Sustainability
Report 2021
TOKYO TATEMONO GROUP
Sustainability ReportCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Group Profile

Since our founding in 1896, the Tokyo Tatemono Group has striven
Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment

as a comprehensive real estate company to build a prosperous society
through urban development.
Boasting more than a century’s worth of positive contributions,
we aim to create a sustainable society and improve our corporate value
as a member of society by finding solutions to various social issues.

Sustainability Finance

Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity

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.

Diversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management

Head
OfficeTokyo Tatemono Co., Ltd.
Tokyo Tatemono Yaesu Building,
1-4-16 Yaesu, Chuo-ku,
Tokyo 103-8285

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

Established

October 1, 1896

Capital92.4 billion yen(As of December 31, 2020)

Number of
Employees

677 (As of December 31, 2020)

Number ofConsolidated
Employees

5,344 (As of December 31, 2020)
Main Businesses of
the Tokyo Tatemono Group

Main Businesses of the Tokyo Tatemono Group
Commercial Properties
Business

Urban Development/ Office Buildings, Commercial Facilities and Logistics Facilities

Residential BusinessResidential Condominiums and Leasing

Asset Service Business

Real Estate Distribution and Parking Lots

Other BusinessResponding to Natural Disasters

SocialCompany
Name* The head office location on thecommercial registration is 1-9-9
Yaesu, Chuo-ku, Tokyo

Environmental Management

External Evaluation and Certification for Green Building

Corporate Data

Overseas, Real Estate Fund, Leisure, Child Care and SeniorGroup Companies
Tokyo Tatemono Real Estate Sales Co., Ltd.
Tokyo Fudosan Kanri Co., Ltd.
Tokyo Building Service Co., Ltd.
Shinjuku Center Building Management Co., Ltd.
Seishin Service Co., Ltd.
PRIME PLACE Co., Ltd.
Tokyo Tatemono Amenity Support Co., Ltd.
E-State Online Co., Ltd.
Japan Rental Guaranty Co., Ltd.
Nihon Parking Corporation
Parking Support Center Corporation
Tokyo Tatemono Staffing Co., Ltd.
Tokyo Tatemono Resort Co., Ltd.
Tokyo Tatemono (Shanghai) Real EstateConsulting Co., Ltd.
Tokyo Tatemono Asia Pte. Ltd.
Tokyo Tatemono Investment Advisors Co., Ltd.
Tokyo Realty Investment Management, Inc.
Tokyo Tatemono Kids Co., Ltd.

Compliance
Supply Chain Management

Data
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Corporate Philosophy, Group Profile, Contents, Editorial Policy

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party Assurance

CONTENTS
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Management

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial FeatureSpecialFeature03
10

Message from the President and CEO ....................................................................... 03
ESG Management .............................................................................................................. 05
Materiality of the Tokyo Tatemono Group .................................................................. 08

Solving social issues through urban development—Hareza Ikebukuro .......... 10

Environment

Environmental Management ........................................................................................... 15

Environmental Management
Sustainability Finance

Sustainability Finance ........................................................................................................ 20

Environment

External Evaluation and Certification for Green Building....................................... 23

External Evaluation and Certification for Green Building
Responding to Climate Change

14

Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialResponding to Climate Change .................................................................................... 24
Water Resources ................................................................................................................ 31

The period covered by this report addresses our activities in FY2020 (January 1, 2020 to December 31,2020). Some of the information included in this report may be applicable to other fiscal years. Environmental
data corresponds to the period between April and March of the following fiscal year.

Pollution Control and Resource Recycling ................................................................ 29

Biodiversity ............................................................................................................................ 32
Responding to Natural Disasters .................................................................................. 33

Work-Life Balance .............................................................................................................. 40
Human Resource Investment and Development .................................................... 42

Diversity & Inclusion

Health Management / Occupational Safety and Health ....................................... 44

Work-Life Balance

36

Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights

Respect for Human Rights .............................................................................................. 46
Improving Quality and Customer Satisfaction .......................................................... 48
Revitalizing and Utilizing Real Estate Stock .............................................................. 54

Contributing to Our Communities ................................................................................. 56

Revitalizing and Utilizing Real Estate Stock

GovernanceCorporate Governance ..................................................................................................... 61
Risk Management .............................................................................................................. 63

GovernanceCorporate GovernanceRisk Management

60

Compliance ........................................................................................................................... 64
Supply Chain Management ............................................................................................ 67

Compliance
Supply Chain Management

Data

Reporting Period

Report Scope
This report primarily focuses on activities of Tokyo Tatemono Co., Ltd. However, some sections coveractivities across the entire Tokyo Tatemono Group or group companies. Activities of Tokyo Tatemono Co.,
Ltd. are described using “Tokyo Tatemono.” Activities of the entire group are described using “Tokyo
Tatemono Group.”

Referenced Guidelines
This report has been prepared by referring to the Core option of the Global Reporting Initiative (GRI)
Sustainability Reporting Standards.
GRI Standard Contents Index

Third-Party Assurance

Improving Quality and Customer Satisfaction

Contributing to Our Communities

Publication Data
June 2021 (Issued annually)

Diversity & Inclusion ........................................................................................................... 37

SocialEditorial Policy
The Tokyo Tatemono Group publishes sustainability-related information to communicate to all our
stakeholders about our role in helping to realize a sustainable society and our initiatives in this area.
All information concerning our sustainability initiatives is posted on our website, which is divided into two
sections: the sustainability website, which is designed to provide easy-to-understand information to all
stakeholders; and the Sustainability Report, which is our annual report.
We have enhanced the level of quantitative data provided in the Sustainability Report, with the aim ofproviding comprehensive and detailed information on our initiatives. We have selected themes that theGroup considers important to society and our customers and for each theme, reported on our approach,indicators, and results for fiscal 2020. In terms of comprehensiveness of information, we have determined
the items for disclosure in accordance with the GRI Standards.

Tokyo Tatemono underwent a third-party quality assurance evaluation by Lloyd’s Register Quality Assurance
Limited (LRQA) in connection with certain environmental and social data to ensure the integrity of the data
within this report. The type of data and numerical figures subject to this evaluation are indicated with adagger (†).

Inquiries
Corporate Communications Department
Tokyo Tatemono Co., Ltd.
Tokyo Tatemono Yaesu Building, 1-4-16 Yaesu, Chuo-ku, Tokyo 103-8285
TEL: +81 (0)3-3274-1984

Data ......................................................................................................................................... 68
Third-Party Assurance ...................................................................................................... 75

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Corporate Philosophy, Group Profile, Contents, Editorial Policy

Management

Special Feature

Environment

Management
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Message from the President and CEO

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability FinanceEmpowered by the trust of our stakeholders,we aim to be a good company
that is truly sustainable.

External Evaluation and Certification for Green Building
Responding to Climate Change

Being a good company for our stakeholders is the key to being sustainable

Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data
Third-Party AssuranceTokyo Tatemono was established in 1896 by Zenjiro Yasuda, the founder of the former
Yasuda Zaibatsu. Eiichi Shibusawa, the father of modern Japanese capitalism, was also deeply
involved in the establishment of the company, which has the longest history of business
operations in Japan as a comprehensive real estate company. In recent years, there has beena growth of interest around the world in stakeholder capitalism, which aims to correct side
effects of conventional capitalism such as widening inequality and excessive emphasis on
short-term profitability. Many entrepreneurs, including Yasuda and Shibusawa, were ahead of
their time with respect to this thinking. They aspired to find a balance between ethics andeconomics and their philosophy has continued to the present day. I believe that the Tokyo
Tatemono Group is one company that has fully inherited that spirit.
In our long-term vision, “Becoming a Next-Generation Developer,” formulated in February
2020, we set forth our aim to be a good company for all stakeholders. We will pursue balance
at a higher level through our business, developing solutions to social issues while driving
growth as a company. This is a simple expression of our ideal corporate image. A “goodcompany” as defined in our long-term vision is one whose employees are doing work that they
can be proud of, work that is recognized by their families. By extension, the Group needs tobe a company that is valued by all its stakeholders. This does not mean that we are in the best
condition for all stakeholders at a certain moment, but rather that we strive to consider all
stakeholders in a balanced way from a medium- to long-term perspective. This will ultimately
enhance our corporate value and make our Group sustainable.
The Group has always been committed to quality as well as business scale and sales
growth; we incorporate the standpoint of the customer as we develop our business. I strongly
believe that this attitude is vital for earning the trust of our stakeholders. Without such trust,
there can be no sustainable business growth for our Group.

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

SocialGovernance

Data

Third-Party AssuranceCorporate Philosophy, Group Profile, Contents, Editorial Policy

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party Assurance

Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management
Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion

Reviewing materiality and accelerating efforts to resolve social issues
In 2020, the global economy was rocked by the coronavirus pandemic, which led to widespreadcity lockdowns and restrictions on movements. At the same time, the year also brought a marked
increase in demand for ESG initiatives, with global ESG investments exceeding 730 billion dollars.
In the area of climate change, Japan followed many other countries in the world in declaring that it
will be carbon neutral by 2050.
Our Long-Term Vision, “Becoming a Next-Generation Developer” focuses on 2030, which isalso the target year for the Sustainable Development Goals (SDGs). Many aspects of ourcontribution to the SDGs directly correspond to our efforts to build relationships of trust with our
stakeholders. When we formulated the Long-Term Vision, we established the Sustainability
Committee under my direct jurisdiction. The aim of the Committee is to realign our existingsustainability initiatives and further accelerate them throughout the Group.
In June of this year, we revised our materiality to respond to rapid changes in social trends.
Focusing the value we can deliver to society through our business, we reviewed the priority issues
that we should address. As a result of this process, we have newly identified 14 material issues as
relevant to achieving our long-term vision.
In addition, in May of this year, we established the Tokyo Tatemono Group Human Rights Policy
and Sustainable Procurement Standards to ensure respect for human rights and sustainable andresponsible procurement throughout our business activities.

Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data
Third-Party AssuranceWith roots more than a century old, our enterprising spirit is a driving force for realizing
our long-term vision
Our advanced efforts to solve social issues are also bearing fruit.
The Hareza Tower, an office building completed in May 2020 within Hareza Ikebukuro, has
acquired ZEB Ready certification. This is the first certification for a super high-rise mixed-use
building. In addition, we continue to develop properties that lead the industry in environmental
performance. For example, Brillia Tower Seiseki Sakuragaoka Blooming Residence (launched in
March 2021) meets ZEH-M Oriented standards and is the only property in the Tokyo metropolitan
area to be selected for the FY2019 Super High-Rise ZEH-M Demonstration Project.
In July 2020, we became the first real estate sector company in Japan to issue a sustainability
bond. This was the largest sustainability bond ever issued by a general business company inJapan, receiving a record number of investment commitments. This is an advanced initiative thatwill use the proceeds for urban development of the Yaesu, Nihonbashi, and Kyobashi areas aroundTokyo Station. A series of projects will not only improve the environmental performance ofindividual buildings, but also comprehensively address social and environmental issues. Throughthe redevelopment of the Yaesu, Nihonbashi, and Kyobashi areas, we aim to create an “innovation

ecosystem” for industry, academia, and government. The concept of this project is to enable awide range of players from large corporations and venture companies to investors and research
institutes to accumulate in the area and interact with each other. We hope that this will in turn leadto the development of new fields and generate a virtuous cycle of economic growth.
In addition, we are also working to respond to diversifying lifestyles. Brillia City Nishi-Waseda,
which opened its model room in July 2020 and started sales in September 2020, has floor plans
and common areas that are designed with child-rearing in mind. To meet the increasing demand
for working from home and remote working, the property also has a co-working lounge that canbe used by local residents. We have received strongly positive feedback about these amenities
from our customers.
These new initiatives to enhance the urban environment are a testament to the enterprisingspirit that we have carried with us since our founding—that of boldly embracing new challenges
without excessive fear of failure. I believe that spirit will continue to be a driving force in realizing
our long-term vision.

Engaging sincerely with our customers to secure their trust for the future
We live in a time of rapid social change. But even as IT technology such as real estate techcontinues to advance further in the future, I strongly believe that our corporate philosophy, with its
emphasis on trust, is our indispensable DNA.
Trust originates with the way each employee deals with customers. I often say to employeesthat I want them to hone their ability to understand not only the information they see and hear from
customers, but also to understand each customer’s feelings and standpoint. Grasping a sense ofthings intuitively and perceiving meaning in this way is what enables us to create new value. The
relationship of trust with our customers and business partners will lead to our next business. Thisis the kind of business development we should aim for. Every project, regardless of how big it may
be, starts with obtaining information. I want our employees to refine their ability to see the essenceof things and build trust that will last into the future. That is how we build our reputation so that
potential customers will think of turning to Tokyo Tatemono first.
Empowered by the trust placed in us by our stakeholders, the Tokyo Tatemono Group willcontinue to pursue sustainable growth. I would like to ask all of our stakeholders for theircontinued understanding and support of our Group.
June 2021

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Corporate Philosophy, Group Profile, Contents, Editorial Policy

Special FeatureManagement

Environment

SocialGovernance

Data

Third-Party AssuranceManagement
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

ESG Management

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Overview of ESG Management at Tokyo Tatemono

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

Governance

The Tokyo Tatemono Group pursues an evolved approach to ESG
management, proactively implementing sustainability measuresthroughout its operations. We strive to achieve a balance
between solutions to social issues and corporate growth.
ESG management has grown ever-more important in recent
years, amid intensifying changes in the business environment.
To achieve sustained growth beyond the year 2020 in thisenvironment, the Group has come together under a Long-Term
Vision and established a sustainability promotion framework.
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 with our targets for
Sustainable Development Goals (SDGs).

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 of developers must also change in fundamental ways.
We are committed to using our business to offer better solutions to society’s problems and bring our own growth as an enterprise to a higher level.
By doing so, we aim to be a good company for all our stakeholders.

Focus Factors in the External Environment
Intensified competition between cities internationally
Changes in the financial environment
Decrease in population and working-age citizens in Japan
Diversification of work styles and lifestyles
Intensification of competition to recruit human resources
Acceleration of digital technology advances and globalization
Rising ESG awarenessGreater geopolitical risks and natural disaster risks

Our Approach to the SDGs

Long-Term VisionCorporate Philosophy

Corporate Philosophy

Our unchanging values and mission

Long-Term Vision

Long-Term Vision

Medium-TermBusiness Plan
(2020–2024)

Group Vision for 2030

Medium-Term Business Plan
(2020–2024)

A strategy for achieving ourLong-Term VisionCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Fiscal Year Business Plan

Fiscal Year Business Plan

Specific initiatives for achieving
our Medium-Term Business Plan

The SDGs are international goals targeting 2030 that wereadopted at the United Nations Summit. The SDGs comprise 17
goals in a wide range of fields based on diverse social issues
that affect developing and developed countries. Companies are
expected to contribute to achieving the goals. Tokyo TatemonoGroup takes this demand from society seriously. As such, wehave incorporated the SDGs into our long-term vision andmedium-term management plan and are actively implementing
sustainability measuresthroughout the Group. As
we operate our businessas a developer, we willcontinue to be guided by
the aim of realizing asustainable society.

Data
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Third-Party AssuranceManagement
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

ESG Management

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

ESG Management Promotion Framework

Stakeholder Engagement

The Tokyo Tatemono Group established the Sustainability
Committee, chaired by our president and CEO, to pursue
sustainability measures across the entire Group.
The Sustainability Committee, like the Executive Committee
and Internal Control Committee, is under the direct control ofthe president and CEO. The Sustainability secretariat, which 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.
In January 2021, we established a Company-wide
subordinate organization, the Sustainability Promotion
Committee with the aim of promoting sustainability measuresmore effectively. The purpose of the Council is to sharedecisions made by the Sustainability Committee, discuss inadvance themes for consideration, and report on the progressof sustainability promotion.

The Tokyo Tatemono Group’s business activities are supported
not only by the customers who use our products and services,
but also by many other stakeholders, including local communities,
employees, shareholders, investors, and business partners.

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance

Stakeholders

Sustainability Promotion Committee

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 continuously improving customer satisfaction.

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

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

Dialogue with local residents and government bodies in the planning,development, and management of properties
Volunteer activities, including clean-up activities
Participation in local events and festivals
Support for education and the arts
Post-disaster reconstruction support, etc.

Employees

We work to create a satisfying workplace in which
employees can experience personal growth. We
strive to develop people who are trusted andcapable of building the future.

Various training and reward systems
Regular personnel interviews
Dialogue with labor unions and co-hosting of events
Individual 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 earnappropriate recognition through sincere and fair
information disclosure and 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
our partners and strive for close communications
to build even better relationships with thesepartners.

Verification of second- and third-tier subcontractors
Verification via internal check sheet
Regular meetings, etc.

Customers
Building tenants, homebuyers, users of services

Local community
Local community aroundproperties, local
governments, etc.

Sustainability Committee
Committee Chair:
President and CEO
Committee members:	Directors (excluding external directors), executive officers concurrently
serving as directors, general manager of the Planning Department, generalmanager of the Corporate Communications Department, general managerof the Personnel Department, general manager of the General Affairs andCompliance Department, general manager of the Building Engineering
Department, and other persons designated by the President
Secretariat:
Sustainability Promotion Group, Corporate Communications Department
Assisted by:Management Planning Group, Corporate Planning Department

Supply Chain Management

Data

Stance on and Approach to Dialogue with Our Core Stakeholders

ESG Management Promotion Framework
Board of Directors

We believe that building long-term relationships of trust withthese stakeholders is essential to our business activities. By
incorporating their input in various ways, we are working tocreate value.

Business partners
Business operators related toplanning, development, andproperty management, andservice provision, etc.

Business Divisions

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Third-Party AssuranceManagement
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

ESG Management

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Participation in Initiatives

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources

The Tokyo Tatemono Group participates in various initiatives inJapan and overseas, believing that collaboration between manydifferent entities across countries, regions, and organizations isimportant for solving social issues.

TCFD (Task Force on Climate-related Financial Disclosures)

In June 2020, the Tokyo Tatemono Group announced its
support for the TCFD recommendations.
Going forward, we will strengthen our measures to combat
climate change, while expanding the content of our disclosurein line with the information disclosure framework recommended
by the TCFD (governance, strategy, risk management, andindicators and targets with respect to climate change risks
and opportunities).

GRESB

The Tokyo Tatemono Group is a participating member of
GRESB, an annual benchmarking and management
organization that evaluates real estate companies andfunds in terms of their commitment to environmental, socialand governance (ESG) considerations. The Group also
receives evaluation from GRESB by participating in its realestate evaluation.
Highest Ranking in ESG Benchmark GRESB P.23

Support for TCFD P.24

Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate Stock

CDP

CDP is a non-profit organization that works with institutional
investors to require companies to disclose information about
their climate change strategies and greenhouse gas emissions,with the aim of encouraging these efforts. The Tokyo TatemonoGroup discloses its environmental information through the CDP.

Contributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

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Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Materiality of the Tokyo Tatemono Group

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Materiality of the Tokyo Tatemono Group

Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling

Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion

Material issues

Shared values with society

Contribution to SDGs

Strengthening Tokyo’s competitivenessas an international city
Contributing to a safe and secure society
Community building and revitalization

Social value creation

Water Resources

The Tokyo Tatemono Group originally identified its material
issues in 2019, but we subsequently decided to revise ourmateriality in response to recent changes in social conditionsand values.
In our long-term vision, “Becoming a Next-Generation
Developer,” the Group aims to achieve a high-level balance
between providing solutions to social issues and pursuing
growth as a company.
Focusing the value we can deliver to society through ourbusiness, we reviewed the priority issues that we should
address. As a result of this process, we have newly identified
14 material issues as relevant to achieving our long-term vision.

Wellbeing
Addressing the diverse needs ofcustomers and society

Creating value of place andvalue of experience

Value co-creation and innovation
Social implementation of technology
Revitalizing and Utilizing Real
Estate Stock

Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and Health

Promoting a decarbonized society

Respect for Human Rights
Improving Quality and Customer Satisfaction

Promoting a recycling-oriented society

Coexistence with the earth andthe environment

Revitalizing and Utilizing Real Estate StockContributing to Our Communities

Corporate GovernanceRisk Management
Compliance
Supply Chain Management

Value creation platform

GovernanceImprove employee growth andjob satisfaction

Value-creating talent

Diversity & Inclusion

Advancement of governanceRealizing sustainability management
Strengthen risk management framework

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Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Materiality of the Tokyo Tatemono Group

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature

Materiality Identification Process
2018

Environment

 o obtain a broad grasp get a broad grasp of the social issues relevant to our business, the Group listed 35 social issues to study. Our list was
Tinfluenced by international issues (the SDGs), issues unique to Japan and issues unique to our industry (Basic Policies for Urban Renaissance,
Law on National Strategic Special Zones).

Environmental Management
Sustainability Finance

2019

External Evaluation and Certification for Green Building
Responding to Climate Change

 e evaluated the importance of 35 social issues. In making this evaluation, we incorporated two perspectives: the scale of the social needW
(whether the issue requires a solution) and the affinity of the issue with our business (whether the issue is closely concerned with our current
business or something we may wish to deal with as a business in the future). To further clarify the relative importance of issues, we assigned
points based on four aspects.
 ased on the above evaluation, we mapped the issues to narrow them down to those of relatively high importance. We organized these issues
B
into three categories based on their content and identified them as the Group’s material issues.

Pollution Control and Resource Recycling
Water Resources
Biodiversity

Assigning point values to indicators

Scale of social need

1 Relationship with the Real Estate Industry

SocialAffinity withour business

Diversity & Inclusion
Work-Life Balance

2 Relationship with Our Businesses
3 Relationship with Our Medium-TermBusiness Plan
4 Director questionnaire results

Material
issuesDetermining
material issues

Affinity with our businessResponding to Natural Disasters

Evaluation
perspectives

Information Resources Related to Social Issues
SDGs:
International goals for the years 2016–2030 as listed in the2030 Agenda for Sustainable Development (adopted at theUnited Nations Summit in September 2015)
Action Plan of the Growth Strategy:
A summary of the government’s priority policies, including its
actions toward a new social vision in the context of COVID-19.
Green Growth Strategy:
A summary of government policies to achieve carbon
neutrality in 2050
Basic Policies for Urban Renaissance:
A summary of the Japanese government’s basic policy forrevitalizing cities
Law on National Strategic Special Zones:
A summary of the Japanese government’s zoning policy fornational strategic special zones

Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction

Scale of social need

2020

Revitalizing and Utilizing Real Estate Stock e engaged in discussions with internal and external directors on themes related to materiality, consolidating their expectations of the Group asWwell as their views on areas for improvement.

Contributing to Our Communities

GovernanceCorporate GovernanceIn response to recent changes in social conditions and values, we initiated the process of reviewing our materiality. We organized the material
issues based on their relationships to key themes in the advancement of ESG management.

2021

 ased on our corporate philosophy and long-term vision, we considered the social issues identified in the SDGs and international guidelines on
Bsustainability. We incorporated the knowledge that we have gained through advice from external experts, participation in various initiatives, andcommunication with stakeholders.

Risk Management

 e also view the advancement of ESG management as a key component of materiality. We have categorized this in terms of the perspective ofW
value creation for society and the perspective of realizing that value creation for society.

Compliance

The Sustainability Committee judged the materiality to be appropriate, finding that it encompassed the social issues expected of the Group.

Supply Chain Management

The Board of Directors also deemed them to be appropriate.

Data

The 17 Sustainable Development Goals (SDGs)

Going forward, we will consider revising our materiality as necessary depending on changes in social conditions or updates to management policies.

Third-Party Assurance
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Corporate Philosophy, Group Profile, Contents, Editorial Policy

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SocialGovernance

Data

Third-Party Assurance

Special Feature
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Solving social issues through urban development — Hareza Ikebukuro

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

HaresutaSpecial Feature
Entrance to Hareza
Tower (office building)

Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources

Hareza Ikebukuro
Anime Cafe in thepark

Biodiversity

Park Plaza

Responding to Natural Disasters

SocialHareza Ikebukuro
as seen fromNaka-Ikebukuro Park

Artwork installed in the area

Diversity & Inclusion
Work-Life Balance

Cinema Plaza

Human Resource Investment and Development
Health Management / Occupational Safety and HealthHarezaRevitalizing and Utilizing Real Estate Stock

JR L

Improving Quality and Customer Satisfaction

ine

Respect for Human Rights

Hareza Tower(office building)Ikebukuro
NakaIkebukuro
et
Park
tre
S

Tokyo Tatemono Brillia
HALL (hall building)

WACCA

Toshima Civic Center

iji

Me

Bic Camera

Contributing to Our Communities

Corporate GovernanceYamadaDenki

Ikebukuro
StationAnimateRisk Management
Compliance

East exit

etSupply Chain Management

Data
Third-Party Assurance

e

shin

Seibu
Department
Store

Sun

tre
60 S

Metropolitan Expressway Route 5

Governance* Tokyo Tatemono is responsible for the development and operation of Hareza Tower andof Tokyo Tatemono Brillia HALL, the operation of Naka-Ikebukuro Park, and the area
management around Hareza Ikebukuro.

Hareza Tower (office building)
Address

18-1, Higashi-Ikebukuro 1-chome, Toshima-ku, Tokyo

Number offloors/height

33 floors above ground, 2 floors below ground /approx. 158 m

Floor space

Approx. 68,600m2

CompletedMay 2020
Tokyo Tatemono Brillia HALL (hall building)

Address

Sunshine
City

In July 2020, the grand opening was held for Hareza Ikebukuro,
a new large-scale complex developed and operated* by Tokyo
Tatemono together with our joint venture partner, The Sankei
Building Co., Ltd. The property is located around 300 metersfrom the east entrance of Ikebukuro Station in the heart ofTokyo’s Toshima Ward.
The area consists of the office building Hareza Tower, a newlandmark in Ikebukuro with 33 floors above ground; the hallbuilding Tokyo Tatemono Brillia HALL, a multi-purpose hallwhere up to around 1,300 people can enjoy Takarazuka Revue
performances and musicals; the Toshima Civic Center; andNaka-Ikebukuro Park, which is surrounded by the threebuildings. The name “Hareza Ikebukuro” derives from a
combination of two Japanese words: “hare,” which means a
special place to dress up and go out, and “za,” which means aplace where many people gather.
Hareza Ikebukuro is expected to develop as a theater citywhere people can enjoy an escape from everyday life. As a
new cultural center presenting a variety of culture to the world,
it has the potential to create new vibrancy in Ikebukuro.

19-1, Higashi-Ikebukuro 1-chome, Toshima-ku, Tokyo

Number offloors/height

8 floors above ground, 1 floor below ground /approx. 41 m

Floor space

Approx. 10,700m2

Completed

April 2019

From an area at risk of disappearance to one ofsustainable urban development
Toshima Ward is home to Ikebukuro, which is one of Tokyo’s
leading commercial areas and is also known as one of Tokyo’s“three major sub-centers” along with Shinjuku and Shibuya.
Ikebukuro Station is one of Japan’s largest terminal stations,accommodating nine railway lines from four companies (JREast, Seibu Railway, Tobu Railway, and Tokyo Metro). It has anaverage daily footfall of 2.64 million passengers, the third
highest of any station in Japan.
While Ikebukuro attracts a large daytime population as acommercial area, it has also faced issues such as a decline in
the number of young families residing there. In 2014, Toshima
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Third-Party Assurance

Special Feature
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Solving social issues through urban development — Hareza Ikebukuro

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthWard was highlighted as the only area in Tokyo’s 23 wards tobe categorized as being at risk of disappearance.*1 The
analysis deemed it liable to become unsustainable in the future,
due to the declining populations of children and people
migration. Turning this challenge into an opportunity forchange, Toshima Ward set itself the goal of becoming a city ofsustainable development, and rapidly implemented an initiative
to make itself more friendly to women and children. The
resulting transformation, which included eliminating daycare
waiting lists and carrying out maintenance work on its parks,
earned Toshima Ward the No.1 position in a 2017 nationwide
ranking of cities by their friendliness to families in which bothparents are working while raising children.*2
This development project has its origins in a proposal
initiated by Toshima Ward to develop a large-scale complex on
the site of the old government building and the Toshima PublicHall. Its aim was to generate financial resources for theconstruction of a new government building. Tokyo Tatemono
announced its participation that year, 2014—the same yearthat the risk of urban decline in Toshima Ward was highlighted.
*1 A concept formulated in May 2014 by the Japan Policy Council, a policy advocacy
organization of private sector experts.
*2 Based on a survey of local governments conducted by Nikkei Dual and Nihon
Keizai Shimbun.

