condominium Complex Rebuilding Project● Senri Tsukumodai A Condominium Complex(All units sold under the name Residence Momochi/joint project)

Rebuilding Project

Location: 2-chome, Momochi, Sawara Ward, Fukuoka City,(Currently offering for sale as Brillia City Senri Tsukumodai/joint
project)

Fukuoka Prefecture

Location: 3-chome, Tsukumodai, Suita City, Osaka Prefecture

Units after rebuilding: 232 (previously 130)

Units after rebuilding: 202 (previously 96)

Completed: February 2015

Completed: November 2019

These condominiums are located conveniently, with excellent

We decided to reconstruct the building due to issues ofaccess to transportation, schools, and public facilities.

deterioration that had occurred over its 50-year life. Many

We decided to reconstruct the building due to issues ofconcerned parties, especially residents, took part in a variety ofdeterioration that had occurred over its 40-year life.

▶ Revitalizing Aging Housing Complexes

Indicators

2015

studies as the project went forward.

Indicators and Results
2016

2017

2018

2019

Currently underway

Total units before reconstruction

794

874

874

874

874

4,427

Total units after reconstruction

1,503

1,617

1,617

1,617

1,617

7,984

53

Message fromthe President

Contents

Sustainabillity

FeatureEnvironment

Revitalization Case Study
Brillia Koganei Sakuracho

Revitalization Case Study
Brillia Tama New Town

Key Points of Revitalization

Key Points of Revitalization(1) We conducted a detailed study

SocialGovernance(1) One of the largest housing complex

comparing large-scale repair andprojects in Japan (Increased fromreconstruction

640 units to 1,249)(2) Reconstruction resulted in a major(2) Community has been revitalized by(3) We planted vegetation and a public(3) Preserved greenery to maintain the

improvement to home performancechanges in citizen composition

park to green the environment andliving environment

help prevent crime

Brillia Koganei Sakuracho (Koganei City, Tokyo) was completed

Brillia Tama New Town, completed in October 2013, was bornin May 2016. This building is the result of the reconstruction of

from the reconstruction of Tama New Town Suwa 2-chome

the former Koganei Apartment Building.

Housing, which had been standing for more than 40 years.

The property was already nearly 50 years old when we

Beginning in 2007, we worked for six years with property

began considering reconstruction. By that time, residents

rights holders and other concerned parties on the rebuilding

were aging and the building had aged as well. Among otherproject. Our efforts resulted in a seven-building complex withfunctional and crime-prevention issues, the building had

1,249 units and the preservation of greenery and open space

no elevators or auto-locks, which were some of the factors

accessible to the public.

leading us to decide in 2013 to reconstruct. An issue that came

At a time when the aging of housing complexes became

up later was a rise in construction costs. This issue caused us

a serious social concern, the Brillia Tama New Town

to reconsider our project plan and entertain ongoing dialogue

reconstruction project garnered plenty of attention. The social

with residents. The exchange of equivalent rights plan* wassignificance of this project reflected the fact that it was Japan’sapproved in 2014 and the project was completed without

largest reconstruction project at the time and the projectfurther issue.

revitalized the historic Tama New Town area.

Reconstruction enhanced home performance significantly.

Prior to reconstruction, are demographics leaned heavily

New elevators and better crime prevention functions also

toward seniors. However, nearly 70% of the buyers of newly

made the building a more accessible condominium complex

subdivided units were in their 20s to 40s. Also, many residents

for both children and seniors.

of the old complex moved into the new one. The result of*Exchange of equivalent rights: Exchange of sectional rights and site usage
rights in the old complex for rights in the new one, along with monetary
payments. Agreement must be reached among residents because theappraised value of the old building differs from the new. Exchange ofequivalent rights plans need approval by the mayor of the local government.

this project was a multi-generational community, something
unusual for a suburban condominium complex such as this.
Web site introducing Brillia Tama New Town
www.b-tamant.com▶ Property Data

Project Overview(Before Reconstruction)(After reconstruction)
Koganei Apartment Building Brillia Koganei Sakuracho

Address2-chome, Sakura-cho, Koganei City, Tokyo

Project Overview(Before Reconstruction)
Suwa 2-chome Housing(After reconstruction)
Brillia Tama New Town

Address

Lot numbers 2 and 4, 2-chome, Suwa, Tama City, Tokyo

Construction period Completed 1964/1965

Completed 2016

Construction period Completed 1971

Completed 2013

Site area

5,219.46㎡

Site area

No change

Standard building50%
to-land ratio

No change

Standard building10%
to-land ratio

60%

Allowable floor
space index

50%

No change

Allowable floor
space index

50%200% (150% based on
district plan)

Floor space

4,914.57㎡

9,081.48㎡

Floor space

34,037.13㎡

124,904.05㎡

Number ofbuildings

23 buildings/5 floors

17 buildings/11 floors,
14 floors

Number of units

640 units

1,249 units (including
684 subdivided units),
associated facilities in 3
sections

Unit floor space

All units 48.85㎡

43.17 to 101.44㎡

Floor plans

All units 3DK

2DK to 4LDK

5,356.35㎡

Number ofbuildings

4 buildings/4 floors

1 building/8 floors

Number of units

80 units

114 units (including 61
subdivided units)

Unit floor space

54.24 to 54.44㎡

46.75 to 84.96㎡

Floor plans

2DK、3DK

1LDK to 4LDK

54

64,399.93㎡

Contents

TOPICS

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceFirst condominium complex reconstructed in Shinagawa Ward under the Facilitation Act(Hiratsuka Town Housing)Tokyo Tatemono is working with a condominium complex reconstruction association (association under the project collaborator) on areconstruction project at Hiratsuka Town Housing in 6-chome, Hatanodai, Shinagawa Ward, Tokyo.
Almost 60 years have passed since Hiratsuka Town Housing was completed in 1959, and thebuildings and equipment have aged considerably.
The reconstruction plan is mindful of the quiet surrounding streets and rich greeneryof the neighborhood. Therefore, the project calls for a high-grade exterior and a building
arrangement that maximizes air movement and light. The new complex is also barrier-free
for the convenience of seniors and other residents. Other features include crime prevention
measures and earthquake/disaster preparedness equipment and services.
This project is Shinagawa Ward’s first to operate under a reconstruction association system
based on the Act on Facilitation of Reconstruction of Condominiums.
We plan to complete the reconstruction in the autumn of 2020.

VOICE

Conceptual Drawing of the Finished Project

Building Solid Relationships of Trust by Solving Problems Together(Itohpia Hamarikyu Condominium Complex Rebuilding Project)

Itohpia Hamarikyu is a 328-unit condominium complex near the JR Hamamatsucho Station. Built four decades ago, the complex
has aged and has questionable seismic durability. Therefore, the management association began investigation the potential forreconstruction. However, about 80% of the property rights holders did not even live in the complex. Many
lived in far-away regions or even overseas, which made it difficult to reach an agreement for reconstruction.
As the condominium complex reconstruction association chairman, I tried to overcome the lack ofcommunication with property rights holders by holding study meetings and operating an electronicbulletin board. Our efforts received a major push at an extraordinary general meeting in 2018 where thereconstruction was approved. At this meeting, Tokyo Tatemono and a consultant provided statementsfrom the property rights holders’ point of view that generated momentum for reconstruction.
Tokyo Tatemono met all the challenging conditions that we established when searching for a builder.
They also dealt circumspectly with a lower-than-expected move-out rate and asbestos removal costs thatwere higher than anticipated. Further, Tokyo Tatemono offered suggestions from many different points ofview. I believe we have built solid relationship of trust as we look ahead to completing this project.

55

Itohpia Hamarikyu
Condominium Complex
Restructuring Association
ChairmanMr. Toshiyuki HayashiMessage fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialGovernanceDiversity & Inclusion

Diversity & Inclusion
Policy and Concept

SystemWith a shrinking workforce due to declining birthrates and

The Tokyo Tatemono Personnel Division works with all

aging demographics, it is important now more than ever togroup company departments, overseeing labor affairs in aeffectively utilize an effective workforce that includes women,group-wide support system. This division engages undersenior citizens, and others to develop our business and engage

measures to ensure a dierse base of human resources canin community-building efforts. Organizations with diverse talent

challenge themselves to grow continuously, acting freely

will be able to provide broader perspectives and make better

without obstacle.

decisions in service offerings from many different views.

In January 2020, Tokyo Tatemono established the Human

Tokyo Tatemono established a Human Resource Policy that

Resources Development Group and Health Management andincludes creating a fulfilling, rewarding workplace in which

Diversity Promotion Group to respond to the ever-increasing

employees can experience growth and feel satisfaction fromimportance of human resource development and the rising

their work. We pursue the creation of an environment insocial demand for health management and the promotion

which diverse human resources are motivated and dedicatedof diversity.

in their work, acting freely without obstacle. The successful
activities of our diverse talent will drive services that meet thelevel of sophistication and diversification in demanded by ourown customers.

▶ Diversity & Inclusion

Indicators and Results

Category
Full-Time (FT) Employees (Total)

Units

2015

2016

2017

2018

2019

Persons

576

584

687

719

749

Men

Persons

458

461

542

548

563

Women

Persons

118

123

145

171

186

％

20.5

21.1

21.1

23.8

24.8

Ratio of FT Women Employees
Ratio of Women Employees

％

24.9

25.8

26.6

27.7

28.9

Managers

Persons

281

295

339

350

360

Men

Persons

275

287

328

334

342

Women

Persons

6

8

11

16

18

Ratio of Women Managers

％

2.1

2.7

3.2

4.6

5.0

Ratio of Women Directors

％

0

0

0

0

0

New Hires (Total)

Persons

15

14

19

22

20

Men

Persons

10

10

15

14

15

Women

Persons

5

4

4

8

5

33.3

28.6

21.1

36.4

25.0

Ratio of Women New Hires
Average Years of Service

％
Years

10.0

10.5

10.6

10.8

11.3

Men

Years

10.9

11.7

11.6

12.0

12.5

Women

Years

8.6

9.1

9.7

9.3

10.4

Years

3.9

2.6

1.9

2.7

1.7

Difference in Avg. Length of Service Between
Men and Women Employees
Ratio of Disabled Persons* Hired％

2.06(June)

1.88(June)

1.98*(June)

1.87*(June)

1.81*(June)

Ratio of Employees Re-hired at Retirement Age

％

66.7

75.0

91.7

87.5

100

◯ Data Collection Period:January to December each year. Data is as of December of the year in question unless stated otherwise.
◯ Scope of Collection: Tokyo Tatemono Co., Ltd.
* Indicates data that has received third-party certification by Lloyd's Register Quality Assurance Limited (LRQA) to ensure its integrity.

