Sustainability Report

2022

T O K Y O TAT E M O N O G R O U P

Sustainability ReportCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management

Corporate Data

Message from the President and CEO

Tokyo Tatemono Co., Ltd.

Company Name

ESG Management
Materiality of the Tokyo Tatemono Group

Since our founding in 1896, the Tokyo Tatemono

Participation in Initiatives

Group has striven as a comprehensive real

Featureestate company to build a prosperous society

Environment

through urban development. Boasting more thanEnvironmental Managementa century’s worth of positive contributions, we

Promoting a Decarbonized Society

aim to create a sustainable society and improve

External Evaluation and Certification for Green Building

our corporate value as a member of society by

Water Resources

finding solutions to various social issues.

Promoting a Recycling-oriented Society

Head Office

Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes

Capital* The head office location on the commercial registrationis 1-9-9

Hitoshi Nomura, President and Chief Executive Officer
October 1, 1896
92.4 billion yen (As of December 31, 2021)

Number of
Employees

725 (As of December 31, 2021)

Number ofConsolidated
Employees

5,648 (As of December 31, 2021)

Operating Revenue, Business Profit, Profit Attributable to Owners of Parent, ROE
Operating revenue

Business profit

Profit attributable to owners of parent

ROE

Billion yen

(%)

400

8.2

7.9
266.9 6.8

Corporate Philosophy

Trust beyond
the era.

EstablishedFinancial Highlights

Biodiversity
Sustainability Finance

Representative

Tokyo Tatemono Yaesu Building, 1-4-16 Yaesu,
Chuo-ku, Tokyo 103-8285

323.0

273.3

8.3

8.7

334.9

340.4

10

5

200

46.4
0

47.1

22.5

2017

51.6

27.2

2018

49.8

29.7

2019

31.7

2020

47.9 34.9
2021

0

We aim to grow the company and to createa prosperous society, taking pride in the trust
placed in us that extends over a century

Operating Revenue per Segment

Business Profit (Loss) per Segment

Asset Service

Other

Asset Service

Contributing to Our Communities

42.6 billion yen

21.5 billion yen

4.3 billion yen-9.1 billion yen

Human Resource Investment and Development

(13%)

(6%)

(6%)

(-15%)

Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data

Corporate Stance

Residential

We support affluent and dream-filled living.

17.0 billion yen

We aim to create comfortableurban environments.
We create worthwhile spaces offering
peace of mind.

Other

(26%)
Residential

Commercial Properties

Commercial Properties

120.5 billion yen

155.6 billion yen

44.8 billion yen

(35%)

(46%)

(68%)

Operating Revenue

340.4

billion yen

Business Profit

47.9

billion yen

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

01

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management

CONTENTS

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group01

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy

03

Management

Participation in Initiatives
FeatureEnvironment

03

Message from the President and CEO

06

ESG Management

11

Materiality of the Tokyo Tatemono Group13

Participation in Initiatives

Environmental Management
Promoting a Decarbonized Society

17

Feature: P ursuing Sustainable Community Development
Promoting the decarbonization of cities throughenergy conservation and energy generation

External Evaluation and Certification for Green Building
Water Resources

22

Promoting a Recycling-oriented Society

Environment
23

Environmental Management

28

Promoting a Decarbonized Society

Biodiversity

35

External Evaluation and Certification for Green Building

Sustainability Finance

37

Water Resources

39

Promoting a Recycling-oriented Society

Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management

54

43

Biodiversity

45

Sustainability Finance50

Responding to Natural Disasters

Social55

Respect for Human Rights

58

Supply Chain Management

Revitalizing Housing Complexes

59

Improving Quality and Customer Satisfaction

Contributing to Our Communities

68

Revitalizing Housing Complexes

71

Contributing to Our Communities

75

Human Resource Investment and Development

78

Health Management / Occupational Safety and Health82

Diversity & Inclusion

Improving Quality and Customer Satisfaction

Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data

85

Governance86

Corporate Governance91

Risk Management

93

Compliance

Editorial Policy
The Tokyo Tatemono Group publishes sustainability-related information to communicate to all our stakeholders about
our role in helping to realize a sustainable society and our initiatives in this area.
	  All information concerning our sustainability initiatives is posted on our website, which is divided into two sections:the sustainability website, which is designed to provide easy-to-understand information to all stakeholders; and theSustainability Report, which is our annual report.
	  We have enhanced the level of quantitative data provided in the Sustainability Report, with the aim of providing
comprehensive and detailed information on our initiatives. We have selected themes that the Group considers
important to society and our customers and for each theme, reported on our approach, indicators, and results forfiscal 2021. In terms of comprehensiveness of information, we have determined the items for disclosure inaccordance with the GRI Standards and by referring to the SASB Standards.
Publication Data
June 2022 (Issued annually, revised in March 2023; fourth version)
Reporting Period
The period covered by this report addresses our activities in FY2021 (January 1, 2021 to December 31, 2021). Someof the information included in this report may be applicable to other fiscal years. Certain items in the Data section
correspond to the period between April and March of the following fiscal year.
Report Scope
This report primarily focuses on activities of Tokyo Tatemono Co., Ltd. However, some sections cover activities
across the entire Tokyo Tatemono Group or group companies. Activities of Tokyo Tatemono Co., Ltd. are describedusing “Tokyo Tatemono.” Activities of the entire group are described using “Tokyo Tatemono Group.”
Referenced Guidelines
This report has been prepared by referring to the Core option of the Global Reporting Initiative (GRI) Sustainability
Reporting Standards. We also referred to the SASB Standards of the Sustainability Accounting Standards Board(SASB).
GRI Standard Contents Index
SASB Comparison Table

Third-Party AssuranceTokyo Tatemono underwent a third-party quality assurance evaluation by Lloyd’s Register Quality Assurance Limited(LRQA) in connection with certain environmental and social data to ensure the integrity of the data within this report.
The type of data and numerical figures subject to this evaluation are indicated with a dagger (†).
Inquiries
Sustainability Management Department
Tokyo Tatemono Co., Ltd.
Tokyo Tatemono Yaesu Building, 1-4-16 Yaesu, Chuo-ku, Tokyo 103-8285
TEL: +81 (0) 3-3274-0148

97 Data
104 Third-Party Assurance

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 202202

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized SocietyManagement

Message fromthe President and CEO

External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability FinanceA corporate group trusted

Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities

over a century
for its balanced commitment
to solving social issues
and growing as a business

Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance

Hitoshi Nomura
Representative Director, President and CEO
Tokyo Tatemono Co., Ltd.

