C S R R E P O R T 2 O13

Hulic Co., Ltd.
7-3 Nihonbashi Odenmacho, Chuo-ku, Tokyo, Japan 103-0011
TEL 03-5623-8101 FAX 03-5623-8125 http://www.hulic.co.jp/en

Contents

Editorial Policy

Top Message

Contents/Editorial Policy ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・1
Top Message ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・2

Hulic Co., Ltd. has been committed to contributing to communities
through business activities, building trusting relationship with stakeholders since it was founded in 1957. We issued “CSR Report 2013” for the
purpose of reporting about our activities toward achievement of Hulic’s“CSR Vision” in order to have the stakeholders further understand andobjectively evaluate them.
In compilation of this Report, “Evaluation of Importance” wasimplemented from the viewpoints of “Importance for Stakeholders” and“Importance for Hulic” in accordance with the Global Reporting Initiative(GRI)’s Sustainability Reporting Guidelines 2006, in order to selectimportant information to be disclosed. Information which was notincluded in the booklet is complemented and disclosed on our Website.

Toward Sustainable Growth

Our Businesses ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・3
Concept of CSR ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・5
Philosophical Frameworks and CSR
CSR Promotion Systems
Key Performance Indicators (KPI) for Priority
Items and Promoted Items, and Targets andResults

SPECIAL FEATURE 01 ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・11
An eco-friendly ofﬁce achieved by a prototype
building with low CO2 emissions-Challenges at the Hulic Head Ofﬁce Building

Creating Shared Value through PPP Businesses

Environmental Initiatives ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・15
Hulic Environmental Policy

Evaluation of Importance• Control of wastes• Provision of eco-friendly products and services• Support for employees to conduct social
contribution activities

Importance for Hulic

2 Environmental Management System
4 Recycling Society
5 Environmental Awareness and Education for
Employees
6 Environmental Communication

Measures against Global Warming (Greening)
Environmental Accounting

Social Initiatives ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・25
Efforts toward the Improvement in Customer
Satisfaction
Work-life balance
Efforts for diversity and human rights

Communication with Shareholders and Investors

Corporate Governance ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・35
Corporate GovernanceTime of Issuance

Reporting Period

Fiscal year 2012 (from January 1, 2012 to December 31, 2012)
As for important matters such as the merger with Shoei Co., Ltd., thisReport partly contains reports about activities before and after ﬁscal
year 2012.

Scope of this Report

The scope of this Report includes the Hulic Group. Environmental
performance data was provided by the primary 20 buildings statedbelow.

Nihonbashi Fuji Building

8,475

Toranomon First Garden

10,155

Hulic Shinjuku Building

10,886

Hulic Shinbashi Building

13,983

Ginza Fuji Building

8,579

Higashi Ote Building

7,207

Hulic Kabutocho Building

6,579

Information security management

Hulic Kobunacho Building

17,172

Hulic Kakigaracho Building

4,697

Hulic Torigoe Building

5,954

Hulic Nakano Building

4,319

Hulic Kawasaki Building

6,004

Hulic Aoyama Building

8,790

Financial Information/Outline of Group ・・・・・・・・38
Contact:
Corporate Planning Department
Hulic Co., Ltd.
TEL : (03)5623-8101
FAX : (03)5623-8125
1

Total ﬂoor
Power
Gas
CO2
Waste Usage ofarea (m2) consumption consumption emission emissionwaterCompliance

Third-Party Review/Hulic’s responses
to Third-Party Review ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・37

High

June 2013 (Previous issue: October 2012, Next issue: June 2014
(scheduled))

Social Contribution Activities
With Business Partners• Control of greenhouse gas emissions• Energy saving• Countermeasures against disasters• Protection of customers’ health and safety• Work-life balance• Diversity of workers• Improvement in customer satisfaction

1 Environmental Compliance
3 Environmental Performance

Changes in business environment

High
Importance forstakeholders

SPECIAL FEATURE 02 ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・13

WEB http://www.hulic.co.jp/csr

Hulic Mita Building

6,228

Hulic Osaka Building

30,353

Hulic Nanba Building

9,147

Hulic Kobe Building

8,354

Hulic Sapporo Building

14,254

Hulic Hamamatsu Building

5,538

Hulic Fukuoka Building

12,646

Ô Environmental performance data related to buildings owned by Hulic is in light blue boxes.
Ô The total ﬂoor area of buildings above is not necessarily consistent with the area owned by the Company.
Ô On July 1, 2012, Hulic Co., Ltd. merged with Shoei Co., Ltd. As of the same date, the company
name was changed to Hulic Co., Ltd.
However, properties of former Shoei Co., Ltd. are not included.

With new economic measures having been developed, the Japanese economy has been gettingbrighter. However, if we look at the long-term
future of Japan, there are several environmental,social, and economic issues, such as a decrease in
the workforce, a low birth rate and aging population, concerns about increasing financial deficit,
and global environmental destruction.

CSR of Hulic

Regarding those issues not as mere given concerns but as social demands and needs in the business environment, we intend to create common
value while resolving various issues by working
sincerely on them from the standpoint of an entity
running a real estate business.
For example, as reaffirmed by the Great East
Japan Earthquake, Japan is at times struck byearthquakes. In light of this situation, one of ourideals is to provide buildings with an excellent
Business Continuity Plan (BCP), including seismic
isolation and control. Through Public-Private Partnership (PPP) projects, we develop new social
buildings in cooperation with local public entities,
trying to build win-win relationships with them bysupporting finances of local governments facing
fiercer conditions. In response to the advance inaging society, we have pushed ahead with thedevelopment of houses for the aged. As for thenumber of houses our Company has possessed, we
have been one of the largest real estate companies
in Japan. Also, in order to address the issue of
global warming, we have continued to take measures to reduce CO2. Our attitude in this regard has
been highly praised by the mass media and others.

Achievement in fiscal year 2012

Our company steadily executed a growth strategy
based on a mid-term business plan for four years
which has strengthened the relevance between
our management strategy and CSR. First, in ourbusiness activities, we enhanced our portfolio by
merging with Shoei Co., Ltd. and advanced into
new business domains, while acquiring diverse
revenue sources. Secondly, in CSR activities, theCompany ranked first in the category of the realestate/welfare/other industry of the Nikkei Environmental Management Survey for the third
consecutive year. It also moved to a head officebuilding, which would further respond to BCP
while realizing high-level environmental functions, and greater promoted diversity management. Like this, we improved the level of the CSR
management framework. In fiscal year 2013, we
will make efforts for the early achievement of the
new four years mid-term business plan.

To stakeholders

We believe that meeting such various social
demands by integrating business and CSR activities is a source of our growth and Hulic’s Corporate Social Responsibility. Our employees anddirectors intend to steadily make long-term
efforts while enhancing communication withstakeholders. Please look forward to the future of
Hulic.

President and Chief Executive Ofﬁcer

Saburo Nishiura
2

Our Businesses

Hulic is working on the creation of new added value
through providing buildings which are excellent insecurity, environment, and convenience that match needsof the society and the age.
Growth Strategy of Hulic
Hulic is aiming at consistent growth to respondto expectations of all stakeholders and satisfy
them.

••••••••••Office Buildings owned by Hulic in the Tokyo 23 wards

Reconstruction Strategy

Development Strategy

Investment Strategy

One of Hulic’s strengths is possessing leasehold properties atgood locations close to stations mainly in the Tokyo 23 wards.
Taking advantage of such features, we have continued to grow by
赤羽
increasing income from leases with eco-friendly and well-planned
成増
reconstructions and keeping vacancy rates low.

For sustainable growth, we have made advanced approaches
which would be supported
by customers through “pursuing
西新井
safeness” and “considering environment,” and continued tochallenge new business fields including Public-Private Partnership(PPP) business with the motto of “Change and Speed.”

Aware of changes in population composition and the market, weenhance our asset portfolio chiefly in central districts of the Tokyo
metropolitan
金町area. We also acquire prime properties overseas.

KiyoseHigashikurume

Feature I

Feature II

Pursuing safeness

ひばりヶ丘

保谷

練馬

We strive to ensure safeness by undergoing reinforcement works to enable our buildings to withstand earthquakes exceeding the new quake-resistance standards. For
new buildings, we adopt the quake-absorbing structure in principle, and make structures durable in accordance with the Hulic Long-life Building Guidelines. In preparation for large-scale disasters, joint drills are systematically implemented.

中野

An eco-friendly office achievedby a prototype building with low
CO2 emissions
Hulic Environmental Policy

shinjuku

Hulic Shinjuku
Building

Hulic Kojimachi
Building

Hulic Kudan
Building
Hulic Head
office Building

Hulic
Ryogoku
Building• Environmental performance

Tokyo

Society Initiatives▲

With Business Partners

Hulic Sukiyabashi
Building

Hulic Aoyama
Building

Shimbashi

ToranomonFirst Garden

in the Great East Japan Earthquake
下北沢

Hulic Asakusabashi Building(Completed in February 2013)

SPECIAL FEATURE 01

An eco-friendly office achievedby a prototype building with low
CO2 emissions

Environmental Initiatives

Hulic Environmental Policy• Environmental Compliance• Environmental Management System• Environmental Performance• Recycling Society• Environmental Awareness andEducation for Employees• Environmental Communication

Measures against global warming(Greening)▲• Cooperation with building
management companies•明大前
BCP measures based on the experience

Hulic Asakusabashi Building
introduced multiple environmentally friendly approaches;for example, the natural ventilation system developed injoint research with MIT, heatinsulation and barrier for buildings with wall greening andcolorful planting design, solar
power generation, highly efficient air conditioning equipment, and a rain water recycling facility.

▲

Environmental Initiatives

亀戸

Akihabara▲

Sendai First Tower(Completed in June 2009)

Hulic Asakusabashi
Building

▲

吉祥寺

Ueno
Takadanobaba

SPECIAL FEATURE 01

▲

三鷹

武蔵境

Sendai First Tower (office building)
was completed in 2009, which isprovided with cutting-edge
quake
荻窪
absorbing equipment. In the Great
East Japan Earthquake in March
2011, as the quake-absorbing equipment effectively worked, there
were no human sufferings anddamages on office spaces, as wellas adverse impacts on facilities,
infrastructures, and information
systems. Consequently, the officeenvironment could be preserved.

Regarding tackling global environmental problems as our priority issue, we pursue
environmental management. With the goal of becoming a leading eco-friendly
company in the real estate industry, we promote various environmental measures. We
also make effective investments in energy conservation by using environmental
accounting.

Nippori

Ikebukuro

Environmental consideration

ShibuyaShin-kiba

chofu

Feature III

Prime locations close to stations

Our greatest strength is having leasehold properties in prime locations in central districts of theTokyo metropolitan area. About 90% of our office buildings are located mainly in the Tokyo狛江
metropolitanarea, especially in its central districts. About 70% or more are within a three-minute
walk from the nearest station. About 80% are within a five-minute walk. Like this, Hulic is also
featured by having many properties in prime locations close to stations.
Breakdown by distancefrom nearest station

登戸

二子玉川園
Over 5-minute walk6%
Within1-minutewalk

4 or 5-minute
walk

12%

Within 2 or
3-minute walk36%
Hulic Kojimachi Building(Completed in October 2011)

Hulic strive to create CSV with stakeholders by resolving various social issues
through business activities.

Oimachi

自由が丘

Kyoto, Osaka,
Kobe

6%
Tokyo
Metropolitan
Area

Tokyo 23 Wards

72%

16%

Hulic Asakusa Building(Completed in February 2013)(As of end of December 2012)Ô

3

Creating Shared Value (CSV)Ø
Using expertise cultivated so far in
the reconstruction and development
of office and condominium buildings,
we have worked on development ofreal estates owned by national andlocal governments (public properties)
as PPP projects.
We advance the developmentwith an eye to efficient use andoperation of those properties, while
taking into account potential needsof municipalities and future development of private business.

SPECIAL FEATURE 02

Creating Shared Value through
PPP Businesses

▲

36%

溝の口

Shinagawa
GotandaBreakdown by location(178 properties in total)
Others16%

Feature IV

MeguroCreating Shared Value means creating economic and social values while resolving social issues through the main business.

4
KamataConcept of CSR
On the basis of Corporate Philosophy and CSR Vision, we incorporate CSR into our management strategy,
set priority items and goals for each activity, and establish the framework to promote such initiatives.

Philosophical Frameworks and CSR
Corporate Philosophy

Relationships among Corporate Philosophy,
Basic Stance, Basic Principles of Corporate
Conduct, and Our Code of Conduct
All of our business activities have been based on the Corporate

We contribute tocreating a “society
full of security andtrust” through providing products andservices underlying
customers’ social
activities.

Philosophy of “society full of security and trust”
Basic Stance shows us what we should do to achieve the
Corporate Philosophy. From four viewpoints, i.e., Ideal Company,
Corporate Culture, Stance to Customers, and Ideal Employees,
the Basic Stance clarifies how we should conduct our businesses
on a daily basis in order to become closer to the ideals.
The Basic Principles of Corporate Conduct and Our Code of
Conduct, which were established separately from viewpoints of acompany and each employee, concretely describe the Basic
Stance in an easy-to-understand manner. Basic Principles ofCorporate Conduct and Our Code of Conduct respectively
underlie decision-making in business and what Hulic’s employees
and directors should conduct.

Relationships between the Philosophical
Frameworks and CSR Vision

CSR Vision
By putting our corporate philosophy into practice we’re contributing to the betterment of society. We take an honest approach to all

Our Corporate Philosophy advocates “society full of security andour stakeholders.

trust”. It means the reason why Hulic exists is to contribute to the

To this end;society through our business activities developed in connection

We take compliance seriously, respect human rights,
and transparently conduct business activities basedon high ethical standards.
We strive to protect the local environment while contributing to local revitalization through our businesses.
By providing high value-added products and services,
we are giving our customers security and laying thefoundation for the future.

with society. Accordingly, as Hulic is socially responsible forrealizing the Corporate Philosophy, the basic policy of CSR (CSR
Vision) and the Corporate Philosophy are inextricably linked
together.
The Basic Stance which is derived from the Corporate Philosophy, the Basic Principles of Corporate Conduct, and Our Code of
Conduct are all naturally supported by the CSR Vision, which isbased on the philosophy of CSR to be a good corporate citizen at
all times.

Relationship between Management Strategy and CSR
As Hulic considers that its management strategy should be closely associated with CSR, the
new medium-term management plan for four years advocated boosting the level of CSR
management systems.
New Medium-term Management Plan from 2012 through 2015

Relationships between the Philosophical Frameworks and CSR Vision

Basic Strategies for the Medium-term Plan
• Steady build-up of proﬁts from the leasing business• Expansion into new business areas in order todiversify revenue sources• Strengthening and expansion of the Group’s total
power• Taking the CSR management system to the nextlevel
• Further strengthening of the managementfoundation

Corporate Philosophy

Clarifying what we value and why we exist as a company

Basic StanceShowing who we need to be in order to realize our corporate philosophy

Realization of
Corporate
Philosophy

Furtheradvancementof growthstrategies

CSR VisionDeﬁning our CSR through thepractice of our Corporate
Philosophy

Basic Principles of Corporate Conduct

2012

Our Code of Conduct

Proﬁt Plan (FY2012 - FY2015)

Ethical standards in order to realize our corporate philosophy and basic stanceA code of conduct for all to abide

Company Rules

5

Fiscal Year

Government Laws and Ordinances

2013

2014

2015

(FY)

(100 million yen)

Achievement in FY2012

Forecast for FY2013

Forecast for 2014 - 2015

Operating Income

225

265

250～280

Ordinary Income

200

225

210～240Net Income

114

115

120～140

EBITDA300—

320～360

6

Concept of CSR

CSR Promotion Systems
Establishment of the CSR Committee

Activities of CSR Supporters

In order to incorporate CSR initiatives into management and effectively promote various measures, Hulic established the CSR Committee in May 2008.
It is essential for management personnel to be involved in boosting the level of CSR initiatives in the medium- and long-term while
striking a balance between CSR-related measures and businessactivities. Therefore, the CSR Committee is chaired by the President, consists of Senior Executive Managing Officers, the Chief of
Human Resources and General Affairs Department, the Chief ofReal Estate Planning Department, the Chief of Property Development Department, and the Chief of Corporate Planning Department. The Committee is held annually in principle, and as needed.
Company-wide CSR activities are performed in accordance withthe basic policy decided by the CSR Committee.
To be more specific, the Committee formulates various kinds ofpolicies concerning Company-wide CSR activities and an annual
CSR schedule, sets concrete numerical targets, and considers
and deliberates diverse proposals made by employees, etc. Like
this, in the Committee as a place to practically implement CSR
management, there are a lot of active discussions.
Activities of the CSR Committee are reported to Board of Directors on a regular basis.

