Medium-Term Sustainability Plan
(May 11, 2023)*This document has been translated from the Japanese original, for reference purposes only.
If there is any discrepancy between this translated document and the Japanese original,
the original shall prevail.

Japan Airport Terminal Co., Ltd.
https://www.tokyo-airport-bldg.co.jp/

Medium-Term Sustainability Plan
１．Introduction_______P. 1

２．Sustainability Basic Policy_______P. 2

３．Establishment of Sustainability Promotion System_______P. 3

４．Identifying Materiality and Establishing KPIs and Targets_______P. 4

５．Medium-term Sustainability Plan Development Process_______P. 5

６．Outline of Dialogue with External Experts_______P. 6

７．Reasons for Selecting Materiality Topics_______P. 7

８．Relationship between Materiality and Medium-term_______P. 8

Business Plan

1. Introduction

The Japan Airport Terminal Group (hereinafter the “JAT Group”) is a private enterprise engaged inconstructing, managing, and operation of airport passenger terminals, which are public infrastructure withenormous importance. We are fully aware of the social responsibility associated with this role and aim for
management that benefits both the public good and business success.
Under the medium-term Business plan announced in May 2022, we are committed to materializing our longterm vision of “To Be a World Best Airport” by promoting “the growth of the airport business,” one of our growth
drivers, “establishment of a foundation for regrowth” to support it, and expansion of the earnings base” in anadvanced and efficient way. To these ends, we enhance the management base for “DX,” “organization,
personnel, and governance,” and “financial strategy” while positioning sustainability as the core of strategy
promotion.
Since our foundation, we have carried out our business for sustained growth and development of both the JATGroup and society, in accordance with our basic philosophy of pursuing “Harmony between the Business andthe Society.” To ensure deeper embedding of sustainable management into our organization, we have newly
developed the Medium-term Sustainability Plan.
We will contribute to the realization of a sustainable society by defining materiality (key issues) and KPIs
(Key Performance Indicators) to promote our management strategy and enhancing the effectiveness of oursustainability management initiatives.
To help stakeholders better understand our initiatives, we will ensure timely and appropriate information
disclosure and dissemination while striving to achieve the JAT Group’s long-term vision, “To Be a World Best
Airport.”Japan Airport Terminal Co., Ltd.

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2. Sustainability Basic Policy
Under the basic philosophy “To foster harmony between the public and the Group,” we will help to realize a sustainable society
through our business activities. Based on the newly developed Sustainability Basic Policy, the entire Group will promote sustainability
in cooperation with our stakeholders.
Based on the newly developed Sustainability Basic Policy, the entire Group will promote sustainability in cooperation with our
stakeholders.
Basic philosophy

The Japan Airport Terminal Group, as a purely private company engaged in construction, management, and operation of highly
public passenger terminals, is fully aware of its social role and management goals in order to “Foster harmony between theBusiness and the Society.”

Goals (visions) we are aiming for in
2030

Sustainability Basic Policy
The Japan Airport Terminal Group, as a purely private company engaged in construction, management and operation of highly public passenger terminals,
has adopted a basic philosophy of “Harmony between the Business and the Society.”
To realize “To Be a World Best Airport - To be the world’s most respected airport, pursuing the satisfaction of all stakeholders -,” we will promotesustainable business activities while contributing to the development of the socioeconomy under the Sustainability Basic Policy.

Human- and eco-friendly advanced airport
2030
World-leading hospitality

Customers(1) Serving as an air gateway to Japan, we strive to operate customer-centered passenger terminals (convenience, comfortableness and functionality),
continuously work at improving services and operations while actively utilizing digital technologies, and provide the best hospitality.

Safe and secure airport

Partners(2) Together with partners, such as airline companies, tenants and subcontractors, and the national government, we promote the development of safe
and secure airports and open innovation toward mutual growth.

Pleasant journey: stress-free

Employees(3) We give consideration to physical and mental health and security of officers and employees, and strive to develop personnel and improve work
environments so that they can work with a motivation while exercising a wide range of abilities they have in various fields associated with the airport.

Eco airport

Local Communities(4) In partnership with surrounding communities, we not only contribute to the growth of the Tokyo metropolitan area, but also enable domestic air
mobility in cooperation with airports throughout the country as the hub of the aviation network, and aim to co-exist and co-prosper with local
communities throughout Japan.