Respect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate Stock

Proposing a new direction for urban development thatuses local cultural assets

Contributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data
Third-Party Assurance

In the tender process, Toshima Ward was seeking proposals
that would transform the city into a vibrant place filled with
cultural diversity. In January 2015, Tokyo Tatemono put forward
a proposal that drew from our experience with thereconstruction project Brillia Tower Ikebukuro, in MinamiIkebukuro 2-chome Area A. Based on the concept of “a theatercity where everyone can shine,” the proposal involved a largescale complex consisting of large-scale, high-specification
office space as a business hub; a theater for cultural creativity;
and restaurants to create a lively atmosphere. After obtaining
preferential negotiation rights, Tokyo Tatemono was selected as

Eight theaters in Hareza Ikebukuro

1

TOHO CINEMAS Ikebukuro:

3

A large-scale cinema complex withapproximately 1,700 seats and
10 screens.

2

Cinema Plaza:
A semi-outdoor tiered theater space,
where events are held in conjunction
with the cinema complex.

harevutai:

5

A futuristic theater equipped withstate-of-the-art technology tofacilitate live CG and streaming.

4

Haresuta:
An open studio for cutting-edge
livestreaming that combines thevirtual and the real.

Park Plaza:7

An event space in the form of alarge red staircase at the entrance
to Tokyo Tatemono Brillia HALL.

6

Tokyo Tatemono Brillia HALL:
1,300-seat theater that forms thecore of Hareza Ikebukuro.

Multi-purpose Hall:
A hall with an approximate capacityof 500 people that canaccommodate lectures, receptions,and other multipurpose events.

8

Small Hall:
A hall with an approximate capacityof 160 people that can be usedcasually for various presentations.

Tokyo Tatemono Brillia Hall

the developer that July.
To generate financial resources for the construction of the
new government building, a 76-year-and-six-month fixed-term
land lease was established for the development area. A lumpsum payment was made to Toshima Ward as advance land
rent. The proceeds of this payment enabled Toshima Ward tofund the construction cost of the new government building andto realize the construction without substantial financial burden.
Hareza Ikebukuro embodies the concept of Toshima Ward’s“International City of Arts and Culture Vision,”—that of “atheater city, all of which is a stage where anyone can play aleading role.” It was therefore positioned as a project thatsymbolizes that vision.
Project Gallery Vol.2 Brillia Tower Ikebukuro(Only available in Japanese)

With history and culture as its foundation, a “City of
Cultural Creativity” represented by eight theaters
Hareza Ikebukuro has eight theaters and is scheduled to host awide variety of performances and events, including traditional
performing arts such as Kabuki, which dates from the 17th
century, Takarazuka Revue, and other high culture, to subcultures
such as manga, anime and cosplay, and cutting-edge art andculture that fuses the virtual and the real. It is positioned as anart and cultural center for presenting diverse cultural resources
to the world. Together with Toshima Ward and our tenants, wewill present a range of genres of culture simultaneously, so thatpeople of all ages can enjoy whatever interests them most.

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SocialGovernance

Data

Third-Party Assurance

Special Feature
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Solving social issues through urban development — Hareza Ikebukuro

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development

Creating a new office market and increasing thediversity of the city
When Tokyo Tatemono considers a development plan, we
analyze the characteristics of the location in detail. We make aconscious effort to maximize the area’s potential. Prior to thedevelopment plan of Hareza Ikebukuro, the area around
Ikebukuro Station had not seen the development of any largescale office buildings since Sunshine City. It was not associatedwith being an office district and was therefore not wellrecognized in the market.
We decided to develop an office building in Ikebukuro basedon our assessment of the city’s potential. We saw value in thearea’s convenient transportation; its appeal as represented byartistic and cultural offerings; and the large population ofpeople working in Ikebukuro and living nearby, due to the trendof people preferring to live close to where they work. As aresult, the contract rate for Hareza Tower reached 100% at thetime of the building’s completion, despite the fact that this wasduring the coronavirus pandemic. As a result, we were able tocreate a new office market in Ikebukuro, contributing to thearea’s diversity and appeal.

Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data
Third-Party Assurance

An area with a strong circulation that generates a flowof people to the surrounding facilities
To enhance the circulation of people through the Ikebukuro
area as a whole, we sought to encourage visitors to Hareza
Ikebukuro to use the facilities in the surrounding area, rather
than having their activities contained within Hareza Ikebukuro.
In doing so, we aimed to help revitalize the entire area.
Specifically, to address a concept of “After the Theater”
advocated by Toshima Ward, we planned the facilities to havea low volume of food and beverage outlets. In this way, people
emerging from a play or cultural experience at Hareza
Ikebukuro could find a place to enjoy unwinding among themany restaurants already established in Ikebukuro.

A safe, secure, and sustainable city
Supporting safety and security as a local disasterprevention center

The most important issue for urban development in Japan is tocreate a safe and secure community that is prepared fordisasters. Tokyo Tatemono has concluded an agreement with
Toshima Ward on measures to deal with people who havedifficulty returning home in the event of a disaster. This includes
not only accepting people who have difficulty returning home at
the Hareza Tower and Tokyo Tatemono Brillia HALL, but also
maintaining a disaster prevention base in cooperation with
Naka-Ikebukuro Park and the Toshima Civic Center operatedby Toshima Ward. In this way we are playing a part in creatinga safe and secure community.
In addition to stockpiling provisions such as water, food,emergency toilets, and blankets, we also have prepared publicbenches that transform into cooking stoves and manhole toilets
for those who have difficulty returning home. At Hareza Tower
and Tokyo Tatemono Brillia HALL, people who have difficulty
returning home can stay for up to three days from the time ofthe disaster until they canreturn home whentransportation resumes. In
addition, as the facility
manager, we haveestablished an appropriate
communication system with
Toshima Ward so that we canprovide relevant information
Naka-Ikebukuro Park (after renovation) isto those who have difficulty
positioned as a temporary evacuation site
for use in the event of a disaster.
returning home.

care to ensure that tenants would not encounter any
inconvenience with functions such as air conditioning orlighting. By selecting high-efficiency equipment and considering
appropriate design conditions such as lighting settings and air
conditioning control in office areas, we managed to reduce
annual energy consumption by approximately 50%*1. The
building received the highest rating of five stars in the overallbuilding evaluation*2 under the Building-Housing Energyefficiency Labeling System (BELS). It was also the first superhigh-rise mixed-use building over 150 meters tall to receive
ZEB Ready Certification*3.
In addition to BELS certification, Hareza Tower has also
received the highest rank of five stars in the DBJ Green
Building Certification*4 for fiscal 2019 by the Development Bankof Japan Inc. and the highest rank of S in CASBEE Building(New Construction)*5 of the Comprehensive Assessment
System for Built Environment Efficiency (CASBEE), a
comprehensive system for the assessment of building
environmental performance.
*1 Compared to a standard building of the same level.
*2 Calculated using the Energy Consumption Performance Calculation Program (Nonresidential Version) Ver. 2.7.1 (commonly known as WEBPRO).
*3 According to the website of the Japan Housing Performance Evaluation and Display
Association, BELS case data list (as of the end of June 2019).
*4 The DBJ Green Building Certification is a system established by the Development Bankof Japan to evaluate environmental and social initiatives in real estate.
*5 CASBEE Building (new construction): A system for evaluating the energy efficiency andenvironmental impact of buildings in general, excluding detached houses, based on
their design at the time of new construction. Managed by the Institute for Building
Environment and Energy Conservation.

The first super high-rise mixed-use building to achieve thehighest environmental performance rating

Hareza Tower uses the highest level of environmental measures
in Japan. From the design stage, we considered how tobalance comfort with reduced environmental impact. We took

ZEB Ready Certification
Label
TOKYO TATEMONO GROUP

Hareza Tower

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Environment

SocialGovernance

Data

Third-Party Assurance

Special Feature
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Solving social issues through urban development — Hareza Ikebukuro

Message from the President and CEO
ESG Management

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance

Formation of a general incorporated association toaccelerate urban development

The Tokyo Tatemono Group’s approach to urban
development that contributes to solving social issues

In June 2018, we established Hareza Ikebukuro Area
Management, a general incorporated association focused on
activities that contribute to the vibrancy and appeal of Hareza
Ikebukuro and its surrounding area.
The association uses the event space in Hareza Ikebukuro
to collaborate with existing events and attract new events. By
combining new elements with the culture rooted in Ikebukuro, it
strives to further enhance the area’s energy and attractiveness.
We have also been entrusted with the designated managementof Naka-Ikebukuro Park, which is owned by Toshima Ward. In
addition to maintenance and management work, we organize
events and maintain and operate a café. We will work to ensure
the effective use of roads and parks, which are government
assets. In addition to this, we will manage the area in a waythat helps enhance its value, cooperating with the eight
theaters, with companies located nearby, and with local town
and shopping associations.

The urban development at the Hareza Ikebukuro complex isbased on our long-term vision of urban development that
contributes to solving social issues.
Erecting a building is the beginning of urban development,
not the end. Increasing the value of the development area willin turn lead to the sustainable growth of our business activities.
We will continue to work with various stakeholders to solve
social issues and improve the attractiveness of the area.

Human Resource Investment and Development

Respect for Human Rights

Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate Governance

Past Events
Name

Supply Chain Management

Data

Date

Contributing to a sustainable society throughreduction in environmental footprint, stronger
measures against natural disasters, and more

Ikebukuro Anime
Town Festival@ Hareza

A festival where people canfreely enjoy a wide range ofexperiences and cultures
through anime and manga.

November 2019

Creating bustling hubs to foster rich, diverse,
active communities

Hareza Day
Special Week

Collaboration with theater
operators, stores, Toshima
Ward, and the surrounding
facilities as a grand opening
event for Hareza Ikebukuro

August 2020

Creating new value by collaborating with diverse
partners and leveraging advanced technologies

Risk Management
ComplianceContents

Overview

Yaesu 1-chome
East District
Urban
Redevelopment
Project in front ofTokyo Station(Yaesu Project)

An urban redevelopment
project for the area locatedin front of the Yaesu Exit ofTokyo Station. We willdevelop this area as thegateway to the international
city of Tokyo to contribute toenhancing Tokyo’s vibrancy
and its international
competitiveness.

Multi-purpose
redevelopment project
incorporating residential,commercial and office spacein front of Meguro Station on
the JR Yamanote Line. It
combines the bustle of thestation with a richenvironment of lush
greenery.

The concept of urban development that contributes tosolving social issues
Contributing to solving issues in larger areas andfor future generations while respecting local history
and culture

Health Management / Occupational Safety and Health

Improving Quality and Customer Satisfaction

Examples of recent developments
Name

Boosting area appeal through solvingsocial issues, with the aim to grow theoffice building portfolio

Materiality of the Tokyo Tatemono Group

Brillia Towers Meguro

Tokyo Square
GardenRedevelopment of the upper
portion of the Kyobashi
Station on the Tokyo Metro
Ginza Line. The project has
among the highest levels ofenvironmental performancein Japan, with state-of-theart CO2 emissions reduction
technology, large overhanging
roofing to block solar
radiation, and a range ofother environmental features.

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Corporate Philosophy, Group Profile, Contents, Editorial Policy

Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management
Message from the President and CEO
ESG Management

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party Assurance

Environment

Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change

CO2 Emissions (FY2020)

Acquisition Rate of Green Building
Certification (as of December 31, 2020)

41,824 t-CO₂

41.4 %

Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance

Waste Recycling Ratio (FY2020)

64.3 %

Supply Chain Management

Data
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Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Environmental Management

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Policy, Concept, and System

Group Environmental Policy

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

The Tokyo Tatemono Group contributes to the sustainability ofsociety through environmentally friendly business activities. We
formulated the Group Environmental Policy, which is sharedthroughout the Group. We have also established management
systems for this policy that are tailored to the businesscharacteristics of our Commercial Properties Business, which
includes building construction, operation, and management,
and Residential Business, which includes sales ofcondominiums under the Brillia brand. Other businesses andgroup companies conduct their business according toenvironmental guidelines established in line with the Group
Environmental Policy.

Environmental Promotion Structure

Work-Life Balance
Human Resource Investment and Development

Climate change prevention that leads the community
We will actively implement environmentally friendly
technologies and ideas into our products and services tolead the community in building a low-carbon city.
Resource-saving activities that are kind to the earth
We will strive to reduce the use of resources andenvironmental impact through all available opportunities andcontribute to creating a recycling-oriented society.
Developing employees with high environmental
awareness
We will comply with laws related to the environment andeducate and raise the awareness of our employees about
the environment.

SocialDiversity & Inclusion

Creating a pleasant city and living with greeneryWe will create a rich and comfortable environment for earthand people by utilizing the strength of greenery as much as
possible with consideration to biodiversity.

Established January 2011

Respect for Human Rights

Revitalizing and Utilizing Real Estate StockContributing to Our Communities

AdvisorAppointed from those
who have energy
management knowledge

Energy Management
Supervisor

Energy Management
LeaderDirector in charge of the
Corporate Communications
Department

General Manager of the
Building Engineering
Department

Corporate GovernanceRisk Management
Compliance
Supply Chain Management

Data

Corporate Communications
Department/Commercial
Properties Business Planning
Department

Business
DivisionsShare of Tokyo Tatemono Energy Consumption
by Business (2020)
Management and Branches 3.6%

Environmental Management in the Commercial
Properties Business

Secretariat

Governance* Act on the Rational Use of Energy

Executive Committee

Health Management / Occupational Safety and Health

Improving Quality and Customer Satisfaction

significant reduction of Tokyo Tatemono’s total energy
consumption. With this in mind, we strive to be environmentallyfriendly in this business, aligning our activities to theenvironmental action plans and guidelines that we haveformulated. When developing new buildings, we adopt
environmental and energy-saving technologies forenvironmentally friendly buildings that are well-received bysociety. For existing buildings, we promote energy savings bystrategically renovating buildings using energy-saving
equipment. From an operating standpoint, we also collaborate
with our tenants to conserve energy and reduce
environmental impact.
We have set a quantitative indicator in the form of a power
consumption per floor area unit to reduce energy consumption.
Here, we target a 1% annual unit reduction averaged over five
years as a target in accordance with the Energy Conservation Act.

Senior Business 0.4%
Residential Business 3.4%
Office Building
Business 92.6%

Among all Tokyo Tatemono business activities, the Commercial
Properties Business, which operates and manages officebuildings and commercial facilities, uses the most energy. Theenergy consumption of this business accounts for 92.6% of all
consumption within Tokyo Tatemono (calculation based on the
Energy Conservation Act*). Therefore, reducing the amount ofenergy used in the Commercial Properties Business results in a

Third-Party Assurance
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Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Environmental Management

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment

Environmental Execution Plan and Guidelines for the Commercial Properties Business
Area
Greening

Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building

Environmental Execution Plan
Creating richgreenery thathelps cities
transform
and thrive

Guideline

Promote rich greening that evokes a sense of urban transformation andvibrancy.

New construction: Aim for greening of at least 5% of the structure area and at least 50% of the exterior area;
also promote interior greening.
New construction Promote structure greening for all buildings, creating rich environments for users.
and renovation:
Operations: Create and maintain a plant management plan; conduct regular monitoring and proposal ofplans for improvement.

Regenerate abundant, local natural settings that support rich ecosystems inwhich diverse organisms compete and coexist.

Acquire and renew certifications for the preservation of existing trees and the conservation of ecosystems.
New construction Devise planting plans that reflect local characteristics and policies. Maintain ecosystems by
and renovation: eliminating intrusive species, devising planting plans that aim to conserve native species, andensuring continuity with surrounding green spaces.
Operations: Conduct charitable donation and awareness outreach activities.

Responding to Climate Change
Pollution Control and Resource Recycling

Regenerating
ecosystems withbiodiversity

Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development

Help create comfortable urban environments by positioning trees for optimal
shadows and heat shielding.

Using green
assets to improvearea value

Increase the value of the area by cultivating public spaces for interaction amonglush greenery

New construction Plan environments and facilities that evoke a sense of closeness to nature; improve sceneryand renovation: by greening roadsides, etc.
Operations: Sponsor events that offer a sense of closeness to nature; also participate in local planting
plans and other initiatives.

Acquisition andretention of
third-party
environmental
performancecertifications

Promote the construction and management of buildings, emphasizing
environmental performance. Acquire and retain third-party certification for theenvironmental performance of these buildings and contribute to sustainable
low-carbon urban development.
Quantitative Targets
Scope 	New construction: Long-term retention, value-added class officebuildings and standard class office buildings
Existing construction: Long-term retention, value-added class
Targets(1) 4 or 5 stars in the DBJ Green Building Certification(2) S or A rank in the CASBEE building assessment (new buildings)(3) 4 or 5 stars in the BELS Evaluation Certification

New construction: Acquire third-party certification and explore implementation of low-CO2 leadership projects, etc.
Operations: Pursue the renewal of third-party certifications and new certification acquisition for buildings
without said certifications.

Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction

Promote efforts to mitigate the heat island phenomenon.
New construction: Explore placement plans that incorporate exterior wind paths, fluid simulations, and other factors.
New construction As well as measures related to roof, exterior, and ground surfaces, implement a range ofand renovation: other measures including: mitigating reflections from buildings; equipment planning for
mitigating thermal environment degradation; vacant space planning for wind paths; securing
appropriate shade; ensuring green and water coverage ratios; and minimizing pavement area.

Designing treeplacement tocreate pleasanturban
environments withdappled sunlightand moist air.

Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Energyconservation

Data
Third-Party Assurance
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Corporate Philosophy, Group Profile, Contents, Editorial Policy

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Environmental Management

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment

Area

Environmental Execution Plan

Develop buildings that offer high environmental performance while supporting
the health and comfort of workers.
Quantitative Targets
Scope 	All locations reported under Specified Business Operator Tokyo
Tatemono subject to the Act on the Rational Use of Energy
Targets 	1% annual unit reduction in crude oil equivalent (moving averageover 5 years)

Improve environmental performance.
New construction: BPI*1 of no more than 0.90, BEI*2 of no more than 0.65 (actively work toward ZEB*3 status)
Operations: Understand and present actual primary energy consumption unit values.
Conduct environmentally friendly planning and management.
New construction Use LED lighting and luminance in dedicated areas of 500 lux, energy-saving glass, presence
and renovation: sensors. Consider interior brightness levels and encourage subdivided lighting zones.
Renovation Study energy conservation measures, including energy conservation checkups.
and operations:Operations: Carry out appropriate filter cleaning.

Adopting
environmentallyadvanced
technology
initiatives

Proactively incorporate environmentally advanced technologies and initiatives todevelop buildings that lead in environmental advancement in their regions.

New construction Install solar power generation systems; explore use of renewable energy; adopt passive
and renovation: energy-saving technologies (e.g., leveraging natural lighting/ventilation, geothermal energy);
adopt daylight-harnessing technology; use insulation/heat shielding technology; install CO2
monitoring systems and high efficiency equipment.
Operations: Adopt and manage manuals for CO2 monitoring systems, identifying the amount of renewableenergy generated.
Examine adoption of energy with lower CO2 emission factor; consider energy certificate
adoption via carbon offsets.

Using energy
management to
reduceconsumption

Pursue environment-friendly building management in cooperation with various
building stakeholders, including customers.

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

Cooperating withcustomers tocontribute to a
recycling-oriented
society

Help create a recycling-oriented society by working with customers to promote
the reduction, reuse, and recycling of waste.
Quantitative Targets
Scope 	Specified Business Operator Tokyo Tatemono buildings subject to
the Act on the Rational Use of Energy and all buildings offered by
Tokyo Tatemono
Targets 	5% waste unit reduction from FY2017 to FY2022 (equivalent to 1%
reduction annually)

Energyconservation
Creating buildings
with highenvironmental
performance

Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialGuideline

Diversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

Waste and water

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data

Reducing
environmental
impact from water
conservation/useof gray water

Water Reduction Targets
Reduce water consumption by 5% by FY2022 (1% per year) compared to
FY2017 water consumption.

New construction Implement trash weighing systems; plan recycling stations; plan stock spaces enablingand renovation: adequate waste separation; examine kitchen waste reduction, composting, etc.; checkrecycling rates/waste management policies at time of construction.
Operations: Separate/reuse waste; encourage reuse and reduction of waste through tenant meetings on
separation and recycling; conduct educational activities regarding waste separation; holdtours of waste treatment plants; state recycling requirements in contracts; implement/operate
waste reduction measures.

New construction Use water-saving equipment in wash basins, hot water heaters, etc.; use water-saving toilets;
and renovation: implement rainwater runoff control measures; prevent water leakage; comply with discharge
standards such as the Water Pollution Prevention Act and Sewerage Act; study reuse of
rainwater and gray water.
Renovation Examine and ascertain the volume of water saved through renovations.
and operations:Operations: Ascertain actual water consumption and cooling tower water consumption; examine water
conservation related to cooling towers.

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Corporate Philosophy, Group Profile, Contents, Editorial Policy

Management

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Environment

SocialGovernance

Data

Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Environmental Management

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature

Area

Environmental Execution Plan

Achieving longbuilding lifespansthroughdevelopment thatconsiders future
maintenance andupgradesMake plans during construction phases to facilitate maintenance and upgrades
to ensure an extended building lifespan.

New construction: Create long-term repair plans; ensure the strength of core structural frames; plan for easy
separation of finishing materials from frames; plan rooms and finishes in consideration of
upkeep and maintenance, adopt ducting/piping that ensure long service lives.
New construction Adopt finishing materials that offer long service lives for exterior and interior walls; include
and renovation: maintainability of key equipment as part of planning; consider ease of upgrades whenplanning air conditioning piping, sanitary piping, high voltage wiring, and low voltage wiring;consider maintainability of structures and backup equipment, etc., when upgrading facilities.
Operations: Share medium- to long-term repair plans with property/building managers and implement
maintenance and repairs based on these plans; calculate planned costs and energy-savings.

Proactive use of
eco-materials andrecycled materials

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

New construction, Proactively use sustainable wood materials, low-impact eco-materials and recycled materials.
renovation Comply with regulations related to ozone depletion factors related to cooling; actively engage
and operations: in adopting ozone depletion factors and warming factors for other construction materials(insulation, gas extinguishing agents, etc.).

Dissemination of
information on theenvironment andspread/improvement ofenvironmental
awareness

Share information about the environment to promote environmental awarenessamong stakeholders such as employees, communities, and customers.

Disclose our sustainability initiatives and conduct energy conservation awareness activities.

Forming theEnvironmental
Committee andongoing PDCA
cyclesRun environmental organizations; engage in high-impact environmental activities;
set, execute, and monitor environmental goals; engage in ongoing improvement
activities.

Conduct regular surveys related to energy and environmental conservation; sponsor on-site cleanup activities; holdenergy conservation meetings; promote green leasing; conduct energy conservation efforts in cooperation withtenants; formulate and manage properties based on environmental policy; determine environmental data andconfirm certification status upon the purchase of properties.

Waste and water

Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity

Guideline

Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

Governance

Environmental
awareness*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.

Corporate GovernanceRisk Management
Compliance
Supply Chain Management

Data
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Corporate Philosophy, Group Profile, Contents, Editorial Policy

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Environment

SocialGovernance

Data

Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Environmental Management

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Environmental Management in the Residential Business

Brillia Environmental Guidelines

In the Residential Business, we have a variety of creative
approaches to environmental management. We have formulated
the Brillia Environmental Guidelines, which systematize ourenvironmental initiatives. We have also established twoconcepts for the development of condominiums: “Creating
green lifestyles” and “Realizing homes with reduced
environmental impact (CO2 emission reduction).”The guidelines define a set of environmental performance
ratings with four levels of environmental friendliness. In addition
to the specifications required to meet each level, at each stageof the project from planning stage to design, we also checkdetails such as the environmental certification rankings (CASBEE,etc.) and CO2 emission reduction for each level.
We revise the guidelines periodically in response to socialchanges and technological advancements, and in this way
continue to increase the value of the Brillia brand.

1 Creating a lush green living environment

Overview of Guidelines

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance

Respect for Human Rights
Improving Quality and Customer Satisfaction

Standard

Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Exclusive
area BEI(Data) Environmental Management Indicators andPerformance P.69

Energyconservation

High level

Level 1

Level 2

Level 3

Level 4

Energy conservation
criteria

Criteria for adoption

ZEH-M Oriented

ZEH-M Ready

Standard value (excluding
renewable energy)

1.0 or less

0.9 or less

0.8 or less←

Design target value (excluding
renewable energy)

0.97 or less0.86 or less

0.76 or less

—

Level

Compliance with Environmental Laws and Regulations
In accordance with the Group Environmental Policy, we comply
with all laws and regulations related to the environment. When
executing new development projects in Japan and overseas,
we conduct the necessary environmental impact assessments(environmental assessments) in accordance with laws andregulations.
We experienced no environmental incidents or violations ofenvironmental laws or regulations in 2020.

Aim to achieve low-carbon residential buildings by proactively
adopting equipment and services that contribute to global
warming prevention and resource conservation.
Actively develop ZEH-M (Zech Mansion), which reduces
energy consumption by making the building itself highly
insulated and by using renewable energy.
Help reduce environmental impact throughout a building’s life
cycle by using visual displays of energy consumption to raiseawareness among tenants.

Environmental performance rating (e.g., level setting for “energy-saving performance”)

Human Resource Investment and Development
Health Management / Occupational Safety and Health

2 Create residences with reduced environmental impact

Create a rich sense of familiarity with nature and seasonalchanges, a comfortable living space, a landscape for theentire region; use greening to reduce the heat inside andaround the building (heat island phenomenon)
Plant trees that match local vegetation to cultivate a richnatural environment that sustains biodiversity
Providing environmental education programs to residents to
help raise awareness in local communities

Commonarea BEI

Standard value

1.0 or less

←

—

—

Design target value

Abbreviation←

0.8 or less←

Residentialbuilding BEI

Standard value (excluding
renewable energy)

1.0 or less

0.9 or less

0.8 or less

←

—

—

—

50% or more

Insulation performance grade

Grade 4←←←

Primary energy consumption
grade

Grade 4

Grade 5←←

TOKYO TATEMONO GROUPSUSTAINABILITY REPORT 2021

Residential building energy consumption
reduction (including renewable energy)
Housing Performance
Evaluation

Data
Third-Party Assurance

19Corporate Philosophy, Group Profile, Contents, Editorial Policy

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Special Feature

Environment

SocialGovernance

Data

Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Sustainability Finance

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Policy and Concept

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance

Sustainability finance refers to bonds and loans to raise funds
specifically for the purpose of promoting sustainability byaddressing environmental issues such as climate change orsocial issues such as poverty, health, and economic disparity.
The Tokyo Tatemono Group promotes urban developmentthat contributes to solving social issues. We strive to improve theattractiveness of the areas in which we develop and to increase
the value of our entire portfolio of owned office buildings. We
aim to channel these efforts toward our sustainable growth
as a company.
In this era of dramatic change and increasing uncertainty,
we will accelerate the cycle of allocating the funds we raise tosustainable projects. We will help build a low carbon,
sustainable society by balancing, at a high level across ouroperations, the need to address social issues with the need forbusiness growth.

Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Use of Proceeds

Proceeds will be allocated to projects that meet eligibility
criteria such as the acquisition or construction of green
buildings, social projects addressing social problems, or will be
used for refinancing such projects.
Process for Project Evaluation and Selection

The Finance and Corporate Communications Departments selectprojects that meet the eligibility criteria. The final decision is madeby the president or a director in charge of the Finance Department.

Reporting

We report the allocation status of proceeds on our website
once a year until all proceeds classified for allocation
reporting are fully allocated.
We report the allocation status of proceeds on our website
once a year until all proceeds classified for allocation
reporting are fully allocated.

