Materiality Initiatives

The future we seek

Key issues and KPIs
The promotion of sustainability is at the core of the Japan Airport Terminal (JAT) Group’s strategy. We have identified eight material
issues and key performance indicators (KPIs), given in the table below, that are relevant to our business, and plan to create
medium- to long-term value by resolving those issues through our business activities.
The progress of our efforts is managed semiannually by the Sustainability Committee and revised as necessary. Information is

Sustainability

disseminated on the Sustainability page of our corporate website and through various media.

Measures to combat climate change

Effective use of limited resources

Initiatives
Reduction of CO2 emissions

Introduction of eco-friendly materials andmerchandise

Waste reduction/resource recycling

Enhanced terminal functionality
Assurance of safety and security

Promotion of universal design

Use of digital technologies

Contribution to local and regional communities

socialBenefit-sharing with local communities

Human resource development

Transformation of workforce into a group of realprofessionals

Strengthening of risk management

2025

Offering of ethical products at all directly managed (JAT’s select) stores *1

2025

Introduction of wooden structure/interior decoration to T1 satellite in the terminal expansion project

2025

Identification of issues for reducing food waste in the Group's restaurant business and set FY2025 targets

2023

Closed-loop recycling of all PET bottles collected at terminals

2025

Continuous receipt of “5 Star Airport” rating from SKYTRAX (terminal expansion, smoother passenger flows, enhanced signage, diverse
commercial facilities, etc.) *2

Everystraight year

Continuous receipt of the 1st rating from SKYTRAX in the “World’s Cleanest Airport” categoryEverystraight year

Continuous implementation of disaster drills, etc. (150 times/year; 3,000 total participants/year)

Everystraight year

Continuous receipt of the 1st rating from SKYTRAX in the “Best PRM & Accessible Facilities” categoryEvery straight year

Everystraight year

Completion of the initiative to introduce mobile electric carts and self-driving wheelchairs to all terminals

2025

A wider use of digital and robotic technologies in the five categories of (1) cleaning; (2) guidance/translation; (3) mobility support; (4) security;and (5) retailing and food service

2025

Installation of permanent local specialty stores in the premises of Haneda Airport within FY2023; holding of promotional campaigns at event
spaces at least 24 times a year

Everystraight year

Provision of know-how acquired in the Haneda Airport and products (robots, etc.) installed therein to overseas airports and other facilities at therate of 50 cases a year

2025

Continued participation of at least 1,000 people, including local (Ota City) elementary and junior high school students, in the airport tours andwork experience programsEverystraight year

Grand opening of the HICity (benefit sharing with local communities by providing medical services, creating vibrancy, offering a traffic hub, etc.)

2023

Active recruitment and development of human resources with diverse skills

Everystraight year

Creation of innovative businesses and improvement of business operations through cross-industry/industry-academia collaboration andsecondment of personnel to outside entities

Everystraight year

2025

Rate of childcare leave being taken by male workers: 100%; Rate of managerial posts being assumed by female personnel:
40%*Non-consolidated basis

2027

Employment rate of persons with disabilities: 6.6% *Non-consolidated basis

2025

Implementation of human rights due diligence

Investigation of human rights risks and identification of issues and countermeasures

2023

Ensuring of thorough compliance

Zero incidents of inappropriate behavior (serious misconduct/violations) in corporate activities

Promotion of diversity and inclusion

Strengthening of sustainability governanceEverystraight year2023

Formulation of sustainable procurement guidelines and dissemination thereof to business partners *3

Everystraight year

Dialogue with experts (twice a year)

Strengthening of risk management systems

Establishment of the Risk Management Committee and a PDCA cycle for priority risks

Cybersecurity

Zero incidents that result from a lack of adequate cybersecurity measures and have a serious impact on the terminal building operations

2023
Every
straight year

Data

governance

Receipt of ZEB Oriented certification for T1 satellite in the terminal expansion project

Corporate governanceG

Promotion of fair business activities

2030/2050

Embedding of internal branding activities (Plus One Promotion) into the mindset of all JAT Group executives to promote the development of“human resources who can think and take on challenges on their own”

Improved employee engagement

Promotion of diversity and inclusion and respectfor human rights

Reduction by 46% from the FY2013 level (net zero by 2050)

Materiality Initiatives

S

Creation of interaction with local communities

Target Year

Special Feature

Development of a safe, comfortable andadvanced airport

Major KPIs (Key Performance Indicators)

Medium-term Business PlanE

environment

Materiality

Value Creation Story

Categories

https://www.tokyo-airport-bldg.co.jp/en/sustainability/* 1 Ethical products are defined as products that lead to less food loss, fair trade products, products that use recycled materials, products that bear a certification label or mark, products that take into consideration local production and consumption, organic products, alternative meat/milk products, etc.
* 2 SKYTRAX: A UK-based aviation services research company founded in 1989. It evaluates airports and airlines worldwide, covering a wide range of evaluation criteria. Haneda Airport has won various awards, including the “5 Star Airport” rating (for nine consecutive years since 2014) and the 1st rank in the “Best Airport Terminal Cleanliness” category (for seven consecutive
years from 2016) and the “Best PRM/Accessible Facilities” category (for four consecutive years from 2019). “PRM,” an abbreviation of “Persons with Reduced Mobility,” represents an evaluation category for facilities that consider the elderly, people with disabilities, and those who have been injured* 3 Major primary business partners who had transactions with the JAT Group in FY2022

39

Japan Airport Terminal Report 2023

40

Materiality Initiatives

While climate change, including the frequent occurrence of extreme weather events, has a significant impact on the JAT Group, we
ourselves have an impact on the environment in that we emit large amounts of greenhouse gases (GHGs) through our activities,
which include the consumption of electricity for terminal operations. Given that we recognize the importance of addressing climatechange, we will continue conducting business with the aim of realizing environment-friendly airports compatible with social
sustainability.

Initiatives

Major KPIs (Key Performance Indicators)

The Air Breeze Tower and air conditioning
with floor outlets installed in Terminal 3
facilitate efficient air conditioning by only
conditioning air in spaces occupied bypeople.

Terminal 1 rooftop, four units
Terminal 2 rooftop, two units
Terminal 3 rooftop, two units

Total power generated
Approximately

2,600,000 kWh

Supply processing facility(CO2 equivalent: Approximately 1,140 t-CO2)

Installation of Solar Power Systems

Research into the use of hydrogen energy

Toward the realization of net zero in 2050

Energy creation

Efficient use of energy

New energy

Use of natural energy

Solar, geothermal, and other forms of energy

Consider use of hydrogen energy, etc.

Environmental data (consolidated)
In FY2022, emissions increased 17.1% (+15,521 t-CO2) year on year, due to a significant increase in terminal activities as air passenger volumes
recovered. Government plans call for 60 million international visitors to come to Japan annually by 2030. Thus, although the level of airport activity
cannot but increase as this goal is achieved, we nevertheless intend to reduce our CO2 emissions and engage in a variety of efforts to achieve net zero
emissions.

Input

Commercial
facilities

Publicfacilities

Mobility

HanedaAirportStorage tanks
Terminal 3

Hydrogenstations

Terminal 2

Ground support
equipment vehicles

Terminal 1Airport facilities

Mobility/railways

Promoting Decarbonization Aimed at Realizing Net Zero Emissions by 2050

FY2022

FY2021

FY2022

152,525MWh

Scope1

9,834t-CO2

Scope1

10,897t-CO2

Diesel oil

176.6KL

264.3KL

Scope280,895t-CO2

Scope2

95,353t-CO2

Gasoline

69KL

85.6KL

Heavy Fuel Oil A

2KL

4.6KL

Kerosene

28KL

36KL

LPG

229t

313.7t3,768 thousand N㎥

3,999 thousand N㎥

401,695GJ

452,803GJ

90,729t-CO2

106,250t-CO2･ Aggregation range: Japan Airport Terminal Group (consolidated)･ Aggregation coverage: Energy-derived CO2 emitted from business activities (Scope1/Scope2)･ Reference: List of calculation methods and emission factors in the Ministry of the Environment Greenhouse
Gas Emissions Calculation and Reporting Manual calculation and report publication system

are pursuing all possible measures to combat climate change.
Specifically, since the effects of conventional energy conservation and solar power generation are expected tobe limited at Haneda Airport due to site constraints, we have conducted a study in cooperation with local

Hiroki Imahama

governments and others on the utilization of hydrogen. This is attracting attention as a next-generation energy

Senior Manager,
Corporate Planning Division
Japan Airport Terminal Co., Ltd.

the airport and in surrounding areas.

Data

41

Factories

realize that the global environment is changing. In order to pass on a better environment to future generations, we

FY2021130,922MWh

City gas

Trucks
Pipelines

Reports of increasingly severe natural disasters and a growing number of extremely hot summer days have made us

Electricity

Steam and cold water

Kawasakiwaterfront area

Area
surrounding
airportVOIC E

OutputCO2 emissions

Hydrogen

Corporate governance

Upgrade energy-saving equipment

Realize net zero using future energy

Six public- and private-sector entities comprising JAT, Airport
Facilities Co., Ltd., ENEOS Corporation, Ota Ward, Kawasaki City,and Deloitte Tohmatsu Consulting LLC, jointly conducted hydrogenusage research that ended in September 2023. It was part of a
project commissioned by the New Energy and Industrial
Technology Development Organization to study the potential forhydrogen production and utilization.
Based on the assumption that CO2-free hydrogen will be
imported to a base in the Kawasaki waterfront area for supply tothe airport and its surroundings, we investigated the potential
demand for hydrogen energy in the area, organized the supply
methods and equipment installation policies necessary to realize
this goal, and verified economic efficiency and GHG reduction
effects.