Carrying on our founding spirit andtaking the balance between ethics andeconomics to an even higher level
Tokyo Tatemono was established in 1896 by Zenjiro Yasuda,
the founder of the former Yasuda Zaibatsu. It was foundedon the principles of always placing the customer first andmaintaining an enterprising spirit. Its aim was to enable people
to conduct real estate transactions with confidence, in an era
when such transactions had not yet been adequately
developed. Eiichi Shibusawa, the father of modern Japanese
capitalism, was also deeply involved in the establishment ofTokyo Tatemono which has the longest history of business
operations in Japan as a comprehensive real estate company.
The Tokyo Tatemono Group has inherited the spirit of Yasuda,
Shibusawa, and many other entrepreneurs who aspired to finda balance between ethics and economics. Our business history
has been guided by the principle of always responding to theneeds of the times and contributing to the realization of a safe,
secure, and prosperous life for people and society. Such a
spirit is needed precisely in times of turmoil such as the current
one—as the global challenges and the international situation ofrecent years have reminded us.
In 2020, the Group set forth its long-term vision, “Becominga Next-Generation Developer.” In it, we declared that we willfurther pursue a balance between ethics and economics. We
will work to maintain an overarching balance between solvingsocial issues and growing as a company. In this way, we will
aim to be a good company that gives balanced consideration
to all its stakeholders. The word “developer” conveys the ideathat we develop not only in the hard sense, through real estate.
We also enrich and enhance communities in the soft sense,
through the various real estate services we provide to ourcustomers. We are determined to mobilize the combined
strengths of our Group to address both the hard and soft
aspects of urban development. On the hard side, we pursue
innovative ideas to create spaces where people can enjoy
spending time, from places to work or live to places to relax.
By supporting the creation of these spaces through the soft
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 202203

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Management

Message from the President and CEO

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management

aspect of development, we create customer experience valueand help enrich people’s lives. We see this as our greatest
social value and our purpose as a company. We believe thatthe accumulation of these efforts will create “trust placed in us
that extends over a century” which is linked to our corporate
philosophy of “Trust beyond the era.”

Promoting a Decarbonized Societydoor” partitions in each unit. These can be arranged to form
private rooms for activities such as remote working. Throughthese and other efforts, we have been able to achieve our initialplan, despite significant impact to certain parts of our business.
Looking to the post-pandemic era, we have installed
experimental new devices and equipment for measuring
intellectual productivity in the office.

External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance

Targeting the post-pandemic
lifestyle and preparing for changing
customer needs
Looking back on 2021, I feel that it was a year in which thepost-pandemic society gradually came into view, perhaps partly
helped by the increased COVID-19 vaccination rate. In fact,some of our office building clients have actually returned theiroffice attendance rates to pre-pandemic levels through anemphasis on communication among employees. Meanwhile, insales of condominiums, there is a growing need for spaces that
can accommodate flexible work styles and diverse lifestyles.
We believe that these kinds of customer needs that anticipate
the post-pandemic world will take shape in the coming year.
The Group is also pursuing new initiatives in response to thewide-ranging needs of its customers. We expect a continuationand expansion of the work flexibility that emerged from the
COVID-19 pandemic. In the Commercial Properties Business,
we acquired Expert Office Corporation, a provider of sharedand serviced offices, and entered the mid-size office business.
We are also deepening communication aimed at ensuringsafety and security. For example, we have been asking tenants
about their satisfaction with the COVID-19 infection control
measures implemented by their buildings. In the Residential
Business, we were quick to address customer needs amidchanging work styles. We installed a full-fledged co-working
space in the common area that is open to the community andhas management services. We also installed movable “wallCreating a cycle in which customer
trust earned through personal
strengths leads to new businessWe must respond to changing customer needs, constantly
pursue customer satisfaction, continue providing social value,and ensure the sustainability of the company. I believe thatwhat is fundamentally important in all of this is the personal
strengths of each employee. We often hear it said that thegreatest source of value creation for a company is its talent.
For Tokyo Tatemono, it can indeed be said that our greatest
strength is our talent—or more precisely, the personal strengthsof each of our employees. Earning the trust of customers
depends on our employees being naturally motivated to tackle
their work and achieve challenging goals.
While enhancing such personal strengths, we must also
have an earning mindset. That means maintaining anawareness of our growth as a company with the aim ofcontinuing to provide value to society. I communicate this idea
to my employees with the words, “Though you are a zebra,
bear in your mind the horn of a unicorn.” In other words, asa so-called zebra company, we aim to maintain a balance,emphasizing coexistence and balancing social contribution
with corporate profit. But at the same time, I want us tomaintain our ambition for profitable growth—like the horn ofa unicorn company.
I believe that down through the ages, Tokyo Tatemono

has carried on the enterprising spirit on which it was founded.
A recent noteworthy example is Hareza Tower in Ikebukuro inTokyo’s Toshima Ward. On the face of it, this was a challenging
project given its location in a non-prime office area. However,we were able to provide advanced environmental performanceand by the time construction was completed had attracted fulltenant occupancy. This demonstrated the strengths of ouremployees in taking on a difficult project and executing it
properly through to completion. In addition, we will work toearn the trust of stakeholders we engage with in our businessand in society, based on the spirit of always placing thecustomer first. We will repeatedly build opportunities forpeople to recognize the value of Tokyo Tatemono. We wantpeople to remember us the next time they have some queryand to contact us. We must establish a cycle for thoroughly
converting such expectations and opportunities into profits.
I believe that the Group’s business would not be viable without
an awareness both of personal strengths and earning power.
Based on this shared vision of our talent, we are working
as a Group to develop and hire talent and to improve
employee engagement.

Maximizing our efforts to achieve
net zero CO2 emissions
In 2021, one of the areas that the Group discussed most was
our medium- to long-term targets for reducing greenhouse gas
emissions, which we have introduced in response to climatechange. In terms of climate change, it has become clear that
global warming is caused by human activities and that, undercurrent circumstances, it will be extremely difficult to achieve
the goals of the Paris Agreement. We recognize that we nolonger have time to wait for measures to be taken. Japan has
declared that its 2030 greenhouse gas reduction target will be
a 46% reduction from the fiscal year 2013 level, and that it will
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 202204

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Management

Message from the President and CEO

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction

continue to strive further toward a 50% reduction. At the 26th
Conference of the Parties to the United Nations Framework
Convention on Climate Change (COP26), an agreement was
adopted to pursue efforts to limit the average temperature
increase from pre-industrial times to 1.5°C.
The Group has also moved to keep pace with the rest of theworld. In June 2021, we set a medium- to long-term target toachieve, by fiscal 2030, a 40% reduction in CO2 emissions
compared to fiscal 2019; and net zero CO2 emissions by fiscal
2050. There was some concern and hesitation within theGroup about how much we could contribute to the enormous
challenge of climate change. But if each employee and eachcompany in the Group works toward the same goal, and if theinternational community also cooperates to the best of its
abilities, we can without a doubt achieve a significant
improvement over the current situation. Ambitious, lofty goals
have been set. Achieving them will require steady, step-by-stepmeasures. After numerous internal discussions, we havedecided to adopt a more proactive approach by obtaining SBT(Science Based Targets) certification for our fiscal 2030
medium-term targets.

Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
ComplianceData

An evolved approach to ESG
management, embodying
employee-driven initiatives
We have just launched initiatives based on the material
issues and KPIs that we have newly identified for 2021.
These initiatives are aligned to our strategies for supporting
the realization of our long-term vision, “Evolved Approach to
ESG Management” and “Contributing to the Achievement of
the SDGs.”
In terms of environmental efforts, we have joined RE100,
an international initiative that sets process goals for achieving

medium- and long-term targets for reducing greenhouse gas
emissions and procuring 100% of the electricity used inoperations from renewable energy sources. Development ofbuildings with high environmental performance, including ZEB
and ZEH, is being promoted more strongly. There has also
been a shift toward construction of wooden condominiums that
use the CLT panel construction method for major structuralparts, with a view to enabling carbon capture. Althoughrelatively late in our adoption of wooden construction, we
decided to take on the challenge of building a full-scale
wooden structure. Recognizing the difficulties involved, we plan
to use timber for approximately 85% (approximately 700m3) of
the main structural components.
As our employees become increasingly aware of theimportance of addressing climate change, they too arevoluntarily taking concrete steps to address climate change inthe businesses in which they are involved.
On the social front, in May 2021, we formulated the Tokyo
Tatemono Group Human Rights Policy and Sustainable
Procurement Standards. As developers, we cannot accomplisha large project by ourselves. The nature of our business instead
requires that we cocreate through collaboration with financial
institutions, landowners, general contractors, local residents,
designers, and others. With this in mind, the Group believes
that in the course of doing business it is our responsibility torespect human rights and the environment throughout the
supply chain. To communicate this stance to a wide range of
people outside the company, in July 2021, the Group endorsed
and expressed its support for the Ten Principles of the UN
Global Compact. Under the current international situation, there
are many parts of the world where human rights that had
previously been respected are suddenly being taken away. One
example is Myanmar, where we have temporarily suspended
our development projects. The Group’s human rights initiatives
have only just begun. As a company, however, we are keenly

aware of the importance of respecting the human rights of all
stakeholders involved in our business. We will continue to takethis seriously as the basis for all our business activities.
The Group is committed to becoming a company thatearns even greater trust from its stakeholders by pursuingsolutions to social issues and corporate growth at a higher
level, with the ultimate aim of enriching people’s lives. I would
like to ask all of you for your continued understanding andsupport of our Group.
June 2022

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 202205

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters

Management

ESG Management
Overview of ESG Management at
the Tokyo Tatemono Group

Long-Term Vision

The Tokyo Tatemono Group pursues an evolved approachto ESG management, proactively implementing sustainability
measures throughout its operations. We strive to achievea balance between solutions to social issues andcorporate growth.
ESG management has grown ever-more important in recent
years, amid intensifying changes in the business environment.
To achieve sustained growth in this environment, the Group hascome together under a Long-Term Vision and established asustainability promotion framework.
Our Long-Term Vision covers the period from our current
large-scale redevelopment projects to the year 2030, in which
the completion of these projects overlaps with our targets for
Sustainable Development Goals (SDGs).

Becoming a Next-Generation Developer

We live in a time of profound change.
We are experiencing shifting demographics, growing diversity among personal values, ever-accelerating
technological development, and more.
Amidst these uncertainties, a broad range of challenges to achieving social sustainability have emerged.
The Tokyo Tatemono Group understands that the role of developers must also change infundamental ways.
We are committed to using our business to offer better solutions to society’s problems and bringour own growth as an enterprise to a higher level.
By doing so, we aim to be a good company for all our stakeholders.

SocialLong-Term Vision

Respect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion

Focus Factors in the External Environment
Intensified competition between cities internationally
Changes in the financial environment
Decrease in population and working-age citizens in Japan
Diversification of work styles and lifestyles
Intensification of competition to recruit human resources
Acceleration of digital technology advances and globalization
Rising ESG awarenessGreater geopolitical risks and natural disaster risks

Corporate Philosophy

Long-Term Vision

Medium-Term Business Plan (2020–2024)

Corporate Philosophy
Our unchanging values and mission

Long-Term Vision
Group Vision for 2030

Medium-Term Business Plan (2020–2024)
A strategy for achieving our Long-Term Vision

GovernanceCorporate GovernanceRisk Management

Fiscal Year Business Plan

Fiscal Year Business Plan
Specific initiatives for achieving our Medium-Term Business Plan

Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

06

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Management

ESG Management

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters

Our Approach to the SDGs
The SDGs are international goals targeting 2030 that wereadopted at the United Nations Summit. The SDGs comprise
17 goals in a wide range of fields based on diverse social issues
that affect developing and developed countries. Companies are
expected to contribute to achieving the goals. Tokyo TatemonoGroup takes this demand from society seriously. As such, wehave incorporated the SDGs into our long-term vision andmedium-term management plan and are actively implementing
sustainability measures throughout the Group.
As we operate our business as a developer, we will continue
to be guided by the aim of realizing a sustainable society.

ESG Management Framework
The Tokyo Tatemono Group established the Sustainability
Committee, chaired by our president and CEO, to pursue
sustainability measures across the entire Group. We alsoestablished the Sustainability Promotion Committee as asubordinate organization responsible for preliminary discussions
on matters for inclusion in the agenda.
The Sustainability Committee, like the Executive Committee
and Internal Control Committee, is under the direct control ofthe president and CEO. It meets, in principle, twice a year to
discuss important ESG-related issues, set targets, monitor
progress, and evaluate achievements. Matters discussed by
the Sustainability Committee are reported to and supervised by
the Board of Directors as necessary.

SocialRespect for Human Rights

ESG Management Framework

Supply Chain Management
Improving Quality and Customer Satisfaction

The Sustainability Promotion Council conducts preliminary
discussions on matters for inclusion in the agenda the
Sustainability Committee, shares its decisions, and reports on
the progress of sustainability measures.

ESG-related KPIs and Targets;
Progress
The Tokyo Tatemono Group believes that advancing ESG
management will help to maximize the medium- and long-term
benefits for our stakeholders. We have set ESG-related KPIs
and targets based on the material issues we identified in 2021.
We have incorporated the action plans for achieving thesetargets into the business plans of each business division orbusiness unit. The Sustainability Promotion Council monitors
the status of these efforts, while the Sustainability Committee
evaluates the achievement of the targets and manages
progress using the PDCA cycle. Progress is reported to andsupervised by the Board of Directors as necessary.

Board of Directors

Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate Governance

Sustainability Committee

Committee Chair:
President and CEO
Committee members:
Directors (excluding external directors), executive officers concurrently serving as directors,
general manager of the Corporate Planning Department, general manager of the Sustainability
Management Department, general manager of the Corporate Communications Department,
general manager of the Personnel Department, general manager of the General Affairs andCompliance Department, general manager of the Building Engineering Department, andother persons designated by the President
Secretariat:
Sustainability Management Department
Assisted by:
Corporate Planning Department

2050 Target

Risk Management
Compliance
Data

Sustainability Promotion Committee

Business Divisions

Net zero CO2 emissions

Ensure that 100% of theelectricity consumed inour business activities
is from renewableenergy sources

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 202207

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Management

ESG Management

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management

Material Issue KPIs and Targets
Material issues
Promotinga decarbonizedsociety

Item
Reduction in greenhousegas emissions

KPIs and Targets
Reduction in CO2 emissions

Promoting a Decarbonized Society

Scope

Target year

Scope 1, 2*1

1) 2030
2) 20501) 40% reduction
compared to
FY20192) Net zero

Scope 3*2

1) 2030
2) 20501) 40% reduction
compared to
FY20192) Net zero

External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

Shift to renewable energy

Rate of shift to renewable energy for electricity consumed in our business activities(1) P roperty owned in Commercial
Properties Business(2) All business activities(1) 2030(2) 2050(1) 40%(2) 100%

Promotion of development of ZEB
and ZEH*3

Rate of ZEB development in newly developed properties

Office buildings and logistics facilities

2030

In principle, 100%Rate of ZEH development in newly developed properties

Condominiums for sale2030

In principle, 100%

Acquisition of Green Building
Certification*4Rate of acquisition of Green Building Certification in newly developed properties