Management of Proceeds

The status of the allocation of proceeds is tracked andmanaged by the Finance Department using an internal control
system. The results are confirmed by the director in charge of
the Finance Department or the head of the Finance Department
on a quarterly basis. The proceeds are managed as cash or
cash equivalents until they are allocated. For unallocatedproceeds, should they arise, projects will be selected fromamong projects that meet the eligibility criteria. The unallocatedSustainability Finance Framework
Eligibility Criteria
Tokyo Tatemono has established the Sustainability Finance
Framework, which applies the four requirements defined in theGreen Bond Principles and Social Bond Principles referred to in
the International Capital Markets Association’s (ICMA)
Sustainability Bond Guidelines: Use of Proceeds; Process for
Project Evaluation and Selection; Management of Proceeds;
and Reporting.

proceeds will be managed in cash or cash equivalents until
their reallocation is decided.

Green Project

Eligible properties are those that have already acquiredor are scheduled to be certified/recertified as one of
the top two ranks in any of the third-party certification
bodies, listed in (1) to (3) below.
(1) 4
 or 5 stars in the DBJ Green Building Certification(2) A or S rank in the CASBEE building assessment (newbuildings)(3) 4
 or 5 stars in the BELS Evaluation Certification

Social project

Projects that contribute to any of the following (1) to (3)(1) B asic infrastructure development and access toessential services(2) S ocioeconomic improvement and empowerment(3)Food safety

Environmental Improvement Impact
During construction
periodAfter completion

Progress of certification acquisition procedures
List of effective environmental certifications, energy
consumption*, CO2 emission levels*,
water consumption** Actual levels for all Tokyo Tatemono facilities whose data is covered by the Act on the
Rational Use of Energy, including green buildings that meet the eligibility criteria.
Indicates data that has received third-party certification by Lloyd’s Register Quality
Assurance Limited (LRQA) to ensure its integrity.

Social Benefits (Outcomes)

Project
maintenancestatus

Project maintenance status (progress for projects
under development)
Project Description
Space for receiving stranded commuters
Disaster prevention stockpiling for stranded commuters
Cogeneration system (CGS)
Barrier-free pedestrian network
Comprehensive initial medical treatment facilities andchildcare support facilities for foreign nationals

Project Usage

Number of events held
Number of companies using the facility

Data
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Corporate Philosophy, Group Profile, Contents, Editorial Policy

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Environment

SocialGovernance

Data

Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Sustainability Finance

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling

Overview of Green Bonds

ImpactSpecial FeatureUrban
development
that
contributes tosolving social
issuesRespecting local history and culture while
contributing to addressing issues in a wider area andissues that will affect future generations
Contributing to the realization of a sustainable society
by reducing environmental impact and strengthening
countermeasures against natural disasters
Creating new value through collaboration with diverse
partners and through the use of advanced technology
Providing barrier-free and universal design for ease ofuse by a variety of customers

Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data

Achievements in Sustainability Finance2nd Series Subordinated Bonds (Green Bond)

Name
Pricing date

March 8, 2019

Issue date

March 15, 2019

Redemption date

March 15, 2059

Issue amount

50 billion yen

Use of proceeds

Funding for acquisition, construction and refinancingof Hareza Ikebukuro
Refinancing of the acquisition and construction of
Nakano Central Park South

External evaluation

Green 1 (JCR)

Issuance of Green Hybrid Bonds

In March 2019, we issued Japan’s first (and the world’s first for
the real estate sector) green hybrid bond with an issue size of
50 billion yen. As the largest green bond issue in Japan andwith a record number of investment commitments, it also won
the Silver Prize (Minister of the Environment’s Prize) in the bondcategory of the first ESG Finance Awards Japan for its
environmental improvement effects and high level oftransparency in the use of funds.

Green Bond Reporting
Funding
Allocation
StatusEnvironmental
Improvement
ImpactHareza Ikebukuro: 20,000 million yen (fully allocated)
Nakano Central Park South: 29,516 million yen (fully
allocated)* as of December 31, 2020

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
Energy consumption/CO2 emissions:
Responding to Climate Change P.24
Water consumption:
Water Resources P.31

TOPICS

Received the Gold Award (Minister of theEnvironment Award), the highest award in
the ESG Finance Awards JapanThe ESG Finance Awards Japan recognizes and commends theefforts of investors and financial institutions that have made anoutstanding impact on the environment and society throughproactive efforts in ESG finance and green projects. The Awards
also recognize and commend companies that have enhanced
their corporate value and worked to have a positive impact on theenvironment by incorporating environment-related opportunities
and risks into their
management strategies. The
Awards were established by
Japan’s Ministry of theEnvironment with the aim ofcelebrating these achievements
and sharing them with society
as a whole.
Our sustainability financing
has been recognized in thefundraiser category of theawards, with the Green Hybrid
Bond (issued in 2019) winning
the Silver Award (Minister of theEnvironment Award) in the firstround, and the Sustainability
Bond (issued in 2020) winning
the Gold Award (Minister of theEnvironment Award), thehighest award in the second
round. In the second round,the Sustainability Bond (issued
in 2020) received the highest
award, the Gold Award (Ministerof the Environment Award).
Award Ceremony for the inauguralTokyo Tatemono Group is the
only company in the fundraiser ESG Finance Awards Japan
category to have received thisHitoshi Nomura, Representative Director,
award in consecutive years.
President and CEO (left)
Shinjiro Koizumi, Minister of theEnvironment (right)
Note: At the second award ceremony, photography was cancelled due tosocial distancing measures during the coronavirus pandemic.

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Data

Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Sustainability Finance

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building

In July 2020, in a first for a real estate sector company inJapan, Tokyo Tatemono issued a sustainability bond worth a
total of 40 billion yen. The sustainability bond issued this time is
not limited to a single building, but instead involves a packageof funds to cover the overall urban development of the YaesuNihonbashi-Kyobashi area of central Tokyo. In an initiative thatis groundbreaking even by global standards, the proceeds willbe allocated to developing this area as a seeding ground forcomprehensive solutions to social issues, from combatingclimate change, strengthening disaster prevention andmitigation, and medical cooperation, to addressing food issues
and building an innovation ecosystem.
Despite a historically high supply of bonds at the time of theOverview of Sustainability Bonds

Sustainability Bonds Reporting

Issuance of Sustainability Bonds

issuance, demand for the bond was strong. Many investors
were impressed by the significance of the issuance, theissuance scheme, and the expected impact. The bonds havethe largest-ever issue amount and gained the largest number ofinvestors as sustainability bonds issued by a Japanesecompany not operating in finance.

Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialName

31st and 32nd Unsecured Corporate Bonds(Sustainability Bonds)

Pricing dateJuly 10, 2020

Issue dateJuly 16, 2020

Redemption dateWork-Life BalanceIssue amount

20 billion yen (31st issue), 20 billion yen (32nd issue)

Use of proceeds(framework)

Urban development of the Yaesu/Nihonbashi/Kyobashi
area next to Tokyo station, as a contribution to solvingsocial issues(1) Yaesu 1-chome East District Urban Redevelopment
Project in front of Tokyo Station (Yaesu Project)(2) Yaesu 1-chome North District Urban
Redevelopment Project (Gofukubashi Project)(3) Tokyo Square Garden(4) Tokyo Tatemono Nihonbashi Building(5) City Lab TOKYO(6) TOKYO FOOD LAB(7) xBridge-Tokyo / xBridge-Tokyo Next
(8) Kitchen Studio SUIBA(9) TOKYO IDEA EXCHANGE

Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

External
evaluation

Certifications in progress

July 16, 2025 (31st), July 16, 2030 (32nd)

Diversity & Inclusion

Human Resource Investment and Development

Status of allocation of proceeds(as of December 31, 2020)

SU1 (F) (JCR)

Environmental
Improvement Impact

Yaesu Project: 15,000 million yen (fully allocated)Tokyo Square Garden: 14,000 million yen (fully allocated)Tokyo Tatemono Nihonbashi Building: 3,912 million yen
Social projects (5) to 9): 798 million yen (fully allocated)
None

CertifiedTokyo Square Garden
DBJ Green Building Certification: 5 stars
Tokyo Tatemono Nihonbashi Building
DBJ Green Building Certification: 4 stars
Energy consumption/CO2 emissions:
Responding to Climate Change P.24
Water consumption:
Water Resources P.31

Status of project development(as of December 31, 2020)

Yaesu Project / Demolition in progress
Tokyo Square Garden / Development of space for receiving stranded commuters, disasterprevention stockpiling for stranded commuters, comprehensive initial medical treatment
facilities and childcare support facilities for foreign nationals
Tokyo Tatemono Nihonbashi Building / Development of space for receiving stranded
commuters, disaster prevention stockpiling for stranded commuters, and barrier-freepedestrian network

Social benefit

Project Usage(January – December 2020)

Number of events held: 165
Number of companies using the facility: 173* Project usage: The sum of usage at City Lab TOKYO, TOKYO FOOD LAB, xBridge-Tokyo, xBridge-Tokyo Next, Kitchen Studio SUIBA, and TOKYO IDEA EXCHANGE.

Data
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Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

External Evaluation and Certification for Green Building

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Highest Ranking in ESG Benchmark GRESB

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development

Tokyo Tatemono has received the highest rating of 5 Stars in
the GRESB* Real Estate Evaluation, a benchmark that
evaluates ESG (environment, society, and governance)
initiatives in the real estate sector. This assessment is GRESBReal Estate Standing Investments Benchmark based on an
evaluation of the real estate management portfolio. We are theonly real estate developer in Japan to receive the highest ratingof 5 stars for four consecutive years.
We have also received a 5 Star rating in
the GRESB Development Benchmark, abenchmark introduced in 2020 that
evaluates new real estate development andlarge-scale renovation portfolios.
* GRESB (Global Real Estate Sustainability Benchmark). An
ESG benchmark specializing in real estate, established by agroup of European pension funds.

As of the date of this report, nine offices and commercial
buildings owned and managed by Tokyo Tatemono havereceived high ratings of four or five stars in the DBJ Green
Building Certification.
Tokyo Tatemono will continue to develop real estate in
response to the social demands of real estate stakeholders andthe diversification of tenant needs, aware of our impact on theenvironment and society.
* Evaluation by rank—Five Stars: Building with the top class environmental and social
awareness in Japan; Four Stars: Buildings with exceptionally high environmental andsocial awareness; Three Stars: Building with excellent environmental and social
awareness; Two Stars: building with high environmental and social awareness; One Star:
Building with satisfactory environmental and social awarenessAcquisition Rate of Green Building Certification*(as of December 31, 2020)
Acquisition Rate of Certification for the Leasable Area of Office Buildings
Certification Acquired

GRESB

Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data
Third-Party Assurance

DBJ Green Building Certification is asystem established by the Development
Bank of Japan Inc. to evaluate real estate
projects that are environmentally andsocially conscious. The system scores
initiatives based on five categories:
environmental performance, tenantcomfort, risk management, consideration of the surrounding
environment and community, and collaboration withstakeholders. Initiatives are awarded a rank between one andfive stars* based on the total score from these categories.

Not Certified

BELS*1DBJ Green Building Certification

★★★
★★

★★
★★

★★★

Hareza Tower
Otemachi Tower
Tokyo Square Garden
Nakano Central Park SouthSMARK ISESAKI
Brillia ist Tower Kachidoki(Residence)

Hareza Tower★★

Tokyo Tatemono Nihonbashi
Building
Tokyo Tatemono Yaesu
Building
Osaki Center Building★★★

Otemachi Tower★★

Empire Building

ZEB*2
ZEB
ready

Hareza Tower

CASBEE*3 Building
S rank: Hareza Tower / Nagoya Prime Central Tower
ABINC Certification*4 (Association for Business Innovation in harmony
with Nature and Community® Certification)

41.4%

Acquisition of DBJ Green Building Certification

Certified Properties

58.6%

Otemachi Tower / Tokyo Square Garden
SEGES certification*5 (Urban Oasis)
Acquisition Rate of Certifications per Leasable Area of Residential Buildings

22.2%
Not Certified

Certification Acquired

77.8%* DBJ Green Building Certification or CASBEE Building(Data) Acquisition Rate of Green Building Certification P.69

Otemachi Tower / Tokyo Square Garden*1 BELS (Building-housing Energy-efficiency Labeling System) is a guideline establishedby the Ministry of Land, Infrastructure, Transport and Tourism to accurately evaluate
and display the energy saving performance of nonresidential buildings.
*2 ZEB (Net Zero Energy Building) is a building that has targeted a net-zero balance ofannual primary energy consumption.
*3 CASBEE (Comprehensive Assessment System for Built Environment Efficiency) is amethod for evaluating and grading the environmental performance of structures*4 ABINC Certification is a third-party evaluation and certification system for biodiversity
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
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Corporate Philosophy, Group Profile, Contents, Editorial Policy

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Responding to Climate Change

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Policy and Concept

Support for TCFD

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management

Under the Paris Agreement, an agreement was reached to limit
the average global temperature increase to less than 2°C
compared to pre-industrial levels, and efforts to decarbonize
are being made in many countries. The real estate industry as awhole and Tokyo Tatemono must strive to reduce greenhousegas (GHG*) emissions deriving from real estate holdings andbusiness activities.
The Tokyo Tatemono Group Environmental Policy calls for
us to lead the community in the prevention of global warming.
The Group strives to develop real estate that is superior inenvironmental performance (through deployment of energysaving equipment and other features). We continue to workwith building management companies and tenants on
operational aspects. At the same time, in response to climatechange risks, we are developing real estate that is resistant towind, flooding, and other natural disasters.
* “Greenhouse gas” (GHG) is the general term for a gas that causes a greenhouse effectin the Earth’s atmosphere.

Environmental Management P.15

Climate change is a social issue that calls for global
collaboration. As such, it is a priority that Tokyo Tatemono mustalso address.
The Tokyo Tatemono Group considers the increasingly
severe natural disasters caused by climate change, such as
storm and flood damage, to be a major risk to its assets. On
the other hand, Japan’s declared goal of achieving a carbon
neutral society with zero GHG emissions by 2050 can be
expected to lead to the further spread and expansion of green
investment in areas such as sustainable energy, which we
expect will lead to new business opportunities for our Group.
The Group announced its endorsement of the TCFD in June
2020. We will continue to accelerate our GHG emissions
reduction efforts to contribute to the achievement of SDGs aswell as the 2°C target set forth in the Paris Agreement. We also
recognize the importance of disclosing financial information
related to climate change, and will work to expand our
information disclosure in accordance with TCFD
recommendations.

Governance

At Tokyo Tatemono Group, the Sustainability Committee
discusses the formulation of policies for addressing risks andopportunities linked to climate change as well as importantmatters such as our GHG emissions reduction efforts andprogress against our reduction targets. Chaired by thepresident, the Committee reports its findings to the Board of
Directors for discussion. The Sustainability Committee
proposes and formulates policies and strategies for importantmatters related to the promotion of sustainability, such as GHG
emissions reduction targets and studies toward expanding theuse of renewable energy. In addition, the Sustainability
Promotion Committee, a subordinate organization of the
Sustainability Committee, examines specific measures for
implementing these policies.

Governance Structure
Board of Directors
Report and agenda

Supervision

Sustainability Committee
Committee Chair:	President
Committee members:	Chairman of the Board of Directors, executive officers
concurrently serving as directors, general manager of the
Planning Department, general manager of the Corporate
Communications Department, general manager of the
Human Resources Department, general manager of theGeneral Affairs and Compliance Department, generalmanager of the Building Engineering Department, and otherpersons designated by the President
Secretariat:	Sustainability Promotion Group, Corporate Communications
Department
Assistant:	Corporate Planning Group, Planning Department
Activity Report

Information Disclosure

Compliance
Supply Chain Management

Sustainability Promotion Committee

Stakeholders

Data
Third-Party Assurance
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Corporate Philosophy, Group Profile, Contents, Editorial Policy

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Responding to Climate Change

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature

Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development

Type*1 IPCC (Intergovernmental Panel on Climate Change): an institution that provides clear
scientific opinions of the status of climate change and its socioeconomic impact.
*2 IEA (International Energy Agency): an independent body within the OECD thatfacilitates policy cooperation on energy security and energy.

Revitalizing and Utilizing Real Estate StockContributing to Our Communities

Current scenario(4°C scenario)

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data

Transitional scenario(2°C scenario)

A scenario in which the average temperature rises by about
4 °C compared to pre-industrial levels as a result of failure to
introduce stricter government policies and strengthen
regulations, such as regulations to curb GHG emissions, andof failure by businesses to take effective action in response to
climate change. Acute effects include more frequent extreme
weather events and more intense heavy rainfall, while chronic
effects include rising sea levels.
A scenario in which the average temperature rise comparedto the pre-industrial levels is kept below 2°C by improving
low-carbon technologies, expanding renewable energy, andpromoting energy conservation. In this scenario, companies
around the world are strongly required to respond to climatechange by introducing carbon taxes and strengthening
policies to regulate emissions in order to curb GHG
emissions.

PhysicalAcute

Physical

Chronic

Transition

Policiesandregulations

Risk

The Two Scenarios Used in the Analysis

Contents

Period of impact

Frequent and intense heavy rains
Longer construction periods and higher construction costs for real estate under development
Operation and management: Facility failure and suspension of lifeline functions due to flooding at owned properties

Short term

Development and Sales:

Temperature rise
Operation and management: Failure of machinery and equipment at owned properties due to solar radiation and high heat

Carbon pricing
Development and Sales:

Short term

Medium-term

Increase in procurement prices of materials such as steel and cement

Operation and management: Increase in energy costs including electricity

Policiesandregulations

Development, operation, and management:

Strengthen environment-related certification standards
Procurement of materials and installation of equipment necessary to meetthe standards

Medium-term

Transition

Products &Services romote energy conservation and efficiency / Spread renewable energy / Raise environmental awarenessP
among customers
Development, operation, and management: Increase in demand for green buildings, ZEB and ZEH, etc., and decrease incosts related to supply
Increased opportunities to acquire tenants due to strengthened measures tocreate energy and conserve energy

Medium-term

Transition

Products &Services

Improved reputation due to strengthening of environmental laws and regulations
Improving the reputation of our own environmentally friendly buildings

Medium-term

Transition

Opportunity

Improving Quality and Customer Satisfaction

Climate change risk is recognized as one of the most importantrisks that could have a significant impact on the managementof the Tokyo Tatemono Group, and is managed within acompany-wide risk management framework. The Sustainability
Committee examines each policy and strategy for minimizing
risk and targeting opportunities associated with climate changerisks. These are reported to the Board of Directors andincluded in its agenda as necessary.

Identify Risks and Opportunities; Assess Materiality

Health Management / Occupational Safety and HealthRespect for Human Rights

Set target

Responding to Climate Change

Risk Management

Estimate business impact

External Evaluation and Certification for Green Building

Assess materiality

Sustainability FinanceSet up scenarios

Environmental Management

Risk Analysis Review Process
Identify risks and opportunities

Environment

Strategy (scenario analysis)

Drawing from multiple scenarios published by the IPCC*1 andthe IEA*2, the Tokyo Tatemono Group based its analysis on two
scenarios: the current scenario (4°C scenario), in which
temperatures rise by 4°C or more compared to pre-industrial
levels by 2100, and the transition scenario (<2°C scenario), in
which temperature rise is limited to less than 2°C. The scope of
the analysis was to identify the main risks and opportunities—
primarily for the Group’s core businesses, the Commercial
Properties Business and Residential Business—and to assess
their materiality in terms of their expected degree of impact on
the Group’s finances. The period of impact was categorized in
to short-term (1-5 years), medium-term (5-10 years), andlong-term (>10 years). Based on the results of this analysis,
the Group set its targets for its initiatives toward realizing
a decarbonized society.

Development, operation, and management:

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Environment

SocialGovernance

Data

Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Responding to Climate Change

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment

Through the Sustainability Promotion Committee, we willcontinue to monitor our climate change-related measures.
Using a PDCA cycle, we will explore better approaches while
also reviewing risks and opportunities.

Environmental Management

Target for 2050
Net zero CO2 emissions*1
Ensure that 100% of the electricity consumed in our businessactivities is from renewable energy sources*2.

Risk Management P.63

Sustainability FinanceTarget for 2030

External Evaluation and Certification for Green Building

A 40% reduction in CO2 emissions compared to fiscal 2019.
Ensure that 40% of the electricity consumed by our real estateholdings is from renewable energy sources.
In principle, develop ZEB*3 and ZEH*4 in all new office buildings,
logistics facilities, and condominiums.
In principle, acquire green building certification for all newly
developed office buildings and logistics facilities.

Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

Indicators and Targets

The Tokyo Tatemono Group has for some time been conducting
quantitative monitoring of GHG emissions and announcing theresults of this monitoring. In addition, in May 2021, we havealso set the targets shown on the right for addressing climatechange and achieving a carbon-neutral society.

Social*1 CO2 emissions: Total emissions from Scope 1, 2 and 3. Scope 1: Direct emissions
that occur from the use of fuel by the Group, Scope 2: Indirect emissions that occur
from the use of electricity and heat purchased by the Group, Scope 3: Indirectemissions that occur from other business activities (building construction, use of soldreal estate, etc.)*2 Includes consumption of non-fossil fuel certificates categorized as renewable energy.
*3 Zero Energy Buildings (ZEB) is a building that aims to achieve annual primary energy
consumption balance of zero by maximizing energy independence through the use ofadvanced technologies that enable significant energy savings and the introduction ofrenewable energy. ZEB consists of Nearly ZEB (energy savings of at least 75%), ZEB
Ready (energy savings of at least 50%) and ZEB Oriented (energy savings of at least
40% in office buildings and 30% in hotels with a floor space of 10,000m2 or more),each of which will be included in the Group’s initiatives.
*4 Zero Energy Houses (ZEH) reduces total energy consumption through measures suchas heat insulation and energy savings as well as generating energy through power
generation to balance out the annual primary energy consumption to zero. ZEH-M,
the zero energy housing standard for condominiums, consists of Nearly ZEH-M(energy savings of at least 75%), ZEH-M Ready (energy savings of at least 50%) andZEH-M Oriented (energy savings of at least 20%), each of which will be included in
the Group’s initiatives.

(Data) KPIs and Targets P.74

Diversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockEnergy Consumption (Crude Oil Equivalent)(kl/Thousand m2)(t-CO2)60

60,00030,000Contributing to Our Communities

21,592GovernanceCorporate Governance

Scope 1 (Fuel-Derived)

Unit Load(kl)

22,083

35.4

23,89524,16535.0

34.2

23,49734.0

Scope 2Development and Promotion of ZEB

Unit Load(t-CO2/Thousand m2)

73.1

44,62980

65.3

42,14765.2

44,55962.3

44,263

Tokyo Tatemono is registered in the ZEB Leading Owner
Registration System and we aim to contribute to the promotion

41,82450.8

28.6

15,000

Climate Change Initiatives in the Commercial Properties
Business

GHG Emissions (Facilities subject to the Act on the
Rational Use of Energy)

Energy Consumption (Facilities subject to the Act on the
Rational Use of Energy)

この建物⽤途のエネルギー消費量30

30,00042,07639,74541,25941,39239,29050 ％削減40
建築物省エネルギー性能表⽰制度

Risk Management

国⼟交通省告⽰に基づく第三者認証
2019年7⽉19⽇交付

Compliance
2,553

Supply Chain Management
0

Data
Third-Party Assurance

2016

2017

2018

2019

2020

(Data) Energy Consumption and CO2 Emissions P.68

0

0

2016

2,402
2017

3,300
2018

2,871
2019

2,534
2020

0

ZEB Leading Owner Mark

(Data) Energy Consumption and CO2 Emissions P.68

ZEB Ready Certification Label

この建物⽤途のエネルギー消費量50％削減

2019年7⽉19⽇交付 国⼟交通省告⽰に基づく第三者認証

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Corporate Philosophy, Group Profile, Contents, Editorial Policy

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Responding to Climate Change

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

Socialof ZEB. The Hareza Tower is the first high-rise, mixed-use
building to receive ZEB Ready certification, thanks to theinstallation of a highly versatile facility system that includes LED
lighting, brightness sensor and motion sensor controls, and ahigh-efficiency air-cooled heat pump package, as well as
consideration of appropriate design conditions, such as theselection of 500 lux lighting fixtures for dedicated office areas.
Adoption and Upgrading of Energy-saving Equipment
and Devices

In the buildings that we own, we are actively adopting andupgrading energy-saving equipment and devices, and in particular,
we are systematically promoting the use of LED lighting. As ofthe end of FY2020, 91% of our buildings had alreadycompleted or were in the process of converting to LEDs.

Diversity & Inclusion

Switching Headquarters Building to Renewable Energy

Work-Life Balance

In July 2020, we began using non-fossil fuel certificates toswitch all of our electricity consumption at the Tokyo Tatemono
Yaesu Building, which serves as our headquarters building, torenewable energy. This initiative involves the supply of electricity
using Non-Fossil Fuel Certificates with Tracking, which certify
the environmental value of solar power generation. It is
expected to reduce annual CO2 emissions by approximately
1,700 tons.

Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance

As a first step in this initiative, we will install large-capacity
solar panels at T-LOGI Kuki, a logistics facility developed by
Tokyo Tatemono. The electricity generated will be consumed
onsite at the facility, which will acquire ZEB certification as anenvironmentally friendly logistics facility. In addition, surplus
electricity that cannot be fully consumed by T-LOGI Kuki will be
self-consigned to SMARK ISESAKI, a commercial facility
owned by Tokyo Tatemono.
Similar to T-LOGI Kuki, the T-LOGI series of logistics facilities
scheduled for construction in the future will also be equippedwith solar panels and promote energy conservation to realize
environmentally friendly logistics facilities (ZEB Logistics). In
addition, we will build a self-consignment business model inwhich a number of T-LOGI facilities will supply electricity to a
designated facility (SMARK ISESAKI).

Hold Energy Conservation Promotion Meetings

Tokyo Tatemono holds an Energy Conservation Promotion
Council every year in cooperation with tenants at offices
subject to the Tokyo Metropolitan Government’s Total Volume
Reduction System. We explain our energy-saving activities andreduction targets, and introduce tenants’ energy-saving efforts.
Through this council, we aim to enhance the energy-saving
activities of both our company and tenants.
Introduction of Green Lease Provisions

In buildings owned by our company, we are working withtenants to introduce green lease clauses into the template oflease contracts in order to reduce the environmental impact ofenergy conservation and other measures and to improve theworking environment even in dedicated areas.

Image of Self-Consignment Business
1

2

SMARK ISESAKI

T-LOGIKuki
T-LOGI
Series3

Generation and Use of Renewable Energy

In December 2020, we signed a basic agreement with Tokyo
Gas Co., Ltd. to implement environmentally friendly initiatives
using renewable energy.

Cooperative Initiatives with Tenants

1

ZEB Logistics with solar power generation
Self-consignment of surplus electricity
3 The same scheme will be used for other T-LOGI facilities that will be developed in the future
2

Monitor Displaying Energy Consumption

At Shijo-Karasuma FT Square, in conjunction with the replacementof the central monitoring system in 2019, monitors were
installed on the first basement floor and first floor that display
the amount of each utility (electricity, gas, and water) being
used in the building each day. Visually displaying energy
consumption in this way
enables Tokyo Tatemono asbuilding manager to work
together with our tenants tobe environmentally conscious.

Supply Chain Management

Monitor displaying energy consumption

Data
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Environment

SocialGovernance

Data

Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Responding to Climate Change

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Climate Change Initiatives in the Residential BusinessSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights

Promote the Development of ZEH-M (ZEH Mansion)

Tokyo Tatemono was registered under the ZEH Developer
Registration Program in May 2018. Since then, we have worked
as a ZEH Developer to aid the spread of ZEH-M apartments.
Following an open submission process, Brillia Tower Seiseki
Sakuragaoka Blooming Residence was selected by the Ministryof Economy, Trade and Industry as the first and only project in
the Tokyo metropolitan area for the fiscal 2019 Super-High-Rise
ZEH-M Demonstration Project.*
This condominium meets the ZEH-M Oriented standard forhigh-rise apartments with six or more floors due to its
improvement in outer wall insulation performance, the adoptionof high-insulation doors, the use of high-efficiency hot watersupply equipment, etc.

Use of Green Power Certificates

Since May 2016, we have been using the framework of GreenPower Certificates to switch to 100% renewable energy
sources for the electricity used in our Brillia brand condominium
model rooms. In 2020, we utilized Green Power Certificates forapproximately 420,000 kWh of electricity.

Development of Mega Solar BusinessTokyo Fudosan Kanri has been involved in the mega solar
business since 2012. Through this company, we are developing
solar power plants mainly in the northern Kanto region. As ofthe end of December 2020, we had eight plants with a total
power generation capacity of approximately 13MW.