Materiality Initiatives

We are working to reduce greenhouse gas emissions, from both facility and operational aspects, to reduce our environmental impact. As a corporategroup engaged in the construction, management, and operation of passenger terminals that operate year round, we see this as part of our social
responsibility that is reflected by the Japan Airport Terminal Group Environmental Policy.
To achieve the KPI of a 46% reduction in GHG emissions compared with the FY2013 level, and to achieve net zero emissions by 2050, we plan to
first implement energy conservation measures at Haneda Airport, our main hub. Our focus will be on terminal energy conservation but, because theamount by which we currently can expect to reduce our GHG emissions is limited, we will continue to conduct surveys and studies, assuming the useof renewable energy and new energy over the medium to long term.

Energy conservation

Geothermal heat pumps
Heat pumps with geothermal heat recovery piping areembedded inside building pile foundations to recovergeothermal heat and use it effectively for heating and cooling.

Solar power generation systems have been installed on terminal rooftops.

Main initiatives

Geothermal heat pump chiller

Special Feature

2025

Radi-Cool is an environment-friendly
product that lowers room temperatures
without using energy. It is used on passenger
terminal glass windows, boarding bridges,
and connecting walkways in parking lots.

Installation locations

2030/2050

Acquire ZEB Oriented certification for terminal expansion projects

Introduction of Radi-Cool radiantcooling materials

Promoting Natural Energy

Target Year46% reduction compared with FY2013 (net zero in 2050)

Reduce CO2 emissions

High-efficiency air conditioning equipment

Natural sunshine through a glass ceiling anddimming sensors are used to reduce theamount of electricity used for lighting,thereby reducing the amount of electricity
used for lighting. We also use low-power LED
lighting to conserve energy.

Medium-term Business Plan

Approach

Natural Light and LED Lighting

Value Creation Story

Measures to combat climate change

Materiality

The future we seek

Promoting energy conservation

source. We will continue to cooperate with related parties to study methods for achieving decarbonization, both at

Japan Airport Terminal Report 2023

42

Materiality Initiatives

Measures to combat climate change

Materiality

Risks, opportunities, and impacts associated with climate change

Main initiatives
Response to the TCFD recommendations

Transition
risk

Scenario outlooks･ Major risks that turn into reality include those associated with thetransition to a decarbonized society.
･ WEO *1: APS (Announced Pledge Scenario, Paris Agreement’s goal
achievement scenario)*2

Key scenarios
referred to･ SSP1-2.6*3

Impact on user numbers due to frequent and severe extreme weather events

Acute

Opportunities

Reduced costs attained through more efficient energy use, new technologies, etc.

OthersEnhanced brand value through decarbonization efforts(Resource
efficiency/products andservices/markets)･ As a result of additional measures being not taken, the average
global temperature will rise further by approximately 4°C
compared to the pre-industrial levels.

Usage of policy support for low-carbon companies
Creation of a recycling-oriented system centered on JAT
Enhanced resilience through collaboration with stakeholders and local communities

Measures addressing risks and opportunities･ Major risks that turns into reality include physical risks arising fromclimate change.
･ WEO: STEPS (Stated Environmental Policies Scenario)･ SSP5-8.5✓

Short–medium

1.5℃

Large

✓

Short–long

1.5℃

Large

Short–medium

1.5℃

Medium

✓
✓
✓
✓
✓
✓
✓
✓

Short–medium 1.5℃/4.0℃
Short–long

1.5℃

Large
MediumShort–medium 1.5℃/4.0℃ Medium
Medium–long

4.0℃

Medium

Long

4.0℃

Large

Short–medium

4.0℃

Large
Large

Medium–long

4.0℃

Short–medium

4.0℃

Large

Long

1.5℃

MediumMedium–long 1.5℃/4.0℃

Large

Medium–long

1.5℃

Large

Medium–long

1.5℃

Large

Short–medium 1.5℃/4.0℃
mediumLarge

1.5℃/4.0℃ Medium

Summary
Converting to LED lighting, upgrading air conditioning, introducing AI air conditioning and other energy conservation measures

Transition risk
related

GHG emission
reduction measures

Introducing mega solar power plants and other renewable energy sources, revising the power source procurement mix, and promoting the efficient use of heatsources
Improving environment-friendly performance with ZEB Oriented facilities, the construction of wooden buildings, the use of Radi-Cool radiant cooling material,
etc.
Examining and considering the use of new energy

Strengthening support for airport advanced business continuity planning at Tokyo International Airport, establishing a BCP system, and conducting periodic drills● Airlines and other parties demand the adoption ofrenewable energies and investments in newtechnologies. Alliances and cooperation withpartners become increasingly important.

Physical risks related

Airlines/Airports officials● A wider use of SAF among airlines demands
airports to make relevant investments.

● In the medium-term, more short-distance lines are closed andthe modal shift trend intensifies further. However, passengers
increase in line with the decarbonizaiton of air travel.

● Movement against the expansion of airport land area, etc.,
becomes active due to the possibility of negative impact on
climate change.

● Companies are less preferred when they are slow in adopting
decarbonization measures; companies are better preferred andincrease their brand value when they are active in implementing
decarbonization measures.

● The Importance of climate change initiatives grows for financing
purposes. Financing advantages are given to companies thattake the lead in climate change measures, while they are
required to make a higher level of information disclosure.

Risk management
The Sustainability Committee identifies and assesses climate change-related risks and opportunities, ascertains the impact of climate change on
business, and discusses countermeasures.
Of the climate change-related risks identified by the Sustainability Committee, those that have a significant impact on business and performance
are identified as priority risks and are verified and evaluated by the Risk Management Committee in the same manner as other risks, with revisions
made as necessary. The Board of Directors receives reports on discussions held during Sustainability Committee and Risk Management Committee
meetings, and oversees risk management related to climate change.

Indicators and Targets
Citizens/
Local Communities/
Investors ...etc.

Physical risks (acute)A negative impact is exerted on the number ofusers by flooding and damages caused to runways
and airport-related facilities as a result of majorchanges in weather patterns, etc., arising fromrising temperatures and increased precipitation.

Increased frequency and severity of extreme weather events lead to an increase in air conditioning
energy costs, tighter power demand, temporary suspension of airport operations, and frequent
flight cancellations and delayed departures/arrivals, exerting a negative impact on the number ofusers. Stronger resilience is required to be achieved through supply chain management and BCP
reviews. Airports gain their importance as they are deemed as regional disaster prevention bases.

* 1 World Energy Outlook (investigative report issued by IEA)
* 2 In the analysis, we mainly used the Announced Pledges Scenario (APS). In addition to APS, we partly referred to the Net Zero Emissions Scenario (NZE) as another scenario in which thetemperature rise is limited to 1.5°C or less from the pre-industrial levels.
* 3 In the analysis, we mainly used the SSP1-2.6 scenario. In addition to this, we partly referred to the SSP1-1.9 scenario as another scenario in which the temperature rise is limited to 1.5°C orless from the pre-industrial levels.

CO2 emission (Scope1 , Scope2 ) reduction targets
12
10

FY2021 results

102,000 tonnes

84,005t-CO2

vs. 2013 level

-46%

8

55,000 tonnes

6
4

FY2022 results

20

Net zero
2013

2030

98,596t-CO2

Data

Physical risks (chronic)

In terms of KPIs for measures to combat climate change, we have set
long-term targets to reduce Scope 1 and Scope 2* GHG emissions by
46% from FY2013 levels by FY2030, and to achieve carbon neutrality
by 2050.
We have been working with stakeholders at Haneda Airport to
reduce our environmental impact within the framework of the Tokyo
International Airport Eco-Airport Council, a body established by the
Ministry of Land, Infrastructure, Transport and Tourism’s Civil
Aviation Bureau. Over the short to medium term, we will promoteenergy conservation measures at terminals but, since the effects ofthese measures are limited, we will also promote surveys and studies
over the medium to long term on the utilization of hydrogen energy.

Corporate governanceAirportThe full text of the information disclosure based on TCFD recommendations can be found at

Implementing thorough infection control measures and non-contact sales using robots and digital technologies
Overall optimization of procurement and production logistics, including supply chain redundancy● A delay in taking climate change measures may
result in lower reputation among tenant, etc., and arise in the vacancy rate.

● An adoption of various decarbonization support measures (investment
subsidies, planning support, etc.) encourages active investment inenergy saving and new energies. Some expect that encouraging
decarbonization investments will lead to new business opportunities,
including a higher preference for the company.

Effectively utilizing resources (providing materials and equipment from Haneda Airport to local and participating airports, etc.) and commercializing waste
control (collection of waste oil for use as biofuel, etc.)

Materiality Initiatives● Increased carbon-offset and other costs due to theimposition of taxes and carbon duties on the use of
aircraft.

