Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemUtilization of Human Resource Assets
Diversity & Inclusion
Policy and Concept
Tokyo Tatemono upholds the realization of a satisfying
working place where employees can feel their growth in the
Human Resource Policy, and it is building an environment
where diverse human resources can feel motivated while
dedicating themselves to their job free from obstacles.
Moreover, through the participation of a variety of humanresources, we aim to provide services that respond to moresophisticated and diversified customer needs.

With the declining birthrate and growing proportion of elderly
people as well as a declining workforce, effectively using aworkforce that includes women and senior citizens is more
important than ever before. In addition, as customer needs
diversify, we believe contributing to the provision of services
from an even broader point-of-view and greater decision
making relates to providing high-quality services.

SystemTatemono Group and supports these measures horizontally
across the Group so that diverse human resources cancontinually grow free from obstacles.

The Tokyo Tatemono Personnel Division links thedepartments in charge of administration at each Group
Company to promote various measures in the Tokyo

Indicators and Results●Collection Period:• January to December each year. Data is as of Decemberof each year unless stated otherwise.

Tokyo Tatemono has received third-party assurance by
Lloyd's Register Quality Assurance Limited (LRQA) toassure integrity of part of its data. The type and numerical
data assured are marked with *.

Item
Number of Full-time Employees (total)●Collection Scope:• Tokyo Tatemono Co., Ltd.

Unit

2014

2015

2016

2017

2018

People

543

576

584

687

719

Men

People

456

458

461

542

548

Women

People

87

118

123

145

171

%

16.0

20.5

21.1

21.1

23.8

Female Employee Rate

%

29.1

24.9

25.8

26.6

27.7

Number of Managers

People

274

281

295

339

350

Men

People

269

275

287

328

334

Women

People

5

6

8

11

16

Female Management Rate

%

1.8

2.1

2.7

3.2

4.6

Female Director Rate

%

0

0

0

0

0

People

11

15

14

19

22

Men

People

7

10

10

15

14

Women

People

4

5

4

4

8

New Female Hiring Rate

%

36.4

33.3

28.6

21.1

36.4

Difference in Average Tenure Between Maleand Female Employees

Year

－

3.9

2.6

1.9

2.7

Employment Rate of Persons with Disabilities*%

2.06 (June)

2.06 (June)

1.88 (June)

1.98* (June)

1.87* (June)

Re-employment Rate of Employees at
Retirement Age

%

60.0

66.7

75.0

91.7

87.5

Female Full-time Employee Rate

New Hires (Total)

50

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemPromotion of Women to Take Active Roles
employees who have resigned from their post for the same
reasons.

Tokyo Tatemono is working to build a workplace andappoint diverse human resources as a way to fully drive thepotential of the individual skills and personalities of womenas well as their ambition.
In December 2018, our female employment rate was 28%,
which increased seven points from 2015.
We have established various policies as systems formaintaining careers with flexibility to life events whenbuilding a women-friendly workplace progress.

●Policy to Accompany a Spouse Transferred Overseas
Opportunities for both male and female employees towork overseas are growing as globalization and equal
opportunities for employment for both men and women
progress. If the spouse of an employee has beentransferred overseas and the employee will accompany theirspouse to live overseas, Tokyo Tatemono provides a system
to approve leave for up to three years to facilitate a fullfamily life of that employee. Employees who have resigned
for this reason are also able to take advantage of there-employment policy for employees who have resigned.
This system can be used regardless of whether theemployee is a man or a woman.

●Leave Systems for Pregnancy, Childbirth, Child
Rearing and Nursing Care as well as Re-employment
Policies for People Who Have Resigned
We have established leave systems both female and male
employees may use for pregnancy, childbirth, child rearing
and nursing care in addition to re-employment policies for

Expanding the Child Rearing Support Policyof the various systems for child rearing so that employees
can take advantage of the policies more easily, such asbroadening the work forms that can be chosen under the
short-work hour system.

