Hankyu Hanshin Holdings
Sustainability Data Book 2020

Table of Contents

2
3
4
5
7
9
11
13
15
17
28
34
40
47
56
63
65
67

Top Message
Group Management Philosophy
Hankyu Hanshin Holdings Group Sustainability Declaration
Sustainability Declaration

Six Priority Issues and Policies
Sustainability Declaration

Steps to Determine Priority Issues (Materiality Matrix)
Sustainability Declaration

Comments by External Experts in Determining Priority Issues (Materiality Matrix)
What We Can Do for the New Era
Initiatives for the SDGs (Sustainable Development Goals)
Group Social Contribution Initiatives

Hankyu Hanshin Dreams and Communities of the Future Project
Priority Issue 1: Safe, Reliable Infrastructure
Priority Issue 2: Thriving Communities
Priority Issue 3: Life Designs for Tomorrow
Priority Issue 4: Empowering Individuals
Priority Issue 5: Environmental Protection
Priority Issue 6: Robust Governance
Data Sheet
Corporate Data
GRI Standards Content Index

Editorial Policy
This report outlines the approach, initiatives, major performance results in fiscal 2020, future policies and plans of the
Hankyu Hanshin Holdings Group for the realization of a sustainable society.
■ Guidelines for Reference: GRI Sustainability Reporting Standards■ Report Scope: Core companies (Hankyu Corporation, Hanshin Electric Railway, Hankyu Hanshin Properties,
Hankyu Travel International, Hankyu Hanshin Express, Hankyu Hanshin Hotels); companies
belonging to each of the core businesses (Urban Transportation, Real Estate, Entertainment,
Information and Communication Technology, Travel, International Transportation, and Hotels); andother operating companies■ Period Covered: FY2020 (April 1, 2019 to March 31, 2020)
The results data is based on our business activities conducted in fiscal 2020. However, thecontents of activities include those conducted in fiscal 2021.
■ Date of Issue: January 2021 ■ Next Issue: scheduled for November 2021

01

Top Message

The Hankyu Hanshin Holdings Group has a long history of more than 100 years since its foundation. Through its
history, it has contributed to high-quality community building and has offered new lifestyles desired by people
through a broad range of businesses, from the development of residential and commercial facilities to theprovision of attractive entertainment, such as Hanshin Tigers games and Takarazuka Revue performances, basedon its railway business. With the Group Management Philosophy “By delivering ‘safety and comfort’ and ‘dreams
and excitement,’ we create satisfaction among our customers and contribute to society” as our mission, we areaiming to achieve sustained growth while looking ahead to the future and are actively working on ESG(Environment, Social, and Governance), which is fundamental to sustained growth.
Meanwhile, society is now facing various challenges, including response to climate change, growing interest insafety and security, response to diversifying values, and further progress in technological innovation. In the
Sustainable Development Goals (SDGs), which the UN member states aim to achieve by 2030, companies are
expected to play an increasing role.
Under these circumstances, we have recently released the Hankyu Hanshin Holdings Group Sustainability
Declaration, which outlines the Group’s commitment to contributing to the realization of a sustainable society, in order
to become an even more sustainable business. Based on the Declaration, we will further accelerate the Group's ESG
initiatives and build relationships of trust with various stakeholders, such as customers, local communities,
shareholders, business partners, and employees. We will strive to resolve social issues through our business andmake group-wide efforts to enhance sustainable corporate value and eventually realize a sustainable society.

Kazuo Sumi

Takehiro Sugiyama

Chairman and Representative Director,
Group Chief Executive Officer

President and Representative Director

02Group Management Philosophy

MissionWhat we try to achieve

By delivering “Safety and Comfort” and“Dreams and Excitement,” we create satisfaction
among our customers and contribute to society.

ValuesWhat is important to us
1. Customers First

Everything we do is for the customer. That’s where it all starts.

2. Sincerity

Gain customers’ confidence by always being sincere.

3. Foresight & Creativity

With our pioneer spirit and flexible thinking,we create a new value.

4. Respect for People

Everyone is absolutely invaluable to the Group.

Principles
How to act to uphold our values and fulfil our mission
1. We treasure encounters with people, and do our best in the position of a customer.
2. We abide by the laws and regulations, and act with a clear awareness of our social
responsibilities.
3. We take pride and responsibility in our work, and carry it out promptly.
4. We are not concerned with what is just before us, but think from medium- andlong-term perspectives.
5. We are not satisfied with present conditions, but fix our eyes on the future and act.
6. We have caring feelings and respect each other.
7. We communicate in a lively way and create a workplace with a positive atmosphere.
8. We cooperate with one another for the prosperity of the Group.

03

Hankyu Hanshin Holdings Group Sustainability Declaration
The Hankyu Hanshin Holdings Group released the Sustainability Declaration in May 2020, which outlines the Group’scommitment to addressing various challenges in order to help realize a sustainable society.

Customers

Employees

Contributing toa sustainable society
Shareholders

Communities

Partners

Sustainably enhance corporate value
Daily life
value

Socialvalue

Economicvalue

Long-Term Management Vision for 2025
Medium-Term Management Plan

The vision and strategy for theGroup’s sustainable growth, andthe specific plans for
implementation thereof
Three core elements underlie our
pursuit of sustainable growth:
1) General principles
2) Priority issues (materiality matrix)
and the policies for each one3) Project themes, non-financial
KPIs
Our value to society

MissionBy delivering “Safety andComfort” and “Dreams andExcitement”, we create
satisfaction among ourcustomers and contribute tosociety.

Sustainability Declaration

Group Management Philosophy

The Sustainability Declaration
embodies our contribution.

General Principles
Create a future grounded in “Safety and Comfort”
and a future colored by “Dreams and Excitement”.
For over a hundred years, we have sought to cultivate communities and enrich lives.
Leveraging this experience, we commit ourselves to addressing social andenvironmental challenges and working toward a sustainable future,
one that offers a fulfilling, joyful life to all
and inspires the next generation to dream with hope.

04

Sustainability Declaration

Six Priority Issues and Policies
Priority issues

Policies
Provide railways and other infrastructurethat are safe and disaster-resilient. Ensure

Safe, reliable infrastructurethat anyone can safely access our facilities
and services.

Help build sustainable communities with richThriving communities

natural and cultural heritage, making greatplaces to live in, work in, and visit.

Promote refined and inspired lifestyle

Life designs for tomorrowsolutions for a better tomorrow.

Provide an inclusive workplace that values

Empowering individuals

diversity and taps into individual talent.
Cultivate tomorrow’s leaders for society.

Contribute toward a low-carbon, circular

Environmental protection

economy.

Act honestly and in good faith, as

Robust governancestakeholders expect us to do.

■ Major non-financial KPIs
SafetyEmployee satisfaction

Zero culpable incidents
in our railway business

Always better thanin previous survey*1*1 The survey is conducted biennially.

05

Women in management
positions

Women among
new hires

Around 10% in FY2031

Always more than 30%

Based on the Declaration, we will accelerate the Group’s ESG projects while working to solve
social issues through our business activities with the aim of raising our sustainable business value
and thereby helping to realize a sustainable society.

Project themes

Related fields❶ Eliminate accidents and improve safety at railways and commercial facilities❷ Promote actions to prevent/reduce accidents and respond promptly and properly to accidents if they occur❸ Establish safe and comfortable facilities and services that satisfy the needs of a diversity of people❶ Develop a good living environment (providing good residences, creating green spaces and public
spaces, establishing cultural and educational facilities, etc.)❷ Develop and expand commercial/business areas where people communicate with each other❸ Create a line-side environment that makes it easier for women to work and raise children❹ Promote measures to extend the healthy lifespan of the elderly❺ Offer services that satisfy the needs of foreign visitors/residents❻ Enhance collaboration and partnerships with universities, research institutions, ventures, local
communities, etc.

❶ Propose products/services that help realize a lifestyle in harmony with nature❷ Propose products/services that lead to revitalization and promotion of local communities and cultures❸ Propose products/services that respond to diverse values and create comfort and excitement❹ Propose products/services for young people who will lead the next generation❺ Create and disseminate cultures through sports and entertainments❻ Improve existing services and create new businesses by utilizing ICT innovation❶ Improve employee satisfaction and create a more positive workplace❷ Promote health and productivity management❸ Promote diversity❹ Respect human rights and prevent harassment❺ Cultivate tomorrow’s leaders

S
SocialS
SocialS
SocialS
Social❶ Cut greenhouse gas (CO2) emissions❷ Improve energy efficiency (promote energy saving)❸ Use more renewable energy (e.g. solar)❹ Aim for more eco-friendly buildings (green buildings)❺ Produce less waste and recycle moreE
Environment❶ Promote effective and transparent corporate governance❷ Ensure compliance and prevent corruption❸ Enhance risk management, including climate change❹ Pay attention to opinions of stakeholders in doing businessG
Governance*The SDG icon that is placed first is the most relevant to each priority issue.

Rate of CO2 emissions cuts (target for FY2031 compared to FY2014)● Cut emissions by 26% *2 at Hankyu Hanshin Holdings and subsidiaries’ Japanese worksites● Cut railway energy consumption of Hankyu’s and Hanshin’s railways by 40%*2 The same level as the target value set by the Japanese government as a national greenhouse gas reduction goal based on the Paris Agreement06

Sustainability Declaration

Steps to Determine Priority Issues (Materiality Matrix)
In formulating the Sustainability Declaration, we identified the social issues that are considered tohave a significant impact on the Hankyu Hanshin Holdings Group, aiming for sustainable growth.
We then classified the identified social issues under six themes and organized them as the priority
issues for sustainable business practices (materiality matrix).

STEP 1

Based on the external
perspectives of
disclosure guidelines,
etc., organize a long list
(349 items) of social
issues that are relevantto the Hankyu Hanshin
Holdings Group.

STEP 2

Narrow down the social
issues of the long list
(349 items) to a shortlist (54 items).

■ Listing up universal social issues
Based on international disclosure guidelines and standards*, identify universal
social issues and create a long list.
*SDGs, GRI Standards, SASB Standards, ISO 26000, etc.

■ Reflecting in the list the social issues particularly
relevant to the Hankyu Hanshin Holdings Group
Based on analysis on the external environment in the Medium-Term
Management Plan, PEST analysis by external experts, ESG evaluation by theevaluation institution, etc., reflect the social issues that are unique to theGroup in the long list.

■ Creating a short list of social issues
The Personnel and General Affairs Div., the Group Planning Div., and external
experts examine the issues on the long list from the perspectives of“expectations from society of the Hankyu Hanshin Holdings Group” and“importance for businesses of the Hankyu Hanshin Holdings Group” andmake a short list (54 items) by eliminating the items that are irrelevant to theGroup or the overlapping items.

Universal social issues

Social issues particularly relevant to
the Hankyu Hanshin Holdings Group● Addressing climate change● Adapting to circular society● Developing sustainable communities● Promoting gender equality anddiversity● Balancing economic growth andemployee satisfaction● Enhancing corporate governance● Problem solving throughpartnerships● Depopulating society● Aging population● Tight labor market● Increasing public interest in safety andsecurity● Aging infrastructure● Adapting to diverse values● Accepting multiple cultures along withan increase in the foreign population● Advancement of technology innovation

07

STEP 3

Determine the priority
order of the short list
items from external
perspectives andcategorize them into
six items.

■ Discussing the priority order
Conduct questionnaire surveys of and interviews with the Group’s responsible
personnel for each core business and external experts. (For details, see p 9-10.)
After additional examination of the findings from the surveys and interviews,
determine the priority order of the issues relevant to the Hankyu Hanshin
Holdings Group and categorize them into six items.

Materiality mapping
High

❹

❶

Area that the Groupshould focus on by
setting target KPIs

Importance to the Company

❸
❻

❷

❺

Area where weshould continue totake action anddisclose informationin response torequest from society

MediumHigh

Importance to society❶ Safe, reliable infrastructure❹ Empowering individuals

STEP 4❷ Thriving communities❺ Environmental protection❸ Life designs for tomorrow❻ Robust governance■ Determining priority issues
The Group Management Committee and the Board of Directors discuss andapprove the six items as the priority issues for sustainable business practices(materiality matrix).

Determine the priority
issues that the Groupshould address.

Safe, reliableinfrastructure

Thriving
communities

Life designs
for tomorrow

Empowering
individuals

Environmental
protection

Robustgovernance08

Sustainability Declaration

Comments by External Experts in Determining
Priority Issues (Materiality Matrix)*Titles and positions are as of November 2019.

In determining the priority issues of the Hankyu Hanshin Holdings Group, we had interviews withexternal professionals and experts to directly listen to their objective opinions about the issues
and processes for determining them. The findings and insights gained from the talks with themwill be reflected in our future business practices.

I hope the Group will demonstrate the importance of SDGs actions

Norichika Kanie
Professor, Graduate Schoolof Media and Governance,
Keio University

When working to achieve SDGs, it is important to first set targets to be reached in the
future and then think about what should be done now. When targets are set and theprogress toward the targets is seen, the awareness within the Group may change andvarious ideas will emerge from both inside and outside the Group. Some SDGs
actions may generate collateral effects. Efforts to address climate change, forexample, may lead to ideas for new lifestyles.
The Hankyu Hanshin Holdings Group has infrastructure for community building,as well as the urban transportation business and the entertainment business, whichhave a significant public impact. The SDGs-themed rail livery, solar power generation
and recycling of plastic drink containers at Hanshin Koshien Stadium and Takarazuka
Revue Company’s carbon offset performance have great appeal for many people. I
think these are very effective means to demonstrate the importance of SDGs actions,which should be actively employed.
The next step is to set targets that are unique to the Hankyu Hanshin HoldingsGroup, balancing the Group’s values and SDGs. By doing so, I believe that the actions
will be more sophisticated.

Group-wide commitment to sustainable community building
The strength of the Hankyu Hanshin Holdings Group is its capability for sustainablecommunity building within the Group as it covers railway, real estate, andentertainment as its core businesses. If the Group develops a model community
adapted to climate change, it will be a community of choice from a global perspective,
attracting foreign companies and encouraging relocation of corporate bases.
Environmental actions should not be a list of individual measures but have acomprehensive story that covers all of them. The Hankyu Hanshin Holdings Group’s
community building initiative, for example, will be highly appreciated if it can be
combined with the development of a carbon-neutral community by 2050 declared in
the government’s program toward the realization of a decarbonized society(announced by the Government in June 2019). I hope that the Group will makeeffective use of this change as a business chance.
Railway, which is powered by electricity, is a business segment in which theGroup can strongly demonstrate its efforts to cut greenhouse gas emissions. I expect
the Group to take positive actions in this field, such as cooperating with electric powercompanies for the spread of renewable energy.

09Michiyo Morisawa
Director, CDP Japan
Head (Japan), PRI

Workstyle reform from a “gender equality” perspective
When women ease their burden of work to raise their children by taking long childcare
leave or working shorter hours, it will reinforce the traditional roles of men and women:
men for work and women for family. From the perspective of gender equality, both
men and women should be able to balance their working life and family life. To thisend, workstyle reform of men is necessary. It is important to prevent the roles of men
and women from being fixed by correcting long working hours and introducing flexible
workstyles in terms of working place and time.
The Hankyu Hanshin Holdings Group’s community building initiative can play animportant role in workstyle reform. If the Group proactively places its satellite offices andsupports other companies in promoting flexible workstyles, it will raise the value of thoseareas as attractive to live in or work in. Also, the Hankyu Hanshin Dreams andCommunities of the Future Project is a wonderful Group-wide project that is effective inmaking the Group employees interested in SDGs and contributes to revitalization of
local communities. Through collaborating with local governments and other companies,
employees may encounter different values, which will raise their motivation for work andpromote innovation.

Toko Shirakawa
Journalist on declining
birthrates, author,
Visiting professor at Sagami
Women’s University
Private sector member of
the Cabinet Secretariat’s Council
for the Realization of Work
Style Reform

The Hankyu Hanshin Dreams and Communitiesof the Future Project is a unique, pioneering project

Noboru Hayase
Chief Executive Officer of
Osaka Voluntary Action Center,
Chairperson of Japan NPO Center
Visiting Professor, School of
Human Sciences, Osaka University

Today, companies are required to show not only the vision of what they hope to be but
also the vision that society will aim at and how they will contribute to realizing thatvision. The Hankyu Hanshin Holdings Group, mainly in its railway and real estatebusinesses, creates communities. It is necessary to first draw an image of thecommunity to be aimed at for 2030 and then show how the Group will contribute tobuilding such a community.
The Kansai Area has a higher percentage of foreign residents than other areas inJapan. Therefore, community building in this area should consider the needs offoreigners, including foreign visitors. Measures for people with disabilities, such as
promoting employment of people with disabilities and installing platform doors,
should also be further enhanced. The Hankyu Hanshin Dreams and Communities of
the Future Project and other collaborative initiatives with local communities are very
unique and pioneering. We will soon enter a new era when customers will demandsystems and services in which they can play active roles. It will then be important tocollaborate with NPOs working on local issues as partners in community building.

Top management should talk about sustainability
The “era of CSR” focusing on the responsibility of companies has shifted to the “eraof ESG,” where improved corporate value should improve shareholder value. Now weare moving toward the “era of sustainable finance,” which encourages activities that
contribute to building a sustainable society. ESG actions will be evaluated from theperspective of future finance, and investors are paying greater attention to
non-financial information that is related to future finance. Top management is required
to talk about sustainability, namely, how they enhance their corporate resilience (tochanges) by addressing sustainability issues and how they continue or change theirbusiness models in response to changes in society.
The Board of Directors is also required to monitor whether management resources
are optimally allocated from an ESG perspective, focusing not only on short-term profits
but also on a long-term perspective. Investors evaluate companies based on both EPS(earnings per share), indicating short-term performance, and PER (price-earnings ratio),
indicating the degree of expectation in the medium to long run. Sustainability actions
are effective in improving PER, which should also be explained to investors.

10

Emi Onozuka
Head of StewardshipResponsibility Group,
Goldman Sachs AssetManagement Japan

What We Can Do for the New Era
Under the circumstances where the world is facing the unprecedented crisis caused by the COVID-19
pandemic, our Group has also been significantly affected by the pandemic. Even in such a situation, we will
deliver peace of mind to our customers as much as possible while practicing what we can do one by one. We
will also fight a long-term battle against COVID-19, looking at the world in the new era after the COVID-19
pandemic. (The posted information is as of the end of September 2020.)■ Urban Transportation
Hankyu Corporation
To help stop the spread of COVID-19 and maintain an on-board environment that lets passengers ride with peace of mind, all Hankyu trains
are disinfected regularly, and windows are kept open for thorough ventilation. All train seats, straps, handrails, and windows are treated withantiviral, antibacterial agents, and passengers are reminded to play their part, such as by commuting at off-peak times and observing coughetiquette. Stations also play a major role in our efforts to maximize passenger safety and comfort, for instance through improved sanitaryfacilities including western-style, multifunction toilets with seat disinfectant dispensers.

Hanshin Electric Railway
Hanshin’s broad-ranging initiatives to halt the virus’s spread include regular disinfecting of ticket machines,
staircase handrails, and other places of regular contact, as well as see-through plastic curtains at ticket gate staff
booths to prevent transmission by airborne droplets. As with the Hankyu Railway, all Hanshin train seats, straps,
handrails, and windows are treated with antiviral, antibacterial agents, and passengers are reminded to play theirpart, such as by commuting at off-peak times and observing cough etiquette.

■ Real EstateContaining the virus’s spread and planning for the post-COVID era at commercial facilities
In order that our customers can use our commercial facilities with confidence in their safety, we have a range of measuresin place, including stricter ventilation, cleaning, and disinfecting, as well as monitoring the physical condition of our staff.
Moreover, some of our facilities are used for educating the greater public on COVID-19 issues, such as digital signage
and color-coded external lighting of the Umeda Hankyu Building to remind people of the current status as part of the“Osaka Model” for action on COVID-19. To prepare for the new era, we have adopted online tools so that, for instance,
potential condominium buyers can consult our sales staff in complete safety and comfort.

■ Entertainment
Preventing infections at Hanshin Koshien Stadium and the Tigers’ new TV Shout-Out for fans
Various measures have been instituted in accordance with guidelines from national and local
governments as well as the NBP organization. In addition to in-stadium anti-infection measures,various other initiatives were put in place for ticket sales and events, services, and performancesin and around the stadium. Hanshin Electric Railway is also working proactively to develop freshways of enjoying sports in the post-COVID era. For instance, the company is collaborating with
Juwwa, a start-up web-based community service provider, to come up with new perspectives
for delivering sport and entertainment content. One outcome of this project was the experimental“Hanshin Tigers Fans TV Shout-Out,” a chat-based function that let fans roar their support during the Tigers vs. Giants games played without
spectators in July 2020. Allowing fans to post their comments and views via the web is a new way of amplifying team spirit among fanswatching on TV.

Takarazuka Revue: Theater reopening and new initiatives
The Takarazuka Revue Company initially suspended performances to minimize opportunities for
COVID-19 to spread. Since then, doors have reopened, and the company’s facilities are subjected
to strict anti-infection measures in accordance with national and local government guidelines,
including antiviral, antibacterial treatments throughout the theater. Having our own theater rather
than renting someone else’s gives us the flexibility to schedule shows and sell tickets asappropriate to incorporate these safety measures. Shows may have been suspended, but ourstars remained busy, connecting with fans on social networking services and putting on“Takarazuka at Home” limited-time free online performances. Even now, after shows resumed, we
remain eager to find new ways for people to enjoy Takarazuka Revues, including live viewing events
at movie theaters, full broadcast of some shows via the web, and Takarazuka-themed face masks.

11©Takarazuka Revue Company

■ Information and Communication Technology
AI tech for easier body temperature measurement
We have released a new, compact, AI-based device that combines facial recognition and body temperature
measurement functions as part of the Mimamorume line, a core facet of our safety and education businesses.
Currently, when staff at various facilities take customers’ temperatures, they have to do so in close personal proximity,thus causing queues to form and raising the risk of infection. The new AI-based Mimamorume device uses
thermography and AI-based facial recognition to offer a contactless way of taking body temperature that avoids thelikelihood of queuing. This is just one example of how we strive to find ways of making all areas of society safer.

■ Travel
Hankyu Travel International’s online tours
Hankyu Travel International has begun selling online tours, in which “travelers” participate via theZoom videoconferencing system. As people continue to stay home amid the spread of COVID-19,
online tours are a way to enjoy the thrills of travel—complete with tour conductor—from the
comfort of home. These tours are a fully interactive form of entertainment, and participants areconnected to a life feed from the tour destination, and can ask questions via the chat function. We
look forward to developing a strong lineup of online tour content and providing attractive new
products to meet the new needs of a new age.

■ International Transportation
Keeping goods moving worldwide
Centered on Hankyu Hanshin Express as its focal point, our International Transportation Businesscomprises 52 locations in Japan and 134 around the world. Despite the global spread of COVID-19, wearranged and operated charter flights for air cargo, and we are determined to perform our many roles inensuring distribution infrastructure is up and running, forwarding agent, customs broker, warehouser andmany more. By operating a thorough regime to prevent infections among our workforce, we aredetermined to keep the flow of goods moving without compromising customer and consumer safety.

■ Hotels
Opening of relocated Takarazuka Hotel delayed
Given the circumstances surrounding the spread of COVID-19, we decided to delay the opening of the
Takarazuka Hotel in its new location to protect the safety of guests, employees, and others. The hotel’sdoors eventually opened on June 21, 2020. In order that people can use the hotel with complete
confidence in its safety, stringent anti-infection measures are in place. In keeping with the hotel’s concept—“your everlasting dream”—guests are treated to facilities and service of such quality that feels like anextension of the dreamworld portrayed in Takarazuka Revue performances. As an icon of Takarazuka, welook forward to welcoming new and familiar guests to an everlasting dream long into the future.

■ Other# Hotto Hanshin Project – Being considerate of others’ feelings and connecting with others through the heart
Amid the spread of COVID-19, there are many people who voluntarily refrain from going out and who workin fear. To help bring peaceful and warm feelings to them, Hanshin Electric Railway has operated the Hot
Hanshin Project since April 28. On the company’s website, various programs are introduced, including the
publication of coloring works submitted to Group companies, the browsing of exhibits displayed at theMuseum of Hanshin Koshien Stadium, and the live streaming of a parent-child event. The project informationis also distributed through SNSs with hashtag ＃ほっとはんしん (Hotto Hanshin) (in Japanese).

12Initiatives for the SDGs (Sustainable Development Goals)
The SDGs (Sustainable Development Goals) were adopted at the United Nations Sustainable Development Summit in September
2015. They are universal goals that the UN member states should tackle to resolve social issues in 17 fields, including the environment,
education, and community development, by 2030. To achieve these goals, it is essential that various national governments as well ascompanies, organizations, and individuals around the world work together. The Hankyu Hanshin Holdings Group is also actively
supporting the SDGs.

The Hankyu Hanshin Holdings Group supports the SDGs.

The Hankyu Hanshin Holdings Group Sustainability Declaration, released in May 2020, aims to resolve social issues, including theSDGs, through its business in order to realize a sustainable society. The Group will contribute to the achievement of the SDGs byaddressing six priority issues for sustainable management, which are stipulated in the Sustainability Declaration. Please see the pageof each priority issue for specific initiatives.

■ SDGs related to the priority issues

Securing housing, green spaces,and public spaces accessible toanyone, promoting sustainableurbanization, protecting culturaland natural heritage, supporting
connections between urban andrural areas, conserving marine andland ecosystems, etc.