Goverment

Physical risks under the 4.0°C scenario

✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓

Contributions to decarbonization and securing new sources of revenue

Degreeofimpact* Short: by fiscal 2025, medium: by fiscal 2030, and long: by 2050.

Other● Airports are allowed to generate CORSIA-certified
credits. Some airports begin to sell these credits.

Customers/Competitors

Damage to facilities, flooding, and other impairments caused by frequent and severe extreme weather events

GHG emission
reduction measures(Energy sources)

Outlook assumption details (present–2050)
Transition risks under the 1.5°C scenario

Loss of reputation among tenants, partners, customers, suppliers, and employees due to late environmental responses

Relevant
scenario

Special Feature

Scenario
overview

Slower growth in the number of passengers using airports due to policy measures that adversely impact air travel demand

Impact of infectious disease outbreaks due to changes in climate patterns

Physical risks

4.0°C scenario

Increased investment costs for climate change measures due to the introduction of renewable and new energy sources, etc.

Supply chain disruptions due to severe and frequent extreme weather events

Strategy
To assess the impact of climate change on Group business, we conducted an analysis using the following two scenarios.
In setting the scenarios, we referred to the scenarios published by the International Energy Agency (IEA) and the Intergovernmental Panel on
Climate Change (IPCC) scenarios.

Increased costs due to climate change-related laws and regulations (plastic and other resource recycling and procurement thattakes into consideration natural capital, etc.)✓✓

Timeline*

Merchandise,food,and beverage

Medium-term Business Plan

Physicalrisks

Increased costs due to climate change-related regulations (increased construction costs due to environment-related
regulations, etc.)

Impact of sea level rise on airport transportation access

Chronic

The Sustainability Committee, chaired by the president and representative director, is responsible for formulating policies and managing the progressof climate change-related initiatives. After the initiatives are deliberated by the Sustainability Committee, the Executive Committee discusses theirrelationship to, and consistency with, management strategy. This is then reported to the Board of Directors for resolution. The execution status ofplans and initiatives is reported to the Board of Directors once every six months, and revised as necessary.

Key scenarios
referred to

GHG emission
reduction measures(Policy andlaw/technology)
Others(Market/Reputation)

Governance･ As a result of drastic measures having been taken effectively, a
decarbonized society is achieved, limiting the rise in the global
temperature to 1.5°C from the pre-industrial levels.

Facilities

Increased terminal operating costs and raw material procurement and logistics costs associated with the introduction of carbon
pricing

Information disclosure based on TCFD recommendations

Scenario
overview

Summary

Value Creation Story

In September 2022, we declared our endorsement of Task Force on Climate-Related Financial
Disclosure (TCFD) recommendations, as climate change countermeasures are an importantmanagement issue for realizing an environment-friendly airport as stated in our Medium-term
Business Plan. We also joined the TCFD Consortium, which serves as a forum for monitoringclimate-related trends and gathering information to improve and enhance information disclosure.

1.5°C scenario

Segment

Risk andopportunity categories

The future we seek

This analysis covers our core businesses, facilities management, as well as merchandise, food, and beverage operations (a category that includes boththe merchandise sales and the food and beverage categories. We identified risks and opportunities, evaluated their impact, and formulated risk
countermeasures based on the impact of global warming of 1.5°C and 4.0°C above pre-industrial levels.
The degree of impact on our business is evaluated as large, medium, and small. The impact that affects overall airport operations and terminal
functions is defined as large; that affecting only some airport operations and having an indirect impact is defined as medium; and that which isconsidered a risk, but which has only a minor impact, is recognized as small.

2050* Scope of targets: The volume of CO2 emitted by the Group in the premises of Haneda Airport(excluding emissions from airport vehicles owned by the Group in the Haneda Airport).
Scope of emissions: CO2 derived from energy consumed in-house during business operation.

https://www.tokyo-airport-bldg.co.jp/files/en/sustainability/InformationDisclosureBasedonTCFDRecommendations.pdf

43Japan Airport Terminal Report 2023

44

Materiality Initiatives

Effective use of limited resources

Approach

Initiatives

Waste reduction/resource
recycling

Target Year

Offering of ethical products at all directly managed (JAT’s select) stores

2025

Introduction of wooden structure/interior decoration to T1 satellite in the terminal expansion project

2025

Identification of issues for reducing food waste in the Group’s restaurant business and setting of
FY2025 targets

2023

Closed-loop recycling of all PET bottles collected at terminals

2025

To make effective use of limited resources and reduce environmental impacts, the Group is committed to resource recycling and waste reduction
based on the reduce, reuse, recycle (3R) concept. Further, we aim to meet user needs and conduct business giving consideration to biodiversity as we
expand the range of ethical products we handle, including environment-friendly merchandise, such as upcycled items and certified products.

R euseR ecycle

Use resources effectively

Create recycling systems

Effective use of water and other resources

Promote sorting and recycling

45

Bottles, cans, PET bottles

Water
treatment

Rainwater

Reusedfor toilets

Ethical Products at Haneda Airport

Sweets made with upcycled skim milk.

Human and environmentally friendly soap using
only pure plant-based ingredients that supports thesocial independence of people with disabilities.

developing upcycled items using some of the fabric,equipment, and parts airline companies usually throw
away. At an event held inside Haneda Airport in FY2023,
many customers bought upcycled products, which is

Wastewater treatment facilities

Kitchen wastewater, miscellaneous wastewater

Reuse of gray water

Food waste disposers
Collections and drop-offs

Airport Clean Center
Incineration

Cardboard

In-flight meal preparation
facilities, etc.

Kitchenwastewater

In terms of ethical products used only at airports, we are

Rainwater

Combustibles

Circular regeneration flow in wastewater

Collections and drop-offs

Airport Clean Center (recycling building)
Separation and compaction

Partial heat recovery
RecycleYoko Moriai
Director,
Sales Management Division
Haneda Airport Enterprise Co., Ltd.

evidence of our success in communicating their appeal. In
the future, we will focus on product concepts anddevelopment, so that people can participate in ethicalconsumption by purchasing Haneda Airport products.

Keyholders made of usedscarf material

Pen case made of upcycled
seat fabricData

In-flight garbage

We treat kitchen wastewater, miscellaneous wastewater, and rainwater fromterminals, to create gray water and effectively use water resources. The graywater produced is used for flushing toilets.

Proposing ethical products specific to airports

The JAT Group has established a resource recycling system. Water used in terminals is treated at the wastewater treatment facility, while waste andother materials are processed at the airport cleaning center operated by Group company Sakura Shokai.
In addition to waste from terminal buildings at Haneda Airport, the Airport Clean Center also receives waste from hotels, factories, and otherfacilities in the Haneda area.

Food waste

December 21, 2020

VOIC EJAT Group resource recycling system

Passenger terminal buildings,
parking lots, airport businesses, etc.

Up to 4.8 tonnes/day (can, glass bottle, and PET bottle sorting and compressing

Start of operations

Corporate governance

Reduce the use of plastics
Switch to environment-friendly materials, etc.

Processing Capacity

Materiality Initiatives

3R initiatives aimed at reducing environmental impacts and enhancing consideration for biodiversity

R educe

Using microorganisms that exhibit high processing capacity atroom temperature, disposers repeatedly stir and spray water onwaste for a set period of time to break it down into ammonia
water and carbon dioxide gas. With almost no residue left at thisstage, the waste isdischarged into sewers (orpurification facilities)
within about 24 hours, andis treated as gray water at
wastewater treatment
facilities. In addition to
reducing CO2 emissions by
incinerating food waste,
treated water is reused forflushing toilets.

As a Company selling merchandise at the
gateway to Japan, we recognize that an
important role of the Group is to provide
customers in Japan and from around theworld with ethical products. In addition
to developing such items, we also are
striving to help realize a sustainable
society throughout the supply chain bybuilding cooperative relationships withour business partners.

Main facility: 600 m2

Facility size

Effective use of recycled water

Installation of fully automatedvanishing-type food waste disposers

Developing ethical products

Main initiatives

Recycling facility overview

Special Feature

Introduction of
eco-friendly materials andmerchandise

Major KPIs (Key Performance Indicators)

Recycling building

Medium-term Business Plan

In the construction, management, and operation of facilities, as well as the operation of merchandise stores and restaurants, theGroup uses building materials, plastics, water, and many other resources, while generating construction scrap, food residue,
collected garbage, and other types of waste. JAT recognizes that the effective use of limited resources, including efforts to minimize
environmental impacts by establishing recycling-oriented systems that incorporate the supply chain, and meeting user needs forenvironmentally friendly products, are critical issues for continuing business as an eco-friendly airport.

Waste incineration facility

Value Creation Story

Materiality

Group company Sakura Shokai has been engaged in the collection,transportation, and processing of waste generated at Tokyo
International Airport since its establishment in 1946. Sakura Shokai
operates the Tokyo International Airport Clean Center, an incineration
facility for waste generated at the airport. It also acquired ISO 14001
certification in June 2003. Energy derived from incinerating waste
supplements facility power and is used throughout the premises in aneffort to conserve energy.
In terms of environmental measures focused onsite at Haneda
Airport and in surrounding municipalities, the Tokyo International
Airport Clean Center recycling building commenced operation in
December 2020. It is designed to efficiently process cans, glass
bottles, PET bottles, and other items, thereby contributing to theformation of a recycling-oriented society.