* The unofficial English translation of the official Japanese name of this METI project isthe “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 partially subsidizes
expenses for ZEH conversion of shared dwellings incurred by operators who provide
design specifications and energy performance-related data.

Improving Quality and Customer Satisfaction
Oyama Solar Power Plant

Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate Governance

Iwaki Solar Power Plant

List of Solar Power Plants
Name (Location)

Power generation
capacity

Date ofoperation

Oyama Solar Power Plant(Oyama City, Tochigi Prefecture)785kW

February 2013

Iwaki Solar Power Plant(Iwaki City, Fukushima Prefecture)

2,454kW

November 2013

Joso Solar Power Plant (JosoCity, Ibaraki Prefecture)

672kW

September 2014

Hatoyama Solar Power Plant(Hatoyama-machi, 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 Solar Power Plant(Tanakura-machi,
Higashishirakawa-gun,
Fukushima Prefecture)

2,034kW

November 2015

Higashihiroshima Solar Power
Plant (Higashihiroshima City,
Hiroshima Prefecture)

1,086kW

December 2015

Risk Management
ComplianceHatoyama Solar Power Plant

Supply Chain Management

Data

Brillia Tower Seiseki Sakuragaoka Blooming
Residence

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Environment

SocialGovernance

Data

Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Pollution Control and Resource Recycling

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Policy and Concept

Waste Reduction and Management Initiatives in our
Commercial Properties BusinessSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity

The waste and hazardous substances that are byproducts of ourbusiness activities have the potential to impact our stakeholders
and our surrounding environment in significant ways.
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 byusing less materials and reducing waste discharge. We arealso working to prevent pollution of the air and water bydecreasing the generation of and properly managing waste
and hazardous substances.

Responding to Natural Disasters

Diversity & Inclusion

For the office buildings owned and operated by Tokyo
Tatemono, we strive to limit waste generation and promote
recycling through stronger garbage sorting and recycling.
In addition, in order to properly and accurately manage andunderstand waste, we have introduced a centralized waste
management system using electronic manifests in 2018.

Revitalizing and Utilizing Real Estate Stock

Waste Emissions(Facilities that have submitted reuse plans)
Total Waste Emissions

Contributing to Our Communities

Unit Load

Recyclable Waste Emissions(t/Thousand m2)

6,000

4,916

5,173

4,945

8.6

Risk Management

8.5

8.6

12

5,151

Corporate GovernanceCompliancethrough resource saving and waste reduction, sorting games,and explanations from government of social trends.
Initiatives to Reduce Waste Emissions from Tenants

Recyclable Waste Emissions(Facilities that have submitted reuse plans)(t)GovernanceTokyo Tatemono
Yaesu Building

Meetings of the Waste Management Committee

Health Management / Occupational Safety and Health

Improving Quality and Customer Satisfaction

Toilet paper

Mixed paper

We hold regular Waste Committee meetings in cooperation
with our tenants to promote the 3Rs (Reduce, Reuse, Recycle)

Human Resource Investment and Development

8.3

4,000

5.5

Waste Recycling Ratio
(%)

3,395

3,202

65.6

6

3,280

64.8

63.7

80

64.3

弁当ガラ

ビニル袋

お菓子袋

トレー

スプーン・フォークカップラーメン

ストロー

クリップ

壊れたガラス・金属類

陶磁器類※危ないので、中に入れない・廃プラは、J&T環境（株）で溶融炉に燃料として投入し発電を行い、電気として回収される。燃えカス（スラグ）は、路面材としてリサイクルされる・ガラス・陶磁器類は、オリックス資源環境（株）で溶融炉に投入し、路面材としてリサイクルされる(Noncombustible Rubbish)

2,424

2,000

40

Supply Chain Management

Measures Against AsbestosTokyo Tatemono has conducted surveys on the usage status ofspraying materials that contain asbestos for all the buildings weown. In buildings where asbestos was found to be in use, we

Data
Third-Party Assurance

To promote waste separation by tenants, we have created a
waste separation chart that can be posted near the waste bins.
We are distributing themsequentially to tenants.
We have also distributed totenants eco-bags that wecreated to reduce plastic waste,
which has become a particular
Garbage
行先 Separation Table
problem in recent years.

不燃ごみ

(t)

3,769

3,000

Recycling
Paper mill(factory)

Realization of Recycling of Recovered Paper

Work-Life Balance

Respect for Human Rights

Collection(WasteManagement
Company)

Introduction of a Centralized Waste Management System

We collect and recycle used paper discharged from our head
office building and reuse it as toilet paper. By putting waste
recycling into practice, we plan to foster recycling awarenessamong our employees and tenants.

Environmental Management P.15
(Data) Pollution Control and Resource Recycling:
Indicators and Results P.69

SocialPaper Recycling System

0

2016

2017

2018

2019

2020

0

0

2017

2018

2019

2020

0

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SocialGovernance

Data

Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Pollution Control and Resource Recycling

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature

took appropriate steps in response, including removal orcontainment and sharing information with the building tenants.

Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion

Proper Processing of Fluorocarbons
Tokyo Tatemono complies with the Act on Rational Use andProper Management of Fluorocarbons to protect the ozone
layer and prevent global warming. We limit the use of controlled
fluorocarbons (including CFCs and HCFCs), strive to be
rigorous in recovering cooling agents, and check thoroughly forleaks via both basic and regular inspections to limit the releaseof fluorocarbons into the atmosphere.
When upgrading air conditioning systems or demolishingbuildings, we properly dispose of the fluorocarbons retrieved
from the air conditioning systems.

Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data
Third-Party Assurance

Proper Processing of Polychlorinated Biphenyls (PCBs)
Electronic devices (transformers, capacitors, stabilizers)
containing PCBs that are no longer in use pose the risk of loss,
oil leaks, or other incidents. To eliminate such risk, we disposedof these devices appropriately with the cooperation of a
specialized waste disposal company.

Measures Against Nitrogen Oxide (NOx) and Sulfur
Oxide (SOx)Tokyo Tatemono identifies, measures, and appropriately
manages air pollutants emitted from our businesses. Tokyo
Tatemono regularly measures the concentration of nitrogenoxide (NOx), sulfur oxide (SOx), and other chemicals emitted
from equipment producing smoke and soot, including cooling/heating systems and boilers that are in use in some of ouroffice buildings. We also comply with the environmental
standards defined in the Air Pollution Control Act in theoperation of these systems.

Valuable Recycling of Waste
Tokyo Fudosan Kanri 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 products 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.
* “Valuable materials” refers to items with a net value of ¥1 after subtracting the cost ofrecycling from the sales price of the item. These materials include air conditioners, ironproducts, etc. For example, air conditioners, steel products, etc.

Measures Against Volatile Organic Compounds (VOC) in
Construction Materials
Path of Industrial Waste Disposal to Recycling as a Valuable Material
Formaldehydes are the primary substances behind sick building
syndrome. To maintain the health of its tenants, Tokyo
Tatemono restricts the use of products emitting formaldehydes
in buildings and stipulates standards for action against
formaldehydes in conjunction with the regulations of the
Building Standards Act. In order to maintain the health of ourtenants and other building occupants, we have established aformaldehyde countermeasure standard that prohibits the useof formaldehyde-emitting products, which are the main causeof sick building syndrome, in buildings in addition to theprovisions of the Building Standards Law. We measure theconcentration of formaldehydes in new buildings inaccordance with our own standards to verify the safety ofindoor environments.

Industrial Waste
Consignment Contract

Industrial Waste

Industrial Waste Disposal
Industrial Waste Dealer

Manifest Voucher

Manifest Voucher
Purchaser

Tokyo Fudosan Kanri
Valuable Material

Valuable Material

Valuable Material
Recycler
Separation and Sorting

Recycling Certificate

Recycling Certificate

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Corporate Philosophy, Group Profile, Contents, Editorial Policy

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Water Resources

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Policy and Concept

Water Resource Initiatives in the Commercial Properties
Business

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity

As water shortages become even more severe worldwide,
developed nations and the rest of the world face demands toimprove water consumption efficiency.
The Tokyo Tatemono Group Environmental Policy includes acall for resource-saving activities that are kind to the earth. As adeveloper, we recognize that water resources are an essential
element for the continued creation of rich and comfortable
spaces. We will strive to reduce the use of resources andenvironmental impact through all available opportunities andconserve water resources.

Responding to Natural Disasters

Effective Use of Gray Water

We are proactively introducing facilities to treat rainwater andgray water in our buildings. For example, we are promoting the
reduction of water resources by reusing “gray water” fromtreated wastewater and rainwater from cooling tower blowing
water, tenant kitchens, etc., for non-potable uses such as toilet
flushing and sprinkling water for planting in exterior areas.
Water supply
Drainage

Environmental Management P.15
(Data) Water Resources: Indicators and Results P.69

SocialInstallation of Water-saving Devices

We have established a medium- to long-term repair andinvestment plan on a 20-year span. In addition to systematicallypromoting renovation work, we are striving to reduce water
consumption by upgrading to water-saving devices andinstalling automatic flushing systems when renovating toilets.

Rooftop

Rain

Diversity & Inclusion
Work-Life Balance
Human Resource Investment and Development

Water consumption (Facilities subject to the Act on the
Rational Use of Energy)

Health Management / Occupational Safety and Health

Water consumption (Potable Water)

Respect for Human Rights(Thousand m )Improving Quality and Customer Satisfaction

700

600

3

654
0.9

0.9

579

584

1

2

1.5

622
0.9

GovernanceCorporate Governance

Water
supply as
toiletflushingwater(m /m )

3

Revitalizing and Utilizing Real Estate StockContributing to Our Communities

Unit Load

1.0

Exterior
sprinklers(Automatic
irrigation)

0.6
500

467

0.5

2020

0

Drainagefromwashrooms
and hot
water
supplyrooms

Rainwater filtration

Gray water treatment

Tokyo Tatemono Umeda Building, restroom renewal work
Left: Before renovation    Right: After renovation

Prevention of Water Pollution

We have installed wastewater treatment facilities in buildingsthat are subject to water pollution laws and ordinances. We
treat wastewater to ensure that it complies with standards
before discharging it into public water bodies such as sewers,
rivers, and the sea.

Risk Management
Compliance

400

2016

2017

2018

2019

Pit

Supply Chain Management

Data
Third-Party Assurance

Rainwater reservoir

Gray water
receiving tank

Miscellaneous
wastewater tankTOKYO TATEMONO GROUPSUSTAINABILITY REPORT 2021

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Corporate Philosophy, Group Profile, Contents, Editorial Policy

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Environment

SocialGovernance

Data

Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Biodiversity

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Policy and Concept

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life BalanceReal estate development is intrinsically interlinked with local
ecosystems and natural environments. We must grasp and reflect
upon how we impact our surroundings, both directly and indirectly.
Tokyo Tatemono Group is working toward a vision ofcreating a pleasant city and living with greenery, a commitmentthat is included in our Group Environmental Policy. We are
striving to create a rich and comfortable environment thattakes biodiversity into consideration, by maximizing the powerof greenery, surveying local vegetation and the distribution oforganisms, and selecting tree species to plant. Our efforts
have been evaluated by impartial third parties, including
ABINC, a third-party certification system for biodiversity
conservation, and SEGES, a third-party certification system forgreen space creation.
Environmental Management P.15

Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights

Examples of third-party certification related to biodiversity
conservation and green space creation

Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate Governance

ABINC certification

SEGES “Creating Green”

Urban Oasis

Risk Management
Compliance
Supply Chain Management

Data
Third-Party Assurance

New Initiatives to Restore Urban Biodiversity
The Otemachi Forest in Otemachi Tower (Chiyoda-ku, Tokyo) isa genuine forest that covers about one-third of the entire site(about 3,600m2). To develop it, we secured an experimental
pre-forest facility of woodland covering 1,300m2 in Kimitsu City,
Chiba Prefecture. Over a three-year period, construction
methods, plant growth, and appropriate management methods
were verified in the same kind of growth environment as theplanned site. After the soil and plants had been cultivated in
Kimitsu, they were transplanted to the building site.
About 100 species of trees and ground cover plants were
initially planted. A biodiversity monitoring survey conducted
about a year and a half later revealed that this number had
increased to some 300 species of plants. Many of these
species are thought to have grown from seeds contained in thesoil. Among them are rare species included on the national andmetropolitan governments Red List.
While the surrounding area is an office district densely
packed with tall buildings, the nearby Imperial Palace is home
to a large number of birds and insects. This serves to increase
diversity every year and contribute to the local ecosystemthrough a network with the surrounding green spaces. Several
bird species have already taken root and migratory birds havebeen confirmed. Insects include many dragonflies, whichappear to have flown in fromthe Imperial Palace.
The Otemachi Tower hasreceived ABINC certification
for biodiversity conservationand SEGES (Social andEnvironmental Green Evaluation
Otemachi Forest
System) certification as anurban oasis.
Sustainability Website
Special Back Number: “Otemachi Tower” - Regenerationof the City and Nature(published in 2016) (Only available in Japanese)

Maintaining and Preserving Ecosystems through theCreation of Urban Greenery
To provide greenery at scale in urban areas where it is scarcerequires a stance not of preserving green space, but of creating it.
Tokyo Square Garden (Chuo-ku, Tokyo) is a newenvironmentally friendly building complex that features a
3,000m2 multi-story green space called Kyobashi-no-oka,along with solar power generation and high-efficiency heatsource equipment. The Tokyo Square Garden has received
ABINC certification for biodiversity conservation and SEGES(Social and Environmental Green Evaluation System)
certification as an urban oasis.
This initiative is not limited to our Commercial Properties
Business; we are also actively working on advancing it in our
Residential Business. Based on the concept of creating a forest
in front of the station, Brillia Towers Meguro (Shinagawa Ward,
Tokyo) features a forested space on the property, withapproximately 900 trees planted and a dredged waterway. In
cooperation with the nearby Nature Study of the National
Museum of Nature and Science, we aim to contribute to thepreservation and growth of the local ecosystem.

Status of Implementation of Risk Assessment for
Biodiversity
When developing real estate, we conduct environmental
assessment evaluations of flora, fauna, and ecosystems inaccordance with laws and ordinances related to environmental
impact assessments and nature conservation. Based on theseevaluations, we preserve, transplant, and conserve trees andforests as necessary.
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Corporate Philosophy, Group Profile, Contents, Editorial Policy

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Special Feature

Environment

SocialGovernance

Data

Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Responding to Natural Disasters

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Policy and Concept

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources

Natural disasters such as major earthquakes and typhoons
threaten our way of life. Climate change has resulted infrequent destructive typhoons and extreme weather over recent
years. As a result, interest is rising faster than ever in the safetyof real estate, which is a foundation of our lives.
As a real estate services provider, the Tokyo TatemonoGroup believes that improving resilience against disasters inordinary times and providing safety and comfort to ourcustomers and other stakeholders are important responsibilities.

Brillia Shonan Tsujido Seaside Park (Fujisawa City, Kanagawa
Prefecture; completed in March 2019) is the first private
condominium in Fujisawa City to receive a subsidy for theconstruction of tsunami evacuation facilities. It features a 400m2
tsunami evacuation facility that can be used by nearby residents.
The rooftop evacuation facility will allow not only condominium
residents but also members of the local community to evacuate
in the event of a tsunami. With capacity for approximately 660
people, the facility provides a safe location to wait until thetsunami recedes.

Biodiversity
Responding to Natural Disasters

building after an earthquake. This system allows us todetermine the safety and danger of an upcoming earthquakeat the foreshock phase, even for a series of major foreshocks
and shocks such as those that hit during the 2016
Kumamoto Earthquake.
Buildings managed by Tokyo Tatemono are served by aDisaster Status Monitoring System. Field staff and Tokyo
Tatemono personnel can access this system via the internet
and share information quickly about the situation on the
ground. After information is shared, the system also allows
instructions to be provided for actions to take depending on the
scenario. Training exercises are also conducted at night withthis system, as a disaster could come at any time, day or night.

Developing Resilient Real EstateSocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data

Climate change and other factors have been causing
greater wind and flood damage in recent years. The Tokyo
Tatemono Group has applied designs and adopted
equipment in our office buildings and residences in
preparation for presumed future disasters, including
typhoons, floods, and major earthquakes.
The Tokyo Tatemono Nihonbashi Building (Chuo-ku, Tokyo;
completed in February 2015) has a seismic isolation structure(first basement floor: column-head seismic isolation) to ensurehigh earthquake resistance. The building is equipped with an
emergency generator that can operate for 72 hours, supplying
15 VA/m2 of power in the event of a power failure. The building
also features countermeasures against guerrilla rains and the
Arakawa River flooding its banks. The disaster prevention
center, its central function, is located on the second floor. The
electrical substation and emergency power generator are
installed on the roof, enabling continuous operation of thepower supply without interruption, even in the event of flooding.

Disaster Damage Determination System
Tokyo Tatemono Nihonbashi
Building

Sensors

Brillia Shonan Tsujido Seaside Park

Implementing a Disaster Damage Measurement:
System to Guard Buildings Against Disasters

UPS

8F
5F
3F

In the Commercial Properties business, we implement both hardmeasures (earthquake-proofing of the buildings we own as wellas enhancement of emergency power sources, etc.) and soft
measures (distribution of disaster stockpile goods to tenants
and the installation of batteries for recharging mobile phones,etc.) for disaster response. We are working to enhance thesedisaster prevention policies, BCP support, and other measures.
Buildings owned by Tokyo Tatemono are equipped withsystems using an array of sensors to rapidly determine building
deformation (degree of damage) and confirm the safety of theServer

Hub

PC

Monitor

1F

RouterThis system uses data from multiple vibration-detecting sensors to calculate anddetermine the degree of damage. After installation, this system 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
and shocks, the system can make a determination of the safety level of the earthquake
based on foreshocks.

Third-Party Assurance
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Management

Special Feature

Environment

SocialGovernance

Data

Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Responding to Natural Disasters

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Support for Stranded Commuters During Disasters

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling

When major earthquakes or other disasters occur, public
transportation functions may halt, stranding commuters. At
the large-scale office buildings managed by the Tokyo
Tatemono Group, we have prepared support mechanisms fortenants. We have entered into agreements with local
municipalities and developed systems, structures, andresource stockpiles in anticipation of scenarios in which
stranded commuters require housing.

Water Resources
Biodiversity

Facilities with capacity for receiving stranded commuters

Responding to Natural Disasters

Tokyo Square Garden (Chuo Ward, Tokyo, completed in
March 2013)
Otemachi Tower (Chiyoda-ku, Tokyo, completed in
April 2014)
Hareza Tower (Toshima-ku, Tokyo; completed in May 2020)

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data
Third-Party AssuranceTokyo Square Garden

Training for accommodating stranded
commuters at Tokyo Square Garden

Strengthening of Disaster Prevention Measures in the
Residential Business: Introduction of the Brillia Disaster
Prevention Guidelines
As part of the Comfort From Day One theme, the Brillia brandoffers disaster prevention measures unique to each property.
Actions are divided into three phases to ensure appropriate
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,
evacuation drills, and life-saving courses for management staff.
These daily preparations are leading to stronger awareness of
disaster prevention.
We have implemented a number of measures to increase
earthquake resistance and mitigate disasters to ensure safety.
These include wall bases that prevent furniture from falling,earthquake-resistant unit doors, and emergency lights at floor
level during power outages. AED stations are also standard
equipment in communal spaces. In addition, we haveequipped each residence with Brillia-original chair-styledisaster prevention backpacks, packed with key items that will
help in critical moments, such as a multi-function radio andportable toilet.
It is also important that community residents help eachother in times of disaster. We have set up stock areas fordisaster goods and stockpiled items, including manhole toilets,
water purifiers, and power generators. These items are placedin common spaces for mutual aid during evacuations.
These guidelines received the Good Design Award in theService Design Category in 2011, highly commending ourefforts in raising awareness about disaster prevention on a daily
basis, as well as our improvement of mutual prevention
awareness between residents.

Phase 1: Normal Times (Prepare)
Disaster prevention briefings
Making original prevention backpacks standard equipment
for all units
Creating original disaster prevention manual

Phase 2: Disaster (Protect)
Installation of foot lights in corridors
Installation of elevators with earthquake countermeasurefunctions
Installation of wall bases to prevent falling furniture
Unit doors with quake-resistant frames

Phase 3: Post-Disaster (Preserve)
Storage of emergency supplies in emergency stock areas
Installation of AED (Automated External Defibrillator) units

Original prevention backpacks

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Corporate Philosophy, Group Profile, Contents, Editorial Policy

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Environment

SocialGovernance

Data

Third-Party Assurance

Environment
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Responding to Natural Disasters

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Emergency Bath Facilities

Fire Brigade Training and First-Aid Courses

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 space that is an
important, integrated part of the local community. As a means
to this end, Ofuro no Osama entered into an agreement withthe cities of Ayase and Ebina in Kanagawa Prefecture to allow
the use of Ofuro no Osama bathing facilities in the event of an
emergency.
Thanks to this agreement, anyone affected by anearthquake or other disaster may use bathing facilities at three
Ofuro no Osama locations (Ebina, Kozashibuya Ekimae, andSeya) located in and around the two aforementioned cities.

As part of soft-measure initiatives for disaster prevention, theTokyo Tatemono Group hosts fire-fighting and other training
and courses to enhance our ability to respond to disasters.
Fire brigade training is conducted once or twice yearly for the
purpose of strengthening voluntary disaster prevention systems.
In this training, participants follow the instructions frommembers of the local fire brigade as they engage in several
hands-on exercises for earthquake and fire response. These
exercises include initial response, first-line fire-fighting, rescue
and lifesaving, transporting injured persons and evacuation drills.
Furthermore, the Group company fire squad trains on a daily
basis. For many years, the squad has participated in the SelfDefense Fire-Fighting Drill Review Board held by the Nihonbashi
Fire Department, earning five wins to date. (The competition
was cancelled in 2020 due to the coronavirus pandemic.)
As of the end of December 2020, 299 Tokyo Tatemono
employees and 604 Tokyo Fudosan Kanri employees havecompleted the lifesaving course, which includes first aid. Tokyo
Tatemono has received a certificate of excellence from theTokyo Fire Department, in recognition for promoting first aid
training among its employees.

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction

Ofuro no Osama, Ebina StoreOfuro no Osama,
Koza Shibuya Ekimae StoreOfuro no Osama, Seya Store (exterior)

Ofuro no Osama, Seya Store (indoor bath)

Revitalizing and Utilizing Real Estate Stock

Joint Training for Earthquake Disaster Response(Including Group Companies)
The Tokyo Tatemono Group has established a basic policy forearthquake response, called the Basic Plan for Earthquake
Measures. We have prepared manuals for initial response,
stockpiling, and employee safety confirmation.
Each October, group companies conduct joint drills onearthquake countermeasures to confirm chain of command,
division of responsibilities, information gathering andcommunications, and employee safety confirmation. In 2020,
in anticipation of the declaration of a state of emergency toprevent the spread of COVID-19, we used online communication
tools to remotely set up an earthquake countermeasure
headquarters (i.e., set up an earthquake countermeasure
headquarters that could be operated by staff working
from home).
In recent years, climate change and other factors have beencausing greater wind and flood damage. We have therefore
been conducting windstorms and floods drills that simulate theflooding of the Arakawa River in order to improve our ability torespond to windstorms and floods.

Contributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Self-Defense Fire-Fighting Drill Review Board

Data
Third-Party Assurance
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Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management
Message from the President and CEO
ESG Management

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party AssuranceSocialMateriality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change

Voluntary Turnover Rate(as of December 31, 2020)

Average Number of Paid Leave Days
Taken (FY2020)

2.2 %9.3 days

Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Ratio of Employees Who Underwent
a Health Check-up (FY2020)

100 %

Data
Third-Party Assurance
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Corporate Philosophy, Group Profile, Contents, Editorial Policy

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SocialGovernance

Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Diversity & Inclusion

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Policy and Concept

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life BalanceWith a shrinking population due to declining birthrates and aging
demographics, it is important now more than ever to effectively
utilize an effective workforce that includes women, seniorcitizens, and others in order to build a sustainable society.
Organizations with diverse talent will be able to provide broader
perspectives and make better decisions in service offerings
from many different views.
Tokyo Tatemono established a Human Resource Policy that
includes creating a fulfilling, rewarding workplace in which
employees can experience growth and feel satisfaction fromtheir work. We pursue the creation of an environment in which
diverse human resources are motivated and dedicated in theirwork, acting freely without obstacle. We believe that these
efforts will inspire innovations for providing customer-focusedservices and enhancing productivity, which will lead tocorporate growth.

Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

SystemThe Tokyo Tatemono Personnel Department works with allgroup company departments, overseeing labor affairs in agroup-wide support system. This Department engages inmeasures to ensure a diverse base of human resources canchallenge themselves to grow continuously, acting freely
without obstacles.
In January 2020, Tokyo Tatemono established the Human
Resources Development Group and Health Management andDiversity Promotion Group to respond to the ever-increasing

importance of human resource development and the risingsocial demand for health management and the promotionof diversity.
(Data) Diversity and Inclusion Indicators and Results P.70

Changes in the Ratio of Employees Taking Childcare Leave
Men

Women

(%)
100

100.0

100.0

100.0

100.0

100.0

Promoting the Success of Women
41.2

50

Tokyo Tatemono pursues initiatives aimed at empowering
women to develop their careers in a way that draws from theirpersonal values, their talents and their individuality. To provide asecure work environment, we have established various systems
to maintain employee career continuity even after a major life
event. We also recruit diverse human resources actively.
Our ratio of women employees was 30.2% as ofDecember 2020, up 4.4% from 2016. The percentage ofmanagement positions held by women reached 6.0%, up
3.3 percentage points.

28.6
18.2
0.0
0

2016

3.6
2017

2018

2019

2020

Leave Systems for Pregnancy, Childbirth, Childcare
and Nursing

In addition to maternity leave, we have established leavesystems for both women and men employees to use in thecase of childcare and nursing care. We have also set up are-employment system for former employees who resigned
from their jobs for the aforementioned reasons.
(Data) Childcare Leave P.71
Rehiring of Retirees P.39

Data
Third-Party Assurance
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Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Diversity & Inclusion

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature

PeriodEnvironment
Environmental Management
Sustainability Finance

The fullduration ofchildbirth andchildcare

External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling

DuringPregnancy

Water Resources
Biodiversity
Responding to Natural Disasters

SocialImmediately
Before/AfterChildbirthDiversity & Inclusion
Work-Life Balance

PolicyHealth Management / Occupational Safety and Health

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

Re-Employment Policy for
Employees who Resigned
due to Pregnancy, Childbirth, orChild Rearing

Retired employees may apply to be rehired by Tokyo Tatemono.

Flextime System

Flextime System can be used. This applies to office admin staff, who are not ordinarily eligible to use
flextime (work start/stop times can be adjusted).

Leave Before/After Childbirth

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

Special Leave for Childbirth

Employees may take one day of special leave.

Celebratory Monetary Gift
for Childbirth

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

Revitalizing and Utilizing Real Estate Stock

GovernanceCorporate GovernanceDuringChildcare

Ratio of Employees Rehired at Retirement Age

Childcare Leave (Childcare 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 Childcare

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

Restrictions on Late Night Work
for Childcare

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 Childcare

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 betaken in hourly increments).
Salary: Unpaid Period: Until the conclusion of the child’s third year of elementary school

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

Supply Chain Management

Data
Third-Party Assurance

Flextime System can be used. Salary: Same as ordinary flextime system.
Period: Until the conclusion of the child’s third year of elementary school
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

Risk Management
ComplianceTokyo Tatemono has introduced a rehiring policy for employees
who have reached the retirement age of 60 but wish tocontinue working until the age of 65 so that they can continue
to enjoy active, successful careers. Our Personnel Department
conducts individual interviews with employees who areapproaching the statutory retirement age. These employees
have the opportunity to express their wishes about how theywant to work based on their individual life plans. These
programs let us offer employees the opportunity to be fully
active, even after 60 years of age.
In 2019, we launched career design training programs forexperienced line managers. These programs help line
managers have a positive experience in making career choices
on post-retirement-age rehiring.