Tokyo Tatemono expanded the child rearing support policy
in January 2019 for the purpose of establishing a workplaceenvironment that allows both the growth of the employee
and society. This expansion extends the applicable period
Overview of the Child Rearing Support Policy■ • • • Policy for Both Men and Women■ • • • Policy for Women*Areas indicated in white are designated by the law or health insurance.
*Red text indicates areas expanded by Tokyo Tatemono this year.
*Some policies designate a certain length of tenure or have other requirements.

During Pregnancy
PolicyOverview

Flextime System

The employee may use the flextime system.
Salary: Same wages as the standard flextime system

Carry Over Paid Leave Policy

The employee may use the carry over paid leave policy.
Salary: Paid leave

Re-employment Policy for Employees Who Have
Resigned Due to Pregnancy, Childbirth, Child Rearing or
Nursing Care

The employee may be re-employed by Tokyo Tatemono if they express the desire to workfor the company again after resignation.

Before/After Childbirth
PolicyOverview

Carry Over Paid Leave Policy

The employee may use the carry over paid leave policy.
Salary: Paid leave

Re-employment Policy for Employees Who Have
Resigned Due to Pregnancy, Childbirth, Child Rearing or
Nursing Care

The employee may be re-employed by Tokyo Tatemono if they express the desire to workfor the company again after resignation.

Leave Before/After Childbirth

The employee may take leave for up to six weeks before childbirth and eight weeks afterchildbirth.
Salary: Paid leave

Child Rearing Leave

The employee may take leave until March 31st plus an additional month after their childhas reached the age of three.
Salary: Unpaid (compensation is provided by employment insurance)

Child Rearing Leave Benefits

The employee receives an equivalent of 67% of their salary during child rearing leave (50%after six months from when leave begins)
Period: Until the child reaches one year of age (Special cases: 1-year and 6-months to
2-years old)

Exemption from health insurance and employee benefit
premiums

The employee is exempt from health insurance and employee benefit premiums duringchild rearing leave.
Period: Until the child reaches three years of age

51

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemPolicyOverview

Special Leave for Childbirth

The employee may take one day of special leave.
Salary: Paid leave

Congratulatory Money for Childbirth

The employee receives 50,000 yen as congratulatory money for childbirth.

Lump Sum for Childbirth/Child Rearing (Lump Sum for
Family Childbirth/Child Rearing)

The employee is paid 420,000 yen as a lump sum for childbirth/child rearing. The employee
receives this lump sum for multiple children.

Childbirth Expense Benefits Policy

The employee may borrow a lump sum for childbirth/child rearing at no interest (legal
payment).

Income Tax Exemption for Childbirth Expenses

The employee may write off the cost incurred during childbirth as a medical exemption for
their income taxes.

During Child Rearing
PolicyOverview

Flextime System

The employee may use the flextime system.
Salary: Same wages as the standard flextime system
Period: Until the day the child completes third grade [extended]

Carry Over Paid Leave Policy

The employee may use the carry over paid leave policy.
Salary: Paid leave

Re-employment Policy for Employees Who Have
Resigned Due to Pregnancy, Childbirth, Child Rearing or
Nursing Care

The employee may be re-employed by Tokyo Tatemono if they express the desire to workfor the company again after resignation.

Short-work Hour System

The employ may work six hours as their normal working hours. Choose between five types
of work forms [target expanded]
Period: Until the child completes third grade [extended]

Leave Related to Child Rearing

The employee may take leave for one full day or divide the leave by hour.
Salary: Unpaid
Period: Until the child reaches one year of age

Restrictions on Overtime for Child Rearing

The employ is limited to no more than 24 hours of overtime per month and must not exceed
150 hours of overtime per year.
Period: Until the day the child completes third grade [extended]

Restrictions on Late Night Work for Child Rearing

The employee may be restricted from working between 10:00 p.m. to 5:00 a.m.
Period: Until the day the child completes third grade [extended]

Exemption from Overtime for Child Rearing

The employ may be exempt from exceeding the fixed overtime.
Period: Until March 31st plus an additional month after the child has reached the age ofthree.