The future we seek

Tokyo International Airport Clean Center

Note: Ethical products include those items that reduce food loss, are made from recycled materials, have acquired certification labels and marks, and support the idea of local production for local
consumption, as well as fair trade, organic, alternative meat, and alternative dairy products.

Japan Airport Terminal Report 2023

46

Materiality Initiatives

Development of a safe, comfortable and advanced airport

The Group’s core business and social mission is to provide the safe and comfortable operation of airports as public infrastructure
supporting society and the economy through the movement of people. As the number of users, such as visitors to Japan fromabroad, the elderly, and people with disabilities is expected to increase in the future, JAT recognizes that providing safe andcomfortable transportation, that incorporates DX and advanced technologies, for a variety of users is essential for realizing
sustainable growth.

Initiatives

Target Year

Enhanced terminal
functionality

Consecutive awarding of 5-Star Airport rating by Skytrax (for which terminal expansion, smootherpassenger flows, enhanced signage, diverse commercial facilities, and other aspects were evaluated).

Annually,
ongoing

Assurance of safety andsecurity

Consecutive awarding of #1 rating by Skytrax in the World's Cleanest Airport category

Annually,
ongoing

Implementation of disaster drills, etc. (150 times/year; 3,000 total participants/year)

Annually,
ongoing

Promotion of universal
designConsecutive awarding of #1 rating by Skytrax in the Best PRM & Accessible Facilities category

Annually,
ongoing

Completion of initiatives to introduce mobile electric carts and self-driving wheelchairs to all terminals

2025

The JAT Group’s management policy is to operate passenger terminals in a customer-centered manner, focusing on convenience, comfort, andfunctionality. In addition to adhering to the customer first principle, we incorporate the concept of universal design into our facilities and services, toensure that customers who come from around Japan and across the world are able to use our facilities and services in comfort and with peace ofmind.
Writtencommunication
support boards

Calm-down/Cooldown spaces

Prayer rooms

Cleaning

Distribution Drills

JAT employs a large number of building
cleaning specialists who are nationallycertified in cleaning techniques and leverage
our accumulated know-how in their dailycleaning activities.

We conduct periodic response drills andstockpile emergency food supplies, blankets,
temporary toilets, and other supplies forcustomers who might remain in the terminal
when a disaster occurs.

Introduction of WHILL self-driving
wheelchairs

TOPICS

Main initiatives
Airport ranking by a professional airline industry research firm
For nine consecutive years, UK-based Skytrax has awarded Haneda Airport Passenger Terminal a 5-Star Airport rating, the highest level in its World
Airport Star Rating evaluation system. The terminal also ranked third in the World’s Best Airport category (overall evaluation of global airports) at the2023 World Airport Awards, in addition to ranking first in three other categories.
All airport staff are well aware that Haneda Airport is the gateway to Japan. Further, based on management policies ensuring absolute safety andcustomer-centered terminal operations, our aim is that Haneda Airport should continue to be the trusted choice of customers and airline personnel
from around the world.

World Airport Star Rating

World's Best
Domestic Airport

World's BestPRM* & Accessible Facilities(Category evaluating airport
cleanliness, etc.)(Category evaluating domestic
airports overall)(Category evaluating PRM
responses)

World’s #1

World’s #1

World’s #1

for 8 consecutive
years

for 11 consecutive
years

Providing customers from around the world with warm service
As the gateway to Japan, we at Haneda Airport are committed to providing
hospitality to all customers. We strive to operate customer-centered passenger
terminals, bearing in mind passenger convenience and comfort, as well as

for 5 consecutive
years* Persons with Reduced Mobility

Skytrax is a global airline industry rating company established in 1989 and based in London, England. It conducts independent audits and passenger satisfaction surveys on airlines and airports around theworld, and publishes its ratings of airlines and international aviation in various countries. The World Airport Star Rating recognizes airports that achieve comprehensive quality performance with the world’s
highest rating of 5 Star Airport, the mark of top quality.
Further, the World Airport Awards, a multifaceted category that evaluates quality and is positioned as a global benchmark, announces the ranking of more than 550 international airports based on votes
submitted by average passengers in an online survey conducted each year.

47

VOIC E

infrastructure functionality.
We provide guidance that is tailored to each customer’s needs, and assist

Yuri Saito
Assistant Manager,
Domestic Area Team
Airport Concierge Group
Passenger Service Department
Haneda Passenger Service Co., Ltd.

wheelchair users and the visually impaired. Based on the concept of universal design,
we ensure that all customers can use the airport with peace of mind.

DataAwarded for nineconsecutive years

World's Cleanest
Airport

The WHILL Autonomous Service provides personal
mobility vehicles, equipped with automateddriving systems, to ferry passengers to boarding
gates, thereby providing safe, comfortable, andseamless transfers. After use, wheelchairs
automatically return to their original location.

Corporate governance

We provide spaces for people with
developmental and intellectual disabilities,
mental disorders, dementia, and otherconditions who need to block out externalsounds as much as possible and calm down.

Materiality Initiatives

Prayer rooms have been set up in theinternational terminal so that foreign visitors
to Japan can use the airport with peace ofmind.

We make tools available for customers whowish to communicate in ways other than the
spoken word, as well as for those from othercountries.

Special Feature

Major KPIs (Key Performance Indicators)

Customer-centered passenger terminal operations

Medium-term Business Plan

Approach

In September 2023, we held a comprehensive
disaster-preparedness drill at our Terminal 2 building inwhich approximately 213 employees from 70 offices,
including those of airline companies, participated. This
was the first time in four years that a large number ofpeople were able to participate in a drill at Terminal 2.
Sounding an earthquake early warning alarm as astart signal, we conducted initial response drills andfire extinguisher handling drills based on an earthquake
scenario. Additionally, for the first time, the training incorporated use of Live 119, whichallows callers to transmit images of the emergency scene to the Tokyo Fire Departmentcommand center while receiving verbal guidance from center staff viewing the images. These
efforts were aimed at raising awareness of disaster prevention and improving response
capabilities.

Value Creation Story

Materiality

Terminal 2 disaster-preparedness drill

The JAT Group, responsible for the management andoperation of public passenger terminals, has establisheda thorough security system based first and foremost on
a policy of establishing the absolute safety of passenger
terminals.
To ensure our continuity of business and terminal
operations in the event of an emergency, we have
prepared disaster responses, secured stockpiles, andimplemented other countermeasures at facilities. We
also are working to foster and increase awareness of
disaster prevention by developing a business continuity
plan and conducting various drills.

The future we seek

Establishing absolute safety

I find it very rewarding to be able to satisfy a wide variety of customer needs byproviding services optimized for different people, places, and situations. We willcontinue providing customers from around the world with our warm service.

Japan Airport Terminal Report 2023

48

Materiality Initiatives

Materiality

Introduction of robot technologies at Haneda Airport

Initiatives

Major KPIs (Key Performance Indicators)

Target year

Use of digital technologies

Expand introduction of digital and robotics technologies in five categories, (1) cleaning; (2)guidance/translation; (3) mobility support; (4) security; and (5) merchandise/food and beverages.

2025

As part of our efforts to contribute to the creation of a safe, comfortable, and technologically advanced airport, we set KPIs for the introduction ofrobot technologies in five categories: cleaning, guidance/translation, mobility support, security, and merchandise/food and beverage. Currently, we
are introducing these technologies at Haneda Airport.
Mobility support

Guidance/translation

WHILL introduced in 2020mini MORK introduced in 2021

Role:

Role:

Installation area: Terminal 1 and 2 information counters, etc.

Installation area: Terminal 1 and 2 security areas

Use of robotics technologies at Haneda Airport
Haneda Robotics Lab (HRL), established by JAT in 2016, utilizes Japan’s most advanced robotics technologies
to resolve social issues with the aim of (1) improving personnel and operational efficiency, (2) reducing
employee workloads, (3) improving passenger experience and convenience, and (4) expanding this initiative
to other airports and applications.

Effects:

Reduces staff workloads throughuse of automatic return function

Effects:

Achieves overall optimization of concierge
allocation, promotes work style reforms

Manufacturer:

WHILL, Inc.

Manufacturer:

Indy Associates Co., Ltd.

Security

2
3

Even as Japan’s working population is decreasing, we provide safe, secure,convenient, and high quality services for airport users by leveraging newtechnologies to meet the needs of diverse overseas and domestic customers fromJapan and abroad.
We plan to use robots to create safer, healthier work environments for airport
employees.

Gelobnerabie l Rs estaura
nts

Step 1 Demonstration
experiment

Test

Step 2 introduction

First IPO (2016)

Role:

Step 3 Introduction

Autonomous cleaning of carpeted
floorsTerminal 1 and 2 general lobbies andInstallation area: security areas

Second IPO (2017)

January 2024 (planned)

Effects:

Reduces workloads and improves
work efficiency in cleaning during
off-peak hours

Manufacturer:

Kukan Co., Ltd.

Seven machine types
Second IPO
Seventeen machine types
First IPO

2017

Demonstration
experiment2018

For cleaning, guidance,translation, andmobility support

2019

Effects:

Reduces staff workloads

Manufacturer:

Pudu Robotics Japan Co., Ltd.