56

Message fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialGovernance

Promoting the Success of Women

Promoting the Success of Seniors

Tokyo Tatemono supports women taking active roles,

Tokyo Tatemono has introduced a re-employment policy forencouraging women to work with ambition and fully realize

retirement-age employees, helping those aged 60 or over totheir individual potentials and personalities. To provide acontinue to enjoy active, successful careers. Our Personnel

secure work environment, we have established various systems

Division also holds individual consultations with employees

to maintain employee career continuity even after a major life

who are approaching the statutory retirement age. These

event. We also recruit diverse human resources actively.

employees have the opportunity to express their wishes

Our ratio of women employees was 28% as of December

about how they want to work based on their individual life

2018, up 7% from 2015.

plans. These programs let us offer employees the opportunity
to be fully active, even after 60 years of age.

Leave Systems for Pregnancy, Childbirth, Child Rearing andIn 2019, we launched career design training programs

Nursing Care, Re-Employment System for Former Employees

for experienced line managers. These programs help line

In addition to maternity leave, we have established leave

managers have a positive experience in making career choices

systems for both women and men employees to use in theon post-retirement-age rehiring.

case of child rearing, and nursing care. We have also set up

Promoting the Success of Disabled Persons

a re-employment system for former employees who resigned
from their jobs for the aforementioned reasons.

Tokyo Tatemono strives to employ persons with disabilities.
Spouse Accompaniment Policies for Overseas Transfer

We have prepared systems that allow disabled persons

Opportunities for work abroad are growing in tandem withto enjoy long-term, stable employment. We accomplish

the advancement in globalization and equal employment

this through optimal department assignment based on theopportunities for men and women. Tokyo Tatemono provides

individual’s particular qualities, through regular consultationsa system to approve leave for up to three years for employeeswith the Personnel Division, and through working hours

whose spouses have been transferred overseas. This policy

set appropriately to the particular circumstances of eachenables employee and spouse may enjoy a full family life

disability.

together. Employees who have resigned for this reason are
also able to take advantage of our re-employment system forformer employees. This system is available to all employees,
regardless of gender.

▶ Re-Employment Status of Employees at Retirement Age

Retirement Age▶ Ratio of Disabled Persons Hired（％） ● Employment rate
2.5
2.06
1.88
2.0

Re-Employed

2019

8

8

100%

2018

8

7

87.5%

2017

12

11

91.7%

2016

4

3

75.0%

2015

6

4

66.7%

1.98

1.87

1.81

2018

2019

1.5
1.0
0.5
0.0

57

2015

2016

2017

Message fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialGovernance▶ Overview of Childbirth and Child Rearing Support Systems◯ During Pregnancy■ Available for both men and women■ Available for women* Content in white boxes are stipulated by either regulation or health insurance* Some policies carry conditions such as length of service

PolicyOverview

Flextime System

Employees may utilize flextime (work start/stop times can be adjusted) Office admin staff not eligible for flextime.

Paid Leave Carryover Policy

Employees may use the paid leave carryover policy.
Salary: Paid leave

Re-Employment Policy for Employees who Resigned
Retired employees may petition to be rehired by Tokyo Tatemono.
due to Pregnancy, Childbirth, or Child Rearing◯ Immediately Before/After Childbirth
PolicyPaid Leave Carryover Policy

Overview
Employees may use the paid leave carryover policy.
Salary: Paid leave

Re-Employment Policy for Employees who Resigned
Retired employees may petition to be rehired by Tokyo Tatemono.
due to Pregnancy, Childbirth, or Child Rearing
Leave Before/After Childbirth

Employees may take up to six weeks of leave before childbirth/up to eight weeks of leave after childbirth.
Salary: Paid leave

Child Rearing Leave

Employees may take leave until one month after the first March 31 that falls after their child's third birthday.
Salary: Unpaid (With benefits from employment insurance)

Child Rearing Leave Benefits

Employees receive the equivalent of 67% of their salary during child rearing leave (after six months passes,
this benefit changes to 50%)
Period: Until the child's first birthday (in special cases, this may be extended to 18-24 months)

Exemption from Health Insurance/Employee
Pension Insurance Premiums

During child rearing leave, employees are exempt from premiums for health insurance/employee pension
insurance.
Period: Until the child's third birthday

Special Leave for Childbirth

Employees may take one day of special leave.
Salary: Paid leave

Celebratory Monetary Gift for Childbirth

Employees may receive 50,000 yen as a celebratory gift for the birth of their child.

Lump Sum Gift for Childbirth/Child Rearing(Including Family Childbirth)

Employees may receive a lump sum payment of 420,000 yen for childbirth/childrearing.
This payment scales per child for a multiple live birth.

Childbirth Expense Benefits Policy

Employees may borrow up to the (statutory benefit) lump sum for childbirth/child rearing at no interest.

Income Tax Exemption for Childbirth Expenses

Employees may write off costs incurred during childbirth as a medical exemption from their income taxes.

◯ During Child Rearing
PolicyOverview

Flextime System

Employees may utilize flextime (work start/stop times can be adjusted)
Salary: Same as ordinary flextime system Period: Until the conclusion of the child's third year of elementary school

Paid Leave Carryover Policy

Employees may use paid leave carried forward.
Salary: Paid leave

Re-Employment Policy for Employees who Resigned
Retired employees may petition to be rehired by Tokyo Tatemono.
due to Pregnancy, Childbirth, or Child Rearing
Shortened Working Hour System

Employees may work a shorter six-hour day. Employees may select from five work styles.
Period: Until the conclusion of the child's third year of elementary school

Leave for Child Rearing (Child Rearing Time)

Employees may take up to one hour of leave per day. This leave may be taken over one or multiple periods
during the day.
Salary: Unpaid Period: Until the child reaches their first birthday

Restrictions on Overtime for Child Rearing

Employees are limited to no more than 24 hours of overtime per month and must not exceed 150 hours ofovertime per year.
Period: Until the conclusion of the child's third year of elementary school

Restrictions on Late Night Work for Child Rearing

Employees may be restricted from working between the hours of 10:00 p.m. to 5:00 a.m.
Period: Until the conclusion of the child's third year of elementary school

Exemption from Overtime for Child Rearing

Employees may be exempt from exceeding their prescribed work hours.
Period: Until one month after the first March 31 that falls after their child's third birthday.

Nursing Care Leave for a Child

Employees may take up to five days leave for their first child or up to ten days for their second andsubsequent children between April 1 and March 31 to care for injured or sick children (leave may be taken in
half-day increments).
Salary: Unpaid Period: Until the conclusion of the child's third year of elementary school

Pediatric Expense Benefits

Employees may receive assistance for expenses incurred for medical care of their child.

Child Allowance

Employees may receive a child allowance.

Special Babysitter DiscountEmployees may receive a special discount on babysitter fees if they use an employee benefit service.

58

Contents

VOICE

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceChildbirth and Childcare Support Systems Offer Flexible Work-Life Balance

When I gave birth to my daughter, I took about eight months off on maternity and childcare leave.
When I returned to work, I took advantage of the short-hour work system. After my child turned one, I was able to use theextended-hours childcare at the nursery school and I began working full time again. I was worried about balancing work and childcare.
But, I enjoy work-life balance because of flextime and the trial telework systems, which offer a flexible work-style. It also helps that thosearound me understand my situation. Sometimes I have to leave work to take my daughter to the hospital or when she comes down witha sudden fever. In these cases, I can use carry over paid leave. Our paid time off system lets me relax and take a refreshing family trip
during summer vacation.
In addition, the company offers training for employees who have just returned after child rearing leave. This is a very meaningfulprogram, not only because of the instruction from the lecturers, but also due to the opportunity to exchange information from others
who are sharing the same experience.
Tokyo Tatemono Co., Ltd.
Leasing and Consulting Department

Mariko Sawai

59

Message fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialGovernanceWork-Life Balance

Policy and Concept

Tokyo Tatemono Group HealthManagement Declaration

As concern grows over long work-hours and mental health,finding work-life balance and increasing productivity have both
become critical issues in the sustainable growth of employees

The corporate philosophy of Tokyo Tatemono is "Trustand their companies.

beyond the era," which incorporates our will to strive

The Tokyo Tatemono Group has implementing initiatives

for the growth of the company and the creation of ato sustain and improve the health of our employees andprosperous society, taking pride in the trust placed in us

executives in line with the Group Health Managementthat extends over a century.

Declaration. We strive to limit overtime hours and prevent

To embody this corporate philosophy, we believe theoverwork in accordance with the 36 Agreements and other

health of our executives and employees, as well as theirlabor accords.

families, is vital.

We also support better work-life balance throughWe see the mental and physical health of our executives

extracurricular recreational activities, such as club activities.

and employees as the source of sustainable corporate
growth and actively promote activities for every person to

Systemmaintain and improve their health.
I will strengthen our environment to achieve this as theTokyo Tatemono established the Health Committee, whichchief executive officer responsible for health management,

consists of representatives from the Personnel Division andand I vow that we will endeavor toward healtheach office/location, as well as industrial physicians. The

management as a unified Group.

Health Committee generally convenes once a month for the
purpose of improving standards of occupational health inHitoshi Nomura

the workplace and encouraging employees to maintain andPresident and Chief Executive Officer
Tokyo Tatemono Co., Ltd.

improve their health.
Moreover, we work to maintain and improve healththroughout the Tokyo Tatemono Group via exchanges
between group companies.

▶ Work-Life Balance

Indicators and Results

Category

Unit

2015

2016

2017

2018

2019

Turnover Rate*1

％

2.2

1.4

1.4

2.6*

2.1*

Percent of Employees Taking Health Checkups *

％

100

100

100*

100*

100*

Avg. Number of Paid Leave Days Taken * 22020 Target: 30% Increase vs. 2015 (11.4 Days)

Days

8.8

8.7

8.8*

9.9*

10.6*

Incidents

2

1

0*

1*

0*

Days

138

47

81*

137*

122*

Employee Unionization Rate

％

100

100

100

100

100

Percent of Paid Leave Taken

％

−

−

−

−

57.7*

Workplace Incidents *3

Total Days Lost Due to Absence *● Data Collection Period: From April to March of each fiscal year (excluding turnover rate, which is from January to December).
● Scope of Collection: Tokyo Tatemono Co., Ltd* Indicates data that has received third-party certification by Lloyd's Register Quality Assurance Limited (LRQA) to ensure its integrity.
*1 Resignations due to personal reasons*2 Other leave systems such as summer leave and national holidays are also provided (days under these systems are not included in the above figures)*3 Workplace Incidents: Accidents that occur during work that result in one or more days of absence60

Contents

Message fromthe President

Sustainabillity

FeatureHealth Management Initiatives

Environment

SocialGovernanceFurther, we offer subsidies to cover the cost of vaccinations
to prevent widespread infection during flu season. Since 2016,

Tokyo Tatemono is engaged in various initiatives based on the

we have invited doctors to our facilities to provide vaccinations

Group Health Management Declaration.

for better disease prevention.

Third-Party Evaluation of Health Management

We are striving to lower our current 20% smoking rate to 12%

In 2014, the Development Bank of Japan, Inc. DBJ Employees

or less by the end of fiscal 2022 (the same level as goal set out

In 2019, we launched a smoke-free environment in our office.

Health Management Rating awarded Tokyo Tatemono thein the Basic Plan to Promote Cancer Control (Third Term)).

highest possible accolade for our earnest efforts toward health.