Improving job satisfaction andproductivity regardless of gender,
age, disability, etc., creating a safe
and secure work environment,
ensuring opportunities for women's
participation and leadership,
improving the quality of education
for the next generation, etc.

Providing sustainable public transportation andpublic space accessible to anyone, improving
the quality of sustainable and disaster-resilient
infrastructure, etc.
Safe, reliableinfrastructure
Thriving
communities

Life designs
for tomorrow

Empowering
individuals

Environmental
protection

Disseminating sustainable
lifestyle, promoting an
understanding of cultural diversity
and providing education on it,
promoting local culture andsustainable tourism, promoting
innovation, etc.

Robustgovernance

Strengthening resilience andadaptability to climate change,
improving energy efficiency,
expanding renewable energy,
controlling waste generation andpromoting recycling, reducing foodloss, etc.

Facilitating the rule of law, developing accountable andtransparent organizations, making stakeholder-focuseddecisions, promoting government-industry-civil society
partnerships, etc.

13

■ [Operation of the Dreams and Communities of the Future SDG Trains throughgovernment-industry-civil society cooperation]– Delivering various messages toward the achievement of the SDGs with trains powered by 100% renewable energy –One of the Group's initiatives to achieve the SDGs is the Hankyu Hanshin Dreams and Communities of the Future Project, aGroup-wide CSR project that has been promoted since 2009. Under the basic policy of the project, by which “we intend to promote
the creation of towns and cities where people will truly want to live,” we are proceeding with various initiatives related to the SDGS,
working on two priority areas: “environment-friendly community development,” which improves the environment of communities; and“human capital development,” which shoulders the task of building communities for future generations (see page 15 for details).
To commemorate a decade of project initiatives, we launched the operation of the Dreams and Communities of the Future SDGs
Trains in May 2019. Through their operation, we have delivered various messages toward the achievement of the SDGS in cooperation
with the government and the municipalities our trains serve as well as companies and civic groups that are making advanced efforts
to achieve the SDGs. Since the Tokyu Group joined this initiative in September 2020, these trains have run as “SDGs Train 2020” undercollaboration with a wider range of partners.

Hankyu Corporation: Three formations of trains running on the Kobe,
Takarazuka, and Kyoto Lines

Hanshin Electric Railway: One formation of trains running on
the Main Line and the Hanshin Namba LineThe SDGs Trains are composed of the latest energy-saving cars of Hankyu Corporation, Hanshin Electric Railway, and Tokyu Railway,
and all (substantially 100%) of the electricity required for running is covered by renewable energy. The front and rear cars of the SDGs
Trains are wrapped in original illustrations that image the SDGs and are badged with a design head mark common to the threecompanies. Inside, all advertising space is occupied with posters displaying the SDGs and their explanations, as well as the Hankyu
Hanshin Holdings Group’s SDG-related initiatives along with those of the governments, municipalities, and cooperating businesses.
Thus, messages for the achievement of the SDGs are delivered using the whole train. We hope that the operation of these trains will
provide the opportunity to think about a better community and society.

[Designs of some interior posters]

At the Hankyu Hanshin Holdings Group, we will continue to actively promote the Hankyu Hanshin Dreams and Communities of the
Future Project to contribute to resolving regional issues and to create long-term fans and improve our brand value.

14Group Social Contribution Initiatives

TOPICS Hankyu Hanshin Dreams and Communitiesof the Future ProjectAs part of the Hankyu Hanshin Holdings Group’s commitment to creating communities that people will
truly want to live in, we have operated the Hankyu Hanshin Dreams and Communities of the Future Projectsince 2009. Focusing chiefly on environment-friendly development and human capital development, thisproject is one of our initiatives aimed at helping achieve the SDGs based on the Sustainability Declaration
announced in May this year.

Basic policy❶
Collaboration
with Group companies

We intend to promote the creation of towns and cities along our line-side
areas that people will truly want to live in.

Promotion of
CSR activities
at eachGroup company<<Priority areas>>❷
Collaboration
with local communities❸
Collaboration
with Group employees

Support for civic
groups through financial
assistance andcooperation in public
relations

Our links to the future: Environment-Friendly
Development and Human Capital Development

Promotion of
CSR activities ofcurrent andpast employees

Environment-friendly development

Human capital development

As a Group with strong local roots, we are committed tosustainable community building with environment-friendly
developments that provide local residents with security,
peace of mind, and cultural enrichment.

We are creating opportunities for the healthy development of
ambitious children, upon whose shoulders the task ofbuilding the communities of the future rests.
Themes of specific initiatives

Themes of specific initiatives
1.
2.
3.
4.
5.
6.

1.
2.

Creating a safe, comfortable, and environmentally aware local
community
Contributing to the preservation of biodiversity and the naturalenvironment
Promoting sustainable lifestyles
Preserving, utilizing, and developing local historical and cultural
resources
Preventing global warming
Contributing to the emergence of a society committed torecycling and waste reduction

3.
4.
5.
6.
7.

Enabling children to experience and learn about nature and ecology
Fostering mental enrichment in children through cultural andartistic activities
Supporting the healthy development of children through sports
Enabling children to gain a deeper understanding of society andtheir communities
Cultivating in children a sense of compassion andacknowledgement of diversity
Instilling in children the wisdom of their parents andgrandparents
Supporting children with disabilities, children orphaned by traffic
accidents or disasters, children in single-parent families, andchildren confined to social welfare facilities

In this project, we regularly conduct customer survey in cities and towns along our line-side areas. The FY2020 survey results indicatethat the more customers recognize the project and the SDGs Trains (P. 14), the more they have a positive image of our Group and adesire to live in our line-side areas.

■ Positive image of our GroupI haveI slightly have

■ Desire to live in the line-side areasof the Hankyu and Hanshin lines
I want to live / I want to continue living
I slightly want to live
Survey target: Male and female residents aged 18 to
69 in 23 cities and towns along ourline-side areas
Survey method: Random sampling survey through theinternet
Number of respondents: 1,000
Survey period: November 7 to 8, 2019

（％）

90.0
80.0
70.0
50.0
40.0

47.8
43.6

30.0

0.0

27.7

25.3
25.2

Positive
image

35.3

34.4

20.0
10.0

46.2

44.3

60.0

17.3

Desireto liveTotal(n = 1000)

15

30.7

Positive
image

41.1
19.3

Desireto liveThose who recognize
our Group(n = 783)

Positive
image

27.1

Desireto liveThose who recognize
the Dreams andCommunities of
the Future Project(n = 314)

41.6

Positive
image

31.8

Desireto liveThose who recognize
the SDGs Trains(n = 286)

Group Social Contribution Initiatives in Fiscal 2020
❶ Collaboration with Group companies
We promoted the social contribution initiatives of our Group companies through public relations, sponsorships, and additional
contributions. In fiscal 2020, 102 initiatives were certified (94 in fiscal 2019). Of these, the Hankyu Hanshin Dreams and Communities
Challenge Troop (see page 46) has been implemented since fiscal 2011 as a social contribution initiative that provides a sense ofGroup unity.
Example(Environment-friendly development) Emergency shelters for children offered at our Group’s taxis, sales offices, and stores

To protect the safety of the community, especially the safety of children, we offer emergency shelters forchildren at our Group’s taxis, sales offices, and stores. By providing places into which children can run incase of trouble, we aim to ensure the safety of communities as a community-based business operator.
Implementing companies: Eki Retail Service Hankyu Hanshin, Nishiyama Driveway, Hankyu Style Labels,
Hankyu Taxi, Hankyu Corporation, Hankyu Mediax, and Bay Communications* See page 35 for other examples of “planning green tourism and volunteer travel tours,” “installing bio-toilets to protect
tourist destinations such as World Heritage sites,” and “clean walking events.”

Example(Human capital development) Customer appreciation events at train depots and plants

We hold customer appreciation events several times a year at our train depots and plants. Event
participants can enjoy various train-related programs so that they can feel more familiar with public
transportation with low environmental impact, such as trains and buses.
Implementing companies: Hankyu Corporation, Hanshin Electric Railway, Kita-Osaka Kyuko Railway,
Nose Electric Railway, Hankyu Bus, etc.
* See page 37 for other examples of sale of “stay-and-donate accommodation plans”.

❷ Collaboration with local communities
Under the Hankyu Hanshin Dreams and Communities of the Future Fund program (see page 29), we subsidized civic groups in the
Hankyu Hanshin service area through donations raised by our employees and additional contributions from the company. In fiscal
2020, 15 institutions, including five institutions to which we had continued to grant subsidies, received a total of ¥9.5 million.
(Cumulative total: 139 institutions, ¥79.79 million)
ExampleCooperation with subsidized institutions

To support the public relations of subsidized institutions, we postarticles for introducing them in the Hankyu Railway information
magazine “TOKK” and deliver volunteer information to our Group
employees so that they can participate in activities hosted by theinstitutions.
In addition, hands-on workshops and seminars are held at Stajimo
NISHINOMIYA in Hankyu Nishinomiya Gardens and railway stations incollaboration with civic groups in our service area and our Group
companies. Through the provision of opportunities to learn about social issues by starting with looking at familiar themes, we aim to gain
sympathy and momentum for our initiative to create towns and cities where people will truly want to live.

❸ Collaboration with Group employees
Through the Social Contribution Point System, we encourage current and past employees to engage in community activities voluntarily
by assigning points. In fiscal 2020, some 2,733 people (up 255 from the previous year) across 70 companies received points.
ExampleFair trade products sale held for employees

As an opportunity to contribute to society through shopping, we held a fair trade products sale at a totalof eight venues at Group company offices in December 2019, which were attended by many employees.
The introduction of the system and background of fair trade provides an opportunity to deepen
understanding of global social issues.
ExampleVolunteer group support fund “Dreams and Communities Volunteer Support Program”

We provide support grants to volunteer groups where our current and past employees are enthusiasticallyinvolved in activities throughout the year in order to help to activate their volunteer activities.

16

Priority Issue 1

Safe, Reliable Infrastructure

PolicyProvide railways and other infrastructure that are safe and disaster-resilient. Ensure thatanyone can safely access our facilities and services.

SignificanceNatural disasters have been becoming increasingly severer in recent years and have caused significant damage in many places
nationwide. While working to secure daily safety in our railway and all the other business segments, we are making our utmost
efforts to respond to diverse requests from society with regard to risks that may threaten continuity of our businesses, such as
infectious diseases and natural disasters. Under the belief that “Safe, Reliable Infrastructure” is the core of the Hankyu Hanshin
Holdings Group’s businesses, on which we should place the highest priority in order to gain trust of society, we always pursue
safer and more reliable facilities and services in each of our businesses.

Non-financial KPIs
Indicator

Range

FY2020 Result

TargetZero culpable incidents
in our railway business

Hankyu Corporation,
Hanshin Electric Railway
Nose Electric Railway,
Kita-Osaka Kyuko Railway

Zero

Always zero

Toward elimination of railway accidents
Under the mission of ensuring absolute safety oftransportation, the Hankyu Hanshin Group railway companies
observe all safety policies and focus efforts on achieving oursafety objectives. At the same time, we strive to improve daily
safety as well as to ensure safety during emergencies throughmeasures in both aspects of infrastructure and personnel.

This report presents mainly the initiatives of Hankyu
Corporation and Hanshin Electric Railway.

Safety policies
Hankyu Corporation■ Safety slogan
All in for safety, all in for customer satisfaction■ Codes of Conduct for safe transportation● Ensure safety● Comply with laws and regulations
能勢電鉄

安全報告書２０２０● Be aware of operational conditions, ‫ڬڮڬڮ‬ফ ਍ ৸ ਾ ઔ છ













  

  ໭኱㜰ᛴ⾜㟁㕲ᰴᘧ఍♫* For details of our safety
policies, targets andinitiatives, please referto the safety reports ofour railway companies.

ensure equipment safety● Perform checks, prioritize safety above all else
● Respect for human life
● Swift and accurate communication● Continual improvement and advancement

Priority Issue 1 | 17

Priority Issue 1 / Safe, Reliable Infrastructure■ Safety priority measures

Group Safety Management
Promotion Committee members

President(1) Strive to prevent accidents forwhich we bear responsibility

Directors

General Manager ofUrban Transportation Headquarters(Chief Safety Management Officer: Director)(i) Enforce stringent policies and comply with work
procedures(ii) Promote measures to prevent accidents on theplatform for which we bear responsibility(iii) Promote measures to prevent accidents at grade
crossings for which we bear responsibility(iv) Promote measures to maintain facilities and improve
the standard of safety operations(v) Promote measures to accelerate accident prevention

Business Division Safety Management
Promotion Committee members

Deputy General Manager ofUrban Transportation Headquarters

General manager, Urban
Transportation Planning Dept.
(Head of Investment and Financing Team)

General manager,
Railway Operations Dept.
(Operation Manager)

General manager,
Railway Maintenance Dept.
(Chief Civil Engineering
Facilities Manager)

General manager,
Railway Maintenance Dept.
(Chief Electrical Facilities Manager)

General manager,
Railway Maintenance Dept.
(Chief Rolling Stock Manager)

Manager,
Kobe Line Operations

Manager,
Takarazuka Line Operations

Manager,
Kyoto Line Operations

Investigative Committee to Improve
the Safety and Security of Operations

Deputy Operations Manager(Crew Training Manager)

Deputy Operations Manager(Crew Training Manager)

Deputy Operations Manager(Crew Training Manager)

Investigative Committee for
Measures to Prevent Accidents(2) Strive to prevent recurrence of accidents forwhich we bear responsibility(i) Prevent the recurrence of previous accidents andincidents(ii) Formulate and implement solid countermeasures by
convening the Investigative Committee for Measures toPrevent Accidents(3) Address risks to business continuity(i) Implement measures to prevent or reduce various risks
associated with natural disasters(ii) Formulate and implement measures to tackle
infectious diseases(iii) Formulate and implement anti-terrorism measures(iv) Analyze risks relating to accidents for which we may
bear responsibility, and share resulting information

Hanshin Electric Railway
Hanshin Electric Railway implements various initiatives toensure safety by following the PDCA cycle (Plan, Do,
Check, and Act) with the aim of achieving safety of a higher
level through continuous improvements.

President
Directors[Urban Transport Operation Division][Railway Safety Committee]
Chief Safety Management Officer(General Manager ofUrban Transport Operation Division)

Hanshin Electric Railway

General manager, Urban
Transportation Planning Dept.

■ Safety policies

Operation Manager(General manager,
Transportation Dept.)

General manager,
Electrical Dept.

Safety Officer(General manager, Urban
Transportation Planning Dept.)

General manager,
Rolling Stock Dept.

General manager,
Engineering Dept.

Chief Driver Training Managers(Eastern Train Operation Director)(Western Train Operation Director)● Maximum priority on safety

As of April 1, 2020

The president, directors, and employees shall do everything
possible to ensure safety of operations based on theunderstanding that putting the highest priority on ensuringsafety is the mission of railway businesses.

● Comply with laws and regulations
The Company shall comply with all laws and regulations
related to safety and apply them rigorously and sincerely in
its operations.

● Maintenance of safety management systems
The Company shall implement continuous verification
procedures to ensure that safety management systems areoperating appropriately.

Safety management systems
Hankyu Corporation
Hankyu Corporation has established safety management
regulations, under which it ensures the PDCA cycle (PLAN→ DO → CHECK → ACT) is properly implemented in theorganizational structure below, thereby promoting
continuous improvements and enhancing safety oftransportation.

Project theme (1)Eliminate accidents and improve safety
at railways and commercial facilities
Safety measures on platforms andinstallation of ATS
Hankyu Corporation
If a customer falls onto the track, a fall detection mat laid on
the track will detect it or an emergency train stop button
placed on the platform will be pressed to turn the signal
nearest to the station to red (stop signal) so as to notify thetrain driver of the emergency, as well as to automaticallyoperate the Automatic Train Stop (ATS) system. On theplatform, the alarm lamp will flash and the alarm buzzer willsound to notify the crew and station staff of the emergency.

Priority Issue 1 | 18

Priority Issue 1 / Safe, Reliable Infrastructure[Fall detection mats] Placed at four stations with platforms
that have sharp curves[Emergency train stop buttons] Placed at all stations

Hanshin Electric Railway
If a customer falls onto the track from a platform, a falldetection mat laid on the track will detect it or an
emergency alarm button placed on the platform will bepressed to notify the train crew and station staff of theemergency with the indicator light and the alarm buzzer.
[Fall detection mats] Placed at Kuise, Mikage, Nishikujo,
Kujo, and Dome-mae stations[Emergency alarm buttons] Placed at all stations

Fall detection mat

Fall detection mat

Emergency alarm button anda direction board■ Installation of ATS
Emergency train stop button and a direction board■ Installation of ATS
An automatic train stop (ATS) system automatically
activates brakes of a train to decelerate or stop the train if
the train speed exceeds the speed limit indicated by thesignal due to the driver’s mistake or misperception.
Hankyu Corporation introduced for all its lines in 1970
the “high-frequency continuous induction-type stepwise
control” ATS system, which controls the train speed at or
below the speed limit by continuously comparing the train
speed with the speed limit indicated by the signal.
Later, two patterns (high speed and low speed) were addedtotheconventional
high-frequency
continuous
induction-type stepwise control ATS system to improve thesecurity level of the system. The high-speed pattern was
introduced with the aim of preventing overruns at railroad
crossings or incorrect passage at stations, while thelow-speed pattern was introduced for the purpose of
preventing collision with the buffer stop at the terminal end.

Speed (kn/h)

Stop signStation (platform)
Distance (m)Image of control in high-speed pattern

Hanshin Electric Railway has introduced ATS (automatictrain stop) systems for all its lines. ATS is also used tocontrol the train speed at some curved portions andturnouts on tracks with the aim of preventing trains fromexceeding the speed limit.
Speed limit

Normaldriving speed(Travel direction)

ProceedsignalLeading train

Deceleration
signalAttention
signalStop signal

Measures to prevent falls from platforms■ Installation of platform screen doors
Hankyu Corporation installed its
first automatic platform screen
doors on platforms 3, 4, and 5
of Juso Station in fiscal 2019.
Construction work is now
under way to install the doors at
Kobe
Sannomiya
Station,Platform screen doors
which are scheduled to be fully
at Juso Station
used around spring 2021
(some will be used from October 2020).
Hanshin Electric Railway is planning to complete theinstallation of platform doors at Kobe-sannomiya Station byspring 2022 and at Osaka-umeda Station by the end of
fiscal 2024.

Priority Issue 1 | 19

Priority Issue 1 / Safe, Reliable Infrastructure■ Installation of safety fences at the end of platforms■ Large partition boards and vertical handrails

Hankyu Corporation and Hanshin Electric Railway have been
installing safety fences at the terminal end of each platform atwhich trains do not stop to prevent people from falling.
Hankyu Railway: Imazu Line Imazu Sta.,
Nishinomiya-kitaguchi Sta., Takarazuka Sta.,
Itami Line Itami Sta., Koyo Line Shukugawa
Sta., Koyoen Sta., Takarazuka Line
Takarazuka Sta., Minoh Line Ishibashi Sta.,
Minoh Sta., Kyoto Line Kyoto-kawaramachi
Sta., Osaka-umeda Sta.
Hanshin Electric Railway: Osaka-umeda Sta.,
Kobe-sannomiya Sta., Mukogawa
Line Mukogawa Sta.

To prevent falls or collisions ofcustomers in the event of sudden
braking, larger-sized partitionboards at the ends of seats andvertical handrails have been
installed for Series 1000 andSeries 1300 trains.

■ Reinforcement of railway tracks
To improve safety, wooden railroad ties have been replacedwith concrete or composite ties, which are more durable
and stable, to reinforce tracks at various locations.

Hanshin Electric Railway■ Driver emergency train stop system
Osaka-umeda Station(Hankyu Railway)

Kobe-sannomiya Station(Hanshin Electric Railway)■ Equipment to prevent falls through the space between
connected cars
Hankyu Corporation and Hanshin Electric Railway haveinstalled outside hoods to cover the space between connectedcars with the aim of preventing customers on platforms fromfalling onto tracks through the space between connected traincars. Hanshin Electric Railway also has an audio
announcement system for spaces between the two front
connected cars, for which outer hoods have not been installed,
to alert people to the risk of falling.

In order to ensure safety in the event of a sudden change inthe driver’s physical condition or other emergency, thedriver’s cab is equipped with an emergency stop systemthat will automatically apply the emergency brake if thedriver’s hand is released from the steering switch while thetrain is running.

■ Emergency alarm system, emergency call system

Equipment to prevent falls
through the space between
connected cars
(Hankyu Railway)

Fall prevention hood(Hanshin Electric Railway)

Measures to enhance safety of rolling stock and tracks

An emergency alarm system is installed in all trains so that
customers can notify the train crew in case of an
emergency on board. In addition to this, emergency callequipment that enables the caller to talk to the crew
members has been installed in 326 cars out of a total of 366
cars (as of March 31, 2020).

Hankyu Corporation■ Emergency alarm system
An emergency alarm system isinstalled in all trains so that customers
can notify the train crew in case of asudden illness of a passenger orother emergency on board. For newly
built trains or trains that haveundergone large-scale modification,
emergency call equipment thatenables the caller to directly talk to
the crew is being installed.

Priority Issue 1 | 20

Priority Issue 1 / Safe, Reliable Infrastructure■ Warning stickers at door pockets■ Grade crossing emergency alarm system

In order to prevent customers from getting their handscaught in door pockets, stickers put on the interior side ofdoors warn customers standing near the doors.

A grade crossing emergency
alarm system is to notify thetrain driver of an emergency
occurring at a grade crossing.
When the emergency button
is pressed manually by the
person who has found anabnormality, the signal nearest
to the crossing turns red (stopsignal), thereby notifying thedriver of the emergency whileautomatically activating theATS (automatic train stop).
This system has been introduced at all grade crossings.

Measures to enhance safety at grade
crossings■ Accident Prevention Campaign

Hankyu Corporation■ Obstacle detectors
An obstacle detector detects an automobile stuck at agrade crossing, notifies the train driver, and automatically
activates the ATS (automatic train stop) brake. Hankyu
Corporation has two types of detectors: a photoelectric
sensor type and a laser radar sensor type. Either type ofdetector has been installed at all grade crossings that
automobiles can pass through (206 grade crossings out ofa total of 262 crossings).

Hankyu Corporation implements the Accident Prevention
Campaign to ask the drivers and pedestrians passing
grade crossings for their cooperation in confirming safetywith the aim of preventing accidents at grade crossings
attributable mainly to last-minute crossing, reckless driving,and driving errors.

Hanshin Electric Railway■ Grade crossing obstacle detection system
Photoelectric sensor type

Laser radar type

■ Detectors for unclosed grade crossing bars
If a grade crossing gate is not fully closed within a specificperiod of time after the crossing alarm starts, a detector for
unclosed grade crossing bars notifies the driver of theemergency by turning thesignal nearest to the crossing
red (stop signal) whileautomatically activating theATS (automatic train stop)
brake. This detector has
been introduced at all grade
crossings.

Hanshin Electric Railway has installed the obstacle
detection system at all of its grade crossings at which
automobiles pass through. This system is composed
mainly of a light emitter and a receiver as a pair and alight-emitting signal. If the light ray is blocked by an
obstacle inside the grade crossing for four seconds orlonger, the light-emitting signal located in front of thecrossing lights up to notify the train driver of the abnormality
at the grade crossing ahead.

Light emitter and receiver

Priority Issue 1 | 21

Light-emitting signal

Priority Issue 1 / Safe, Reliable Infrastructure■ Crossbars

Promoting grade separation

For grade crossings where crossbars are often broken by
unreasonable entry of automobiles, large-diameter crossbar
covers and slit-type crossbars have been introduced.
A slit-type crossbar has a slit at its front end, whichmakes it difficult to break if subjected to bending stress,and can be restored to its original state.

As part of the urban planning initiatives for the Hankyu andHanshin line-side areas, the Group is promoting grade
separation by elevating railway tracks to eliminate grade
crossings with the aim of easing traffic congestion andimproving the safety of train operation.

Hankyu Corporation■ Grade separation project around Awaji Station

Large-diameter crossbar coverSlit-type crossbar■ Grade crossing trouble alarm (emergency button)
If any abnormality arises at a grade crossing, such as a car
stalling or running off the road or a pedestrian getting stuck,an emergency button can be pressed manually by the
person who has caused the trouble or a passerby to warn
the approaching train of the abnormality or danger. The
emergency button is installed at all the grade crossings ofthe railway lines of Hanshin Electric Railway.

We are proceeding with the grade separation of areas
around Awaji Station of the Kyoto and Senri lines. The
project, covering the length of 7.1 km, will elevate the four
stationsof
Awaji,
Sozenji, Kunjima andShimoshinjo and abolish
17 grade crossings
within the area.

Hanshin Electric Railway■ Progress in grade separation
We have achieved high percentages of grade separation:
95% of the Main Line, 90% of the Hanshin Namba Line,and 100% of the Kobe Rapid Transit Railway Line. At
present, reconstruction of the Yodo River bridge on the
Hanshin Namba Line is under way as described below.

■ Hanshin Namba Line Yodogawa Bridgereconstruction project
Emergency button■ Surveillance cameras
Surveillance cameras have been installed at all the grade
crossings of Hanshin Electric Railway lines for the purposeof early understanding of the situation and prompt recovery
in the event of an accident at a grade crossing.