Stakeholders of Hulic Group

Previously, the CSR Task Team was in charge of promoting CSR
activities at workplaces including improving the internal environment and social action programs. In 2009, however, with an eye toraising all employees’ awareness of promoting CSR activities, CSR
Supporters started to conduct them in place of CSR Task Team.
One person is appointed as CSR supporter from a unit composedof about ten people, and is relieved by another member of the unit
after completing one-year term of office. Since 2011, CSR supporters have been appointed also from Hulic Group companies, andmade efforts for establishing CSR activities in all employees of
Hulic Group.
In the environmental field, an environmental project team consisting mainly of members of Real Estate Division discusses environmental measures.

We sincerely think over what we can do
as a company engaged in real estatebusiness, and carry it out.

Major ways of interaction (P. 15 – 24)● Environmental Advisory Council● Information disclosure through
CSR reports and Website

GlobalEnvironment

Board ofDirectors
Making a decision on
allocation of resources(personnel, materials,
money) after receivinga report

Report to Board of Directors

CSR Committee
Chairperson: President
Committee members: Senior Executive Managing Officers, Chief of Human Resources and General
Affairs Department, Chief of Real Estate Planning Department, Chief of Property Development
Department, and Chief of Corporate Planning Department.

Environment TeamInternal Environmental Improvement Team

<Priority Items/KPI>
Measures against global warming
Conservation of resources andreduction of wastes at existingbuildings
Reduction of wastes in new construction and reconstruction works
Earthquake countermeasures for
Hulic’s buildings
Extending life-span of Hulic’s buildings
Using renewable energy and developing new technologies
Greening buildings to prevent warming<Priority Items/KPI>
Promoting use of supportive systems
to raise children while working
Work-life balance
Promoting employment of the disabled
Preventing crushing labor
Survey on customers satisfaction
Mental health
Activating the reemployment program
Reduction in power and paper
consumption in officeEnvironmental Project Team

Information disclosure

Matching gifts
Volunteer activities
Collection of stamps and meterstamps, etc.
Taking into account communities inreal estate development

7

Governments

Customers

Local communities

We make constant efforts for improving
quality to provide customers security
and convenience.

Business
Partners

Major ways of interaction (P. 25 – 26)
We establish fair and equal
relationships with all business
partners.

Evaluation of ImportanceIn an attempt to disclose information in a fair, timely and appropri-

Stakeholders
Global environment

Major ways of interaction (P.27 – 30)● Customer Service Center● Efforts for corporate business partners

Major ways of interaction (P. 33)● Cooperation with building
management companies● Fair trade with outsourced
contractors<Priority Items/KPI>

Matching Gift Council

We create the comfortable working
environment to enable each employee
to work actively.

● Message from President● President questionnaire

We work on the enhancement ofcorporate governance and complianceto earn the trust of society.

Social Contribution Team

Communication

Business Partners

Employees

Governments● Compliance Hotline● Compliance through outsourcing
contractors

All employees participating

Customers

Shareholders

Major ways of interaction (P. 35 – 36)

CSR Supporter

Employees● General shareholders’ meeting, Brieﬁng
session for private investors● Brieﬁng session for analysts● Correspondence to shareholders, IR
Website

Local
Major ways of interaction (P. 31 – 32)
Communities● Social contribution in cooperation
with NPOs● Cleanup activities● Matching gift program

CSR Promotion Systems (As of end of December 2012)

Shareholders

Major ways of interaction (P34)

We contribute to sustained development of the entire society as a good
corporate citizen.

CSR Supporters Meeting

Proposal on measures
to improve KPI-related
status reports

In order to win the trust of shareholders, we proactively disclose
information in a transparent and fairmanner, and make efforts forinteractive communication.

Variety of Communication Tools
In order to have all stakeholders further

ate manner, we implement an “Evaluation of Importance” to selectunderstand our various efforts, we pro-information to disclose, taking into account outside viewpoints

actively transmit information using oursuch as the “interests of external important stakeholders” andWebsite and a variety of other commu-“changes in political trends”, as well as inside viewpoints such as

nication tools.

“impacts on business strategies” and “employees’ opinions”.

8Concept of CSR

Key Performance Indicators (KPI) for Priority Items and Promoted Items, andTargets and Results
By establishing “Priority Items” which are especially important in light of business contents, we set Key Performance Indicators (KPI) andTargets in order to improve while objectively assessing CSR activities. Items other than the priority items were also positioned as“Promoted Items.” In this way, we can now follow the results of our activities. While reﬂecting matters socially demanded by the GRI
Guidelines, targets were set in the context of our business reality and direction through surveys, hearings, and discussions.
In ﬁscal year 2012, the KPIs were enhanced in accordance with the third-party review in “CSR REPORT 2012”.
We will make efforts for constant improvement using PDCA Cycle, while disclosing data on the progress of our CSR activities to stakeholders.
Õ

Key Performance Indicators (KPI), and Targets and Results
FieldsEnvironment

Prevention of
global warming

Reduction of waste/
Conservation of
resources

Priority Items/Promoted items(« attached to priority items)

Customers
Employees

FY2011FY2012

31,157

29,84330,37027,09526,028670,867

620,086

683,318

561,116

612,235Õ2

74

60

66

56

68

Major achievements in FY2012

Evaluation Reference

 Environmental consideration for new buildings (Adoption of LED lighting system, Advanced
heat shield/insulating multilayered glass, and highly efficient air conditioning system)

 Renovation works of existing buildings for energy saving (Upgrading to highly efficient
lighting equipment and air conditioning systems)

 Initiatives toward reduction of power consumption in collaboration with management

P17-20companies and tenants (Setting higher temperature of air conditioners, Decreasing thenumber of lights on, Adjusting brightness)

3

3

7

 Introduced natural ventilation and lighting systems into Hulic Head
Office Building

P20

Promotion of greening

Number of greening projects

1 project or more per fiscal year

All Hulic’s buildings

3

3

8

 Toranomon First Garden won the “9th Minato Ward Creation of Green Town Award”
 Kyodo Project and Hulic Residence Nagaokakyo obtained rank A of JHEP
certification.

P22-23

Reduction of waste at Hulic’s
buildings

Amount of waste (t)Reducing 10% for 3 years from 2012
to 2014 compared with averageduring period from 2005 to 2007.

16 existing primary officebuildingsÕ3

1,348

1,317

1,307

1,179

1,145

 Achieved a reduction by 11%.

P19-21

Reduction in water
consumption at Hulic’s
buildings

Water consumption (m3)Reducing 15% for 3 years from 2012
to 2014 compared with averageduring period from 2005 to 2007.

20 existing primary officebuildings

185,265

177,039

176,715

169,768

164,037

 Achieved a reduction by 17%

P20

Reduction of waste in new
construction andreconstruction works

Number of technological measures(PC construction method/extension oflife span) implemented to reduce theamount of waste in reconstruction
projects

1 case or more per fiscal year

All Hulic’s buildings

1

6

3

5

 Adopted Long-life structure for Hulic Head Office Building, Hulic
Kaminarimon Building, and Hulic Komagome Building.
 Adopted PC (Precast Concrete) method for Hulic Residence
Tsudanuma and Hulic Residence Nagaokakyo.

P19-21

0.4Õ4

 Introduced multifunction printers into Hulic Head Office Building

P17

Business Continuity Plan
(BCP) «

Work-life balance

Localcommunities

FY2009

×: Not Achieved

All Hulic’s buildings

Promoting the use of the next
generation nurturing support
system «Society

FY2008△: Almost Achieved

Number of capital investments for 3 investments or more per
fiscal year
renewable energy

Improvement in customer
Improvement incustomer satisfaction satisfaction «Paper consumption per person (10thousand)
Percentage of properties with quake-absorbing
structure, quake-damping structure, andquake-resistance over 1.25 times stronger the
standard (%)

20,000 pieces or more per fiscal year Hulic Head Office Building

All new office buildings
completed

N/A

100%
(1 building)100%(3 buildings)

100%(2 buildings)

100%(3 buildings)

 Adopted quake-absorbing structures and quake-damping structures
for all office buildings.

P11

Number of inspections for BCP
Once or more per fiscal year
drills, stockpiled food and goods

Hulic Group

1

1

1

1

1

 Delivered the disaster response manual to all employees.
 Opened Twitter account a secondary tool for information exchange
during emergencies

P33

Number of surveys on customer
satisfaction

Hulic Group

1

1

1

0

1

 Surveys on satisfaction of tenants were conducted by Hulic Building
Management Co., Ltd.

P25-26100%(2 eligible
employees)

100%(3 eligible
employees)

100%(1 eligible
employee)100%(1 eligible
employee)100%(1 eligible
employee)

0

2

0

1

1

P27

100%

100%

 Changed the amounts of celebration money for childbirth to 100,000
yen for first child, 200,000 yen for second child, and 1 million yen per
child for third and subsequent children (previously 10,000 yen per
child)
 Introduced Babysitter Program (Subsidizing all amount of enrollment
fee of 21,000 yen and annual fee of 10,500 yen, as well as monthly
fee up to 15,000 yen, providing discount tickets and coupons)

 Continued to conduct a campaign to boost the leave usage rate.

P28

 Implemented inspections toward full-scale execution of No Overtime
Day.

P28

Usage rate of childcare leaves(Number of person)

100%

Once or more per fiscal year

All eligible female employeesof Hulic (As of the end of
December)

70% of eligible women or morein average and one man or more
for four years from 2012 to 2015 All eligible male employees of
Hulic

Percentage of those who use the
60% or higher per fiscal year
Childcare Center Subsidy System.
Promoting the planned use of paid
Usage rate of paid leaves
leaves «Contribution tosociety

Scopes○: Achieved

Results
FY2010Using renewable energy anddeveloping new technology

Earthquake countermeasuresfor Hulic’s buildings «Diversity andhuman rights

Targets

Reducing 5% for five years fromPower consumption (MWh)2008 to 2012 compared with
Measures against global
20 existing primary office
368.42, an average during period
warming at Hulic’s buildings « Gas consumption (m )buildings
from 2005 to 2007. (per unit floor
Basic unit of CO2 emissionÕ1 (kg-CO2/m2) area)

Reduction in paper consumption
at officeMeasures against
disasters

Key Performance Indicators (KPI)

Targets are not set for some items.

All eligible employees of Hulic(As of the end of December)

87.5%

100%

100%

(7 users/8 eligible
employees)(8 users/8 eligible
employees)(5 users/5 eligible
employees)(6 users/6 eligible (7 users/ 7 eligible
employees)
employees)

60% or higher per fiscal year

All employees of Hulic

65%

68%

64%

70%

71%

No target

All employees of Hulic

0

4

3

1

2

All employees of Hulic (As of theend of December)

100%

100%

100%

100%

100%

 100% of employees received checkups.

P27

2.10%

2.03%

5.26%

5.66%

5.30%

 Newly employed two people with disabilities.

P29

1

7

4

 In addition to meetings by the women’s career promotion projectteam, lunch meetings for female employees were held to exchange
opinions.

P27

Restraining overtime works

Annual total number of employees
who worked overtime for 45 hours or
longer for three months in average

Promoting mental health care

Percentage of employees who
received medical checkups (%)

Promoting employment of thedisabled «Employment rate of the disabled

Maintaining the statutory
employment rate of 2% or more

All employees of Hulic(As of June 1)

Improvement of systems todevelop women’s careers

Number of women’s career
promotion project team meetings
held

No target

Hulic

Corporate social contribution

Number of social action
programs

4 programs or more per fiscal year Hulic Group

3

3

3

7

7

 Donations of used postal stamps and clothes, local cleanup activities,
and various donations (Aflac National Associates, Keidanren Committee
on Nature Conservation, Red Cross, and Ashinaga Scholarship Society)P31

Supporting employees to
conduct social contribution
activities

Number of social contribution
activities by employees

3 activities or more per fiscal year Hulic Group

1

2

2

4

5

 Satoyama conservation activities, Donation to Ashinaga Scholarship
Society, Matching gift, Collection of PET bottle caps, Assistance foractivities to support disaster-hit areas

P32

100%

1 For city gas, CO2 emission coefficient of the Manual for Calculations and Reports of GHG Emissions” issued by the Ministry of the Environment and the Ministry of Economy, Trade and Industry is used. For electric power, an actual emission coefficient of a power supplier that relevant building uses is used. As CO2 emission coefficient increased, basic unit of CO2 emission increased
2 Usage of city gas increased in FY2012 compared with FY2011 as more gas was used for heating due to lower outside temperature in FY2012.
3 16 primary office buildings are included in the scope of waste emissions, of which accurate data can be obtained.
Õ
4 Paper consumption per person only from October to December 2012 when accurate data could be obtained was disclosed.
Õ
Õ
Õ

9

10

“Natural Ventilation System” independent
from mechanical air conditioning
This natural ventilation system can ensure a certain amount ofventilation under wind speed from 0 to 10 m/s. Air is taken inthrough a balanced low air volume ventilation system, andexpelled via two ventilation shafts for each ﬂoor. Effectiveness of
this system was simulated in the joint research with MIT. Air conditioning only with natural ventilation in spring and fall wasachieved.

An eco-friendly office achievedby a prototype building with low
CO2 emissions“Desiccant Air Conditioning System”
to realize comfortable energy saving- Challenges at the Hulic Head Office Building“Natural Light Louvers”
responding to changing solar elevation

Desiccant Air Conditioning System was adopted for air conditioning of ofﬁces, which can realize a comfortable indoor environment even at 28℃ by adjusting moisture. With hybrid control ofthis system and the natural ventilation system, the annual CO2
emission was reduced by approximately 100t. The status of use
of natural energy and effects of various energy saving measures
are monitored with BEMS, in order to improve the operation
based on the data.

For ofﬁces taller than 5 ﬂoors, Anidolic Louvers, which were aresult of the joint research on natural light louvers with MIT, havebeen installed. With specially-shaped ﬁxed louvers installed on
the column, gentle and natural light can be taken into the room
without using any motors.
Õ

Outfitted with the functions of disaster response, extended building life-span, and environmental features, Hulic Head Office
Building has embodies the “security” and the “environment” we desire to provide customers.
While using the building as a new head office, we monitor the effects of new technologies introduced. Furthermore, positioning thebuilding as the Company’s showroom, we will challenge projects with the themes of security, environment, and convenience.

Obtaining DBJ Green BuildingØ Platinum Certiﬁcation
for the ﬁrst time for small and middle-sized buildingsÕ

40% reduction of CO2 emission
Improvement inouter coat
−11% (−79t-CO₂)

Primary energy
consumption:
1,352MJ/m2 per year
CO₂ emission:
59kg-CO₂/m2 per year
(423t-CO₂ per year)

Cross-sectional view of natural ventilation

Taking inoutside air

Ofﬁce
To ventilation shaft

Rooftop solar chimney

To ventilation shaft

Heat storage
Natural ventilation shaft (for exhaust)

Heat storage

Image of Desiccant Air Conditioning System

Solar elevation and orientation change
depending on times and seasons.