Office buildings and logistics facilities

2030

In principle, 100%

Reduction of waste emissions

Reduction rate of waste emissions per unit

Long-term buildings*5

2030

20% reduction
compared to
FY2019Waste recycling promotion

Waste recycling rateLong-term buildings*5

2030

90%

Reduction of water consumption

Reduction rate of water consumption per unit

Long-term buildings*6

Each year

Reductioncompared withprevious
fiscal year

Promotion of use of recycled water

Percentage of newly developed properties with gray water*7 treatment facilities

Office buildings with total floor area
exceeding 30,000m2

2030

100%

Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialTarget value

Respect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities

Promotinga recycling-oriented
society

Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data*1 Scope 1: Direct emissions that occur from the use of fuel by the Group, Scope 2: Indirect emissions that occur from the use of electricity and heat purchased by the Group*2 Scope 3: Indirect emissions from other business activities. Scope of coverage is Category 11 (use of products sold).
*3 Zero Energy Buildings (ZEB) is a building that aims to achieve an annual primary energy consumption balance of zero by maximizing energy independence through the use of advanced technologies that enable significant energy savings and the introduction of renewable energy.
Zero Energy Houses (ZEH) reduces total energy consumption through measures such as heat insulation and energy savings as well as generating energy through power generation to balance out the annual primary energy consumption to zero.
*4 Refers to (but is not limited to) DBJ Green Building certification, CASBEE building and BELS (Building Energy Saving Performance Labeling System) certification.
*5 The scope is the main long-term buildings and commercial facilities for which we have substantial energy management rights and for which we have submitted plans for the reuse and reduction of waste materials.
*6 The scope is the main long-term buildings and commercial facilities for which we have substantial energy management rights.
*7 Recycled water is untreated water from rainwater and miscellaneous wastewater generated in buildings (e.g., wastewater from cooling towers and tenants' kitchens). It is reused for non-potable purposes such as toilet flushing and watering plants.

Materiality of the Tokyo Tatemono Group P.11

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

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Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Management

ESG Management

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management

Material issues

Item

KPIs and Targets

Promotinga decarbonizedsociety / Promoting
a recycling-oriented
society

Promotion of use of wood materials

Percentage of newly developed properties in which domestic timber and certified timber is used
for common-area interiors and furniture

Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

Improve employee
growth and job
satisfaction

Biodiversity

Scope

Target year

Target value

Long-term buildings*6 andcondominiums for sale or rent

2030

100%

Residential Business

2030

100%

Adoption of CLT for their core structural parts in newly developed properties

Residential Business

2023

—

Collaboration and co-creation
with customers

Percentage of tenants with whom we communicate about sustainability at least 4 times a year

Long-term buildings*6

Each year

100%

Plan and implement sustainability measures through communication with residents

Residential Business

Each year—

Promotion of skills development

Average training time per employee

Tokyo Tatemono

Each year

15 hours or more

Career training participation rate

Tokyo Tatemono

Each year

100%

Health checkup rate

Tokyo Tatemono

Each year

100%

Sustainability Finance

Health check reexamination rate

Tokyo Tatemono

Each year

100%

Responding to Natural Disasters

Smoking rate

Tokyo Tatemono

2022

12% or less

Respect for human rights

Dissemination of the Human Rights Policy

Tokyo Tatemono Group

Each year—

Work-life balance

Average annual paid leave utilization rate

Tokyo Tatemono

Each year

70% or more

Ratio of male employees taking parental leave

Tokyo Tatemono

2025

30% or more

Ratio of women in management positions

Tokyo Tatemono

2030

10% or more

Employment rate of persons with disabilities

Tokyo Tatemono

Each year

2.3% or more

SocialRespect for Human Rights

Promotion of health management

Diversity & Inclusion

Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes

Promotion of diversity in our
workforceContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 202209

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Management

ESG Management

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

Stakeholder Engagement
The Tokyo Tatemono Group’s business activities are supported
not only by the customers who use our products and services,
but also by many other stakeholders, including local
communities, employees, shareholders, investors, and business
partners. We believe that building long-term relationships oftrust with these stakeholders is essential to our businessactivities. By incorporating their input in various ways, we areworking to create value.

Stance on and Approach to Dialogue with Our Core Stakeholders
Stakeholders

Stance on Dialogue

Customers
Building tenants, home buyers, users
of services

We established various systems to incorporate
customer feedback in our business activities. We
use these systems to provide valuable products
and services that offer safety and peace of mind,
while continuously improving customer satisfaction.

Customer satisfaction surveys
Brillia Owners Hotline (contact for home buyers)
Various questionnaires
Online inquiry forms, etc.

We work to increase local value and contributeto the local community through efforts that
include community development and various
community activities.

Dialogue with local residents and government bodies in
the planning, development, and management of properties
Volunteer activities, including clean-up activities
Participation in local events and festivals
Support for education and the arts
Post-disaster reconstruction support, etc.

We work to create a satisfying workplace in which
employees can experience personal growth. We
strive to develop people who are trusted andcapable of building the future.

Various training and reward systems
Regular personnel interviews
Dialogue with labor unions and co-hosting of events
Individual consultation on child-rearing and nursing care
support, etc.

We aim to build long-term fiduciary relationships
with our shareholders and investors and earnappropriate recognition through sincere and fair
information disclosure and active communication.

IR information on our corporate website
General Meeting of Shareholders
Seminars for private investors
IR meetings (Japan/overseas), etc.

We conduct fair and equal business dealings
with our partners and strive for close
communications to build even better relationships
with these partners.

Verification of second- and third-tier subcontractors
Verification via internal check sheet
Regular meetings, etc.

Local community
Local community around properties,
local governments, etc.

Biodiversity
Sustainability Finance

Employees

Responding to Natural Disasters
SocialRespect for Human Rights

Shareholders and investors

Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities

Business partners
Business operators related toplanning, development, andproperty management, and service
provision, etc.

Approach to Dialogue

Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 202210

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources

Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialMateriality of the Tokyo Tatemono Group
Materiality of
the Tokyo Tatemono Group
Under our long-term vision, “Becoming a Next-Generation
Developer,” the Group aims to achieve a high-level balance
between providing solutions to social issues and pursuing
growth as a company.
To achieve the long-term vision, we undertook a method ofbackcasting to reassess the priority issues we should address,
with an awareness of the shared value with society we realize
through our business. As a result of this process, we identified
14 material issues from the perspective of both creating social
value and the infrastructure needed to create such value.
The Group will seek to develop solutions to these priority
issues through our business to maximize our positive impact
on society while minimizing our negative impact. In this way, we
will help bring about a sustainable society while pursuing
growth as a company.