Surveillance cameras

Enlarged image of the photoon the left

At the Yodogawa Bridge on the Hanshin Namba Line, thetracks are currently lower than the nearby levee, meaning
the tide gates have to be closed every high tide. As apermanent solution to this problem and also to improvesafety against high tides and floods, work began in
December 2018 on raising the bridge. The project will also
elevate approximately 2.4 km of tracks for sections at bothends of the bridge, which will eliminate five grade crossings.
With this, the grade separation rate on the Hanshin NambaLine will reach 100%.

Hanshin Namba Line
Yodogawa Bridge today

Priority Issue 1 | 22

Completion image

Priority Issue 1 / Safe, Reliable Infrastructure

Developing employees who value safety

Hanshin Electric Railway

Hankyu Corporation■ Training institute and human resources development
center, Railway Operations Dept.
Hankyu Corporation has a training institute to train motive
power engineers (train drivers), conductors and assistants(approved by the Ministry of Land, Transport and Tourism) anda human resources development center to train station staff.

■ Safety workshops and seminars for employees
We hold workshops and seminars
on the safety of transportation,
inviting instructors from outside
the Company, with the aim ofraising the safety awareness of
employees.

■ Formulation and implementation of educationand training plans
Each department of the Urban Transport Operation Division
formulated and implemented annual education and training
plans based on the schedule of five safety campaigns withthe aim of helping employees maintain and improve theirskills, knowledge and qualifications.
• National traffic safety campaign in spring: April• Special overhaul for safety operation: June
• Safety operation promotion campaign for railways, rail
tracks and cableways: July
• National traffic safety campaign in Autumn: September• Safety overhaul for transportation, etc. during the year-end
and New Year holidays: December to January■ Lectures and meetings on safety■ Safety exhibition room to learn about past accidents

As an initiative not to forget past accidents, we arranged a
day to learn from past accidents and held lectures basedon some accidents that had actually occurred in the past.
We also held a Safety Promotion Report Meeting, wheredepartments of the Urban Transport Operation Divisioncommunicated and shared their safety activities andinformation to foster a sense of unity.

A safety exhibition room to learn about past accidents was
set up in May 2009 inside the training institute for drivers
and conductors. We completely renewed the exhibits in
November 2017 under the theme of eradicating accidents
for which we bear responsibility.

Safety Promotion Report Meeting■ Safety prayer ceremony and video viewing■ Initiatives to improve skills of employees
To help employees further improve their skills and provide
services of higher quality for customers, various events areheld in each department, such as a train operation casestudy presentation, a track maintenance skills contest, a
substation operation skills competition, training for recovery
of derailed machinery, and a rolling stock skills examination.

A ceremony commemorating the 25th anniversary of theGreat Hanshin-Awaji Earthquake was held on January 17,
2020. We prayed for safety at 5:46 am at the Ishiyagawa
depot, which was seriously damaged by the earthquake.
On the day of the ceremony, a video documentary onreconstruction produced soon after the great earthquake
was shown along with photos recording the earthquake atthe Head Office building. A total of 147 employees, mainly
from the Urban Transport Operation Division, participated in
the event. These events helped us hand down theexperience of the great earthquake and lessons learned
therefrom to subsequent generations and also reminded usof the importance of safety and security, the origin of arailway business operator.

Safety prayer withpresident’s instruction

Priority Issue 1 | 23

Exhibition of photos recording
the earthquake

Priority Issue 1 / Safe, Reliable Infrastructure

Project theme (2)Promote actions to prevent/reduce accidents
and respond promptly and properly toaccidents if they occur
Hankyu Corporation’s initiatives
for natural disasters■ Responding to earthquakes
Hankyu Corporation has introduced an earthquake early
warning system to determine the sections on which train
operation will be restricted according to the magnitude ofthe earthquake measured by seismographs. If an
earthquake with a seismic intensity of 4 or above is forecast
to occur alongside of our railway lines, the system
automatically instructs by radio an emergency stop of trains
running on the relevant segments, thereby minimizing
damage to the trains. In fiscal 2020, for the purpose ofgrasping the intensity of earthquakes more accurately andin more detail so that thesegments
in
which
train
operations should be restricted
can be minimized, we introduced
four new seismographs (seven in
total) and a railway earthquake
information disclosure system.

■ Responding to rain storms
During rain storms associated with an approaching
typhoon, etc., we direct trains to reduce speed or suspend
operations based on information obtained from the rain
gauges, wind gauges, and water meters installed alongside
our railway lines and meteorological information from theJapan Meteorological Agency,
thereby ensuring safety. We alsoutilize information of private
weather information companies so
as to be prepared for heavy rains,such as torrential rain, as much as
possible. Moreover, walk-aroundchecking is conducted dependingon the situation to confirm safety of
our line-side areas.

stations within a segment where an earthquake with aseismic intensity of a lower 5 is observed, the train can be
moved to the nearest station after safety is confirmed by thetrain crew so that they can safely guide customers forevacuation. We have also been enhancing means of
information transmission in emergencies, including
provision of multilingual train operation information on thecorporate website, distribution of information via official
Twitter and TOKK
apps, and tabletswith a multilingual
voice translation
system deployedat all stations.

■ Responding to actions of third parties, such as actsof terrorism
If there is a warning that the actions of third parties, such asacts of terrorism, could cause serious incidents withextremely significant effects on society, if such a warning
calls for continued vigilance, or if
suspicious items or persons are
discovered or damage is incurred,
we take measures appropriate to
the threat level, such as enhancing
patrols and strengthening ties with
police. Further, we have installed a
total of 1,200 security cameras on
platforms and in concourses of all
stations to prevent crime.

■ Seismic reinforcement of elevated tracks and stations
Hankyu Corporation has been advancing seismic
reinforcement of elevated track pillars and station buildings.
In fiscal 2020, we proceeded with work for the elevatedtracks of the Shibata Viaduct, Shimamoto Viaduct,
Kamishinjo Viaduct, and Ikeda-higashi Viaduct andcompleted seismic reinforcement of Saiin Station.

■ Responding to severe natural disasters
To minimize the risk of natural disasters, we carried out
work to prevent landslides alongside of railroad tracks andremoved concrete block walls. We also reviewed theprocedure for planned suspension of operations when atyphoon hits with the aim of incorporating consideration of
the risk of natural disasters into the operation system.
To expedite response to natural disasters, wechanged the criteria for suspension of train operation when
an earthquake with a seismic intensity of 5 or greater isdetected. Conventionally, we have suspended train
operation until the safety of facilities is confirmed by the staff
in charge of inspection. According to the new criteria, which
separates “a seismic intensity of a lower 5” and “a seismic
intensity of an upper 5 or greater,” if a train stops between■ Joint training with local fire departments
We hold joint workshops at the Hirai Depot on the
Takarazuka Line with local fire departments of Toyonaka
City, Takatsuki City, Suita City, Ibaraki City, Settsu City,
Kawanishi City, Shimamoto Town, Toyono Town, andInagawa Town to learn aboutmeasures to ensure safety
during rescue activities andobtain knowledge on rollingstock. After the workshop,
we conduct a joint drill on
recovery from an accident.

Priority Issue 1 | 24

Priority Issue 1 / Safe, Reliable Infrastructure■ Safety-related capital investment over the past 3 years(billion yen)

20
18
16
14

4.7

4.3

4.7

12

Seismograph

Rain gauge

Wind vane and anemometer

River water level monitoring
camera (image example)

10
8
6

13.1

14.1

14.4

FY2019FY20204
2
0

FY2018

Safety-related capital investment
Other capital investment in railway business■ Use of the earthquake early warning system

Hanshin Electric Railway’s safetymeasures against natural disasters■ Use of the weather information system
We gather various meteorological data in the line-side areasusing the weather information system that we introduced
after the Great Hanshin-Awaji Earthquake, and we use thegathered data to ensure safety in the operation of trains inabnormal weather. To obtain accurate meteorological data,
we installed seismographs at three locations, rain gauges at
six locations, a wind vane and anemometer at one location,
anemometers at eight locations, river water level gauges at
two locations, and river monitoring cameras at two
locations. Based on the lesson learned from the Northern
Osaka Earthquake on June 18, 2018, we installed
additional seismographs at four locations, so they are now
installed at seven locations in total. Moreover, in March
2020, we set up a new bridge pier inclination sensor and apier monitoring camera to be prepared for river flooding.
The weather information terminal placed at the operation
center is equipped with the function to automaticallysuggest operation restriction when the obtained
meteorological value exceeds a limit value and the function
to display route maps that enable intuitive understanding of
the segments for which operation is restricted, thereby
supporting the operation center staff.
Data: Based on the meteorological observations by
Hanshin Electric Railway[Earthquake]〇 Seismic intensity lower 5 or greater: Stop all trains ⇒Inspect facilities and equipment by foot ⇒ Resume
operation after confirming safety〇 Seismic intensity 4: Stop all trains ⇒ Resume operation
at 25 km/h or below (Concurrently inspect facilities andequipment, and release speed restriction based on theinspection results)[Wind speed]〇 Warning [instantaneous wind speed 25 m/s or above]:
Stop operation〇 Caution [instantaneous wind speed 20 m/s or above]:
Speed restriction

In addition to the weather information system, to enhancesafety of train operation in the event of an earthquake, weestablished a system to receive earthquake early warnings
issued by the Meteorological Agency and started operationin August 2007.
If an earthquake early warning of an earthquake of aseismic intensity 4 or greater is received or such anearthquake is detected by our own seismograph, theoccurrence of the earthquake will be automaticallyannounced by train radio, which enables the train driver tostop or slow down the train immediately to avoid danger,
thereby minimizing the damage.

Starting from October
2018, in addition to theconventional technique, wehave been able to receive
data through the PLUM
method,* a new earthquake
prediction technique withhigher accuracy.

Earthquake early warning receiver*Propagation of Local Undamped Motion■ Seismic reinforcement
We have been conducting
reinforcement of elevatedtrack pillars in phases forthe purpose of ensuring
the specified level ofseismic performance.
Reinforcement
isimplemented even forSingle shear reinforcement method
some difficult portions, forwhich special reinforcement methods suitable for thecondition are adopted.

Priority Issue 1 | 25

Priority Issue 1 / Safe, Reliable Infrastructure■ Measures against massive earthquakes and tsunamis
Locations of the tsunami evacuation sites are shown on thearea maps posted at each station. Also, to smoothly guidecustomers for evacuation if the train stops on a bridge inthe event of an earthquake or tsunami, ladders to get off the
train to the railroad tracks and distance signs to indicate thedirection and distance for evacuation are placed on the
Shin-Yodogawa Bridge of the Hanshin Namba Line.

Station area map

Ladders for getting off

Distance sign

The Umeda Disaster Prevention Scrum uses digital
signage and other means to communicate information to raiseawareness of both self-help andmutual help while holding seminars on
disaster prevention for office workers
in Umeda. The aim is to create acommunityinwhichpeople,companies, and neighborhoods forma scrum and prepare for a disaster. All
members of the area will proactively
cooperate with and help each other inthe event of an emergency.

■ Designating commercial facilities as tsunami evacuationbuildings■ Responding to severe natural disasters
To enable early resumption of operation after a natural
disaster occurs, we increased the number of seismographs
installed alongside of our railway lines and thereby
subdivided the operation sections to narrow down eachsection for which train operation will be suspended. At thesame time, to promptly secure personnel for inspection ofrailroad crossings, we provide training on the inspection
procedure for engineering employees. Moreover, we haveopened an official Twitter account dedicated to providing
information on train operation regularly at 7:00 and 17:00
every day and as necessary in case of a delay in train
operation. Starting from March 2019, automatic multilingual
announcement has been aired using tablets in trains for the
Hanshin Namba Line. In addition to the guidance in normal
time, some of the guidance for an emergency is provided in
multiple languages.

Commercial facilities listed below have concluded agreementswith Osaka City on the use of their buildings as temporary
evacuation facilities in the event of a tsunami or flood.

● Noda Hanshin Bldg. (WISTE) 1-1-23 Ebie, Fukushima-ku
Evacuation capacity: approx. 1,300 people Location: parking
lot on the 7th floor Available for: 24 hours Tsunami/flood● Hankyu Kanko Bus 7-7-19 Nakatsu, Kita-ku
Evacuation capacity: 154 people Location: parking lot on the
2nd floor Available for: 24 hours Tsunami/flood● Hanshin Electric Railway Nishikujo Station bicycle parking
1-22 Nishikujo, Konohana-ku

Evacuation capacity: 258

people Location: Bicycle parking lot Available for: 24 hours
Tsunami/flood■ Safety-related capital investment over the past 3 years(billion yen)

8
7
6

1.4

5

2.3

0.7

Noda Hanshin Bldg. (WISTE)

4
3

5.8

2

4.5

4.8

FY2019FY2020■ Serious accident response training

1
0

FY2018

Safety-related capital investment
Other capital investment

Initiatives for natural disasters at
commercial facilities■ Umeda Bo-sai (disaster prevention) Scrum
The Umeda Area Management Alliance, formed by Hankyu
Corporation, Hanshin Electric Railway, Nishi-Nippon Railroad,and Grand Front Osaka TMO, has launched the Umeda Bo-sai(disaster prevention) Scrum, a disaster prevention campaign
targeting people living in and coming to the Umeda area, aspart of its area management initiatives.

Hankyu Travel International places the highest priority on safety
and security of customers in operating tours. To minimize
damage by promptly responding to any accident if it occurs,
we conduct serious accident response training every year
according to our serious accident response manual and theaccident response chart of each sales division. In the annual
training program in fiscal 2020, trainees learned about someserious accidents that had occurred recently. The program also
included a drill focusing on initial response actions, in which
trainees confirmed the reporting processes, from receiving thefirst report of an accident through setting up a disaster
response headquarters. The training was held by each of thefour sales divisions.

Priority Issue 1 | 26

Priority Issue 1 / Safe, Reliable Infrastructure

Matters related to improving customer services

Project theme (3)Establish safe and comfortable facilities andservices that satisfy the needs of a diversityof people■ Initiatives to make stations and commercial facilities
barrier-free
Hankyu Corporation and Hanshin Electric Railway have beenpromoting initiatives to make their facilities barrier-free so thatelderly and physically handicapped customers can comfortably
use stations and trains. For stations, we are working to makeour facilities friendly to all customers as hubs for local
transportation in line with the barrier-free law and the basic
barrier-free initiative formulated by the municipalities of thealongside areas.

■ Barrier-free stations equipped with elevators and slopes(As of March, 2020)

Hankyu Corporation

81 stations (around 93.1%)

Hankyu Corporation■ Voice guide system at Itami Station
Hankyu Itami Station, which collapsed in the Great
Hanshin-Awaji Earthquake in 1995, was rebuilt as a stationequipped with a voice guide system, which was very
advanced at that time. Today, it is still highly recognizednationwide as a model barrier-free station.

■ Encouraging station staff and train crew to acquire
Care-Fitter qualification
Besides enhancing barrier-free facilities, Hankyu Corporation is
also committed to enhancing the personnel aspects throughsuch efforts as offering employee education programs andpromoting acquisition of the qualification of Care-Fitter, acertification for knowledge and skills of care fitting.
Since 2013, Hanshin Electric Railways has encouraged
employees engaged in railway operations to acquire thequalification of Care Fitter as part of its initiatives to improvecustomer satisfaction. To date, all the station staff and traincrew members have been qualified as Care-Fitters. We willcontinue to make efforts, aiming to further improve comfort ofcustomers.

*Out of all 87 stations excluding Tenjinbashisuji-rokuchome Station,
which is a shared station with Osaka Metro

Hanshin Electric Railway

45 stations (around 91.8%)*Out of all 49 stations■ Designating women-only cars

*For details of our initiative plans in both software and hardware aspects inaccordance with the barrier-free law, please refer to the “Initiative Plan for
Promotion of Smooth Transportation, etc.” posted on the websites of thetwo companies.

To prevent nuisance on board, Women-Only Cars are available
as follows.

Hankyu Corporation● Kyoto Main Line
Limited express and commuter limited express between
Osaka-umeda and Kyoto-kawaramachi (all day)● Takarazuka Main Line
Commuter limited express between Kawanishinoseguchi
and Osaka-umeda(Arrival at Osaka-umeda between 7:22 and 8:43)● Kobe Main Line
Commuter limited express between Osaka-umeda andKobe-sannomiya(Arrival at Osaka-umeda from 7:07 to 9:12, arrival at
Kobe-sannnomiya between 7:34 and 8:32)

Hanshin Electric Railway● Main Line
Limited express between Mikage and Osaka-umeda(Departure from Mikage between 6:55 and 8:09)

Priority Issue 1 | 27

Priority Issue 2

Thriving Communities

PolicyHelp build sustainable communities with rich natural and cultural heritage, making greatplaces to live in, work in, and visit.

SignificanceThe Hankyu Hanshin Holdings Group has 110 years of experience in community building. It began in 1909 with a land andbuilding lease business in front of Nishinomiya Stop (Nishinomiya City, Hyogo) and in 1910 with a land and building sales
business at Ikeda Muromachi (Ikeda City, Osaka). Based on long years of experience and accumulated know-how, the Hankyu
Hanshin Group has developed many communities that are admired by many customers as towns that they truly want to live in.
We also deploy our community building know-how overseas. We will continue to create diverse social value through working
to create Thriving Communities.

■ Proposing quality lifestyles through Geofit+

Project theme (1)Develop a good living environment(providing good residences, creating green spaces and public
spaces, establishing cultural and educational facilities, etc.)■ Ranked 1st as a town that people truly want tolive in, community building in front ofNishinomiya-kitaguchi Station
Hankyu Corporation has promoted its community building initiative
centered around Hankyu Nishinomiya Gardens, a commercial
complex opened across Hankyu Nishinomiya-kitaguchi Station in2008 under the concept of creating a community in which people
living in the area can feel relaxed, like in their gardens. Various
educational institutions invited by the Company, including Konan
University and Kwansei Gakuin University Law School, are locatedin the adjacent area. The Hyogo Performing Arts Center was built
on a nearby site provided by the Company. This center, with
Yutaka Sado, a world-renowned conductor, appointed as theartistic director, has become one of the highest-quality halls inJapan, boasting a large audience.
The community building project in the Nishinomiya-kitaguchi
area, where many cultural and educational facilities are located,
has enabled the area to win first place for five consecutive years
in the Most Desirable Neighborhood in Kansai survey*.

Geofit+ is a project aimed at continuously improving the Geo
condominium series of Hankyu Hanshin Properties bygathering, verifying, and giving shape to opinions of manycustomers.
With Geofit+, Hankyu Hanshin Properties not only
examines the customer feedback on the desk but also verifies it
in a lab, reproducing actual settings of a house (Geofit+ Lab).
Ideas generated here will be actually introduced to the
Geo-brand condominiums. Feedback of residents will begathered and verified again. This ceaseless cycle makes the life in
Geo residences more comfortable and advanced. The customer
feedback is reflected also in product development and services
for Geo Garden, our new brand for independent houses.

Source: Major7(Sumitomo Realty & Development Co.,
Ltd., Daikyo Incorporated, Tokyu Land
Corporation, Tokyo Tatemono Co.,
Ltd., Nomura Real Estate
Development Co., Ltd., Mitsui
Fudosan Residential Co., Ltd.,
Mitsubishi Estate Residence Co., Ltd.)FY2020 survey of prospective
condominium purchasers on the cityor town they want to live in (Press
release dated September 30, 2020)

Priority Issue 2 | 28

Priority Issue 2 / Thriving Communities■ Geofit+ <Stage> wins the IAUD International

Design Award 2019
Hankyu Hanshin Properties has been expanding its realestate business overseas. Geofit+ <Stage>, the company’s
co-development project for condominiums with SENA
Development Public Company Limited, a Thai real estatedeveloper, won the gold prize in the category of Housing
and Architecture of the IAUD International Design Awards
2019* hosted by the International Association for Universal
Design (IAUD).
This is a housing planning and development project inwhich voices of Thai people are largely reflected and products
and residences to be supplied are verified using the frameworkof Geofit+, instead of just introducing items that are appreciatedin Japan. The know-how in creating high-quality living
environments and housing that we have cultivated in Japan ishighly recognized in the field of overseas real estate business.

Furthermore, Saito was awarded the Grand Prize of the2011 Osaka Environmental Awards (by the Osaka Prefectural
Council for Creating a Rich Environment) for a series ofactivities, including the introduction of EV car sharing, greeningof roofs and use of rainwater for condominiums, and activities
for the conservation of satoyama and terraced rice paddies inwhich residents participate. The initiative to support residents
participating in community activities by devising rules forlending the common area of condominiums to residents of
independent houses was highly recognized from outside andreceived the 2018 Good Design Award.

Project theme (2)Develop and expand commercial/businessareas where people communicate witheach other■ Enhancing value of the Umeda area

Hankyu Corporation Head Office Building
Applause Tower
North Building

Umekita Phase 2
Development Project

Kitano Hankyu
Building

GRAND FRONT OSAKA

Hotel Hankyu International

Kita Hankyu
NU chayamachi Plus
Nishi Hankyu Building Building
NU chayamachi
South Building Hotel Hankyu
Hankyu Osaka-umeda Station
RESPIRE OSAKA
Hotel new Hankyu Osaka

Hanshin
Osaka-Umeda Station

HERBIS ENTThe Ritz-Carlton, Osaka[Umeda 1-chome 1-banchi Project]
Osaka Umeda Twin Towers South(Hanshin Umeda Main Store)

JR

Kita

shin

chi

tion

HERBIS OSAKA

Hankyu Sanban Gai
Hankyu Terminal Building
Umeda Center Building
HankyuGrand
HEP Five
Building
Higashi Hankyu Building
HEP Navio

Osaka
Umed Metroa Station

JR Osaka Station

DIAMOR OSAKA(Underground
shopping center)
Sta

O
Higas saka Metro
hi-Um
eda S
ta

Saito International Culture Park City is a hilly area spanning thecities of Ibaraki and Minoh, developed by taking advantage ofthe natural environment in April 2004. Since the beginning of
the development of the area, the Hankyu Hanshin Group, as amajor landowner of the area, has played a central role in the
project, which is aimed at creating new communities
demanded in the 21st century.
The area offers a good educational environment with anational model school established by Minoh City, providing
integrated, small-groupprimary and junior highschool-level education,
as well as a safe andcomfortablelivingenvironment with atown security system inwhich a full-time staff Townscape of Saito
patrols the area andhigh-leveldisasterpreventionfunctions.
The scenery of the area,
developed based on an
urban
planning
program,includingleafy, spacious green Activity for the conservation of terraced
areas
and
parks, rice paddies
sidewalks and residential zones without utility
poles, is another big
attraction.

ion■ Hankyu Hanshin’s community building in Saito

The Hankyu Hanshin Holdings Group has been working toenhance the value of the Umeda area, the Group’s mostimportant site, by rebuilding (value-up) and developing
buildings according to plans from a long-term perspective.
In November 2019, the Group opened Hotel Hankyu
RESPIRE at Yodobashi Umeda Tower with over 1,000 rooms.
The Group has also been promoting the Umeda 1-chome
1-banchi Project (with the Osaka Umeda Twin Towers Southbuilding) since October 2014 and completed the phase-I
building in 2018, in which Hanshin Department Store (Osaka
Umeda Main Store) has been partially opened. The
construction work for the phase-II building is now under way.
Full operation start of the department store is scheduled for thefall of 2021, and the opening of the Umeda South Hall housing
offices and two halls (large and small) is scheduled for thespring of 2022.
The Umekita Phase 2 Development Project, in which theGroup participates as a member of the consortium that was
designated as the developer, will begin full-scale community
building based on the principle of realizing a fusion of “green”
and “innovation,” aiming at a preliminary opening of the town
around summer of 2024.
Meanwhile, the Group has also been working on the renewalof existing commercial facilities and opened UMEDA FOOD HALL
in March 2018 and Chayamachi Aruko in March 2019.

Os
Nis aka M
hiUm etro
eda
Sta
t

International
Design* IAUD
Awards: will recognize groups
and individuals who haveconducted
or
proposedparticularly noteworthy activities
aimed at realizing a Universal
Design society in which
everyone — regardless of age,gender, nationality, ethnicity,
culture, or other factors — canlive comfortably, without feeling
any undue inconvenience.

Umeda Hankyu Building(Hankyu Umeda Main Store)

Osaka Nikko Building

Umeda OS Building

tion

Assets related to Hankyu Hanshin Holdings Group

Umeda area map

Priority Issue 2 | 29

Priority Issue 2 / Thriving Communities■ Creating systems to encourage exchangesof people at offices and houses
Hankyu Hanshin Properties, along with other real estatecompanies, has been engaged in initiatives to promoteconnections among communities and people, as well as thedevelopment of buildings and other infrastructure.
In the Umeda area, the Hankyu Hanshin Holdings Grouplaunched in October 2015 the Hankyu Hanshin Workers’
Service, a service program available exclusively to people
working in the Group’s office buildings. The program is aimed
at helping office workers create their communities throughorganizing various events in which office workers can interact
with each other across the frameworks of companies andintroducing “TUNAG for Hankyu Hanshin workers,” an SNS
app. The Group is also planning to set up a floor dedicated to
office workers, “WELLCO” in the Osaka Umeda Twin Towers
South, which is currently under construction.
The Group also hosts various participatory events, suchas events for supporting the conservation of terraced ricepaddies and for experiencing agriculture in Saito, a zone forindividual houses, while holding parties for residents at Geo
condominiums to encourage exchanges among residents.
We believe that these
initiatives for community
building will lead to thedevelopment of sustainablecommunities that are greatplaces for residents andoffice workers to live in,work in, and visit.
Networking event for office workers

Project theme (3)Create a line-side environment that makes it
easier for women to work and raise children

exchange with each other, the project supports activities of theCheerful Supporter organization, with which over 300 womenare registered, such as providing information about theline-side areas, proposing outing plans and helping in making
friends at exchange events.