Social image when the goals areachieved

Shareholders/Investors(5) We endeavor to be transparent in disclosing information on a timely basis and increase corporate value from a long-term perspective, based on
engagement with shareholders and investors.

Global Environment(6) In moving toward a decarbonized society and/or a resource-circulation society, we aim to reduce the environmental burden associated with businessactivities through, for example, promoting measures against global warming and 3R, and realize sustainable airports in harmony with the global
environment in cooperation with stakeholders.

Common(7) Having ensured absolute safety, we properly manage risks that may pose a threat to business activities. Also, we routinely promote disasterprevention measures, etc., and business continuity management so that, even in emergencies, we can ensure safety and continue operating thepassenger terminal, which is public infrastructure, without delays.
(8) We comply with domestic and overseas laws, regulations and rules, and carry out business honestly and fairly while taking human rights into
consideration.

Japan Airport Terminal Co., Ltd.

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Japan where travelers want to visit
Sustainable growth of resilient aviation
network
Society where people can move safely in
a comfortable way
Carbon-neutral
Decarbonized society

3. Establishment of Sustainability Promotion System◼
◼

In July 2022, we established the Sustainability Committee chaired by the President and COO, together with the
Sustainability Management Office, a dedicated sustainability team that directly reports to the President.
Under the umbrella of the Sustainability Committee, we will create theme-based working groups and implement initiatives onsustainability on a company-wide basis.
Sustainability Promotion System

Outline of Meeting Body and Working Group■ Overview of the sustainability promotion system

Sustainability Committee

Board of Directors
Audit and Supervisory Committee/Renumeration Advisory
Committee/Nomination Advisory Committee

Committee
Members

Chairperson: President and COO
Members: Vice President and all other officers(including executive officers)

Secretariat

Sustainability Management Office

Meeting
frequency

Twice a year or more (five times in FY2022)

Matters fordeliberation◼ Measures to identify critical sustainability issues◼ Establishment of plans and targets relating tosustainability and progress management (PDCA)◼ Stakeholder communication, etc.

OthersEstablish the Risk Management Committee and themebased working groups‒ Decarbonization Core Conference (WGs on energy
saving, energy generation, new energies, resource
recycling, etc.)‒ Human Rights Subcommittee‒ Supply Chain Subcommittee

Executive Committee
Information sharing andcooperation

Risk Management Committee

Sustainability Committee
Secretariat: Sustainability
Managemnet OfficeCompliance Promotion
Committee
JAT Group
CS Promotion Committee

Decarbonization Core Council
Corporate-wide
development

Human Rights Subcommittee
Supply Chain Subcommittee…etc.

Each business division/Group company

Japan Airport Terminal Co., Ltd.

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4. Identifying Materiality and Establishing KPIs and Targets◼

We identified key issues (materiality) that should be addressed to realize our long-term vision, while setting plans, targets, and KPIs for
progress tracking purposes.
Going forward, under the sustainability promotion system, we are committed to implementing initiatives for the solution of material
issues by tracking progress in the achievement of plans and targets against the KPIs.

◼

Categories

Materiality
Measures tocombat climatechangeE

S

Initiatives
Reduction of CO₂ emissions

Major KPIs (Key Performance Indicators)

Target Year

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

2030/2050

Receipt of ZEB Oriented certification for T1 satellite in the terminal expansion project2025