Materiality of the Tokyo Tatemono Group
Material issues

Shared values with society

Contribution to SDGs

Strengthening Tokyo’s competitivenessas an international city
Contributing to a safe and secure society
Community building and revitalization
Wellbeing
Social value creation

Promoting a Recycling-oriented SocietyManagement

Addressing the diverse needs of customers
and society

Creating value of placeand value of experience

Value co-creation and innovation
Social implementation of technology

Respect for Human Rights
Supply Chain Management

Revitalizing and utilizing real estate stock

Improving Quality and Customer Satisfaction

Promoting a decarbonized society

Revitalizing Housing Complexes
Contributing to Our Communities

Promoting a recycling-oriented society

Coexistence with the earth
and the environment

Human Resource Investment and Development
Health Management / Occupational Safety and Health

GovernanceCorporate GovernanceRisk Management
Compliance
Data

Value creation platform

Diversity & Inclusion

Improve employee growth and job satisfaction

Value-creating talent
Diversity & Inclusion
Advancement of governance
Strengthen risk management framework

Realizing sustainability
management

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

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Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Management

Materiality of the Tokyo Tatemono Group

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureMateriality Identification Process
2018

Environment
Environmental Management

2019

Promoting a Decarbonized Society
External Evaluation and Certification for Green Building o obtain a broad grasp of the social issues relevant to our business, the Group listed 35 social issues to study. Our list was influenced byTinternational issues (the SDGs), issues unique to Japan and issues unique to our industry (Basic Policies for Urban Renaissance, Law on
National Strategic Special Zones).
 e evaluated the importance of 35 social issues. In making this evaluation, we incorporated two perspectives: the scale of the social needW
(whether the issue requires a solution) and the affinity of the issue with our business (whether the issue is closely concerned with ourcurrent business or something we may wish to deal with as a business in the future). To further clarify the relative importance of issues,
we assigned points based on four aspects.
Based on the above evaluation, we mapped the issues to narrow them down to those of relatively high importance. We organized theseissues into three categories based on their content and identified them as the Group’s material issues

Water Resources
Promoting a Recycling-oriented Society

Assigning point values to indicators

Scale of social need

1 Relationship with the Real Estate Industry

Sustainability FinanceAffinity withour businessResponding to Natural Disasters
Social2 Relationship with Our Businesses
3 Relationship with Our Medium-TermBusiness Plan
4 Director questionnaire results

Material
issuesDetermining
material issues

Affinity with our business

Biodiversity

Evaluation
perspectives

Respect for Human Rights

2020

Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
Governance

SDGs:
International goals for the years 2016–2030 as listed in the2030 Agenda for Sustainable Development (adopted at theUnited Nations Summit in September 2015)
Action Plan of the Growth Strategy:
A summary of the government’s priority policies, including
its actions toward a new social vision in the context of
COVID-19.
Green Growth Strategy:
A summary of government policies to achieve carbon
neutrality in 2050
Basic Policies for Urban Renaissance:
A summary of the Japanese government’s basic policy forrevitalizing cities
Law on National Strategic Special Zones:
A summary of the Japanese government’s zoning policy fornational strategic special zones

Scale of social need

Supply Chain Management
Improving Quality and Customer Satisfaction

Information Resources Related to Social Issues

2021

In response to recent changes in social conditions and values, we initiated the process of reviewing our materiality. We organized thematerial issues based on their relationships to key themes in the advancement of ESG management.
We engaged in discussions with internal and external directors on themes related to materiality, consolidating their expectations of theGroup as well as their views on areas for improvement.

 ased on our corporate philosophy and long-term vision, we considered the social issues identified in the SDGs and internationalB
guidelines on sustainability. We incorporated the knowledge that we have gained through advice from external experts, participation invarious initiatives, and communication with stakeholders.
We also view the advancement of ESG management as a key component of materiality. We have categorized this in terms of theperspective of value creation for society and the perspective of realizing that value creation for society.
The Sustainability Committee judged the materiality to be appropriate, finding that it encompassed the social issues expected of the Group.
The Board of Directors also deemed them to be appropriate.

Corporate GovernanceRisk Management

Going forward, we will consider revising our materiality as necessary depending on changes in social conditions or updates to management policies.

The 17 Sustainable Development Goals (SDGs)

Compliance
Data
Third-Party Assurance
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Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

Management

Participation in Initiatives

Materiality of the Tokyo Tatemono Group
Participation in Initiatives

The Tokyo Tatemono Group participates in various initiatives in Japan and overseas, believing that collaboration between many different entities across countries, regions, and organizations is important forsolving social issues.

FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building

Highlights of Participationin Initiatives
United Nations Global Compact (UNGC)

TCFD (Task Force on Climate-related Financial Disclosures)

SBT Initiative (SBTi)

Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion

The United Nations Global Compact (UNGC) is a global
framework dedicated to achieving sustainable growth. It
focuses on encouraging companies and organizations to act as
good corporate citizens by demonstrating responsible, creative
leadership. Companies and organizations that endorse the
UNGC are required to continue their efforts to realize the Ten
Principles, backed by the commitment of the top managementof the company. The Ten Principles concern the protection ofhuman rights, the elimination of unfair labor practices,
environmental responsibility, and the prevention of corruption.

GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party AssuranceTokyo Tatemono is a signatory to the UNGC and registered
the Tokyo Tatemono Group as a participating company. By
supporting the UNGC, which addresses the four areas ofhuman rights, labor, environment, and anti-corruption, we will
help to realize a sustainable society.

The Task Force on Climate-related Financial Disclosures(TCFD) was established by the Financial Stability Board (FSB)
at the request of the G20. Its purpose is to examine climaterelated disclosures and the responses of financial institutions.

The Group endorses and is a signatory to the TCFD
recommendations. Going forward, we will strengthen our
measures to combat climate change, while expanding thecontent of our disclosure in line with the information disclosure
framework recommended by the TCFD (governance, strategy,
risk management, and indicators and targets with respect toclimate change risks and opportunities).
Disclosure based on TCFD recommendations P.29

The SBT Initiative (SBTi) is an international climate change
initiative established in 2015 by CDP, UNGC, the World
Resources Institute (WRI), and the World Wildlife Fund (WWF).
SBTi’s role as an organization is to assess and certify
whether greenhouse gas emission reduction targets set bycompanies and organizations around the world are consistent
with the levels required by the Paris Agreement (for holding
the increase in the global average temperature to well below
2°C above pre-industrial levels and pursuing efforts to limit thetemperature increase to 1.5°C above pre-industrial levels).

The greenhouse gas emission reduction targets set by the
Tokyo Tatemono Group for fiscal 2030 have been certified
by SBT as being consistent with the levels required by theParis Agreement.

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Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Management

Participation in Initiatives

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives

RE100

GRESB

Japan Climate Initiative (JCI)

RE100 is an international initiative that aims to promote 100%
procurement of electricity from renewable energy sources forelectricity consumed by business activities.

GRESB is an annual benchmarking and management
organization that assesses real estate companies and funds
in terms of their commitment to environmental, social, andgovernance considerations.

The Japan Climate Initiative (JCI) is a network dedicated tofighting climate change. It aims to strengthen information
dissemination and communication among a variety of entities
other than the national government, such as Japanesecompanies, local governments, and NGOs.

FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights

The Tokyo Tatemono Group participates in this initiative withthe aim of procuring 100% of the electricity consumed in its
business activities from renewable energy sources by 2050.

Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and Health

GovernanceCorporate Governance

CDP is a non-profit organization whose main activity is to workwith institutional investors and others to require companies todisclose their climate change strategies and greenhouse gas
emissions, and to encourage them to take action.

Risk Management
Compliance
Data
Third-Party AssuranceGroup also receives assessments from GRESB by participating
in its real estate assessment.

Tokyo Tatemono is participating in the JCI, seeing climatechange as a social issue that requires
global collaboration.

CDP

Supply Chain Management

Diversity & Inclusion

Tokyo Tatemono is a participating member of GRESB. The

The Tokyo Tatemono Group discloses its environmental
information through CDP.