Project theme (4)Promote measures to extend the healthy
lifespan of the elderly■ Hankyu Hanshin Group’s daycare service

specialized in rehabilitation“Hanshin Iki-iki Day Service” is a half-day elderly care service
specialized in rehabilitation, operated by Iki-iki Life Hankyu
Hanshin.
To help the elderly maintain and improve their daily life
activities, technically trained staff members support the users’
rehabilitation exercises using highly reliable equipment that has
acquired TÜV/ZAT* certification of Germany, which is the only
such case in Japan. The daycare service program also
includes a tea break as an opportunity for users to have funand easily communicate withstaff members with the aim ofsupporting them in both
physical and mental aspects
and helping them live a lively(iki-iki) life.

*TÜV: German standards and specifications under the German equipment
safety law in addition to the general ISO standards
ZAT: Standards and specifications related to medical machines specified by
the German national association for outpatient rehabilitation facilities■ “Machinaka Mimamorume” monitoring service to■ Project to support women working alongsupport safety in communities

the Hanshin lines
Hanshin Electric Railway launched the HANSHIN Women
Support Project in November 2014 with the aim of helping
women living in the areas alongside the Hanshin lines make fulluse of their capabilities and play more active roles.
On the project’s website “Cheer*full Cafe” opened in April
2016, a wide variety of content is available, including interviews
with attractive women working in the Hanshin line-side area,
columns introducing attractions of the area, and a guide to
local parks with a function to search for playground equipment
and the nearest stations,which is convenient forfamilies with young
children. In addition toholding the Cheerful
Parents Cafe, an event
where mothers canparticipate with theirchildren and deepen

Mimamorume Co., Ltd., a Hankyu Hanshin Group company,
has offered the new monitoring service “Machinaka
Mimamorume” since March 2016 using the technologies of
security BLE (Bluetooth Low Energy) and smartphones.
Machinaka Mimamorume is a service developed based on
the know-how of the Mimamorume service for going to and fromschool, which has been introduced to many schools andkindergartens nationwide. The new Mimamorume service installs
beacons (receivers) not only at school gates but also in town
(machinaka) and notifies via the app family members or guardians
when a registered elderly person or child walks near the beacons.
With the infrastructure of cameras and beacons installed in town
and a cooperative network of local people formed using a
volunteer app, the service supports safety in communities.
Machinaka Mimamorume has been introduced in fivemunicipalities: Itami and Kakogawa Cities of Hyogo Prefecture,
Nagaokakyo City of Kyoto Prefecture, Daito City of Osaka
Prefecture, and Kisosaki Town of Mie Prefecture. It hasPriority Issue 2 | 30

Priority Issue 2 / Thriving Communities

supported monitoring of elderly people who may wander due
to dementia and children, contributing to improving safety incommunities.

■ Hanshin Area Health Seminar held jointly with

university
Hanshin Electric Railway has held the Hanshin Area HealthSeminar jointly with Hyogo College of Medicine since March2015. The seminar invites specialized doctors who are activeon the front line of medical care to talk about their specialized
fields in an easy-to-understand manner with the aim ofcontributing to the prevention of diseases as well as to therevitalization of the line-side areas through improving the healthof people living in the area. The seminar has been held 20 times
so far with the total number of participants reaching 1,500.

■ Providing information via Well TOKK and Hankyu

Hanshin Wellness Plus
We have published Well TOKK, a magazine providing usefulhealth information, four times each year since April 2016 forresidents of the Hankyu Hanshin line-side areas and customers
using railway. The magazine is available for free at all Hankyu
Line stations and major Hanshin Line stations.
We also have the website Hankyu Hanshin Wellness Plus
to support health promotion, communicating useful healthinformation in cooperation with municipal governments, medical
institutions, universities and companies in the line-side areas.

Project theme (5)Offer services that satisfy the needs offoreign visitors/residents■ Multilingual signs and announcements at stations

and facilities
Urban transportation companies have been working to
improve their services for foreigners visiting Japan.
Hankyu Corporation introduced tablets with a translation
app to 28 stations that were used by many foreign customers
in May 2018 and completed the introduction to all stations in
April 2019. This translation app displays texts translated byvoice recognition technology on tablet screens and can also
have the texts read aloud by machine voice. It is used for
guidance at stations and also for providing information in theevent of an emergency.
This app is installed in mobile devices carried by train
conductors and used to guide foreign customers visiting Japanand for train announcements in the event of an emergency. For
train announcements, starting from March 2020, a multilingual
announcement device is used on some of the rolling stock of the
Kyoto Line. We are preparing to introduce this system to all lines.
Hanshin Electric Railway introduced tablets with atranslation app or translation devices to a total of 11 stations in
September 2018 as tools for communication between foreign
customers and station staff. This has enabled the station staff
members to handle a wide range of services, including
providing information about train operation or tourist
information, responding to inquiries about lost items, andproviding guidance in the event of an emergency.
Moreover, the company has provided automatic
multilingual announcement since March 2019 mainly in trainsof the Hanshin Namba Line, on which foreign customers havebeen remarkably increasing. In addition to guidance in normal
time, some of the emergency guidance is provided in multiple
languages.

Meanwhile, commercial facilities, such as HEP Five, haveintroduced floor maps and websites in the three languages ofEnglish, Chinese (both simplified and traditional Chinese), andKorean and have made interpreter services available atinformation counters.

Priority Issue 2 | 31

Priority Issue 2 / Thriving Communities■ HANKYU-HANSHIN WELCOME Wi-Fi, a public■ Indicating ingredients with food pictograms at

wireless LAN service for foreign visitors to Japan
HANKYU-HANSHIN WELCOME Wi-Fi, a public wireless LAN
service for foreigners visiting Japan that can be used at train
stations and commercial facilities mainly in areas along theHankyu and Hanshin lines, started in December 2013.
Collaborative services with nationwide free Wi-Fi apps,
such as Japan Connected-free Wi-Fi and KANSAI Wi-Fi, andauthentication using various SNSs have also been madeavailable, ensuring foreign customers with a comfortable free
Wi-Fi environment.

hotel restaurants
Hankyu Hanshin Hotels completed by March 31, 2015 theindication of food ingredients prohibited due to food allergies orreligious disciplines using “food picto*” for breakfast buffets at
all of its hotel restaurants. This was the first attempt by a major
hotel chain in Japan. The indication of ingredients for lunch anddinner began at some restaurants in September 2016. The“food picto” indication is also recommended for the company’s
franchise chain hotels. At present, 10 hotels out of its total of
28 franchise hotels indicate food pictograms.
Customers using our hotel restaurants include those
suffering food allergies and travelers from various countries andregions. We therefore properly disclose information on
ingredients so that all customers can feel safe and enjoy thebreakfast buffet .

■ Measures for foreigners visiting Japan
Various measures have been taken by the Hankyu Hanshin
Holdings Group companies to satisfy foreign customers withdiverse backgrounds. Hankyu Hanshin Hotels has equipped allits hotels with Wi-Fi and implemented indication of foodingredients with pictograms. To increase customer satisfaction,
the company has assigned foreign language staff, conductedlanguage training, and introduced video translation services
using tablets.
Rokkosan Snow Park, run by Mt. Rokko Cable Car &Tourism has offered translation services using tablets forforeign visitors to Japan and multilingual broadcasting inside
the park. In addition, starting in fiscal 2016, the company hastaken measures to accept more Muslim people, including set
up places for worship available for Muslims and indicating
non-pork or alcohol-free ingredients using food pictograms.
The company has also operated a ski school for foreigners
since January 2016, with participants mainly from Taiwan
increasing year by year. The ski school carefully teaches
participants, including how to wear boots and ski boards, sothat they can safely enjoy skiing, and provides them with
opportunities to experience the rich four seasons of Japan.

*Food picto: Pictograms employed weredevised based on the results of aquestionnaire survey of approx. 1,500
users of restaurants inside and outside
Japan, taking into consideration visibility.
Today, food pictograms are used atinternational airports. Ingredients subject
to indication with food picto are sevendesignated ingredients that have foodallergy risk and three other designatedingredients.

■ Common website of six commercial facilities in

Umeda area renewed for foreign visitors
Six commercial facilities operated/managed by the Hankyu
and Hanshin Holdings Group* renewed their common website
for foreign visitors to Japan in April 2019. The renewed website
is available in four languages: English, Chinese (simplified andtraditional), Korean, and Thai.
*HEP FIVE, Hankyu Sanbangai, NU Chayamachi/NU Chayamachi＋,
HERBIS PLAZA/PLAZA ENT, Grand Front Osaka Shop & Restaurant,
DIAMOR Osaka/Fiore

Place for worship for Muslimsin Rokkosan Snow ParkSki school for foreign visitors

Priority Issue 2 | 32

Priority Issue 2 / Thriving Communities

Project theme (6)Enhance collaboration and partnerships
with universities, research institutions,ventures, local communities, etc.
■ Supporting startups to provide new value
The Hankyu Hanshin Holdings Group supports startups
launching new businesses that will lead to creating new
industries and revitalizing local communities with the aim ofincreasing the primacy of Kansai in international competition
among cities and enhancing the competitiveness andattractiveness of Osaka and Umeda as a business hub. As thefirst step, Hankyu Corporation opened the membership-typeoffice “GVH#5” in November 2014. Located a two-minute walkfrom Hankyu Osaka-umeda Station, GVH#5 is equipped with
office space and meeting rooms, offering a co-working space
available 24 hours a day.
As part of its initiative aimed at making Osaka aninternational startup exchange base, the Group has
participated in Startupbootcamp Scale Osaka since 2019.
Startupbootcamp is one of the largest acceleration
programs in Europe, operated by Rainmaking Innovation LTD,a major global venture support company. The program, the firstof its kind in Japan, was scheduled to be held for three years
from 2019 by seven Japanese companies, including Hankyu
Corporation (represented by Hankyu Hanshin Properties),
aimed at promoting the growth of Kansai-based startups
through collaborations with other promising startups aroundthe world.
We hope that this program will help enhance ties withpromising overseas startups and startup communities aroundthe world, contributing to the Osaka and Kansai areas’ growing
into an international startup hub.

The groups to be subsidized are selected in two stages of
document screening and final selection, inviting external
advisors who provide appropriate information and explanations
on social issues, etc. A questionnaire survey is conducted of all
the employees who make donations, and the results of thesurvey are reflected in the final selection, thereby ensuring
participation of the employees in the process.
In the 11th year of the program (applications invited from
September 2 to October 21, 2019), a subsidy of 9,500,000 yen
in total was granted to 15 groups. Since the beginning of the
program, we have supported 139 groups in total with
79,790,000 yen. The recipients are allowed to use the subsidy
for any purpose, including allocating the money to theiroperation costs. We also support the subsidized groups in their
public relations through providing information on their activities
and events using TOKK, Hankyu Corporation’s local
information magazine, and internal newsletters for employees.

How the fund works

HankyuHanshin Holdings

Employees

Individual donation
by bank transfer

Fund* The amounts ofmoney presented
are examples.
1 million

500,000■ Supporting civic groups through “Dreams andCommunities of the Future Fund”
As part of its commitment to creating communities that people
truly want to live in, the Hankyu Hanshin Holdings Group has
promoted the Hankyu Hanshin Dreams and Communities of
the Future Project. Based on the belief that collaboration with
the Hankyu Hanshin service areas is necessary for better
community building, the company has hosted the Dreams andCommunities of the Future Fund program to support civic
groups every year since 2009. Through the program, thecompany subsidizes civic groups engaged in initiatives toimprove the global environment or foster the next generation inareas along the Hankyu Hanshin lines using donations from ouremployees who share the belief and the same amount addedby the company.

Priority Issue 2 | 33

Group A

500,000
Group B

1 million

500,000
Group C= 2 million

500,000
Group D

Priority Issue 3Life Designs for Tomorrow

PolicyPromote refined and inspired lifestyle solutions for a better tomorrow.

SignificanceCreating new value over time is the attitude the Hankyu Hanshin Holdings Group has inherited over time. In recent years,
promoting understanding of cultural diversity and establishing a sustainable new lifestyle in harmony with nature have become
global issues. We will proactively address these issues, taking advantage of the Group’s strengths, and contribute to therealization of a sustainable and truly rich society.

Project theme (1)Propose products/services that help realize
a lifestyle in harmony with nature■ Environmental considerations in Geo

condominium series
For all of the Geo condominiums*1 sold by Hankyu Hanshin
Properties after July 31, 2011, environment-friendly features,such as Low-E multi-layered glass and LED lighting (common
areas and exclusive areas) and electric vehicle charging
equipment, have been adopted. Also, sunlight and solar heat
are used to create energy*2. The company sold Geo Ashiya
Higashiyamacho, a condominum adopting the SOLAMO gas
water heating system using solar heat in 2013, and Geo
Seishin Chuo*3 condominium in 2016, with ENE-FARM type S(fuel cell SOFC with autonomous operation function)
introduced in all houses for the first time in Japan. The
company is currently working to introduce ENE FARM type S in
Geo Kitasenri Fujishirodai and Geo Garden Nishinomiya
Hamakoshien*4. Moreover, Hankyu Bus operates 100%
biodiesel-powered buses using the used plant-derived oilcollected from residents of Geo condominiums*5. Thus, wehave been promoting environment-friendly initiatives incooperation with Group companies.
This Geo initiative for waste oil recycling won the 2012
Good Design Award.

*1: May not be applicable to condominiums jointly developed with othercompanies.
*2: Selectively adopted according to the scale and grade of eachcondominium as follows.

● Geo Tezukayama 1-chome (completed in March 2013)“Solar power generation system” is installed for all households andused as electric power for each household.
● Geo Grande Shukugawa Aioicho (completed in July 2013)“Solar power generation system” is installed, and the generated
power is used as electricity for common spaces or sold to a powercompany.
● Geo Tower Tenroku (completed in August 2013)“Solar water heater + micro cogeneration system” is installed, and thegenerated power is used for air-conditioning of common areas of thecondominium.
● Geo Seishin Chuo (completed in February 2016)“Solar power generation system” is installed, and the revenue fromselling electricity is used for activities to raise eco awareness (disasterprevention events, etc.)*3: This was the first condominium in Japan with ENE FARM Type S (fuel cell
SOFC with autonomous operation function) installed for all houses.
(according to a survey by Osaka Gas Co., Ltd. as of October 2014)*4: Geo Garden is the brand for Hankyu Hanshin Properties’ independent
houses.
*5: Collection is conducted in the Kinki area. Besides the Geo condominiums,
used plant-derived oil is collected at employee canteens of Hankyu Bus,food plants and delicatessen stores (Iina Dining) of Group companies, aswell as from elementary schools and school lunch centers in Ikeda City,
Osaka Prefecture, in cooperation with citizens and municipal
governments. These activities won the Land, Infrastructure, Transport andTourism Minister Award in the Reduce Reuse Recycling PromotersAwards (October 2010) and the Ikeda Environmental Top Runner Award(March 2011).

Waste oil collection box● Geo Tower Takatsuki Muse Front (completed in June 2012) “Solarheat + discharge heat during power generation” is installed and used
for cooling and heating of common spaces.
● Geo Ashiya Higashiyamacho (completed February 2013)“SOLAMO gas water heating system using solar heat + cogeneration
system” is installed, and heat discharged in power generation is used
to supply hot water to each household.

Priority Issue 3 | 34

Priority Issue 3 / Life Designs for Tomorrow■ Planning tours for “green tourism” and volunteer activities
Hankyu Travel International has worked to offer its customers
with opportunities to enjoy beautiful nature and cultural or
scenic sites as well as to hand them down to subsequent
generations. To this end, employees of the company haveconducted cleaning and conservation activities since 2011.
Starting from 2018, the company has organized some of these
activities as tours available to general customers. These tours
have been highly appreciated.

● Cleaning activities<Kanto and Chubu areas>• Mt. Fuji, Shizuoka Prefecture (conducted since 2015)• Miho-no-matsubara, Shizuoka Prefecture (conducted
in 2019)■ Offering hands-on experience in the naturalenvironment of Mt. Rokko
Mt. Rokko Cable Car & Tourism, a Hankyu Hanshin HoldingsGroup company, operates leisure facilities locatedapproximately 850 m above sea level and offers various
experience programs, taking advantage of the cool climate of
the location.
“Mt. Rokko Hands-on Farm,” an experience-based tourist
farm opened inside the Mt. Rokko Country House in July 2015,
grows summer strawberries (variety: Suzu Akane), which is rarein Kansai, and offers the experience of picking strawberries forvisitors. Rokko-Shidare Observatory stores ice made on ice
shelves during winter in the observatory ice chamber (Himuro).
In summer, visitors sitting in the wind chamber (Fushitsu) can
feel the cooled wind passing through the ice chamber. The
environment-friendly design of the observatory, avoiding use ofmachinery and electricity as much as possible, was highly
appreciated, winning the Hyogo Governor Prize in thetownscape architecture category of the Human-oriented
Town-building Awards by Hyogo Prefecture in 2011.

<Kansai area>• Amanohashidate, Kyoto Prefecture (conducted in2011 and since 2018)• Ryozanji, temple No. 1 of the Shikoku 88 Temples(conducted in 2019)• World Heritage Koyasan pilgrimage route improvement(conducted since 2014)■ “Kobe Mt. Rokko Two-day Walk” green walking<Kyushu area>• Minamiaso Railway, Kumamoto Prefecture (conductedsince 2017)

The Kobe Mt. Rokko Two-day Walk Committee, composed ofHanshin Electric Railway, Hankyu Corporation, Kobe Shimbun,
Mt. Rokko Cable Car & Tourism , and the Rokko Maya Tourism
Promotion Council, hosts “green walking” on Saturdays andSundays in May every year, in which participants enjoy walking
in the rich nature of Mt. Rokko while picking up garbage along
the way. In 2019, the event was held only one day due to heavy
fog. A total of 979 people participated and collected burnable
trash, waste cans, bottles and plastic bottles. A part of theentry fees was donated to a fund for mountaintop greening.

■ Installation of bio-toilets to protect world heritage sites
Hankyu Travel International has donated environment-friendly
toilets, which decompose excrement using microorganisms insawdust, to six sights* (including those co-donated) as part ofits initiative to protect the World Natural and Cultural Heritages
and other similar tourist sights in Japan.
*Yakushima(December 2007),
Kumano Kodo (June2009), Shiretoko
Peninsula (July 2010),
Rebun Island (June2011), Ogasawara
Islands (March 2013),
Kushiro Marsh(December 2019)

Priority Issue 3 | 35

Priority Issue 3 / Life Designs for Tomorrow● Planning new tours for diversifying travel styles

Project theme (2)Propose products/services that lead torevitalization and promotion of local
communities and cultures■ Planning regional promotion tours in collaboration

with local governments
Hankyu Travel International has proactively established ties
with municipalities to jointly discover and commercialize hidden
tourism materials and utilize them for the revitalization of local
areas and improvement of tourist sights.

● Agreements with municipal governments• On October 28, 2016, concluded an agreement oncollaboration concerning tourism promotion with
Nagashima Town, Kagoshima Prefecture.
• On January 29, 2018, concluded an agreement with
the Hokkaido Nemuro Promotion Bureau and otherlocal governments of neighboring areas on partnershipand cooperation in attracting educational travels using
local airports.
• On July 25, 2019, concluded an agreement with
Tsuruoka City, Yamagata Prefecture, on
agriculture-tourism collaboration.

The company launched a
10-day tour of Kushiro insummer in 2013 as the first
tour of the “long-stay trip inJapan” series. With thesupport of local governments
and tourist associations, thetour series allows participants
to enjoy unusual experiencesin comfortable weather while
also feeling like living a usual
life. So far, over 10 series
have been sold, becoming
increasingly popular as a new
travel style.

■ Hosting infrastructure tours and cultural education

seminars● Urban infrastructure tour program
Hankyu Travel International organizes tours of urban
infrastructure as a new tourism material in collaboration with
the Osaka Convention & Tourism Bureau and Osaka Prefecture
Urban Development Department. This tour program, which
contributes to better understanding of government initiatives, ishighly appreciated by boththe participants and thegovernment.

● Establishment of an organization for regional futureplanning
With a view to supporting regional promotion and revitalizationin the future, Hankyu Travel International established “Chiiki
Mirai Kikaku,” an organization for regional future planning, on
August 3, 2020 to support business activities in the local area.
In response to diversifying values associated with the “newnormal” lifestyle, this organization proposes new partnerships
with regional governments and visions for regional promotion
while conducting businesses related to regional revitalization,such as businesses for promoting tourism and selling local
specialties, thereby providing support for a broad range ofregional promotion.

● Industry-government-academia collaboration
On November 18 and 19, 2019, as a industrygovernment-academia collaboration program with Kibichuo
Town, Okayama Prefecture, and Kyoto Koka Women’s
University Junior College, the company hosted fieldwork torevitalize Kibichuo Town with
tourism as a course of the Life
Design Department of the
University.
14
students
participated in the program,working to discover new
tourism materials through theexperience in the town.

Tour of northern underground river of
Neyagawa● Hankyu Tabi-Koto Workshop
The Hankyu Tabi-KotoWorkshop, aimed atoffering experiences andlearning
opportunities
related to travel, is held at
Hankyu Travel storesaround Japan. On-site
workshops are also held
as requested in areas
along the Hankyu andHanshin lines and atuniversities.

Priority Issue 3 | 36

Priority Issue 3 / Life Designs for Tomorrow■ Hankyu Line Sightseeing Walk to rediscover● Child Chemo House support plancharms of local area
The Hankyu Line Sightseeing Walk is a walking event held by
Hankyu Corporation in cooperation with local municipalities
and organizations and local volunteer guides, offering
opportunities to rediscover charms of the local areas along theHankyu Lines.
Having started in 2010 as the Hankyu Takarazuka Line
Sightseeing Walk, the event was held along three lines (Kobe,
Takarazuka and Kyoto) from 2012 until 2019. In April 2020, thewalking app “aruku &” was introduced and the event was
renewed as the Hankyu Line Sightseeing Walk. Participants
can enjoy the walk in either of the two styles below according
to their needs:

For each customer using this plan, Hankyu Hanshin Hotels
donate 1,000 yen (500 yen from the hotel fee and 500 yen
added by the Hankyu Hanshin Dreams and Communities of
the Future Project, the Hankyu Hanshin Holdings Group’ssocial contribution initiative) to the Child Chemo Support
Foundation. The Child Chemo Support Foundation is anorganization that financially supports the Child Chemo House,a facility to allow childhood cancer patients to receive
treatment in an environment similar to their home. In 2019
(January to December), this plan was sold at the Group’s 11
directly operated hotels* and used for a total of 902 rooms.
*Hotel Hankyu International/ Hotel New Hankyu
Osaka / Hotel New
Hankyu Annex / Umeda
OS Hotel / Hotel Hankyu
Respire Osaka / Hotel
Hanshin Osaka / Hotel
Hanshin Annex Osaka /Senri Hankyu Hotel / Hotel
Hankyu Expo Park (closed
February 29, 2020) /Takarazuka Hotel / Hotel
New Hankyu Kyoto(1) Make a reservation for a guide tour and walk around thetown with a local expert volunteer guide.
(2) Try 16 unique sightseeing walking courses offered on thewalking app “aruku &” and apply for local prizes.

● Japan Cliniclowns Association■ Cooperation in support of tourism indisaster-stricken area by the national government

For each customer using this plan, Hankyu Hanshin Hotels
donate 1,000 yen (500 yen from the hotel fee and 500 yen
added by the Hankyu Hanshin Dreams and Communities of
the Future Project, the Hankyu Hanshin Holdings Group’ssocial contribution initiative) to Japan Cliniclowns Association.
Japan Cliniclowns Association dispatches cliniclowns topediatric wards of hospitals to support hospitalized children. In
2019 (January to December), this plan was sold at the Group’s
11 directly operated hotels* and used for a total of 507 rooms.
*Dai-ichi Hotel Tokyo /Dai-ichi Hotel Annex /Dai-ichi Hotel Tokyo
Seafort / Kichijoji Dai-ichi
Hotel / remm plus Ginza /remm Tokyo Kyobashi /remm Hibiya / remm
Akihabara / remm
Roppongi / remm
Shin-Osaka / remm
Kagoshima

When a large-scale disaster occurs in Japan, the national
government issues coupons called “Fukkowari” to support the
tourism industry. Hankyu Travel International takes part in thisinitiative to help raise demand for travel to areas seriously
damaged by a disaster, thereby somehow contributing to earlyrecovery of the local economy.

● Heartful Stay Plan

Project theme (3)Propose products/services that respond todiverse values and create comfort andexcitement■ “Stay-and-donate” accommodation plans
Hankyu Hanshin Hotels sell “Stay-and-donate” accommodationplans. By staying at a hotel using this plan, customers can
support children in difficult circumstances.