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 set FY2025
2023
targets
Closed-loop recycling of all PET bottles collected at terminals
2025
Continuous receipt of “5 Star Airport” rating from SKYTRAX (terminal expansion, smoother
Enhanced terminal functionality
Every straight year
passenger flows, enhanced signage, diverse commercial facilities, etc.)
Continuous receipt of the 1st rating from SKYTRAX in the “World Cleanest Aiport” category
Every straight year
Assurance of safety and security
Development of aContinuous implementation of disaster drills, etc. (150 times/year; 3,000 total participants/year)
Every straight year
safe, comfortable
Continuous receipt of the 1st rating from SKYTRAX in the “Best PRM & Accessible Facilities”
Every straight year
and advanced
category
Promotion of universal design
airportCompletion of the initiative to introduce mobile electric carts and self-driving wheelchairs to all
2025
terminals
A wider use of digital and robotic technologies in the five categories of (1) cleaning; (2)Use of digital technologies
2025
guidance/translation; (3) mobility support; (4) security; and (5) retailing and food service
Installation of permanent local specialty stores in the premises of Haneda Airport within FY2023;
Every straight year
Creation of interaction with local holding of promotional campaigns at event spaces at least 24 times a year
communities
Provision of know-how acquired in the Haneda Airport and products (robots, etc.) installed therein toContribution to2025
overseas airports and other facilities at the rate of 50 cases a year
local and regional
Continued participation of at least 1,000 people, including local (Ota City) elementary and junior highcommunities
Every straight year
Benefit-sharing with local
school students, in the airport tours and work experience programs
communities
Grand opening of the HICity (benefit sharing with local communities by providing medical services,2023
creating vibrancy, offering a traffic hub, etc.)
Performance
Active recruitment and development of human resources with diverse skills
Transformation of workforce into
monitoringa group of real professionals
Creation of innovative businesses and improvement of business operations through crossPerformance
Human resource
industry/industry-academia collaboration and secondment of personnel to outside entities
monitoring
development
Embedding of internal branding activities (Plus One Promotion) into the mindset of all JAT Group
Improved employee
executives to promote the development of “human resources who can think and take on challenges 2025
engagementon their own”
Promotion ofRate of childcare leave being taken by male workers: 100%; Rate of managerial posts being
Promotion of diversity and2027
diversity andassumed by female personnel: 40%*Non-consolidated basis
inclusion
inclusion and
Employment rate of persons with disabilities: 6.6% *Non-consolidated basis2025
respect for human Implementation of human rights
Investigation of human rights risks and identification of issues and countermeasures
2023
rightsdue diligence
Ensuring of thorough
Zero incidents of inappropriate behavior (serious misconduct/violations) in corporate activities
Every straight year
compliance
Promotion of fair
Formulation of sustainable procurement guidelines and dissemination thereof to business partners 2023
business activities Strengthening of sustainability
governanceDialogue with experts (twice a year)
Every straight year
Introduction of eco-friendly
materials and merchandise
Effective use oflimited resources Waste reduction/resource
recycling

G
Strengthening ofrisk management

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
Every straight year
on the terminal building operations

2023

Relevant
Stakeholders

Vision for 2030

SDGs to be contributed

Partners
Safe and secure airport
Global Environment Eco airport

Partners
Safe and secure airport
Global Environment Eco airport

Customers
World-leading
Partners
hospitality
Employees
Safe and secure airport
Local Communities Pleasant journey:
Commonstress-free

Customers
Safe and secure airport
Partners
Pleasant journey:
Local Communities stress-free

Customers
Employees

World-leading
hospitality

Customers
Partners
World-leading
Employees
hospitality
Local Communities Safe and secure airport
CommonCustomers
World-leading
Partners
hospitality
Employees
Safe and secure airport
shareholders, and Pleasant journey:
investors
stress-free
CommonEco airport
World-leading
Customers
hospitality
Employees
Safe and secure airport
shareholders, andPleasant journey:
investors
stress-free
CommonEco airport*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 “BestAirport 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 withdisabilities, and those who have been injured*3 Major primary business partners who had transactions with the JAT Group in FY2022

Japan Airport Terminal Co., Ltd.

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5. Medium-term Sustainability Plan Development Process◼
◼

We have developed the Medium-term Sustainability Plan by following the process below.
In the process, we drew up a list of potential materiality(key issues) based on the industry group guidance, sustainabilityrelated guidelines, business strategies, etc., and identified them from perspectives of both the JAT Group and its
stakeholders.
Matters Deliberated at the Sustainability Committee Meetings(FY2022)

Medium-term Sustainability Plan Development Process
Step1

Drawing up of a list of potential materiality

Matters for deliberation

In order to identify social issues and business environment that may affect JAT’s
business operations, we listed up potential materiality taking into accountmaterial items covered by guidelines issued by the industry association (ACI) andinternational organizations (e.g., GRI and SASB) in addition to our businessstrategy (medium-term management plan).

Step2

Progress in the sustainability initiatives- Listing up of potential materiality (key issues)- Response to the TCFD recommendations

Progress in the sustainability initiatives- Identification of materiality (key issues)
3rd meeting- Establishment of initiatives and KPIs related to the materiality(November 2nd)
(key issues)- Collection of sustainability-related information

Identification of materiality
After discussions at the Sustainability Committee, we identified eight materiality
topics. We will continue to review the materiality in light of changes in the social
environment.