2020

2023

2024

Role:

Autonomous cleaning of tile floors

Installation area: Terminal 1 and 2 general lobbies
Effects:

Reduces workloads and improves work efficiency in cleaning
during off-peak hours

Manufacturer:

Amano Corporation

In line with labor shortages and other societal changes, airport operations are facing a number of challenges. To help
resolve the issues, we have introduced cleaning robots, guidance robots, and automated personal mobility driving

Yuta Nakajima
2022

EGrobo introduced in 2019

Using technologies to improve airport operational efficiency, reduce burdens, andenhance passenger experienceterminal.0, JAT’s new demonstration
field, opened near the passenger
terminals.

2021

Cleaning

Assistant Manager,
Business Marketing Division
Japan Airport Terminal Co., Ltd.

systems. With an eye on future developments in AI and digital applications, we will increase our research incollaboration with several partners, and promote efforts to set up systems that enable airport workers to engage in

Data

2016

Demonstration
experimentGroup directly managed restaurants

Installation area: (limited to certain locations)

VOIC E

Introduction
Test
introduction

HRL
inauguration

Automated food delivery and serving

Corporate governanceIn recognition of our introduction, in 2020,of self-driving wheelchairs and remote
guidance robots as part of our infection
countermeasures, and our participation in
the development and demonstration
testing of masks equipped with translation
functions, JAT was awarded the Special
Prize at the Cool Japan Matching Awards
2021.

Demonstration
experiment

Role:

Cleaning

Vacuum40 introduced in 2022
Introduction
procedure

Bellabot introduced in 2022

Materiality Initiatives

Progression of robotics technology Usage

Merchandise/food and beverages

Special FeatureSecua re r i t yas

We will disseminate information, at home and abroad, on the cutting-edge
robotics technologies used at Haneda Airport. In this way, we will help revitalize
the domestic robotics industry.

Since 2016, we have conducted numerous demonstration experiments using robots for guidance, transfers, and cleaning on thefront lines of passenger airports. We aim to ensure the reliable operation of robotics technologies by working with manufacturers
and other parties.

49

Verification planned
from FY2023

所
案内

Medium-term Business Plan

on
ati
form
●In

1

Information services

Value Creation Story

Main initiatives

Passenger transportation
supportThe future we seek

Development of a safe, comfortable and advanced
airport: Robotics

airport operations in a healthier and more rewarding manner, while at the same time improving productivity.

Japan Airport Terminal Report 2023

50

Materiality Initiatives

Offensive DX

Store and Warehouse Innovations to Improve Personnel Efficiency and Sales

JAT aims to achieve a three-way benefit, by increasing staff efficiency, sales, and customer satisfaction. This will be done through theintroduction of both labor-saving technology in store operations, and robotic warehouses using RFID wireless system technology.

Overview

Store and warehouse innovations (Overview)

In realizing our long-term vision, we recognize that the use of digital technologies is indispensable if we are to make Haneda Airport’s functions andservices the best in the world.
To this end, we are pursuing digital transformation (DX) using two approaches: offensive DX, to achieve business transformation; and defensive
DX, to realize greater efficiency of existing operations by using digital technologies.

Digital Measures
StoresAchievable●

Streamline cash register operations toeliminate checkout lines●

Provide cutting-edge customer
experiences●

To Be a World Best Airport

Introduce robotic warehouses

Potential for RFID inventory
management●

Signiﬁcantly reduces time required forinventory operations—To be the world’s most respected airport, pursuing the satisfaction of all stakeholders—

Haneda DX Vision 2025

Our vision is to help support the sustainable growth of Japan through the application ofdigital technologies. This would allow us to innovate operations and enhance customer
experience, with a view to being considered the world’s best airport by users.

Restructuring Indirect Operations

To achieve data-driven management, we aim to improve the efficiency of indirect personnel by updating and optimizing operational
backbone systems and revising business processes.

Current status and ideal state of indirect operations
At present

Data-driven
management

Offensive

Acquire congestion
information

Haneda member
services

ONE ID

Digital signage
Understand customer
satisfaction

Dashboard

Frontline personnel
efficiency

Defensive

Indirect operation
reforms

Store operation improvements

Backbone operations system updates, improvements

Backbone operations system improvements

Digital-based business processes

Fails to acquire and/or integrate necessary data

Optimize functions by eliminating inefficiencies
and deficiencies

Airport information anddata

Decentralized and individualized

Compile data, create database

Inefficient, data collected on case-by-case basis

Make data easily accessible

Operational processes

Streamline and optimize
Improve productivity by leveraging digital

Benefits

Compiles a wide variety of
airport information

Passenger numbers, trends, etc.

Customer satisfaction/needs information
Customer feedback, etc.

Store information
Sales/product mix trends, etc.

(database)

Latest facility information●

Overall (mass)
Digital signage●

One-to-one (personal)
ONE ID
Haneda App

Maintenance andmanagement center● Disaster prevention
center● Passenger service
center● Head ofﬁce, stores●

Business innovations anddeeper customer experiences

Under the direct supervision of the president, in July 2022 we set up the Digital Business Office. It carries out comprehensive,
Company-wide offensive and defensive DX strategies.
Further, to steadily develop human resources who will support the promotion of DX, we have formulated a DX human resource
development plan. We aim to implement this in the second half of FY2023.

VOIC E

Improved customer
satisfaction

DX for Airport CS and Convenience
Although Haneda Airport offers a wide range of services that are used by a variety of customers and employees,
each system operates as a silo. We recognize that these systems are lacking in terms of providing consistent airport

Enhanced operational
efficiency andoptimization

experience.
Accordingly, from the perspective of DX, our goal is to build a platform to centrally manage decentralized data.

Takaharu Otsuka
Digital Business Office
Japan Airport Terminal Co., Ltd.

At the same time, we wish to enable users to quickly and easily obtain the information they need to improve thesatisfaction and convenience they derive from their airport experience, while increasing our profitability.

Data

Data compilation

Employees

Customers

Congestion information

Provides information forcustomers and employees

Promotion structure and DX human resource development

Corporate governance

Data Compilation (image)

Offensive and Defensive

Materiality Initiatives

Aim to improve efficiency of indirect personnel
by shrinking man-hours for simple tasks

Data-driven management

We will create a Haneda Airport data base that is easy to use, permits upgrading of airport functions and services, and employs
data-driven management.

51

Inefficient
Relies heavily on manpower

Declining operational
efficiency

Ideal business
operations

Offensive DX

Update and improve

Aging, lacks functionality

Operational backbone
systems

Special Feature

Offensive

Ideal stateMedium-term Business Plan

Defensive DX

Improves personnel
efficiency, sales,
and customer
satisfaction

Value Creation Story

Introduce labor-saving
technologies in store operations

Long-term vision
Warehouses

Benefits

The future we seek

Development of a safe, comfortable and advanced
airport: DX

Materiality

We are also working to raise organizational awareness and develop a large number of individuals able to use thisdata to plan and implement operational improvements and new services.

Japan Airport Terminal Report 2023

52

Materiality Initiatives

Gourmet fair introducing
southern Hokkaido specialty
foods

Events held in FY2022

Materiality

eventsSimulated Shikoku 88
Buddhist temples pilgrimage
sand stepping

Contribution to local and regional communities
Kirishima Fair

The JAT Group maintains positive relationships with the regions in which it operates, including metropolitan Tokyo and Tokyo’s Ota
Ward. The ties are supported by the movement of people among various regional cities and the Tokyo area.
We recognize that maximizing use of the Haneda Airport terminal helps ensure the Company’s sustainable growth. This isbecause the terminal serves a broad swath of customers as a space facilitating interaction with local communities and residents,
and to communicate the attractiveness of the airport.

Initiatives

Benefit-sharing with local
communities

Target Year

Install permanent local specialty stores in the premises of Haneda Airport within
FY2023; hold promotional campaigns at event spaces at least 24 times a year.

Annually,
ongoing

Provide know-how acquired in the Haneda Airport and products (robots, etc.) installed
therein to overseas airports and other facilities at the rate of 50 cases a year.

2025

Continue providing airport tours and work experience programs for more than 1,000 participants,
including elementary and junior high school students from Ota Ward and other areas.

Annually,
ongoingGrand opening of the HICity (contribution to the local communities by providing
medical services, creating vibrancy, offering a traffic hub, etc.