For each customer using this plan, Hankyu Hanshin Hotels
donate 10% of the hotel fee (5% from the hotel fee and an
equal amount added by the Hankyu Hanshin Dreams andCommunities of the Future Project, the Hankyu Hanshin
Holdings Group’s social contribution initiative) to the Osaka
Community Chest as a fund for next-generation development.
In fiscal 2019 (November 2018 to October 2019), this plan was
sold at two hotels* and used for a total of 454 rooms.
*Hotel Hanshin Osaka / Hotel Hanshin Annex Osaka

Priority Issue 3 | 37

Priority Issue 3 / Life Designs for Tomorrow● Christmas Charity
Part of the amount paid by customers who made a reservation
for specific courses at hotel restaurants during the specified
period in December and customers staying at the hotel on
December 24 is donated to Save the Children Japan, a private
NGO for children, and a Christmas charity pin badge is given to
customers who participated in this campaign. This badge isalso sold during the campaign period, and a part of the sales
amount is also donated to theNGO. In fiscal 2020, thiscampaign was held at two
hotels*, and a total of 2,247 pinbadges were handed out or soldto users.
* Dai-ichi Hotel Tokyo /Dai-ichi Hotel Annex

Project theme (5)Create and disseminate cultures throughsports and entertainments■ Baseball and dance schools of Tigers Academy
The Hanshin Tigers opened Tigers Academy in April 2018,
aimed at promoting baseball. It operates a Baseball School
and Dance School for preschool and elementary school
children.
The Baseball School is coached by former Hanshin Tigers
players, teaching basic baseball techniques while also helping
improve basic physical strength and develop athletic ability.
The Dance School is coached by current and former
Tigers Girls, the Hanshin Tigers’ official fan service members,
teaching comprehensive dance skills from the basics. The
School has a Youth Course and Advanced Course for children
who want to continue the lessons after graduating fromelementary school, thereby supporting girls wishing to be
Tigers Girls in the future.

Project theme (4)Propose products/services for young people
who will lead the next generation■ Teaching robot programming to children to develop

the ability to realize their dreams
In the Information and communication technology business,
we operate ProgLab robot-programming classes for children
to help develop their ability to realize their dreams. ProgLab isheld in classrooms located around the country to teach robot
programming using an original curriculum.
Programming lessons are also held at schools, providing
children with opportunities to experience programming, which
has been a compulsory subject in elementary school since
fiscal 2021, in an early stage and broaden their choices for the
future. Programming lessons have been held at 80 schools in
total mainly in the Kansai and Tokyo areas (as of March 2020).

■ Supporting theater culture through Takarazuka

Revue
The Takarazuka Revue, having a history of over 100 years since
the first performance in 1914, has given not only regularperformances at the Takarazuka Grand Theater and Tokyo
Takarazuka Theater but also national tour performances in about
20 cities each year nationwide, as well as live viewing at movie
theaters around Japan. It has also given performances overseas
27 times in 18 countries and regions as of March 2020.
Moreover, through chartered performances and events ataround 150 schools and for young people, approximately
30,000 young people see the performances each year. By
helping to popularize the Takarazuka Revue performances, weoffer opportunities tobecome familiar withperformance arts forpeople from a wide
range of countries andregions and of various© Takarazuka Revue
ages.

Priority Issue 3 | 38

Priority Issue 3 / Life Designs for Tomorrow

Project theme (6)Other customer feedback

Improve existing services and create new
businesses by utilizing ICT innovation■ Hankyu Corporation ranked first for 11 consecutive

years (suburban railway category), Takarazuka
Revue Company ranked second (overall corporate
and brand category), and Hankyu Travel ranked
second (travel category) in the largest-scalecustomer satisfaction survey in Japan■ Hankyu Hanshin’s child monitor service“Mimamorume”“Mimamorume,” a service developed in our information andcommunication technology business segment, reports thestatus of children going to and from school to their parents’mobile phones using a sensor installed at the school gateconnected with IC tags. It does not require charging andspecial operation. Children can use it for six years by justkeeping it in their school bags. Because of these advantages,
approximately 1,300 schools and kindergartens haveintroduced it (as of March 2020).

■ Examination toward practical use of MaaSIn the FY2019 customer satisfaction survey by Japan
Productivity Center, or Japanese Customer Satisfaction Index(JCSI), Hankyu Corporation was ranked first in the suburban
railway category for the 11th consecutive year since the survey
began. Moreover, Takarazuka Revue Company was ranked
second in the overall corporate and brand category andHankyu Travel International was ranked second in the travel
category, demonstrating high customer satisfaction with
Hankyu Hanshin Group businesses.
JCSI is the largest-scale customer satisfaction survey inJapan, conducted by Service Productivity & Innovation for
Growth (SPRING) under the Japan Productivity Center toevaluate companies and brands using statistical techniques
based on responses from over 130,000 users. In fiscal 2019,458 companies/brands in 38 industries were surveyed andevaluated in the six categories of customer expectation,
perceived quality, perceived value, customer satisfaction,
intention of recommending, and loyalty.

Hankyu Corporation and Hanshin Electric Railway formed theKansai MaaS Examination Council jointly with five railway
companies that have their major lines in Kansai (Osaka Metro,
Kintetsu Railway, Keihan Holdings, Nankai Electric Railway,
West Japan Railway) and agreed to examine the introduction of
MaaS (Mobility as a Service).
With a view to putting into practice MaaS to provide
seamless means of transportation, from departure todestination, in the Kansai area toward the Osaka Kansai Exposcheduled for 2025, the Council will jointly examine, by the endof fiscal 2021, (1) the ideal vision for MaaS in Kansai regionsand (2) establishment of MaaS systems based on collaboration
among Kansai railway business operators and transmit
information as necessary.

■ Development of on-board security camera systems
ITEC Hankyu Hanshin has developed an on-board security
camera system for railways, which has been increasingly
adopted in express train cars of railway companies. In
response to the growing social demand for safety and security
in trains, the system employs high-resolution digital cameras,
which has enabled the observation of details in movements ofpassengers, which was conventionally difficult. Another systemusing smaller but ultra-wide-angle cameras suitable for use incommuting trains, has also been introduced in a growing
number of trains. ITEC Hankyu Hanshin will make continuous
efforts to develop railway on-board security camera systems
that will contribute to ensuring safety and security in trains as aleading company in this field.

Priority Issue 3 | 39

Priority Issue 4

Empowering Individuals

PolicyProvide an inclusive workplace that values diversity and taps into individual talent.
Cultivate tomorrow’s leaders for society.

Significance
Employees are the starting point for the sustainable growth of the Group, which operates many labor-intensive businesses. To
provide better quality services to our customers, it is important to improve employee satisfaction and working conditions andcreate an environment where diverse human resources can demonstrate their individuality and abilities and play an active role.
Through these efforts, we will build an activated organization where various values interact with each other. We will also work
to foster a new generation of leaders for society by making full use of various kinds of business know-how and personnel inorder to contribute to the realization of a society in which each individual can play an active role.

Non-financial KPIs
Indicator

Range

FY2020 Results

FY2021 Targets

Employee satisfaction

Hankyu Hanshin Holdings Inc., Hankyu Corporation,
Hanshin Electric Railway Co., Ltd.,
Hankyu Hanshin Properties Corp.

3.72(5-point scale)

Always better thanin the previous survey*1

Women inmanagement positions

Hankyu Hanshin Holdings Inc. and 6 core companies*2

4.5%
*3

Around 10% in FY2031

Women among new hires Hankyu Hanshin Holdings Inc. and 6 core companies*2

47.8%
*4

Always more than 30%*1 Conducted every two years*2 Hankyu Corporation, Hanshin Electric Railway Co., Ltd., Hankyu Hanshin Properties Corp., Hankyu Travel International Co., Ltd., Hankyu Hanshin Express Co.,
Ltd, and Hankyu Hanshin Hotels Co., Ltd.
*3 As of March 31, 2020 *4 New graduate recruits and mid-career recruits joining the company in fiscal 2020

● Example: Utilization of employee satisfaction survey

Project theme (1)at Hankyu Corporation

Improve employee satisfaction andcreate a more positive workplace■ Employee satisfaction survey
The Company and Group companies regularly conduct anemployee satisfaction survey (ES survey). This survey isconducted to seek employees’ frank opinions about how they
perceive the current situation of their work, workplace,superior, and company and what they place importance on.
The survey results are used to examine measures for improving
the workplace environment and creating a more comfortableworkplace.
In the Hankyu Hanshin Holdings Group Sustainability
Declaration formulated in May this year, the indicators for theemployee satisfaction survey of core companies, including theCompany, were set as described above. We will continue towork to improve employee satisfaction.

Hankyu Corporation started an employee satisfaction survey in2007 and has used the survey results to examine measures for
improving the workplace environment and to verify theoperation of the personnel system.
After the survey, a leaflet containing the survey results andthe message of the head of eachbusiness unit is distributed to all
employees by unit. In addition,
the Personnel Department holdsadebriefing
sessionformanagement
personnelbybusiness unit. Thus, it is working
to enhance employee satisfactionbyimprovingorganizational
management.

Priority Issue 4 | 40

Priority Issue 4 / Empowering Individuals■ Improving Working Conditions and the work

■ Human resource development system

environment through collective bargaining
Hankyu Corporation and Hanshin Electric Railway, which areresponsibleforintercitytransportationinthe
Kyoto-Osaka-Kobe area, have the Hankyu Corporation Labor
Union and the Hanshin Electric Railway Labor Union,
respectively, which are voluntarily formed by employees at
each company. A collective agreement has been signed
between the companies and their labor unions to set working
conditions and other treatment standards for employees.
Every year, they conduct negotiations on the revision ofwages in spring and negotiations on the revision of otherworking conditions in autumn. After sincere discussions
between labor and management, working conditions, including
wage levels, are decided. Through the accumulation of these
efforts, they are working to improve working conditions and thework environment, as well as to enhance the job satisfaction of
employees.

To foster human resources who will lead the Group in the newera, the Company has formulated a human resource
development plan with the basic policy of promoting thecreation of new value from a long-term perspective throughsupport for the independent career development and capacity
building of employees and training in the workplace.
Specifically, we implement measures to develop humanresources throughout the year based on the three foundationsof “training in the workplace,” “stratified / objective-based
training,” and “self-development support,” as shown in thetable below, working on systematic human resource
development.

■ FY2021 Human resource development plan [System diagram]New
employees■ Group joint training

Follow-up training for new employees
MentorsystemNew employee on-board training■ Group joint training for new employees

Selective-type training

Priority Issue 4 | 41

Qualification acquisition congratulatory system

How to think and communicate
to get others’ consent

Labor law basic course

Promotion training

Finance practicebasic course

Leadership / Management strategy training

Correspondence education support system

Evaluator training
Promotion training

Learning support system

Follow-up [President meeting]

New value creation seminar

Change leadership program training

SDGs Seminar

Night talkManager promotion training

Goal-setting interview (as-needed interview)Non-managerial
employees

From
2nd year Unit chief class

Subsection
chief class■ New manager training[Kobe University / Kwansei Gakuin University]
Dispatch to MBA graduate school

Objective-based training

External dispatch training

Stratified training■ Training for the Group’s
new directors and auditors

Managerial staff(3)
Self-development
support(2) Training [stratified / objective-based](1) Training
in the workplacePriority Issue 4 / Empowering Individuals● Group joint training● Example: “Ladder Project” to improve the workplace

The Group conducts group joint training for its new employees,
new managers, and new directors and auditors in order tofoster awareness as a member of the Group and enhance thesense of unity.

A lecture delivered by the president at the FY2020
group joint training for new employees, in which 721
employees participatedenvironment with employees serving as central players(Hankyu Hanshin Properties Corp.)
Hankyu Hanshin Properties launched the Ladder Project as across-company project in 2019. In this project, young
members selected from various departments within thecompany have a head-on discussion about what should bedone to make the company better and take action as central
players. In 2019, under the theme of “activating internal
communication,” an in-house exchange barbecue party and a“ladder” seminar (business introduction seminar) were held,
and a “ladder” base (refreshing space) was set up. In addition,
various measures were implemented, including the
introduction of a circle support system and a cloud-based
human resource management system that can promoteinteraction between employees. A total of 21 members are
considering new measures for fiscal 2021 under the theme of“creating a corporate culture that creates innovation.”● Characteristic human resource development measuresand systems● Example: Supporting life plans after retirement(Hankyu Corporation)

Goal-setting interview (as-needed interview)All employees below the position of manager have an interview
with their direct superior once a month. Through close
communication between superiors and subordinates, we help
each employee to set and achieve challenging goals for therealization of a long-term vision and support each employee’s
career development and capacity building.

Night talkWe provide employees in managerial positions with anopportunity for small-group dialogue with directors in eachdepartment. We help them to acquire the optimal perspective
for the entire Group by discussing and exchanging views on
cross-business topics, and we promote personnel exchanges
beyond business and company borders.

Dispatch to MBA graduate school

Hankyu Corporation holds life plan seminars for the purpose of
improving employees’ understanding of retirement benefits
and pensions and a senior partner system (reemployment
system after retirement) to help them think about working
styles and life plans after retirement. For employees who haveto choose a work style after retirement and are about to reachretirement age, seminars are held to provide aneasy-to-understand explanation on how to receive retirement
benefits and pensions, taxes on them, requirements andapplications for welfare pensions, and how to work under thesenior partner system.

■ FY2020 Results Data

We dispatch employees selected from the applicants to a
graduate school to undergo an adult MBA program. By
addressing research topics that they have set themselves, they
develop a network of external contacts and acquire advanced
and specialized knowledge and skills in all fields related to
management.

Number of participants in training (total)*1

1,299 people

Education time per employee*

16.1 hours

Annual leave acquisition rate

58.1%

Hours in excess ofstatutory working hours per month

19.7 hours(excluding holidays)

Learning support system

Turnover rate within 3 years of employment

6.0%

A system that supports employees’ independent learning sothat they will interact with others in a sincere and humble
manner and continue to learn. We pay up to 220,000 yen perperson per year as fees for attendance at capacity building
programs provided outside the company.

1*1: Including Group company employees for some training programs

Priority Issue 4 | 42

Priority Issue 4 / Empowering Individuals■ Health management promotion system

Project theme (2)[Hankyu Corporation]

Promote health and productivity management

Officer in Charge of Health Management(President and Representative Director)

Planning, Implementation, and Verification (PDCA) of
Health Management Policies■ Establishment of the Declaration on Employee

Health Management and Its promotion system

Health Management Promotion Committee• Chairperson: Director with a special title in charge of personnel affairs• Vice Chairperson: Manager of the Personnel Department (safety and health)• Members: Manager in charge of general affairs in each division and the staff
department, Chairperson of the Health Insurance Society, and industrial physicians

We have established the Declaration on Employee HealthManagement to promote the improvement of healthawareness in each employee and the realization of acomfortable work environment.

Health Management Promotion Subcommittee• Chairperson: Manager of the Personnel Department (safety and health)• Vice Chairperson: Section chief of the Personnel Department (safety and health)• Members: Section chief in charge of general affairs in each division and the staff
department, Managing director of the Health Insurance Society, and industrial physicians

The Hankyu Hanshin Holdings Group’s Declaration
on Employee Health Management

The Hankyu Hanshin Holdings Group believes thatthe mental and physical well-being of employees andtheir families remains the source of happiness andthe cornerstone of the Group’s prosperous future. In
addition, in order to provide our customers withsafety and comfort as well as dreams andexcitement, it is paramount that we enable everyone
to fully demonstrate their diverse personalities andabilities in good health. To achieve this goal, we will
maintain high awareness of our own well-being andwork with our colleagues in the workplace and theirfamilies to promote good health.
The Hankyu Hanshin Holdings Group declares that it
will actively support the well-being of each individual
and strive to create a workplace environment inwhich all can live and work in good health and withmotivation. The Group will pursue these initiatives
under the slogan “Hankyu Hanshin Wellness
Challenge.”

Health Management Promotion Members
Safety and health staff of the Personnel Department

Industrial physicians / Public health nurses

Health Insurance Society

Labor Union

Hankyu Hanshin Holdings

Health supervisor / Site manager

Employees / Families■ “Hankyu Hanshin Wellness Challenge” initiative

Takehiro Sugiyama
President and Representative Director
Officer in Charge of Health Management
Hankyu Hanshin Holdings, Inc.
April 2018
Hankyu Corporation and other core companies promotehealth management by establishing a promotion organization
based on this declaration.

To promote the health of each individual, the Group
recommends participation in the walking event “Minnade
Arukatsu,” hosted by the Hankyu Hanshin Health InsuranceSociety, and disseminates health information through theGroup’s PR magazines and the Health Insurance Society. In
addition, we are working on the establishment of counselingrooms and massage rooms at Hankyu Corporation and Hanshin
Electric Railway, the holding of smoking cessation seminars, theprovision of free services of an online non-smoking outpatient,and the promotion of cancer screening. Currently, as measures
to prevent the infection of COVID-19, we ask employees to avoid
the three Cs (closed spaces, crowded places and close-contact
settings) and to thoroughly implement basic infection prevention
measures, such as hand washing, disinfection, and wearing
masks, so that business continuity will not be interrupted.

■ Certification as a Health and Productivity

Management Organization
In March 2020, the following 11 Group companies werecertified as 2020 Certified Health and Productivity
Management Organizations*.

● Example: Health management promotion system

at Hankyu Corporation
Based on the Group’s Declaration on Employee HealthManagement, Hankyu Corporation has established theHankyu Corporation Health Declaration. It has also set up the
Health Management Promotion Committee, consisting of the
manager in the control department and the staff department ofeach division, industrial physicians, and the Hankyu Hanshin
Health Insurance Society, with the president and representative
director serving as the officer in charge of health management
and the director with a special title in charge of personnel
affairs as the chairperson, to make decisions for examining andimplementing measures. In the committee, promoting
members, composed mainly of the safety and health staff at
the Personnel Department, are involved in analyzing the healthissues of employees and their families and formulating andverifying specific measures as actual working members of thecommittee, striving for continuous improvement.

Large enterprise category (White 500): Hanshin Electric
Railway Co., Ltd.
Large enterprise category: Hankyu Corporation, Hankyu
Hanshin Properties Corp., Hankyu
Travel International Co., Ltd., Itec
Hankyu Hanshin Co., Ltd.
SME category: Chuo Densetsu Co., Ltd., Hankyu
Construction Management, Inc., Hankyu
Hanshin Real Estate Investment Advisors, Inc.,
Hankyu Hanshin Insurance Services Co., Ltd.,
Hankyu Hanshin REIT Asset Management,
Inc., Hankyu Mediax Co., Ltd.

*A corporation that practices good health management is selected by the
Ministry of Economy, Trade and Industry and the Nippon Kenko Kaigi.

Priority Issue 4 | 43

Priority Issue 4 / Empowering Individuals● Example: Reduction of the total working hours and■ Prevention of occupational accidents
To protect the safety of all people involved in the businessactivities of the Group, the Company and Group companies
comply with the Industrial Safety and Health Act and otherrelevant laws and regulations. Each company has alsoestablished its Occupational Safety and Health Management
Rules to ensure safety management, prevent occupational
accidents, and promote employee health.

● Management system (Hankyu Hanshin Holdings /Hankyu Corporation / Hanshin Electric Railway)<Hankyu Hanshin Holdings>
Director in charge: Director in charge in the Personnel andGeneral Affairs Division
Organization: Occupational Safety and Health Committee
Secretariat: Personnel Department, Personnel and General
Affairs Division
Applicable provision: Article 6 of the Occupational Safety and
Health Management Rules<Hankyu Corporation>
Director in charge: Head of Urban Transportation Business,
Head of Amusement Business, Director in
charge of personnel affairs
Organization: Occupational Safety and Health Committee(Urban Transportation Business / Amusement
Business / Head Office staff)
Secretariat: Urban Transportation Planning Department /Amusement Business Department / Personnel
Department
Applicable provision: Chapter 2 of the Occupational Safety
and Health Management Rules<Hanshin Electric Railway>
Director in charge : Full-time director commissioned by thepresident
Organization: Occupational Safety and Health Management
Committee
Secretariat: Personnel Department
Applicable provision: Article 5, paragraph (1) and Article 15 (1)of the Occupational Safety and HealthOrganization Rules● Example: Safety and health promotion system

at Hankyu Corporation
Hankyu Corporation has set up an Occupational Safety and
Health Committee in each organization (Urban Transportation
Business / Amusement Business / Head Office staff) and holds
monthly committee meetings to share occupational accident
cases and sick leave status. It also implements measures topromote safety education and raise the safety awareness levelof employees. During Safety Week, it not only posts posters
but also collects Safety Week quizzes and holds a safety
campaign award ceremony in order to promote a safety
campaign.

response to overwork at Hankyu Corporation
Hankyu Corporation complies with the Labor Standards Act
and other labor-related laws and regulations and strives toreduce the total working hours of employees. After grasping
the working hours of individual employees based on
personal computer logs and other records, it arranges aninterview between an industrial physician and a long-timeworker who works overtime and on holidays for more than
80 hours a month. In addition, at manager meetings
attended by full-time directors, standing auditors, anddivision and department managers, we report the status ofcompliance with the 36 Agreement every time and work toprevent the overwork of employees.

■ FY2020 Results Data
Lost-time accident rate*1

0.09

Specific health guidance rate*1

33.1％

Smoking rate*1

23.7％*1: The survey target is Hankyu Hanshin Holdings, Hankyu Corporation,and Hanshin Electric Railway.

Project theme (3)Promote diversity■ Career opportunities for female employees
The Company and six core companies*1 have formulated an
action plan based on the Act on Promotion of Women’sParticipation and Advancement in the Workplace. We not only
have continued to actively hire women but also have provided
opportunities for them to have diverse career experiences. By
improving measures to support employees’ work-life balance,
we are striving to create an environment where employees canplay an active role regardless of gender. In recognition of these
efforts, the Company was selected for the first time as aconstituent of the MSCI Japan Empowering Women Index(WIN)*2 in July this year. This index selects Japanesecompanies that are leading the industry in terms of gender
diversity based on data on the employment and promotion of
women in companies and on disclosed information on diversity
initiatives.

2020 CONSTITUENT of the MSCI Japan
Empowering Women Index (WIN)*1 Hankyu Corporation, Hanshin Electric Railway Co., Ltd., Hankyu
Hanshin Properties Corp., Hankyu Travel International Co., Ltd., Hankyu
Hanshin Express Co., Ltd., and Hankyu Hanshin Hotels Co., Ltd.
*2 THE INCLUSION OF Hankyu Hanshin Holdings, Inc. IN ANY MSCIINDEX, AND THE USE OF MSCI LOGOS, TRADEMARKS, SERVICEMARKS OR INDEX NAMES HEREIN, DO NOT CONSTITUTE ASPONSORSHIP, ENDORSEMENT OR PROMOTION OF Hankyu Hanshin
Holdings, Inc. BY MSCI OR ANY OF ITS AFFILIATES. THE MSCIINDEXES ARE THE EXCLUSIVE PROPERTY OF MSCI. MSCI AND THE
MSCI INDEX NAMES AND LOGOS ARE TRADEMARKS OR SERVICEMARKS OF MSCI OR ITS AFFILIATES.

Priority Issue 4 | 44

Priority Issue 4 / Empowering Individuals■ Childcare and nursing care support

subsidiaries and 134 overseas
bases (as of September 2020).
We aim to create a corporate
culture in which diverse humanresources can play an activerole regardless of nationality,
gender, age, and other factors.

The Company* has the following systems in place so that each
employee can balance work with childcare/nursing care while
facing their careers and life events.
・ Expansion of work-life balance support measures(work-at-home system / optional leave system [use of
expired annual paid leave] / babysitter usage
assistance system, etc.)
・Expansion of support measures for those who take childcare
leave (Implementation of a child-rearing support email
service, reinstatement support seminar, etc.)
・ Distribution of handbooks for the relevant employees andtheir superiors■ Creation of employment opportunities for people

with disabilities
In 2005, the Group established Assist Hankyu Hanshin, a
special subsidiary company, with the aim of creating
employment opportunities for people with disabilities in theoperations with which the company is entrusted within theGroup (cleaning, office massage services, delivery within theGroup, etc.). In recognition of the efforts so far, the company
received the Heartful Corporate Challenge Support Award from
Osaka Prefecture in September 2019.
In addition, as employment support for people withdisabilities who attend a supporting institution, we have set up
a space called “Fuwa Fuwa Room” at the Hankyu Corporation
Head Office. Through the space, we accepted work
experience of 63 people with disabilities from fiscal 2014 to
2020, 18 of whom are employed by our Group companies.

*The above are the systems andmeasures of Hankyu Hanshin
Holdings. We are working tosupport employees’ work-lifebalance by establishing rules
according to the businesscharacteristics of each Group
company.

● Example: Initiative aimed at creating a workplace

where diversity is respected and everyone canplay an active role (Hankyu Hanshin Express)
Positioning the promotion of diversity as an important humanresource management strategy, Hankyu Hanshin Express has
held the Diversity Forum since 2011 to recognize and resolve
issues regarding diverse work styles and career plans that are
not affected by life events.
In the international transportation core business, which isoperated globally, many local employees works at 29 overseas■ FY2020 results data
Employment rate of people with disabilities *1■ Workforce composition (as of March 31, 2020)

No. ofemployees*1

HankyuHanshinHoldings

HankyuCorporation

HanshinElectric
Railway

HankyuHanshin
Properties

HankyuTravelInternational

HankyuHanshin
Express

HankyuHanshinHotels

Total

Male

1,086

3,055

1,116

299

802

614

1,254

8,226

Female

167

308

98

100

463

251

817

2,204

13.3%

9.2%

8.1%

25.1%

36.6%

29.0%

39.4%

21.1%

Male

666

73

283

248

293

1,563

Female

30

4

12

6

21

73

4.3%

5.2%

4.1%

2.4%

6.7%

4.5%

Ratio of women
No. ofmanagement
employees*1, *2
No. ofnew recruits*3

Ratio of women
Male

30

89

31

32

37

12

114

345

Female

16

12

1

8

99

25

155

316

34.8%

11.9%

3.1%

20.0%

72.8%

67.6%

57.6%

47.8%

Male

20.3

22.5

21.5

13.4

19.6

21.0

16.2

20.4

Female

9.4

13.7

16.8

11.0

11.4

9.4

7.6

10.2

Gender difference

10.9

8.8

4.7

2.4

8.2

11.6

8.6

10.2

Ratio of women
Average yearsof service

2.76%*1: The survey target is Hankyu Hanshin Holdings and 19 companies
certified as special subsidiaries.