* A system in which employees are provided a certain set of points tospend freely on a series of benefit options. This has the advantage ofallowing individuals to enjoy a combination of benefits that suit their own
circumstances.

The recognition cited our outstanding initiatives toward thehealth considerations of our employees.
Further, Tokyo Tatemono and two other group companies
were recognized under the Certified Health & Productivity

Mental Health Initiatives

Management Outstanding Organizations Recognition

Each Tokyo Tatemono employee has access to an online

Program, a program in which the Ministry of Economy, Tradeservice for annual stress self-checkups. This simple process

and Industry certifies companies practicing excellent healthprovides employees with a clear picture of their own

management.

stress conditions.

Tokyo Tatemono and nine other Group companies wereIn addition, we provide mental health counseling via healthrecognized by the National Federation of Health Insurance

insurance associations. These counseling services are madeSocieties (Kenporen) in Tokyo, receiving Silver and Goldavailable to employees with mental health concerns.
In 2016, we launched a partnership with psychiatric advisors,certifications as outstanding health organizations under the
Health & Productivity Management Outstanding Organizations

creating a support structure that includes training to help

Recognition Program.

employees return to work.

Health Improvement Initiatives

mental health awareness. This training is mandatory for new

Tokyo Tatemono has set a goal for 100% regular medical

managers in particular. Currently, this training boasts a 100%checkups for our employees, and we are advancing initiatives

attendance rate. We also invite sports trainers to teachto raise greater awareness of health management among allcompany-wide training for all new employees. We work notemployees. We have achieved this goal every year since 2011.

only to help all of our employees understand the critical

We conduct self-care and line care training to promote

importance of their mental health, but also for early detection

We coordinate with health insurance associations to conduct

and prevention of mental health issues.

a wide range of initiatives for improving health management.
We know the particular health risks of our employees and takeSustainability Website
Feature: Health Management Ensuring Results (Published 2017)www.tatemono.com/csr/special/healthcare.html(Available in Japanese only)

preventative measures actively against severe illnesses for nonobese and young people not eligible for special screenings.
This is for the purpose of improving health through preventativeand early-term treatment. Since 2017, we also conduct groupdental examinations.
In terms of daily health measures to sustain and improve thehealth of our employees, we ensure that the costs required forvoluntary health management, including physical examinations,cancer screenings, medical treatment, pharmaceuticals, andparticipation in health management programs, are covered in
our Welfare Cafeteria Plan*.

▶ Status of Certification as an Outstanding Health Management Company

2017

2018

2019

Certified (White 500)

Certified (White 500)

Certified

E-State Online−

Certified (White 500)

CertifiedTokyo Real Estate Management−−

Certified (White 500)

Tokyo Tatemono

61

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceLabor-Management Dialogue

work-style innovation appropriate to Tokyo Tatemono. This

Tokyo Tatemono supports the rights of freedom of association

toward achievement of the group's medium-term businessmeeting aims to further improve productivity and efficiency
plan goals and our ongoing growth thereafter.

and collective bargaining. All employees (except main

The body also shares the purpose of and goals to be

management) are members of the Tokyo Tatemono Labor

achieved through work-style innovation, engaging in broad-

Union, organized within the company. The labor union andbased discussions between labor and management.

Tokyo Tatemono have concluded a labor agreement andSince 2018, we have been conducting telework trials in an

work to solve a diverse range of challenges through dialogue
between labor and management.

effort toward specific measures for enhancing productivity,

Labor-Management Cooperation in Work-Style
Innovation

various ICT tools.

Tokyo Tatemono established the Work-Style Innovation Labor-

The goal of work-style innovation is to create more time

Management Review Meeting with the labor union in 2017.

through efficiency and other means, bringing about bothThis body was established for labor and management tocorporate and individual growth, as well as the happiness ofdeliberate the necessary concrete measures to executethe individual.

including use of external satellite offices and improving

Tokyo Tatemono Work-Style Innovation Concepts▶ Diagram: Tokyo Tatemono Work-Style Innovation

Time-Savings

Strengthen
GrowthCapabilities

Corporate Growth

TOPICS

Joint GrowthPursuit of profits,
more opportunities to visit customers,
new initiatives and businesses,
improvement efforts,
greater motivation of employees,
creativity, AI
Rapid
Decision-Making

Rigorous TimeManagement

Individual Growth and Happiness
GrowthHappiness

Personal relationships,
self-actualization,social interactions
outside the company,
wealth of product knowledge

Maintain and improve health,work-life balance,
physical/mental refresh

More Time

Sharing Expertise

Building IT/Other
Infrastructure

TIMEWORK, a Space-Sharing Service for Corporations

Tokyo Tatemono has developed a space sharing platform for shared offices in collaboration with companies such as Nippon Steel
Kowa Real Estate Co., Ltd. and Nippon Tochi-Tatemono Co., Ltd. We launched the
TIMEWORK space-sharing service in November 2019.
As work-style reforms progress, corporate needs for remote work are expanding.
Further, a rapidly increasing number of facilities provide shared offices and serviced
offices in support of remote work. However, contracts and compliance with specificlocation usage procedures are generally required to use spaces such as shared offices
and conference rooms operated by different entities. This presents an obstacle toimproving work environments for companies who want to utilize multiple facilities.
To eliminate this obstacle, we have developed and created the TIMEWORK platform.
This platform connects multiple facilities managed by different operators and theirclient companies under a single unified contract. The aim here is to provide moreconvenient services for both the client company and the member facility.

62

Shared Office (+OURS Shinjuku)

Message fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialGovernanceInitiatives to Reduce Overtime Work

Support of Club Activities

Tokyo Tatemono has been engaged in ongoing measures to

In 2014, Tokyo Tatemono implemented approval and subsidy

prevent overtime since 2008 from the perspective of work-life

rules for club activities. We also introduced systems tobalance and employee health management.

support employee extracurricular activities.

In 2010, we adopted a system to shut down computers

Currently, we subsidize rental fees for activity venues

at the standard end of the working day to limit late-night

and competition entry fees for the more than 10 clubs

working hours and prevent overwork. Furthermore, inthat have been approved. These clubs include members

departments where long-working hours occur, we haveparticipating from our group companies enjoying activities

implemented a framework to address this issue by requiringthat cross corporate barriers. Each club participates in

direct supervisors to report on improvement measuresathletic competitions and other events held by local public

and provide feedback to upper management. Through thisorganizations, actively communicating with the local

PDCA cycle, we strive to reduce overtime (work outside ofcommunity.

regular hours).

Occupational Health and Safety
Tokyo Tatemono works to ensure employee safety byadvancing a wide range of initiatives to guarantee a workfriendly environment as stated in our Compliance Manual.
Although we have not acquired OHSAS 18001 or otherexternal certification related to occupational healthand safety, we work to ensure safety by conducting risk
assessments and improvement activities.

▶ Chart: Overtime Hours per Month(Hours)▶ Tokyo Tatemono Certified Club Activities*Work hours over the prescribed work hours of 7.5 per day(statutory workday is 8 hours)

40
30
20

30
22

19

20

19

20

21

20

21

25

23

● Kansai Recreation Club

● Fishing Club

● Golf Club● Music Club

● Soccer Club

● Lacrosse Club

● Table Tennis Club

● Sauna Activities Club● Tennis Club● Volleyball Club10● Mahjong Club0

● Baseball Club

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 201963

Message fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialGovernance

Human Resources Development

Policy and Concept

Human Resource Policy

Tokyo Tatemono strives to develop the skills of employees
reflecting our belief that employees are the foundation from

1. Developing ideal human resource

which sustainable corporate growth is built.

Ideal human resource: person that is trusted
and that opens new avenue for the future

In 2012, we revised a number of human resources systems
to better cultivate talent and create workplaces capable ofcreating added value. At the same time, we strive to innovate

2.R ealization of a satisfying working place

ourselves into a highly optimized organizational culture

where employees can feel their growth

beyond individual or departmental optimization. As part of ourinnovation, we formulated our Human Resource Policy, which
serves as a foundation upon which to build a human resource
development system.

System (Human Resource Development System)

six years or more, we provide enhanced programs to foster aTokyo Tatemono has defined the first five years of a new

external dispatch training, and cross-industry exchange

culture of learning. This includes voluntary in-house training,

graduate hire's tenure as a time to focus on development.

training.

This development includes a collective training program

Training for managers includes training to enhance daily line

offering basic business training (covering topics such as logicalmanagement, including training for evaluators, mental healththinking, marketing, management strategy).

and line care training, as well as dispatch training programs

To provide experience and broader knowledge required

to external training agencies such as business schools tofor employees of a comprehensive real estate company,

enhance their strategic perspectives and management

we rotate new graduate hires among three departments tocapabilities.

gain experience in their first ten years of employment. To

In addition, we have established self-edification programs

strengthen the OJT development cycle in the workplace, we

and support systems to aid employees in acquiring

have set up training for managers responsible for instructing

certifications. These are to help employees enjoy independent

others, as well as a new employee counselor system. The

learning at all stages of employment. Furthermore, we

operation status of these initiatives is monitored throughoffer special support for learning the English and Chinese

regular interviews by the Personnel Division.

languages, as well as for dispatching employees to overseas

For mid-career employees who have been in the company▶ Summarytraining in consideration of global business expansion.

2020 Training Programs
Training per Management Level

Global Training

Self-Edification
External Dispatch

Support Systems for
Acquiring Certifications
Real Estate Broker

Electives

Executives

Executive Training

General Managers

New General
Manager Training

Group Leaders

New Group
Leader Training

Managers

New Manager
Training

Assistant Managers

New AssistantManager Training

Senior Employees

Strategic Communication, Presentation, Accounting, Finance,
Marketing, Management Strategy, and Third-year Group Training

New Employees

New Employee Training, Basic Practical Real Estate Training,
Logical Thinking, IT Training

Coaching: Basics

Design Thinking

Coaching: Advanced

Negotiation

Strategic OJTAction Learning

Leadership

BreakthroughBusiness
Development

Lectures by Outside
Experts

Data Science

Attending language
schools
Overseas on-site
observation
Overseas dispatch
training
Internships with local
subsidiaries

64

Support for attending
business/graduate
schoolSingle-subject businessschool training dispatch

The Official Business
Skill Test in Bookkeeping
Japan Business Law
ExamCross-industry training

Certified Building
Administrator

Distance learning

Real Estate Consulting

External seminars

Master Exam
Real Estate
Securitization Master
Urban Renewal Planner
Real Estate AppraiserFirst-class Architect

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceGroup-Wide New Employee Workshops
for Improving Group Synergy

Overseas Training for Global Human Resource
Development

The Tokyo Tatemono Group is engaged in a variety ofTokyo Tatemono conducts overseas training to foster

businesses that are closely linked to the lives of our customers.

heightened global mindsets among our employees as we

We are working to build an organization the allows us to exert

continue our global business expansion.

group synergies for the benefit of our stakeholders.