Nursing Care Leave for a ChildThe employee may take up to five days leave for their first child or up to ten days for theirsecond child between April 1 to March 31 to care for injured or sick children (leave may betaken in half-day increments).
Salary: Unpaid
Period: Until the day the child completes third grade [extended]

Pediatric Expense Benefits

The employee receives assistance for expenses incurred for medical care of their child.

Child Allowance

The employee receives a child allowance.

Special Babysitter DiscountThe employee receives a special discount on babysitter fees if they use a welfare service.

Promotion of Seniors to Take Active Roles
Re-employment Status of Employees at Retirement AgeTokyo Tatemono has introduced a re-employment policy for
employees at retirement age so that employees who havereached the age of 60 can take active roles by leveraging
their career up to that point. In addition, the Personnel
Division consults with employees who have put off
retirement and works so that they can leverage the career
they have built up to that point to take an active role in-linewith their desire to work based on a life plan for each andevery person.

Employees at retirement age

52

Re-employment

2018

8

7

87.5%

2017

12

11

91.7%

2016

4

3

75.0%

2015

6

4

66.7%

2014

5

3

60.0%

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemPromotion of People with Disabilities to Take Active Roles
Trends in the Employment Rate of People with Disabilities(as of June each year)

Tokyo Tatemono actively strives to employ people withdisabilities. We have prepared a system in which people
with disabilities will have long-term stable employment, suchas assigning them to the most appropriate department,
conducting regular consultations with the Personnel
Division, and setting working hours considering the level ofdisability.

Actual employment rate

(%)
2.5

2.06

2.06

2.0

1.98

1.87

2017

2018

1.88

1.5
1.0
0.5
0.0

53

2014

2015

2016

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemWork-Life Balance
Policy and Concept
Realizing a work-life balance and increasing productivity
have become important issues in the sustainable
development of employees and companies amidst concerns
about issues of long working hours and mental health grow.
The Tokyo Tatemono Group is conducting initiatives
to sustain and improve the health of executives andemployees based on the Group Health Management
Declaration.
In terms of overtime, we prevent overwork in accordancewith labor agreements such as the 36 Agreement while
striving to control overtime.
We also support a better work-life balance throughrecreational activities outside working hours such as club
activities.

Tokyo Tatemono Group
Health Management Declaration
The corporate philosophy of Tokyo Tatemono is"Trust beyond the era," which incorporates our will
to strive for the growth of the company and thecreation of a prosperous society, taking pride in thetrust placed in us that extends over a century.
To embody this corporate philosophy, we believe
the health of our executives and employees as wellas their families is vital.
We see mental and physical health of executives
and employees as the source of sustainablecorporate growth and actively promote activities foreach and every person to maintain and improvetheir health.
I will strengthen environment to achieve this as
the chief executive officer in charge of healthmanagement, and I vow that we will endeavor in
health management unified as a Group.
Hitoshi Nomura
President and Chief Executive Officer
Tokyo Tatemono Co., Ltd.

Systemthe workplace and encouraging employees to maintain andimprove their health.
Moreover, we are working to maintain and improve healththroughout the entire Group through exchange between
Tokyo Tatemono Group companies.

We have established Health Committee made up
of members from the Personnel Division, industrial
physicians, and representatives from each office. The
Health Committee generally convenes once a month for the
purpose of improving standards of occupational health inIndicators and Results●Collection Period:• April to the following March each year. (Turnover rate isfrom January to December)Tokyo Tatemono has received third-party assurance by
Lloyd's Register Quality Assurance Limited (LRQA) toassure integrity of part of its data. The type and numerical
data assured are marked with *.

●Collection Scope:• Tokyo Tatemono Co., Ltd.