Shortened Working Hour System

Respect for Human Rights
Improving Quality and Customer Satisfaction

Overview

Paid Leave Carryover Policy

Flextime System

Human Resource Investment and Development

Contributing to Our Communities

Promoting the Success of Seniors

Overview of Childbirth and Childcare Support Systems* Some policies carry conditions such as length of service

100.0
91.7

100

87.5

81.8

75.0

50

0

2016

2017

2018

2019

2020

(Data) Rehiring of Employees at Retirement Age P.71
TOKYO TATEMONO GROUPSUSTAINABILITY REPORT 2021

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Corporate Philosophy, Group Profile, Contents, Editorial Policy

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Diversity & Inclusion

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Promoting the Success of People with Disabilities

Promoting the Success of Non-Japanese Employees

Rehiring of Retirees

Tokyo Tatemono promotes the success of people withdisabilities through hiring activities throughout the year.
We have prepared systems that allow people with disabilities
to enjoy long-term, stable employment. We accomplish thisthrough optimal department assignment based on theindividual’s particular qualities, through regular consultations
with the Personnel Department, and through working hours set
appropriately to the particular circumstances of each disability.
The employment rate of people with disabilities in 2020 was
1.75%, but as of March 2021, the mandatory number of
employees was met and the rate was 2.28%. We will continue
our efforts to employ people with disabilities.

Tokyo Tatemono does not discriminate in its hiring based on
factors such as nationality or race.
In our overseas business, we hire and foster strong talentfrom various nationalities at our local subsidiaries. This enables
our business to grow roots in the regions in which we operate.

We have introduced a rehiring system for retired employees
who had to leave the company due to life events or family
reasons, such as pregnancy, childbirth, childcare, or nursing
care. This enables them to return to the company and resume
leveraging the knowledge and experience they obtained during
their tenure.

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion

Ratio of Employees with Disabilities

Work-Life Balance
Human Resource Investment and Development

(%)
3.0

Health Management / Occupational Safety and HealthRespect for Human Rights

1.88

1.98

Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate Stock

1.87

1.81

1.75

1.5

(Data) Headcount P.70

System to Accompany Spouse on Overseas Transfer
With globalization as a backdrop, opportunities to workoverseas are increasing. Tokyo Tatemono allows employees totake up to three years of leave of absence to accompany theirspouse on an overseas assignment. The policy is designed for
employees who wish to remain with the company but also
want to share their life with their family. By giving consideration
to the work-life balance of employees in this situation, we hopeto enable them to lead a fulfilling life. In addition, employees
who have left the company due to reasons such as theirspouse’s transfer are eligible to rejoin under the rehiring system
for retired employees.

Contributing to Our Communities

Rehiring of Retirees P.39
GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

0.0

2016

2017

2018

2019

2020

* As of the end of June each year

(Data) Headcount P.70

Data
Third-Party Assurance
TOKYO TATEMONO GROUPSUSTAINABILITY REPORT 2021

39

Corporate Philosophy, Group Profile, Contents, Editorial Policy

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Work-Life Balance

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Policy and Concept

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling

Amid mounting concern about long working hours and mental
health issues, it is vital for each employee to maintain a goodbalance between work and his or her personal life. This is a key
requirement for feeling fulfilled in one’s work and performing well.
Implementing work style innovation will improve efficiency andenable a better work-life balance. We believe that this will inturn lead to increased productivity and sustainable growth for
employees and companies.

their expired paid leave for purposes such as childcare, nursing
care and medical treatment. We actively encourage employees
to use their paid leave, having established a paid leavepromotion period to make it easier for employees to take timeoff. We also provide refreshment leave to employees when theyreach a certain number of years of continuous service to createa working environment in which each employee can shine.
(Data) Paid Leave Status P.71

Water Resources

Labor-Management Cooperation in Work-Style Innovation

Tokyo Tatemono Work-Style Innovation Concepts

Biodiversity
Responding to Natural Disasters

The goal of work-style innovation is to create more time byincreasing efficiency, bringing about both corporate andindividual growth as well as the happiness of the individual.

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction

Promoting the Use of Paid Leave

In addition to the regular paid leave policy, we have establisheda paid leave carryover policy. This policy allows employees to use

Corporate Growth

Avg. Number of Paid Leave Days Taken

Percentage of Paid Leave Taken(Days)

(%)

20

70

57.7
51.2

Corporate Governance
10

8.7

8.8

9.9

10.6

9.3

35

Supply Chain Management

Data
Third-Party Assurance

0

2016

2017

2018

2019

2020

Time-Savings

Risk Management
Compliance

1 Thorough implementation of paperless processes
2 Use of various ICT tools
3 Conducting telework trials

Diagram: Tokyo Tatemono Work-Style Innovation

Strengthen
GrowthCapabilities

Governance pecific Measures for Work Style Innovation
S
Discussed between Labor and Management

Tokyo Tatemono established the Work-Style Innovation LaborManagement Review Meeting with the labor union in 2017
(hereinafter referred to as the Study Council). The Study
Council was established to enable labor and management toexamine the necessary concrete measures to execute workstyle innovation that is appropriate for Tokyo Tatemono. The

Use of Paid Leave

Revitalizing and Utilizing Real Estate StockContributing to Our Communities

overall aim is to further improve productivity and efficiency inthe execution of business operations in order to ensure thesustainable growth of our Group.
The Study Council also shares the purpose of and goals tobe achieved through work-style innovation, engaging in broadbased discussions between labor and management. We havebeen conducting telework trials since 2018. We continued thisuse of telework in 2020 as part of our measures to prevent the
spread of COVID-19. In addition to working from home, we aim
to further improve productivity through the use of external
satellite offices and increased adoption of various ICT tools.

Joint
GrowthIndividual Growthand Happiness

GrowthPursuit of Profits
More Opportunities toVisit Customers
New Initiatives and Businesses

Improvement Efforts
Greater Motivationof Employees

Rapid
Decision-Making

Rigorous TimeManagement

Personal
RelationshipsS elf-actualization

More TimeS
 ocial Interactions
outside the Company
Wealth of ProductKnowledge

Happiness aintain and Improve HealthMWork-life BalancePhysical/Mental Refresh

Sharing Expertise

Building IT/
Other Infrastructure

TOKYO TATEMONO GROUPSUSTAINABILITY REPORT 2021

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Corporate Philosophy, Group Profile, Contents, Editorial Policy

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Work-Life Balance

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

TOPICS

Dialogue between Labor and Management

Initiatives to Reduce Overtime WorkTokyo Tatemono supports freedom of association and the rightto collective bargaining. All employees (except for management
and certain positions) are members of the Tokyo Tatemono
Labor Union, organized within the company. The labor union
and Tokyo Tatemono have concluded a labor agreement andwork to solve a diverse range of challenges through dialogue
between labor and management.

Tokyo Tatemono has been engaged in ongoing measures toprevent overtime since 2008 from the perspective of work-lifebalance and employee health management.
In 2010, we adopted a system to shut down computers at
the standard end of the working day to limit late-night working
hours and prevent overwork. Furthermore, in departments
where long-working hours occur, we have implemented aframework to address this issue by requiring direct supervisors
to report on improvement measures and provide feedback toupper management. Through this PDCA cycle, we are striving
to reduce overtime hours (overtime work hours).
These efforts paved the way for the labor-management
work-style innovation that we began from 2017. Now morethan ever, we are striving to improve efficiency and time
management so that we can create more time for each of us.

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance(Data) Percentage of Unionized Employees P.71
Conclusion of Agreement on Overtime and Holiday WorkIn accordance with the Labor Standards Act, an Agreement on
Overtime and Holiday Work (commonly known as the “36Agreement”) has been concluded with a person representing amajority of employees at each business site. This agreement
applies to all employees except supervisors.

Human Resource Investment and Development
Health Management / Occupational Safety and Health

Changes in Overtime Hours Worked per Month

Respect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate Stock

Overtime Hours(Time)
40

Contributing to Our Communities

30

GovernanceCorporate Governance

22
19

20

19

20

21

20

21

25

23

24

TIMEWORK, a Space-Sharing Service
for Corporations
The need for remote work among companies is increasing
due to the progress of work style reforms and the impact of
the coronavirus pandemic. This trend has spurred a rapid
increase in the number of facilities offering shared andserviced offices.
However, the use of shared offices, meeting rooms, orother spaces operated by different entities generally requires
a contract with each individual business as well as specificprocedures for the use of each location. This presents ahurdle for companies that want to use many facilities as partof their work environment infrastructure.
To eliminate this obstacle, Tokyo Tatemono has partneredwith companies such as Nippon Steel Kowa Real Estate Co.,
Ltd. and Nippon Tochi-Tatemono Co., Ltd. to launch
TIMEWORK, a new shared office space-sharing platform. The
service connects multiple facilities of different operators withuser companies under a single contract, with the aim ofproviding a more convenient service for both user companies
and member facilities. From November 2019, we launcheda service that allows companies (users) to use, on an hourly
billing basis, any facility from among the member-registeredshared offices.
As of the end of
December 2020,
we have expanded
to 106 locations.

20

Risk Management
Compliance
Supply Chain Management02009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Shared Office (+OURS Shinjuku)

Data
Third-Party Assurance
TOKYO TATEMONO GROUPSUSTAINABILITY REPORT 2021

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Corporate Philosophy, Group Profile, Contents, Editorial Policy

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Human Resource Investment and Development

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Policy and Concept

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthTokyo Tatemono strives to develop the skills of employees,
reflecting our belief that employees are the foundation fromwhich sustainable corporate growth is built.
In 2012, we revised a number of human resources
systems to better cultivate talent and create workplaces
capable of creating added value. At the same time, we strive
to innovate ourselves into a highly optimized organizational
culture beyond individual or departmental optimization. As
part of our innovation, we formulated our Human Resource
Policy, based on which we have built our human resource
development system.
Human Resource Policy

the OJT development cycle in the workplace, we have set up
training for managers responsible for instructing others, as well
as a new employee counselor system. The operation status ofthese initiatives is monitored through regular interviews by the
Personnel Department.
For mid-career employees, we provide enhanced programs
to foster a culture of learning. This includes voluntary in-housetraining, external dispatch training, and cross-industry
exchange training, providing a system that empowers
employees to consider the knowledge and skills they need andchoose accordingly.
Training for managers includes training to enhance daily line
management, including training for evaluators, mental healthSummary 2021 Training Programs

1 Developing ideal human resource

Ideal human resource: a person that is trusted and that opens
new avenues for the future
2 Realization of a satisfying working place
where employees can feel their growth

Training per Management Level
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 Third-year Group Training

New Employees ew Employee Training Basic Practical Real Estate Training
NLogical Thinking IT Training

Respect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate Stock

System (Human Resource Development System)

Contributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data

From the time a new graduate joins Tokyo Tatemono, we takea keen interest in their development. We provide a collective
training program offering basic business training (covering topics
such as logical thinking, marketing and management strategy).
To provide experience and broader knowledge required for
employees of a comprehensive real estate company, we rotate
new graduate hires among three departments to gain
experience in their first ten years of employment. To strengthen

and line care training, as well as dispatch training programs toexternal training agencies such as business schools to enhancetheir strategic perspectives and management capabilities.
In addition, we have established self-development programs
and support systems to aid employees in acquiringcertifications. These are to help employees enjoy independent
learning at all stages of employment. We also offer special
support for learning the English and Chinese languages, as well
as for dispatching employees to overseas training inconsideration of global business expansion.

Global Training

Self-Edification/
External Dispatch

Electives
Coaching:
BasicsCoaching:
AdvancedStrategic OJTLeadership
Business
Development
Data ScienceDesign Thinking
Negotiation
Action Learning
BreakthroughLectures by
Outside Experts

Attending
languageschools
Overseas
on-siteobservation
Overseas
dispatchtraining
Internships with
local
subsidiaries

 upport forS
attendingbusiness/
graduate school
Single-subject
business school
training
dispatch
Cross-industry
training
Distance
learning
External
seminars

Support Systems
for Acquiring
Certifications
 eal Estate
R
Broker
The Official
Business Skill
Test inBookkeepingJapan Business
Law ExamCertified
Building
Administrator
Real EstateConsulting
Master Exam
Real Estate
Securitization
MasterUrban Renewal
Planner
Real EstateAppraiserFirst-classArchitect

Third-Party Assurance
TOKYO TATEMONO GROUPSUSTAINABILITY REPORT 2021

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Corporate Philosophy, Group Profile, Contents, Editorial Policy

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Human Resource Investment and Development

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion

Group-Wide New Employee Workshops for Improving
Group Synergies
Through the array of businesses we operate, Tokyo Tatemono
is building an organization that can demonstrate groupsynergies to our customers and other stakeholders.
To achieve group synergies, we must first develop a senseof kinship, learn about the business of each group company,
and build deeper personal relationships. For this reason, we
conduct a joint group training program for young employees.
We provide various joint training programs in addition to thefour-day orientation training that takes place immediately after a
new hire joins the company, and the exchanges at the annual
field day every fall. These additional programs continue until thethird year after an employee joins the company. Through thisapproach, we aim to aid the formation of personal connections
that will help us achieve group synergy.

Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance

TOPICS

Acceptance of Interns
We accept undergraduate and graduate students for internships.
The internship program is held twice a year, once in thesummer and once in the winter. In 2020, a total of 207 interns
were accepted.
We believe that through the internship experience, students
gain valuable exposure to working life as well as a chance tointeract with other students. This not only improves theircapabilities, but also provides them with an opportunity to think
seriously about their own future. By giving students anopportunity to gain prior experience working at ourorganization, we also aim to reduce mismatches in the realestate industry as a whole, as wellas in our company. We believe thatthese efforts can help prevent early
job turnover, promoting thedevelopment and retention ofyoung workers.
Acceptance of interns

Overseas Training for Global Human
Resource Development

Third-Party Assurance

In February 2020, 42 employees in their third year of
employment from six of our group companies (Tokyo
Tatemono, Tokyo Tatemono Real Estate Sales, Tokyo
Tatemono Amenity Support, e-State Online, Nihon Parking,and Prime Place) gathered for a two-day training program
aimed at laying the groundwork for group synergies.
This training is the culmination of the Group’s joint training
program that is provided to employees over their first three
years after joining the company. The aim of this training is todeepen the participants’ thinking not only about the businessesof each company, but also about the next-generation developerthat Tokyo Tatemono Group should aim to become. Forming
separate teams, the participants discussed SDGs, which are
the common goals of theinternational community. On thelast day of the training, eachteam made a presentation
about new initiatives throughwhich the Group can contributeto the achievement of SDGs.

A presentation at the training program

Number of Interns AcceptedTokyo Tatemono conducts overseas training to foster
heightened global mindsets among our employees as we
continue our global business expansion. (Past destinations
include China and Malaysia, etc. This training was put on holdin 2020 due to the pandemic.)
Going forward, we will continue to support the growth ofhighly motivated people who want to take on the challenge ofcreating new value globally, both in Japan and overseas.

(Persons)

294*

Examples of Presentation Themes

293*

300

207
157

144

0

“From an unusable place toa useful place”
Providing a platform application toconnect underutilized spaces.

SDGs towhich we cancontribute“Enriching people’s spare time”
Developing a mobile lounge businessthat provides a place for personallearning and relaxation.

150

Supply Chain Management

Data

Group-Wide Training for Improving Group
Synergies: Third-Year Employees

2016

2017

2018

2019

2020

* Figures for 2016 and 2017 include participants in seminar-based one-day internships.
TOKYO TATEMONO GROUPSUSTAINABILITY REPORT 2021

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Corporate Philosophy, Group Profile, Contents, Editorial Policy

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Health Management / Occupational Safety and Health

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Policy and Concept

Special Feature
Environment
Environmental Management
Sustainability FinanceTo enable our executives and employees to reach their fullpotential, Tokyo Tatemono Group strives to support andimprove the health of each individual in accordance with theGroup Health Management Declaration.

External Evaluation and Certification for Green Building
Responding to Climate Change

Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion

Tokyo Tatemono established the Health Committee, which
consists of representatives from the Personnel Department andeach office/location, as well as industrial physicians. The HealthCommittee generally convenes once a month for the purposeof improving standards of occupational health in the workplaceand encouraging employees to maintain and improve theirhealth. Moreover, we work to maintain and improve healthWork-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and Health

Health Management Promotion System

Respect for Human Rights

President
Chief Health Officer (CHO)
Chairperson of the
Sustainability Committee

Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

Sustainability Committee

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data
Third-Party Assurance(Data) Health Management / Occupational Safety and
Health Indicators and Results P.71

SystemPollution Control and Resource Recycling
Water Resources

throughout the Tokyo Tatemono Group via exchanges between
group companies.
Monitoring of the setting of targets and progress, as well as
evaluation of the achievement of the targets, will be reported to
the Board of Directors through the Sustainability Committee.

 okyo Tatemono Group Health
T
Management Declaration
The corporate philosophy of Tokyo Tatemono is “Trust beyond theera,” which incorporates our will to strive for the growth of thecompany and the creation of a prosperous society, taking pride in
the trust placed in us that extends over a century.
To embody this corporate philosophy, we believe the health of
our executives and employees, as well as their families, is vital.
We see the mental and physical health of our executives andemployees as the source of sustainable corporate growth andactively promote activities for every person to maintain andimprove their health.
I will strengthen our environment to achieve this as the chief
executive officer responsible for health management, and I vow that
we will endeavor toward health management as a unified Group.
Hitoshi Nomura
President and Chief Executive Officer
Tokyo Tatemono Co., Ltd.

Goal setting, monitoring, evaluation ofachievement, etc.

Health insurance
association
Industrial physician
Consultant
Psychiatrist
Outsourcing
company

HealthCommittee
Coordinate

Personnel Department
Coordinate
Health Management andDiversity Promotion
Group

Tokyo Tatemono
Labor Union
Tokyo Tatemono
Group
Companies

Third-Party Evaluation of Health Management
In 2014, the Development Bank of Japan, Inc. DBJ Employees
Health Management Rating awarded Tokyo Tatemono thehighest possible accolade for our earnest efforts toward health.
The recognition cited our outstanding initiatives toward thehealth considerations of our employees.

In 2017, Tokyo Tatemono and four other group companies
were recognized under the Certified Health & Productivity
Management Outstanding Organizations Recognition Program,a program in which the Ministry of Economy, Trade and Industry
certifies companies practicing excellent health management.
In addition, ten group companies were recognized by the
National Federation of Health
Insurance Societies (Kenporen) inTokyo, receiving Silver and Goldcertifications as outstanding healthorganizations under the Health &Productivity Management
Outstanding Organizations
Recognition Program.

Status of Certification as an Outstanding HealthManagement Company
2018Tokyo Tatemono

2019

CertifiedCertified(White 500) (White 500)

2020

2021

CertifiedCertified(White 500)

Tokyo Tatemono Real
Estate Sales

—

—

—

Certified

E-State Online—

Certified(White 500)

CertifiedCertifiedTokyo Fudosan Kanri——

Certified(White 500)

CertifiedTokyo Realty Investment
Management

—

—

—

CertifiedTOKYO TATEMONO GROUPSUSTAINABILITY REPORT 2021

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Environment

SocialGovernance

Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Health Management / Occupational Safety and Health

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Health Improvement Initiatives

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data
Third-Party AssuranceTokyo Tatemono coordinates with health insurance associations
to conduct a wide range of initiatives for improving employees’
health. We know the particular health risks of our employees
and take preventative measures actively against severe
illnesses for non-obese and young people not eligible for
special health checkups. This is for the purpose of improving
health through preventative and early-term treatment.
In addition, to prevent the onset of health problems,
employees who work more than a certain number of hours
overtime or on holidays are interviewed by industrial physicians.
Employee Health Management

Tokyo Tatemono has set a goal for 100% regular medical
checkups for our employees, and we are advancing initiatives
to raise greater awareness of health management among all
employees. We have achieved this goal every year since 2011.
Since 2017, we also conduct group dental examinations. (In 2020,
it was cancelled due to the coronavirus pandemic.)
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*.
Furthermore, we offer subsidies to cover the cost of
vaccinations to prevent widespread infection during flu season.
Since 2016, we have invited doctors to our facilities to provide
vaccinations for better disease prevention.
* A system in which employees are provided a certain set of points to spend freely on aseries of benefit options. This has the advantage of allowing individuals to enjoy a
combination of benefits that suit their own circumstances.

(Data) Health Management-related Measures P.71

Smoking Prevention

In 2019, we launched a smoke-free environment in our office.
We are striving to lower our current 20% smoking rate to 12%
or less by the end of fiscal 2022 (the same level as the goal set
out in the Basic Plan to Promote Cancer Control (Third Term)).
In 2020, the smoking rate was 17%, a significant decrease
from 21% the year before.
(Data) Health Management-related Measures P.71
Mental Health Initiatives

Each Tokyo Tatemono employee has access to an online
service for annual stress self-checkups. This simple processprovides employees with a clear picture of their own stressconditions.
In addition, we provide mental health counseling via healthinsurance associations. These counseling services are madeavailable to employees with mental health concerns. In 2016,
we launched a partnership with psychiatric advisors, creating a
support structure that includes training to help employees
return to work.
We conduct self-care and line care training to promotemental health awareness. This training is mandatory for new
managers in particular. Currently, this training boasts a 100%
attendance rate. We also invite sports trainers to teachcompany-wide training for all new employees. We work notonly to help all of our employees understand the criticalimportance of their mental health, but also for early detection
and prevention of mental health issues.
Sustainability Website
Special Back Number: Steadily Achieving Results in
Health Management (Published in 2017)(Only available in Japanese)

Occupational Health and Safety Initiatives
Tokyo Tatemono works to ensure employee safety byadvancing a wide range of initiatives to guarantee a work-friendly
environment as stated in our Compliance Manual.
(Data) Lost Time Injuries P.72
Maintaining the Work Environment

We are working to ensure a work-friendly environment by
reducing fatigue and stress caused by work. This helps toprevent occupational accidents and health problems.
With the relocation of our head office functions to theTokyo Tatemono Yaesu Building, we are putting into practice
our approach of creating an office where employees canwork comfortably.

Improvement of Working Environment at Tokyo Tatemono
Yaesu BuildingWork
environmentWorkmethodThermalcondition

Temperature control by AI air
conditioning

Visualenvironment

Installation of task lighting withadjustable illuminationSound
environment

Installation of sound-proof booths andsound masking

Improvement of work posture by introducing tilting
and lifting desks
Set up a cafe space as a place for rest and communication

Rest
SupportInstallation of health equipment
Greening the office

Health Management Initiative (Only available in Japanese)
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Management

Special Feature

Environment

SocialGovernance

Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Respect for Human Rights

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Policy and Concept

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and Health

The Tokyo Tatemono Group supports the Universal Declarationof Human Rights in the International Bill of Human Rights,
international labor standards such as the ILO Declaration on
Fundamental Principles and Rights at Work, and the Guiding
Principles on Business and Human Rights.
The Group’s approach to ensuring respect for human rights
throughout its business activities was until recently based on
the Tokyo Tatemono Group Compliance Manual. To further
reinforce our efforts regarding human rights, however, we haveestablished the Tokyo Tatemono Group Human Rights Policy,
which is based on the Guiding Principles on Business andHuman Rights. When formulating the policy, we received advice
from outside experts as well as approval from the Board of
Directors. With regard to our supply chain, we have established“Sustainable Procurement Standards” and we are working
together with our business partners to promote these initiatives.

Issues related to human rights are raised at the Sustainability
Committee, which discusses measures to address them. In
January 2019, we engaged in a progressive reorganization of
our Anti-Discrimination Promotion Committee to establish the
Human Rights Education and Promotion Committee. This
committee will plan, implement, and inspect educational
programs and training sessions on human rights issues.
ESG Management Promotion Framework P.6

Human Rights Policy

Human Rights Education and Promotion Structure

Sustainable Procurement Standards P.67

Human Rights Education and Promotion Committee

Respect for Human Rights
Improving Quality and Customer Satisfaction

SystemHuman Rights Policy

All persons engaged in the Tokyo Tatemono Group’s operations
must comply with the Human Rights Policy. We are also
engaging with our business partners and other stakeholders
and we expect them to comply with the policy. The Groupstrongly recognizes the importance of respecting the humanrights of all stakeholders involved in our business. Based on
this policy, we will conduct human rights due diligence toidentify, mitigate, correct, and remedy any human rights issues
in our business.

President

Appointment

Chair (Director Responsible for Human Resources)

Revitalizing and Utilizing Real Estate StockContributing to Our Communities

Vice Chair (Two executive directors)

GovernanceCorporate GovernanceRisk Management

Members(General Managers of Corporate Planning, Personnel, and General
Affairs Department; Branch Managers)

Compliance
Supply Chain Management

Data
Third-Party Assurance
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Corporate Philosophy, Group Profile, Contents, Editorial Policy

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Respect for Human Rights

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Initiatives for Human Rights Due Diligence

Responding to Human Rights and Discrimination Issues

The Tokyo Tatemono Group is working to establish a humanrights due diligence system. In 2020, with the help of external
experts, we identified and assessed (through risk mapping) therisks that could have a negative impact on human rights for our
major businesses and their value chains. Based on theseresults, we will determine the priorities for the Group.

Due to the nature of the real estate business, the Tokyo
Tatemono Group is in no small way susceptible to potential
discrimination issues. For this reason, we provide ongoingtraining to ensure a proper understanding of human rights anddiscrimination issues, as well as to ensure appropriate
responses in our activities, to prevent situations that could leadto human rights violations (in 2020, we did not provide thistraining due to social distancing measures during thecoronavirus pandemic).
We have also assigned to the general manager of humanresources the role of promoting fair recruitment, selection, andhuman rights awareness. This individual is responsible forpreventing discrimination or other human rights infringementsfrom occurring in our recruitment activities.

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management

Participation in Human Rights Due Diligence Study Group
for Construction and Real Estate Sector

We are participating in a human rights due diligence study
group involving eight construction and real estate companies*.
This study group conducts research and studies on identifying
and addressing impacts on human rights. In doing so, it aims
to fulfill the responsibility required of companies by the United
Nations Guiding Principles on Business and Human Rights to“avoid infringing on the human rights of others and to takemeasures to prevent, mitigate and remedy adverse impacts on
the human rights involved.”* Mitsubishi Estate, NTT Urban Development, Tokyu Land Corporation Holdings, Tokyo
Tatemono, Nomura Real Estate Holdings, Obayashi Corporation, Shimizu Corporation,
Taisei Corporation.

Compliance Training that Includes Human Rights
The Tokyo Tatemono Group’s compliance manual stipulates“respect for human rights, prohibition of discrimination andharassment,” and “ensuring a comfortable working environment,”
and we ensure that all employees are aware of these principles.
We also conduct compliance training, including human rights
training, for employees and managers as appropriate.
Compliance Training P.65
Compliance Surveys P.66

Compliance
Supply Chain Management

Data
Third-Party Assurance
TOKYO TATEMONO GROUPSUSTAINABILITY REPORT 2021

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Corporate Philosophy, Group Profile, Contents, Editorial Policy

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Improving Quality and Customer Satisfaction

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Policy and Concept

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion

The Tokyo Tatemono Group strives to offer services andmechanisms improving quality and customer satisfaction, withthe aim of promoting safety and security in urban development.
We believe that our attention to quality both in hard (finishedproducts, e.g., buildings) and soft (services offered) aspects ofour business, as well as our ongoing work to improve customer
satisfaction, are the source of our corporate competitiveness.
Therefore, the Group has adopted a barrier-free, universal
design for the offices and residences we develop. Our purpose
here is to achieve usability for all customers, including theelderly and persons with disabilities.
Moreover, in response to customer feedback, we have
implemented a number of varied mechanisms in our businessactivities, striving to further enhance quality from the customer’s
perspective to improve satisfaction.

Quality Control Initiatives in the Commercial
Properties BusinessTo deliver an experience that makes customers feel safe,
secure, and comfortable, we have established a quality control
system and standards for each phase of the Commercial
Properties business, from planning and design through toconstruction and operation. In addition, we quickly respond toany defects or problems after construction and implement the
PDCA cycle to develop the next property.

Planning and proposal

Duringplanning

Work-Life Balance

Respect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data
Third-Party Assurance

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

In the Commercial Properties business, we are guided by theconcept of the “Human Building,” in which people are always
at the center. We want our customers to feel safe, secure,and comfortable across both the hard and the soft aspectsof our services. To ensure that all employees in theCommercial Properties business have a deeper
understanding of this concept, and to link it to further efforts,
we have formulated Five Actions (Code of Conduct). We put
these guidelines into practice in our daily work, with the goalof creating a building that each of us and each of ourcustomers can feel is “My building.”