In 2019, we dispatched employees to Malaysia andTo achieve group synergies, we must first develop a sharedconducted training to better understand globally successful

group awareness in understanding the business of eachtalent, local culture, business trends, and other topics. Goinggroup company and to build deeper personal relationships.

forward, we will continue to support the growth of highly

One of our initiatives drive group synergies is workshops for

motivated people who want to take on the challenge ofjunior employees from all group companies. In 2019, we held

creating new value globally, both in Japan and overseas.

a four-day camp-style introductory training program for new
graduate hires.
We have also prepared various collective training programsfor employees up to their third year of employment. These
programs are designed to support building the humanrelationships that will drive group synergy.

TOPICS

Third-Year Employee Group-Wide Workshops Drive Group Synergies

In February 2019, 34 third-year employees from five Tokyo
Tatemono Group companies (Tokyo Tatemono, Tokyo Tatemono
Real Estate Sales, Tokyo Tatemono Amenity Support, E-State
Online, and Nihon Parking Corporation) gathered for two daysof training aimed at building a foundation for group synergies.
As the culmination of three years of group training for new
employees, this program deepens an understanding of thebusinesses at each company. At the same time, the training
divides employees into teams that discuss the ideal future of thegroup, our business environment, and other matters. On the last
day of the training, each team made a presentation to executives
and managers of each company about new businesses andservices that could be created in five years by leveraging groupsynergies.

65

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

Governance

Average attendance rateof Board of Directors

99%

Compliance Training (E-Learning)
Completion Rate

99.8%

66

Proportion ofoutside Directors

33%
FY 2019

Message fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialGovernanceCorporate Governance

Policy and Concept

SystemTokyo Tatemono strives to build optimal corporate governance,

Tokyo Tatemono has selected a Company With Audit andaiming to enhance efficiency while ensuring the soundness andSupervisory Board format as our corporate managementtransparency of management to increase corporate value.

system. We have also established a board of directors andIn addition, we actively and appropriately disclose informationan Audit and Supervisory Board. Our executive officer system

for shareholders and other stakeholders to understand theclarifies the separation of functions between managementcompany's business activities accurately. The code of conduct

and business execution. This system strengthens managementin our corporate philosophy espouses a spirit of complianceand supervisory functions and business execution functions atwith the law. In this light, we have established a system forTokyo Tatemono. Further, we appoint external directors andcompliance as we strive to improve compliance awareness andexternal Audit and Supervisory Board members who help us

prevent the occurrence of illegal activities and misconduct.

operate under stronger management supervision and ensuretransparency. We believe that we have established a structurethat enables managers and directors to fully exercise theirmonitoring and supervisory functions.

Corporate Governance Report

Tokyo Tatemono has established a Group Management

www.tatemono.com/english/ir/library/governance.html

Meeting to facilitate efficient and sound group management.
◦ Directors (Board of Directors)
Tokyo Tatemono has 12 directors, four of whom areoutside directors. As a general rule, Tokyo Tatemono holds
regular board of director meetings once a month and otherextraordinary meetings as deemed necessary. In thesemeetings, our directors make decisions about importantmatters related to business execution and monitor the
execution of our business activities by directors.
Audit and Supervisory Board members attend board
meetings and offer opinions as necessary. (Numbers are as ofJanuary 2020)▶ Corporate Governance Structure

General Meeting of Shareholders
Appoint/Dismiss
Nomination and Remuneration Advisory Committee
AdviseAppoint/Dismiss

Financial Statement Auditor

ReportReportCoordinate

Board of Directors (Directors)
Appoint/Dismiss

Audit

Dismiss

Financial
Statement Audit

Audit and Supervisory Board (Corporate Auditors)

President and Chief Executive Officer
Group Management Meeting

Appoint/Dismiss

Coordinate

Internal Control Committee

Sustainability Committee
Internal Audit Division

Headquarters/Divisions

Audit

Group Companies

Tokyo TatemonoTokyo Tatemono Group67

Contents

Message fromthe President

Sustainabillity

Feature◯Audit and Supervisory Board Members (Audit andEnvironment

SocialGovernance◯ Nomination and Remuneration Advisory Committee

Supervisory Board)

The company has established this committee to selectThe Audit and Supervisory Board consists of four members (twocandidates for directors and recommend remuneration levels

full-time members), two of whom are external members of thefor the same (excluding external directors), serving as an

Audit and Supervisory Board.

advisory body for the board of directors. Committee members
are appointed from among directors; however, more than◯ Executive Officers

half of the seven members are external directors who provide

Tokyo Tatemono has adopted an executive officer system toexpertise and advice to ensure objectivity and transparency inenergize our board of directors and speed up decision-making

the procedures.

through the separation of management functions and businessexecution functions.

◯ Sustainability Committee
To encourage ESG management across the group, we have

◯ Group Management Meeting

established a council that reports directly to the president

The Group Management Meeting consists of executive officers

and CEO. This council works with divisions to set ESG-relatedwith specific responsibilities. This meeting is held to discuss

goals, monitor progress, and evaluate achievements to support

matters important to group management.

ongoing sustainability policies.

Full-time Audit and Supervisory Board members attend
board meetings to assess the status of deliberations and offer
opinions as necessary.
◯ Internal Control Committee
The Internal Control Committee discusses and monitors
internal control risks (compliance risks and internal management
risks). If necessary, the committee reports risks to the boardof directors, the Audit and Supervisory Board, and others asnecessary.
→ Risk Management P.70

▶ Corporate Governance Indicators and Results

Item

Unit

2015

2016

2017

2018

2019

Number of Board Meetings

Meetings

13

13

12

13

15

Number of Directors

Persons

9

9

11

12

12

Number of Executive Officers on Board

Persons

6

6

7

7

7

Number of Non-Executive Officers on Board(Excluding Independent External Directors)

Persons

0

0

1

1

1

Number of Independent External Directors

Persons

Average Board Meeting Attendance
Average Tenure of Directors(Including Independent External Directors)

3

3

3

4

4

94.6％

100％

100％

100％

99

6.7 (March)

5.3 (March)

5.0 (March)

5.8 (March)

3.8 (March)

％
Years

◯ Data Collection Period: January to December of each year. Unless otherwise specified, figures are as of December each year.
◯ Data Collection Scope: Tokyo Tatemono

68Message fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialGovernanceSupport System for External Directors and Membersof the Audit and Supervisory Board

Policy on Remuneration and Remuneration
Calculation

Tokyo Tatemono provides explanations and information as

Fixed remuneration for directors is capped at ¥35 million

necessary through the Planning Division to support external

per month (¥420 million per year) *1. Performance-based

directors and members of the Audit and Supervisory Board.

compensation (excluding external directors) is capped at

The Planning Division serves as a secretariat for the board of

1% of consolidated recurring income and 2% of net income

directors.

attributable to owners of parent for the year prior to the fiscal

At the request of the Audit and Supervisory Board, we assign

year in question*2.

personnel to serve as audit staff to encourage the smooth

In March 2018, we introduced a stock remuneration system

execution of audit procedures.

via stock benefit trust. The goal of this system is to create a

Full-time members of the Audit and Supervisory Board

clear link between director compensation and the value of ourattend important corporate meetings, including board

corporate stock and to encourage awareness of contributions

meetings and Group Management Meetings. These members

to increasing corporate value over the medium and long term.

also receive reports from our financial statement auditors,

With the introduction of this system, directors receive

directors, and employees of various departments ascompensation in three ways: fixed remuneration,necessary, facilitating a structure for exchanging opinions withperformance-linked remuneration, and stock-based

these parties at any time.

remuneration. Stock remuneration (excluding external directors)
consists of a maximum 40,000 points per fiscal year (equivalent

Evaluation of the Effectiveness of the Board of
Directors

to 40,000 shares).
Remuneration for members of the Audit and Supervisory
Board consists of basic remuneration according to status as
full- or part-time. The amount of remuneration is capped at ¥8Once yearly, Tokyo Tatemono conducts a survey on thecomposition, agenda items, and operation of the board

million per month (¥96 million per year).

of directors. All directors and members of the Audit and*1 Based
on a resolution of the 190th Ordinary General Meeting of
Shareholders held on March 28, 2008*2 B ased on a resolution of the 195th Ordinary General Meeting of
Shareholders held on March 28, 2013

Supervisory Board respond to this survey, the results of which
are discussed at a meeting of the board of directors.
The survey of board effectiveness for fiscal 2019 was
conducted in February 2020. As a result of our investigations,
we confirmed that the Tokyo Tatemono board of directors
operates with sufficient effectiveness.

▶ Items Evaluated to Determine Board of Director Effectiveness

Area

Description

Composition

Ratio, number, and diversity of external directors

Content

Number, content, and financial amount of proposals

Operations

Number of meetings, length of meeting, format of pre-meeting explanations, explanatory
materials, explanation time, deliberation time, content of matters reported

Other

Support system, training format▶ Remuneration of Directors and Members of the Audit and Supervisory Board (Fiscal Year Ended December 2019)

Executive Class

Total Amount by Type of Remuneration

Number of
Eligible
Individuals

Fixed Remuneration(Million Yen)

Performance-Linked
Remuneration(Million Yen)

Total
Remuneration(Million Yen)

Stock-BasedRemuneration(Million Yen)

Internal Directors

10

258

183

33

475

Members of the Audit and Supervisory
Board (Excluding External Members)

3

52

ー

ー

52

9

400

ー

ー

400

22

351

183

33

569

External Members
Total

69

Message fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialGovernanceRisk Management

Policy and Concept

SystemThe Tokyo Tatemono Group strives to manage risks that

We have identified and classified risks (and integrated risks

affect the group's business to achieve stable improvementthat are combinations thereof) that may have a significant

in corporate value. We have established risk management

impact on the Tokyo Tatemono Group business: investment

regulations and created a risk management system, by meansrisk, financial risk, business risk, and internal control risk.

of which we monitor and control risks constantly to ensure

Integrated risks are managed by the Corporate Planningconsistent risk management.

Division, which is the division in charge of risk management.

In developing our risk management system, we referenced

The Internal Control Committee, chaired by our president

ISO 31000 (international standard for risk management) and JIS

and CEO, deliberates and enacts measures related to internal

Q 31010 (Japanese standard for risk management).

control risk (internal management risk and compliance risk) asa subset of integrated risks.
The Group Management Meeting considers policies relatedInternal Control Report

to general business risk.

www.tatemono.com/ir/library/control.html

Important matters related to these risks are reported to theboard of directors as necessary. The Audit and Supervisory
Board is responsible for conducting audits related to theserisks.
We engage in detailed risk management through a series ofprocesses that include monitoring and improving the status ofrisk management operations.