*1: Including those on secondment elsewhere; excluding those seconded to us *2: Since all management staff members at Hankyu Corporation and Hanshin
Electric Railway are seconded from the Company, the total number at the three companies is shown.
*3: New graduate recruits and mid-career recruits who joined the company in fiscal 2020

Priority Issue 4 | 45

Priority Issue 4 / Empowering Individuals■ Implementation of human rights training to

Project theme (4)prevent harassment

Respect human rights andprevent harassment■ Basic Philosophy and Policy on respectfor human rights
The Group places great importance on respect for humanrights. To have all employees properly understand our attitude
toward human rights, we have stipulated the Basic Philosophy
on Respect for Human Rights and the Basic Policy on Respectfor Human Rights.

Hankyu Hanshin Holdings Group
Basic Philosophy on Respect for Human Rights
We will contribute to the establishment of a fair andabundant society in which all people’s human rights arerespected and in which no person is discriminatedagainst because of their birth, nationality, beliefs, gender,
race, age, or disability.
Today, respecting the human rights of customers,
trading partners, shareholders, local communities,
employees, and all other people is a vital part of every
company's social responsibilities.
To that end, we are determined to develop a better
instinct for human rights by maintaining a deep
knowledge and understanding of human rights and thesurrounding issues.
We recognize that human rights are closely relevant to us
all, and endeavor to make sensitivity to human rights acore part of our thoughts and our actions.

We hold human rights training once a year for the top
management of each Group company and all employees inmanagerial positions at the Company. We also continuously
educate employees about respect for human rights andprevention of harassment by implementing human rights training
for promoted employees at each level, including new directors,
new managers, and new employees, of each Group company.

■ FY2020 results data
Attendance rate at human rights training
organized by the Company (by level)

99.8％

Project theme (5)Cultivate tomorrow’s leaders■ Hankyu Hanshin Dreams

and Communities Challenge Troop
We provide elementary school students with a variety of authentic
work experiences and learning opportunities during summer
vacation, using the Group’s businesses, facilities, and staff,
including railway sites, hotels, the Takarazuka Revue, and theHanshin Koshien Stadium. To
date, we have invited morethan 17,000 children to a totalof 389 programs.

Hotel pastry chef experience program

Hankyu Hanshin Holdings Group
Basic Policy on Respect for Human Rights
Recruitment
We make fair and equitable hiring decisions without
practicing any discrimination.
Human rights enlightenment
To eliminate all forms of discrimination, we enhance oursensitivity to human rights so that we can notice humanrights violations around us.
Workplace environment
We promote the creation of a workplace environment
where all employees recognize each other’s differences
and can demonstrate their abilities.
Coexistence with society
As a member of society, we conduct our businessactivities, keeping in mind that we live together with all
people.
Relationship with business partners
We require our business partners to respect humanrights, and we take a resolute attitude toward business
partners who participate in or promote human rights
violations.
Prevention
We always make Group-wide efforts to prevent humanrights violations, respecting human rights in our
relationships with all people, including our customers.

■ Hankyu Dreams and Communities Exciting Work

Program (Hankyu Corporation)
Managerial members from Hankyu Corporation visit
elementary schools and serve as instructors to introduce thecommunity-building initiatives of the corporation’s founder,
Ichizo Kobayashi, and various jobs that support communities.
The purpose is to foster students’ attachment to theircommunity and their dreams for the future by conveying thespirit of challenge of the founder and the history of community
development. To date, thestaff have visited a total of 197
schools
andprovidedapproximately 17,000 children
with the opportunity to think
about their future jobs.

In recognition of these two projects, we were awarded the
METI Minister’s Award (Grand Prix) in the 8th Career Education
Awards organized by the Ministry of Economy, Trade andIndustry in fiscal 2018.

Priority Issue 4 | 46

Priority Issue 5

Environmental Protection

PolicyContribute toward a low-carbon, circular economy

SignificanceIn Japan, public transportation, such as railway, accounts for a larger share in urban transportation than that in countries
overseas, which contributes to keeping the environmental impacts small. The Hankyu Hanshin Holdings Group has been
engaged in building communities centered around its railway business for over 100 years since its foundation. This businessmodel has played a leading role in the development of urban cities in Japan. We will continue to make efforts to further reduce
environmental impacts of our railway business, as well as other businesses, while working to develop attractive communities
and contributing to the establishment of a society capable of sustainably growing.

Non-financial KPIs
Indicator

Range

FY2020 Results

FY2031 Targets

Rate of CO2 emissions cuts

Hankyu Hanshin Holdings
and subsidiaries’ Japanese worksites

29.7%

26%*

Rail operations of Hankyu Corporationand Hanshin Electric Railway

35.5%

40%

(compared to FY2014)

Rate of CO2 emissions cuts relating
to energy consumption(compared to FY2014)*The same level as the target value set by the Japanese government as a national greenhouse gas reduction goal based on the Paris Agreement

CO2 emissions from the business sites of Hankyu Hanshin Holdings and its subsidiaries in Japan in fiscal 2020, calculated by multiplying
the reduction in energy consumption achieved in each business by the CO2 emission factor for electric power retailers, decreased by
29.7% from the fiscal 2014 level. Toward fiscal 2031, since the CO2 emission factor is expected to rise, we will be committed to further
reducing CO2 emissions by continuing to implement measures to reduce energy consumption, such as replacing trains withenergy-saving ones in the railway business and increasing environment-friendly buildings (green buildings) in the real estate business.

Environmental principle and promotion system■ Basic Environmental Principle■ Organization

With a recognition that the conservation of the global
environment is a key theme common to humankind, theHankyu Hanshin Holdings Group will promote environmentally
sustainable business activities and contribute to building asociety that can achieve sustainable development in order toensure that a greener global environment and better living
environments will be handed down to the next generation.

The Hankyu Hanshin Holdings Group has the Environment
Committee (Chair: president of Hankyu Hanshin Holdings) topromote environmental preservation initiatives throughout theGroup. The Environment Committee oversees theenvironmental preservation activities of each of the Group’s
core businesses. Under the Group’s common Basic
Environmental Philosophy and Basic Environmental Policies,
each Group company establishes its philosophy and policies
according to its business characteristics as necessary andimplements environmental preservation activities on a corebusiness basis.

■ Basic Environmental Policies
The Group implements and continuously enhances environmental
measures based on the following policies:
1. We will monitor the environmental impact of our businessactivities and take action to reduce it.
2. We will accurately understand environmental laws and regulations
and other social requirements and comply with them.
3. We will strive to raise employees’ awareness so that every
employee will be able to act in an environmentally sustainable
manner.

Priority Issue 5 | 47

Priority Issue 5 / Environmental Protection■ Organization

Project theme (2)Secretariat

Other businesses

Improve energy efficiency(Promote energy saving)
HotelsInternational Transportation

TravelInformation andCommunication Technology

Entertainment

Real Estate

Urban Transportation

Hankyu Hanshin Holdings Environment Committee■ Upgrading to energy-efficient rolling stock
In the railway business, we are gradually upgrading our rollingstock to energy-efficient models.

● Cars with regenerative braking
Regenerative braking systems use the resistance of braking
motion to drive a motor and generate electricity for use inpowering other trains.

Group companies

Project theme (1)Cut greenhouse gas (CO2) emissions■ Changes in CO2 emissions
We promote energy-efficiency initiatives throughout thegroup and endeavor to reduce CO2 emissions. In fiscal
2020, CO2 emissions were down 16% year on year, to434,292 t-CO2. Furthermore, energy consumption on acrude oil conversion basis decreased as a result of efforts by
the Group companies to reduce energy consumption. These
efforts include the introduction of LED lighting at railway
stations, commercial facilities, hotels and other facilities aswell as the introduction of an increased number of new
rolling stock with better energy efficiency.
The graph below shows a breakdown of CO2 emissions
across the whole group.

■ Fiscal 2020 group-wide segment-specific● Cars with energy-efficient exterior plates
Reducing the weight of the train body enables the operation of
the train with less electric power and less burden on brakes
when decelerating, contributing to improved energy efficiency.
Hankyu Corporation has been introducing aluminum railway
cars, which are approximately 10% lighter than conventional
steel models. Similarly, Hanshin Electric Railway is reducing its
environmental impact by using stainless steel structures anddoing away with external painting.

● Cars with LED lights

CO2 emissions

The introduction of LED lighting will improve energy efficiency
and extend the life of the lighting, resulting in the reduction ofwaste to be generated. We are advancing the replacement of
all our lighting equipment, including not only the lights inpassenger cabins but also the lights in the crew’s room,
lighting for instruments, front and rear lamps, and marker
lights, with LED lighting.

Entertainment 2.7%
Information and Communication Technology 0.4%
Travel 0.4%
International Transportation 0.5%
Others 1.0%

Hotels10.9%

Real Estate

18.8%

Urban Transportation

65.3%*Figures pertain to 78 Hankyu Hanshin Holdings subsidiaries in Japan;
some businesses, for which it is difficult to calculate energy consumption,
are excluded. Segments used herein are those in effect in fiscal 2020.

Priority Issue 5 | 48

Priority Issue 5 / Environmental Protection● Effects of the upgrading to energy-efficient rolling stock
Energy consumption in our railway business in fiscal 2020
decreased by 8.6% at Hankyu Corporation and by 7.6% at
Hanshin Electric Railway compared to fiscal 2014.

low-carbon effects of this project, we were awarded the FY2014
Kinki Transportation Bureau Director’s Award as an excellent
transportation-related business operator in conservation of theenvironment by the Kinki Transportation Bureau of the Ministryof Land, Infrastructure, Transport and Tourism.

● Upgrading to energy-efficient rolling stock(as of March 31, 2020)

Hankyu Corporation: Total rolling stock 1,299 cars

・Cars with regenerative braking: 885
・Aluminum body cars: 788
・Cars with LED lights: 620

Hanshin Electric Railway: Total rolling stock 366 cars

・Cars with regenerative braking: 326
・Stainless steel cars: 154
・Cars with LED lights: 212

LED lighting in Kyoto Line underground section

Kita-Osaka Kyuko Railway: Total rolling stock 70 cars

● Hanshin Electric Railway facilities with LED lighting

・Cars with regenerative braking: 70
・Stainless steel cars: 40, aluminum cars: 30, 70 in total
・Cars with LED lights: 70

Either platforms or concourse of the stations listed below are
fully lit with LED lights. In addition to the conventional control
using timetables, illuminance sensors and motion sensors,
lighting control using natural light or lighting adjustment
according to movement of people are employed to further
reduce energy consumption. Moreover, we are advancing the
introduction of LED lights for signals, alarms at grade crossingsand destination displays, as well as illuminated advertisements
and signboards.

Nose Electric Railway: Total rolling stock 60 cars

・Cars with regenerative braking: 4・Aluminum body cars: 4
・Cars with LED lights: 11■ Upgrading to LED lights
We are gradually upgrading the lighting at our groupcompanies’ facilities to LED lights, which are lesspower-consuming and have a longer life, contributing to waste
reduction.

● Hankyu Corporation facilities with LED lighting
Stations: Osaka-umeda, Juso, Kanzakigawa (platforms), Sonoda(concourse), Mikage, NIshinomiya-kitaguchi (platforms),
Koyoen, Sakasegawa, Takarazuka, Takarazuka-minamiguchi(concourse), Ikeda (concourse), Sone (concourse), Okamachi(concourse), Toyonaka (concourse), Kawanishi-noseguchi(concourse), Yamamoto, Mefu-jinja, Shojaku (concourse),
Settsu-shi, Minami-ibaraki, Kammaki, Nishiyama-tennozan,
Nagaoka-tenjin,
Higashi-muko,
Rakusaiguchi,
Saiin(concourse), Omiya, Karasuma, Kyoto-kawaramachi, Kita-senri,
Senriyama, Kandai-mae, Suita (33 stations of a total of 87
stations, as of March 2020)
Other facilities: Nishinomiya Marshaling Yard (a part), grade
crossings on the Kobe Line, Imazu Line, Koyo Line, Itami Line,
Takarazuka Line, Minoh Line and Kyoto Line, Kyoto Line
underground tunnels, and the distribution stores inside andoutside station buildings

Stations: Fukushima, Noda, Yodogawa, Himejima, Chibune,
Kuise, Deyashiki, Amagasaki-Centerpool-mae, Mukogawa,Naruo, Koshien, Kusugawa, NIshinomiya, Uchide, Ashiya,
Fukae, Ogi, Mikage, Ishiyagawa, Shinzaike, Oishi, Nishinada,
Kobe-sannomiya, Nishi-motomachi, Kosoku-kobe, Shinkaichi,
Daikai,
Kosoku-nagata,
Higashi-naruo,
Suzaki,
Mukogawadanchi-mae, Dekijima, Chidoribashi (33 stations ofa total of 49 stations, as of March 2020)
Other facilities: Amagasaki Marshaling Yard (a part), Ishiyagawa
Marshaling Yard (a part), grade crossings of Hanshin Main Lineand Mukogawa Line● Example: Large-scale renewal of Kobe-sannomiya Station
At Kobe-sannomiya Station, all the lights in the station building
were replaced with LED lights in the large-scale renewal projectin 2012, achieving over 40% reduction in CO2 emissions. Thisinitiative was selected as an excellent practice in the 4th
Energy-efficient Lighting Design Awards by the Ministry of theEnvironment in 2014.

● Example: Upgrading to LED lighting for Kyoto Line
underground section
For the approximately 3.7 km underground section of the
Hankyu Kyoto Line, commissioned by the Ministry of theEnvironment as an intensive model project for low carbon
community building, we upgraded the lights and illuminatedsignboards at 4,261 locations, except the areas of Saiin andOmiya Stations, to LED lighting.
As of the end of fiscal 2014 when the project ended,
power consumption had decreased by approximately 54%
compared to conventional lights. In recognition of the verified

Kobe-sannomiya Station, selected as an excellent practicein the 4th Energy-efficient Lighting Design Awards

Priority Issue 5 | 49

Priority Issue 5 / Environmental Protection● Other Group facilities with LED lights■ ISO 14001 certification acquired

At Takarazuka Grand Theater and Tokyo Takarazuka Theater, in
addition to the lighting in lobbies and foyers, lights for the grandstaircases and other stage equipment have also been gradually
upgraded to LED lights. LED lights can increasingly be found at
our commercial facilities, hotels and distribution hubs.

Since 2006, Hankyu Hanshin Express has had ISO 14001
certification, which certifies that a company maintains certain
criteria regarding environmental management practices. Two of
the company’s registered business sites, Hankyu Hanshin
Osaka Cargo Terminal and Narita Cargo Center, have anumber of initiatives in place to help reduce their environmental
impact, including regular lectures on environmental
conservation attended by all staff, automated real-timemonitoring of electricity consumption, and separation of paper
from other waste for recycling.

Project theme (3)Takarazuka Grand Theater

Umeda Sanbangai shopping arcade

Use more renewable energy (e.g. solar)■ Installing solar power generation facilities
As an initiative to utilize renewable energy and reduce CO2
emissions, we have been installing solar power generation
facilities on our group premises. Major premises with solar
power generation facilities installed are as follows.
COLOR FiELD● Urban Transportation

Hotel Hankyu RESPIRE Osaka■ Promoting eco-driving
We are promoting eco-driving through various initiatives at our
relevant Group companies, including Hankyu Bus, Hanshin
Bus, Osaka Airport Transport, Hankyu Kanko Bus, Tango
Kairiku Kotsu, Hankyu Taxi, Hanshin Taxi, Osaka Hanshin Taxi,
Hankyu Hanshin Express, and Hankyu Hanshin Logiparners.
The initiatives at these companies include providing eco-drive
training courses for employees, introducing vehicles with idlingstop devices, and holding an eco-driving contest.

· Oishi Station (Hanshin Electric Railway): 118.8 kw since 2014
Annual power generation 122,085 kWh (fiscal 2020 result)· Settsu-shi Station (Hankyu Corporation): 70 kw since 2010
Annual power generation 56,565 kWh (fiscal 2020 result)· Settsu-shi Station rental bicycle parking area (Hankyu
Corporation): 5 kw since 2010
· Toyonaka Office (Hankyu Bus): 3.3 kw since 2010

● Real Estate· HEP FIVE (Hankyu Hanshin Properties): 20 kw since 1998
· Hankyu Nishinomiya Gardens (Hankyu Corporation): 16.6 kw
since 2008

● Entertainment· Hanshin Koshien Stadium (Hanshin Electric Railway): 200 kw
since 2010

Hanshin Bus

Tango Kairiku Kotsu

Hanshin Oishi Station

Hankyu Taxi

Priority Issue 5 | 50

HEP FIVE

Priority Issue 5 / Environmental Protection● Example: Solar power generation at Hanshin Koshien
Stadium
Hanshin Koshien Stadium has a solar power generator on the“Ginsan” roof, which started operation in March 2010 with anannual power generation capacity of approximately 193,000
kWh. This equals the amount of electricity used for lighting ofnight games held at Hanshin Koshien Stadium for a year.
Various other environment-friendly measures are employed for
the Stadium, such as the use of well water and rainwater for
sprinkling the field and washing toilets and growing ivy forgreening the stadium walls.
Moreover, our joint initiative with Osaka Gas succeeded in
reducing CO2 emissions to net zero through carbon offsetting
for all the nine Hanshin Tigers’ games held at Hanshin Koshien
Stadium during the summer vacation season in fiscal 2014.
This initiative was awarded the Minister of Economy, Trade andIndustry Award in the 3rd Carbon Offset Grand Awards 2014.

Fiscal year

CO2 emissions cuts

Target performance

FY2015660 t-CO2

All performances ofthe Moon troupe(From Sep. 26 to Nov. 3)

FY2016785 t-CO2

All performances of
the Snow troupe(From Feb. 5 to Mar. 14)

FY2017543 t-CO2

All performances of
the Cosmos troupe(From Feb. 3 to Mar. 6)

FY2018568 t-CO2

All performances of
the Star troupe(From Sep. 29 to Nov. 6)

FY2019597 t-CO2

All performances of
the Snow troupe(From Nov. 9 to Dec. 14)

FY2020556 t-CO2

All performances of
the Cosmos troupe(From Nov. 15 to Dec. 15)

Project theme (4)Aim for more eco-friendly buildings(green buildings)■ Green energy and offset credits● Hankyu Hanshin Holdings General Meeting of
Shareholders
Since fiscal 2012, when we at Hankyu Hanshin Holdings hold
our General Meeting of Shareholders, the energy used at thevenue is offset under the Ministry of the Environment’s J-VER
scheme using offset credits generated by reforestation projects
in Hyogo Prefecture.

● Hankyu Settsu-shi Station
Since it opened Settsu-shi Station on March 14, 2010 as thefirst carbon neutral station in Japan, Hankyu Corporation has
offset the energy necessary for the operation of the station
under the Ministry of the Environment’s J-VER scheme using
offset credits generated by reforestation projects in Hyogo
Prefecture (since fiscal 2010).

To underpin our quest for more eco-friendly buildings, theHankyu Hanshin Holdings Group has been working to increase
its buildings certified under the Development Bank of Japan’s
DBJ Green Building certification*1 or the Osaka City’sComprehensive Assessment System for Built Environment
Efficiency (CASBEE Osaka)*2.
*1 DBJ Green Building certification: A certification system in which theDevelopment Bank of Japan (DBJ) rates buildings in five ranks based on
their consideration for the environment and society*2 Osaka City’s Comprehensive Assessment System for Built Environment
Efficiency (CASBEE Osaka): Under this system, buildings of a certain
scale or larger are evaluated based on the criteria regarding
consideration to the environment, and names of the highly evaluatedbuildings are disclosed to the public.

■ DBJ Green Building certification● Certified as 5-star DBJ Green Buildings that meet
Japan’s highest standards for environmental andsocial consideration● Takarazuka Revue

Umeda 1-1 Project (temporary project name)Hankyu Corporation has teamed up with Osaka Gas since
fiscal 2015 to hold special “carbon offset performances” of the
Takarazuka Revue. All CO2 emitted during the run is offset
under the government’s J-Credit scheme for offsetting
greenhouse gas emissions.

(Building name: Osaka Umeda Twin Towers South)
Award recipients: Hanshin Electric Railway, Hankyu Corporation
The Project is aimed at making the building eco-friendly byenergy saving or energy creation measures, such as installing
LED lights and solar power generation systems for the owners’
exclusive area of the building. Emergency power generators
available 72 hours, as well as gas cogeneration equipment anda structural health monitoring system, were also introduced toenhance disaster preparedness of the building and support
business continuity for tenants.
Moreover, the building is equipped with a large
conference zone (4,000 m2) available for multiple purposes,
which is, along with the rooftop plaza and pedestrian deck,planned to be used as a space for temporary evacuation or© Takarazuka Revue

Priority Issue 5 | 51

Priority Issue 5 / Environmental Protection

temporary stay for people unable to go home in the event of adisaster. Phase 1 of the project was completed in April 2018,
and full completion is scheduled in spring 2022.

■ CASBEE Osaka (Osaka’s Comprehensive Assessment
System for Built Environment Efficiency)● S rank (top in the ranking)Umeda Hankyu BuildingThis building is designed for energy
efficiency, with features such as
sensor-based lighting systems that
automatically adjust output andhigh-efficiency
air-conditioning
heat source devices, as well as
inverter-based control systems for
air conditioning, pumps, andelevators.

Hankyu Nishinomiya Gardens
Award recipient: Hankyu Corporation*
Hankyu Hanshin REIT, Inc.
This building has abundant rooftop greenery and green walls,
such as Sky Garden, to alleviate the heat island effect andutilizes natural energy with solar panels and a sprinkling systemusing rainwater. LED lighting and a design to take in muchnatural light are also employed to make the building
energy-efficient.

■ Other environment conscious buildings● NU chayamachi Plus
Walls above the main entrance of the commercial facility andthe terrace of the restaurants on the third floor have green
walls. The terrace has also rooftop greenery, creating a space
where visitors can enjoy the greenery while doing shopping or
dining. The transpiration effect of the greenery helps reduceheat inside the building, contributing to mitigating the heatisland effect. Moreover, LED lights are used for nearly all
lighting, including indirect lighting, of the common area of thebuilding to help cut CO2 emissions.

*For this property, Hankyu Corporation and Hankyu Hanshin REIT, Inc. holdquasi co-ownership of 72% and 28%, respectively, of trust beneficiaryinterests.

● Certified as 4-star DBJ Green Building with exceptionallyhigh environmental and social awareness
HEP FIVE● HERBIS OSAKA and HERBIS ENT

Award recipient: Hankyu Hanshin Properties Corp.*
Hankyu Hanshin REIT, Inc.
This building has a solar power generation system and uses
clean natural energy to illuminate its Ferris wheel. The main
entrance is equipped with dry mist spraying equipment to ease
the heat island effect in summer.

The air conditioning at the building complex of HERBIS OSAKA
and HERBIS ENT at Nishi-Umeda, Osaka, features one ofJapan’s largest (at the time of installation) single-building ice
thermal storage systems, which provides for efficientnight-time energy use.
The two buildings have other environment-friendly,
energy-efficient systems, including natural circulation-type air
conditioning, which requires no power to transfer refrigerant, awastewater reuse system that purifies kitchen wastewater fromrestaurants and uses it as washing water for toilets, and acogeneration system to make effective use of energy.

*For this property, Hankyu Hanshin Properties Corp. and Hankyu Hanshin
REIT, Inc. hold quasi co-ownership of 86% and 14%, respectively, of trust
beneficiary interests.

HERBIS OSAKA outside

Priority Issue 5 | 52

HERBIS ENT insidePriority Issue 5 / Environmental Protection■ Increasing IC card tickets to reduce use of paper

Project theme (5)Produce less waste and recycle more
■ Recycling Hanshin Koshien Stadium’s plastic drink
containers
We work with TEIJIN FRONTIER CO., LTD. to recycle theplastic drink containers used to serve beer at Hanshin Koshien
Stadium. Used cups collected in the beer cup recycling bins
placed in the stadium or by vendors are recycled into newpolyester fiber and made into plastic beer cup holders andother popular novelty items for customers. We collected 4.9
tons of used drink containers in fiscal 2020, which became
11,000 cup holders.

Urban transportation companies have been increasingly
introducing IC cards with the PiTaPa function, such as the
STACIA PiTaPa card, to reduce the use of conventional
commuter passes, prepaid cards and other paper tickets. On
the Hankyu Lines, around 70% of the annual total of
approximately 650 million customers use IC cards (FY2020
result). The used paper tickets collected at automatic ticket
gates are recycled into toilet paper. The recycled toilet paper isused for toilets of our stations. Hankyu Corporation collects
approximately 19,200 kg of discarded train tickets annually(FY2020), of which around 40%* are recycled.
*The recycling rate is the average value calculated based on the results of thecollection companies.

■ Use of recycled materials
Uniforms worn by staff at oururban transportation companies
are made from recycled material,
such as plastic bottles, andpassengers waiting for trains at our
stations can sit on environmentallyconsiderate “eco-benches” madeof recycled wood.