2023

Miyazaki Mango & Tourism
Fair

Gourmet fair introducing southern Hokkaido specialty foods Sponsor: JAT; Backer: Hokkaido Government; Supporter: The Hokkaido Shimbun Press
Gems of Toyosu Market and local Tokyo products

Sponsor: JAT; Supporter: Bureau of Industrial and Labor Affairs, Tokyo Metropolitan Government

Simulated Shikoku 88 Buddhist temples pilgrimage sand stepping

Sponsor: JTB Yokohama Branch, Shikoku 88 Sacred Sites (Inc.); Supporter: JAT, Organization for Promotion of Tourism in SHIKOKU, Japan Airlines, and All Nippon Airways

Miyazaki Mango & Tourism Fair

Sponsor: Miyazaki Prefecture, JAT, and Japan Airlines

Kirishima Fair

Sponsor: Haneda Future Research Institute, Nihon Sanchoku-kuyu, and Kirisima City, Kagoshima Prefecture

Product & Sightseeing Fair featuring products from Kumejima
Town, Kunigami, Ogimi, and Higashi Village, Okinawa Prefecture

Sponsor: Kumejima Town, Kunigami, Ogimi, and Higashi Village, Okinawa Prefecture, JAT, Japan Transocean Air, and Japan Airlines

TOPICS●●

Potential of Haneda Airport, usedby 80 million domestic andinternational travelers
Discovery and dissemination ofJapanese manufacturing andbrandsMain Points of Collaboration
1. Enhanced sightseeing guidance and information
communication targeting visitors to Japan.
2. Business related to regional revitalization centered on
exchange of goods, experiences, and opportunities.
3. Creation of transit-based travel routes from Haneda
Airport for transit passengers and other travelers.

Welcome Center

4. Educational opportunities utilizing the airport for events
combining culture and careers.

●

Networking with other regions
throughout Japan●

Fostering interaction through local
specialties, tourist attractions, andappeal●Co-create business using Haneda Airport as a starting point to develop
new appeal, interactions, and enhanced Japan experience value.
53

Haneda Tour Program

Haneda Innovation CityIn December 2022, Group company Haneda
Future Research Institute concluded acomprehensive collaboration agreement with
Kagoshima Prefecture, as part of a Groupeffort to promote regional development.

JAT offers programs to provide local schools
and organizations with an overview ofHaneda Airport. The professions andoccupations supporting airport operations
are explained, as is their career potential.

We are also participating in the Haneda
Innovation City project adjacent to Haneda
Airport. This public–private partnershipproject in Tokyo’s Ota Ward is operated byHaneda Mirai Kaihatsu Co., Ltd.

VOIC E
Creating Spaces, Linking Local Communities and Customers
Wakuraba, a store and café in Haneda Airport Terminal 2, provides
information and creates a space for connecting with customers. It helps themlearn about areas with which they are unfamiliar but wish to visit. Given that
all the store staff are knowledgeable about the various regions of Japan andtheir local products, we are well placed to provide meticulous customer

Rena Shimizu

Data

Potential to facilitate productive
experiences and opportunities.

Agreement with Local Government

Corporate governance

JAT concluded a comprehensive business collaborationagreement in March 2020 with JTB Corporation, which runs abusiness mostly in the travel industry. The agreement isdesigned to improve Haneda Airport functions and facilitatebusiness creation, thereby enhancing the airport’s appeal,
fostering interaction, and enhancing the value of the airport
experience.

Materiality Initiatives

Main initiatives
Collaboration aimed regional andregional revitalization

Special Feature

Creating interaction withlocal communities

Major KPIs (Key Performance Indicators)

Product & Sightseeing Fairfeaturing products from
Kumejima Town, Kunigami,
Ogimi, and Higashi Village,
Okinawa Prefecture

Medium-term Business Plan

ApproachGems of Toyosu Market andlocal Tokyo products

Value Creation Story

37

The future we seek

Events with Local Communities
JAT regularly uses Haneda Airport as the venue for events held in conjunction withdomestic local governments and airline companies. We contribute to regional
revitalization by communicating the appeal of regions as we promote tourism anddistribute local specialty products.

service. In this small way, we are helping revitalize localities.
Customers sometimes give us feedback after they have visited a place

Regional Revitalization
Business Department

recommended by our staff. The stories are invariably happy ones that make us

Haneda Future ResearchInstitute Incorporated

realize we have successfully connected customers with local communities.

Wakuraba exterior

Japan Airport Terminal Report 2023

54

Materiality Initiatives

Think and take on challenges on their own
Education and training systems
Since JAT recognizes human resources as the most important element of the Company, we have established various educational and training
programs to develop human resources who think and take on challenges on their own. We intend to realize customer-centered terminal operations
and maintain sustainable growth, thus contributing to the realization of our management strategies. This is in addition to the training programs weprovide, such as position-based training and CS seminars that impart the basic knowledge with which Group employees should be equipped.

Human Resource Development• In-house seminars for knowledge acquisition

Professionals with
airport-specific knowledge
and experience• Intra-Group secondment (frontline experience)• Outside secondment (outside Company)

Ongoing learning and growthat all levels

To realize our long-term vision of becoming a World Best Airport, we recognize that human resources are our most important formof capital. We also recognize that, in order to realize sustainable Group growth, we must promote human resource development.
This includes career development support, so that human resources might be transformed into professionals, and workplaceenvironment improvement to enhance employee engagement.

Self-reliant human resources
with drive, sense of purpose• Career seminars for older employees• Diversity and inclusion seminars• Training to accommodate people with disabilities• Expansion and development of environment
facilitating the hiring of people with disabilities• Introduction of a multi-track personnel system

Human resources andorganizations promoting DX
strategies• Reskilling Recurrent Program• Trial implementation of system for holding down asecond or concurrent job• Promotion of digital human resource• Formulation of a DX human resource development
plan• Strengthening of in-house IT literacy• Participate in industry-to-industry-to-academia
collaborative projects• Make most of learning opportunities• Enroll in Master of Business Administration (MBA)programs• Benefit from expansion of in-house open
recruitment system

Training Systems
Initiatives

Improving Employee
Engagement

Performance
management

Active recruitment and training of human resources with diverse skills.
Creation of innovative businesses and improvement of business operations throughcross-industry/industry-academia collaboration and secondment of personnel to outside entities.

Performance
management

Embedding of internal branding activities (Plus One Promotion) into the mindset of all JAT Group executives
to promote the development of human resources who can think and take on challenges on their own.

2025

Increases
specialization

FY2023 introduction

DX human resource
development (3)Introduced in FY 2022
Conventional training

DX human resource
development (1)Professionals withknowledge andexperience specificto airport
operations.

To Be a World Best Airport—To be the world’s most respected airport, pursuing the satisfaction of all stakeholders—Establishing a foundation for regrowth

Leading airport company

Developing airport businessChange Reform and innovation

Growth Grow and Evolve

Strengthen earnings power by moving away from a profit
structure dependent on airline demand, including newly
developed businesses.

Improve quality and efficiency of products and services
to enhance Haneda Airport functions.

Human resources withindependence andAn organization ininitiative who can act which diverse humanwith a clear sense ofresources withpurpose.
different
backgrounds candemonstrate theirabilities.

Knowledge acquisition
in-house seminars
Training to accommodate
people with disabilities

Cyber security

Level-based training

Tourism seminars

PC skills
improvement training(basic)Various CS seminars
Compliance seminars
Newly hired
employee training

Video training

FY2022:

Cross-industrial
exchange training(accounting, tax exemptions)

Online language
training(English, Chinese, Korean)(sign language, English
conversation)

Improves
foundational
capabilities

20 participants in total

Annualimprovements

Number of employees transferred to externalorganizations

Administrative
training

Learning room

FY2022:Can decide
for oneself

18

Annualimprovements

Participation in the Learning room in-house academy

FY2022: seven courses,

30 participants

Annualimprovements

Participation in in-house knowledge acquisition
seminars

FY2022:

220

Annualimprovements

IT literacy education• Introduction of digital promotion team leader
meeting system• Participants in PC skill improvement training

FY2022:129 participants in total

Annualimprovements

VOIC E
Aiming to Continue Growing

Expanding earnings base

Expand Take on challenges

In this era of rapid change, it is important to develop human resources and for our organization to support the

Secure human resources equipped with new ideas andthe ability to execute in a changing business environment,
while establishing a financial base facilitating stablebusiness continuity.

operation of airports where a broad variety of people come and go. We have introduced wide-ranging systems tocreate an environment in which people can work with peace of mind and pride, as well as spaces for autonomous

55

Human resource
development policy

Think and take on challenges on their own

Internal environment
development policy

Corporate Culture Enhances Diverse Human Resources

Human resourcesand organizations
promoting DX
strategies.

Mayuko Hattori
Director,
Human Resources & Labor Welfare Division
Japan Airport Terminal Co., Ltd.

With this new step, we aim to create an organization in which all generations can continue to learn and grow,Datalearning, which starts with improving basic skills.
An organization that
continues to learn
and grow on all levels

Corporate governance

Responsible for the construction, management, and operation of public passenger terminals, the JAT Group aims to have management balance public
good and business success by engaging in a variety of business activities at airport terminals. These include facility management and operations,merchandise sales, as well as food and beverage operations.
To realize our management strategy, it is essential that we should be an organization that continues to pursue the functional enhancement andevolution of Haneda Airport. In addition to the wide range of expertise and technology we have cultivated over the years, we must improve our
products, services, and the personnel who support our efforts.
Further, as a Company operating an international airport terminal that welcomes many people from across Japan and around the world, it isessential that we cultivate inclusiveness among our employees. This will make them more open to accepting diverse ways of thinking and people fromdifferent cultures. To this end, we are working to create training systems, programs, and environments that support the promotion of diversity,
inclusion, and a work–life balance.