Step5

2nd meeting(September
15th)

Dialogue with Experts
Through dialogue with external experts, we confirmed expectations and demands
from external parties, and verified the completeness and appropriateness ofmateriality topics.

Step4

Sustainability initiatives in the future- Details of initiatives in FY2022 and thereafter- How to proceed with the development of Medium-term
Sustainability Plan

Materiality Evaluation
We evaluated and narrowed down the potential materiality included in the list
from both aspects of the importance for the Company’s business (corporate
interests) and the importance for society (public interests). Furthermore, as partof the evaluation, we conducted a questionnaire survey at the Company’s
respective departments and interviews with them.

Step3

1st meeting(August 17th)

4th meeting(December
22nd)

Progress in the sustainability initiatives- Establishment of initiatives and KPIs related to the materiality(key issues)

5th meeting(February 8th)

Progress in the sustainability initiatives- Establishment of initiatives and KPIs related to the materiality(key issues)- A blueprint for disclosure of Medium-term Sustainability Plan

Initiatives and KPIs
We are developing initiatives that contribute to the solution of the definedmateriality as well as KPIs to evaluate progress in the initiatives. In thedevelopment process, we consulted and confirmed with relevant departments
and companies, bearing in mind information disclosure and dissemination toexternal parties.

Japan Airport Terminal Co., Ltd.

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6. Outline of Dialogue with External Experts

Name

Mr. Takeshi Mizuguchi
Academic expert
CareerHistory

Ms. Miki Mitsunari
Consultant

President of Takasaki City University ofEconomics
Areas of research: Responsible investment (ESG
investment), disclosure of non-financial
information, etc.
Mr. Daisuke Takahashi
LawyerPresident, FINEV Inc.

Provides climate change/ESG/SDGs, disaster
prevention measures, and business management
consulting service
Temporary member of the Industrial Environment 
Measures Subcommittee, Industrial Structure
Council, Ministry of Economy, Trade and Industry

Lawyer and Partner, Shinwa Sohgoh Law Offices
Member of the “Working Group on the National
Action Plan on Business and Human Rights,”
Ministry of Foreign Affairs (2019-2020)
International Bar Association Business Human
Rights Committee Co-chair✓ As a measure to combat climate change, it is necessary not only to make a commitment to net zero emissions (establishment ofspecific target values and announcement of them) but to adapt to physical risks (increasing temperature and abnormal weather).
✓ With regard to the water resource recycling, waste reduction, consideration of biodiversity in the procurement of in-flight meals,
etc., it would be better to stress that the initiatives being undertaken by the entire supply chain (including tenants) are the"initiatives for resources and natural environment."✓ Human rights issues are important social issues for airports, as they are used by customers of many different races and values. In
a broader sense, these issues include poverty, economic inequality, and other social issues faced by the Group companies andother entities in the supply chain. Accordingly, it would be better to clearly indicate them as Social (“S”) issues. Human rights are
Key
Comments
likely to become an important topic of debate when dealing with foreign companies in the in-flight meal business and duty-freebusiness.
✓ From the governance (G) perspective, it would be necessary for the Company to refer not only to fair business and risk
management, but to the foundations (such as systems and structures) for the promotion of environmental (E) and social (S)initiatives. Furthermore, the Company should consider a mechanism for encouraging debates on sustainability and strengthen its
sustainability governance.

Japan Airport Terminal Co., Ltd.

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7. Reasons for Selecting Materiality Topics◼

Based on the aforementioned process of developing the Medium-term Sustainability Plan, we have sorted out therelationships between the Group's business and social issues below. We are committed to making contribution to therealization of a sustainable society by solving social issues through our core business.
Materiality

Measures to combat climatechangeInitiatives

Reduction of CO₂ emissions

Relationship with social issues
While increasingly frequent extreme weather events and other climate change incidents have significant impacts on the JAT Group, the Group has imposed burdens on theenvironment by emitting a large volume of greenhouse gases through, for example, the consumption of electricity during terminal operations. We recognize that the development ofanti-climate change measures is a material issue we face, when we continue our business with the aim of creating an environmentally friendly airport that is in harmony with asustainable society.

E
Effective use of limited
resources

Introduction of eco-friendly materials
and merchandise

Waste reduction/resource recycling

When constructing, managing, and operating facilities and running retail stores and food service establishments, the Group not only uses many resources including building materials,
plastics, and water, but generates waste such as construction waste, food residue, and collected garbage. We recognize that, when we continue our business as an environmentfriendly airport, it is a material issue we face to ensure an effective use of limited resources, including the minimization of environmental impact by establishing a recycling system
across our supply chain and meeting users’ needs for environment-friendly products.