Item

Unit

2014

2015

2016

2017

2018

Turnover Rate (Only for Personal Circumstances)*

%

1.7

2.2

1.4

1.4

2.6*

Rate of Health Check-ups*

%

100

100

100

100*

100*

Average Number of Paid Leave Days Taken*1
2020 Target: 30% Increase Compared to 2015
(11.4 days)

Days

8.6

8.8

8.7

8.8*

9.9*

Incidents

1

2

1

0*

1*

1

Number of Lost Time Injury*254

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
System

Item

Unit

2014

2015

2016

2017

2018

＊

137*
100

Total Days Lost Due to Absence*

Days

86

138

47

81

Employees Unionized Rate

%

100

100

100

100

*1 Other leave systems such as summer leave and national holidays are also provided (these days are not included in the above figures)*2 Number of lost time injury: Accidents that occur during work that result in one or more days absence.

Health Management Initiatives
As daily health measures, we are strengthening support
to maintain the health of employees by ensuring that thecosts required for voluntary health management such as
physical examinations, various cancer screenings, medical
treatment, pharmaceuticals, and health management
programs are covered in the Welfare Cafeteria Plan*.
We had also been subsidizing the cost for influenza
vaccines up until recently, but we have strengthened theprevention of mass infection during the influenza season byinviting physicians to the company to provide vaccinations
from 2016.

Tokyo Tatemono is conducting various initiatives based on
the Group Health Management Declaration.
●Third-party Evaluation of Health Management
Our sincere efforts toward health were evaluated andreceived the highest rank in 2014 for distinguished initiatives
with the health considerations of employees in the DBJ
Health Management Rating run by the Development Bankof Japan.
We were recognized under the Certified Health andProductivity Management Organization Recognition
Program (White 500), a program in which the Ministry of
Economy, Trade and Industry certifies companies practicing
excellent health management, for the third consecutive year
since the program was founded in 2017.
Moreover, Tokyo Tatemono and eight group companies
have been recognized by the National Federation of Health
Insurance Societies (Kenporen) in Tokyo as an outstandingorganization under the Health & Productivity Management
Outstanding Organizations Recognition Program and were
issued Silver certifications as outstanding organizations.

*This plan assigns a set number of points to each employee and they
can individually choose a menu of their own within the set number ofpoints. This provides a benefit of being able to put together a menu
suitable to individual health needs.

●Mental Health Initiatives
Tokyo Tatemono conducts stress tests through on online
service every year for all of its employees to properly andeasily grasp the stress levels of each employee.
In addition, we are providing mental health counseling
via health insurance associations and these counselingservices have been made available to employees who have
unstable mental health. We started linking to psychiatricadvisors in 2016 and have put in place a support systemthat includes return to work training.
As mental health enlightenment activities, we areconducting training in self-care and employee careoverseen by line managers, and newly appointed managers
in particular are required to participate in the training
for employee care overseen by line managers (100%attendance rate). We invite sports trainers as lecturers
for new employees and conduct training all employees
participate. We understand the importance of mental healthfor all of our employees and strive in the early diagnosis andprevention of mental health problems.

●Health Improvement Initiatives
Tokyo Tatemono aims to have a check-up rate of 100% forperiodic health examinations, and is advancing initiatives
to raise greater awareness in all employees about healthmanagement (100% rate is sustained since 2011).
We coordinate with health insurance associations to
conduct a wide range of initiatives for improving healthmanagement. We also understand the health risk attributesof employees in addition to actively engaging in preventative
measures against severe illnesses for non-obese andyoung people not eligible for special screenings with the
purpose of improving health through preventative andearly-term treatment. We have also been introducing groupdental check-ups since 2017 as part of our efforts in healthmanagement.

CSR Website Feature: Health Management Ensuring Results(Published 2017)https://www.tatemono.com/csr/special/healthcare.html

55

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemLabor and Management Dialogue
The Union and Tokyo Tatemono have concluded a labor
agreement and work to solve a diverse range of challenges
through a dialogue between labor and management.

Tokyo Tatemono supports the right for freedom of
association and collective bargaining. All of our employees
except for core management have formed and are membersof the Tokyo Tatemono Labor Union (as of January 1, 2019).

Endeavoring for Work-style Innovation Together as Labor and Management
We shared the purpose and goals intended by work-styleinnovation and engaged in a lively debate between laborand management. Since 2018, we have been conducting
telework trials in an effort to further the introduction of
specific measures geared toward enhancing productivity.