Light-reﬂecting
surface on the ceiling

Anidolic Louvers

Lighting louver unit

Light reaches the surface ofceiling even if solar elevation
changes.

Wooden blind
Exterior

Ofﬁce

Image of natural lighting

Participating in the new head ofﬁce building projectÔ We introduced the Natural Ventilation and Lighting systems in Hulic Head Ofﬁce Building, which were developed as a result of the three-year joint research with MIT.

Plannedbuilding

Controlling temperature of air blown out
when air conditioners operating

VOICE

Advanced systems of Hulic Head Ofﬁce Building

We enhanced various measures for BCP, in addition to theadoption of the “Quake-absorbing Structure + Hybrid Structure” which realized the aseismic performance of the highest
rank, as well as specifications for the building to be durable
for 100 years. We are equipped with privately-owned electrical power generators which can consecutively operate for six
days and flood barriers as countermeasures against tsunami,
and have ensured water supply and drainage for three days in
preparation for floods. Furthermore, water and food for all
employees for seven days has been stockpiled just in case.
Wireless telephones for emergency have been secured ascommunication tools so can be grasped at an early stage
damages to all Hulic buildings during disasters.

Automatically stopped whennatural ventilation working
Natural ventilation
Air outlet

Simulation of light reﬂection

Hulic works on creating new value while offering security and amenity.

With a variety of environmental
technologies, CO2 emission
were reduced approximately
40%. The building was adopted as the 1st housing/buildings
CO2 reduction leading business project in 2010 by the
Ministry of Land, Infrastructure,
Transport and Tourism, andobtained DBJ Green Building
platinum certification for the
first time as a middle-sizedbuilding.

Balancednaturalventilation
window

Sound absorbing chamber

The patent of Natural Lighting System is pending.

In addition to increasing environmental performance of buildings,

Safe and secure ofﬁce to protect people,
properties, and information

Naturalventilation

Masashi Fukuda

Deputy General Manager, Property
Development Department
Hulic Co., Ltd.

Natural ventilation−8% (−58t-CO₂)
Highly efﬁcient
air conditioning−6% (−36t-CO₂)

DBJ Green Building Certification Program: Development Bank of Japan comprehensively
evaluates building’s environmental performance, measures for crime and disaster prevention,
amenity and convenience for users, cooperation with stakeholders, and other factors.

3. Carrying out the above in the development ofsmall and medium sized buildings.
Then, it was decided to move Hulic’s head ofﬁce
to the present Nihonbashi Odenmacho for theredevelopment project. I remember being further
motivated as it would be a precious chance toembody the results of our research soon. I intend
to build new environmental standards in Japanesearchitecture through competition with top-level
wisdom.

Through the joint research with Hulic

Natural lighting−12% (−86t-CO₂)

Highly efﬁcient
lighting−4% (−29t-CO₂)

As an approach to Hulic’s unique eco-friendly
technologies, we started our challenge with thefollowing three themes:
1. Supporting from the existing idea of focusing
only on design to the idea of fusing engineeringand architecture, and combining environmental
countermeasures with design;
2. Fully tackling environmental issues in a cuttingedge manner in the real estate industry;

Stephen Ray

Ph. D., MIT Postdoctoral
Researcher“Natural Ventilation and Natural Lighting” systems
were invented with the fusion of innovative technologies developed by the research team of building technology group, the architecture department
of MIT headed by Professor Glicksman, Hulic’s
and other design ofﬁces, as well as a technology
center for general contractors. By incorporating
the technologies successfully, it would be possible
not only to make people in the room feel comfortable, but also to produce signiﬁcant energy-saving

effects through making good use of natural energy.
Through commissioning monitoring for a year after
completing the Hulic Head Ofﬁce Building, wehave been making efforts to obtain better-thanexpected effects.
I am proud of being able to continue the joint
research as a partner of Hulic, which constantly
challenges to develop new technologies. I expect
the technologies to spread in the real estate industry.

Toward the acquisition of DBJ Green Building Certification

11

12

A base to offer information about
Hokkaido food culture

Creation and Development of Corporate
Businesses in Hokkaido

As a facility to assist industrial promotion in Hokkaido, arestaurant is on the ﬁrst ﬂoor of the building, in whichpeople can enjoy food products and meals from
Hokkaido. The restaurant not only provides food but alsofunctions as a publicity agent for Hokkaido food culture
and a facility to promote internal and external communication in cooperation with the upstairs shared ofﬁces andthe Tokyo Ofﬁce of Hokkaido Government.

The Shared Ofﬁce is planned to be on the second andupper ﬂoors, where venture companies, individuals, andvarious companies mainly from Hokkaido and Tokyo
gather. In addition to leasing a space, the Shared Ofﬁce isscheduled to build a system to promote business information exchange and collaboration among tenants byholding social gatherings and name card exchange
meetings.

Creating Shared Value in this project

the Tokyo Ofﬁce of
Hokkaido Government
Information and exchangebase in Tokyo

Creating Shared Value
through PPP Businesses

Hokkaido

・Hokkaido
Government
・Companies in
Hokkaido
・Local municipalities
in Hokkaido

Continuous provision of spaces
Cooperation between public and private sectors/Synergetic effects

New

System to boost valuesof Hokkaido
Financial
contribution to
Hokkaido

Tokyo andOverseasbridgeSound facility
operation for 70 years

The most
effective
utilization oflocation

This Project
Hulic

Hulic promotes the creation of social and economic values through PPP projects fromthe viewpoint of not only real the estate business but also addressing social needs andproblems.
Example: Project to effectively utilize the land for the Tokyo ofﬁce of Hokkaido Government(Scheduled to be completed in September 2013)

In the project to effectively utilize the land for the Tokyo office of the Hokkaido Government, we reconstructed the Tokyo office of
Hokkaido Government in Nagata-cho. The project has been developed under the concept of building a new bridge to Tokyo andoverseas, aiming to improve communication.
Diverse firms including venture companies gather at the shared office to create various business opportunities, and restaurants
use materials produced in Hokkaido as a base to promote their food culture. In addition, through 70-years of sound management,
it is aimed to improve the value of Hokkaido.

Long-term Business Development
for 70 years

The Best Consortium in alliance with
Companies in Hokkaido

In order to enable a long-term stable business for 70 years withthe appropriate utilization of public land, it is planned to use thebuilding mainly as an ofﬁce. The purpose is to operate sharedofﬁces, which can be expected to be a long-term stablebusiness with a high afﬁnity with the Tokyo Ofﬁce of Hokkaido
Government and has high social signiﬁcance, in an attempt to
avoid getting obsolete. Furthermore, the long-life architecture
was adopted, which can be durable for 100 years with theearthquake-absorbing structure to provide safety and security
to tenants.

The business is performed with the participation of not
only ﬁrms in Tokyo but also Hokkaido JR Shoji Inc. andKuribayashi Co., Ltd. in Hokkaido. Through this project,
we intend to expand business opportunities for ﬁrms in
Hokkaido and contribute to Hokkaido economy byincreasing sales of ﬁrms in Hokkaido, and proactively
provide expertise as a consortium with abundant experience.

Examples of PPP Projects

VOICE

Signiﬁcance of PPP Projects
The purpose of PPP (Public Private Partnership) projects is tocontribute to local economies. Public and private sectors
cooperatively aim to improve new added values throughexchanging information with local communities by usingknow-how concerning ofﬁce buildings and rental apartments
in order to resolve problems on land policies of national or
local governments, as well as ﬁnancial issues.
Taking into account what the national or local government
wants through the project, we build a mechanism to increase
the value through private business as in the PPP project.

Nara Yotokugakusha innovation project(completed in March 2010)

Community square to connect private
facilities and Yotokugakusha

Hulic Asakusa Building(completed in February 2013)

Multi-purpose hall to create festivity

Hideo Suzuki

Counselor, Property Development
Department
Hulic Co., Ltd.

Participating in the Project to effectively utilize the land forTokyo Office of Hokkaido Government
We made our best effort to seek what customers
need, deeply consider this issue, and investigate
and select various ideas. The concept of this project is composed of those ideas condensed. The
customer is Hokkaido Government that is a holderof limited proprietary right of the land. We reconstructed a building with earthquake-absorbing
structure, and introduced functions of sharedofﬁce appropriate to the location of “Nagatacho”
and restaurant using food materials products from

Hokkaido, in order to offer systems to create new
added values in the entire building. As this project
attracted attention, we explained about the purpose of using shared ofﬁces to be understood at
the conference of mayors in Hokkaido. We intend
to continue to promote the “improvement in valueof Hokkaido”, the slogan of proposal we made in
the competition in cooperation with Hokkaido
partner companies involved in this project.

Shibaura Water Recycling Center restructuring project(scheduled to complete in March 2015)

Green relaxing space of approx. 3.5ha

1314Social Initiatives

Environmental Initiatives

Corporate Governance

Environmental issues are the most important ﬁeld for Hulic.
We sincerely think over what we can do as a company engaged in the real estate business, and put it into practice.

Hulic Environmental Policy

Environmental Compliance

Hulic Environmental Policy has been established, which embodies the conservation of global environment
advocated in our CSR Vision. Matters required by the contemporary society were consciously incorporated into Hulic Environmental Policy. We will push ahead with various activities in accordance with theEnvironmental Policy.

Hulic Environmental Policy

Environmental
Compliance

Environmental
Management System

Environmental
Performance

We strive to create a sustainable society
while conforming to environmental laws
and regulations.

With environmental targets set, we
make continuous efforts for improving
them while contributing to theconservation of the global
environment.

We reduce as much environmental load
as possible by introducing eco-friendly
design from the planning stage ofdevelopment in order to increase
environmental efﬁciency.

With the aim of thorough compliance with laws and regulations
related to the environment including waste and soil pollution, Hulic
Group conveys to all employees information on the latest trends inenvironmental laws and regulations and legal systems through“Kompura Support Bin” published by the Legal & Compliance Department, and provides environmental compliance training as
needed.
In fiscal year 2012, as high environmental performance of Hulic
Head Office Building was attracting attention, each department
actively discussed problems in activities to save energy andresources by reading through the CSR Report in the training. Afterthe training, Corporate Planning Department serving as CSR Head
Office received a lot of opinions, for example, “review lighting oneach floor” and “there isroom to improve each
employee’s activities”. We
are using those opinions
in formulation of various
environmental measuresin the future. We will workon environmental compliance by continuing toprovide such training.

Major Environmental Laws and Regulations● Basic Environment Act● Act on Promotion of Global Warming Countermeasures● Act on the Rational Use of Energy (Energy Conservation Act)● Air Pollution Control Act● Noise Regulation Act● Vibration Regulation Act● Soil Contamination Countermeasures Act● Waste Management and Public Cleaning Act● Act on the Promotion of Effective Utilization of Resources● Act on the Promotion of Sorted Collection and Recycling ofContainers and Packaging (Containers/Packaging RecyclingAct)● Construction Waste Recycling Act● Act on Confirmation, etc. of Release Amounts of SpecificChemical Substances in the Environment and Promotion of
Improvements to the Management Thereof● Basic Law for Establishing the Recycling-based Society● Industrial Safety and Health Act● Act on Special Measures concerning the Proper Treatmentof Polychlorinated Biphenyl Waste,
etc.

Scene of the training

Environmental
Awareness andEducation for
Employees

Recycling Society

We work on environmental education
and awareness activities in order toenable each employee to voluntarily
act toward the improvement inenvironmental performance.

We contribute to the creation of arecycling society, promoting 3R,“Reduce, Reuse, Recycle”, through alife cycle of building.

COLUMNWe widely disclose information on
Hulic’s environmental contribution
activities, and communicate withstakeholders including local communities in order to expand the circleof global environmental
conservation.

Hulic Group is smoothly executing the PDCA Cycle with its unique
Environment Management System (EMS) built based on the “Hulic
Environmental Policy”. This system is operated cooperatively withGroup Companies, according to targets set by the environmental
project team headed directly by the President. In order to monitor
the progress in environmental activities of Hulic Group, we use
evaluations by the “Risk Management Committee” for internal matters and by “Environmental Advisory Council” for external ones.
The result is reported to the CSR Committee and reflected inreviewing the environmental promotion system and setting targets.

Ranking first in the real estate industry for the third
consecutive year in “Environmental Management Survey”

Environmental Management Survey“Environmental Management Survey”, which has been annually conducted by Nikkei Inc. since 1997, announces rankingsof companies excellent in their approach to environmental
management based on each company’s answers to the questionnaire. Hulic has ranked ﬁrst in the real estate industry for thethird consecutive year since the 14th Environmental
Management Survey in 2010.

15

Environmental
Communication

Environmental Management System

Score[Total]Measuresagainst global
warmingResource
Recycling

Systems topromoteenvironmental
management

387

100

94

100

Measures against
pollution,
Biodiversity

93

Hulic achieved a perfect score, highly praised in recognition ofsetting targets to reduce total CO2 emissions and constructionof eco-friendly buildings toward achieving the targets as“Measures against global warming”, as well as environmental
management in consideration of external expert opinions byEnvironmental Advisory Council as “Systems to promote environmental management”.
Meanwhile, for “Resource recycling”, there is much room for
improvement. We will try to further reduce the amount of waste
and use of water resource at our buildings, in cooperation withtenants. Triggered by continuously receiving a high evaluation
following the previous survey, we will be further aware of environmental management than ever before.

President
Environmental Project Team• Promoting important environmental theme

Corporate Planning Department• Formulating Environmental Policy, Improving andmanaging the promotion system

Group Company

Property Development Department,
Technology Development Team

Hulic Build Co., Ltd.

• Planning and developing eco-friendly technologies,
Considering subsidies• Conducting renovation works for energy saving

Hulic Building Management Co., Ltd.
• Managing Hulic’s buildings, Measuring the amount of energy

Undergoing an assessment of Environmental
Management Survey

Environmental Management System of Hulic Group

Technology Committee• Making proposals on innovating existing buildings for energy saving

Planning

Implementation/
Operation

Real Estate Administration Department• Responding to environmental ordinances, etc.

External assessment

Environmental Advisory Council ×1• Assessment of environmental policies and new technologies by expertsÕÕ

1 Members consisting of President, heads of each department, and external intellectuals
2 The Council chaired by President, consisting of Senior Executive Managing Ofﬁcers and chiefs of eachdepartment

Risk Management Committee ×2• Reporting whether Hulic’s properties (lands/buildings)
conform to environmental laws and regulations

Assessment

CSR Committee• Reviewing the environmental management promotion system
Improvement• Confirming results of energy consumption

16

Environmental Initiatives

Social Initiatives

Corporate Governance

Environmental Management System
Environmental Advisory Council
We have an Environmental Advisory Council in place to assess
Hulic’s environmental activities. Frank opinions and advices provided by external experts with knowledge concerning environmental issues and objective viewpoints are reflected in medium andlong-term environmental plans.
The 4th Environmental Advisory Council discussed the trends ofJapan’s global warming countermeasure targets, Green Building
and environmental businesses, and other topics. External experts
gave us their opinions, for example, “as governmental environmental measures are uncertain and unpredictable, Hulic should continue to make efforts for achieving the CO2 reduction plan” and“from the viewpoint of improving real estate values, one approachto consider is the collaboration of BCP (Business Continuity Plan)and renewable energy.”

Voluntary action plan toward a reduction in
power consumption
We formulated a voluntary action plan to reduce power consumption at peak hours by 15%, and organized a power saving measures
team in order to work on various activities. Introducing natural lighting and ventilation systems, and LED lighting system with sensors
to detect humans and day light into Hulic Head Office Building, we
will tackle the further reduction of power consumption.