Results of 2021 GRESB Real Estate Assessment
Standing Investment Benchmark
The only real estate developer in Japan to receive thehighest rating of 5 stars for five consecutive years.
Development Benchmark
Received the highest 5-star rating for the second year ina row.
In addition, the Tokyo Tatemono Group was selected forthe first time as a Global Sector Leader for 2021 in themixed-use building sector.
Highest Ranking in ESG Benchmark GRESB P.36

Japan Climate Leaders’ Partnership (JCLP)The Japan Climate Leaders’ Partnership (JCLP) is a unique
Japanese business group that works across the boundaries
between companies toward achieving a decarbonized society.
It also serves as a contact point for RE100 membership inJapan, in partnership with the Climate Group, an international
non-profit organization.

Tokyo Tatemono participates as a full member of the JCLP.
Together with the environmentally progressive companies whomake up the JCLP, we aim to help realize a sustainable,
decarbonized society through co-creation and collaboration
across industries and sectors.
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Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

マネジメントManagement

Participation in Initiatives

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity

Keidanren Biodiversity Declaration Initiative

Principles for Responsible Investment (PRI)The Keidanren Biodiversity Declaration Initiative consists of companies and organizations thatendorse the Keidanren Declaration of Biodiversity and Action Guidelines. Launched by the
Keidanren (Japan Business Federation), the initiative publicizes—both within Keidanren andexternally—the logos and policies of companies that endorse it, along with examples of their efforts.
The Keidanren Declaration on Biodiversity and Action Guidelines aim to build a sustainable societythat coexists in harmony with nature. Building a society in harmony with nature is closely tied tomeasures against climate change and resource recycling. Recognizing this, participating companies
promote integrated environmental management. This involves incorporating a wide range ofenvironmental activities into their business activities, such as low-carbon, decarbonization, resource
recycling, and biodiversity conservation activities. Participating companies declare that they will
promote initiatives that meet regional characteristics while striving to extend those initiatives
throughout the supply chain. They also formulate action guidelines for realizing the declaration.

The Principles for Responsible Investment (PRI)
are a set of investment principles signed bymember institutional investors and others as afundamental commitment for their investment
portfolios. The principles are promoted incollaboration with the United Nations
Environment Programme (UNEP) and UNGC,
the founding partners who launched the PRI.
The Principles advocate the integration ofenvironmental, social, and governance factors
into investment decisions and active ownership(responsible investing). Their aim is to promote

fiduciary responsibility by enhancing the longterm investment performance of beneficiaries
through responsible investment practices.

Sustainability Finance
Responding to Natural Disasters

Tokyo Tatemono expresses its endorsement of this Declaration and Action Guidelines andparticipates in the Initiative.

Tokyo Realty Investment Management, the asset management company of Japan Prime Realty
Investment Corporation, has endorses and is a signatory to the PRI’s basic principles.

SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development

Keidanren Committee on Nature Conservation
Keidanren Committee on Nature Conservation was established in 1992 as an organization to
implement the policies of the Keidanren Global Environment Charter in the field of nature
conservation. The Committee was established by Keidanren (Japan Business Federation) alongside
the Keidanren Nature Conservation Fund. The Committee engages in various activities including
supporting nature conservation project by NGOs through the Fund, engages with NGOs; awarenessraising activities and sharing information for corporations; and makes recommendations forinternational targets for biodiversity as well as internal policies in Japan.

Principles for Financial Action Toward a Sustainable Society (Principles for Financial
Action in the 21st Century)
The Principles for Financial Action for a
Sustainable Society (Principles for Financial
Action for the 21st Century) are principles forfinancial institutions that wish to fulfill their
responsibilities and roles as required to build
a sustainable society.

Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceTokyo Tatemono participates in the Committee to acquire latest information and trends
related to biodiversity.

Tokyo Realty Investment Management, the asset management company of Japan Prime Realty
Investment Corporation, endorses and is a signatory to these principles.

Corporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 202215

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

マネジメントManagement

Participation in Initiatives

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives

Collaboration with Industry Associations

FeatureEnvironment

Name

Positions held byTokyo Tatemono officers, etc.

Details

Environmental Management
Promoting a Decarbonized Society

The Real Estate Companies Association

External Evaluation and Certification for Green Buildingof JapanThe organization comprises companies involved in urban development and appealing community development projects. It engages in surveys andresearch on various real estate-related systems, policy proposals, and social contribution activities with the aim of actively and effectively promoting the
supply of high-quality offices and housing, as well as the smooth distribution of housing stock.

AdvisorVice Chair
Chair, Environmental Committee
Vice Chair, Compliance Committee

Water Resources
Promoting a Recycling-oriented Society
Biodiversity

Japan Building Owners andAs Japan’s only national association of office building operators, this organization engages in surveys, research, and educational activities related toManagers Associationbuilding management and administration.

The Association of Real Estate AgentsThis organization comprises major and medium-sized housing and real estate companies that are involved in real estate distribution. It works to improveof Japanvarious systems related to real estate distribution through surveys, research, and policy proposals.

Vice Chair

Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights

Director

Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes

The Association forReal Estate Securitization

This organization was established for the purpose of ensuring public confidence in real estate securitization products and protecting investors. It makes
requests for system improvements and tax system reforms that are necessary to promote the sound development of the real estate investment andDirector

securitization market.

Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion

This is a self-regulatory organization that administers the Fair Competition Code for Real Estate Representation and the Fair Competition Code on
Real Estate Fair Trade Council

Restrictions to Premium Offers in the Real Estate Industry in the Kanto and Koshin-etsu regions. It constantly monitors real estate advertising, working to

Chair (Representative Director)

promote proper labeling and prevent non-compliant advertising.

GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance
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Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives

SMARK ISESAKI

FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society

FeatureExternal Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management

Pursuing Sustainable
Community
Development

Urban Redevelopment Projectfor Yaesu 1-Chome North Area
(Gofukubashi Project)

Promoting the Decarbonization of Cities throughEnergy Conservation and Energy Generation

Six years have passed since the 2015 Paris Agreement, when the world agreed to limit the
global average temperature increase to well below 2°C above pre-industrial levels and to
pursue efforts to limit the increase to 1.5°C. But global warming has yet to be halted, with
global average temperatures continuing to rise and CO2 concentrations in the atmosphereremaining high.
In August 2021, the sixth report of the Intergovernmental Panel on Climate Change(IPCC) stated that global warming was caused by human activity. It indicated that if
greenhouse gas (GHG) emissions are not significantly reduced in the coming decades, theglobal average temperature increase will exceed 2°C during the 21st century. It has become
clear that if not tackled now, the consequences will be irreversible. This has spurred theworld to accelerate its move toward decarbonization.
The Tokyo Tatemono Group has a long-term vision of becoming a next-generation
developer. We aim to achieve an overarching balance between solving social issues andgrowing as a company. Climate change in particular is one of the most important social
issues. We recognize that contributing to the realization of a decarbonized society is oursocial mission. We have identified the promotion of a decarbonized society as one of ourmaterial issues and are working to resolve this issue. In May 2021, seen as a statement ofour commitment, we formulated medium- to long-term targets for GHG emissions
reductions and a concrete action plan for achieving these targets.