In charge: each department of the Commercial Properties business

Duringdesign andconstruction

 eflecting the needs of customers and societyREnsuring safety, security, and comfort
Exercising consideration for the environment

Blueprint check, site inspection, structuralreview, etc. In charge: Building Engineering Department
 ealization status of the projectR
Exercising consideration for the environment
Ensure high-quality standards based on various
specifications and checklists

Countermeasures against defects andproblems in existing properties; reflecting
results of customer satisfaction surveys

Human Resource Investment and Development
Health Management / Occupational Safety and Health

Initiatives in the Planning and Construction Stages
For quality control of the hard aspects of the business, theBuilding Engineering Department plays a central role in thesystem we have established to check each phase of planning,
design, and construction. In the long process from property
development to operation, performance and criteria
requirements often change. We continually check whether
we are reflecting the needs of society and our customers at
each stage.

Duringmanagement
and operation

Post-completion inspections (three times win
total: at six months, one year, and two years
after completion) In charge: Building Engineering Department
Investigation and handling of initial problems

Cycle to enable
planning of appealing
products and ensurehigh quality
Upon
completionof
construction

Completion inspection (multiple times)
In charge: Building Engineering Department
Realization status of the projectMeasures and responses to minimize defects or
problems during operation

Property inspections, customer satisfaction surveys(conducted annually) In charge: Building Engineering Department,
Management and Operation Department

Investigation and handling of initial defects or problems
Confirming and responding to customer needs* This cycle is also implemented in large-scale renovations of aging buildings.

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Corporate Philosophy, Group Profile, Contents, Editorial Policy

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Improving Quality and Customer Satisfaction

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance

Initiatives in the Management and Operation Phase
Tokyo Fudosan Kanri, which is engaged in building
management, has established and is operating a quality
management system of its own. The aim of this system is tomaintain and improve the quality of its overall building
management and thereby increase customer satisfaction.
The inspection of the management site, an essential step inthis process, is carried out by both regular checks by thedepartment in charge and voluntary checks by the
management site. This is to ensure that legal compliance andthe quality of in-house standards are met with respect togeneral management, cleaning, and firefighting.
Through these check systems, we strive to deliver acustomer experience that feels safe, secure, and comfortable.
In this way, we aim to enhance the value of our buildings.
Office Building Customer Satisfaction Survey Results (FY2020)
Somewhat dissatisfied 0.56%

Dissatisfied 0.28%

Human Resource Investment and Development
Health Management / Occupational Safety and HealthSomewhat satisfied

Satisfied

Improving Quality and Customer Satisfaction
81.56%

Revitalizing and Utilizing Real Estate StockContributing to Our Communities

Customer Satisfaction Survey, Response Ranking (FY2020)

Corporate GovernanceRisk Management#1

Common area cleaning status#2

Fire and disaster prevention systems in buildings

Compliance#3Disaster prevention center emergency support

Supply Chain Management#1

A/C temperature and humidity#2

Divided smoking/non-smoking environments#3

Cellular signal reception

Data
Third-Party Assurance(Data) Office Building Customer Satisfaction Survey
Results P.72

17.60%

Respect for Human Rights

GovernanceRefining Our Work with Customer Satisfaction Surveys

The Office Buildings Business conducts customer satisfaction
surveys once every year for office building tenants. Our surveys
gather direct, unfiltered customer perspectives addressing
safety, security, and comfort. We use these perspectives torefine our work based on tenant needs. Moreover, we sharethese refinements with other relevant departments to improvecustomer satisfaction further.
For example, we have improved PC screen operability anddetailed zoning during construction for air conditioning
equipment in buildings, offering greater control. We have also
worked to install e-cigarette smoking rooms and adopt
measures related to blind zones for mobile phones. In 2020,
we also conducted a customer survey regarding our
response to the coronavirus pandemic. By reflecting newneeds in our building operations, we received positive feedback
from our customers.

Satisfied

Dissatisfied

Examples of Satisfaction Improvement Measures Enacted

Use of Digital Signage
Digital signage was installed in Nagoya Prime Central Tower
and Tokyo Tatemono Higashi-Shibuya Building. In addition toproviding the usual information such as news and weather
forecasts, the signage also
serves as a means of encouraging
cooperation in environmental
activities, one example being thepromotion of correct waste
separation using a quiz format.
Raising awareness of waste
The signage has been well
separation through quiz-style activities
received by customers.

Utilization of IoT in Office Building Toilets
At Nakano Central Park, we partnered with VACAN, Inc. to makeeffective use of the spare time needed to use the restroom. A
visual display of the congestion status is available to office
workers on their smartphones, while advertisements are
displayed on monitors installed in
the cubicles. In times ofcongestion, cubicle occupants
are encouraged to be consciousof their usage time by a display
showing their elapsed time on
Monitor display during times ofthe monitor.
congestion

Renewal of the Deck SpaceAt Nakano Central Park, to secure a sufficient number ofseats in the refreshment space for customers, we renewed
the deck in the commercial area,
converting it into an open
space with the top half of thewindows open. The space is wellventilated, which has helped its
popularity during the pandemic.
Deck after renovation

Installation of Scented Air Conditioning System with
Sanitizing Function
We introduced a full-scale scented air-conditioning system witha sanitizing function at the first-floor entrance of the Osaki
Center Building. The aim is to enable customers to use theoffices with peace of mind, even during the pandemic. This is
the first time in Japan for the system to be installed in thecommon area of an office.
During the day, the system provides a relaxing andTOKYO TATEMONO GROUPSUSTAINABILITY REPORT 2021

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Environment

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Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Improving Quality and Customer Satisfaction

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate Governancecomfortable space with the use of carefully selected green
scents, which have stress-reducing effects. At night, when
there are no people around, sanitizing solutions are dispersedby remote control to create a hygienic and safe space.
Renovation of Building Common Areas(Shijo-Karasuma FT Square)
At Shijo-Karasuma FT Square, we renovated various sectionsof the common areas with the aim of giving tenants a sense of
Kyoto, as well as reversing some of the effects of the aging of
the building and improving its functionality.
In each restroom, a tooth brushing corner was installed. A
styling corner was added to women’s restrooms, as well as small
lockers for storing personal care items. The doors of the restrooms
were decorated with various traditional Japanese patterns.
Explanations of the meaning of each pattern are posted at the
restroom entrances, conveying a sense of the tradition of Kyoto.
The carpet tiles in the common corridors were previously
renovated to incorporate patterns reminiscent of cobblestones
and a dry landscape garden. The shape of the light fixtures inthese corridors was also changed as part of a switch to LED
lighting. The synergistic effect of these subtle changes has
combined to create a visually new space that is balanced
and comfortable.
The elevator hall on the first floor has also been enhanced to
improve the comfort for people even during the short timespent waiting for the elevator. This was achieved by blocking
the inflow of outside air and installing air conditioning vents.

Risk Management

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

The Tokyo Tatemono Group holds the Human Building
Convention once a year as an event to facilitate information
sharing and communication. All Group companies involved with
our Commercial Properties Business participate.
Through this competition, we not only communicate themanagement policies of the Office Buildings Business, but alsoachieve safety, security, and comfort for our customers. Further,
we introduce and celebrate examples of outstanding
implementations of our Human Building philosophy. By sharing
these positive examples and cultivating interaction amonggroup employees, we expect to see more improvements
leading to safety, security, and comfort for our customers. In
2020, we decided not to hold the event due to the impact of
the coronavirus pandemic. However, we instead held the event
online as a way of motivating staff who had to continue to carryout their work on-site. A total of three awards were presented,
including one that recognizes outstanding demonstration ofgroup synergies by responding to an accident in a way thattranscends organizational boundaries. Presentations of casestudies were also delivered.

The Good Job Idea Competition: Strengthening
On-Site Capabilities

In 2015, building management firm Tokyo Fudosan Kanri
introduced the Good Job Idea Award commendation system,
which is aimed at improving customer satisfaction in areas
such as improved safety, security, and comfort, or proposals forenergy-saving measures.
Every six months, we select and award examples of goodpractices provided by each of our locations with the Good Job
Idea Award. In fiscal 2020, 179 ideas were submitted of which
154 were recognized with awards.
In addition, we hold the Good Job Idea Competition
annually. Here, we present and award especially superior
examples that happened during that year. Through these
efforts, we raise awareness of improvement at each work site,
sharing improvement actions throughout the company toimprove quality and service levels.

Renovation of Commercial Complexes Incorporating
Feedback from Mothers Raising Children

To mark the 10th anniversary in November 2018 of the SMARKISESAKI commercial complex, we conducted a renovation to
improve the environment of the facility. As part of this, welaunched the “Happimama Plus” project, with the aim of
directly listening to and realizing the voices of mothers raisingchildren, who are the core customer base for the facility. We
reflected this feedback in the renovation to create a space inwhich our customers can feel comfortable and safe.

Video stream of the Human Building Competition

Compliance
Supply Chain Management

Data
Third-Party Assurance
After renovation

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Special Feature

Environment

SocialGovernance

Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Improving Quality and Customer Satisfaction

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

TFK Training Center for Building Management Improvement

Tokyo Fudosan Kanri established the TFK Training Center toimprove work quality and cultivate talent.
The center is equipped with equipment and devices that are
in actual use in building management (electricity, air conditioning,
hygiene, etc.), as well as a mock cubicle for responding to a
power cut. This allows trainees to learn through a uniquecurriculum that mixes practical skills and training.
At this facility, we conduct hands-on training about topics
such as fundamental knowledge, operation methods, handling,
repair, and parts replacement for equipment and systems. We
also provide various seminars for all employees, including new
graduate hires.

SocialDiversity & Inclusion
Work-Life Balance

Improving Quality and Customer Satisfaction in the
Residential Business
The Brillia Concept

The Residential Business is engaged in two major businesses.
One is the residential condominium business, focused on the
Brillia series and the Brillia brand of refinement and comfort.
The second is the residential leasing business, focused on the
Brillia ist series of rental condominiums for those seeking
unique lifestyles. The underlying concept of both is the Tokyo
Tatemono Group’s unique disposition toward Brillia Quality, aconstant aim for achieving and maintaining the elusively
exquisite comfort that comes from high-quality products andservices. We have built a unique system to consistently provide
functions that lead to a more comfortable life for ourcustomers. This system, which spans planning anddevelopment, management, repair, renovation, and brokerage,
is what allows us to deliver Brillia Quality.

Human Resource Investment and Development

Steadfast in Comprehensive Quality Management

Health Management / Occupational Safety and Health

Our Brillia residential condominium business maintains design
guidelines for refinement and rigorous standards andmanagement systems to offer comfort to our customers.

Respect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data

TFK Training Center

Use of housing performance display systems
Quality checklists including approx. 1,000 items
We have established detailed regulations for architecture,
construction, and facilities, and we operate in accordancewith related checklists.
Quality discussion groups double-check quality
throughout construction
We conduct two stages of quality checks before actual
construction is complete: the Quality Pre-Review and the
Quality Review. Here, management and design companies
exchange opinions and work to improve quality.

Inspections at various stages (on-site test pileinspections, building frame inspections, etc.)
Reports to customers (building reports)
As an initiative for comfort, we report the status of a given
building to customers who have purchased property within it.

Quality Management Through Completion of Construction
DesignLand environment measures / ground survey / noise measurement

Prior Quality Discussion(Tokyo Tatemono / design company / management company)

Quality Discussion(Tokyo Tatemono / design company / construction company)

Breaking ground /Construction
Structural inspection (on-site inspection with test pile, bararrangement inspection, building frame inspection, etc.)
Interim inspection

Online building and construction
status reports

Framework inspection

Brillia Construction Site Tour

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

Third-Party Assurance
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Corporate Philosophy, Group Profile, Contents, Editorial Policy

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Improving Quality and Customer Satisfaction

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling

Brillia Construction Site Tour

Brillia offers construction site tours, embracing the idea thatproviding information to customers leads to greater peaceof mind.
We ensure customers have visibility to as many stages of
the construction as possible in areas that will not be available
after the completion of the building. Staff serve as guides to
explain the construction. Customers have given us highly
positive feedback on the tours, saying that they were easy tounderstand, with specific examples and plain language.

cracks or breakage in portions of the concrete frame such as
the foundation, pillars, or beams, which are the main parts ofthe building’s structural capacity. We have also established anindustry-leading five-year aftercare service for defects in thefunction or operation of equipment such as intercom devices,
water heaters, and ventilation fans.
In April 2020, we introduced a new service, Brillia
Equipment Safety Support 10, through which we repair andreplace housing equipment for which the after-sales service
period has expired.

Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development

Responding to Defects or Areas for Improvement as They Arise

We make sure not only to dealt promptly with any defects
or areas for improvement that arise during the construction
phase or after delivery, but also share these with therelevant departments. For particularly urgent matters, we
immediately inform teams at the construction sites, as well
as revising manuals and providing employee education toprevent recurrence.

Aftercare Support
Brillia Life Advisor

After a certain period of timeafter moving inRegular Repairs

3 Months

Equipment Warranty

1 Year

2 Years

5 Years

Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

Governance

10-Year Inspection

Brillia Aftercare Support
With the Brillia series, we offer a variety of both hard and soft
services for customers to live comfortably from the day they
move in until the day they sell their property. This is the Comfort
from Day One theme of the Brillia brand.

Brillia Home Regular Checkups

15-Year Inspection

Brillia Owner’s Hotline

Brillia provides the Brillia Owner’s Dial, a comprehensive help
desk through which customers can inquire directly to an
operator about various matters relating to their residence andlifestyle. The service is available 24/7/365.
Value Up Service

When a property is being sold, we offer customers their choiceof one of the following services free of charge: house cleaning,
repair, collection of unused items, a provisional survey, or
certification of compliance with earthquake resistancestandards. This service increases the value of the property andsupports the sale of the property by the customer.
Value Up Service (Only available in Japanese)
Brillia-Certified Used Condominium Program

A third-party agency inspects the Brillia condominiums for salein advance and issues a certificate to properties that satisfy the
specified criteria. Both purchaser and seller can entertransactions with greater confidence under this system, whichguarantees against issues for up to five years after transaction.
Brillia-Certified Used Condominium Program(Only available in Japanese)

20-Year Inspection

Corporate GovernanceRisk Management
Compliance
Supply Chain Management

Data
Third-Party Assurance

Aftercare Support

In addition to regular repairs through the second year ofresidence, we provide unique regular checkups with ourresidents at the 10-, 15-, and 20-year marks. We offer a longterm after-sales service period of 10 years for defects such as

Visual Building Inspection (Once Yearly)
Brillia Equipment Safety Support 10 (Paid Service)

Brillia Strengths (Brillia After Support)(Only available in Japanese)

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Corporate Philosophy, Group Profile, Contents, Editorial Policy

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Special Feature

Environment

SocialGovernance

Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Improving Quality and Customer Satisfaction

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data

Brillia Condominium Management Quality

Property managers and management companies support thedaily lives of customers living in condominiums under their care.
Our condominium management company Tokyo Tatemono
Amenity Support has formulated Brillia Life Support to fully
support the lives of the Group’s condominium residents.
Brillia Life Support makes six promises to residents ensuringa refined and peaceful life, which are the core concepts of theBrillia brand. The service offers appropriate upkeep andmaintenance of condominiums, works to improve customer
services and support by property managers, properly sustains
condominium value (a key financial asset for our customers),
and supports a comfortable, peaceful life.
Brillia Life Support: The Six Promises of Brillia Life Support
Refined living

Peaceful Life

Living With the Future in Mind
Maintain and improve residence
asset value

Management as Lifestyle Partner
Making actual condominium
management visible to residents

 egular free unit inspection
RManagement company-conducted,
comfort-focused repairs
Development of long-term repair plans

Smart Living
Services for private areas
 ousekeeping services
HHouse cleaningHouse renovations

Living More Abundant Lifestyles
Support for communication
events upport of Tanabata festival/
S
Christmas events
Brillia owner’s club
Hosting management association
seminars isual exterior inspections
VSubmission of account andoperational audit reportsMonthly property manager reports

Living With Joy for Each Day
Property manager support andmeticulous cleaning
 rillia Training Center-hosted trainingB
programs (accredited vocational
training school)Cleaning checks by supervisors
Secure Living

Preparation for and prevention of
emergencies, disasters, and crime
Emergency response service
Fire drill support
Emergency supplies

Brillia Training Center for Education of and Exchange in
Condominium Management

Tokyo Tatemono Amenity Support operates the Brillia Training
Center to improve skills and educate management staff oncondominium management operations.
The center features equipment actually used in facilities(condominium management offices, fire-fighting facilities,
plumbing facilities and piping facilities, etc.), enabling a wide
range of specialized training for management staff. The center
also holds seminars that aid management association
operations, including seminars for newly appointed
chairpersons and large-scale repair construction seminars.
Moreover, the Tokyo prefectural government has certified
the center as a vocational training school based on the Human
Resources Development Promotion Act. This recognizes thefact that the center nurtures new condominium property
managers through high-quality vocational training.
Brillia Renovations

Brillia provides services related to remodeling, repairs, andrenovations of living spaces, tailored to changes in the lifestylesof our customers. Brillia Renovations is a series of renovationplans providing safety and comfort to daily lifestyles under
Brillia-original equipment specifications and quality standards,
even as homes age over time.
Customers choose one of two different renovation plans
under a clear pricing system. The basic renovation plan
updates the interior and equipment without changing the layoutof the residence, improving the quality and functionality of thespace. The more complete skeleton renovation plan renovateseverything from piping to floor plan, improving even the 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 Design Award Internal Commendation System

A key facet for continuing to earn high praise for the Brillia
brand is consistent and continuous improvement of refinement
and comfort, two major brand concepts.
We introduced the Brillia Design Award commendation
system to our Brillia properties to facilitate even greaterrefinement, recognizing designs that reach customers under aquantitative rubric based on survey responses from relevant
stakeholder meetings. This annual program judges the designsof condominiums completed during the calendar year andrecognizes properties deemed outstanding. The judging
process evaluates properties based on outstandingachievement in design based on seven categories: (1) overallplan, (2) exterior, (3) plants/landscape, (4) approach andentrance, (5) refinement in daily flow lines, (6) detail, and (7)challenges in the project.
We use this evaluation system to share superior examples
and pursue greater refinement. This system also raises
awareness and motivation of team members with respect tothe Brillia Design.

Third-Party Assurance
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Corporate Philosophy, Group Profile, Contents, Editorial Policy

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Revitalizing and Utilizing Real Estate Stock

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Policy and Concept

Revitalizing Housing Complexes

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

Housing complexes throughout Japan supported the nation’s
rapid growth after World War II. Many are now aged and are inneed of reconstruction. In addition, housing complexes wereonce home to many families raising children. Today, residents
have grown older and fewer in number. Frequently, older
residents of complexes die alone in these places. Aside fromreconstructing buildings, Japan must revitalize communities,
rebuilding interpersonal connections.
The Tokyo Tatemono Group is committed to updating ourexisting stock of housing complexes and office buildings,
creating new value for the years to come and revitalizing
local communities.

SocialDiversity & Inclusion

Revitalizing Housing Complexes
Project Characteristics

Work-Life Balance

Total units before reconstruction

Human Resource Investment and Development(Units)Health Management / Occupational Safety and Health

2,000

Total units after reconstruction

1,846
1,530

Respect for Human Rights

1,644

1,644

1,644

875

875

875

1,884

Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate Stock

Shakujii Koen Apartment Complex Reconstruction Project

At Shakujii Koen Apartment Complex, one of the largest andoldest housing complexes in Tokyo, it was decided after morethan 10 years of deliberation to rebuild the property due to thedeterioration of the buildings and facilities and the aging of theresidents. Demolition of the buildings began in 2020. Tokyo
Tatemono served as a project collaborator, providing support inareas such as planning of new facilities that will meet thewishes of the residents of the housing complex to maintain thecommunity. Through this reconstruction business, which willaccount for eight buildings and 844 condominiums by 2023,
we will enable the creation of communities where multiple
generations can live together with peace of mind.

1,000

795

971

994

(1) One of the largest scale reconstruction projects inTokyo to be carried out under the Act on Facilitation ofReconstruction of Condominiums(2) All buildings face south; greenery plan
(3) Facility planning aims to ensure that the new condominiums
maintain a sense of continuity for the community

Contributing to Our Communities

Project
Overview

Location
Construction
periodSite area

Before reconstruction

After reconstruction.

Shakujii Koen Apartment
ComplexUndecided

3 Kami-shakujii, Nerima-ku, Tokyo
1967

September 2023

42,365m2

37,730m2

Standardbuilding-to-land 60%
ratio

60%

Allowable floor
space index

200%

200%

Floor space

31,358m2

68,413m2

Number ofbuildings

9 buildings, 5 stories

8 buildings, 8 stories

Number ofunits

490 units

844 units

Unit floor space Average 56m2 unit

Scheduled to be mainly inthe 65m2 to 70m2 range

GovernanceFloor plans
Corporate Governance

0

2015

2016

2017

2018

2019

3DK to 3LDK

1LDK to 4LDK

2020

Risk Management
Compliance
Supply Chain Management

Data
Third-Party Assurance(Data) Revitalizing and Utilizing Real Estate Stock:
Indicators and Results P.72
Tokyo Tatemono Condominium Reconstruction(Only available in Japanese)
Demolition work in progress
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Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Revitalizing and Utilizing Real Estate Stock

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building

Itopia Hamarikyu Condominium Complex
Reconstruction Project

Itopia Hamarikyu, located near JR Hamamatsucho Station, wasin urgent need of reconstruction due to its aging and a need for
greater resilience against earthquakes. With some 80% of theright holders being outside residents, it was difficult to reach aconsensus on reconstruction. However, the decision to rebuild
was made in 2015. Tokyo Tatemono has been involved as aproject collaborator since 2016. The main building construction
began in September 2020. We will continue to promote theproject together with the association’s board of directors andright holders. Completion of the project as Brillia Tower
Hamarikyu is slated for 2023.

Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion

Project Characteristics(1) Rebuilding of large-scale condominium in the city center,mainly comprising one-room units(2) Contribute to the development of the property as a rareplace to live in an area where office and commercial
facilities are being developed(3) Creation of green spaces where people can feel at ease;introduction of childcare support facilities

Work-Life Balance

Project
Overview

Before reconstruction

After reconstruction

Itopia Hamarikyu

Brillia Tower Hamarikyu

Location

1 Kaigan, Minato-ku, Tokyo

Construction
periodSite area

1979

September 2023

2,820m2

2,820m2

60%

Allowable floor
space index

400%

700%

Revitalizing and Utilizing Real Estate Stock

Floor space

11,193m2

29,590m2

Contributing to Our Communities

Number ofbuildings

1 building, 14 stories

1 building, 32 stories

Number ofunits

328 units

420 units

Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction

Corporate GovernanceRisk Management

Supply Chain Management

Location

Unit floor space Average 26m2 unit
Rendering of property after construction

Floor plans

1R to 3LDK

25–80m2 units
1R to 3LDK

2-chome, Suwa, Tama City, Tokyo

Units afterreconstruction

1,249 (previously 640)

Completed

October 2013This is a revitalization project for Tama New Town, which has a history of over 40 years. It
is one of the largest reconstruction projects in Japan. The decision was made toreconstruct the building, due to the aging of the housing and the fact that the residents
are elderly. The property will be reborn as a multi-generational community, while thegreenery and other key features of the living environment will be preserved.

Senri-Tsukumodai A Condominium Complex Reconstruction Project(Rebuilt as Brillia City Senri Tsukumodai)
3, Tsumodai, Suita City, Osaka Prefecture

Units afterreconstruction

202 (previously 96)

Completed

November 2019

It was decided to reconstruct the building due to issues of deterioration that had occurred
over its 50-year life. Residents and other stakeholders took part in a variety of studies as the
project went forward.

Hiratsuka-cho Housing Reconstruction Project(Rebuilt as Brillia Hatanodai)
Location

GovernanceCompliance

Tama New Town Suwa 2-chome Housing Reconstruction Project(Rebranded as Brillia Tama New Town)

LocationStandardbuilding-to-land 60%
ratio

Human Resource Investment and Development

Tokyo Tatemono Condominium Complex Reconstruction
Project Results

6-chome Hatanodai, Shinagawa-ku, Tokyo

Units afterreconstruction

38 (previously 23)

Completed

November 2020

Due to the aging of the building and facilities, constructed approximately 60 years ago,the owners reached a consensus on the decision to reconstruct the building. This
became the first case in Shinagawa Ward to apply the Act on Facilitation ofReconstruction of Condominiums. A rare reconstruction given the site location in a
first-class low-rise residential area, it was ensured that the low-rise condominiums
harmonized with the landscape while taking into consideration ventilation, lighting,barrier-free access, and security.

Data
Third-Party Assurance
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Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Contributing to Our Communities

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Policy and Concept

Co-Existing with Communities

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

The Tokyo Tatemono Group believes that community
engagement and volunteer activities contribute not only tocommunity development, but also to sustainable businessgrowth. With this in mind, we conduct a variety of activities tohelp connect people living in urban environments.
In the various regions where our Group operates, we recruit
employees to drive local revitalization events and participate incommunity cleanup activities, using these community andvolunteer activities to raise the value of our local communities.
As a member of the local community, we pursue urban
development and community development. Through these
activities, we help build a prosperous society.

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction

GovernanceCorporate GovernanceRisk Management

At the Tokyo Tatemono Group, we believe it is important forcommunity development that we help in passing down culture
and instilling awareness in our employees about the people ofour communities. Our employees take what they learn andpass it on to future generations.
The Group is an active participant in passing down
traditional culture through the Sanno Festival, a key event for
the neighborhoods of the Yaesu, Nihonbashi, and Kyobashi
areas located around our headquarter building. Traditionallycalled the Tenka Festival, this event is held on even-numberedyears, and is one of Japan’s three major festivals, alongside
Osaka’s Tenjin Festival and Kyoto’s Gion Festival

Event name
Sakura Festival
Tokyo Station area clean-up team

Our Group’s Activities and Contributions

Sustainability Website
Special Back Number: Tokyo Tatemono Urban
Development Activities (published 2017)(Only available in Japanese)

Sanno Festival

Community Outreach Activities in Yaesu, Nihonbashi, and Kyobashi Neighborhoods (2020)

Revitalizing and Utilizing Real Estate StockContributing to Our Communities

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

A number of group employees participated in the festival.
After gathering at Hie Shrine and on Chuo-dori, the employees
helped to carry some of the 12 portable shrines in a spirited,
lively procession alongside members of local neighborhood
associations. (In 2020, the procession was canceled due to thecoronavirus pandemic.)

No. of group employees participating*

Sakura viewing, concert, rugby event

Canceled (Total 91 over 3 days)

Morning clean-up of Yaesu, Nihonbashi, Kyobashi areas

Canceled (Total 227 over 2 days)

Chuo-dori Clean Walk

Picking up garbage, replanting flower beds along the Chuo-dori street (theGroup also served as office staff)

La Folle Journée TOKYO

Held local concert at Tokyo Square Garden

Canceled (Total 8 over 2 days)

Tokyo Ekimachi Kirapika Project

Cleaning areas around Tokyo Station

Canceled (Total 247 over 2 days)

Nihonbashi/Kyobashi Festival

Special sponsor, executive committee members, rugby team organizers

4 (Total 53 over 3 days)

Clean-Up Activities

The Tokyo Tatemono Group regularly conducts cleanup activities
in the Yaesu, Nihonbashi, and Kyobashi areas, where the Tokyo
Tatemono Head Office is located, and other areas to beautify
the city, using the time before work begins. In recognition ofthese activities, we received a letter of appreciation from the
Nihonbashi Cleanup Project Cooperation Association.

Canceled (Total 9 over 1 day)Compliance
Supply Chain Management

Data
Third-Party Assurance

Arts & Crafts Market

Held events at Tokyo Square Garden

Total 9 over 9 days (Total 6 over 6 days)

Kyobashi Marche

Held events at Tokyo Square Garden―* In 2020, many events were canceled or scaled back due to the coronavirus pandemic. Figures in parentheses represent results for 2019.