■ Reducing plastic bags at retail stores
At our cosmetics and miscellaneous goods shops “COLORFiELD” and “Cleduple,” the selected miscellaneous goods
shop “a.d.r.e.s,” and lifestyle shop
“DOUBLEDAY,” we put notices崟嵏崫崼嵛崘崸崫崘
calling for the use of “eco-bags”
થમ৲峘岴ੴ峳峅around the checkout counters. We
also began to charge customers
for plastic shopping bags in౛ฦresponse to the beginning of the৸崝崌崢 ٧ 10ٔઘrequirement for all retail shops inJapan to charge for plastic
嵆崌崸崫崘岾੅૞峕
shopping bags in July 2020.
岾ੈৡ岴ൢ岮峁峨峃崓 嵑 嵤 崽 崋 嵤 嵓 崱 峑 峙 岝଒ 峴 岬 峵 ৱ ౺ 峼 প જ 峕 峃 峵 ણ ৿ 峘 ঳ ୭ 峒 峁 峐    ফ  া  ঩‫ ق‬਷ ‫ك‬峲峴崟嵏崫崼嵛崘崸崫崘峘૮೥઀୹峼ીവ岮峉峁峨峁峉

Reuse■ No more plastic straws
From the end of 2019, Hankyu Hanshin Hotels has ceasedusing plastic straws in the restaurants and banquet halls of its
directly operated hotels and has replaced them with straws
made from a resin derived from corn and other plant matter.
Plant-based plastics, like paper, generate little energy uponincineration and emit no combustion gases containing
hazardous substances. Bendy straws are available for ease ofuse by small children andelderly people.

■ Umbrella sharing scheme
In February 2020, Hanshin Electric Railway inked anagreement on three-party collaboration regarding community
building using a sharing economy demonstration project with
Kobe City and Nature Innovation Group Co., Ltd. and has
introduced the umbrella sharing scheme “iKasa” at 49
locations at 39 Hanshin stations.
Under the iKasa scheme, customers can take anumbrella from any of the dedicated iKasa stands for just 70 yen
a day and return it to whichever iKasa stand is handy. Hanshin
was the first to introduce this scheme in Kansai. Not only is thissystem extremely convenient for customers, it also helps
reduce umbrella waste.

Priority Issue 5 | 53

Priority Issue 5 / Environmental Protection■ Reducing use of paper by digitizing import/export
documents
Taking part in the e-Freight* initiative promoted by theInternational Transport Association (IATA), Hankyu Hanshin
Express has digitized (made paperless) all shipping documents
for its consolidated air cargo from Japan to Hong Kong sinceApril 1, 2016.
Targeting Hong Kong, where 99.5% of the import air
cargo is electronically handled, we have established a scheme
through repeated verifications with airlines and local
subsidiaries and have achieved safer, more reliable, and fastertransportation, with a reduction in consumption of paper(equivalent to 500 A4-size sheets of paper per cargo). As of
March 31, 2020, this initiative has been expanded to 72
destinations in 22 countries and regions, with a reduction of 20
tons of paper use expected each month.
*An international transport industry-wide initiative involving carriers, freight
forwarders, ground handlers, shippers, customs brokers and customs
authorities, aimed at building paperless processes with collaboration
throughout the supply chain■ Recycling food waste

Donator hotels

Recipients

Hotel Hankyu International /Hotel New Hankyu Osaka /Hotel New Hankyu Osaka
Annex / Senri Hankyu Hotel

Lake Biwa-Yodo
River Water Quality
Preservation
Organization

Hotel Hankyu RESPIRE Osaka/ remm plus Ginza / remm
Tokyo Kyobashi / remm Hibiya/ remm Akihabara / remm
Roppongi / remm Shin-Osaka/ remm Kagoshima

World Wide Fund for
Nature Japan (WWFJapan)

Dai-ichi Hotel Tokyo / Dai-ichi
Hotel Annex / Dai-ichi HotelTokyo Seafort / Kichijoji
Dai-ichi Hotel

Bureau of
Waterworks Tokyo
Metropolitan
Government“Tokyo Waterworks
Water Resources
Forest Donation”● Making use of rainwater

We promote recycling of food waste at our hotels. Garbage
from Dai-ichi Hotel Tokyo and Hotel New Hankyu Osaka isrecycled into compost and feed for hog raising, respectively.

■ Collecting plastic bottle caps
Hankyu Travel International and Hankyu Hanshin Express
encourage all their employees to engage in a simple act ofcharity: collecting plastic bottle caps. The caps are periodicallysold to recyclers, and the companies donate the proceeds to
the Japan Committee, Vaccines for the World’s Children.

Hankyu Settsu-shi Station and Nishiyama-tennozan Station
are equipped with tanks beneath platforms to store rainwatercollected on the platform sheds. The stored rainwater is used
to water plants at the stations and wash toilets.
The Hanshin Koshien Stadium also has undergroundtanks to store rainwater on the “Ginsan” roof, which issubsequently used in toilets and to water the field.

Other environmental initiatives■ Conservation and effective use of water resources
Only 0.01% of all water resources of the earth is available tohumankind. To make effective use of this precious water, theHankyu Hanshin Holdings Group promotes measures to savewater and effectively utilize rainwater.

● Encouraging reuse of towels and sheets to reduce
wastewater
Hankyu Hanshin Hotels encourages guests staying multiple
nights to use the same sheets and towels instead of having
them replaced every day. This reduces the volume of washwater and wastewater, and some of the money saved onlaundry is donated to environmental action groups. In fiscal
2020, we donated 5,812,000 yen, including the amount of
donations added through the Hankyu Hanshin Dreams andCommunities of the Future Project.

Watering the field of Hanshin Koshien Stadiumusing well water and rainwater● Installing water-efficient toilets
Water-efficient toilets have been increasingly installed atstations. For the toilets it renewed in 2015, Hankyu
Corporation introduced urinals of the latest model with thenecessary washing water reduced to 0.8 liters per flush. We
have replaced toilet equipment at the Takarazuka Grand
Theater and the Takarazuka Bow Hall with a water-efficientmodel to substantially reduce water use.

Renewed water-efficient toilets at Takarazuka Bow Hall

Priority Issue 5 | 54

Priority Issue 5 / Environmental Protection■ Protecting biodiversity● Protecting Japan’s best “Satoyama” forest● Protecting biodiversity at the Rokko Alpine Botanical
GardenThe satoyama community forest and agricultural landscape in
the Kurokawa district of Kawanishi City, Hyogo, has been
described as Japan’s best. The Nose Electric Railway, which
serves this area, and to this end, Nose employees, incooperation with a citizens’ group, have volunteered to do
maintenance work every year between January and Marchsince 2011. Other activities by
the company to help revitalize
satoyama include hostingsatoyama hikes and selling
the Nose Myoken Satoyama
Tour Pass, as well as
conducting public relations
activities for satoyama.

Rokko Alpine Botanical Garden, which opened in 1933, hasaround 1,500 varieties of alpine and cold-region plants fromaround the world, as well as plants native to Rokko andendangered species. In an around 50,000 m2 area of thegarden, these plants are cultivated in their near-natural
conditions. Through holding daily guided tours for flowers,
seasonal exhibitions, and nature experience programs, thegarden communicates the attraction of seasonal plants tovisitors with the aim of raising awareness of the importance ofpreserving nature. The garden has been a member of theJapan Association of Botanical Gardens since its inception in1947 and has served as a local outpost for the preservation of
biodiversity, promoting a program aimed at preserving Japan’s
endangered plant species outside their habitats. Japaneselilies, or Lilium japonicum, a plant which has been decreasing
on Mt. Rokko due mainly to animal damage, is increasing year
by year inside the garden as a result of the efforts to preserve
the environment, such as setting up fences to prevent invasionof boars, mowing grass, and cutting trees to maintain a certain
level of brightness. Meanwhile, the garden has systematically
kept the Hepatica nobilis var. pubescens variety of liverwort, an
endangered species, for around 20 years since the plants were
donated by Kobe Sansokai, an organization that had protected
and grown them.

■ Establishing transportation networks with low
impacts on the environment
Public transportation has lower environmental impacts thanprivate automobiles. Enhanced convenience of public
transportation will contribute to less use of private cars, whichis expected to result in reduction of CO2 emissions from thetransportation sector in Japan. While continuing to enhance
railway networks, as represented by the Hanshin Namba Line,we will also focus efforts on improving the means oftransportation for “to the station” and “from the station” byenhancing not only buses and taxis but also services toenhance usability of bicycles, such as rental bicycles andbicycle parking lots, thereby working to establish
transportation networks with low environmental impacts
centered around public transportation.
Data:
37 stations with bicycle parking lots, 20 stations with rental bicycles, and 17
stations with mechanical parking lots

■ Introducing long rails with less vibration and noise

Hepatica nobilis var. pubescens variety of liverwort,
an endangered species● Supporting breeding of endangered species throughtransportation
Hankyu Hanshin Express, as an expert of animal transport,
supports projects for breeding of endangered animals
worldwide through transport of animals, thereby cooperating inconservation of biodiversity. We transport animals for various
reasons, such as exhibition, research or protection, but wealways observe the laws and regulations of each country andtransport important animals safely, promptly, and surely in amanner that minimizes the stress on animals.
We are also supporting the Giant Panda Conservation
Fund operated by the Tokyo Zoological Park Society. Using thesignboards placed in frontof the outdoor area of the
giant panda house of
Ueno Zoo, we show thelife of giant pandas andhow Hankyu Hanshin
Express transported themfrom Sichuan Province,
China, to Ueno Zoo.
Giant panda signboards

Hanshin Electric Railway has been introducing long rails, which
are over 200 meters each and can therefore reduce seams on
tracks, to improve ride comfort and reduce vibration and noise.
At present, long rails are installed on 98% of the sections of the
Hanshin Main Line where long rails are installable and for 95%
of all lines.

© Tokyo Zoological Park Society

Priority Issue 5 | 55

Priority Issue 6

Robust Governance

PolicyAct honestly and in good faith, as stakeholders expect us to do.

Basic Approach
The Company aims to remain a company that customers and other stakeholders trust. To this end, the Company isstrengthening and increasing corporate governance by heightening the transparency and soundness of business management,complying with relevant laws and regulations, and ensuring appropriate, timely disclosure.
Reflecting this basic approach, the Company has established the policies below with a view to adhering to the principles of our
Corporate Governance Code, sustaining growth, and enhancing corporate value over the medium to long term.
(1) We shall respect shareholders’ rights and ensure equality.
(2) We shall take into consideration the interests of shareholders and other stakeholders and cooperate with themappropriately.
(3) We shall disclose corporate information appropriately and ensure transparency.
(4) We shall ensure that the Board of Directors performs its roles and duties appropriately and ensure advanced oversight anddecision making.
(5) We shall have constructive dialogue with shareholders with a view to sustaining our growth and enhancing corporate value
over the medium to long term.

■ Corporate governance system
General Meeting of Shareholders
Appointment/Dismissal

Corporate GovernanceCommittee /Compensation
Committee

Appointment/Dismissal

Board ofDirectors

Directors

Consultation(excluding Audit &Supervisory
Committee Members)

Appointment/Dismissal

Audit &
Supervisory Committee
Directors

Audits, etc.

Accounting audit(Audit & Supervisory
Committee Members)

ReportSelection/
Dismissal/
Supervision

Call/Report on execution situation

Accounting Auditors(CPAs)

Staff of Audit &Supervisory Committee
ReportRepresentative Director
Call

ReportGroup Auditing
Division

Participate(as observer)Group Management Committee
Participate

Audit

Group Companies*The Hankyu Hanshin Holdings Group takes practical steps to enact all of the principles stipulated in the Corporate Governance Code. For examples of specificaction and other items relating to corporate governance, please refer to the Corporate Governance Report in the sustainability section of the group’s website.

Priority Issue 6 | 56

Priority Issue 6 / Robust Governance

Governance structure■ Overview of Hankyu Hanshin Holdings’ andthe Group’s corporate governance structure
Hankyu Hanshin Holdings (the Company), is a pure holding
company, and the conduct of operations is basically the
responsibility of Group member companies. Hankyu Hanshin
Holdings’ principal role is supervision and oversight of theentire Group—meaning that these functions are separate fromthe conduct of Group businesses.
Through this system, the Company realizes supervisionand oversight and enhances the overall governance of theGroup by: retaining the authority to approve the Company’s
and the Group’s management policies and strategies, and the
medium-term or annual management plans of all corebusinesses; requiring timely submission of progress reports by
operating companies; and having Group companies obtainapproval from Hankyu Hanshin Holdings before taking actions
that affect the Group’s management significantly (for example,
investments above a certain threshold).
With regard to the above matters, the Board of Directors,
which includes outside directors, makes approval decisions andreceives reports. Moreover, to undertake preliminary reviews theCompany has established a Group Management Committee,
which includes representatives of the Group’s core businesses.

Further, to ensure transparency in the appointment anddismissal of the Company’s directors and to facilitate
coordination with outside directors, the Group has established
the Corporate Governance Committee, which comprises
standing Audit & Supervisory Committee members, andoutside directors who are independent of the Company, andrepresentative directors. Moreover, to ensure that concretedecisions regarding the amount of director compensation(excluding that of members of the Audit & Supervisory Board)under the responsibility of the Board of Directors, are madebased on objective and transparent procedures, the Company
has established a Compensation Committee comprising thechairman (or the president, in the chairman’s absence or
unavailability) and outside directors who are independent of
the Company.
In addition, as part of efforts to strengthen its overallcapabilities, the Company is strengthening the governance offunding. Measures include centralizing funding under theCompany and distributing funds to operating companies
within the limits set out in business plans that the Company
has approved.

■ Timeline of initiatives for more effective and transparent corporate governanceCorporate Governance Committee established
FY2016· Charged with ensuring transparency of corporate director appointments and dismissals and facilitating
coordination with outside officers. Committee meets twice a year, and comprises the representative directors,
standing auditors (currently standing Audit & Supervisory Board members), and outside officers.

FY2017· A survey was carried out to assess the management by the Board of Directors, including the sufficiency of its
explanations and the appropriateness of its handling of its proceedings. Starting in fiscal 2020, interviews arepreceded by questionnaires for more effective assessment.

FY2018Abolition of senior advisors system

Evaluation of the Board of Directors’ effectiveness

Abolition of anti-takeover measuresCompensation Committee established
FY2019· Charged with ensuring that the objectivity and transparency of procedures relating to decisions regarding
board members’ remuneration, including amounts. Committee meets once a year, and comprises thechairman and outside officers.

Review of compensation system
FY2020· Stock-based, performance-linked stock compensation system (paid into trust) introduced for the chairman
and president in order to further motivate them to enhance the Company’s corporate value and businessperformance, as well as to enhance shareholder value.

Change in legal status regarding audit function (June 17)
FY2021· Became a “Company with an Audit & Supervisory Committee” as part of efforts to bolster the Board of
Directors’ oversight function and enhance corporate governance.
· Upon that change, the number of company officers was reduced to 11 and the number of independent
directors was made five (including two women) in order to increase the proportion of independent officers.

Priority Issue 6 | 57

Priority Issue 6 / Robust GovernanceMore effective and transparent corporate
governance■ Membership of the Audit & Supervisory Committee
Audit & Supervisory Committee■ Management organization for decision
making, execution, and oversight ofmatters related to company management

Total committee members

3

Full-time committee members

1

Internal directors

1

Outside directors

2

Committee chairperson

The internal director

Directors and employees assigned
to aid the duties
of Audit & Supervisory
Committee members

Staff assigned
exclusively
to this position● Board of Directors and directors
The Board of Directors enhances governance of the entire
Group and oversight of respective companies by: retaining theauthority to approve decisions regarding the Company and theGroup’s management policies and strategies, and the
medium-term or annual management plans of all corebusinesses; and requiring timely reporting by operatingcompanies about Group companies’ significant investments.
In order to reinforce governance and oversightcapabilities and boost decision-making quality, the Board of
Directors is composed of 11 directors, five of whom are
independent directors, including two women. Moreover, the 11
directors include all three members of the Audit andSupervisory Committee.*1, 2
The Company’s compensation system for directors(excluding Audit and Supervisory Committee members) further
motivates them to enhance the Company’s corporate value
and business performance, as well as to enhance shareholder
value. Compensation comprises two elements: basic monetarycompensation paid according to position and stock-based,
performance-linked stock compensation paid in trust to
individuals in the posts of chairman and president.

■ Membership of the Board of Directors, etc.
Maximum number of directors
stipulated in articles ofincorporation

No upper limit stipulated.

Term of office stipulated
in articles of incorporation

1 year (2 years in the case of
Audit and Supervisory
Committee members)

Chairman of the board

Chairman

Number of directors

11● Corporate Governance Committee
To ensure transparency in the appointment and dismissal of
directors and coordination with outside officers, a Corporate
Governance Committee has been established, made up of
three representative directors, one full-time Audit & Supervisory
Committee member, and five independent directors.
In addition to selecting director candidates and providing
advice relating to the dismissal of directors (excluding Audit &Supervisory Committee members), the Corporate GovernanceCommittee serves as a forum to provide information in suchareas as the Group’s finances to outside officers.

● Compensation Committee
To ensure that concrete decisions regarding the amount ofcompensation paid to directors (excluding Audit & Supervisory
Committee members), which are the responsibility of the Boardof Directors, are made based on objective and transparent
procedures, the Company has established a Compensation
Committee comprising the chairman and five independent
directors.
The committee provides advice relating to the Company’scompensation system and its content.

Appointment of outside directors Appointed.

● Group Management Committee

Number of outside directors

The members of the Group Management Committee include
full-time directors and executive officers of the Company, andrepresentatives of each of the Group’s core businesses. The
committee meets to deliberate and decide on the approval ofresolutions of the Board of Directors; the Group’s management
strategies and business plans; Group companies’ significant
investments; and significant Group management matters.

5

Among outside directors,
number of independent directors 5
1. Quorum of directors: The Company’s articles of incorporation stipulatethat a quorum shall be reached with at least four directors and at least three
Audit and Supervisory Committee members.
2. Criteria for appointment of directors: Criteria for appointment of directors
are stipulated in the Company’s articles of incorporation as follows:(1) Directors shall be appointed at shareholders’ meetings into two distinct
categories: Audit and Supervisory Committee members and others. (2) Resolutions
on the appointment of directors shall be passed with a majority of voting rights heldby shareholders in attendance, provided that those in attendance constitute no lessthan one third of all shareholders with voting rights. (3) Resolutions on theappointment of directors shall not be conducted by cumulative vote.

● Audit & Supervisory Committee and its members
Of the Audit & Supervisory Committee’s three members, two
are independent directors. By selecting committee members
who are independent from the Company and have a high levelof specialist expertise, the Company endeavors to further
ensure sound decision making. We provide full backup to
enable the Audit & Supervisory Board members to performtheir governance and oversight functions, for example byinvolving them in the Group Management Committee and othermeetings within the Group.

■ Ensuring effectiveness of the Board of Directors
and the Board of Company Auditors● Attendance at meetings of the Board of Directors
and the Board of Company Auditors■ Outside Directors

Priority Issue 6 | 58

Name

Attendance at meetings ofthe Board of Directors

Noriyuki Inoue

Attended 8 of 10 meetings

Shosuke Mori

Attended all 10 meetings

Noriko Endo

Attended all 8 meetings

Priority Issue 6 / Robust Governance■ Outside Auditors
Name

Haruo Sakaguchi
Junzo Ishii
Michiari Komiyama

Compensation system

Attendance at meetings of Attendance at meetings ofthe Board of Directors the Board of Company Auditors

Attended all 10 meetings

Attended all 11 meetings

Attended 9 of 10 meetings Attended 10 of 11 meetings
Attended all 10 meetings

Attended all 11 meetings*Fiscal 2020 meetings were technically meetings of the Board of Company
Auditors as the company was categorized at that time as a Company with
Board of Company Auditors under law.

● Evaluation of the Board of Directors’ effectiveness
The Company conducts evaluations of the board’s
effectiveness at the board meeting held in April every year.
A summary of the process, items, and results of anevaluation of the effectiveness of the Board of Directors
conducted in fiscal 2020 is as shown below.

1. Evaluation process
In fiscal 2020, the board’s effectiveness was evaluated byconducting a questionnaire survey regarding the adequacy ofthe board’s composition and operations, followed by interviews
with board members based on the questionnaire’s results.

2. Evaluation items
As a result of the questionnaire and interviews, the board’s
composition and operations in fiscal 2020 were deemed to beadequate, and the evaluation concluded that the board was
effective and generally administered appropriately.
Conversely, it was suggested that the board’s deliberations
on the Medium-Term Management Plan and other matters
tabled at board meetings could be more energetic.

■ Reasons for adoption of current corporate
governance system■ Compensation of directors● Policy
The Company’s compensation system for directors (excluding
Audit & Supervisory Committee members) further motivatesthem to enhance the Company’s corporate value and businessperformance, as well as to enhance shareholder value.
Compensation comprises two elements: basic monetarycompensation paid according to position and stock-based,
performance-linked stock compensation paid in trust to
individuals in the posts of chairman and president.
*The group’s stock-based, performance-linked stock compensation system
includes a malus clause, under which rights to receive stock-based
compensation may be withheld from any person eligible for this system who
commits an egregious breach of duty prior to finalization of such rights, or if
any other grounds for withholding such rights arise.
*The payment of retirement benefits to directors was discontinued in April
2004 to heighten transparency of the compensation system.

● Procedure
Based on the foregoing policies, to ensure that concretedecisions regarding the amount of director compensation,
which are the responsibility of the Board of Directors, are madebased on objective and transparent procedures, the Company
has established a Compensation Committee comprising thechairman (or the president, in the chairman’s absence or
unavailability) and five independent directors. The Board of
Directors makes compensation decisions after consultation
with the Compensation Committee concerning thecompensation system and content of compensation.

Other efforts to strengthen governanceAs described in the Overview of Hankyu Hanshin Holdings’ andthe Group’s Corporate Governance Structure on page 57,
Hankyu Hanshin Holdings (the Company) is a pure holding
company, and the conduct of operations is basically the
responsibility of Group member companies. Hankyu Hanshin
Holdings’ principal role is supervision and oversight of theentire Group—meaning that these functions are separate fromthe conduct of Group businesses.
In addition to this, the Company shifted to an Audit &Supervisory Committee set-up in order to reinforce that
corporate governance structure and further enhance corporate
value. The shift was approved by a resolution at the 182nd
annual General Meeting of Shareholders on June 17, 2020.

● Position regarding strategic shareholdings
The Company acquires shares held for strategic reasons with aview to building relationships of trust with various stakeholders
and enhancing corporate value over the medium to long termby maintaining business relationships or strengthening
collaborations with partner companies and maintaining
relationships with regional communities.
Individual strategic shareholdings are reviewed forappropriateness each year by the Board of Directors, taking
into account economic rationales such as dividend income.
Where a given holding is deemed no longer appropriate, it issold progressively, with comprehensive consideration offactors such as the Company’s financial circumstances and theinfluence of stock sales on market conditions.

● Abolition of anti-takeover measures
After considering recent trends related to such measures andchanges in the business environment, the Company has
decided to abolish anti-takeover measures that have alreadybeen set to expire at the conclusion of the General Meeting of
Shareholders held in June 2018.

Priority Issue 6 | 59

Priority Issue 6 / Robust GovernanceInternal control system

Corruption prevention and compliance■ Basic approach to internal control systemand the progress of system development

We at the Hankyu Hanshin Holdings Group are constantly
striving to live up to the stakeholders’ expectations andbecome a good, trustworthy organization. Our strong focus
on compliance is one of the pillars underpinning our efforts
in this area.

Recognizing the importance of ensuring that the business
operations of the Company are conducted in an appropriatemanner, we believe it is vital to have an internal control system
for the entire Group, and to revise it when deemed necessary.
In particular, the Group has a robust structure forcompliance-focused management, including a dedicatedcompliance office, a Compliance Manual, and compliancetraining, all aimed at raising awareness of compliance issues
throughout the entire Group.
As part of our whistleblower system, we have a Corporate
Ethics Consultation Desk for quickly bringing to our attention
any incident that may threaten our compliance-focusedmanagement. If a serious incident occurs, we promptly set up
a risk management committee to determine how to respond.
We also have a Group Auditing Division, which has its
own dedicated staff and operates under the direct control ofthe president. This division establishes regulations andconducts internal audits of Hankyu Hanshin Holdings and its
Group companies.
To create a structure for ensuring appropriate operations,
the Group vests auditors of each Group company withauthority not only in accounting but also in operational audits,
and at the same time provides guidance to smaller Group
companies on Board of Directors’ resolutions for the creationof an internal control system.
With regard to systems for “Evaluation and Auditing ofInternal Controls over Financial Reports,” a section of the
Financial Instruments and Exchange Act, the Company
responds appropriately by carrying out management
evaluations on a consolidated basis, in line with in-house rules.

■ Organizational initiatives for better compliance
We have established a dedicated compliance office in the
Personnel and General Affairs Division to help bolster
compliance groupwide by pursuing three main initiatives as set
forth below.
Moreover, the Board of Directors conducts periodic
reviews to monitor compliance with the Code of Conduct,
mainly involving questionnaire surveys of employees.

1. Compliance Handbook
The Compliance Handbook makes clear to all the Group’s
directors and employees that violations of law or social norms,
or actions that betray customer trust, are prohibited, andprovides handy examples of likely scenarios. In this way, themanual is part of our effort to raise awareness of theimportance of compliance.