Improving Quality and Customer Satisfaction

Medium- to Long-Term Targets for Greenhouse Gas Emissions Reductions

Revitalizing Housing Complexes
Contributing to Our Communities

CO2 emissions*1

40% reduction by FY2030* (compared to FY2019)

Human Resource Investment and Development

2

Health Management / Occupational Safety and HealthDiversity & Inclusion

Net zero by FY2050

GovernanceCorporate GovernanceRisk Management
Compliance*1 CO2 emissions: Total emissions from Scopes 1, 2 and 3.
*2 Received SBT (Science Based Targets) certification from the SBT Initiative (SBTi), an international climate change initiative

Data
Third-Party Assurance

Urban Redevelopment
Project for Yaesu 1-Chome
East Area in Front ofTokyo Station (Yaesu Project)

T-LOGI Narashino

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Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives

FeaturePursuing Sustainable Community Development

Promoting the Decarbonization of Cities through Energy Conservation and Energy Generation
Actions to Achieve Medium- and Long-Term Targets (1)Shift to Renewable Energy

FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources

Targets:By FY2030, ensure that 40% of the electricity
consumed by our Commercial Properties Business realestate holdings is from renewable energy sources.
By FY2050, ensure that 100% of the electricity
consumed in our business activities is from renewableenergy sources.

Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction

Achieving net zero CO2 emissions requires not only a reduction
in energy used in business activities but also to a switch torenewable energy, which does not emit CO2 during production,for electricity used.
Ideally, each building should be self-sufficient in terms of its
energy needs, generating and consuming its own renewableenergy. In urban areas, however, it is difficult to install largescale power generation facilities due to considerations such as
the site footprint and building shape. With this in mind, we areworking to align our CO2 emissions reductions to the needs ofeach facility. We apply a range of approaches including
in-house generation and consumption of renewable energy,
self-consignment of surplus electricity generated fromrenewable energy to other buildings, and the use of non-fossil
certificates.
In our T-LOGI series of logistics facilities, large-capacity solar
panels are installed on the roof of each facility. These generate
electricity for in-house consumption at each facility. Using aself-consignment system, surplus power generated istransmitted to SMARK Isesaki, a commercial facility owned,
managed, and operated by the Tokyo Tatemono Group. We
estimate that the total amount of electricity generated by thethree T-LOGI properties in Kuki, Yokohama-Aoba, andNarashino, which were completed by January 2022, willamount to approximately 2,347,000 kWh per year (equivalent
to a reduction in CO2 emissions of approximately 1,030 tons).
In July 2020, the Tokyo Tatemono Yaesu Building, where theCompany is headquartered, will use non-fossil certificates withtracking to switch all electricity used in the entire building to
renewable energy. (This amounts to approximately 3,030,000

Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development

Approach to Renewable Energy Adoption
Private power generation and consumption

Self-consignment

Use of non-fossil certificates, etc.

Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance

On-site generation of renewable energy at ourfacilities and in-house consumption

Surplus power after in-house consumption
is transmitted to another facility owned by
the Company for consumption

kWh per year in fiscal 2021, equivalent to a reduction in CO2emissions of approximately 1,656 tons). In the Commercial
Properties business, we will aggressively promote the switch torenewable energy sources for electricity consumed by our realestate holdings. As soon as possible, we aim to reach 100%
renewable energy sources for the electricity consumed by ourreal estate holdings.

Actions to Achieve Medium- and Long-Term Targets (2)Promotion of Development of ZEB and ZEH
Target:In principle, develop ZEB and ZEH in all new officebuildings, logistics facilities, and condominiums
by FY2030.

ZEB and ZEH buildings are designed to achieve a comfortableindoor environment while reducing to zero the annual primaryenergy balance consumed in the building. ZEB/ZEH isclassified into four types according to the degree of energy
conservation and energy creation: Oriented, Ready, Nearly, and(100%) ZEB/ZEH.
In Japan, a gradual increase in energy conservation
standards is being considered. The aim is to ensure that newbuildings constructed after fiscal 2030 have energy
conservation performance at the level of ZEB and ZEH
standards. We are setting our targets ahead of this trend.
By 2030, we aim for the Group to have achieved not only
the level of Oriented, but are pursuing even higher levels of ZEB
and ZEH by increasing our levels of energy conservation andenergy generation. Completed in May 2020, the 33-story

Switch to electricity derived from renewableenergy sources using non-fossil certificates, etc.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

18

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

FeaturePursuing Sustainable Community Development

Promoting the Decarbonization of Cities through Energy Conservation and Energy Generation

Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

Hareza Tower office building is a new landmark in Ikebukuro,
located approximately 300 meters from the east exit of
Ikebukuro Station in the center of Toshima Ward, Tokyo. The
building is equipped with highly versatile facility systems suchas LED lighting, brightness and motion sensor control, andhigh-efficiency air-cooled heat pump packages. It achieves highenvironmental performance by deploying appropriate design
conditions, such as the selection of 500 lx lighting fixtures inthe dedicated office area. The building has been certified as
ZEB Ready, a level that reduces annual primary energy
consumption by 50% compared to a standard building of asimilar size. This is the first case certified for partial evaluationof office use in a high-rise mixed-use building.
In addition, Brillia Tower Seiseki Sakuragaoka Blooming
Residence, which is currently under development, was selectedby the Ministry of Economy, Trade and Industry as the first highrise project in the Tokyo metropolitan area for the Fiscal 2019
Super-High-Rise ZEH-M Demonstration Project, following an open
submission process. Brillia Tower Seiseki Sakuragaoka Blooming
Residence has similar environmental specifications to Brillia
Tsurumaki, which was selected for the same project in theprevious fiscal year. It acquired ZEH-M Oriented status inrecognition of these features, which include improved thermal
insulation performance, including that of the exterior walls, highly

Levels of ZEB and ZEH to Be Developed by Tokyo Tatemono

ZEB/ZEH Certified Facilities (examples)

insulated sashes, and high-efficiency hot water supply equipment.
Furthermore, we are developing our T-LOGI series oflogistics properties with the aim of acquiring ZEB certification inprinciple at all of these facilities. We will pursue this by achieving
net annual primary energy consumption of zero or minus
through the promotion of energy conservation and the use ofrenewable energy.
Development and Promotion of ZEB P.32
Promote the Development of ZEH-M (ZEH Mansion) P.33

Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management

ZEB
classification

Basic building

Oriented

Ready

NearlyZEB

Energy conservation
only

Energyconservation
only

Energyconservation +energygeneration

Energyconservation +energygeneration

50% or more

75% or more

100%

30% or more

40% or moreZEB
ZEB ReadyZEH-M Oriented

Improving Quality and Customer Satisfaction

ZEB
certification

Revitalizing Housing Complexes
Contributing to Our Communities
T-LOGI Kuki

Human Resource Investment and Development

Hospitals,commercial
facilities, etc.

Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate Governance

Offices,factories, etc.

Raising the bar on energy conservation and energy creation!
ZEH-M
classification

Basic building

Energy conservation only

Energyconservation +energygeneration

Energyconservation +energygeneration

Energyconservation +energygeneration

20% or more

50% or more

75% or more

100%

Brillia Tower Seiseki Sakuragaoka
Blooming Residence

6 Properties

Hareza Tower

ZEH-M
certification
T-LOGI Yokohama-Aoba

Risk Management

2 Properties

Compliance
Data
Third-Party Assurance

Brillia Tsurumaki

Oriented

Ready

Nearly ZEH-M

Shijo-Karasuma FT Square Partial
Reconstruction Project

ZEH-M
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

19

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives

FeaturePursuing Sustainable Community Development

Promoting the Decarbonization of Cities through Energy Conservation and Energy Generation
Actions to Achieve Medium- and Long-Term Targets (3)Acquisition of Green Building Certification

FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society

Target:In principle, acquire green building certification for all
newly developed office buildings and logistics facilities
by FY2030.