Enhanced terminal functionality
Development of a safe,
comfortable and advanced
airportAssurance of safety and security
Promotion of universal design

Operating an airport, a public infrastructure that supports society and economy by providing people with mobility, is the core business and social mission of the JAT Group. We expect
that, in the future, the airport will be increasingly used by foreign visitors to Japan, the elderly, and people with disabil ities. As such, we recognize that it is an essential challenge forour sustainable growth to continuously provide safe and comfortable mobility to various users by implementing DX and adopting advanced technologies.

Use of digital technology
Creation of interaction with local
communities
S

Contribution to local andregional communities
Benefit-sharing with local communities
Transformation of workforce into agroup of real professionals
Human resource development
Improved employee engagement

Promotion of diversity andinclusion and respect forhuman rights

Promotion of diversity and inclusion

Implementation of human rights due
diligence

The Group operates its business based on the harmonious relationship with Ota City, Tokyo Metropolitan Government and other municipalities of places where its business premises
are located. At the same time, its business is supported by the traffic of people between regional cities and the Tokyo metropolitan area. We recognize that making maximum use of
the Haneda Airport terminal, a hub used by numerous customers, as the location for creating interaction with local and regional communities and disseminating their attractiveness,would be a material issue to be addressed for a sustainable growth of JAT.

We recognize that human resources are the most important capital for realizing our long-term vision, “To Be a World Best Airport.” We also recognize that further promotion of humanresource development, including the provision of support for career advancement to transform the workforce into a group of real professionals and an improvement of working
environment for an increased employee engagement, would be a material issue for the JAT Group’s sustainable growth.

We recognize that it is our primary responsibility to respect not only diverse cultures and perspectives given that the Group provides hospitality services to a broad spectrum ofcustomers from across the world and Japan, but human rights when engaging in the retail, food service, and other business activities. We also recognize that it is a material issue topromote diversity, inclusion, and respect for human rights as the basis of the Company.

Ensuring of thorough compliance
Promotion of fair businessactivities

Strengthening of sustainability
governance

Given that the Group is engaged in the operation of airport passenger terminals, which has a highly public nature, we are naturally expected to comply with laws and social norms.
Furthermore, we recognize that it is a material issue and a key to the resolution of social issues to strengthen our governance structure, manage the business in a sound and highly
transparent manner, and promote fair business activities.

G
Strengthening of risk management
systems
Strengthening of risk
management
Strengthening cybersecurity measures

Japan Airport Terminal Co., Ltd.

Given that the Group is engaged in the operation of airport passenger terminals, which has a highly public nature, it is our social mission to ensure the continuity of business. We
recognize that, in an uncertain society with emerging risks, it is a material issue to ensure and maintain the organizational resilience, by identifying risks surrounding our businessenvironment and taking appropriate measures against them.

78. Relationship between Materiality and Medium-term Business Plan◼

◼

The materiality we identified earlier is in consistent with the strategic direction defined under the Medium-term Business Plan
for FY2022-2025, titled “To Be a World Best Airport 2025 - towards becoming one of the most advanced, human-and-ecofriendly airports by 2030.”
By continuing to work on materiality, we will implement the strategies set forth in the MTBP and aim to realize the vision for2030 of “becoming one of the most advanced, human-and-eco-friendly airports.”
Materiality and Corresponding Strategies Set Forth in Medium-Term Business Plan
Medium-term Sustainability Plan/Materiality (Key Issues)
Measures tocombatclimatechangeEffective useof limited
resources

Developmentof a safe,
comfortable
and advanced
airportEstablishing a foundation forregrowth
Reform and Innovation(Change)●●●

Growth of airport business
Growth and Evolution (Grow)

●

●

●

●

Expansion of earnings baseFacing Challenges (Expand)

●

●

●

●

Direction of strategies set forth in MTMP

Reinforcementof earnings base

Improve and innovate byharnessing DX and newtechnologies
Enhance themanagement
base

Human
resource
development●

Financial strategy
8

Promotion of
D&I and
Respect for
Human Rights

Promotion offair businessactivities●●

Organization, personnel, andgovernanceJapan Airport Terminal Co., Ltd.

Contribution
to local andregional
communities●

Strengtheningof riskmanagement

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