■ Basic approach to eliminating anti-social forces
and the progress of its development
We have a clear policy of thorough rejection of any involvementwith organized crime groups, companies connected withorganized crime groups, sokaiya racketeers, or other“antisocial forces” that threaten the order and safety of civic
society, and firm refusal of their unreasonable demands.
To ensure full awareness of this policy throughout theentire Group, it is instituted in the Basic Policy on the
Establishment of the Internal Control System and clearly set
forth in the Hankyu Hanshin Holdings Group ComplianceHandbook distributed to all Group directors and employees.
In practice, we cooperate closely with lawyers, police,
and other organizations, and all Hankyu Hanshin HoldingsGroup contracts contain clauses banning involvement with
antisocial forces.
We also share relevant information between Group
companies, maintain high awareness of issues throughemployee training, and participate proactively in community
meetings and activities pertaining to the elimination oforganized crime and other antisocial forces.
If an incident occurs, we take a pan-organization
approach in response, bringing in the relevant in-house
departments and teaming up with outside experts.

Priority Issue 6 | 60

Compliance Handbook Content
Hankyu Hanshin Holdings Group Management Philosophy
Mission, Values, and Code of Conduct

Compliance in the service of customers· Customer safety first· Sincere dealings with customers· Strict rule compliance· Appropriate handling of personal data
· Appropriate disclosure· Prudent, socially responsible behavior· Appropriate use of social media
Compliance in the service of vendors· Sincere dealings· Appropriate handling of intellectual property· Prohibition of involvement with anti-social forces· Prohibition of bribes and excessive entertainment
Compliance in the service of shareholders· Prohibition of improper accounting procedures· Prohibition of insider transactions
Compliance as a social entity· Efforts to solve environmental problems· Efforts to contribute to society· Respect for human rights
Compliance in the workplace· Creation of appropriate work environments· Distinction between public and private· Respect for decision-making procedures

Priority Issue 6 / Robust Governance2. Corporate Ethics Consultation Desk
(Internal whistle-blower procedures)
The Corporate Ethics Consultation Desk comprises an
in-house section and an external section, which is staffed byoutside lawyers. It enables all Hankyu Hanshin Holdings Group
officers and employees, as well as the group’s business
partners, to report—anonymously—behavior that violates (ormay violate) laws or regulations, or is otherwise unethical.
Sixty-two reports were received in fiscal 2020 fromthroughout the whole Group.

■ Corporate Ethics Consultation Desk

■ Raising awareness among all directors andemployees
We seek to raise awareness among all Group directors andemployees regarding compliance issues through a variety of
training activities and communication as described below.

1. Training· New recruit training, training upon promotion· Training upon first appointment to director or auditor position
at a Group affiliate· Collective training for Group companies’ compliance officers· On-site training at Group companies

2. Communication
Audit &
Supervisory
Committee
memberAudit &
Supervisory
Committee
memberReports

Reports

Reports

Consultation
Desk

Directs

President

Reports

Consultation
Desk
Investigates

President

Approves/
Directs

Pertinent Demand for
departments, correction,
etc.
group
companies
Reporting of investigation progress and findings

Consultation
Desk

3. Other initiatives
In the case of identification of a major compliance issue during
the course of an ethics consultation, a risk management
committee is convened as soon as possible to discuss anddecide on appropriate responses.
In addition, we are setting up compliance promotion
offices at major Group companies and appointing “complianceleaders” at other companies to ensure our response is on aGroup-wide basis.

■ Overview of group complianceHankyu Hanshin HoldingsCore companies● Information to Group
companies

Compliance promotion officeInternal whistle-blowing,
responsible
for planning and organizing
seminarsand other awareness-raising
activities● Guidance and training forGroup companies● Risk management● Risk Management Committee
secretariat● Corporate Ethics Consultation
Desk(internal whistle-blower
procedures)● Internal auditing· Compliance-related serials in Group magazines· Compliance-related e-mail newsletter featuring case studies
and updates regarding laws and regulations· Compliance-related information posted on the Group intranet

Risk management structure
We have established a risk management structure to help
maintain the health of the Group’s management by preventing
risks from becoming reality, and at minimizing the damage ifthey do.
Annual assessments are performed for all of the Group’s
companies to identify potential risks relating to natural
disasters, public health incidents, accidents, legal compliance,and organizational operation, and to institute appropriate
responses to different scenarios in order to ensure business
continuity in any contingency.
To manage risk across the whole group, we have a
dedicated risk management office focused on broader,
pan-organizational issues, while individual departments andgroup companies conduct planning and analysis regarding
potential issues within their own domains. This set-up isdesigned to enable the correct dissemination of information if
an unforeseen incident occurs.
If a serious risk situation materializes, a Crisis Response
Team, headed by the president, is formed to contain thedamage spreading and minimize the fallout.
These principles and actions are prescribed in our Risk
Management Regulations, and a report on risk analyses andresponses is, in principle, tabled for the annual general meetingof shareholders every July.

Other Group companies
Compliance leaders
Liaise with compliancedepartmentsof higher-level companies

Priority Issue 6 | 61

Priority Issue 6 / Robust Governance● Acting on feedback from customers

Reflecting stakeholder sentiment in
operations
At the Hankyu Hanshin Holdings Group, we believe that theviews of our stakeholders—including customers, local
communities,
shareholders,trading
partners,
and
employees—have an important place in our business
operations.

● Shareholder and investor relations
We have adopted a variety of initiatives to make shareholder
meetings more rigorous and make it easier for shareholders to
exercise their voting rights. These include timing meetings to
avoid scheduling clashes with other companies, using online
voting platforms, and improving the voting experience for
institutional investors.
Moreover, we engage with investors in a variety of ways,
including briefings—attended by the president—for analysts
and institutional investors regarding the mid-year and year-end
results, and dedicated investor relations staff in the Group
Planning Division to respond to investors’ inquiries. The
feedback we get from investors is shared in-house andreflected in business management.

● Respecting stakeholders’ positions
Realizing our mission to create satisfaction among ourcustomers and contribute to society by delivering safety,
comfort, dreams, and excitement involves the ongoing
pursuit of sustained growth underpinned by an active
commitment to ESG.
In May 2020, we launched the Hankyu Hanshin HoldingsGroup Sustainability Declaration (see page 4), a clear indicationof how we intend to contribute to more sustainable use ofresources across society. The declaration sets forth ourdetermination to ramp up ESG initiatives, to further solidify the
relationship of trust we enjoy with customers, local
communities, shareholders, trading partners, employees, andother stakeholders, and to use the Hankyu Hanshin HoldingsGroup’s businesses as a vehicle for overcoming the challenges
we all face as a society.
Our social contribution activities, such as environmental
and community action, have benefited from the institution of aclear Group policy and the establishment of a dedicateddepartment within the Personnel and General Affairs Division,and our efforts in this area are guided by the Sustainability
Declaration.
See the Hankyu Hanshin Holdings website for details.

We value feedback from customers, which we receive in via
multiple channels, including our Listening Center andforums for dialogue with residents’ groups from
communities along our railway routes. This structure isdesigned so that customer feedback is routinely sharedin-house and reflected in our business.
The Hankyu Railway’s incorporates its Transit Information
Center and the Listening Center into its framework forcollecting and acting on customer feedback.
For its part, the Hanshin Electric Railway seeks to act on
feedback collected by its public relations office and at its
various facilities, as well as through its website and the efforts
of its communications staff.
Opinions, questions, and other feedback is routed to thepertinent department, which investigates and responds asappropriate, and the case is subsequently used in our quest for
ongoing improvement in our businesses.

● Acting on feedback from experts
The priority issues relating to sustainable businesspractices set forth in the Materiality Matrix (see page 5)reflect the diverse views provided by a broad variety ofexperts, including professors, civic groups, and investors(see page 9).

Priority Issue 6 | 62

Data Sheet■ Operating income and operating income margin■ Interest-bearing debt, D/E ratio, andinterest-bearing debt/EBITDA ratio(¥ billion)

120

114.9

110.3

104.1

105.2

（％）

(¥ trillion)(Times)

24.0

1.5

15

95.2

90

18.0
14.8

60

14.1

13.8

14.5
12.5

12.0

30

6.0

0

0

2016

2017

Operating income

2018

2019

2020

0.92

1.0

0.5

0

(FY)

Operating income margin (right axis)

0.90

0.87

0.88

0.90

5.5

5.6

5.4

5.1

5.9

1.3

1.1

1.0

1.0

1.0

2016

2017

Interest-bearing debt

2018

10

5

2019

2020

0
(FY)

D/E ratio (right axis)

Interest-bearing debt/EBITDA ratio (right axis)■ Employees■ Average years of service(Hankyu Hanshin Holdings and the six core companies*)(Hankyu Hanshin Holdings and the six core companies*)(years)(people)12,00010,00010,566

10,763

10,430

2,294

2,454

2,204

24.0
20.0

8,000

16.0

6,000

12.0
8,272

4,000

8,309

8,226

20.5

20.3

20.4

10.7

10.6

10.2

8.0
4.0

2,000
0

2018

Male

2019

2020

0.0

2018

(FY)

Female

Male

2019

2020

(FY)

Female*Hankyu Corporation, Hanshin Electric Railway Co., Ltd., Hankyu Hanshin
Properties Corp., Hankyu Travel International Co., Ltd., Hankyu Hanshin Express
Co., Ltd, and Hankyu Hanshin Hotels Co., Ltd.

■ Percentage of women in management positions and■ Lost-time accident rate

(Hankyu Hanshin Holdings, Hankyu Corporation,and Hanshin Electric Railway)

percentage of women among new hires(Hankyu Hanshin Holdings and the six core companies*)

（%）

（%）

6.0

（%）

50.0

2.00

45.0

1.50

40.0

1.00

3.0

35.0

0.50

2.0

30.0

0.00

47.8
45.3

5.0
44.0

4.0

4.5

4.5

4.0

2018

2019

2020

(FY)

1.66

0.51

2018

1.83

1.80

0.46

0.09

2019

2020

Percentage of women in management positions

Lost-time accident rate at the Company

Percentage of women among new hires (right axis)

National average

The Company and six core companies have formulated an action plan based on
the Act on Promotion of Women’s Participation and Advancement in the
Workplace. We not only have continued to actively hire women but also haveprovided opportunities for them to have diverse career experiences. By improving
measures to support employees’ work-life balance, we are striving to create anenvironment where employees can play an active role regardless of gender.

63

(FY)

■ CO2 emissions volumes and energy consumption（t-CO2）on crude-oil-conversion basis（kl）（t-CO2）800,000

300,000

800,000
634,645

613,617600,000

597,100■ CO2 emissions volumes and railway energy consumption

516,399

400,000
302,0080

2016

303,3172017

296,828

288,7472018

282,6512019

1,200,000

267,837

1,000,000

220,803
173,528150,000
553,584

551,723543,281528,237

519,546

50,000400,000
200,000

0

2016

(FY)

Urban Transportation
Real EstateEntertainment
Information and Communication Technology
TravelHotelsOther
International Transportation

800,000
600,000

100,000

200,000

2020

273,655

200,000

400,000

200,000(Thousand kwh)
289,525

250,000

600,000

434,292

of Hankyu’s and Hanshin’s railways

2017

2018

2019

2020

0
(FY)

Energy consumption (right axis)
In fiscal 2020, CO2 emissions relating to energy consumption in the railway
business of Hankyu Corporation and Hanshin Electric Railway were down 21% year
on year, to 173,528 t-CO2. Furthermore, electric power consumption decreased asa result of efforts to reduce energy consumption, including the introduction of LED
lighting at railway stations and the introduction of an increased number of new
rolling stock with better energy efficiency.

Energy consumption on crude-oil-conversion basis (right axis)
In fiscal 2020, CO2 emissions were down 16% year on year, to 434,292 t-CO2.
Furthermore, energy consumption on a crude-oil-conversion basis decreased as aresult of efforts by the Group companies to reduce energy consumption. These
efforts include the introduction of LED lighting at railway stations, commercial
facilities, hotels and other facilities as well as the introduction of an increased
number of new rolling stock with better energy efficiency.

■ Capital investment in railway operations■ Social contribution activities: Hankyu Hanshin Dreams

and Communities of the Future Project(¥ billion)(Activities)

25

120

20
2.8

3.3

13.0

12.7

4.7

4.3

4.7

81

5

0.6
4.4

0

Hankyu Hanshin

2016

129

139

(Groups)

0.9
3.7

13.1 1.4

14.1 2.3

5.8

4.5

14.4

80

40

0.7
4.8

0

Hankyu Hanshin Hankyu Hanshin Hankyu Hanshin Hankyu Hanshin

2017

2018

Safety-related capital investment

2019

2020

120

97

80

15
10

111

(FY)

91

94

92

94

102

2016

2017

2018

2019

2020

40

0
(FY)

Number of social contribution activities conducted by the Group companies

Other capital investment

Number of collaborating civic groups (right axis)

Note: The total length of lines operated is 143.6 km for Hankyu Corporation and 48.9 km
for Hanshin Electric Railway.

In accordance with the basic policy of creating towns and cities that people will truly
want to live in, the Group companies are engaged in roughly 100 social contribution
activities every year to realize the policy. As a partner to make better communities,
the Group companies also support civic groups in their railway line-side areas, interms of financing and advertisement, and make joint efforts with the civic groups.
A survey conducted in fiscal 2020 targeting line-side cities and towns found themore that customers recognize our projects and “SDGs trains,” the more they havea positive image of our Group and a desire to live in our line-side areas.

As a railway operator, the Group provides a form of public infrastructure. We
therefore make giving priority to the safety of our customers a fundamental policy ofmanagement and conduct ongoing safety-related capital investments in our railway
operations accordingly. In fiscal 2020, such investments totaled ¥14.4 billion at
Hankyu Corporation and ¥4.8 billion at Hanshin Electric Railway. These investments
were primarily used for the renewal and renovation of trains, as well as track
elevation, seismic reinforcement of elevated tracks, and construction to further
improve our stations.

■ Percentage of outside directors■ Rate of attendance of outside officers at meetings of

（%）

（%）

the Board of Directors and the Board of Company Auditors
60
50

20

80

90.0

85.0

83.3

2016

2017

2018

33.3

30

22.2

97.2

97.2

96.0

100.0
100.0

97.0
96.7
92.9

80.0

60

22.2

40

14.3

20

10
0

100.0

96.7

45.5

40

100.0

100

2016

2017

2018

2019

2020 (as of the conclusionof the General Meetingof Shareholders
for each year)

Note: As a result of approval at the General Meeting of Shareholders held in June 2020, theCompany became a company with an audit and supervisory committee.

0

2019

2020

(FY)

Outside directors, Board of Directors meetings
Outside Auditors, Board of Directors meetings
Outside Auditors, the Board of Company Auditors
Note: Until fiscal 2020, the Company was regarded as a company with a Board ofCompany Auditors.
With the approval obtained at the Ordinary General Meeting of Shareholders held in
June 2020, Hankyu Hanshin Holdings became a company with an audit andsupervisory committee. The office of the Board of Directors assists outside directors
and the office of the Audit & Supervisory Committee assists outside directors who
are Audit & Supervisory Committee members; in particular, the office of the Audit &Supervisory Committee is staffed with exclusive staff who provide information andliaise with relevant in-house departments. Moreover, the Corporate GovernanceCommittee mainly provides information about the group's businesses, finances,and organization, and the office of the Board of Directors sends out materials
relating to motions to be tabled at board meetings around seven days before themeeting date, in principle.

In order to strengthen its supervision and oversight and improve the quality of its
decision making, the Company has appointed 11 directors, of which 5 are
independent directors (including 2 females), bringing the percentage of outside
directors to 45.5%.

64

Corporate Data
❶ Major Group Companies (as of September 30, 2020)■ Consolidated subsidiaries● Urban Transportation● Travel

Name of company

Railway
operations

Automobile

Name of company

Hankyu Corporation
Hanshin Electric Railway Co., Ltd.
Nose Electric Railway Co., Ltd.
Kita-Osaka Kyuko Railway Co., Ltd.
Kobe Rapid Transit Railway Co., Ltd.

Travel● International Transportation
Name of company

Hankyu Bus Co., Ltd.
Hanshin Bus Co., Ltd.
Hankyu Taxi Inc.
Hanshin Taxi Co., Ltd.

Retailing

Hankyu Corporation
Eki Retail Service Hankyu Hanshin Co., Ltd.
Hankyu Style Labels Co., Ltd.

Other

Alna Sharyo Co., Ltd.
Hankyu Sekkei Consultant
Hanshin Station Net Co., Ltd.

International
Transportation● HotelsName of company

HotelsName of company

Real estate sales
and other business

Hankyu Hanshin Express Co., Ltd.
Hankyu Hanshin Logipartners Co., Ltd.
HHE (USA) INC.
HHE (Deutschland) GmbHHHE (HK) Limited
HHE Southeast Asia Pte. Ltd.
HHE: Hankyu Hanshin Express● Real Estate

Real estate leasing

Hankyu Travel International Co., Ltd.
Hankyu Travel Support Co., Ltd.

Hankyu Corporation
Hanshin Electric Railway Co., Ltd.
Hankyu Hanshin Properties Corp.

Hankyu Hanshin Hotels Co., Ltd.
Hanshin Hotel Systems Co., Ltd.
Arima View Hotel Co., Ltd.

● OtherName of company

Hankyu Corporation
Hanshin Electric Railway Co., Ltd.
Hankyu Hanshin Properties Corp.
Hankyu Hanshin Building Management Co., Ltd.
Hankyu Hanshin High Security Service Co., Ltd.
Hankyu Hanshin Clean Service Co., Ltd.
Hankyu Hanshin REIT Asset Management, Inc.
Hankyu Hanshin Housing Support Ltd.

Construction

Hanshin Kensetsu Co., Ltd.
Chuo Densetsu Co., Ltd.

Advertisinghankyu hanshin marketing solutions Inc.

Outsourcing services
for personnel andHankyu Hanshin Business Associate Co., Ltd.
accounting services
Credit and point card Hankyu Hanshin Card Co., Ltd.
Group finance● Entertainment
Name of company

SportsHanshin Electric Railway Co., Ltd.
Hanshin Tigers Baseball Club, Ltd.
Hanshin Contents Link Corporation

Stage

Hankyu Corporation
Takarazuka Creative Arts Co., Ltd.
Umeda Arts Theater Co., Ltd.

■ Equity-method affiliates● Information and Communication Technology
Name of company

Information andCommunication
Technology

Hankyu Hanshin Financial Support Co., Ltd.

Itec Hankyu Hanshin Co., Ltd.
Bay Communications Inc.

65

Main business

Name of company

Department store

H2O RETAILING CORPORATION(Securities code: 8242)

Railway operations

Nishi-Osaka Railway Co., Ltd.
Kobe Electric Railway Co., Ltd.
(Securities code: 9046)

Motion picturebusiness

TOHO CO., LTD. (Securities code: 9602)

Real estate leasing

TOKYO RAKUTENCHI CO., LTD.
(Securities code: 8842)

Commercial
broadcasting

Kansai Television Co., Ltd.

❷ Company Overview (as of March 31, 2020)

Hankyu Hanshin Holdings, Inc.
Head OfficePaid-in Capital
Fiscal Year-End
Number of Employees
Authorized Shares
Issued Shares
Number of Shareholders
Unit of Trading
Stock Exchange Listing
Transfer Agent

1-16-1, Shibata, Kita-ku, Osaka 530-0012, Japan
Phone: +81-6-6373-5086 (Corporate Sustainability Department,
Personnel and General Affairs Division)

Tokyo Office (Personnel and General Affairs Division)
17F Toho Hibiya Bldg. 1-2-2, Yurakucho, Chiyoda-ku,
Tokyo 100-0006, Japan
Phone：+81-3-3503-1568 Fax：+81-3-3508-0249¥99,474 million
March 3122,800 (consolidated)
640,000,000
254,281,385
76,471
100 sharesTokyo
Mitsubishi UFJ Trust and Banking Corporation❸ Investor Information (as of March 31, 2020)● Principal shareholders● Ownership breakdown
Number ofshares(Thousands)

Percentage(%)

The Master Trust Bank of Japan, Ltd. (Trust account)

15,230

6.25

Japan Trustee Services Bank, Ltd. (Trust account)

12,130

4.98

Nippon Life Insurance Company(Standing Proxy: The Master Trust Bank of Japan, Ltd.)

5,224

2.14

Japan Trustee Services Bank, Ltd. (Trust account 5)

5,142

2.11

H2O RETAILING CORPORATION

4,207

1.73

STATE STREET BANK WEST CLIENT–TREATY 505234(Standing Proxy: Mizuho Bank, Ltd. Settlement & Clearing Services Division)

3,985

1.63

Japan Trustee Services Bank, Ltd. (Trust account 7)

3,911

1.60

JPMorgan Chase Bank 385151(Standing Proxy: Mizuho Bank, Ltd. Settlement & Clearing Services Division)

3,836

1.57

Sumitomo Mitsui Banking Corporation

3,581

1.47

Government of Norway

3,172

1.30

Name

Individuals and others
41.96%

National government andlocal public organizations
0.00%
Financial institutions
28.20%

Securities
companies
0.71%

Other
corporations
8.52%

Foreign corporations
and individuals
20.62%● Stock price and annual trading volume (Tokyo Stock Exchange)
Stock price (¥)

Nikkei Average (¥)

Nikkei Average

5,000

25,0004,000 Hankyu Hanshin

20,0003,000

15,0002,000

10,000

1,000

5,000

0

0

180,000
90,0000

Trading volume
2012(Thousand shares)

2013

2014

2015

2016

2017

2018

2019

2020

Notes: 1 The stock prices are as of March 31 of each year. The trading volumes are for years ended March 31.
2 The data takes into account the reverse stock split and the change of trading unit conducted with an effective date of August 1, 2016.

66

(FY)

GRI Standards Content Index
General Disclosures
1. Organizational Profile
102-1

Name of the organization

P66

102-2

Activities, brands, products, and services

P11-12, 65

102-3

Location of headquarters

P66

102-5

Ownership and legal form

P66

102-7

Scale of the organization

P45, 63

102-8

Information on employees and other workers

P45

102-11

Precautionary Principle or approachP61

102-14

Statement from senior decision-makerP2

102-15Key impacts, risks, and opportunities

P7-8

2. Strategy

3. Ethics and Integrity
102-16

Values, principles, standards, and norms of behavior

P3

102-17

Mechanisms for advice and concerns about ethics

P61

4. Governance102-18Governance structureP56102-20Executive-level responsibility for economic, environmental, and social topics

P43

102-22Composition of the highest governance body and its committees

P56102-23Chair of the highest governance bodyP58

102-24

Nominating and selecting the highest governance bodyP57

102-26

Role of highest governance body in setting purpose, values, and strategy

P8102-28

Evaluating the highest governance body’s performanceP59

102-29Identifying and managing economic, environmental, and social impacts

P7-8

102-30Effectiveness of risk management processes

P61-62102-33

Communicating critical concerns

P61102-34Nature and total number of critical concerns

P61102-35

Remuneration policies

P59

102-36

Process for determining remuneration

P59

102-37

Stakeholders’ involvement in remuneration

P59

5. Stakeholder Engagement102-40

List of stakeholder groups

P4, 62102-43

Approach to stakeholder engagement

P9-10, 62

102-44

Key topics and concerns raised

P9-10

6. Reporting Practice102-45

Entities included in the consolidated financial statements

P1

102-46

Defining report content and topic boundaries

P7-8

102-47

List of material topics

P5-6

102-50

Reporting period

P1102-52

Reporting cycle

P1

102-53

Contact point for questions regarding the report

P66

102-54Claims of reporting in accordance with the GRI Standards

P1

102-55

GRI content index

P67-6867

Topic-specific Disclosures
Management Approach
103-1

Explanation of the material topic and its boundary

P5-6

103-2

The management approach and its components

P5-6, 17, 40, 47

ECONOMY
Economic Performance
201-1

Direct economic value generated and distributed

P63

201-2

Financial implications and other risks and opportunities due to climate change

P61-62ENVIRONMENT
Materials
Recycled input materials used

P53

302-1

Energy consumption within the organization

P50, 64

302-4

Reduction of energy consumption

P48-52, 64

302-5

Reductions in energy requirements of products and services

P34, 48-52

Interactions with water as a shared resource

P54

301-2
EnergyWater
303-1
Biodiversity
304-1

Operational sites owned, leased, managed in, or adjacent to protected areas andareas of high biodiversity value outside protected areas

P55

Habitats protected or restored

P55

305-1

Direct (Scope 1) GHG emissions

P48-50, 64

305-2

Energy indirect (Scope 2) GHG emissions

P48-50, 64

305-5

Reduction of GHG emissions

P48-52, 64

401-1

New employee hires and employee turnoverP40, 45, 63

403-2

Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities

P44, 63

404-1

Average hours of training per year per employee

P42

404-2

Programs for upgrading employee skills and transition assistance programs

P41, 42

304-3
Emissions

SOCIAL
Employment

Diversity and Equal Opportunity
405-1

P40, 45, 63

Diversity of governance bodies and employees

Human Rights Assessment
412-2

P46

Employee training on human rights policies or procedures

Local Communities
413-1

Operations with local community engagement, impact assessments, and development programs

P33, 36-37

Customer Health and Safety
416-1

Assessment of the health and safety impacts of product and service categories

P17-26416-2

Incidents of non-compliance concerning the health and safety impacts of products and services

P17

68

Hankyu Hanshin Holdings, Inc.
Corporate Sustainability Department, Personnel and General Affairs Division
1-16-1, Shibata, Kita-ku, Osaka 530-0012, Japan
Phone: +81-6-6373-5086
https://www.hankyu-hanshin.co.jp/en/

Hankyu Hanshin Toho Group

January 2021