Sub Member

Leon Glicksman (Professor, MIT)

Environmental Project Team
By organizing Environmental Project Team, we discuss environmental measures to address in the medium and long term. Thiscross-sectional Project Team is in charge of general adjustments,
sharing of information, and coordination of views. In addition, theProject Team is responsible for introduction of environmental
accounting to comprehend costs and effects of environmental
investment, compliance with environmental laws and regulations
including the revised Energy Conservation Act, consideration of
innovation of properties acquired through merger, etc. for energy
saving, and calculation estimates of model cases.

Power
consumption (GJ)

2008

2009

2010

2011

2012

310,638

297,530

302,791

270,142

257,109

City gas
consumption (GJ)

29,184

26,977

29,726

24,41026,632

Basic unit of CO2
emission (kg-CO2/m2)

74

60

66

56

68

We have pushed ahead with the project to reconstruct 40 buildings for 10 years. Being able to incorporate various energy-saving technologies at the stage of design, new buildings can significantly reduce CO2 emissions
with overwhelmingly excellent energy efficiency.

Plan 2:

We have jointly conducted the research project concerning the use of natural energy (natural ventilation andlighting) with Massachusetts Institute of Technology (MIT). We lead the project to the reduction in CO2 by fundamentally improving energy efficiency of lighting and air conditioning to curb energy consumption of buildings.

Road map toward the reduction (calculation as of the end of December 2012)

Measures from 2010 to 2012
Promoting reconstruction
projects with energy-saving design

Efforts to reduce paper consumption at ofﬁce

Approx. 40,000m

2Energy-saving renovationof Hulic’s buildings

With an eye to increase awareness of paper consumption reduction inside the Company, we are promoting both-side printing andintensive printing, and switching to an electronic circulation of
documents and an electronic approval system. In fiscal year 2012,
however, paper consumption significantly increased due in part to
the increase in personnel and procedures for the merger. We will
have the activities take root through training for new employees
and mid-career employees, etc., and also use the newly introduced multifunction printer.

Approx. 45,000m2

Fiscal year

2009

2010

2011

2012

350

329

323

320

377

—

—

—

—

0.4

� Effective use of water resource with use of rain water and water-saving devices, etc.
� Solar power generation, Wind power generation

� Completion of period of joint research with MIT " Commercialization of naturalventilation and lighting
� Greening of rooftop and walls

� Highly efﬁcient air conditioning equipment

Promoting reconstruction
projects with energy-saving design

Total CO2 emissions
Comparison
with 1990(Unit: 10 thousand sheets)2008

� Full-scale introduction of LED lighting system

Measures from 2013 to 2015

Amount of paper purchased and paper consumption per personÕ17Plan 1:

Energy consumption and CO2 emission were calculated respectively based on the Ordinance for Enforcement ofRationalization in Energy Use Act (revised in November 2007) and the Enforcement Order of Law Concerning thePromotion of the Measures to Cope with Global Warming (revised in June 2008).
ÕCity gas consumption increased in FY2012 compared with FY2011 as more gas was used for heating due to lower
outside temperature in FY2012.

Õ

Chief of Technology Development Team
Property Development Department
Hulic Co., Ltd.

Co., Ltd., a third-party review organization, for the first time in the real estate industry.

ÕPaper consumption
per person

Nobuyoshi Tanaka

figure in 1990 by 2020. In terms of validity of this plan and accuracy of the figures, we obtained a third-party certificate from Smart Energy

Energy consumption and Basic unit of CO2 emissions

Fiscal year

Amount of paper
purchased(on a A4 basis)

VOICE

We formulated the medium and long-term plan aiming to reduce total CO2 emissions from all the buildings Hulic owns by 25% relative to theOfﬁce space with LED lighting system (Hulic Head Ofﬁce Building)Main Members

Shunsuke Aoyama(Director & Special Advisor, EX Research Institute Ltd.)
Toshiharu Ikaga (Professor, Keio University)
Yoshihiro Fujii(Professor, Graduate School of Sophia University)

Road map toward the reduction in CO2 emissions

Minus

21%

Approx. 120,000m2
Energy-saving renovationof Hulic’s buildings

Approx. 35,000m2

Measures from 2016 to 2018

The data of amount of paper purchased was provided by Hulic Co., Ltd. and Hulic Insurance Service Co., Ltd. The data ofpaper consumption per person was provided by Hulic Head Office Building. 100 % of paper purchased was recycled paper.
Paper consumption per person only from October to December 2012 when accurate data could be obtained was disclosed.

Participating in the 4th Environmental Advisory Council

Promoting reconstruction
projects with energy-saving design

Approx. 80,000m2

Outline of reduction (total amount)(t)

We started the “initiative toward the reduction in
CO2 emissions” after having adequate discussions in the Company. External Council memberswith special knowledge highly appreciated thisinitiative, saying “it is very progressive.” We
received the opinion that we should continue topush ahead with the initiative to reduce CO2 emission in accordance with Hulic’s unique scenario
concerning the reduction plan formulated without
being inﬂuenced by changes in CO2 emission

� Introduction of rechargeable battery

coefﬁcient. This is because the moves by the government are uncertain due to the recent nuclear
power generation issues and the higher CO2
emission coefﬁcient.
With a goal of reducing CO2 emissions, we willproactively work on the initiative by monitoring its
progress, and verifying the effects.

Comparison
with 1990

40,000–21%

� Improving heat insulation capacity withhigher-performance outer coats(external insulation method)

Energy-saving renovationof Hulic’s buildings

Approx. 120,000m2

Comparison
with 1990–25%

30,00037,70038,15029,78328,27520,000Comparison
with 1990

Minus

10,0000ÕTotal CO2 emissions

1990

2008

2015

2020 (FY)25%

Measures from 2019 to 2020 � challenging ZEB(Net Zero Energy Building)
Promoting reconstruction
projects with energy-saving design

Approx. 25,000m2
Energy-saving renovationof Hulic’s buildings

� Task ambient lighting
system� Task ambient air
conditioning system

Approx. 50,000m2

It may fluctuate due to a change of CO2 emission coefficient.

18

Social Initiatives

Environmental Initiatives

Corporate Governance

Environmental Performance

Date of certification

Name of certified property

Assessment rank

Jan. 18, 2013

Hulic Asakusabashi Building

PlatinumMar. 22, 2012

Sendai First Tower

Gold

Feb. 29, 2012

Hulic Odenma (Head Office) Building

Platinum

In the CO2 Reduction Leading Project, measures for CO2 reductionof housing and building are strongly promoted to boost their market value. With the aim of improving the housing and living environment, the Ministry of Land, Infrastructure, Transport and Tourism
invites leading projects which can effectively reduce CO2, and subsidizes excellent proposals. Hulic Kaminarimon Building and Hulic
Head Office Building have been subsidized.

Promotion of Longer Service LifeWe formulated the “Guideline for Longer Service Life”, aiming at“smoother updating and renewal” and “ease of maintenance”. We
significantly increased environmental advantages by promoting theconversion from “the flow-type consumption in which buildings areconstructed and dismantled one after another” to “the stock-type
consumption in which high-quality buildings are constructed, meticulously maintained in a timely manner, and carefully used for along period of time”.
Ceiling
Replaceable exteriormaterials separated
from a main body ofbuilding

Line between main
body of building
and exterior wall

Ceiling height of
2.8m or higher
Floor

Replaceable building exterior

Development planning stage
19

21% decrease

Wall-typePC method
Concreteplacement
at worksite

Heavy machinery/
Dump truck
Raw concrete mixer/
Pumper truck
Large truck

With a photovoltaic generation module installed on the rooftop ofbuilding, the power generation status and the amount of CO2
reduced are indicated on a “power generation display panel”. The
display panel is installed at a place where building users can easily
see to practically visualize the amount of power generation. Generated electricity is used for shared spaces inside a building.
Hulic Residence Motoyoyogi adopted hybrid street lights forexternal street lighting. This street light uses only natural energy,
generating electricity with wind power (wind speed to start generating power = 1.2m/sec) and solar power.

Equipment with a brightness sensor

Small truck
Commuter’s car● AS the number of vehicles to carry temporary materials and concrete to be casted atworksite decreased, loads on surrounding environment such as noise and exhaust gas
during idle time was reduced.
Õ

Hulic has realized a significant reduction in CO2 emissions by introducing lighting systems with high energy-saving performancesuch as highly efficient lighting and LED lighting, as well as illumination control devices including sensors to detect a human anddaylight, etc. We are also working on the introduction of equipment with the air-cooled heat pump method which ensures cooling by circulating refrigerant on each floor. This method is highly
evaluated in terms of running cost, durability, restoration time at
disasters.

Promoting the introduction of recyclable energy

PC (Precast Concrete) method: Precast panels produced at a plant under consistent quality
control are carried in a worksite and assembled.

37% decrease

Wall-typePC method
Concreteplacement
at worksite

Concrete/Mortar/
Patterned tile
Cut piece of woods
and plywood
Piece of reinforcing bar
for building base and frame
Heat insulating materials,
Vinyl sheets, Cushioned floor● Reduce plywood formworks for mold making.
● Reduce loss of concrete and use of mortar.
● Reduce industrial waste by 37% compared to the conventional reinforced concrete (RC)method, in general.

Reflected light fromthe equipment withbrightness sensor

Reflected light fromother equipment

Outside light reflecting
on the surface of desk

Outside light
Outside light reflecting
on the surface of floor

Desk

Floor
Detection range of thebrightness sensor

Õ Decreasing light intensity when
there is outside light to keep
brightness appropriate

Operating principle of a daylight sensor

Decreasing light intensity
while nobody is there.

Keeping brightness appropriate
when someone is there.

CO2 reduction (helpful for curbing global warming)
25% decrease

Wall-typePC method

Materials
Construction

Concreteplacement
at worksite

Renovation
Disposal
Source: Taisei U-LEC Corporation● Reduce CO2 derived from construction and demolition works by 25%

Recycling parts of underground building
frames during reconstruction

Operating principle of human-detecting sensor

Introduction of a system so tenants caneasily conserve energy
Hulic Group started to introduce a “visualization system” to control
air conditioning freely and grasp energy consumption. This systemenables tenants to set the optimum air environment and easily
tackle energy conservation.

In reconstruction works, we make various efforts for reducing
wastes generated in demolition works including concrete debris,for example, by recycling underground building frames of existingbuildings for the earth retaining wall of the new building with newunderground building frames installed inside. Of course, adequate
inspections are conducted to confirm the strength when building
frames of existing buildings are recycled.
After considering impacts on neighboring areas by property, we
introduced the PC method into the following projects.

Photovoltaic equipment(Hulic Head Ofﬁce Building)● Hulic Ryogoku Building● Toranomon First Garden● Ochanomizu Sola City

● Hulic Sukiyabashi Building● Hulic Head Office Building,etc.

Construction stage

Visualization system (Hulic Asakusabashi Building)Power generation visualization system(Hulic Hachioji Building)

Reduction in the amount of waste andwater consumption
Hulic Group has worked on the reduction in the amount of waste
and water consumption in cooperation with tenants and building
management companies.
As a result of renovation works of toilets for water conservation,a large amount of water could be reduced at Hulic Osaka Building.
We will use a water-saving flushing toilet and wash stands as astandard. With such steady efforts, water consumption hassmoothly decreased since 2005. In addition, the amount of waste
decreased year-on-year.

Water consumption/Amount of waste generated of
Hulic’s buildings
Water consumption

Amount of waste generated
（t）
1,600

1,200

(m3)
200,000

185,265

1,348

177,039
1,317

176,715
1,307

169,768
1,179

164,037
1,145
150,000

800

100,000

400

50,000

0.0

Loading capacity : 500kg/m2~1t/m2

Simple structure responding to changes in needs oftenants

Reduction in construction trafﬁc (No. of raw concrete mixers andpumper trucks decreased by half.)

Reduction in industrial waste (Waste reduction with effective useof valuable resources)

CO2 Reduction Leading Project and Buildings

System ceiling

From the standpoint of a business owner, we proactively adopt the
PC methodÕ which can significantly reduce the amount of waste.
This method, which can shorten a construction period, and minimize impacts on surrounding environments during a period of construction, is highly appreciated in terms of longer service life. In
fiscal year 2012, the PC method was used for Hulic Residence Tsudanuma and Hulic Residence Nagaokakyo.

Introduction of equipment with high energy
efﬁciency

2008

2009

2010

2011

2012 (FY)

Water consumption

Hulic focuses on the construction of buildings, considering theenvironment from the planning stage of development. So far, ourthree buildings, Hulic Head Office Building, Hulic Asakusabashi
Building, and Sendai First Tower, obtained the DBJ Green Building
Certification. Hulic Head Office Building won the highest-ranking
platinum certification for the first time in buildings with a floor areaof 10,000m2 or less, in recognition of the introduction of naturalventilation and lighting systems developed jointly with MIT. Hulic
Asakusabashi Building also received the first platinum certification
as a PPP project. Sendai First Tower obtained the gold certification, in recognition of the introduction of the energy use monitoring
system through BEMS (Building and Energy Management System),and greening of the large-sized open ceiling space with wall surface of 499m2. We will aim to construct buildings people demand,further considering the environment in the real estate business.

Expanding the adoption of the PC method

Amount of waste generated

Toward the acquisition of DBJ (Development
Bank of Japan) Green Building Certiﬁcation

0

Operation
20

Social Initiatives

Environmental Initiatives

Corporate Governance

Environmental Communication

Recycling Society
Efforts to reduce
We realized environmental advantages by making efforts to curb
the amount of waste generated and CO2 emissions during recon-

Environmental advantages of long life buildings(comparison over a 100-year span)Amount of resources injectedvice for 100 years or longer as standard specification with an eye
to saving resources. The Gate Hotel Kaminarimon by Hulic (Hulic
Hotel Management) is reducing the amount of garbage by biologically processing raw garbage from the restaurant.


The activity to donate clothing, which started in the wake of an
opinion given to the President questionnaire, has been conductedrefugees, displaced people, and disaster victims. We will continue

efforts while building a mutually trusting relationship.
Long life
building
proposal

020

Those activities were highly evaluated in the Nikkei Environmen-

Amount of resources
injected reduced by41

tal Management Survey. We have also enhanced activities as an

52%

40

60

environmental leading company, using various certification sys80

Amount of waste generated

100(kg/m2 per year)

ronmental loads through business activities, activities to conserve
secondary forests in which all employees participate, environmen-

Standard
proposal

12.7

Long life
building
proposal

COLUMN

Amount of waste
generated reduced by

5.7

0

2

4

6

56%
8

10

12
14
(kg/m2 per year)

LCCO2 (Life-cycle CO2)
■New construction ■Reconstruction ■Repair ■Renovation ■Maintenance ■Energy

As efforts for recycling through day-to-day office work, we started
activities to recycle used paper and printer toner, and according toStandard
proposal

263.26opinions from CSR supporters, to collect caps of PET bottles.
In fiscal year 2012, the amount of paper recycled was 7,230 kg,
increasing by 1,930kg from the previous year. We will work on
those activities to support the achievement of the recycling society.

Trends in the amount of used paper recycled
(Unit: kg)

Fiscal year

FY2011FY2012

Recycled amount

5,300

7,230

The scope is Hulic Head Office Building.

Long life
building
proposal

247.95
0

50

100

150

200

LCCO2
reduced by

6%

250
300
(kg-CO2/year m2)■ Target for comparison
Standard proposal : The case of reconstruction twice in 40 years
Long life building proposal : The case of long life building which can berenovated without the need to move tenants out

Being aware of signiﬁcant impacts of biodiversity on our living
environments, Hulic has made efforts for helping the protection
and restoration of local native plants, etc. from the viewpoint of
biodiversity in reconstruction projects of Hulic’s buildings, in order
to contribute to the conservation of biodiversity. The fruitful resultsof those activities were highly evaluated in JHEP (Japan Habitat
Evaluation and Certiﬁcation Program) of Ecosystem Conservation
Society-Japan. In 2011, we established the Biodiversity Guideline
to enhance activities to further conserve biodiversity and makethem spread within the organization. In 2012, two activities
obtained the JHEP certiﬁcation.