▶ Risk Management Structure

Audit andSupervisory Board

Board of Directors

Audit
Deliberate andReport Important Matters

Risk
Management
Division

Deliberate andReport Important Matters

Group Management Meeting

Internal Control Committee

Chair: President and CEO
Secretariat: Corporate Planning Division

Committee Chair: President and CEO
Secretariat: General Affairs DivisionCorporate Planning Division
Risk Management Officer: General Manager,
Corporate Planning Division

General Affairs Division

Assistance: General Manager, General Affairs Division(Only for internal management risk)

Integrated Risk

Risk Category(Combination of business risk, investment risk, financial risk, and internal control risk)

Business risk, investment risk, and financial risk
ReportInternal Control Risk

(Combination of internal management risk and compliance risk)
Monitor and Improve

Division Offices
Risk Manager: Division General Manager
Operational Execution Management and Promotion: Manager Over Operation in Question70

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

Joint Training for Earthquake Disaster Response(Including Group Companies)

Comprehensive Information Management

The Tokyo Tatemono Group has established a basic policy

management regulations and rules for handling personalfor earthquake response, called the Basic Plan for Earthquake

information to manage information collected through our

Measures. We have prepared manuals for initial response,

business appropriately. Established regulations include Rules

stockpiling, and employee safety confirmation.

for Handling Personally Identifiable Information. We have also

The Tokyo Tatemono Group has established information

Each October, group companies conduct joint drills on

established an information management system coordinatedearthquake countermeasures to confirm chain of command,by an individual in charge of information management.

division of responsibilities, information gathering andWe bolster our management of personal and confidential

communications, and employee safety confirmation.

information through information management audits, etc.,
conducted by the Internal Audit Division.

71

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceCompliance

Policy and Concept

SystemThe Tokyo Tatemono Group defines compliance as complying

The Tokyo Tatemono Group established an Internal Control

not only with laws and regulations, but also with social norms

Committee as part of our system to promote compliance. Thisand corporate ethics. This approach builds a long-lastingcommittee discusses internal management risks, including

relationship of trust with society and allows us to continue

group compliance, fraud, and anti-corruption, overseeing groupsound corporate activities. We believe companies mustcompliance activities.

respond sincerely to the needs of people in our surrounding

The Tokyo Tatemono General Affairs Division supports andenvironment, including our customers, business partners,

guides the compliance-related operations of group companies.

shareholders, investors, local communities, and employees.

This division also aims to improve compliance functions

In June 2009, the Tokyo Tatemono Group established athroughout the group through collaboration between andshared Compliance Charter for group companies. This charter

among group companies.

is our pledge to society to promote corporate activities thatare committed to unwavering compliance.

▶ Compliance Structure

Tokyo Tatemono Group
Compliance Charter

ReportBoard of Directors

Audit & Supervisory Board

Internal Control Committee

Chair: President and CEO

As we engage in corporate activities, we observe
the Compliance Charter below:

ReportSecretariat

General Affairs Division◯ We adhere to laws, regulations, and other rules
and engage in fair, sound corporate activities.

Corporate Planning Division◯ We act faithfully by thinking from the customers'
standpoint.

Internal Audit Division
Compliance
Awareness
Activities◯We contribute to making society better throughcorporate activities.
◯We respect the personalities and values ofeach other and maintain a comfortable working
environment.

Receive
Reports

ReportInternal Audit
Division

DivisionsGroup Companies

Person Responsible
for Compliance

Established June 2009

Coordinate▶ Compliance Indicators and Results

Item
Number of Employees Taking Compliance Training (E-Learning)
Compliance Training (E-Learning) Completion Rate
Compliance Survey Response Rate

Unit

2015

2016

2017

2018

2019

Employees

657

814

847

860

873

％

99.4

98.8

98.5

99.3

99.8

％

77.0

71.2

80.5

80.2

75.0

Number of Helpline Calls and Consultation Incidents

Cases

28

15

44

59

56

Number of incidents related to bribery

Cases

0

0

0

0

0

Number of incidents related to antitrust or anti-competitive behavior

Cases

0

0

0

0

0

Number of incidents related to other compliance violations

Cases

0

0

0

0

0

◯ Data Collection Period: January to December of each year. Unles s otherwise specified, figures are as of December each year.
◯ Data Collection Scope: Tokyo Tatemono

72

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceCompliance Manual

Preventing Corruption and Bribery

The Tokyo Tatemono Group created the Tokyo Tatemono

In our Compliance Charter, we declare our commitment toGroup Compliance Manual to ensure we put our Compliancecomply with laws and regulations, engaging in sound, fairCharter into practice.

corporate activities. To meet this commitment, we established

The Compliance Manual is for all persons engaged inanti-bribery rules, ensuring we prevent bribery, fraud, orwork at group company workplaces, regardless of employee

corruption in other forms.

classification, system at location employed, or employment

As one specific initiative, we conduct training to publicize andtype. The manual provides 15 codes as standards of conduct.

ensure consistent compliance with the rules defined in the

We distribute the Compliance Manual to all employees

Compliance Manual.

engaged in work at group companies. We may also post the

The Tokyo Tatemono Group was not assessed any finesmanual in certain locations on an office-by-office basis.

related to corruption in fiscal 2019.

Tokyo Tatemono has posted a collection of cases thatare useful as references for the Compliance Manual on our< Relevant Compliance Manual Codes of Conduct >corporate intranet, categorized by code of conduct.

1-1 Comply with laws and regulations

We strive to prevent corruption, bribery, and to prohibit

1-2 Maintain proper relationships with partners

discrimination by sharing case studies related to bribery and1-3 Engage in fair competition

LGBT issues.

1-4 M aintain proper relationships with governments andadministrations< Codes of Conduct >1-1 Comply with laws andCompliance
ManualPreventing Anti-Competitive Practices

regulations
1-2 Maintain proper relationships with

In our Compliance Charter, we declare our commitment topartners

comply with laws and regulations, engaging in sound, fair

1-3 Engage in fair competition

corporate activities. Through training and other measures, we

1-4 Maintain proper relationships withpublicize and teach the content of our Compliance Manual,

governments and administrations

working to prevent anti-competitive practices (monopolies, etc.).

1-5 R
 eject relationships with anti-social

The Tokyo Tatemono Group was not assessed any fines

forcesrelated to anti-competitive practices, etc., in fiscal 2019.

1-6 Engage in proper management of information
1-7 Prohibit dishonest behavior< Relevant Compliance Manual Codes of Conduct >1-8 Respect corporate assets

1-1 Comply with laws and regulations

2-1 Respond sincerely to customers

1-2 Maintain proper relationships with partners

3-1 Exercise consideration for the environment

1-3 Engage in fair competition

3-2 E ngage in timely and appropriate disclosure, conduct
appropriate tax reporting
3-3 Practice co-existence with local communities
4-1 Respect human rights and prohibit discrimination
4-2 Prohibit harassment
4-3 Provide a comfortable work environment73

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceCompliance Training

Helpline

Every year, the Tokyo Tatemono Group conducts groupwide

The Tokyo Tatemono Group established the Tokyo Tatemono

joint training via e-learning. During 2019, approximately 4,000Group Helpline, which is a shared group resource formanagers and employees across 15 companies completed

employees to consult and report as a means to prevent legal

training or updated their understanding of revised laws.

issues or fraud.

Training topics included the appropriate use of alcohol,

This resource is available to all group employees. The reports

information management (including anti-corruption initiatives

and consultations received through this system are reported

and prevention of insider trading), and matters related toto the Tokyo Tatemono Internal Audit Division, which reports

the Building Lots and Buildings Transaction Business Law

directly to the president. The Internal Audit Division investigates

and the Act on Prevention of Transfer of Criminal Proceeds

and conducts fact-checking independently.

(prevention of money laundering, etc.). In addition, we

We take appropriate measures, implementing prompt

conducted joint training for new group hires, held seminars forcorrective actions and preventing the recurrence of any acts

harassment prevention training instructors (general manager

in violation of compliance The Internal Control Committee

level), sponsored seminars on the appropriate use of alcohol,

convenes to consider responses to the most serious cases.

conducted training for new Tokyo Tatemono employees, andIn the spirit of the Whistleblower Protection Act, we

provided leadership trainings for newly promoted individuals.

take appropriate measures to ensure the protection of

To prevent corruption and bribery, we use the Tokyo

whistleblowers.

Tatemono intranet to publish articles on preventing insider▶ Number of Helpline Calls and Consultations

trading, moderation in the consumption of alcohol andappropriate management of information as needed, publicizing

Reports,
Consultation Category

the availability of these articles throughout our organization.
On the subject of legal and tax matters of high importanceto our business, we invite outside experts as lecturers for

2016

2017

2018

2019

Report

28

15

39

49

48

Consultation

1

1

5

10

8

Labor Issues

11

3

13

11

16

Sexual harassment

7

1

3

1

3

Other harassment

7

7

26

39

34

Other

4

5

2

8

3

(Breakdown)

seminars. These seminars cover the latest examples of trials,

2015

tax reforms, and other information related to business activities
throughout the group.

Compliance Surveys
Since 2009, the Tokyo Tatemono Group has conducted an

Response to Anti-Social Forces

annual compliance survey to understand and verify complianceawareness and acceptance among group employees.

The Tokyo Tatemono Group created Exclusion of Anti-Social

In 2019, 9,826 employees from 18 group companies were

Forces Rules, which detail our rules to exclude any and all

surveyed with a response rate of 75%.

relationships with anti-social forces and establishes specific

The results of the survey were analyzed to understandresponses by group company and for the group as a whole.

methods for conducting due diligence on organizations

This analysis was then reported to the Internal Control

referencing the Anti-Social Forces Check Manual.

Committee.We also provide feedback to group companies as

We cooperate with outside experts and organizations suchan aid in solving problems in advance, reflecting on complianceas the police and lawyers as part of our resolute response to

structure, and engaging in compliance awareness activities.

anti-social forces.

74

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceSupply Chain Initiatives

Basic Approachrights and occupational safety in our Compliance Manual.

The basic pattern of business for a real estate developer isprohibition of discrimination, the prohibition of harassment,

land acquisition, followed by property development, and thenand providing comfortable work environments. Other matterslease or sale.

relate to procurement and ordering, including appropriate

These matters include respect for human rights and therelationships with business partners and consideration for the

In this process, the developer purchases materials andgoods associated with land acquisition and lease/sales

environment. In so doing, we strive to build an appropriate

activities directly. However, property development work is

supply chain that is free of fraud and corruption and that isordered in one total contract from a construction company.

environmentally conscious. In accordance with the Group

This involves a large amount of material procurement andEnvironmental Policy, we incorporate environmentally friendly

employment associated the construction company, rather

technologies and ideas into products and services at all

than Tokyo Tatemono.

stages of our business activities, striving to use materials
that contribute to resource conservation and reduced

Given the characteristics of this business, the Tokyo

environmental impact.

Tatemono Group included certain matters related to human

Respect for Human Rights

Policy and Concept

orientation, age, appearance, disability, education, social

The Tokyo Building Group supports basic human rights

comfortable work environment and prohibiting child or forced

as defined in the Constitution of Japan and the Universal

labor in any part of our supply chain. Through these policies,

Declaration of Human Rights. We also support international

we aim to prevent human rights violations.

status, or background. Our charter also calls for providing a

In addition to the Minimum Wage Act, we also promise tolabor standards set by the International Labor Organization(ILO) and respect individuality and personal values as

pay employees more than the minimum wage in complianceprovided in our Compliance Charter.

with various labor laws.