Tokyo Tatemono established a Work-Style Innovation
Labor-Management Review Meeting with the labor unionin 2017. This meeting committee structure anticipates
the accomplishment of the Group medium-term businessplan and growth thereafter and aims to further improve
productivity and efficiency in business execution. We
know conducting work-style innovation suitable to Tokyo
Tatemono is necessary and have setup specific measuresfor debate between labor and management.

[Tokyo Tatemono Work-Style Innovation Concepts]
The ideal goal of work-style innovation is to bring about
more time, such as more efficiency, to aid in corporate
growth as well as individual growth and happiness.

Strengthen Growth
Capabilities

Image of Tokyo Tatemono Work-Style Innovation

Both

Corporate Growth

Individual Growth/Happiness
Personal relationships, self-enlightenment,social interactions outside the company,
wealth of product knowledge⇒Growth<Keywords> Pursuit of profits, more opportunities tovisit customers, new initiatives, businesses,
improvement efforts, greater motivation of
employees, creativity, AI

Maintain and improve health,work-life balance, refresh⇒Happiness

Reduce Time

Generate Time

Make Decisions Rapidly

Fully Manage Time

Build IT andother infrastructure

Share Know-how

Initiatives to Reduce Overtime
Transitioning to Fixed Overtime per Month

Tokyo Tatemono has continued measures to prevent
overtime since 2008 from the perspectives of work-lifebalance and employee health management.
We have adopted a system to shut down computers at thestandard end of the working day in 2010 to control latenight working hours and prevent overwork. Furthermore,in departments long-working hours occur, we have
implemented a framework to fight back by requiring directsupervisors to report improvement measures. Through thistype of PDCA cycle, we are striving to reduce overtime(outside working hours).

*1 The fixed regular working hours per day is 7.5 hours (statutory
working hours is 8).
(Hours)
50
40
30

36
30
22

20

19

20

19

20

21

20

21

25

10
0
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

（年）

56
2.03

2.06

2.06

2.10

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemOccupational Health and Safetyor other external certifications related to occupational healthand safety, we work to ensure safety by conducting risk
assessment and improvement activities.

Tokyo Tatemono works to ensure employee safety byadvancing a wide range of initiatives for the guarantee ofa work-friendly environment as stated in the Compliance
Manual. Although we have not acquired the OHSAS18001

Support of Club Activities
Tokyo Tatemono put in place approval and subsidy rules
for club activities in 2014 and has introduced systems
to support the outside activities of employees. Currently,
we are subsidizing rental fees of activity venues andparticipation costs in competitions for the 12 clubs that havebeen approved. Employees of Group companies are also
participating, and we are conducting Group-wide activities
that go beyond corporate barriers.
Furthermore, each club participates in athletic competitions
held by local public organizations and actively
communicates with the local community.

The music club performed at Grapes Tateishi and Grapes With
Omorinishi senior residences that include services.

57Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemHuman Resource Development
Policy and Concept
Tokyo Tatemono actively strives to develop the skillsof employees based on the belief that the employees
themselves are the foundation of sustainable corporate
growth.
We have revised various systems related to humanresources in 2012 for the purpose of strengthening
workplace building that creates added value and humanresource development and innovating organizational culture
with not only optimization of individuals and departments
but also the entire organization. As part of the innovation,
the Human Resource Policy was formulated and used as afoundation to build a human resource development system.

Human Resource Policy
1. Developing ideal human resource
Ideal human resource: person that istrusted and that opens new avenue forthe future
2. Realization of a satisfying working place
where employees can feel their growth

System (Human Resource Development System)
type internal training and external dispatch training aswell as multi-industry social training for mid- and higher
level employees to cultivate a self-learning climate for
employees.
Training for managers includes training to enhance dailyline management such as training for evaluators and mental
health and line care training, in addition to dispatching
employees to external training agencies such as businessschools to enhance their strategic perspective andmanagement capabilities.
In addition, we have established self-enlightenment
programs and support systems to acquire certifications
to assist in independent learning through all levels of
employment. Furthermore, we support learning English andChinese and dispatching employees to overseas training
considering future global expansion.