Biodiversity Guideline
Strongly recognizing the rapidly vanishing biodiversity worldwide, Hulic
strives to conserve biodiversity
through activities in harmony withbusiness activities with the goal of
handing over a rich nature to future
generations.

 JHEP (Japan Habitat Evaluation and Certification Program): This is a program to evaluate and certify
activities to contribute to conservation and restoration of biodiversity, which was established and isoperated by Ecosystem Conservation Society-Japan.
WEB http://www.ecosys.or.jp

As 3/4 of LCCO2 or more is CO2 accompanies energy consumption,
the effect of reduction in CO2 emission thanks to extended service
life is underestimated. However, the amounts of resources injected
and waste generated are reduced 50% or more.

Environmental Awareness and education for employees

21

Approaches to Biodiversity■ Effects

 Calculated with LCA tool of Architectural Institute of Japan

Hulic Group has made various efforts for increasing environmental

tems. Furthermore, aiming at the constant improvement by monitoring, we disclose information on various efforts for reducing envi-■New construction ■Reconstruction ■Repair ■Renovation ■Demolition

the activity to the extent possible.

Efforts to recycle

CSR Report, etc.

municated with various stakeholders to have them understand our85

through NPO Japan Relief Clothing Center (JRCC). Through thisactivity, it is possible to not only reduce waste, but also support

groups, and other activities, through the corporate website and theenvironmentally leading company. With the aim of creating a sociimprovement of the global environment, we have strategically com-

Standard
proposalIn the case of a building with a Long Life of 100 years, the amounts of waste generated
and resources used in reconstruction works can be reduced 50% or more, compared tothe conventional case of reconstruction every 40 years (standard proposal).

Efforts to reuse (Donation of clothing)tal conservation activities in collaboration with nature conservation

the environment, we have enhanced our efforts to become an
ety where companies and stakeholders cooperatively tackle the■New construction ■Reconstruction ■Repair ■Renovation

struction, for example, by adopting buildings which can be in ser-

Considering that the growth of Hulic Group is inextricably linked toFurthermore, using information from Challenge 25 as reference,

Map of the Vegetation of Hulic Residence
Nagaokakyo

Rhododendron dilatatum

Machilus thunbergii

Name of Project

Camellia japonica

Rank of Certiﬁcation

Date of Certiﬁcation

Construction project of Granda Omori Sannou

A

October 2011

Construction project of Hulic Court Yukigaya

A

October 2011

Construction project of Hulic Residence Senriyama

A

December 2011

Construction project of Hulic Residence Tsudanuma/Hulic Garden Tsudanuma

AA

December 2011

Kyodo ProjectA

January 2012awareness. Hulic Co., Ltd. and Hulic Building Management Co.,

we transmit information

Ltd. are striving to reduce use of copy paper by decreasing mis-

on “power conservation

prints, and promoting both-side printing, while enlightening em-

at home” through the cor-ployees about the reduction of paper consumption, in addition toporate intranet. Results of

the introduction of multifunction printers in fiscal year 2012. As

and comments on envi-

power supply and demand has been controversial in Japan, theronmental activities such

Construction project of Hulic Residence Nagaokakyo

A

December 2012

Group increases its awareness of power conservation by inviting

as the preservation of

employee's attention to temperature adjustment of air condition-

secondaryConstruction project of Hulic Residence Nishioi

AA

February 2013

ing, etc. in the wake of introducing Super Cool Biz in summer andalso placed on the in-Construction project of Granda Gakugeidaigaku

A

May 2013

Warm Biz in winter.

tranet.

forests

areImage of relevant intranet

Photo presented by Ecosystem Conservation Society-Japan

22

Social Initiatives

Corporate Governance

Measures against Global Warming (Greening)
We have put emphasis on greening which can effectively ease the heat-island phenomenon as a part of our measures against global warming. Proactively planting trees and plants on premises, we provide places where people
living in the town can relax, for example, the shade of a tree providing comfort in the summer. Our greening project
aims to create lush green urban spaces and harmonize with nature, while considering biodiversity.

Greening on rooftops and premises
It is possible to achieve energy-saving effects such as reducting
air-conditioning loads and improving in heat insulation performance by blocking sunlight with roof greening to prevent heataccumulation in concrete.
In Toranomon First Garden completed in August 2010, Hulic
addressed urban greening with the large scale green wall reaching
the 8th floor and planting plants on the ground, in addition to agreen roof which tenants can use. Toranomon First Garden won
the “9th Minato Ward Creation of Green Town Award” in recognition of this activity.
In greening of office buildings, we choose plants which are easy
to care and have resistance to strong wind, taking into account the
improvement in landscape and location conditions. We also makeefforts for making the best use of rain water by adopting soil withexcellent water retention.

Green wall
On the rooftop garden of Hulic Head Office Building, seven kindsof plants including Canarian ivy and Evergold to cover the wall surface, surrounding terrace benches for approximately 20 people, as
measures against the heat-island effect using transpiration effect.
With this green wall over approximately 106m2, the rooftop garden
is a space where employees can relax and rest, feeling the nature
while working in Tokyo. At Hulic Asakusabashi, the wall surface along
the street on the west side of a lower building has been greened toenrich the exterior and soothe people walking on the street.

Environmental Accounting
Environmental Accounting
Hulic has proactively conducted various environmental measureswith the goal of reducing CO2 emissions by 25% in total. By linking
this CO2 reduction plan with the environmental measure, we
expect to achieve more effective investment for energy conservation. With management through figures to understand what kindsof effects could be obtained from which investment, it is possible
to effectively allocate budgets for environmental investments nextyear.

We have introduced environmental accounting since 2011, andpublicized the result on the CSR Report since the previous fiscal
year, in order to conduct efficient and effective environmental conservation activities by understanding the costs to protect the environment in business activities, as well as the effects of these activities. While we only disclosed costs for environmental conservationin fiscal year 2011, we calculated and disclosed effects of the environmental conservation and economic effects from the environmental conservation measures in fiscal year 2012.

Environmental Accounting Report for FY2012
Reporting Period:

January 1, 2012 – December 31, 2012
66 buildings owned by Hulic Co., Ltd.

Scope:(The number of buildings included in the scope increased from 54 in fiscal year 2011 due to the merger with Shoei, Co., Ltd. in July 2012.)

Calculation method:

Calculating based on “Environmental Accounting Guidelines 2005 (the Ministry of Environment)”

Standards for calculation:

Investment amounts here refer to the expenditures of investment the Company spends on depreciable assets for the
purpose of environmental conservation. Cost amounts are portions of the Company’s overall expenses and are theamounts used for the purpose of environmental conservation. Cost amounts do not include depreciation costs.

Environmental Conservation Cost Õ1

Figures in parentheses indicate the cost of FY2001

Environmental Conservation Cost
Categories
Hulic Head Ofﬁce Building (Wall greening)(1) Business area cost

Hulic Asakusabashi Building (Wall greening)

Investment amounts

Cost amounts

1,359,542(1,098,520)

2,324(2,182)00(1)-1 Pollution prevention cost
Breakdown
Toranomon First Garden (Wall greening)

Toranomon First Garden(Greening on the premises)(1)-2 Global environmental
conservation cost(1)-3 Resource recycling cost(2) Upstream/downstream cost(3) Administration cost(4) R & D cost(5) Social activity cost(6) Environmental remediation cost
Toranomon First Garden (Rooftop plaza)

Hulic Head Ofﬁce Building (Rooftop garden)

Total
Õ

VOICE

Noriko Aida

Legal & Compliance Department
Hulic Co., Ltd.

23

Moving to Hulic Head Office Building

1,347,881(1,093,235)
11,662(5,285)
0
(0)
0
(0)
0
(0)
0
(0)
0
(0)
1,359,542(1,098,520)

oasis where they can feel the nature during work
hours while working in Tokyo.
Especially during lunch time on a ﬁne day, I am
happy to see the garden crowded with a lot of
employees as a place to communicate with colleagues.

Õ2

Energy saving design introduced with reconstruction of Hulic’s buildings (adopting LED lighting for
1,360 common areas, installing solar panels, etc.)(1,360) Renovation of Hulic’s buildings for energy conservation (adopting LED lighting for common areas,
renewing air conditioning equipment, etc.)

964
(822)
91
(106)
4,293
(4,068)5,118(19,172)
5,779
(548)
0
(0)
17,606(26,076)

Water saving measures at Hulic’s buildings
Recycling conﬁdential documents
Cost for recycling toner cartridges

Preparation of CSR Report
Newspaper ads related to Hulic’s environmental efforts
Joint research with MIT for development of natural ventilation and lighting for buildings
Cost for JHEP certiﬁcation
Activities to conserve secondary forests

1 Costs of residential buildings are included. Õ2 Pursuant to relevant laws and regulations, appropriate effluent treatment and measurement of gas emission were conducted, but costs were not calculated.

Effects of Environmental Conservation
Contents of effects

Moving to the new head ofﬁce building, what I feelthe most is how wonderful coexistence withnature is.
While working in an ofﬁce for a long time, I canfeel changes of seasons and times with naturallight from the natural lighting system. I can pace
my work according to these changes.
All employees use the rooftop garden enclosed
by wall surfaces full of greenery on three sides,from which Tokyo Sky Tree can be seen, as anunit: thousand yen

Contents of major activities (in FY2012)

Power consumption per unit floor area (kWh/m2)
Gas consumption per unit floor area (m3/m2)
CO2 emission (electricity + gas) per unit floor area (t-CO2/m2)
Water consumption per unit floor area (m3/m2)
Waste generated per unit floor area (kg/m2)
Solar power generation amount (kWh)No. of kinds obtaining biodiversity certification (kinds)

FY2012
138
2.1
68.8
0.8
7.2
30,176
4

Environmental load index
Year-on-Year
FY2011(FY2012-FY2011)
147
–9
2.1
0
58.8
10
0.7
0.1
7.0
0.2
30,722– 546
8–4

Economic effects from environmental
conservation measures

Base year(FY2006)
161
3.7
68.4
1.01
7.5
—
—

Õ CO2 emission per unit floor area increased 10% year on year due to higher CO2 emission coefficient.
Õ As the number of buildings is different from the one in “Key Performance Indicators (KPI) for Priority Items and Items to be Promoted, and Targets andResults” on P. 9-10, the CO2 emission basic unit is different.
Õ Occupancy rate is not taken into account in the calculation of basic unit per floor area.
Õ The scope of waste generated per unit floor area includes only Hulic Head Office Building. The base year is FY2008.
Õ For city gas, CO2 emission coefficient of the “Manual for Calculations and Reports of GHG Emissions” issued by the Ministry of the Environment and theMinistry of Economy, Trade and Industry is used. For electric power, an actual emission coefficient used by a power supplier of a relevant building is used.

Results in FY2012(comparison with FY2011)

Details of effects

Cost reduction

Environmental Initiatives

ÕÕElectricity charge(Yen/m2)Õ1

30

Gas charge (Yen/m )– 24

Water charge (Yen/m )58

Solar power generation(Thousand yen)Õ2

604

2 Õ1

2 Õ1

1 Electricity/Gas/Water charges per unit floor area in FY2011Electricity/Gas/Water charges per unit floor area in FY2012
2 This is an amount reduced thanks to solar power generation in
FY2012, which is calculated on the basis of 20 yen per 1kWh.

24

Environmental Initiatives

Social Initiatives

Corporate GovernanceEfforts toward the Improvement inCustomer Satisfaction
Activities through the Real Estate Business

Activities through the Insurance Agent Business

As office buildings, stores, and residences owned by Hulic serve as the infrastructure for customer’s social activities, we are aiming to constantly improve their quality under the philosophy of providing customers security and convenience.
In order to satisfy all customers using buildings including tenants and visitors to the buildings, we thoroughly stick to meticulous quality
control, careful maintenance, and security to protect assets.

Customer satisfaction survey
We conduct the customer satisfaction survey once a year to havetenants of Hulic’s office buildings (corporate tenants) utilize thebuildings comfortably. Survey items include matters concerning
hardware and software of the buildings, and what customers feel ineveryday life. We use customers’ opinions and potential needs, etc.
learned through the survey for improvement.
Results of Survey in FY2012
As a result of the survey in fiscal
Other
year 2012, it was found that 90%
8.4％
of corporate tenants or more weresatisfied overall. Furthermore, reModerately
Satisfiedsatisfiedsponsible staff individually ex41.8% 49.8%
plained about or responded tomatters requested by customers
in relation to the survey items.

To provide comfortableofﬁce space
Kazuyuki Matsumoto

Deputy General Manager, PM No.2 Department
Hulic Building Management Co., Ltd.

I am always working with improving customer satisfaction in mind,
aiming to have customers use the building pleasurably. In order to improve the customer satisfaction, we make day-to-day efforts to provide
better environment of buildings, for example, visiting the building on aregular basis to conﬁrm the status of common areas (management andcleanliness, etc.), and providing feedback about improvement measures
to a management company as needed. When problems happen at thebuilding, we take measures to minimize impacts on customers, frequently communicating with the management company. We also pay attention
to security in order to allow people to use the building without anxiety,participating in ﬁreﬁghting training and ﬁre prevention council, etc. We willcommit ourselves to improve the customer satisfaction by conducting
questionnaires for customers, regularly visiting buildings to seek opinions
and requests, and deepening relationships with customers.

Activities through the Hotel Business
Since opening on August 10, 2012, we have operated our hotel
basically aiming at providing fine-tuned and comfortable hotel services while carefully keeping a moderate distance from guests, in
an attempt to realize an “intimate hotel.” (intimate = best friend,familiar, close, cozy, and like a hideaway) To this end, we are working on the following issues:● Multi-task method
As believing it is essential for each employee to have all knowledge on commodities and skills so as not to interrupt services
to guests from check-in to check-out, we eliminate organizational and time barriers when treating our guests.
● Commitment to facility services
In addition to human services, we select all amenities to be
used by guests, such as a bed, a bathroom, a restaurant,
shampoo and hair conditioner, and sleepwear, etc., in order tohave our guests relax.
● Integration with the appeal of the town
Each employee serves as Asakusa Concierge to introduce
attractive Asakusa with the aim of having guests enjoy not only
hotel life but also the town of Asakusa, retains an Edo era atmosphere.

25

Sympathizing with guests
Yuki Fukuda

Senior Staff, Operation Department
The Gate Hotel Kaminarimon by Hulic
Hulic Hotel Management Co., Ltd.

Under the concept of “intimate hotel”, we are striving to make guests’
stay more memorable, with Multitask Method introduced to expand arange of services to guests by sharing information and knowledge
among all sections as our critical theme. For example, with intercom
systems common to all sections, each of our staff can catch informationof other sections anywhere. Through the system, dialogue at the front
desk can be heard at the restaurant, and dialogue at the restaurant canbe heard at the kitchen. There is a case where as a result of sharing theinformation caught at the restaurant with staff at the front desk to recognize a certain guest, the guest became a repeater. As a matter of fact,
the guest gave us pleasant compliment saying “Staff so wonderfully
treats me that I could almost say “I’m home!” when arriving at the lobby.
It is unthinkable for me to stay at other hotel”. All staff intends to devote
themselves to creating more comfortable space aiming to have guests
feel that our hotel is intimate.

The recent insurance industry has been rapidly expanding sales
channels, for example, with solicitation through the Internet, sales
at bank counters, and opening shops.
Under such circumstances, we believe that the existence of an
insurance agent is to provide “high consulting ability” and “meticulous services represented by speedy and exact advice at time of
accidents”, given from the customer’s standpoint. As there is not alarge difference in insurance products handled, quality of customer
service depends on human resources. We are aiming to be an
insurance agent which is trusted by both companies and individuals, and asked for advice about various matters. Therefore, each of
our staff makes efforts for improving knowledge and skills every
day, deepening specialties of their own field.
We will provide service which can satisfy our customers, aiming
at being ranked first by customers among several agents.