To ensure we put our Compliance Charter into practice, we

The freedom of association and the right to collective

created the Tokyo Tatemono Group Compliance Manual. The

bargaining are described in Work-Life Balance. (See P.60)

Compliance Manual helps ensure that all persons engaged→ Compliance Charter P.72

in work for the group comply with our code of conduct→ Compliance Manual P.73

to respect human rights and prohibit discrimination orharassment based on race, nationality, creed, gender, sexual75Message fromthe President

Contents

Sustainabillity

FeatureSystemEnvironment

SocialGovernance

Responding to Human Rights
and Discrimination Issues

The Tokyo Tatemono Group established an Internal Control
Committee to promote compliance, including compliance

Due to the nature of the real estate business, the Tokyo

related to respect for human rights. This committee

Tatemono Group is in no small way susceptible to potential

discusses group compliance and internal control risks at

discrimination issues. For this reason, we provide ongoinglarge. The Internal Control Committee oversees grouptraining to ensure a proper understanding of human rights

compliance activities.

and discrimination issues, as well as to ensure appropriate→ Compliance Structure P.72

responses in our activities, to prevent situations that could
lead to human rights violations. In 2019, 29 group employees,

In January 2019, in consideration of trends toward solving

mainly first-year and second-year employees, participated in asocial human rights issues and the Sustainable Developmenttraining conducted by lecturers from the Tokyo Metropolitan

Goals (SDGs), we engaged in a progressive reorganization of

Human Rights Promotion Center.

our Anti-Discrimination Promotion Committee to establish

We have also appointed a general manager over humanthe Human Rights Education and Promotion Committee. This

resources to promote fair recruitment, selection, and humancommittee, consisting of members appointed by the president

rights awareness. This individual is responsible for preventing

and CEO, plans, implements, and observes educational

discrimination and other human rights infringements in the

programs and trainings on human rights issues. In this way, therecruitment process and overseeing recruitment activities as agroup ensures that we are a corporation that embraces respectwhole.

for human rights.

Human Rights Initiatives▶ Human Rights Education and Promotion Structure

The Tokyo Tatemono Group established a Compliance Manualthat serves as a standard for conduct. This manual defines

Human Rights Education andPromotion Committee

prohibiting harassment, providing a comfortable work

Chair

Appointment

President
and Chief
Executive
Officerrules for respecting human rights, prohibiting discrimination,
environment, and co-existing with local communities. We(Officer Responsible for Human Resources)

distribute Compliance Manuals to employees. We also post
manuals in offices as another means to publicize compliance

Vice Chair (Two Executive Directors)

and ensure understanding.
We also conduct compliance training, including respect for

Members

human rights, for employees and managers as appropriate.

(General Managers of Corporate Planning,
Human Resources, and General Affairs
Divisions; Branch Managers)

The Tokyo Tatemono Group Helpline and Compliance
Survey are shared tools through which we prevent, or quickly
identify and solve, issues of harassment. We use the resultsof Helpline consultations and surveys to provide appropriate
responses to issues.
Please refer to the following pages for more on specificinitiatives.
→ Compliance Training P.74
→ Compliance Survey P.74
→ Helpline P.74

76

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

GRI Standard Content Index

This report uses GRI Standards as reference.
Materials used to create this content index.
1. CSR REPORT 2020

https://www.tatemono.com/csr/english/reports/

2. ESG DATA BOOK 2020

https://www.tatemono.com/csr/uploads/esgdata_2020_01.pdf

3. 202nd Securities Report (Japanese only)
https://www.tatemono.com/ir/library/securities.html
4. Corporate Governance Reporthttps://www.tatemono.com/english/ir/library/governance.html

5. 202nd Term Internal Control Report (Japanese only)
https://www.tatemono.com/ir/library/control.html
6. Notice of the 202nd Ordinary General Meeting of Shareholders
https://www.tatemono.com/english/ir/stock/meeting.html

7. Long-term Vision, Medium-term Business Plan (2020-2024)
https://www.tatemono.com/english/ir/management/management.html

Disclosure

Tools and pages referred

GRI 101: Foundation 2016
General Disclosures
GRI 102: General Disclosures 2016
Organizational profile
102-1

Name of the organization

Group Profile (1)102-2Activities, brands, products, and services

Group Profile (1)102-3Location of headquarters

Group Profile (1)102-4Location of operations

Group Profile (1)102-5

Ownership and legal form

Group Profile (1)102-6Markets servedGroup Profile (1)102-7Scale of the organization

Group Profile (1)102-8Information on employees and other workers

Group Profile (1), Diversity & Inclusion > Indicators and Performance (56),Work-Life Balance > Indicators and Performance (60), ESG Data Book 2020

102-9

Supply chain

Environmental Initiatives > Supply Chain Initiatives (20),Supply Chain Initiatives (75)102-10 Significant changes to the organization and its supply chain
102-11

Precautionary Principle or approach202nd Securities Report (11),Notice of the202nd Ordinary General Meeting of Shareholders (41)ー

102-12 External initiatives

Tokyo Tatemono Materialities (Critical Issues) > The 17 SDGs (7),Tokyo Tatemono Group Materialities (9), External Evaluation (23)102-13 Membership of associationsーStrategy102-14 Statement from senior decision-maker

Message from the President (3-4)

102-15 Key impacts, risks, and opportunities

Overview of Sustainability Management at Tokyo Tatemono (5-6),
Tokyo Tatemono Materialities (Critical Issues) (7-9), Risk Management (70),202nd Securities Report (12)77Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

Ethics and integrity

102-16 Values, principles, standards, and norms of behavior

Corporate Philosophy (1)Long-Term Vision (5)Stakeholders & Engagement (6)Policy and System for Environmental Initiatives (16)
Improving Quality and Customer Satisfaction > Policy and Concept (32)
Improving Quality and Customer Satisfaction in the Office Buildings Business >The Human Building Philosophy (32)
Improving Quality and Customer Satisfaction in the Residence Business > The
Brillia Concept (35)Disaster Prevention > Policy and Concept (38)Contributing to Our Communities > Policy and Concept (41)
Cultural and Social Contribution Activities > Policy and Concept (45)
Responding to an Aging Society > Policy and Concept (48)Support for the Empowerment of Women > Policy and Concept (50)
Responding to Growing Childcare Wait Lists > Policy and Concept (52)
Revitalizing Aging Housing Complexes > Policy and Concept (53)Diversity & Inclusion > Policy and Concept (56)Work-Life Balance > Policy and Concept (60)
Human Resources Development > Policy and Concept (64)Corporate Governance > Policy and Concept (67)
Risk Management > Policy and Concept (70)Compliance > Policy and Concept (72), Compliance Manual (73)Supply Chain Initiatives > Policy and Concept (75)
Respect for Human Rights > Policy and Concept (75)102-17 Mechanisms for advice and concerns about ethics

Compliance > System (72), Setup of a Helpline (74)Governance102-18 Governance structure

Corporate Governance (67)102-19 Delegating authority

Sustainability Promotion Framework (6)102-20Executive-level responsibility for economic, environmental,
and social topics

Sustainability Promotion Framework (6)102-21

Consulting stakeholders on economic, environmental, andsocial topics

Stakeholders & Engagement (6)Composition of the highest governance body and its
102-22
committees

Corporate Governance (67)102-23 Chair of the highest governance body

Corporate Governance Report (4)102-24 Nominating and selecting the highest governance body

Corporate Governance > System > Nomination and Remuneration Advisory
Committee (68)102-25 Conflicts of interest

Compliance > Preventing Corruption and Bribery (73)Role of highest governance body in setting purpose, values,
102-26and strategy

Corporate Governance (67)102-27 Collective knowledge of highest governance body

Corporate Governance (67)102-28 Evaluating the highest governance body’s performance

Evaluation for the Effectiveness of the Board of Directors (69)

Identifying and managing economic, environmental, and102-29social impacts

Risk Management > System (73)102-30 Effectiveness of risk management processes

Risk Management > System (73)102-31 Review of economic, environmental, and social topics

Risk Management > System (73)102-32 Highest governance body’s role in sustainability reporting

Sustainability Promotion Framework (6)102-33 Communicating critical concerns

202nd Securities Report (12)102-34 Nature and total number of critical concerns

202nd Securities Report (12)102-35 Remuneration policies

Policy on Remuneration and Calculation Method (69)102-36 Process for determining remuneration

Policy on Remuneration and Calculation Method (69)102-37 Stakeholders involvement in remuneration

Policy on Remuneration and Calculation Method (69)102-38 Annual total compensation ratioー102-39 Percentage increase in annual total compensation ratioー

Stakeholder engagement102-40 List of stakeholder groups

Stakeholders & Engagement (6)102-41 Collective bargaining agreements

Labor and Management Dialogue (62)102-42 Identifying and selecting stakeholdersー102-43 Approach to stakeholder engagement

Stakeholders & Engagement (6)102-44 Key topics and concerns raisedーReporting practice102-45 Entities included in the consolidated financial statements

202nd Securities Report (8-9)

102-46 Defining report content and topic Boundaries

Editorial Policy, Period of Reporting, Scope of Reporting (2)102-47 List of material topics

Tokyo Tatemono Group Materialities (9)102-48 Restatements of informationー

102-49 Changes in reportingー102-50 Reporting period

Period of Reporting (2)102-51 Date of most recent report

Publication Date (2)78Contents

Message fromthe President

Sustainabillity

FeatureEnvironment102-52 Reporting cycle

Publication Data (2)102-53 Contact point for questions regarding the report

Department Supervising Publication (2)SocialGovernance102-54 Claims of reporting in accordance with the GRI Standardー102-55 GRI content index

GRI Content Index (77)102-56 External assurance

Third-Party Assurance (85), ESG Data Book 2020, Third-Party Assurance (2)GRI Standards 200 series (Economic topics)
Disclosure

Tools and pages referred

Economic Performance
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

ー

103-2

The management approach and its components

ー

103-3

Evaluation of the management approachー

GRI 201: Economic Performance 2016
201-1

Direct economic value generated and distributed

202nd Securities Report (2, 29),
Notice of the 202nd Ordinary General Meeting of Shareholders (5)201-2Financial implications and other risks and opportunities due
to climate change

ー

201-3

Defined benefit plan obligations and other retirement plans

202nd Securities Report (80)201-4

Financial assistance received from government

202nd Securities Report (52)Market Presence
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

ー

103-2

The management approach and its components

ー

103-3

Evaluation of the management approachー

GRI 202: Market Presence 2016
202-1

Ratios of standard entry level wage by gender compared to
local minimum wage

ー

202-2

Proportion of senior management hired from the local communityーIndirect Economic Impacts
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

ー

103-2

The management approach and its components

ー

103-3

Evaluation of the management approachー

GRI 203: Indirect Economic Impacts 2016
203-1

Infrastructure investments and services supported

Building Sustainable Communities in Yaesu, Nihonbashi, and Kyobashi (10-14),
Medium-term Business Plan (18-27)

203-2

Significant indirect economic impact

Building Sustainable Communities in Yaesu, Nihonbashi, and Kyobashi (10-14),
Medium-term Business Plan (18-27)