Morning Clean-Up Activities
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Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Contributing to Our Communities

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change

Partnering with Non-Profit Organizations

Tokyo Tatemono takes care of sidewalk flower beds along the
Chuo-dori street as a member of NPO Hana Kaido.
We also collaborated with the Cheering Supporters forWoods of Chuo Ward, an NPO, to make planter covers out oftree trimmings from the forests of Chuo Ward. Through theHana Kaido NPO, we installed about 100 of them on the
sidewalks of construction sites thereby contributing to thebeautification of the city.

Since August 2018, the Kyobashi Marche market has been
held regularly at Tokyo Square Garden; it was held 16 times in
2020. The market occupies space in the connecting corridor on
the first floor, offering fresh vegetables and prepared food items.

measure to deepen the understanding of the project among
local residents, we held an online event with local residents toreminisce about the memories of Higashi Nakano Elementary
School and talk about the future of the community.

Pollution Control and Resource Recycling
Water Resources
Flea Market Held in Nakano Central Park

Biodiversity
Responding to Natural Disasters

Developing Communities in Places People Can Call Home

SocialDiversity & Inclusion
Work-Life BalanceChuo-dori Path Flower Beds

Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance

Brillia Higashi Nakano Parkside Hills

Encouraging Lively Communities

The Tokyo Tatemono Group holds a number of events inwhich many local residents participate to help grow andinvigorate communities.
In Nakano Central Park, many events such as flea
markets and workshops are held throughout the year, using
about 3 hectares of lush green open space (public vacantland, etc.) developed together with neighboring universities
and the government. This initiative to use open spaces increating a lively atmosphere received the 2014 Good DesignAward in the category of Design of Community Development.

At Brillia properties, various initiatives are pursued toencourage people living in newly developed condominiums tointegrate smoothly with their local communities, promoting
regional revitalization.
Brillia Higashi Nakano Parkside Hills (Nakano-ku, Tokyo) is
a condominium project that utilizes the former Higashi Nakano
Elementary School site owned by Nakano Ward. This project
aims to encourage the settlement of family households byimproving the environment for childcare and helping foster asense of community among residents. We have added sharedfacilities open to the community and developed a park on an
adjacent ward-owned site. We also established an authorized
nursery school “Ohayo Hoikuen Higashi Nakano” operated by
Tokyo Tatemono Kids, a group company. In addition, as a

Adjacent Okanoue Park

Supply Chain Management

Data
Third-Party Assurance
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Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Contributing to Our Communities

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature

TOPICS

Community Revitalization Through Our Leisure Business

Brillia Tower Ueno Ikenohata and Brillia City Senri Tsugumodai Receive Good Design Awards

Environment
Environmental Management
Sustainability Finance

Brillia Tower Ueno Ikenohata (Taito Ward, Tokyo)
A Way for Tower Apartments to Coexist with Some of Japan’sGreatest Scenic Spots:

External Evaluation and Certification for Green Building

Creating New Urban Landscapes and Human-Scale Townscapes in
Scenic Areas

Responding to Climate Change

The site is located in Ueno Ikenohata, a highly utilized area, directly
facing Shinobazu Pond, a scenic spot. The site location calls fordue consideration for the landscape and nature. However, the areaaround the site and along the road was itself lacking in greeneryand open space.
To address the problem of how to create a tower condominiumthat befits such a scenic location, we created a lattice-like façade
design. This imbues the building with a certain Japanese aesthetic,

Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion

Brillia City Senri-Tsukumodai (Suita City, Osaka)

Work-Life Balance

A Housing Complex Connecting Senri New Town’s
60 Years to the Future—

Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Co-creation with Right Holders Opens Up New Possibilities for
Reconstruction Projects

Senri New Town, where this property is located, has maintained its
greenery even 60 years after the opening of the town. However, thetown as a whole has had to face the issue of aging residents anddeteriorating buildings. Rebuilding this condominium involved
preserving the environment of New Town, while also respecting thewishes of the residents of the former site. Guided by a theme ofco-creation, we engaged in many dialogues with the landowners
from the planning stage. The result is a development that is inharmony with the surrounding townscape.
The exterior of the building is designed with white eaves andmullions to delineate the surface. The palette uses subtle browns,
reflecting the natural beauty of Senri-Minami Park, which is locatednext to the building.
Inside the building, we planned a space that evokes a sense ofabundance. The entrance uses as a motif the senbongoshi style ofgrid-like lattice work, as well as many natural materials. In thewhich compliments the surrounding urban landscape and humanscale neighborhood. In addition, to provide a place for local
residents to interact with each other, we created an open spaceconnecting the west side district and the Kyu-Iwasaki-tei Gardens
with Shinobazu Pond.

Brillia Tower Ueno Ikenohata

Open space surrounded by greenerycommon area, we installed art made of scrap wood, based on thetheme of connecting time. Cherry trees from the previous housing
complex were used for the main entrance art and other materials.
Selection of the trees was led by the landowners. As a result of
these measures, we were able to create a condominium that while
new, also inherits the history of the former property to maintainharmony with Senri New Town. On the soft side, we engaged witha business that operates a café in the park to implement a
resident community building program. The program uses theproperty’s common areas and the café as venues for activities
aimed at building connections between the property, the park, andthe residents.

Brillia City Senri Tsugumodai

Regina Resort

Regina Resort, operated by Tokyo Tatemono Resort, is a
special accommodation facility where dogs and their owners
lodge together. Eight Regina Resorts are in operation.
In recent years, pets have become recognized as
members of the family and more accommodations are
accepting pets. Regina Resort was planned from the groundup with dogs in mind. Considerations included floors noteasily scratched or dirtied, a number of useful amenities,
private dog runs for guests, insurance for accidental damage
to facilities, and so on.
These resorts offer guests a sense of ease as they stay with
their dogs, creating new demand for tourism and contributing
to the economic development of their regions.

Regina Resort Karuizawa Mikageyosui

Regina Resort Hakone Ungaiso

Entrance with senbongoshi lattice work

Data
Third-Party Assurance
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SocialGovernance

Data

Third-Party AssuranceSocialCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Contributing to Our Communities

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights

Ofuro no Osama Bathhouses

Cultural and Social Contribution Activities

Golf Business

The Ofuro no Osama chain of bathhouses operated by Tokyo
Tatemono Resort is designed to enhance local cohesion,interaction, and communication. These bathhouses serve as a
facility for health promotion and preventive medicine as well.
Each of these 9 unique hot bath facilities also features
restaurants and other amenities.
The ofuro, or hot bath, is a leisure activity deeply rooted inJapanese culture. The Tokyo Tatemono Group believes thatproviding a relaxing space helps to create a more abundantsociety. In addition, we focus untiringly on hygiene
management so customers can use our facilities withconfidence. Beyond daily cleaning, sterilization, and water
quality inspection, we perform pipe cleaning with hydrogen
peroxide three times a year for our baths. For hygiene
management at our restaurants, we have created manuals foreach 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.

Tokyo Tatemono Resort currently operates 12 golf courses,
ranging from membership courses with a full club life
experience to public courses with a casual atmosphere.
We believe that a golf course is not only a place for sport,
but also a place for recreation, health care, andcommunication, offering a space where members of the local
community can relax. We also believe that, by properly
managing the green spaces that spread across the vast site,
we can help enrich the local natural environment.
To provide a pleasant club life experience for our customers,
we actively gather customer feedback through various means
such as surveys. We circulate these opinions and requests toall our golf facilities. In addition, we exercise consideration for
the environment in the operation of these facilities, throughmeasures such as the installation of power monitoring displays
and water-saving shower fixtures to reduce the environmental
impact of these facilities.
We will continue to work in harmony with nature, theenvironment, and the local community so that as many people
as possible can enjoy golf.

Sustainability Website
Contributing to Our Communities: Cultural andSocial Contribution Activities

Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management

Ofuro no Osama,
Koza Shibuya Ekimae StoreOfuro no Osama, Ebina Store

Compliance
Supply Chain Management
Kawaguchiko Country Club

Data
Third-Party Assurance
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Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management
Message from the President and CEO
ESG Management

Management

Special Feature

Environment

SocialGovernance

Data

Third-Party Assurance

GovernanceMateriality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change

Average Attendance Rate ofBoard of Directors (FY2020)

Proportion of External Directors(FY2020)

100 %

33 %

Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance

Compliance Training (E-Learning)
Completion Rate (FY2020)

99.9 %

Supply Chain Management

Data
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Third-Party Assurance

GovernanceCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Corporate Governance

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Policy and Concept

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building

Tokyo Tatemono strives to build optimal corporate governance,
aiming to enhance efficiency while ensuring the soundness andtransparency of management to increase corporate value.
In addition, we actively and appropriately disclose information
for shareholders and other stakeholders to understand thecompany’s business activities accurately.

Responding to Climate Change
Pollution Control and Resource Recycling

Corporate Governance Report

Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Executive Officers

Tokyo Tatemono has adopted an executive officer system toenergize our Board of Directors and speed up decision-making
through the separation of management functions and businessexecution functions. The term of office for executive officers is
two years.
Executive Committee

The Executive Committee consists of executive officers withspecific responsibilities. This meeting is held to discuss matters
important to group management.
Full-time Audit and Supervisory Board members attend
Executive Committee to assess the status of deliberations andoffer opinions as necessary.

Audit and Supervisory Board Members (Audit andSupervisory Board)

Water Resources
Biodiversity

Directors (Board of Directors)

Tokyo Tatemono has 12 directors, four of whom are external
directors (one of whom is a female member). As a general rule,Tokyo Tatemono holds regular Board of Directors meetings
once a month and other extraordinary meetings as deemednecessary. The Board of Directors is chaired by the Chairman,
who does not concurrently serve as an executive officer.
Audit and Supervisory Board members attend board meetingsand offer opinions as necessary. (Numbers are as of March 2021.)

SystemTokyo Tatemono has selected a Company with Audit andSupervisory Board format as our corporate management system.
We have also established a Board of Directors and an Audit
and Supervisory Board. Our executive officer system clarifies
the separation of functions between management and businessexecution. This system strengthens management andsupervisory functions and business execution functions at
Tokyo Tatemono. Furthermore, we appoint external directors andexternal Audit and Supervisory Board members who help us
operate under stronger management supervision and ensuretransparency.
In our effort to strengthen Group governance in accordancewith the Group Business Management Standards, we haveestablished a structure that enables managers and directors to
fully exercise their monitoring and supervisory functions.

The Audit and Supervisory Board consists of four members,
two of whom are external members of the Audit andSupervisory Board (one of whom is a female member).

Corporate Governance Structure
General Meeting of Shareholders
Appoint/Dismiss

Nomination and Remuneration Advisory Committee
AdviseAppoint/Dismiss

ReportReportBoard of Directors (Directors)
Appoint/Supervise

Audit

Coordinate

Internal Control Committee

Dismiss

Financial Statement Audit

Audit and Supervisory Board(Audit and Supervisory Board Members)

President
Executive Committee

Appoint/Dismiss

Financial Statement Auditor

Coordinate

Sustainability Committee
Internal Audit Department

Divisions/Department

Audit

Tokyo Tatemono

Integrated Report
Group Companies

Tokyo Tatemono Group

Data
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Management

Special Feature

Environment

SocialGovernance

Data

Third-Party Assurance

Unit

2016

2017

2018

2019

2020

Number of Board Meetings

Meetings

13

12

13

15

14

Number of Directors

Persons

9

11

12

12

12

Number of Executive Officers on Board

Persons

6

7

7

7

7

Number of Non-Executive Officers on Board(Excluding Independent External Directors)

Persons

0

1

1

1

1

Number of Independent External Directors

Persons

3

3

4

4

4

%

33

27

33

33

33

GovernanceCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Corporate Governance

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building

Internal Control Committee

The Internal Control Committee discusses and monitors
internal control risks (compliance risks and internalmanagement risks). If necessary, the committee reports risks to
the Board of Directors, the Audit and Supervisory Board, andothers as necessary.
Risk Management P.63

Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance

Nomination and Remuneration Advisory Committee

The company has established this committee to selectcandidates for directors and recommend remuneration levels
for the same (excluding external directors), serving as anadvisory body for the Board of Directors. Committee
members are appointed from among directors. To ensure
objectivity and transparency in the procedures, more than halfof the seven members are external directors who provide
expertise and advice.

Respect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance

Item

Proportion of External Directors
Average Board Meeting Attendance
Average Tenure of Directors (Including Independent
External Directors)

%
Years

100

100

100

99

100

5.3 (March)

5.0 (March)

5.8 (March)

3.8 (March)

4.8 (March)

Data Collection Period: January to December of each year. Unless otherwise specified, figures are as of December each year.
Data Collection Scope: Tokyo Tatemono

Remuneration of Directors and Members of the Audit and Supervisory Board (Fiscal Year Ended December 2020)

Human Resource Investment and Development
Health Management / Occupational Safety and Health

Board of Directors Related Data

Sustainability Committee

To encourage sustainability measures across the Tokyo
Tatemono Group, we have established a council that reports
directly to the president. The Committee works with thesubordinate organization, the Sustainability Promotion
Committee, which comprises personnel from each business
Department, to continuously advance sustainability policies. It
does this by setting goals, monitoring progress, andevaluating achievements related to sustainability policies.

Total Amount by Type of Remuneration
Executive Class

Number of
Eligible
Individuals

Fixed
Remuneration(Million Yen)

PerformanceLinked
Remuneration(Million Yen)

Stock-BasedRemuneration(Million Yen)

Total
Remuneration(Million Yen)

Directors (Excluding Outside Directors)

8

254

156

33

444

Members of the Audit and Supervisory Board(Excluding External Members*)

2

52

—

—

52

External Directors

6

54

—

—

54

Total

16

360

156

33

550

* Two External Members

Supply Chain Management

Data
Third-Party Assurance
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Environment

SocialGovernance

Data

Third-Party Assurance

GovernanceCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Risk Management

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Policy and Concept

SystemThe Tokyo Tatemono Group strives to manage risks that affect
the Group’s business to achieve stable improvement incorporate value. We have established risk management
regulations and created a risk management system, by meansof which we monitor and control risks constantly to ensure
consistent risk management.
In developing our risk management system, we referenced
ISO 31000 (international standard for risk management) andJIS Q 31010 (Japanese standard for risk management).

We have identified and classified risks that may have asignificant impact on the Tokyo Tatemono Group business:business risk, investment risk, financial risk, climate changerisk, and internal control risk.
Of these, integrated risk, particularly that involving businessrisk or investment risk, is managed by the Corporate Planning
Department, which is the division in charge of risk
management. Internal control risk (internal management risk
and compliance risk) and climate change risk are discussed
and reviewed by the Internal Control Committee andSustainability Committee, which are chaired by the President,

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity

Internal Control Report (Only available in Japanese)

Responding to Natural Disasters

SocialDiversity & Inclusion

Risk Management Structure
Audit & Supervisory
Board

Work-Life Balance

Board of Directors
Audit
Deliberate and Report
Important Matters

Human Resource Investment and Development
Health Management / Occupational Safety and Health

Deliberate and Report
Important Matters

Deliberate and Report
Important Matters

Executive Committee

Internal Control Committee

Sustainability Committee

Chair: President
Secretariat: Corporate Planning Department

Committee Chair: President
Secretariat: General Affairs Department

Committee Chair: President
Secretariat: Corporate Communications Department

Respect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

Risk Management
Department

Corporate Planning Department
General Affairs Department

Risk Management Officer: General Manager,
Corporate Planning Department

Assistance: General Manager, General Affairs Department(Only for internal management risk)

GovernanceCorporate GovernanceIntegrated Risk

Risk Management
Compliance
Supply Chain Management

Data
Third-Party Assurance

and measures are enacted accordingly. The Executive
Committee considers policies related to general business risk.
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 these risks.
We engage in detailed risk management through a series ofprocesses that include monitoring and improving the status ofrisk management operations.

Comprehensive Information Management
To ensure that information collected through our business ismanaged appropriately, the Tokyo Tatemono Group has
established information management regulations and rules forhandling personal information. Established regulations include
rules for handling social security number-related information.
We have also established an information management systemcoordinated by an individual in charge of information management.
In addition, we are working to strengthen the management of
personal information and confidential information throughregular annual self-inspections.
We have established a system for responding to mattersrelating to personal data in our possession. The systemenables us to appropriately and promptly address various
personal data issues, from disclosure requests or otherinquiries, such as those from the individuals themselves, to theoccurrence of leaks of personal information or detection of thesigns of such leaks.

Risk Category
Business risk, investment risk, financial risk, and climate change risk
ReportInternal Control Risk
(Combination of internal management risk and compliance risk)
Monitor and Improve

Department Offices
Risk Manager: Department General Manager
Operational Execution Management and Promotion: Manager Over Operation in Question

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Environment

SocialGovernance

Data

Third-Party Assurance

GovernanceCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Compliance

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Policy and Concept

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

The Tokyo Tatemono Group defines compliance as complying
not only with laws and regulations, but also with social norms
and corporate ethics. This approach builds a long-lasting
relationship of trust with society and allows us to continue
sound corporate activities. We believe companies must
respond sincerely to the needs of people in our surrounding
environment, including our customers, local communities,
employees, shareholders and investors, and business partners.
In June 2009, the Group established a shared Compliance
Charter for group companies. This charter is our pledge tosociety to promote corporate activities that are committed tounwavering compliance.

compliance activities.
The Tokyo Tatemono General Affairs Department supports
and guides the compliance-related operations of groupcompanies. This Department also aims to improve compliancefunctions throughout the Group through collaboration between
and among group companies.

Responding to Compliance Violations
In the event that a matter is discovered that may be deemed topose a compliance problem, the matter is reported to the
Chairman of the Internal Control Committee and other relevant
parties. An investigation team is set up to investigate the facts

Work-Life Balance
Human Resource Investment and Development

Respect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

Compliance Charter
As we engage in corporate activities, we observe theCompliance Charter below:
We adhere to laws, regulations, and other rules and engage
in fair, sound corporate activities.
We act faithfully by thinking from the customers’ standpoint.
We contribute to making society better through corporate
activities.
We respect the personalities and values of each other andmaintain a comfortable working environment.
Established June 2009

ReportBoard of Directors

Risk Management
Compliance
Supply Chain Management

Data

Audit & Supervisory Board

Internal Control Committee
Committee Chair: President
Secretariat
General Affairs Department
Corporate Planning Department
Internal Audit Department

GovernanceCorporate Governance

Provisions for Violations of Laws and Regulations,Lawsuits, etc.

An amount is estimated at the end of the fiscal year for fines
and settlements that are likely to arise from events that
occurred prior to the current fiscal year, and provisions are
made accordingly. No significant provisions were made at theend of fiscal 2020.

Compliance Structure

Report

Health Management / Occupational Safety and Health(Data) Compliance Indicators and Results P.73

Formulation of a Compliance ManualSocialDiversity & Inclusionand promptly take the necessary measures to rectify the matterand prevent recurrence.

SystemThe Tokyo Tatemono Group established an Internal Control
Committee as part of our system to promote compliance. This
committee discusses internal management risks, includinggroup compliance, fraud, and anti-corruption, overseeing group

Compliance
Awareness Activities

ReportReceive Reports

Internal Audit

Business Divisions
Group Companies
Person Responsible forCompliance

Coordinate

The Tokyo Tatemono Group created the Compliance Codes ofConduct and the Tokyo Tatemono Group Compliance Manual
to ensure we put our Compliance Charter into practice.
We distribute the Compliance Manual to all employees
engaged in work at group companies. In addition to theCompliance Charter, this document contains 15 standards ofconduct, including the Compliance Action Guidelines, theGroup Environmental Policy, and theGroup Anti-Bribery Policy.
We distribute the Compliance
Manual to all employees engaged inwork at group companies. We may
also post the manual in certain
locations on an office-by-office basis.
Tokyo Tatemono has posted acollection of cases that are useful asreferences for the Compliance ManualCompliance Manual

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Special Feature

Environment

SocialGovernance

Data

Third-Party Assurance

GovernanceCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Compliance

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment

on our corporate intranet, categorized by code of conduct.
We strive to prevent corruption, bribery, and to prohibit
discrimination by sharing case studies related to bribery andLGBT issues.

Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights

Compliance Codes of Conduct
1-1 Comply with laws and regulations
1-2 Maintain proper relationships with partners
1-3 Engage in fair competition
1-4 M aintain proper relationships with governments andadministrations
1-5 Reject relationships with anti-social forces
1-6 Engage in proper management of information
1-7 Prohibit dishonest behavior
1-8 Respect corporate assets
2-1 Respond sincerely to customers
3-1 Exercise consideration for the environment
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 environment

Anti-Bribery Guidelines.
We do not make donations related to political activities toindividual politicians or organizations other than political parties
or political fund organizations. When making donations related
to political activities to political parties and political fundorganizations, we take appropriate measures in accordancewith the Political Funds Control Act, the Public Offices Election
Act, and other related laws and regulations.
The Tokyo Tatemono Group was not assessed any fines orother penalties related to corruption in fiscal 2020. In addition,in fiscal 2020, the Internal Control Committee did not receive
any reports of bribery nor any convictions or administrative
actions for bribery. Accordingly, there were no employee
disciplinary actions or dismissals resulting from violations of
the Tokyo Tatemono Group Anti-Bribery Guidelines.
Relevant Compliance Codes of Conduct
1-1 Comply with laws and regulations
1-2 Maintain proper relationships with partners
1-3 Engage in fair competition
1-4 Maintain proper relationships with governments and administrations

Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate Stock

Preventing Corruption and Bribery

Preventing Anti-Competitive Practices

In our Compliance Charter, we declare our commitment tocomply with laws and regulations, engaging in sound, faircorporate activities. We have in place Tokyo Tatemono Group
Anti-Bribery Guidelines and prohibit the provision of economic
benefits to public officials or deemed public officials. In addition,
through training and other means, we are working to ensurethat employees are fully aware of the Compliance Codes ofConduct regarding anti-corruption and Tokyo Tatemono GroupThrough training and other measures, we publicize and teachthe content of our Compliance Manual, working to preventanti-competitive practices (monopolies, etc.).
The Tokyo Tatemono Group was not assessed any fines orother penalties related to corruption in fiscal 2020.

Contributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data

Relevant Compliance Codes of Conduct
1-1 Comply with laws and regulations
1-2 Maintain proper relationships with partners
1-3 Engage in fair competition

Compliance Training
Every year, the Tokyo Tatemono Group conducts training via
e-learning. During 2020, approximately 3,900 managers andemployees across 15 companies participated in the training (aparticipation rate of 98.1%). The training provided employeeswith an opportunity to learn about a range of topics, while
updating their knowledge about various revisions in laws andregulations. Training topics included: general complianceincluding anti-corruption; harassment prevention; information
management including prevention of insider trading; and theReal Estate Brokerage Act and the Criminal Proceeds Transfer
Prevention Act including prevention of money laundering. Other
online training programs were provided that were specific tocertain levels of employees, including anti-harassment training,training for directors and department heads, and training for
newly appointed leaders.
To prevent corruption and bribery, we use the Tokyo
Tatemono intranet to raise awareness about these issues
throughout our organization by publishing a series of monthly
compliance news articles that includes articles on preventing
insider trading, fraud, and harassment.
On the subject of legal and tax matters of high importanceto our business, we invite external experts as lecturers forseminars. These seminars cover the latest examples of trials,

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Management

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Environment

SocialData

Governance

Third-Party Assurance

GovernanceCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Compliance

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment

Data Related to Compliance Training (E-learning)

Environmental Management

Number of training participants
Training completion rate

Sustainability Finance
External Evaluation and Certification for Green Building(Persons)

Water Resources

98.8

1,000

814

Responding to Climate Change
Pollution Control and Resource Recycling

Establishment of a Helpline

tax reforms, and other information related to business activities
throughout the Group.

98.5

847

Scope of Collection: Tokyo Tatemono Co., Ltd.

99.3

860

99.8

99.9

(%)

873

884

100

800

80

600

60

400

40

200

20

Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion

0

2016

2017

2018

2019

2020

0

Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data
Third-Party Assurance

Compliance Surveys
Since 2009, the Tokyo Tatemono Group has conducted anannual compliance survey to understand and verify the degree ofcompliance awareness and acceptance among group employees.
In 2020, 8,660 employees from 18 group companies weresurveyed—a response rate of 74.8%.
The results of the survey were analyzed to understandresponses by group companies and for the Group as a whole.
This analysis was then reported to the Internal Control
Committee. We also share the survey results on the intranet
and provide feedback to group companies as an aid in solving
problems in advance, reflecting on compliance structure, andengaging in compliance awareness activities.

In the spirit of the Whistleblower Protection Act, we takeappropriate measures to ensure the protection of whistleblowers.

The Tokyo Tatemono Group established the Tokyo TatemonoGroup Helpline, a shared group resource. Using the Helpline,
employees can report to and seek consultation with an external
contact for matters such as harassment, to prevent legal issues
or fraud, or to take early action in addressing such matters. All
workers throughout the Group are entitled to use the helpline.
The privacy of anyone who uses the helpline is protected.
The reports and consultations received through this system
are reported to the Tokyo Tatemono Internal Audit Department(an organization that reports directly to the president).
Depending on the case, the investigation and fact-checking is
conducted by the Internal Audit Department, by the reporting
desk at each Group company, or by the harassment responsedesk of each company. As a result of the investigations, we takeappropriate measures to address actions that constitutecompliance violations, such as promptly taking corrective
measures and measures to prevent recurrence.
The Internal Control Committee convenes to consider
responses to the most serious cases.

Number of Helpline Calls and Consultations (FY2020)
Other: 4

Labor Issues: 8
Sexual harassment: 2

Other harassment: 27(Data) Reports and Consultations to the Helpline P.74

Response to Anti-Social Forces
The Tokyo Tatemono Group created Exclusion of Anti-Social
Forces Rules, which detail our rules to exclude any and all
relationships with anti-social forces and establishes specificmethods for conducting due diligence on organizations
referencing the Anti-Social Forces Check Manual. We
cooperate with external experts and organizations such as
the police and lawyers as part of our resolute response toanti-social forces.

Tax ComplianceIn accordance with the Compliance Charter, the Tokyo TatemonoGroup pays taxes appropriately, in accordance with international
standards as well as the laws, regulations, and social norms ofeach country and region.
We respond conscientiously to the tax authorities and strive
to maintain good relationships with them. In all of our
responses to questions from tax authorities, we haveprovided honest and accurate explanations of the facts as
we understand them.

Data Collection Scope: Tokyo Tatemono Group(Data) Compliance Training and Return Rate ofCompliance Surveys P.73
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Data

Third-Party Assurance

GovernanceCorporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Supply Chain Management

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

Policy and Concept

Special Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development

The basic pattern of business for a real estate developer is landacquisition, followed by property development, and then leaseor sale. Collaboration with many business partners, including
design and construction companies, is an essential aspect of
the business activities of the Tokyo Tatemono Group. Our
activities have an impact on the environment and society
through the procurement of materials and employment associatedwith construction. This is true not only of our Group, but alsoof each of our business partners. Due to the nature of ourbusiness, we must work toward the realization of a sustainable
society by addressing social issues such as human rights,
labor issues, and environmental conservation throughout the
supply chain.
In our effort to build a sustainable supply chain, we areworking to ensure that our business partners understandthe Group’s approach so that they will respect it and put it
into practice.

Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data
Third-Party Assurance

Sustainable Procurement Standards

As well as ensuring respect for human rights, the Tokyo
Tatemono Group recognizes the need to ensure commitment
throughout the entire supply chain to sustainable procurementthat considers environmental conservation. In May 2021, theGroup formulated the Sustainable Procurement Standards toclearly set forth the Group’s approach and to gain further
understanding and cooperation from business partners. We
obtained advice from external experts when formulating theplan, to ensure our correct understanding of the demands andrequirements of society. The plan has also been approved by
the Board of Directors.
These standards are intended for business partners involvedin the Group’s business, and reflect our commitment tomanaging our entire supply chain. We request that business
partners understand and comply with the nine items listed
in the standards (Observance of Laws and Regulations;
Respect for Human Rights; Assurance of Sound Labor
Practices and Working Environments; Fair Business
Activities; Assurance and Improvement of Safety andQuality; Environmental Considerations, Co-existing with
Local Communities; Formulation and Creation of BCP;
Collaboration in the Supply Chain). We also ask that they
make improvements as necessary.
Going forward, we plan to explain these standards to ourbusiness partners to gain their understanding and to conduct
Summary of the Sustainable Procurement Standards
1 Observance of Laws and Regulations

Compliance with the laws and regulations of the countries andregions in which we operate
2 Respect for Human Rights
Ensuring respect for basic human rights based on international
standards / Elimination of discrimination and harassment
3 Assurance of Sound Labor Practices and Working Environments
Ensuring freedom of association and the right to collective
bargaining / Eliminating and preventing forced labor and child labor/ Eliminating discrimination in working conditions / Complying withlaws and regulations governing minimum wages, overtime pay,
benefits, etc. / Eliminating illegal overtime and excessive labor /Creating a safe and healthy working environment
4 Fair Business Activities
Prohibition of bribery and other corrupt practices / Prohibition of
unfair and anti-competitive transactions / Blocking relationships
with antisocial forces / Protection and appropriate management of
personal information and confidential matters / Protection ofconfidentiality of information related to reporting and the anonymityof whistleblowers

questionnaires to check the status of their compliance.
Sustainable Procurement Standards

Raising Awareness Among Employees
We provide training to our employees on the background of theformulation of the Sustainable Procurement Standard and its
concept, to enable them to recognize social issues in the
supply chain.

5 Assurance and Improvement of Safety and Quality

Ensuring and improving the quality of products and services anddisclosing related information / Responding sincerely to requests
and complaints
6 Environmental Considerations
Reduction of greenhouse gas emissions / Promotion of 3R,
efficient use of resources, reduction of waste generation /Prevention of pollution of air, water, soil, etc., and appropriate
management and disposal of chemical substances / Preservationof biodiversity / Elimination of illegal raw material procurement
7 Co-existing with Local Communities
Building good relationships with local communities / Understanding
and respecting the culture and customs of local communities
8 Formulation and Creation of BCP
Formulate a business continuity plan (BCP) and build a system to
implement it
9 Collaboration in the Supply Chain
Encourage business partners to understand, comply with, andimprove these procurement standards.

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Data

Third-Party Assurance

Data
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Data

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building

Tokyo Tatemono underwent a third-party quality assurance evaluation by Lloyd’s Register Quality
Assurance Limited (LRQA) in connection with certain environmental and social data to ensure theintegrity of the data within this report. The type of data and numerical figures subject to thisevaluation are indicated with a dagger (†).
The collection period and scope are indicated for each item of the data. Point-in-time data isprovided as of the last day of the last month of the collection period. In addition, in the aggregate
scope, the coverage rate of data marked as Tokyo Tatemono is 63%.

Environment (Data Collection Period: April to March of the following year)

Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction

Responding to Climate Change: Indicators and Results

2019

2020

CO2 Emissions†t-CO2

1,100,693

1,288,946†

Scope 1 (Fuel-Derived)†

t-CO2

15,05011,981†

Scope 2†t-CO2115,897

104,736†

Scope 3†t-CO2

969,745

1,172,229†

t-CO2

19,171

16,790†2. Capital goods

t-CO2

227,580

198,205†

3. Fuel and energy-related activities not included in Scope 1 and 2

t-CO2

22,33520,554†

4. Transportation and distribution (upstream)

t-CO2

—

—

5. Waste generated in operations

t-CO2

18,532

11,181†

6. Business travel

t-CO2

1,482

715†

Category

7. Employee commuting

t-CO2

1,575

1,570†

8. Leased assets (upstream)

t-CO2

—

—

9. Transportation and delivery (downstream)

t-CO2

—

—

10. Processing of sold products

t-CO2

—

—

11. Use of sold products

t-CO2

667,565

912,151†

Energy Consumption(Crude Oil Equivalent)†

Unit

2016

2017

2018

2019

2020

2020 Targetkl

21,59222,083†23,895†24,165†23,497†—

kl/Thousand m2

35.4

34.2

35.0

34.0

28.6

34.6

t-CO2

44,62942,147†44,559†44,263†

41,824†—

Scope 2†

t-CO2

2,553

2,402†

3,300†

2,871†

2,534†—

Scope 3†t-CO2

42,07639,745†41,259†41,392†39,290†—t-CO2/Thousand m2

73.1

65.3

65.2

62.3

50.8

67.8

Thousand m2

611

645

683

710

823

—

Unit LoadScope 1 (Fuel-Derived)†

Unit Load

Contributing to Our Communities

Floor Area within Scopeof Reporting

Corporate Governance

Unit

Energy Consumption and CO2 Emissions (Scope of Collection: Tokyo Tatemono facilities
subject to the Act on the Rational Use of Energy)

Revitalizing and Utilizing Real Estate Stock

GovernanceCategory

1. Purchased goods and services

Responding to Climate Change
Pollution Control and Resource Recycling

CO2 Emissions (Scope of Collection: Tokyo Tatemono Group)

12. Disposal of sold products

t-CO2

11,505

11,061†

13. Leased assets (downstream)

t-CO2

—

—

14. Franchises

t-CO2

—

—

15. Investments

t-CO2

—

—

* Category 4 is included in the calculation for Category 1.
Categories 8 and 13 are included in the calculation for Scope 1 and 2.
Other categories for which no figures are provided have no emission sources.

Risk Management
Compliance
Supply Chain Management

Data
Third-Party Assurance
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Data

Data
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Data

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management

Energy Generated from Solar Power (Scope of Collection: Tokyo Tatemono facilities subject
to the Act on the Rational Use of Energy)

Pollution Control and Resource Recycling: Indicators and Results

Category

Unit

2016

2017

2018

2019

2020

Waste Emissions and Recyclable Waste Emissions (Scope of Collection: Tokyo Tatemono
facilities that have submitted reuse plans)

Solar power panel installation rate

%

41.4

41.6

38.3

37.8

39.7

Category

Energy generated

kWh59,18559,20059,97546,42256,355

Total Waste Emissions†

Unit

t

2016

2017

2018

2019

4,916

5,173†

4,945†

5,151†

2020 2020 Target

3,769†—

Sustainability Finance

Unit Load

8.6

8.6

8.3

8.5

5.5

8.3

External Evaluation and Certification for Green Building

Recyclable Waste Emissions†

t

—

3,395

3,202†

3,280†

2,424†—

Valuable Recycling of Waste

%

—

65.6

64.8

63.7

64.3

—

571

603

593

606

691

—

Pollution Control and Resource Recycling

Amount of Energy Generated from Solar Power (Data Collection Period: January to
December each year. Scope of Collection: mega solar facilities managed by
Tokyo Fudosan Kanri)

Water Resources

Category

Biodiversity

Number of facilities

Responding to Climate Change

Responding to Natural Disasters

Unit

Energy generated

Thousands of kWh

Floor Area Within Scope of Reporting Thousand m2

2016

2017

2018

2019

2020

8

8

8

8

8

Facilities

14,312

15,493

15,311

14,592

14,240SocialWork-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights

Water Consumption (Scope of Collection: Tokyo Tatemono facilities subject to the Act on
the Rational Use of Energy)
Category

Water Consumption(Potable Water)†

Improving Quality and Customer Satisfaction

Unit Load

Revitalizing and Utilizing Real Estate Stock

Floor Area within Scope ofReportingContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data

Environmental Management Indicators and Results

Environmental Incidents and Violations of Environmental Laws or Regulations (Data Collection
Period: January to December each year. Scope of Collection: Tokyo Tatemono Co., Ltd.)
Category

Water Resources: Indicators and Results
Diversity & Inclusiont/Thousand m

2

2016

2017

2018

2019

2020

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

Unit

2016

2017

2018

2019

2020

2020 Target

Thousand m3

579

584†

654†

622†

467†

—

Unit

Green Building External Evaluation and Certification Indicators and Results

m3/m2

0.9

0.9

1.0

0.9

0.6

0.9

Acquisition Rate of Green Building Certification (as of December 31, 2020. Scope ofCollection: Tokyo Tatemono Co., Ltd.)

Thousand m2

611

645

683

710

823

—

Category

Unit

2016

2017

2018

2019

2020

Certification Acquired

%

—

—

—

36.3

41.4

Not Certified

%

—

—

—

63.7

58.6

Certification Acquired

%

—

—

—

39.1

22.2

Not Certified

%

—

—

—

60.9

77.8

Acquisition Rate of Certification for the Leasable
Area of Office Buildings

Acquisition Rate of Certification for Leasable
Area of Residential Buildings* DBJ Green Building Certification or CASBEE Building

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SocialGovernance

Third-Party Assurance

Data

Data
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Data

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group

SocialTurnoverSpecial Feature
Environment

Diversity & Inclusion Indicators and Results (Data Collection Period: January to December
each year. Scope of Collection: Tokyo Tatemono Co., Ltd.)

Environmental Management

Headcount

Sustainability FinanceCategory

External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling

Full-Time (FT) Employees (Total)
Men

Unit

2016

2017

2018

2019

2020

Persons

584

687

719

749

772

Persons

461

542

548

563

575

2.2†

Persons

9

10

20

17

18

Persons

3

8

11

9

6

Persons

3

7

8

9

5

Of which FT Employees
Of which Contract Employees
Women

Persons

0

1

3

0

1

Persons

6

2

9

8

12

13.2

12.2

13.1

15.1

16.7

Of which FT Employees

Persons

2

0

0

1

3

26.7

28.2

25.2

22.0

21.0

Of which Contract Employees

Persons

4

2

9

7

9

62.3

61.7

62.9

171

186

197

20 to 30 years old

%

17.1

17.2

20.5

19.9

19.8

31 to 40 years old

%

39.0

34.5

33.3

31.7

28.4

41 years old and above

%

43.9

48.3

46.2

48.4

51.8

Ratio of FT Women Employees

%

21.1

21.1

23.8

24.8

25.5

Diversity & Inclusion

Ratio of Women Employees

%

25.8

26.6

27.7

28.9

30.2

Work-Life Balance

Ratio of Foreign Regular Employees

%

0.3

0.3

0.3

0.3

0.3

Respect for Human Rights

2020

2.1†

%

145

Health Management / Occupational Safety and Health

2019

2.6†

%

59.6

Human Resource Investment and Development

2018

1.4

20 to 30 years old

123

Social2017

1.4

31 to 40 years old

60.1

Responding to Natural Disasters

2016

%

Men

%

Biodiversity

Unit

Voluntary Turnover Rate†
Job Leavers (Total)

Persons

Water Resources

Category

41 years old and above
Women

%

1.88

1.98†

1.87†

1.81†

1.75†

Persons

295

339

350

360

367

Men

Persons

287

328

334

342

345

Women

Persons

8

11

16

18

22

Ratio of Employees with Disabilities*†
Number of Managers

Improving Quality and Customer Satisfaction

Ratio of Management Positions Held by Women

%

2.7

3.2

4.6

5.0

6.0

Revitalizing and Utilizing Real Estate Stock

Ratio of Director Positions Held by Women

%

0

0

0

0

0

Contributing to Our Communities* Ratio of Employees with Disabilities is as of the end of June each year.

Employment Status
Category

Unit

2016

2017

2018

2019

2020

Persons

14

19

22

21*

20

Men

Persons

10

15

14

14*

15

Women

Persons

4

4

8

7*

5

%

28.6

21.1

36.4

33

25

New Hires (Total)

Ratio of Women among New Hires

%

26.3

32.1

29.0

41.7

57.4

Years

10.5

10.6

10.8

11.3

11.7

Men

Years

11.7

11.6

12

12.5

13

Women

Years

9.1

9.7

9.3

10.4

10.2

Years

2.6

1.9

2.7

2.1*

2.8

Ratio of Mid-career Hires to Regular Employees
Average Years of Service

Difference in Average Tenure between Male andFemale Regular Employees* Following an examination of past figures, some figures for 2019 have been revised.

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Data
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Environment

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Data
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Data

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance

Rehiring of Employees at Retirement Age
Category

Employees at Retirement Age
Rehires
Ratio of employees at retirement age who
were rehired

Unit

2016

2017

2018

2019

2020

Persons

4

12

8

8

11

Average Hours of Training per Year per Employee

Persons

3

11

7

8

9

Category

Unit

2016

2017

2018

2019

2020

%

75.0

91.7

87.5

100.0

81.8

Average annual training hours

Time

—

—

12.0

14.4

12.2

Percentage of Workers Receiving Regular Performance Reviews

External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion

Human Resource Investment and Development Indicators and Results (Data Collection Period:
January to December each year. Scope of Collection: Tokyo Tatemono Co., Ltd.)Childcare Leave
Category

Total Number of Employees Who Have Taken
Childcare Leave

Unit

2016

2017

2018

2019

2020

Persons

14

17

25

29

26

1

7

6

4

Unit

2016

2017

2018

2019

2020

Percentage of Employees Receiving Regular
Performance Reviews

%

100

100

100

100

100

Men

%

100

100

100

100

100

Women

%

100

100

100

100

100

Unit

2016

2017

2018

2019

2020

Persons

294*

293*

157

144

207

Men

Persons

Women

Persons

14

16

18

23

22

%

43.8

38.6

71.4

65.9

59.1

Acceptance of Interns

Men

%

0.0

3.6

41.2

28.6

18.2

Category

Women

%

100.0

100.0

100.0

100.0

100.0

Total number of interns accepted

Percentage of Childcare Leave Taken

0

Category

Work-Life Balance* Includes participants in seminar-based one-day internships.

Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceWork-Life Balance Indicators and Results (Data Collection Period: April to March each fiscal
year. Scope of Collection: Tokyo Tatemono Co., Ltd.)

Paid Leave Status
Category

Unit

2016

2017

2018

2019

2020

Average Number of Paid Leave Days Taken†
2020 Target: 30% Increase vs. 2015 (11.4 Days)

Days

8.7

8.8†

9.9†

10.6†

9.3†

Percentage of Paid Leave Taken

%

—

—

—

57.7†

51.2†

Compliance
Supply Chain Management

Data

Health Management-related Measures
Category

Unit

2016

2017

2018

2019

2020

Ratio of employees who underwent a health check-up†

%

100

100†

100†

100†

100†

Ratio of employees who smoke

%

24.0

23.8

22.5

21.0

17.2

* Other leave policies provide for vacations such as summer leave and national holidays (not included in the above figures)* Smoking rates for 2018 or earlier are for executives and employees 35 years of age and older. Smoking rates from 2019 onward are for all
executives and employees.

Corporate GovernanceRisk Management

Health Management / Occupational Safety and Health Indicators and Results (Data Collection
Period: April to March each fiscal year. Scope of Collection: Tokyo Tatemono Co., Ltd.)

Percentage of Unionized Employees
Category

Unit

2016

2017

2018

2019

2020

Percentage of Unionized Employees

%

100

100

100

100

100

Changes in Overtime Hours Worked per Month (Data Collection Period: January to
December each year.)
Category

Overtime hours

Unit

2016

2017

2018

2019

2020

Hours

20

21

25

23

24

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Data

Data
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Data

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change

Improving Quality and Customer Satisfaction Indicators and Results

Office Building Customer Satisfaction Survey Results

Lost Time Injuries
Category

Number of Lost Time Injuries†
Of which FT Employees

Unit

2016

2017

2018

2019

2020

Unit

2014

2015

2016

2017

2018

2019

2020

Incidents

1

0†

1†

0†

0†

Satisfied

%

62.15

65.83

70.96

74.28

80.00

79.35

81.56

Days

1

0

0

0

0

Somewhat satisfied

%

34.84

31.98

26.80

24.70

18.43

18.21

17.60

Of which Contract Employees

Incidents

0

0

1

0

0

Somewhat dissatisfied

%

2.82

2.03

2.06

1.02

1.37

2.17

0.56

Total Days Lost Due to Absence†

Days

47

81†

137†

122†

7†

Dissatisfied

%

0.19

0.16

0.17

0.00

0.20

0.27

0.28

Ratio of Absenteeism

%

—

—

—

0.06†

0†
0

Persons

0

0

0

0

Pollution Control and Resource Recycling

Of which FT Employees

Persons

0

0

0

0†

0†

Water Resources

Of which Contract Employees

Persons

0

0

0

0

0

Revitalizing Housing Complexes

Frequency

—

—

—

—

Severity

—

—

—

—

0

0

Category

Unit

2015

2016

2017

2018

2019

2020

Under
reconstruction

Total units before
reconstruction

Units

795

875

875

875

971

994

4,154

Total units afterreconstruction

Units

1,530

1,644

1,644

1,644

1,846

1,884

8,008

Site area afterreconstruction

Total units afterreconstruction

Biodiversity
Responding to Natural Disasters

Number of Deaths

Revitalizing and Utilizing Real Estate Stock: Indicators and Results* Number of lost time injuries: Accidents that occur during work that result in one or more days absence.

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development

Details on Revitalization of Housing Complexes (Properties Whose Reconstruction Has Been Completed or Started)

Health Management / Occupational Safety and HealthRespect for Human Rights

Property nameLocation

Year of completion oforiginal construction

Site area before
reconstruction

Total units before Year of completion
reconstructionof reconstruction

Suwa 2-chome Housing Condominium Reconstruction Project Brillia Tama New Town

Suwa 2-chome, Tama-shi, Tokyo

1971

64,399m2

640 units

October 2013

Heights Komagome Apartments Reconstruction Project

Brillia Komagome
Rikugien

6-chome, Honkomagome,
Bunkyo-ku, Tokyo

1971

940m2

25 units

July 2014

Fujisaki Housing Condominium Reconstruction Project

Residence Momochi

2 Momochi, Sawara-ku,
Fukuoka-shi, Fukuoka

1971

9,946m2

130 units

Koganei Condominium Reconstruction Project

Brillia Koganei Sakuracho

Sakura-cho 2-chome, Koganeishi, Tokyo

1964 and 1965

5,356m2

Corporate GovernanceSenri-Tsukumodai A Condominium Complex Reconstruction
Project

Brillia City Senri
Tsukumodai

3, Tsukumodai, Suita City,
Osaka Prefecture

1966

Risk Management

Hiratsuka-cho Housing Reconstruction Project

Brillia Hatanodai

6-chome Hatanodai,
Shinagawa-ku, Tokyo

Itopia Hamarikyu Condominium Complex Reconstruction Project

Brillia Tower Hamarikyu

Shakujii Koen Apartment Complex

Undecided

Completed

Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCompliance
Supply Chain Management

Started64,399m2

1,249 units

940m2

49 units

February 2015

9,946m2

232 units

80 units

April 2016

5,219m2

114 units

7,256m2

96 units

December 2019

7,256m2

202 units1959

1,829m2

23 units

November 2020

1,829m2

38 units

1 Kaigan, Minato-ku, Tokyo

1979

2,820m2

328 units

September 2023

2,820m2

420 units

3 Kami-shakujii, Nerima-ku, Tokyo

1967

42,365m

490 units

September 2023

37,730m2

844 units

2

Data
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Data
Corporate Philosophy, Group Profile, Contents, Editorial Policy
Management

Data

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment

Governance (Data Collection Period: January to December each year. Scope ofCollection: Tokyo Tatemono Co., Ltd.)

Category

Corporate Governance Indicators and Results

Environmental Management

Board of Directors Related Data

Sustainability FinanceCategory

External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters

SocialDiversity & Inclusion

Compliance Indicators and Results

Violation of Laws or Regulations and Related Sanctions

Unit

2016

2017

2018

2019

2020

Number of Board Meetings

Meetings

13

12

13

15

14

Number of Directors

Persons

9

11

12

12

12

Number of Executive Officers on Board

Persons

6

7

7

7

7

Number of Non-executive Officers on the Board
Persons(Excluding Independent External Directors)

0

1

1

1

1

Number of Independent External Directors

Persons

3

3

4

4

4

Proportion of External Directors

%

33

27

33

33

33

Average Board Meeting Attendance

%

100

100

100

99

100

Years

5.3

5.0

5.8

3.8

4.8

Average Tenure of Directors* (Including
Independent External Directors)* Average length of tenure of directors is as of March 31 of each year.

Health Management / Occupational Safety and Health

Improving Quality and Customer Satisfaction

Executive Class

Revitalizing and Utilizing Real Estate StockContributing to Our Communities

GovernanceCorporate GovernanceRisk Management
Compliance
Supply Chain Management

Fixed
Remuneration(Million Yen)

PerformanceLinked
Remuneration(Million Yen)

Stock-BasedRemuneration(Million Yen)

Total
Remuneration(Million Yen)

Internal Directors

8

255

156

33

444

Members of the Audit and Supervisory
Board (Excluding External Members*)

2

53

—

—

53

External Members

4

38

—

—

38

Total

14

346

156

33

535

* Two external corporate auditors

2019

2020

0

0

0

0

Number of incidents related to antitrust or
anti-competitive behavior

Incidents

0

0

0

0

0

Number of incidents related to othercompliance violations

Incidents

0

0

0

0

0

Unit

Violation of Laws or Regulations in the Field of Socioeconomic Activities
Category

Unit

Number of Violations of Laws or Regulations in Socioeconomic Activities
Of which total number of sanctions other than fines

2020

Incidents

0

Yen

0

Incidents

0

Of which total amount of significant fines

Number of Students and Completion Rate ofCompliance (e-Learning) Training

Total Amount by Type of Remuneration
Number of
Eligible
Individuals

2018

0

Category

Remuneration of Directors and Members of the Audit and Supervisory Board(Fiscal Year Ended December 2020)

Respect for Human Rights

2017

Incidents

Compliance Training and Return Rate of Compliance Surveys

Work-Life Balance
Human Resource Investment and Development

2016

Number of incidents related to bribery

Unit

2016

2017

2018

2019

2020

Persons

814

847

860

873

884

Compliance Training (e-Learning) Completion Rate

%

98.8

98.5

99.3

99.8

99.9

Return Rate of Compliance Surveys

%

71.2

80.5

80.2

75

74.8

Violations Related to Product and Service Information and Labeling
Category

2016

2017

2018

2019

2020

Incidents

0

0

0

0

0

Examples of regulatory violations that resulted
in fines or penalties

Incidents

0

0

0

0

0

Examples of regulatory violations that resulted
in warnings

Incidents

0

0

0

0

0

Examples of violations of voluntary norms

Incidents

0

0

0

0

0

Number of Violations

Unit

Data
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Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature

Violations Related to Marketing Communications
Category

Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building

2016

2017

2018

2019

2020

Incidents

0

0

0

0

0

Examples of regulatory violations that resulted
in fines or penalties

Incidents

0

0

0

0

0

Examples of regulatory violations that resulted
in warnings

Incidents

1

0

0

0

0

Examples of violations of voluntary norms

Incidents

0

0

0

0

0

Number of Violations

Environment

Unit

Reports and Consultations to the Helpline

Water Resources

Category

Biodiversity

Number of Reports and Consultations to the
Helpline (FY2020)

Responding to Natural Disasters

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

Governance

Environment-related
Item
Reduction ingreenhouse gas
emissions

Shift to renewableenergyResponding to Climate Change
Pollution Control and Resource Recycling

KPIs and Targets

Unit

2016

2017

2018

2019

2020

Incidents

16

44

59

56

41

ReportIncidents

15

39

49

48

30

Consultation

Incidents

1

5

10

8

11

Labor Issues

Incidents

3

13

11

16

8

Sexual harassment

Incidents

1

3

1

3

2

Society-related

Other harassment

Incidents

7

26

39

34

27

Item

Other

Incidents

5

2

8

3

4

Reports, Consultation Category(Breakdown)

Operations included
All operations

All operations

By 2050, ensure that 100% of the electricity consumed in ourbusiness activities is from renewable energy sources.

Commercial
By 2030, ensure that 40% of the electricity consumed by our real
Properties Business estate holdings is from renewable energy sources.

Commercial
Promote development Properties Business In principle, develop ZEB and ZEH in all new office buildings,
of ZEB and ZEH
and Residential
logistics facilities, and condominiums by 2030.
Business
Acquisition of Green
Building Certification

Commercial
In principle, acquire green building certification for all newly
Properties Business developed office buildings and logistics facilities by 2030.

Scope

KPIs and targets

Promotion of skills
development

Tokyo Tatemono

Average training time of 15 hours or more of training per employee
per year

Promotion of healthmanagement

Tokyo Tatemono

Work-life balanceTokyo Tatemono

Promotion of diversity
in our workforce

Tokyo Tatemono

Ratio of women in management positions: 10% or more by 2030
Employment rate of persons with disabilities: 2.3% or moreeach year

Respect for humanrightsTokyo Tatemono
Group

Dissemination of the Human Rights Policy to all Group companies
and compliance

Career training participation rate: 100% each year

Compliance
Supply Chain Management

Data

Health checkup and reexamination rates: 100% each year
Smoking rate: 12% or less by 2022
Average annual paid leave utilization rate: 70% or more each year

Corporate GovernanceRisk Management

KPIs and targets
By 2050, net zero CO2 emissions
By 2030, a 40% reduction in CO2 emissions compared tofiscal 2019.

Ratio of male employees taking parental leave: 30% or moreby 2025

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Management

Third-Party Assurance

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono GroupSpecial Feature
Environment
Environmental Management
Sustainability Finance
External Evaluation and Certification for Green Building
Responding to Climate Change
Pollution Control and Resource Recycling
Water Resources
Biodiversity
Responding to Natural Disasters``

LR Independent Assurance Statement

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.

Relating to Tokyo Tatemono Co., Ltd.’s Environmental and Social
Data for the fiscal year 2020

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.

This Assurance Statement has been prepared for Tokyo Tatemono Co., Ltd. in accordance with our contract but isintended for the readers of this report.

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 2020; and•Visiting Tokyo Tatemono Otemachi Tower and Tokyo Tatemono Yaesu Building to assess whether the data
management systems have been effectively implemented.

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 (“the report”) within its Sustainability Report
2021 and its corporate website for the fiscal year 2020, that is, from 1 April 2020 to 31 March 2021 against theassurance criteria below to a limited level of assurance and at the materiality of the professional judgement of theverifier using ISAE 3000 and ISO 14064-3:2006 for greenhouse gas (“GHG”) emissions.
Our assurance engagement covered the Company and its subsidiaries’ operations and activities in Japan andspecifically 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[Property subject to reporting obligations under the Act on the
Rational Use of Energy] 2• Energy consumption (in kilo-liter of crude oil equivalent)• Scope 1 GHG emissions (tonnes CO2e)• Scope 2 GHG emissions (Market-based) (tonnes CO2)
• The amount of renewable energy generated (kWh) 3• Tap water consumption volume (m3)• Recycled water amount (m3)• Total waste generated (tonnes)• Recycled waste amount (tonnes)• Ratio of recycled waste (%)[the Company and its subsidiaries’ operations and activities inJapan]• Scope 1 GHG emissions (tonnes CO2e)• Scope 2 GHG emissions (Market-based) (tonnes CO2)
• Scope 3 GHG emissions (Category 1-15) (tonnes CO2e)

SocialDiversity & Inclusion
Work-Life Balance
Human Resource Investment and Development
Health Management / Occupational Safety and HealthRespect for Human Rights
Improving Quality and Customer Satisfaction

Social indicator• Employment rate of persons with disabilities 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)

Revitalizing and Utilizing Real Estate Stock

Our assurance engagement excluded the data and information of the Company’s subsidiary companies, suppliers,
contractors and any third-parties mentioned in the report.

Contributing to Our Communities

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.

GovernanceCorporate GovernanceRisk Management

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
1

Compliance
Supply Chain Management

GHG quantification is subject to inherent uncertainty.
The scope covers the real estate owned by the Company and subject to reporting obligations under the Act on the Rational Use of Energy.
Renewable energy generation covers the amount of solar power generated at the company's own properties.
4
Employment rate of persons with disabilities is as of 1 June 2020.
5
Turnover rate covers 1 January to 31 December 2020.
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Observations
The Company’s practices to expand the reporting boundary from the parent company to the group including its
subsidiaries considering the stakeholders’ concerns is highly evaluated. It is recommended the Company willcontinue to maintain the high level data management systems and to ensure accurate aggregation and calculationof environmental and social data.
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: 25 June 2021

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, 2021. A member of the Lloyd’s Register Group.
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Data
Third-Party Assurance
TOKYO TATEMONO GROUPSUSTAINABILITY REPORT 2021

75

Contact:
Corporate Communications Department
Tokyo Tatemono Co., Ltd.
TEL: +81 (3) 3274-1984

Published: June 2021