Business Improvement Proposal System
As an insurance agent has an enormous number of operations
which directly link to customer’s everyday-life, it would not be an
exaggeration to say that accuracy and speed of clerical works is alifeline to confidence of customers. In order to improve accuracy
and promptness as much as possible, we operate the Business
Improvement Proposal System with the Business Improvement
Committee established. It is aimed to improve quality of services
by widely adopting opinions and proposals concerning business
improvement, and accumulating concrete efforts for improvement.
In fiscal year 2012, among 31 improvement proposals made in
the entire Company, four proposals were honored by the Company
as the award for excellence. All of those proposals successfully led
to improving customer satisfaction directly or indirectly. For
example, quality of clerical works is boosted by decreasing risks tomake errors in business; and physical energy squeezed throughshortened working hours and effects of more efficient operations
are used for providing more fine-tuned services to customers. We
will continue to operate the system, being aware of the necessity
for day-to-day improvement.

Activities at the Customer Service Counter
We think that an insurance agent is a contact point to directly interact and build trust relationships with customers.
When we communicate with customers through postal mails
and telephone calls without face-to-face contact, the impression of
the staff in charge is quite important.
We are carrying out the following items in order to improve each
employee’s ability to respond to customers, as well as achieve customer satisfaction.
● Periodical workshops and information exchange with insurancecompanies

Encouraged by voices
saying “Thank you”
Hiroko Ishizuka

Private Insurance Sales Department
Hulic Insurance Service Co., Ltd.

In the Private Insurance Sales Department, we put emphasis on making
a ﬁrst call for prior notice and a thank-you call at conclusion of contract,aiming to improve customer’s satisfaction. Through making a ﬁrst call,
we have been told by customers, “I was relieved by your call”, and had
more opportunities to receive inquiries about review of coverage, etc.
When we make a thank-you call, we reconﬁrm contents of contracts, andanswer various questions in a timely manner. In the department, we areworking on information exchange to share customers’ opinions, as wellas business improvement proposals leading to better customer service.
We have become increasingly appreciated by customers through sensitively feeling what the customer wants before asked to do so, and devotedly responding to it. I intend to aim to be an insurance expert who can
exactly fulﬁll customers’ requests so as to hear “Thank you.”

Efforts for corporate business partners
In recent years, we have taken over businesses transferred fromdozens of agents inside companies. We think that so many businesses were transferred on the faith of us as a result of using ourconsulting ability cultivated for a long period of time through several proposals to business partners, as well as ability to handle
contracts.
We will brush up our abilities to make proposals and provide
consultation, aiming to be an agent which can help business partners resolve problems.

Creating the environment in which
employees can work lively
As the saying goes, “No employee satisfaction, no customer satisfaction”, we believe that the attitude of employees who are always
working lively will lead to customers feeling secure and satisfied.
While responsible for completing our own works, we try to manage our time in a well-modulated manner, eliminating meaninglessovertime work.
With No Overtime Day set on Wednesdays to leave office without overtime work, we pursue more efficient operations and try to
reduce overtime work. Furthermore, we make operations interchangeable within a department in order to enable all employees
to easily take paid leaves. The numbers of employees who takechild-birth leave, and who work a reduced schedule after returning
to work from child-birth leave have increased. We will continue toaim to create a workplace where employees can work comfortably.

● Brushing up knowledge on products and clerical procedures● Sharing examples of success and failure● Training sessions to improve ability to respond to customers, etc.

Planned use of leaves and restraint of overtime work
Implementation of No Overtime Day

26

Environmental Initiatives

Corporate GovernanceSocial Initiatives

Work-Life Balance
Acquisition of the Next generation
accreditation mark “KURUMIN” and theestablishment of the next term’s action plan

The falling birth rate and aging population, and women’s social
advancement are important issues for the Japanese economy. In
relation to the support for development of the next generation,
Hulic aims at a higher level than the legal standard. Regardless ofgender, it is possible to use the first month of childcare leave period
as a “paid special childcare leave”. Furthermore, the system is inplace, with which female employees can take the special childcare
leave soon after childbirth leave. With the aim of improving employees’ work-life balance, we established a new Babysitter Program,and as part of support for child-rearing, increased the amounts ofcelebration money for childbirth to 100,000 yen for the first child,
200,000 yen for the second child, and 1 million yen per child for thethird and subsequent children.

With the action plan formulated to actually make male employees
take the childcare leave, we economically support employees taking childcare leaves, aiming to be a well-balanced company interms of work and life, where male employees
can proactively participate in childcare, too.
Hulic has been certified as a “first-grade business owner conforming to the standard”
based on the Act on Advancement of Measures to Support Raising Next-Generation
Children by Tokyo Labor Bureau for threeconsecutive years, and obtained “KURUMIN”
logo certifying support for development of the the Next generationnext generation. We will create the environ- accreditation mark
“KURUMIN”
ment in which men can proactively take partin child-rearing.

Relation between age of child and the system to support employees to the next generation
Age ofchild

Pregnancy

6 weeks before

Childbirth

Outpatient
Leave before childbirthleave

6 weeks after

8 weeks after

Leave after childbirth

MotherRules of employment
Childvacation

1 year old

2 years old

4 years old

5 years after
retirement

After entering
At end of third year
an elementary school at elementary schoolChildcare timeRules on support for development of the next generation

Special childcare leave (one month)Childcare leave

Rules on support fordevelopment of thenext generation

Working reduced schedule
Restraint of overtime work

Parents

Subsidy system for charge of childcare center (until entering elementary school)
Child vacation (10 days)

FatherLeave for childbirthof spouse (paid)

Rules on support for development of the next generation
Special childcare leave (one month)Childcare leave
Working reduced schedule
Restraint of overtime work

Management of employees’ health
Health checkup
We implement the annual health checkup equal to a comprehensive medical examination, in which more items are checked than in
the statutory health checkup and adult disease examination. In
fiscal year 2012, 100 % of employees took the checkup. Amongample optional examinations such as neck ultrasonography andendoscopic test for colon, gynecological exam is especially appreciated by female employees with anxiety about diseases specific towomen.
In addition to the system in cooperation with industrial doctors,
mental health is also examined during health checkups.
Health Committee
With the “Health Committee” established in the Company, committee members elected from among employees every year promote
activities to protect employees’ health and security. Our industrial
doctor attends the Committee every time to provide advice andinstructions.
In the Health Committee, states of taking leaves and overtime
works, and results of survey on air environment such as temperatureand humidity are reported on a regular basis. Items discussed in theCommittee are disclosed by each committee member through theCompany’s intranet in order to make them known to all employees.

27Power Harassment Seminar
In order to spread correct knowledge about power harassment
issues in consideration of the current social situation, a seminarwith an external lecturer (lawyer) was provided for directors andchiefs of each department (including the Group companies) in
March, 2012. After the seminar, individual chiefs of department
who participated in it discussed an ideal and comfortable workplace with employees of each department again.

The rate of paid leaves takenÔ1

The average of discretionary andovertime work hours per personÔ2

(%)

Õ
Õ

80

68.2

70.8

(h)

71.5

40

64.7

60

30

40

20

8.7
0

20

22.7

2009

11.9

14.2

2010

2011

10

2012

(FY)

0

1 Calculated with limit of 20 days excluding leaves carried forward
2 Excluding Hulic Insurance Service Co., Ltd. in and after 2010

Implementation of No Overtime Day
We set No Overtime Day on Wednesdays to leave the office without
overtime work, with the aim of preventing health disorder arisingfrom excessive work. The status of implementation is inspected andgrasped every month. In 2012, the rate of implementation
decreased 26% year on year to 48% in average. In response tovoices saying “it is difficult to leave office early on Wednesday,

depending on duties”, we encourage each employee to leave officewithout overtime work once a week, regardless of No Overtime
Day in fiscal 2013.
We will also review the way of working, for example, by making
operations well-modulated and more efficient.

Personnel Performance Data
Item

Use of Job-return system

Rules of employment

In order to boost the rate of leaves taken by employees and be
further conscious about their health, we have conducted a campaign to improve the rate of leaves taken. The purposes of the campaign include “making all employees take a three-day vacation oncea year, in principle” and “making all employees take a one-weekvacation once a year, in principle.” Individual departments discussplans to take vacations in consideration of planned use of leaves. In
2012, while the rate of paid leaves taken was 71.5%, increasing 0.7
points from a year earlier, the average of discretionary and overtime
work hours per person was 22.7 hours, increasing 8.5 hours year on
year. Two employees worked overtime and at discretion over 45
hours in average in three months. This was exceptionally caused by
the merger, the move of head office, and other factors. We will strive
to allow employees to take more paid leaves and reduce overtimeand holiday work, through instructions and advice provided by the
Risk Management Committee and the Health Committee.

The rate of paid leaves taken and the average of
discretionary and overtime work hours per person

The average of discretionary andovertime work hours per person (h)Efforts to support employees foster the
next generation

Planned use of leaves and Restraint ofovertime work

The rate of paid leaves taken (%)

Hulic is aiming to be a professional team consisting of selected few who sincerely work on all issues witha sense of ownership. In order to attract excellent employees and provide them the environment in which
they can make the best use of their abilities, efforts to strike a work-life balance are essential.

Unit

PersonNumber of employees (non-consolidated)
PersonPersonNumber of employees (consolidated)
PersonAnnual salary in averageten thousand yen
Number of employees who left their job
PersonPersonMen
Number of employees in managerial position
Person
Women
Employment rate of the disabled%
Number of employees who took childbirth leave
PersonNumber of employees who took childcare leave
PersonNumber of employees who returned to work after childcare leave%
Number of employees who took day off for family care
PersonNumber of employees who took family care leave
PersonNumber of employees who took day off for nursing care
Person
Men
Women
Total

FY2010

83
31
114
298
908
1
38
3
5.26
1
1
100
0
0
20

FY2011

77
29
106
375
1,023
1
37
4
5.66
1
2
100
0
0
17

FY2012

96
33
129
429
1,086
1
56
5
5.3
1
2
100
2
0
15

Ô Data of Hulic Co., Ltd. Only (except Number of employees (consolidated)) Ô Excluding transfer between the Group companies

VOICE

Tomohiro Nishigaki

Senior Staff of Insurance
Sales No. 3 Department
Hulic Insurance Service Co., Ltd.

Using the Next Generation Nurturing Support System
When my wife gave a birth to our ﬁrst daughter as
the second child, I took childcare leave for ﬁve
days. Triggered by words of my boss and colleagues saying “why don’t you take childcare
leave?”, I did so because I wanted to help my wife
take care of the children. Working at the sales
department, I was anxious about suddenly taking
the leave. However, as my colleagues in thedepartment understood about it, I could take theleave without worry. I began to think about worklife balance when supporting my wife during childdcare leave, and now I work while being more conscious about time and quality than ever before.
As the number of young male employees has
increased in recent years, I hope that the atmosphere will spread, in which employees can use
such systems as a common practice.

Scene of the power harassment seminar

28

Environmental Initiatives

Corporate GovernanceSocial Initiatives

Efforts for diversity and human rights
We aim to create an environment in which employees with a variety of backgrounds, such as ﬁrst-classarchitects, real-estate appraisers, engineers, lawyers, certiﬁed public accountants, and tax accountants,
can work lively. It is considered possible to differentiate us from competitors because we proactively takeadvantage of diversity in our business, which leads us to the sustained growth of the Company.
Employment of diverse human resources
Participating in the “joint declaration on the charter of corporate
ethics concerning employment” made by KEIDANREN (Japan
Business Federation), we have proactively employed new graduates in accordance with the purpose of the charter. When adopting
new graduates, we make efforts for widely ensuring diverse humanresources based on their ability, regardless of backgrounds andgender. A female director took office in March 2012, and the rate offemale managers has increased, as a result of active efforts for
adopting female employees with the enhanced system to support
the development of the next-generation.

Employment of the disabled
In 2013, Hulic Suginami Office, which marked the 5th anniversary,
we newly employed two persons with disabilities. Accordingly, theemployment rate of the disabled became 5.3%. As of May 2013, 5
employees with disabilities, instructors with experience of coaching and cultivation, and a chief administrator are working at Suginami Office, and executing operations such as dispatching direct
mails concerning Hulic Group Companies. The monthly meetingwith the Human Resources and General Affairs Department is held
to put the integrated operation with the Head Office in practice. In
recognition of those activities to take leadership to employ the disabled and proactively develop their abilities, Hulic has been certified as an excellent corporation in employment of the disabled inTokyo. We will make efforts for improving the workplace where
people with disabilities can feel something worth living throughtheir work.

Logo of excellent
corporation in employmentof the disabled in Tokyo

VOICE

Zenji EndoManager of Suginami Ofﬁce,
Human Resources andGeneral Affairs Department
Hulic Co., Ltd.

29

Enhancement of systems to develop
women’s careers
We have enhanced activities toward the development of women’s
career from the viewpoint of diversity. It is aimed to run highvalue-added business with a small number of personnel by enabling
everybody to make the best use of abilities lively. With the aim ofenhancing the environment in which women can comfortably work,
the women’s career promotion project team was established as anorganization to make proposals, conduct researches, and promoteplanning from women’s viewpoint. The project team discuss in linewith each theme once in two months. In April 2013, lunch meetings
for female employees were held to exchange opinions with thetheme of “development of female managers”.

Reemployment system for seniors
With the reemployment system introduced, we made the working
environment more comfortable for seniors. For example, systemsof staggered commuting and a half-day leave were introduced forrehired employees. Full-time rehired employees can use the leave
and absence systems almost equal to the ones for active employees. We expect various knowledge and expertise to be inherited
through communication beyond generations between employeeswith abundant knowledge and experience and younger employees.

Internal Communication
Hulic consisting of the selected few is featured by its close distance
between employees, as well as between top management andforemen.
The Company-wide trends are communicated to all employees
through “Message from President” every month. As it is possible toknow what other departments are doing through the Message, thehorizontal communication beyond the borders of departments canbe made.
In order to promote vertical communication, employees tell theiropinions directly to the President through the “President Questionnaire” conducted twice a year, in consideration of the interactive
communication with the President.

Toward the employment of the disabled
Suginami Ofﬁce marked the 5th anniversary of its
foundation in May 2013. The Ofﬁce is operated
with ﬁve employees with disabilities including two
new employees who joined in 2013, and ﬁve staff
including me. Often moved by employees working
lively, we are really feeling that it is very importantto provide comfortable workplaces to people withdisabilities.
Three years ago, we started “My comment” tohave employees freely make presentations about

Enhancement of the Training Systems
As it is important to focus on human resource development aiming
to be a professional team with a selected few, as well as strengthening of each employee’s ability in order to take advantage of diversity, Hulic has put in place training systems.
In Hulic, employees with various specialties are active, such as
first-class architects, real-estate appraisers, engineers, lawyers,certified public accountants, and tax accountants. We put emphasis on acquisition of qualifications which support such specialties,
and subsidize their costs. Aiming to obtain multiple qualifications
by 30 years of age, young employees formulate a plan to obtain
qualifications under instruction of their boss. In addition, we offer avariety of menus, such as dispatching them to graduate schools,
English conversation classes in the early morning, and encouraging of reading, etc. in order to help employees enlighten themselves.

Measurement of participants’ satisfaction
Hulic conducts questionnaire surveys for participants in English
conversation class and training for new graduates and employees
in their second and third year at Hulic, with the aim of improving
training contents. After completion of each training program, theparticipants evaluate contents of training and a level of satisfaction
with lecturers on a scale of one to five, and submit opinions on
improvement proposals. Efforts are made to improve contents oftraining, using collected opinions of participants.