Procurement Practices
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

ー

103-2

The management approach and its components

Supply Chain Initiatives (75)103-3

Evaluation of the management approach

Compliance > System (72), Implementation of Compliance Surveys (74)

GRI 204: Procurement Practices 2016
204-1

Proportion of spending on local suppliersーAnti-corruption
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

ー

103-2

The management approach and its components

Preventing Corruption and Bribery (73)103-3

Evaluation of the management approach

Compliance > System (72), Implementation of Compliance Surveys (74)

GRI 205: Anti-corruption 2016
205-1

Operations assessed for risks related to corruption

Preventing Corruption and Bribery (73)205-2Communication and training about anti-corruption policies
and procedure

Compliance Manual (73), Preventing Corruption and Bribery (73), ComplianceTraining (74)205-3

Confirmed incidents of corruption and actions taken

Preventing Corruption and Bribery (73)Anti-competitive Behavior
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

ー

103-2

The management approach and its components

Preventing Anti-competitive Practices (73)103-3

Evaluation of the management approach

Compliance > System (72), Implementation of Compliance Surveys (74)79Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

GRI 206: Anti-competitive Behavior 2016
206-1

Legal actions for anti-competitive behavior, anti-trust, andmonopoly practices

Preventing Anti-competitive Practices (73)

GRI Standards 300 series (Environmental topics)
Disclosure

Tools and pages referred

Environment
Materials
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Policy and System for Environmental Initiatives (16)103-2

The management approach and its components

Policy and System for Environmental Initiatives (16),Environmental Management of Office Buildings (17),Environmental Management in the Residence Business (20),Supply Chain Initiatives (20, 75)

103-3

Evaluation of the management approach

Policy and System for Environmental Initiatives (16),Environmental Management of Office Buildings (17),Environmental Management in the Residence Business (20),Supply Chain Initiatives (20, 75)

GRI 301: Materials 2016
301-1

Materials used by weight or volume

ー

301-2

Recycled input materials used

ー

301-3

Reclaimed products and their packaging materialsーEnergyGRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Policy and System for Environmental Initiatives (16)103-2

The management approach and its components

Policy and System for Environmental Initiatives (16),Environmental Management of Office Buildings (17),Environmental Management in the Residence Business (20),
Responding to Climate Change > Policy, Concept, and System (28)103-3

Evaluation of the management approach

Policy and System for Environmental Initiatives (16),Environmental Management of Office Buildings (17),Environmental Management in the Residence Business (20),
Responding to Climate Change > Policy, Concept, and System (28)

GRI 302: Energy 2016
302-1

Energy consumption within the organization

302-2

Energy consumption outside of the organization

Responding to Climate Change > Indicators and Performance (28)
ー

302-3

Energy intensity

Responding to Climate Change > Indicators and Performance (28)302-4Reduction of energy consumption

Responding to Climate Change (28-31)

302-5

Reductions in energy requirements of products and services

Responding to Climate Change (28-31)

Water and Effluents
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Reducing Our Environmental Burden (Water Resources) (25)103-2

The management approach and its components

Reducing Our Environmental Burden (Water Resources) (25)103-3

Evaluation of the management approach

Reducing Our Environmental Burden (Water Resources) (25)

GRI 303: Water and Effluents 2018
303-1

Water withdrawal by source

Reducing Our Environmental Burden (Water Resources) > Policy, Concept, andSystem (25)303-2Water sources significantly affected by withdrawal of water

Reducing Our Environmental Burden (Water Resources) > Policy, Concept, andSystem (25)303-3Water withdrawal

ー

303-4

Water discharge

ー

303-5

Water consumption

Reducing Our Environmental Burden (Water Resources) > Water Resources
Indicators and Performance (25)

Biodiversity
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Harmony with Nature (Biodiversity) (24)103-2

The management approach and its components

Harmony with Nature (Biodiversity) (24)103-3

Evaluation of the management approach

Harmony with Nature (Biodiversity) (24)

GRI 304: Biodiversity 2016
304-1

Operational sites owned, leased, managed in, or adjacent to,protected areas and areas of high biodiversity value outside
protected areas

Harmony with Nature (Biodiversity) (24)304-2

Significant impacts of activities, products, and services on
biodiversity

Harmony with Nature (Biodiversity) (24)304-3

Habitats protected or restored

Harmony with Nature (Biodiversity) (24)304-4

IUCN Red List species and national conservation list species
with habitats in areas affected by operations

ー80Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

Emissions
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Responding to Climate Change (28)103-2

The management approach and its components

Responding to Climate Change (28)103-3

Evaluation of the management approach

Responding to Climate Change (28)

GRI 305: Emissions 2016
305-1

Direct (Scope 1) GHG emissions

305-2

Energy indirect (Scope 2) GHG emissions

Responding to Climate Change > Indicators and Performance (28)
Responding to Climate Change > Indicators and Performance (28)305-3

Other indirect (Scope 3) GHG emissions

Responding to Climate Change > Indicators and Performance (28)305-4

GHG emissions intensity

Responding to Climate Change > Indicators and Performance (28)305-5Reduction of GHG emissions

Responding to Climate Change (28-31)

305-6

Emissions of ozone-depleting substances (ODS)

Reducing Environmental Burden (Pollution Control and Effective Use of Resources)> Proper Processing of Fluorocarbons (27)305-7

Nitrogen oxides (NOx), sulfur oxides (SOx), and othersignificant air emissions

Reducing Environmental Burden (Pollution Control and Effective Use of Resources)> Measures Against Nitrogen Oxide (NOx) and Sulfur Oxide (SOx) (27)

Effluents and Waste
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Reducing Environmental Burden (Pollution Control and Effective Use of
Resources) (26)103-2

The management approach and its components

Reducing Environmental Burden (Pollution Control and Effective Use of
Resources) (26)103-3

Evaluation of the management approach

Reducing Environmental Burden (Pollution Control and Effective Use of
Resources) (26)

GRI 306: Effluents and Waste 2016306-1

Water discharge by quality and destination

ー

306-2

Waste by type and disposal method

Pollution Control and Effective Use of Resources Indicators and Results (26)306-3

Significant spills

Reducing Environmental Burden (Pollution Control and Effective Use of
Resources) (26-27)

306-4

Transport of hazardous waste

Reducing Environmental Burden (Pollution Control and Effective Use of
Resources)(26-27)

306-5

Water bodies affected by water discharges and/or runoffーEnvironmental Compliance
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Environmental Management of Office Buildings (17), Environmental Managementin the Residence Business (20), Compliance with Environmental Laws andRegulations (20)103-2

The management approach and its components

Environmental Management of Office Buildings (17), Environmental Managementin the Residence Business (20), Compliance with Environmental Laws andRegulations (20)103-3

Evaluation of the management approach

Environmental Management of Office Buildings (17), Environmental Managementin the Residence Business (20), Compliance with Environmental Laws andRegulations (20)

GRI 307: Environmental Compliance 2016
307-1

Non-compliance with environmental laws and regulations

Compliance with Environmental Laws and Regulations (20)Supplier Environmental Assessment
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Supply Chain Initiatives (20, 75)

103-2

The management approach and its components

Supply Chain Initiatives (20, 75)

103-3

Evaluation of the management approach

Supply Chain Initiatives (20, 75)

GRI 308: Supplier Environmental Assessment 2016308-1

New suppliers that were screened using environmental
criteriaー308-2

Negative environmental impacts in the supply chain andactions takenー

GRI Standards 400 series (Social topics)
Disclosure

Tools and pages referredSocialEmployment
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Diversity & Inclusion (56), Work-Life Balance (60), Human Resource Development (64)103-2

The management approach and its components

Diversity & Inclusion (56), Work-Life Balance (60), Human Resource Development (64)103-3

Evaluation of the management approach

Diversity & Inclusion (56), Work-Life Balance (60), Human Resource Development (64)81

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernance

GRI 401: Employment 2016
401-1

New employee hires and employee turnover

Diversity & Inclusion > Indicators and Results (56), Work-Life Balance (60)401-2

Benefits provided to full-time employees that are not provided
to temporary or part-time employees

ー

401-3

Parental leaveーLabor/Management Relations
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Labor and Management Dialogue (62)103-2

The management approach and its components

Labor and Management Dialogue (62)103-3

Evaluation of the management approach

Labor and Management Dialogue (62)

GRI 402: Labor/Management Relations 2016
402-1

Minimum notice periods regarding operational changesーOccupational Health and Safety
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Work-Life Balance (60), Health Management Initiatives (61)103-2

The management approach and its components

Work-Life Balance (60), Health Management Initiatives (61)103-3

Evaluation of the management approach

Work-Life Balance (60), Health Management Initiatives (61)

GRI 403: Occupational Health and Safety 2018403-1

Occupational health and safety management system

Work-Life Balance > System (60), Occupational Health and Safety (63)403-2

Hazard identification, risk assessment, and incident
investigation

Occupational Health and Safety (63)403-3

Occupational health services

Health Management Initiatives (61)403-4Worker participation, consultation, and communication on
occupational health and safety

Labor-Management Cooperation in Work-Style Innovation (62)403-5Worker training on occupational health and safety

Health Management Initiatives > Mental Health Initiatives (61)403-6

Promotion of worker health

Health Management Initiatives (61), Initiatives to Reduce Overtime Work (63)403-7Prevention and mitigation of occupational health and safety
impacts directly linked by business relationship

ー

403-8

Workers covered by an occupational health and safety
management system

ー

403-9

Work-related injuries

Work-Life Balance > Indicators and Performance (60)403-10 Work-related ill healthWork-Life Balance > Indicators and Performance (60)Training and Education
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Human Resource Development (64)103-2

The management approach and its components

Human Resource Development (64)103-3

Evaluation of the management approach

Human Resource Development (64)

GRI 404: Training and Education 2016
404-1

Average hours of training per year per employee

ー

404-2

Programs for upgrading employee skills and transition
assistance programs

Promoting the Success of Women (57), Promoting the Success of Seniors (57),
Promoting the Success of Disabled Persons (57),
Human Resource Development (64-65)

404-3

Percentage of employees receiving regular performance andcareer development reviews

Human Resource Development (64)Diversity and Equal Opportunity
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Diversity & Inclusion (56)103-2

The management approach and its components

Diversity & Inclusion (56)103-3

Evaluation of the management approach

Diversity & Inclusion (56)

GRI 405: Diversity and Equal Opportunity 2016405-1

Diversity of governance bodies and employees

Diversity & Inclusion > Indicators and Results (56)405-2

Ratio of basic salary and remuneration of women to menーNon-discrimination
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Respect of Human Rights (75-76)

103-2

The management approach and its components

Respect of Human Rights (75-76)

103-3

Evaluation of the management approach

Respect of Human Rights (75-76)

Non-discrimination 2016406-1

Incidents of discrimination and corrective actions takenー82Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceFreedom of Association and Collective Bargaining
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Labor and Management Dialogue (62)103-2

The management approach and its components

Labor and Management Dialogue (62)103-3

Evaluation of the management approach

Labor and Management Dialogue (62)