Reskilling Recurrent
ProgramIndustry-to-industry-to-academia
collaboration projects

Participation in industry-to-industry andindustry–academia collaboration projects

Materiality Initiatives

Required personnel and organization

Diversity andinclusion(applications)

Senior career
seminars

IT Passport

Requiredfor
all employees(Executing Human Resources)

PC skills
improvement training(All employees)

Main initiatives

DX human resource
development (2)Cooperation with Digital
Business Office

Optional system

Promotion of
MBA acquisition(Specialized Human Resources)

Indicators related to human resources
who think and take on challenges on
their own

Special Feature

Transforming workforce
into a group of realprofessionals

Target Year

Major KPIs (Key Performance Indicators)

Medium-term Business Plan

Approach

An organization in which diverse
human resources with different
backgrounds can demonstrate theirabilities• CS Seminars

Value Creation Story

Materiality

Initiatives targeting specific personnel

The future we seek

Human resource development policy

where human resources who think and take on challenges on their owncan discover diversity within themselves, andwhere diverse human resources can foster a corporate culture in which they mutually enhance performance.

Japan Airport Terminal Report 2023

56

Materiality Initiatives
Materiality

Human Resource Development
Corporate Culture Enhances Diverse Human Resources

Training and initiatives
Customer satisfaction training

Against the background of ongoing globalization, Group-wide business expansion, and the fact that we build, manage, and operate international
airport terminals, we believe it essential to foster a corporate culture in which diverse human resources mutually enhance each other.
At the same time, we realize it is important to create a workplace that is comfortable and rewarding, and which has systems that promote diverse
workstyles, as well as management that is conscious of employees’ physical and mental health. Steps to address these issues are ongoing.

Larning rooms

Universal seminars

We have created learning rooms as
spaces for self-directed learning andwhere employees can exchange ideas.
They also provide opportunities forlearning and interaction that transcend
the boundaries between departments
and generations.

●

●

●

Male employees discuss issues ofbalancing work and childcare.

Industry–academia and industry–industry collaboration projects
Flexible thinking and new ideas are
essential if we are to respond tochanges in social conditions and thebusiness environment. To this end, we
implement industry–academia
collaboration projects throughin-house recruiting focused on young
employees.

Improved medical checkups for
women

●

Better employee cafeteria●

Renovated break room●

Collaboration with industry-specificphysicians to provide a comprehensive
support structure for staff

Employeehealth support

Improved dormitory and Company
housing●

Expanded employee benefits●

Regular mental health seminars
Overall: semiannually; new employees:
annually●

Annual nursing care seminars
Consultation desk set up●

Company newsletter

Plus One promotion●●●

Framework for
comfortable
work

●

●

Team leader meetings held topromote workstyle reforms

A good work
environment

Start of telecommuting system
Introduction of paid leave in one-hour
increments

Special Feature

As we state in our management strategy and human resources development policy, we appreciate people who think and take on challenges
on their own. Thus we are running a Plus One promotion internal branding campaign, to raise staff awareness and encourage employees toconsider how to take current work efforts to the next level and increase work engagement. The campaign is in addition to Company-led
education and training programs, as well as enhancement of the workplace environment.
Launched in FY2022, the campaign provides workshops for employees in all positions, from younger staff to section managers. It ismeant to encourage staff to think about what they themselves can contribute under the Plus One umbrella.
We have a dedicated Plus One promotion website, Plus One News, on our intranet, where we share information. This covers Groupinitiatives and best practices, and is designed to improve employee understanding and expand the initiative.

Follow-up with individuals and organizations

Trial introduction of Premium Friday
system, allowing employees to leave
the office at 3:00 p.m. on Fridays
Morning work during the summer
monthsChildcare leave, family care leave, andsick leave
Group Long-Term Deposit Insurance

Installation of a break room and multiuse
toilets

あなたの今日のプラスワンは 、
なん で す か？

Workshop in progress

Case studies on the Plus One website

TOPICS

Materiality Initiatives

Flexible systems exceeding statutory
requirements●

Medium-term Business Plan

As an international airport used by arange of customers, we regularly
conduct training sessions to engenderawareness of diversity and inclusion(D&I) among our staff.
In June 2023, we had an athletewith a hearing impairment give alecture, and we provide regular sign
language and barrier-free training.

Stress checks

Value Creation Story

In order to realize our management
policy of customer-centeredpassenger terminal operations, we
conduct customer satisfaction (CS)training for new and frontline
employees. This is designed to foster acustomer-focused mindset in the staff,
while making them feel proud to beworking at Haneda Airport.

The future we seek

Internal environment development policy

Enhanced employee cafeteria and break room

Plus One promotional image

VOIC E
Inculcating the Plus One mindset among all staff

Employee cafeteria

Break room

Corporate governanceAs the facility manager and operator of Haneda
Airport, we have enhanced the employee cafeteria
and break room to boost employee satisfaction andoverall airport productivity.

日本空港ビルグループ プラスワンプロモーション

私のプラスワン実行宣言！

The Plus One promotion is an internal branding activity aimed at changing employee awareness and behavior. Each
employee is required to devise and implement new Plus One efforts aimed at introducing improvements andchanges.

Eriko
Kazama2023
氏名Manager,
PR & Branding Strategy Office
Japan Airport Terminal Co., Ltd.

department to spread and promote the idea that the aggregate of individual Plus One actions will lead to majoradvances for the Japan Airport Terminal (JAT) Group.

Reflecting the goals of laws revised in line with the passage of the Act on the Arrangementof Related Acts to Promote Work Style Reform, our Workstyle Reform Promotion Team
Leader Council has been meeting monthly since fiscal 2019. This is designed to rectify
issues related to long working hours and to achieve diverse, flexible workstyles.
The council is a Group-wide initiative and comprises mainly younger employees from
Head Office and Group companies. Problem solving proposals and ideas raised by teamleaders are discussed and Group work is conducted at meetings, shared withmanagement, and introduced as new systems and initiatives within the Company.

Data

Staff are encouraged to set goals, whether personal or professional, for what they truly want to achieve, andthen to be the first to take action. Even if just a small improvement or change is achieved, I believe it is the role of myWorkstyle Reform Promotion Team Leader Council

Council meeting

57

Japan Airport Terminal Report 2023

58

Materiality Initiatives

Progress of human rights DD

The future we seek

Human rights due diligence
To promote respect for human rights in our business activities, we have devised policies and procedures related to human rights and procurement,
and conduct human rights due diligence (DD). In determining human rights themes to be addressed, we incorporate the opinions of outside experts
through dialogue, in addition to discussions in each subcommittee. We will continue to address identified issues and disclose information as
appropriate.

In our mainstay businesses of facility management, merchandise sales, and F&B, we have conducted risk surveys and identified issues related tobusiness partners, Group company employees, and users directly involved in our business activities, as indicated below.

Human Rights DD Until Now

Step 1• Based on the “Guidelines on Respecting Human Rights in Responsible Supply Chains,” we have identified human rights risks
in each business sector, as well as on the basis of products handled and business region

Human rights risk surveys• Based on customer feedback, whistle-blower reports, and other information, we have investigated the potential for humanrights risks, and ensured that systems for the early identification and rectification of human rights violations are functioning• We have confirmed the status of JAT’s handling of commercial products associated with particularly high human rights risks

The JAT Group welcomes a variety of customers from across Japan and around the world. We thus have a crucial responsibility torespect diverse cultures and ways of thinking, as well as to respect human rights in the supply chain and throughout our business,merchandise sales and food and beverage (F&B) businesses included.

Initiatives

Implementation of human rights due diligence

Target Year

Rate of childcare leave being taken by male workers: 100%; Rate of managerial
posts being assumed by female personnel: 40% (non-consolidated basis)2027

Employment rate of persons with disabilities: 6.6% (non-consolidated basis)

2025

Investigation of human rights risks and identification of issues and countermeasures

2023

Organizational D&I

Terminal D&I

in which diverse human resources mutually enhance eachother. To this end, we are creating opportunities for

Step 4

Human rights themes• Incorporating dialogues with experts, the Sustainability Committee has identified human rights themes as issues
the Company must address

Engagement in Human Rights Issues
Issue 1 Ascertaining working conditions at partner companies involved in facility management
Amid labor shortage concerns, it is important to ensure that work environments are properly maintained bysubcontractors that manage facilities. First we plan to assess the working environment in the areas of
security and cleaning through questionnaires and other methods. In the event any areas needing
improvement are identified, remedial measures are discussed.
Dialogue with experts held
August 16, 2023
Participating external experts
Members of Sustainability GovernanceConsulting Div.,
Human Resources Governance Leaders Co.,Ltd.

Better quality service

Management of individual user information

Responding to diversifying customer needs

Introduction of Red Cup Campaign Coffee

Participation in TABLE FOR TWO

At our POWER LOUNGE, we have introduced
coffee used in the United Nations World
Food Programme Red Cup Campaign. A
portion of the proceeds is used to support
school lunches in developing countries
through the SUNSHINE COFFEE PROJECT,
led by Mitsumoto Coffee.

Since June 2017, the JAT employee cafeteria
has participated in TABLE FOR TWO, aprogram that delivers school lunches tochildren in developing countries throughdonations of ¥20 per meal served in thecafeteria.