List of training programs by class
New comer -(up to around 30 years old)Mid-career -Veteran/Manager -(up to around 40 years old)

(50 years old or older)

System to support acquisition of qualifications
The Company bears costs for registration and renewal (of first-class architecture, real-estate appraiser, etc.),
and in principle, bears costs for external seminars on the premise of passing an exam.
System to encourage early acquisition• Obtaining multiple qualifications
by 30 years old• Well-planned setting of target

Dispatch to graduate school
Dispatch to outside company
Overseas visit program
Studying abroad program

Human resource development program

Project review, Project by theme, etc. (incorporated in works)
Period of educational assignment
New comer
training
Assigned to 2
departments
Enhancement ofin 4 years,
fundamental
ability of financein principle
and accounting

Top seminar – get-together for President and young employees (monthly in principle)
English conversation class (held by the Company at meeting rooms in the Company before work.)
Self-development seminar

Trends in average of training cost per person(Non-consolidated)
FY

2010

2011

2012

Total amount

134,075 yen

213,690 yen

227,108 yen

Results of use of training systems
2010

2011

2012

Human resource development
program in real estate division

Name of system

Fostering abilities for planning, plotting, and presentation through project reviews and projects
by theme——

18 person

System to supportacquisition of qualiﬁcations

Supporting acquisition of qualiﬁcations such as real-estate appraiser, architecture, engineer,real-estate transaction manager, and land/building/house specialist; Bearing all amounts ofregistration, renewal, and training fees, in principle

5 person

11 person

17 person

Dispatch to graduate schools, etc. (Temporary transfer to other company, etc. underconsideration)

1 person

3 person

3 person

Dispatching two groups or more in a year to visit excellent eco-friendly buildings overseas on
condition that the dispatched employees submit a report and take part in a debrieﬁng session after visit

2 person

2 person

2 person

Program to enhance fundamental
ability of ﬁnance and accounting

Implementing internal ﬁnancial and accounting seminars, and external seminars concerning
review of ﬁnancial statements, etc.

3 person

2 person

6 person

New comer training

Mastering necessary business skills in a three-year program
Experiencing the entire business through rotation within the real estate division, during theperiod of educational assignment for about 7 years after entering the Company

3 person

2 person

6 personEnglish conversation class

Holding English conversation class at meeting room of the head ofﬁce before work;
Presenting Hulic Award to excellent students (internal commendation system)

27 person

32 person

26 person

Encouragement of reading,Prize essay“Book of the month” recommended by President every month; Annually inviting prize essays

20 works submitted
4 works awarded(1 for award forexcellence, 3 forhonorable mention)

12 works submitted
6 works awarded(3 for award forexcellence, 3 forhonorable mention)

19 works submitted
6 works awarded(1 for gran prix, 3 for award
for excellence, 3 forhonorable mention)

Studying-abroad program

In principle, bearing all amounts of costs for studying abroad for employees who want to study
abroad for six months or longer——

1 person

Dispatch to graduate school, etc.
Overseas visit program

Contents

VOICE

news and personal matters at morning meetingson Wednesdays, in hope of improving employees’sociability. The contents of the presentations foreach year are compiled and handed to each employee as evidence of daily growth. I wish thatthey will work vigorously for a long time, and growas much as possible through their work.

Yasushi Umeda

Joint General Manager,
Asset Solution Department
Hulic Co., Ltd.

Using the training systems
In the recent real estate market environment, as
REIT and private placement funds attract attentions, the fusion of real estate and ﬁnance isessential. Therefore, it is said that real estate players cannot ﬁght without understanding the idea ofﬁnance. Under such circumstances, I was provided an opportunity to go to Graduate School ofFinance, Accounting and Law, Waseda University
for two years. Although, in the beginning, I had a
difﬁcult time studying the entirely new ﬁeld at myage, and strike a balance between work andschool, I could complete the course thanks to thecooperation of my boss and people around me. I
intend to devote myself to creating Hulic’s uniqueschemes which competitors cannot imitate byusing knowledge cultivated at the graduate
school in day-to-day works, and to share theknowledge within the Company in considerationof the development of younger employees.

30Environmental Initiatives

Social Initiatives

Corporate Governance

As a good corporate citizen, we widely conduct social contribution activities to support the sustained
development of the entire society.

Social Contribution Activities“Policy of Social Contribution Activities” has been
established as a basic policy of Hulic’s social contribution activities.
The policy expresses our determination to devote
ourselves to resolving difﬁcult social problems, suchas the global environmental issues and the fallingbirth rate and aging population, through individual
activities in hope of leading to a sustained development of the entire society.

Policy of Social Contribution Activities
Social contribution as a company
As a good corporate citizen, Hulic proactively and widely pushes ahead
with social contribution activities inside and outside business fields. We
contribute to the sustained development of the entire society througheach activity.
Support for employee’s social contribution activities
Hulic proactively supports each employee to conduct social contribution
activities.

Social Contribution as a Company
Donation of used postal stamps todeveloping countries
As a large volume of mails are handled in the course of our duties,
a lot of used stamps are generated. Therefore, we called for collecting used stamps in the entire Hulic Group, and donated thecollected stamps to JOICFP (Japanese Organization for International Cooperation in Family Planning) in February 2012. As morepostal stamps were collected than expected, it took almost anhour to sort stamps even with the cooperation of CSR supporters.
The used stamps collected are used to raise funds for the White
Ribbon Activities to protect lives of mothers and babies all over theworld. After the donation, we received a thank-you letter fromJOICFP, and placed it on the Company’s intranet.

Classiﬁcation of stamps

Support for orphans of cancer, children
with cancer and their families

Donation to Ashinaga Scholarship Society
Hulic Group decided to start from June 2011, and continue for four
years to monthly donate to Ashinaga Scholarship Society 500,000
yen, and a specific amount from directors and employees whowant to join the program, in hope of providing continuous support
to living and learning children who will play an important role in the
future. Since then, 15,848,000 yen in total has been donated by
the Company and individuals until March 2013. In order to keep
donators interested in it after donation, “Ashinaga Family Tsushin”
sent by the Society is posted on the Company’s intranet.

Support for Employees’ Social Contribution Activities
Employee volunteer leave
Hulic Group has a “volunteer leave system” in place for the purpose of supporting and fostering employees who work on social
contribution activities with a sense of ownership, conscious about
various social issues. This volunteer leave system supports employees who conduct volunteer works benefitting the society
greatly. It is possible to take paid leave (special leave) for 20 consecutive days. As the requirement of the leave was eased in 2009,
employees with low seniority became able to take the volunteer
leave freely. Furthermore, in order to promote the volunteer leave,
we put results of and comments on volunteer activities on the
Company’s intranet to make them known to all employees, in addition to providing them information on social contribution activities.
Like this, we make employees more interested in volunteer activities. In fiscal year 2012, the number of employees who took thevolunteer leave was 3, decreasing by 36 as the activity to conserve
secondary forests was cancelled due to the typhoon. Therefore, at
a later date, information on the significance of supporting environmental protection and maintenance of ecological systems was puton the Company’s intranet, together with photos of plants andinsects inhabiting secondary forests.

Cleanup activities
Four Group companies participated in “Waste Zero Clean Day(hosted by Chuo-Ward) on May 30, 2012. In the wake of move of
the Head Office Building in October, Hulic Co., Ltd. and Hulic
Building Management Co., Ltd. have participated in “Community
Clean Day (hosted by Chuo-Ward)” held on 10th every month.
10-15 employees appointed from individual units conduct cleanup
activities on a rotational basis. Accordingly, almost all employees
became able to take part in volunteer activities at least once a year.
Despite the short time of about 30 minutes before work, the activity has been taking root with community residents and employees
as a new opportunity for communication, promoting beautificationof the town.

Participating in “Aflac National Associates Society”, a networkorganization consisting of sales agents of medical and life insurances, Hulic Insurance Service Co., Ltd. donates a total of 100,000
yen every year for “Aflac Charitable Trust Scholarship Fund forCancer Orphans” and activities of Aflac Parents House which areconducted by the Society. We will continue to support patientsfighting with cancer and their families through such donations.

Trends in the number of employees who took volunteer leave
FY

2010

2011

2012

Number of employees

22

39

3

VOICE

Aflac Charitable Trust Scholarship Fund for Cancer Orphans
This is a scholarship program for high school students who haveeconomic difficulties in studying at school due to cancer death of afamily member who had mainly earned a living. The scholarship money
has been granted to a total of 1,771 students until fiscal year 2012.

Aflac Parents House
This is a comprehensive support center for the purpose of reducing
economic and mental burdens on children who have suffered frompediatric cancer and other intractable diseases, and need to be hospitalized and get outpatient treatments for a long time at specialized hospital in Tokyo, as well as their families.

31

Scene of cleanup activity

Koichi Yamashita
Deputy General Manager,
Tenant Leasing Department
Hulic Co., Ltd.

System to subsidize part of the cost fordisaster area reconstruction support
activities
Hulic Group has the system to subsidize employee’s participationin volunteer activities for reconstruction of areas hit by the Great
East Japan Earthquake up to 40,000 yen. In 2012, two employees
used this system. We hope that as many employees as possible
will know and become interested in the situation of disaster areas,
with this system. In response to voices from the site saying thatcooperation of volunteers is essential, it was decided to extend theperiod of the system for another year. We will further push ahead
with support activities, transmitting information on the status ofdisaster areas and reconstruction support tours through theCompany’s intranet.

Matching gift program
Launching the matchinggift program, Hulic established “Hulic FureaiFund” to donate 100 yen
deducted every monthfrom the salary of employees who want totake part in the program(300 yen for directors).
In the fourth donation in2012, a total amount ofthedonationwas
397,500 yen. Adding thecontribution from the Company, we donated a total of 800,000 yen
to Nonprofit Organization Kokkyo naki Kodomotachi (KnK) selected by employees. KnK is supporting deprived youth in Japanand overseas in terms of education, living and psychological care.
It also conducts educational projects for the purpose of raising
Japanese youth’s awareness. We will provide opportunities of social contribution to employees who cannot make the first step although interested in it, and continue the donation activities.

Using the system to subsidize costs for disaster area reconstruction
Using the Company’s system to subsidize costs
for disaster area reconstruction support activities,
I took part in the reconstruction support activities
in the Unosumai district, Kamaishi City. At thattime, as about a year had passed since the Great
East Japan Earthquake, I wondered whether I
would be helpful there. However, an acquaintanceworking at a volunteer group advised me that I
should go to disaster areas even on a sightseeing
trip so as not to forget the disaster, and hearvoices there myself. Finally, I decided to take partin the activity. In the activity, I mainly helped therenewal of building. I found on the site that even if
the disaster was over, damages have continued,
and that the cooperation of volunteers is needed.
I also found that volunteer activities are importantto fulﬁll social responsibility. I intend to take part insupport activities continuously, stressing thenecessity of volunteer activities.

32

Environmental Initiatives

Corporate GovernanceSocial Initiatives

With Business Partners

Communication with Shareholders and Investors

We are developing business in cooperation with various business partners, such as design companies,
construction companies, and building management companies. We will build fair and equal relationships
with all business partners.

We make efforts for disclosing information in a fair, timely, and appropriate manner, in order to maintainfavorable IR communication with shareholders and investors.

Fair trade with outsourced contractors
As for outsourcing by the real estate business division, we havemade fair trades based on the “rules for real estate outsourcing
management”, respecting relevant laws and regulations including
the Act against Delay in Payment of Subcontract Proceeds, etc.
to Subcontractors, as well as the instructions of administrative
organizations.
We select an outsourcing contractor which is most appropriate
to the project by confirming the past performance and abilities to
execute duties, and clarity of procedures to execute operations.
Taking into account long-term business relationships withoutsourcing contractors, we try to make fair trades with them as apartner on an equal footing.

Cooperation with building managementcompanies.
In accordance with the rules for real estate outsourcing management, Hulic’s personnel in charge of buildings visit managementcompanies and buildings once a year to inspect the management
conditions and evaluate management companies.
The evaluation of management companies is composed of two
evaluation categories; management by a management company
and management conditions of each building. We try to select an
outsourcing contractor for building management in a fair and open
way by using the results of such objective evaluations as a reference
for the future selection.

Items to evaluate managementby management companies● Whether all matters stipulated in laws and regulations have been
performed in a building subject to outsourcing management.
● Whether the management policy been thoroughly has familiarized
to homogenize management services.
● Whether the safety and health education has been conducted.
Whether necessary tools including a first aid kit have been placed.
● Whether staff have given care to appearance and manner.
Whether they have kept favorable communication with tenants.
● Whether education and training systems are in place for personnel
responsible for building management.

Items to evaluate management conditionsof buildings● Whether rules in the building have been established andthoroughly familiarized.

Educational activities through complianceseminars
We implemented an internal compliance seminar under the themeof “cozy ties with business partners and freeloading behavior”, inorder to increase employee’s awareness. All employees have reconfirmed that cozy ties and freeloading behavior may impair appropriate business relationships and the soundness of business, andthat such conducts violate the rules of employment and the compliance manual. Violation of laws and service disciplines, and otherproblematic matters in terms of legal compliance can be reported
directly through a compliance hotline by employees including onesof business partners.

BCP measures based on the experiencein the Great East Japan Earthquake
Being aware that it is Hulic’s responsibility to ensure earthquakeproof safety of buildings, we have promoted the Company-wide
activities such as reconsideration of the fundamental business
continuity plan, in preparation for occurrence of large scale disasters including earthquakes occurring directly beneath the Tokyo
Metropolitan Area. We decided methods to confirm customer’ssafety, handle the injured, and confirm safety of employees as initial
responses. The contingency plan to be implemented mainly by the
emergency task force and the emergency and restoration measures
to continue business have been described specifically. Furthermore,a Twitter account was opened as supplementary means to communicate with the Head Office and collect emergency information, linking to sources of disaster information of public organizations.
Disaster prevention drills are jointly conducted with building construction companies, design companies, management companies,
and elevator companies. As things we can deal with are limited
in an emergency, the cooperation with relevant companies suchas construction companies and management companies is essential. Therefore, in the drills, it was confirmed, under the themes
mentioned below, whether we can actually act in a speedy andappropriate manner.
● Simulation of emergency network and safety confirmation● Temporary judgment of building’s risks by emergency risk discriminator● Confirmation of items required to be dealt with in accordance with achecklist of initial responses at emergency● Implementation of confirmation test in preparation for system restoration● Emergency contact with management companies (using disasterprevention wireless system)● Check of stockpiles● Whether keys and cards have been appropriately managed.
● Whether disaster prevention drills are implemented on a regularbasis in preparation for occurrence of emergencies such as
earthquakes and fires.
● Whether an appropriate system to communicate with a building
owner has been in place.
● Whether security and cleaning services have been appropriately
executed.
● Whether staff visit the building and inspect devices and facilitiesof building on a regular basis.

Information disclosure policy
On the basis of the disclosure policy, we are aiming at fair, timely
and accurate information disclosure benefitting shareholders andinvestors to make a decision on investment. In compliance with relevant laws and regulations, we proactively disclose management
strategies and financial data, etc. in order to have them understandour business activities. Information, to which the rules of timely disclosure and relevant laws and regulations, etc. are inapplicable, butwhich are considered helpful for investment decisions, is disclosed
promptly through the Company’s website, etc.

Outside evaluation of IR activities

Brief sessions for organizational investors
and analysts
Briefing sessions on financial results (at the end of the 2nd quarterand fiscal year) are semiannually held by Hulic’s top management
mainly for organizational investors. The briefing session on financial
results at the end of fiscal year 2012 was held at Hulic Head Office
Building. We also implement “One on One Meeting” over 100 times
in Japan, in which we visit individual organizational investors to
explain about Hulic. Furthermore, we have proactively developed
IR activities overseas, visiting organizational investors in Europe,
U.S., Asia, etc. Through those activities, we make efforts for making
ourselves deeply understood by organizational investors.