GRI 407: Freedom of Association and Collective Bargaining 2016
407-1

Operations and suppliers in which the right to freedom of
association and collective bargaining may be at riskーChild LaborGRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Respect of Human Rights (75-76)

103-2

The management approach and its components

Respect of Human Rights (75-76)

103-3

Evaluation of the management approach

Respect of Human Rights (75-76)

GRI 408: Child Labor 2016
408-1

Operations and suppliers at significant risk for incidents ofchild laborーForced or Compulsory LaborGRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Respect of Human Rights (75-76)

103-2

The management approach and its components

Respect of Human Rights (75-76)

103-3

Evaluation of the management approach

Respect of Human Rights (75-76)

GRI 409: Forced or Compulsory Labor 2016409-1

Operations and suppliers at significant risk for incidents offorced or compulsory laborー

Security Practices
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

ー

103-2

The management approach and its components

ー

103-3

Evaluation of the management approachー

GRI 410: Security Practices 2016
410-1

Security personnel trained in human rights policies orproceduresー

Rights of Indigenous Peoples
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

ー

103-2

The management approach and its components

ー

103-3

Evaluation of the management approachー

GRI 411: Rights of Indigenous Peoples 2016
411-1

Incidents of violations involving rights of indigenous peoplesー

Human Rights Assessment
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Respect of Human Rights (75-76)

103-2

The management approach and its components

Respect of Human Rights (75-76)

103-3

Evaluation of the management approach

Respect of Human Rights (75-76)

GRI 412: Human Rights Assessment 2016
412-1

Operations that have been subject to human rights reviews or
impact assessments

ー

412-2

Employee training on human rights policies or procedures

Respect of Human Rights (76)412-3

Significant investment agreements and contracts that
include human rights clauses or that underwent human rights
screeningー

Local Communities
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Co-existing with Communities (41)103-2

The management approach and its components

ー

103-3

Evaluation of the management approachー

GRI 413: Local Communities 2016413-1

Operations with local community engagement, impact
assessments, and development programs

Co-existing with Communities > Yaesu, Nihonbashi, and Kyobashi Development
Activity Results (41)413-2perations with significant actual and potential negative
impacts on local communities

ー83Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceSupplier Social Assessment
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Supply Chain Initiatives (75)103-2

The management approach and its components

Supply Chain Initiatives (75)103-3

Evaluation of the management approach

Supply Chain Initiatives (75)

GRI 414: Supplier Social Assessment 2016414-1

New suppliers that were screened using social criteria

ー

414-2

Negative social impacts in the supply chain and actions takenー

Public Policy
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

ー

103-2

The management approach and its components

ー

103-3

Evaluation of the management approachー

GRI 415: Public Policy 2016
415-1

Political contributionsーCustomer Health and Safety
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Improving Quality and Customer Satisfaction in the Office Buildings Business (32),
Quality and Customer Satisfaction Improvement in the Residence Business (35),Disaster Prevention Support (38)103-2

The management approach and its components

Improving Quality and Customer Satisfaction in the Office Buildings Business (32),
Quality and Customer Satisfaction Improvement in the Residence Business (35)103-3

Evaluation of the management approach

Improving Quality and Customer Satisfaction in the Office Buildings Business (32),
Quality and Customer Satisfaction Improvement in the Residence Business (35)

GRI 416: Customer Health and Safety 2016
416-1

Assessment of the health and safety impacts of product andservice categories

416-2

Incidents of non-compliance concerning the health and safetyー
impacts of products and servicesーMarketing and Labeling
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

ー

103-2

The management approach and its components

ー

103-3

Evaluation of the management approachー

GRI 417: Marketing and Labeling 2016417-1

equirements for product and service information and labeling

ー

417-2

Incidents of non-compliance concerning product and service
information and labeling

ー

417-3

Incidents of non-compliance concerning marketing
communicationsーCustomer Privacy
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its BoundaryComprehensive Informational Management (71)103-2

The management approach and its components

Comprehensive Informational Management (71)103-3

Evaluation of the management approach

Comprehensive Informational Management (71)

GRI 418: Customer Privacy 2016
418-1

Substantiated complaints concerning breaches of customer
privacy and losses of customer dataーSocioeconomic Compliance
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its BoundaryCompliance (72-74)

103-2

The management approach and its components

Compliance (72-74)

103-3

Evaluation of the management approach

Compliance (72-74)

GRI 419: Socioeconomic Compliance 2016
419-1

Non-compliance with laws and regulations in the social andeconomic areaー84

Message fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialThird-Party Assurance`

LR Independent Assurance Statement

Relating to Tokyo Tatemono Co., Ltd.’s Environmental and Social
Data for the fiscal year 2019
This Assurance Statement has been prepared for Tokyo Tatemono Co., Ltd. in accordance with our contract but isintended for the readers of this Report.
Terms of engagement
Lloyd’s Register Quality Assurance Limited (LR) was commissioned by Tokyo Tatemono Co., Ltd. (“the Company”) to
provide independent assurance on its environmental and social data within its ESG Data Book 2020 and Sustainability
Report 2020 (“the report”) for the fiscal year 2019, that is, from 1 April 2019 to 31 March 2020 against the assurance
criteria below to a limited level of assurance and at the materiality of the professional judgement of the verifier using
ISAE 3000 and ISO 14064 - 3 for greenhouse gas (“GHG”) data.
Our assurance engagement covered the Company’s operations and activities in Japan and specifically the following
requirements:•
Verifying conformance with the Company’s reporting methodologies•
Evaluating the accuracy and reliability of data for the selected indicators listed below:
Environmental indicator 1 2• Energy consumption (in kilo-liter of crude oil equivalent)• Scope 1 GHG emissions (tonnes CO2e) 3• Scope 2 GHG emissions (Market-based) (tonnes CO2)
• Scope 3 GHG emissions (Category 1, 3, 5) (tonnes CO2e)• Renewable energy amount (kWh) (Solar power system at
own building)• Tap water consumption volume (m3)• Recycled water amount (m3)• Total waste generated (tonnes)• Recycled waste amount (tonnes)• Ratio of recycled waste (%)

Social indicator• Employment rate of persons withdisabilities 4• Rate of health check-ups• Average number of paid leave days taken• Average Ratio of Paid Leave Days Taken• Number of lost time injury• Lost Time Injury Frequency Rate
• Total days lost due to absenteeism• Ratio of Days Lost Due to Absence• Turnover rate 5 (Only for Personal
Circumstances)

Our assurance engagement excluded the data and information of the Company’s subsidiary companies, suppliers,
contractors and any third-parties mentioned in the report.
LR’s responsibility is only to the Company. LR disclaims any liability or responsibility to others as explained in theend footnote. The Company’s responsibility is for collecting, aggregating, analysing and presenting all the data andinformation within the report and for maintaining effective internal controls over the systems from which the report
is derived. Ultimately, the report has been approved by, and remains the responsibility of the Company.
LR’s Opinion
Based on LR’s approach nothing has come to our attention that would cause us to believe that Company has not, inall material respects:•
Met the requirements above•
Disclosed accurate and reliable environmental and social data
The opinion expressed is formed on the basis of a limited level of assurance and at the materiality of the professional
judgement of the verifier.
1

GHG emissions covers the real estate owned by the Company and subject to reporting obligations under the Act on the Rational Use of Energy.

2

GHG quantification is subject to inherent uncertainty.

3

Scope 1 GHG emissions include only energy-oriented CO2.

4Employment rate of persons with disabilities is as of 1 June 2019.

5

Turnover rate covers 1 January to 31 December 2019.
Page 1 of 2

85

GovernanceContents

Message fromthe President

Sustainabillity

FeatureEnvironment

Social`Note: The extent of evidence-gathering for a limited assurance engagement is less than for a reasonable assurance engagement. Limited
assurance engagements focus on aggregated data rather than physically checking source data at sites. Consequently, the level of assurance
obtained in a limited assurance engagement is substantially lower than the assurance that would have been obtained had a reasonable assurance
engagement been performed.

LR’s approach
LR’s assurance engagements are carried out in accordance with ISAE3000 and ISO 14064 - 3. The following tasks
though were undertaken as part of the evidence gathering process for this assurance engagement:•
Auditing the Company’s data management systems to confirm that there were no significant errors, omissions
or mis-statements in the report. We did this by reviewing the effectiveness of data handling procedures,instructions and systems, including those for internal verification;•
Interviewing with key people responsible for compiling the data and drafting the report;•
Sampling datasets and tracing activity data back to aggregated levels;•
Verifying the historical Environmental / Social data and records for the fiscal year 2019; and•Visiting Tokyo Tatemono Daisan Muromachi Building and Tokyo Tatemono Higashi Shibuya Building to assess
whether the data management systems have been effectively implemented.
Observations
The company has year-on-year demonstrated improvement in its data management system. However, the Company
should maintain the reliability of its future environmental and social data. And, in consideration of the interest of
stakeholders, it is expected to expand the reporting boundary that includes the subsidiaries of the Company.
LR’s standards, competence and independence
LR implements and maintains a comprehensive management system that meets accreditation requirements for ISO
14065 Greenhouse gases – Requirements for greenhouse gas validation and verification bodies for use in accreditationor other forms of recognition and ISO/IEC 17021-1 Conformity assessment – Requirements for bodies providing audit
and certification of management systems – Part 1: Requirements that are at least as demanding as the requirementsof the International Standard on Quality Control 1 and comply with the Code of Ethics for Professional Accountants
issued by the International Ethics Standards Board for Accountants.
LR ensures the selection of appropriately qualified individuals based on their qualifications, training and experience.
The outcome of all verification and certification assessments is then internally reviewed by senior management toensure that the approach applied is rigorous and transparent.
This is the only work undertaken by LR for Company and as such does not compromise our independence or
impartiality.
SignedDated: 30 June 2020

Jun Yasumoto
LR Lead Verifier
On behalf of Lloyd’s Register Quality Assurance Limited
10th Floor, Queen's Tower A, 2-3-1 Minatomirai, Nishi-ku, Yokohama, JAPANLR reference: YKA00000704
Lloyd's Register Group Limited, its affiliates and subsidiaries, including Lloyd’s Register Quality Assurance Limited (LRQA), and their respective
officers, employees or agents are, individually and collectively, referred to in this clause as 'Lloyd's Register'. Lloyd's Register assumes noresponsibility and shall not be liable to any person for any loss, damage or expense caused by reliance on the information or advice in thisdocument or howsoever provided, unless that person has signed a contract with the relevant Lloyd's Register entity for the provision of thisinformation or advice and in that case any responsibility or liability is exclusively on the terms and conditions set out in that contract.
The English version of this Assurance Statement is the only valid version. Lloyd’s Register Group Limited assumes no responsibility for versions
translated into other languages.
This Assurance Statement is only valid when published with the Report to which it refers. It may only be reproduced in its entirety.
Copyright © Lloyd's Register Quality Assurance Limited, 2020. A member of the Lloyd’s Register Group.

Page 2 of 2

86

GovernanceContact:
Corporate Communications Department
Tokyo Tatemono Co., Ltd.
TEL: +81 (3) 3274-1984

Published: July 2020