Tokyo Tatemono has set the first five years after joining
the company as a time to focus on developing young
employees by implementing a collective training programthat includes basic business training (logical thinking,marketing, management strategy, etc.).
Furthermore, for the purpose of experiencing and gaining
the broader knowledge required for employees of acomprehensive real estate company, they are rotatedaround to experience about three departments in the ten
years after joining the company for new graduate recruits.
To strengthen the OJT development cycle in the workplace,training for managers who are the instructors andcounseling system for new recruits have been implemented.
The operation status of these initiatives is monitored
through regular interviews by the Personnel Division.
We are providing enhanced programs such as volunteer
2019 Annual Training System (Summary)Stratified Training
Executives

Executive Training

GeneralManagers

New General
Manager Training

Group Leaders

New GL Training

Managers

New Manager Training

AssistantManagers

New AssistantManager Training

Global Training

Electives
Coaching Basics
Coaching Advice
Strategic OJTLeadership
Business Development
Data Science
Design Thinking
Negotiation
Action Learning
Breakthroughs
Lectures by Outside
Experts

Senior
Employees

Strategic Communication, Presentation, Accounting, Finance,
Marketing, Management Strategy, and Third-year Group Training.

New Employee
Training

New Employee Training and Basic Practical Real Estate Training
Logical Thinking and IT

58

Attending
Language School

Self Enlightenment
External Deployment

Support Systems to
Acquire Certifications

Support for
AttendingBusiness or
Graduate School

Building Lots andBuildings Transaction
Business
The Official Business
Skills Test in
Bookkeeping
The Japan Business
Law Examination
Certified Building
Administrator
Real EstateConsulting Induction
Association for Real
Estate Securitization
MasterRedevelopment
Planner
Real EstateAppraiserFirst-class Architect

OverseasOn-sight
Observation

Business School
Dispatching toComplete Single
Subject Training

Overseas
Deployment
Training

Cross Industry
Training

Local Subsidiary
Internships

Distance Learning
Outside Seminars

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemCollective Group Workshops for New Employees for Group Synergy
three nights) right after new graduates joined the company
and held a Group athletic meet for the purpose of improving
the power of unity after six months of employment.
Furthermore, we have prepared various collective training
programs for the third year after joining the company tosupport the building of relationships able to drive Groupsynergy.

Tokyo Tatemono Group has positioned providing amazing
value through innovative group synergy as one important
strategy based on the Medium-term Business Plan tocontinue to be the leading choice.
We are conducting Group workshops for junior employees
as one initiative to drive Group synergy. In 2018, we
conducted camp-style introductory training (four days and

TOPICS

Third-year Collective Group Workshops Together
with Group Companies to Drive Group Synergy
In January 2018, 51 third-year employees from five Tokyo
Tatemono Group companies (Tokyo Tatemono, Tokyo
Tatemono Real Estate Sales, Tokyo Tatemono Amenity
Support, Tokyo Real Estate Management and Nihon
Parking Corporation) gathered over two days for training
to learn how to create a foundation for Group synergy.
In this large collective training for new third-year
employees, we were able to deepen the understanding of
the businesses that are being cultivated at each company
and debate topics such as the ideal form of the entire
Group and the business environment as individual teams.
On the last day of training, each team presented ways todrive Group synergy in addition to new businesses andservices to realize in the next five years for an audience
which included executives and general managers.

Presentations

Overseas Training for Global Human Resource Development
learn local culture and business trends through actual
work experience. In the future, we will also support thegrowth of human resources who have a desire to takeon the challenge of creating new value on a global scale
regardless of country

Tokyo Tatemono conducts overseas training for the purposeof heightening a global mind as business expands more andmore globally.
Furthermore, as a more practical program in 2018, we
deployed interns to our local Chinese subsidiary andwe conducted training where these interns were able to59