Hulic’s website discloses timely and detailed information on various
activities of Hulic. In the 2012 All Listed Company Website Ranking
hosted by Nikko IR, our website wasselected as an “excellent website” for two
consecutive years.

Approaches at general shareholders’meetings
The 73th ordinary general meeting of shareholders was held on
March 23, 2013 with attendance of a lot of shareholders. In thismeeting, we tried to explain about our business activities in aneasy-to-understand way, using image materials, etc. in collaboration with the IR division. A
day-care center was set
up on the premises of thevenue in order to enable
shareholders with children
to take part in the meeting
without worry. We will strive
to have shareholders more
understand Hulic throughcommunication with them.
Scene of the day-care center

Brieﬁng session for private investors
We are proactively working on IR activities to make ourselves
further understood by private investors. Having participated every
year in seminars and fairs for private investors hosted by Tokyo
Stock Exchange and Nikkei Inc. since listed, we have achieved
many people’s understanding of Hulic. We will promote such IR
activities in which we can directly talk with private investors.

Financial results brieﬁng session for organizational investors and analysts at
Hulic Head Ofﬁce Building

Enhancement of various IR tools
In addition to correspondences to shareholders issued semiannually, we transmit the latest topics through the IR page on our website in a timely manner. E-mails are also sent to allow shareholders
to receive more timely information. Every time news about Hulic isreleased, we inform registrants
by E-mail. (Registration isavailable on our website.) In
the financial results briefing
session, we make efforts foreasy-to-understand explanations by using image materials
produced with PowerPoint.
On the website, materials forbriefing sessions (in Japaneseand English) and videos are
distributed.
Correspondence to Shareholders

Incorporation into SRI Index
Hulic has been selected as “FTSE 4 Good”, one of SRI (social
responsibility investment) indices,in recognition of CSR activities wehave conducted so far and our transparent information disclosure. We will
strive to create a sustainable society
through our business activities, inorder to continue to be a company
trusted by society.

Scene of BCP conference

33

34

Environmental Initiatives

Social Initiatives

Corporate Governance

We are working on the enhancement of corporate governance and compliance so as to continue to be a company
trusted by society through higher transparency and management efﬁciency.

Corporate GovernanceCompliance

Concept of corporate governanceSupervision and audit of management

Hulic Group recognizes that it is an important business issue tobuild a corporate governance system with fully functioning “riskmanagement”, “compliance”, and “internal control.” We intend tosincerely execute business, fulfilling accountability to stakeholders,such as shareholders, customers, business partners, local communities, and employees.

The Board of Directors composed of 8 directors decides importantmatters of corporate activities including CSR, and supervises business execution. In March 2012, a first female external director took
office. Like this, we promote the multifaceted business managementfrom the viewpoint of diversity.
We have adopted the corporate auditor system. All 4 auditors
including the full-time auditor are external auditors stipulated in
the Companies Act. In accordance with the audit basic policy andthe audit basic plan formulated by the Board of Auditors, the audit
director executes the duties through attendance at the Board of
Directors meetings, full-time auditor’s attendance at the management conference, hearing about status of execution of duties, andbrowsing important documents, etc.

Management Advisory Committee
In July 2008, Management Advisory Committee was established,consisting of academics, laws, public accountants, and businessprofessionals. In the Committee, five members (as of June 2013)provide advice and recommendations to the Board of Directors in
relation to general management including matters to be discussed
by the Board of Directors.

The number of directors and auditors (As of June 2013)● Directors ............................. 8 (including 3 external directors)● Auditor ................................ 4 (including 4 external auditors)

Risk Management
Pursuant to basic rules of risk management, we manage various
risks related to Hulic Group’s businesses. In the Risk Management
Committee held once in three months, a variety of risks are identified, for example, risks peculiar to real estate business such as soil
contamination and asbestos, IT risks including information leaks,
and risks in affiliated companies, in order to enable the president
and relevant departments to understand risks to formulate andimplement countermeasures. The Committee also collects andanalyzes monitoring indices every month. Through this PDCA
cycle, we carry out risk management on a continuous basis to stabilize our business.
In addition to a periodical internal audit, the system review was
conducted by an external organization.

Introduction of Executive Ofﬁcer System
With the executive officer system introduced in March 2001, we
have increased soundness and efficiency of management by separating the Board of Directors functioning as a management supervisor and a function to execute business.

Management decision-making
The Board of Directors resolves important matters specified bylaws and regulations and the Articles of Incorporation and mattersrelated to business execution, and comprehensively supervises
execution of duties by directors and executive officers. It holds anextraordinary meeting as needed, in addition to a regular meeting
held once a month in principle. As an advisory organization of the
President, the management conference is held once a week inprinciple, which deliberates especially important matters related
to business execution.

Compliance through outsourcing contractors

Promotion of complianceIn accordance with the compliance rules, we have built theCompany-wide system composed of the Board of Directors at thetop, the compliance committee, executive managing directors incharge of legal affairs and compliance, and compliance officers ofeach department.
With “Compliance Manual” common in the entire Group, whichreflects environmental changes and social trends, matters to beobeyed in day-to-day operations have been familiarized.
❶ Respect for human rights, Prohibition of

As for outsourcing by the real estate business division, we havemade fair trades based on “rules for real estate outsourcing management”, respecting relevant laws and regulations, as well as
instructions by administrative organizations.
We select an outsourcing contractor, deliberately confirming thepast performance and abilities to execute operations, the clarity
of procedures to execute operations, and the appropriateness ofthe operation management system. After selecting an outsourcing
contractor through this confirmation, the Legal & ComplianceDepartment checks the relationship for anti-social forces.

discrimination and sexual harassment❷ Compliance with laws, regulations, andrules❸ Sincere and fair execution of business❹ Appropriate management of information❺ Insider trading regulations❻ Eliminating relationships with anti-social
forces❼ Considering environmental conservation❽ Maintaining and activating bestcommunication❾ Respect for intellectual property rights
Prohibition of bribery, Rules for businessentertainment and gift-giving

Compliance Hotline
When it is expected not to take appropriate corrective actions after
consulting with a compliance officer of the department the person
belongs to, or when the person feels resistance in consulting because of the nature of the problem, direct reporting to Compliance
Hotline is available. The Compliance Hotline investigates the fact,
and promptly carries out countermeasures, carefully taking into
account the informer’s privacy.

Compliance seminar
Hulic provides all employees compliance seminars. So far, seminars
on how to handle anti-social forces, power harassment, and insider
trading regulations, etc. have been conducted. In considerationof compliance peculiar to the real estate business, we conduct a“seminar by theme” concerning important themes, and place news
and Q & A related to compliance on the Company’s intranet once amonth.
In fiscal 2012, a read-through of CSR report and department discussions under CSR-related themes such as environmental issues
and social contribution were implemented. We compile commentson compliance seminars as feedback, and use them for subsequent
seminars.

Compliance Seminar in FY2012(As of the end of December 2012)● Frequency: 4 seminars implemented, transmission of information
12 times● No. of participants: All employees (including temporary staff)

Information security management

Corporate Governance System Chart (As of June 2013)
Corporate Governance

Board ofAuditors

Audit
Generalmeeting ofshareholders

Board ofDirectors

Accounting
auditor

Audit
Department
CSR
Committee

President

Recommendation •AdviceManagement
Advisory
Committee

Management
Conference

Internal control functions of head office
and affiliated companies

Scope of internal control
Compliance Committee

ComplianceBusinessmanagement

Risk
management
Internal
Control

Risk Management
Committee
Fund ALM Committee
Businessmanagement
Internal control
related to financial
reportingDisclosure
control

Basic rules, etc.

Real estatebusiness
division

Planning andadministration
division

Business processcontrol documents
Disclosure working
group

Affiliatedcompanies

In an attempt to prevent information leaks, one of the critical risks
in relation to the performance of business, we have established an
information security management system, and enhanced operation
management in accordance with the information management
rules included in the information security policy. We more strictly
check the right of access to the shared server, regulate the use ofstorage media, and thoroughly control PC for external use. In ourthemed compliance seminars by theme held on a regular basis,we thoroughly teach the significance of information management
and information security measures in terms of systems, in order toincrease each employee’s awareness. In fiscal year 2012, there wasno case and accident related to information leaks.
Furthermore, independent auditors periodically conduct the information security audit for all Group companies and departments.

Chart of Information Security Management System
President
Chief Information Officer (CIO)
Executive managing director in chargeof Planning and Administration Division
Information Management
Department (Legal &Compliance Department)

Compliance
Committee

ReportReportAudit
Information
management supervisor(Chief of department)

Measures for IT/system
information security (Systems& Operations Department)

Employees

35

36Financial Information/Outline of Group

Third-Party Review
I will make third party comments about the “CSR Report 2013” (hereinafter referred to as the“Report”) of Hulic Co., Ltd. (“Hulic”), receiving explanations about Hulic’s CSR initiatives froma CSR manager.

Yoshito Nakamura
Certified Public Accountant
Adjunct Instructor of Toyo University
Adjunct Instructor of the Open
University of Japan
Chairman of Evaluation Committee for
Independent Administrative
Institutions, Japanese Ministry of
DefenseAuditor of Foundation for Accounting
Research of Construction Industry
Auditor of the Supporting Organizationof JOCV
Auditor of the Kawasaki City Council ofSocial Welfare

1. Systems for CSR activities
Hulic’s corporate philosophy is creating a secure and trusting society. In order to realize thiscorporate philosophy, the “basic principles of corporate conduct” has been established as anaction guideline for each employee. Closely linked with the philosophy and actions, the CSR
Vision was formulated. In a way, they operate as a single unit. For example, the basic strategyof the new mid-term business plan with profit targets has advocated the improvement of the
CSR management system including the contribution to the energy-saving society throughits main business, on equal terms with the diversification of revenue sources through thesteady enhancement of its leasing business profit and the development of new businessdomains. Furthermore, as a system to integrate CSR activities and management with the aimof achieving the above, the CSR Committee chaired by the President was launched to promote
the practice of CSR management. As the Report explained the above-mentioned matters, we
can now understand the CSR promotion system.
I think that, as effective corporate governance has significant impacts on management goals,
and may promote their achievement, the reliability on CSR management would increase with
explanations linking the CSR promotion systems with governance and compliance systems.
2. Results of CSR activities
The major CSR activities of Hulic are environmental activities closely related to the real estateleasing business. In the Report, KPI (Key Performance Indicators) concerning environmental activities and CSR activities were set, and the results of those targets were stated and evaluated.
Accordingly, we can understand the details of CSR activities concretely and quantitatively.
In fiscal year 2012, setting the KPIs of recyclable energy and greening for the first time in order
to increase the objectivity of evaluation concerning the activities, the Report was improved. I
hope that CSR activities will further develop by formulating KPIs which are necessary for customers, and suitable to business goals.
With the scheduled expansion of the office leasing business, CO2 emissions are forecasted toincrease. In the Report, it was clearly stated that the Company will work on measures against
global warming, with the goal of decreasing CO2 emissions by 21% in 2015, and by 25% in 2020
with conversion to energy-saving buildings. This point can be highly evaluated. As attempts to
reduce CO2 at the stages of building development and construction were explained, we can now
understand the cooperation efforts with building constructors.
3. Activities for employees
Aiming to be a professional team with the selected few, Hulic has conducted measures to allow
employees to make the best use of their abilities under the personnel policy with high-quality
welfare. The status is shown in the disclosure of personnel performance data, which announced
specific numerical values such as the employment rate of the disabled and the rate of nursing
leaves taken. I hope that data will be further deliberated and enhanced in relation to healthmanagement and job satisfaction of employees, as well as in other areas. I expect the averageof discretionary and overtime work hours, which increased in fiscal year 2012, to be considered
and improved. In addition to data on costs for training systems and the number of users whichhave been disclosed, it is preferable to devise ways of disclosing data in relation to results, levelof satisfaction, effects of training, etc.

Financial Information

Head Ofﬁce

Operating profit

Hulic Co., Ltd.

(Unit: million yen)
100,000

94,31980,00074,73860,00040,00033,61620,0000FY2010FY2011

7-3 Nihonbashi Odenmacho, Chuo-ku, Tokyo,
103-0011
March 1957
Established:
Paid-in Capital: 21,951 million yen (As of end of December
2012)
Business Outline: Real estate holding, leasing, sales and brokerage
Memberships: Japan Federation of Economic Organizations
The Real Estate Companies Association of Japan
The Association for Real Estate Securitization
Japan Investment Advisers Association
Japan Building Owners and Managers
Association
Japanese Association of Real Estate Appraisal
Headquarters:

FY2012

Ordinary income/Operating profit

Ordinary income
Operating profit

Group Companies (As of end of December 2012)(Unit: million yen)
25,00022,571
19,841

20,00015,00015,28920,033

16,896

12,396

10,000

Hulic Build Co., Ltd.
Hulic Kabutocho Building 6-7 Nihonbashi
Kabutocho, Chuo-ku, Tokyo, 103-0026
April 2001
Established:
Paid-in Capital: 90 million yen
Business Outline: General construction, Total office produce, Realestate leasing
Head office:

5,000
0

Hulic Building Management Co., Ltd.
FY2010FY2011FY2012

Dividend amount per share(The data of FY2012 was modified on the basis of figures of the(Unit: yen) former Hulic before the merger.)
15

13.5

12

9

(The comments do not express opinions on accuracy and completeness of contents stated in the CSR Report.)

7-3 Nihonbashi Odenmacho, Chuo-ku, Tokyo,
103-0011
June 1960
Established:
Paid-in Capital: 10 million yen
Business Outline: Property management, Consulting related tooperation of rental real estate, Management andoperation of rental real estate
Head office:11
9

Hulic Insurance Service Co., Ltd.
Hulic Torigoe Building 1-8-2 Torigoe, Taito-ku,
Tokyo 111-0054
March 2010
Established:
Paid-in Capital: 350 million yen
Business Outline: Insurance agency
Head office:6

3

Hulic’s responses to Third-Party Review

Hajime Kobayashi
Director (Executive operating officer)
Chief of Corporate Planning
Department (responsible for CSR)

37

Mr. Yoshito Nakamura gave us objective and precise opinions again this year. Following his
suggestions, we hope to further improve our CSR activities.
Regarding CSR as issues that affect the basis of management, Hulic is committed topractically fulfilling them. It is necessary to accumulate constant efforts in accordance with
the CSR Vision, widely taking into account diverse elements supporting corporate activities.
To this end, KPI can be a useful milestone. Following the opinions provided last year, we werecreative with and enhanced the KPIs from various angles to indicate the directionality in aneasy-to-understand way.
With the goal of a reducting of environmental loads on which we have focused as an approach
to social issues, we worked on the realization of an eco-friendly model building by introducing
into Hulic Head Office Building the advanced technologies jointly developed with Massachusetts
Institute of Technology.
Through the practice of CSR management, we intend to make efforts for fulfilling the
expectations of various stakeholders.

0

FY2010FY2011FY2012

Hulic Hotel Management Co., Ltd.

Operating profit by segment (FY2012)
Insurance business(Unit: million yen)

2,417

Head office:Established:
Paid-in Capital:
Business Outline:

2-16-11 Kaminarimon, Taito-ku, Tokyo 111-0034
April 2011
200 million yen
Hotel Management

Others

7,335

Total

94,319Hulic Office Service Co., Ltd.
Real estatebusiness

84,567

Hulic Edobashi Building 2-15-3 Nihonbashi
Chuo-ku, Tokyo 103-0027
October 1978
Established:
Paid-in Capital: 20 million yen
Business Outline: Canteen, office supply
Head office:Ô On July 1, 2012, the former Hulic Co., Ltd. was merged with the former Shoei Co., Ltd. in a form of reverse acquisition in terms of accounting for business combinations.
However, the enumeration data of the former Hulic in and before FY2011 are indicated in the financial information shown above.

38