Baggage Carts with Artwork by People
with Disabilities

Corporate governance

New ideas and awareness
Organizational capability

Although human rights risk surveys confirm that the system for rapid risk identification and remedial action is functioning, we have identified thefollowing three items that we will continue to monitor and address to ensure that future changes in the social environment do not have a negative
impact on human rights.
Comfortable working environment for
employees

Mutually
relatedemployees to gain new insights and discoveries through thewith disabilities, thereby improving customer service quality• We have engaged in dialogues with external experts on the social aspects surrounding human rights issues and therelevance of the Company’s human rights themes, including both their identification and related future initiatives

Other human rights-related issues

perspective as an international airport terminal, as well as

acceptance training to promote the employment of people

Dialogues with experts

TOPICSand creating a comfortable work environment.

Indicators related to mutual enhancement of diverse human resources
Indicators

Target YearFY2022 results

Maintain female manager ratio of 40%

FY2027

41.6％
71.4％

Reduced each year

80.8％

Gender wage gap (full-time employees)

Reduced each year

84.4％

Gender wage gap (part-time employees)*

Reduced each year

51.1％

FY2025

5.1％

Employment rate of persons with disabilities 6.6%
* Vice President class non-regular employees, counselors, persons with disabilities, etc.

59

In September 2022, 100 baggage carts at
Haneda Airport were decorated with artwork
created by challenged artists—people withdisabilities—working with professional
designers.

Japan Airport Terminal Report 2023

Data

FY2027

Gender wage gap (all employees)

Male employees utilizing childcare leave 100%Materiality Initiatives

Respecting diversityof addressing diversity and inclusion (D&I) from ourimplementation of D&I training for all Group employees andStep 3

As Japan’s premier gateway to the skies, it is important that we reduce supply chain risks related to the
products we provide. To this end, we first must identify human rights risks in the supply chain, starting with
our original clothing products and the coffee we serve at our directly managed stores. In the event that areas
needing improvement are identified, we discuss remedial measures.

The Japan Airport Terminal Group recognizes the importancethe perspective of D&I required to foster a corporate culture• Based on survey results, we have evaluated the severity and probability of human rights risks, and identified
potential human rights themes to address more fully in the future

Issue 2 Identifying retail F&B supply chain human rights risks

Main initiatives
Thoughts on Diversity

Current conditions, future risks

Special Feature

Promotion of diversity andinclusion

Major KPIs (Key Performance Indicators)

Step 2Medium-term Business Plan

Approach

Value Creation Story

Materiality

Promotion of diversity and inclusion andrespect for human rights

60

Materiality Initiatives

Promotion of fair business activities

Materiality

Materiality

Strengthening of risk management

Approach

As a Group engaged in the operation of public airport passenger terminals, JAT complies with laws, regulations, and social norms asa matter of course. Further, we also recognize that some social concerns can be resolved if we strengthen our system ofgovernance, engage in sound, highly transparent management, and promote fair business activities.

Ensuring business continuity is the JAT Group’s social mission. In a highly uncertain society in which new risks are forever emerging,
we recognize the importance of ensuring and maintaining organizational resilience by understanding the risks surrounding ourbusiness environment and implementing countermeasures.

Major KPIs (Key Performance Indicators)

Target Year

Ensuring thorough compliance Zero incidence of inappropriate behavior (serious misconduct/violations) in corporate activities
Strengthening
sustainability governance

Annually,
ongoing2023

Formulation of sustainable procurement guidelines and their dissemination to business partners

Initiatives

Risk management systemenhancements

Major KPIs (Key Performance Indicators)

Target Year

Risk Management Committee and PDCA cycle set up for priority risks

2023

Zero significant impacts on terminal building operations caused by inadequatecybersecurity measures

Annually,
ongoing

Main initiatives
Main initiatives

Risk management

Ensuring Thorough Compliance

E-learning test pass rate

Promotion Structure

98.9%

Awareness ofcompliance information desk

Main Initiatives

93.1%

We set up an internal and external compliance information desk (reporting system) to identify problems within the Group, take corrective action at
an early stage, and implement measures to prevent recurrences.
To further inculcate compliance awareness, we conduct periodic e-learning tests for all employees. Our Japan Airport Terminal Group ComplianceHandbook includes specific examples of necessary compliance, and is posted on the Company intranet to enhance staff knowledge and ensure
thorough awareness.

Respect for Human
RightsTier 1
About 570

Implement andimprove responseplans

Priority risks• Spread of serious infectious diseases

Risks that must be prevented from materializing• Natural disasters (earthquakes, extreme weather
events)• Inadequate cybersecurity measures

Business processes (internal factors)• Inadequate product management (food safety, excess inventories)

Crisis management (external factors)

An inadequate framework for managerial functions may poserisks for the Company• Inadequate supply chain management• Insufficient human resources, lack of training and low
engagement• Financial covenant violations*• Acquisitions without consent• Inadequate Group governance• Insufficient promotion of D&I, respect for human rights

Changes in the business environment• Responses to environmental issues• Rapid, drastic changes in market conditions

Risks expected to materialize due to changes in the external
environment and for which management strategies are required toprevent losses, or to expand or transform opportunities• Responses to changes in behavioral patterns andtechnological innovations• Diversification of sales composition (lessdependence on airlines)• Changes in government policies (public regulations)• Changes in international conditions• New businesses, acquisitions, and capital investments

Strengthening Cybersecurity
Continuity of business activities and terminal operations is the
JAT Group’s social mission. These days, corporate activities,(4) Prohibition of harassment, inhumane handling, andunfair treatment(3) Efficient use of energy and reduction of greenhouse gas
emissions(4) Effective use of resources and waste management(5) Implementation of responsible
procurement activities

https://www.tokyo-airport-bldg.co.jp/files/en/sustainability/JapanAirportTerminalGroupSustainableProcurementGuidelines.pdf

61

Check

Monitor response plan
implementation, verify
efficacy
Review priority risks

President andRepresentative Director

Board of Directors
Executive Committee

where DX is promoted and IT is expected to impact all aspects ofbusiness activity, we must ensure the stable operation of IT
systems in the event of an emergency.
To this end, we have formulated and are implementing an IT
System Business Continuity Plan. We plan to conduct
Cybersecurity Incident Response Team (CSIRT) training andprovide security education to executives and employees in aneffort to minimize impacts on terminal operations and business
continuity in the event of an incident. In this way, we will
strengthen the effectiveness of IT service continuity.

JAT-CSIRTCSIRT Manager

Internal related organizations
Group companies

CSIRT Secretariat

Department in charge of
information systems

Executives and employees(system users)
Information
coordination,
reporting, etc.

Directors, etc.

Data

The full text of Sustainable Procurement Guidelines can be found at

Action• Terrorist acts and subversive activities(3) Prohibition of child labor(2) Disclosure of environmental information

Consideration for
the Environment

Risk Management
Committee

Classification(2) Prohibition of forced labor(6) Management of workers’ health(1) Ensuring the safety of products and services(3) Development of business continuity planstrength.

Formulate response
plans

About 3,500(1) Compliance with environmental laws and regulations(2) Provision of accurate information about products andservices

Group’s corporate structure and enhance its comprehensive

Implement responseplans* Although some of the Company’s short-term and long-term borrowings were in violation of certain financial covenants at the end of the fiscal year under review, the Company has obtained the agreement of
the handling financial institutions that they will not to exercise their rights pertaining to forfeiture of the benefit of time.

(5) Occupational safety and health(5) Protection of intellectual property rights

Ensuring Safety andQualityopportunities, we will make every effort to strengthen theManagement infrastructure(1) Respect for human rights and elimination of discrimination(1) Compliance with competition laws

(4) Protection of personal information and prevention ofleakage of confidential information

In conducting evaluations to prevent losses and developing

Do

Identify priority risks

Corporate governance

Guideline Item

(3) Elimination of relationships with anti-social forces

verify their effectiveness within the management process.

Plan

Materiality Initiatives

The JAT Group has a Procurement Policy and Sustainable Procurement Guidelines to promote proper supply chain
management and fair procurement practices. The guidelines are distributed to major suppliers and set as a KPI to
be achieved in fiscal 2023.
Currently, of the approximately 3,500 suppliers, tenants, and other companies that do business with our Group,
about 570 companies have been identified as Tier 1, accounting for 90% of overall transaction value.
The Supply Chain Subcommittee is taking the lead in disseminating information and requesting cooperation
during fiscal 2023. In future, we will also work with the Human Rights Subcommittee to ensure supply chain-wide
fair procurement. We will conduct additional surveys in business areas where human rights risks have been
identified as high.

(2) Prevention of corruption and bribery

repeatedly review and confirm the status of responses andRisks that must be prevented from materializing

Enhancing Sustainability GovernanceConducting
Transactions in a
Fair, Just, andSincere Manner

have a Risk Management Committee and systems in place toSpecial Feature

To conduct corporate activities in accordance with laws, regulations, and social rules, the Group has issued aCompliance Declaration and formulated Basic Compliance Guidelines to establish a system to promotecompliance. To ensure that management is compliance oriented, the operation of the system is regularly
examined and supervised by the Compliance Promotion Committee, chaired by the representative director andpresident.

For risks assessed as critical for our business (priority risks), we

Medium-term Business Plan

Annually,
ongoing

Dialogues with external experts held twice a year

Value Creation Story

Initiatives

The future we seek

Approach

Other related departments
External related organizations

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