External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction

Green building certifications include: the DBJ Green Building
Certification, which evaluates the sustainability of real estatefrom five ESG-based perspectives; CASBEE, which evaluates
and rates buildings based on their environmental performance;
and BELS, which evaluates the energy conservation
performance of nonresidential buildings.
The Tokyo Tatemono Group is committed to achieving its
medium- and long-term targets for reducing CO2 emissions.
We believe that it is vital that we develop and operateenvironmentally and socially conscious buildings through ourbusiness. We have set targets as objective indicators
expressing this stance.

It is not a simple task to make energy conservation
renovations to an office building that is in operation with its
office space in use by tenants. The Group is working to makethe most of its past expertise to reduce CO2 emissions forproperties in operation.
Shijo-Karasuma FT Square, which consists of threebuildings, acquired a 5-star BELS rating and ZEB Readycertification for the office buildings being newly constructed(Shimogyo-ku, Kyoto; scheduled for completion in August2022). It also received a 4-star BELS rating for part of the officebuildings that are in operation. This was achieved throughmeasures such as switching from a combined electric/gas
system to an electric-only system and renovating the air
conditioning heat source by installing energy-saving equipment.
We are also promoting the acquisition of green building
certifications for our residential properties, including acquiring
DBJ Green Building Certification for our Brillia ist Tower
Kachidoki rental condominium.
External Evaluation and Certification for Green Building P.35

Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceTargets:By FY2030, use domestic and certified materials forinteriors and furnishings of common areas in all new
office buildings and for-sale and for-rent condominiums.
By FY2023, develop for-sale and for-rent condominiums
that use cross laminated timber (CLT) for their core
structural parts.

Trees absorb and capture atmospheric CO2 during their growthstage. They are seen as key to decarbonization since the CO2
remains captured inside even after they are converted totimber. Tokyo Tatemono already makes extensive use of woodin our interior materials and furniture and will continue to do so
actively going forward. We have projects underway that use thecross laminated timber (CLT) panel construction method for themain structural components, such as the Senzokuike Project(tentative name).
Development of Wooden Structures Using Cross Laminated Timber P.32

Revitalizing Housing Complexes
Contributing to Our Communities

Initiatives for Reducing CO2 Emissions (1)Promotion of Use of Wood Materials

Properties with Green Building Certifications (Example)
Hareza Tower
DBJ Green Building Certification:
5 stars
ZEB Ready (BELS certification:
5 stars)
CASBEE Building (New Construction):
S-rankShijo-Karasuma FT Square
Partial Reconstruction Project
ZEB Ready (BELS certification:
5 stars)
CASBEE Building(New Construction): S-rank
CASBEE Wellness Office: S-rank

Corporate Governance
Shijo-Karasuma FT Square Partial
Reconstruction Project

Risk Management
Compliance
Data

Hareza Tower

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

20

Materiality of the Tokyo Tatemono Group
Participation in Initiatives

Promoting the Decarbonization of Cities through Energy Conservation and Energy Generation
Initiatives for Reducing CO2 Emissions (2)Collaboration and Co-creation with Customers

FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
ComplianceTarget:Communicate with tenants of long-term buildings*
about sustainability at least four times a year.
Plan and implement sustainability measures throughcommunication with residents of for-sale and for-rentcondominiums.

Reducing the amount of energy consumed and waste
produced in the use of a building depends on the cooperationof the building’s tenants and occupants. We must balance thepromotion of energy conservation, recycling, and otherinitiatives with the need to ensure that the building is
comfortable to use. From this perspective also, the Tokyo
Tatemono group cannot solve these issues by itself.
As a first step in working together, we communicate withtenants and residents to gain their understanding. This includes
informing them of our energy conservation and recycling
initiatives and seeking their cooperation.

Aiming to Build a Sustainable City That Is Conscious ofEnvironmental Impact Reduction and Decarbonization
We are currently promoting large-scale redevelopment
projects such as the Urban Redevelopment Project for Yaesu
1-chome East Area in front of Tokyo Station (Yaesu Project) andthe Urban Redevelopment Project for Yaesu 1-chome North
Area (Gofukubashi Project) in the Yaesu-Nihonbashi-Kyobashi
area of central Tokyo, a world-class business district with ahigh concentration of companies. In these projects, our urban
development approach focuses on achieving sustainable
development for the area. We aim to solve social issues with anawareness of the need for environmental impact reduction
and decarbonization.
To ensure efficient energy use, we plan to supply electricity
and heat using a highly efficient district heating and cooling(DHC) plant. The plant will combine a large-scale high-efficiency
cogeneration system (CGS), direct use of CGS waste heat,
CGS waste heat utilization chillers, and heat storage tanks. In
addition, through collaboration with the existing Yaesu
Nihonbashi DHC (supplying energy to the existing plant), we
aim to promote efficient use of energy throughout the area,
thereby reducing environmental impact.
In addition, at Tokyo Square Garden, which is located in the
Kyobashi area, we are working with the Keio Research Instituteat SFC to visualize the contribution to carbon neutrality bycomparing CO2 emissions before and after development in thedevelopment area of the building. The research project, whichis called M-NexT, will compare and evaluate the effects ofvarious environmental initiatives in the building such as energy
conservation and energy generation. Going forward, we will use
this method of visual presentation to promote the realization of
decarbonization and of sustainable urban development.

Image of Energy Use in Area

Tokyo Sta.

Ch

Yaesu
Project
DHC plant
uo

-do

ri A

ve.

ri A
ve.

ESG Management

Pursuing Sustainable Community Development

Existing
Heat
DHC
conduction
plant

Heat
supplyGofukubashi
Project
DHC plant-doMessage from the President and CEO

esu

Management

FeatureYa

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy

Nihonbashi Sta.

Yaesu Nihonbashi DHC (existing) area
DHC suppliers
Extended scope of DHC area

M-NexT Joint Research with Keio University P.32

Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

21

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management

Environment

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

Waste Recycling Rate

65.7%

Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities

Acquisition Rate of Green Building Certification

CO2 Emissions

943,489 t-CO

2

56.4%

Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

22

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

Environment

Related Material Issues

Environmental Management    Contributing toa safe andsecure society    Wellbeing     
Addressing the diverse     Social   Promoting    Promoting aneeds of customers
implementationa decarbonizedrecycling-oriented
and societyof technology
societysociety

Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

Policy and Concept
The Tokyo Tatemono Group has identified promoting adecarbonized society and promoting a recycling-oriented
society as material environmental issues for the Group. To
address these issues through our business operations, we will
aim to realize coexistence with the earth and the environment,a shared value with society. In addition, the Group aims tocontribute to the development of a sustainable society throughenvironmentally friendly business activities in accordance with
its Group Environmental Policy.

Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party AssuranceGroup Environmental Policy
We will help build a sustainable society through environmentallyfriendly business activities based on the following Group
Environmental Policy.
Creating a pleasant city and living with greeneryWe will create a rich and comfortable environment for earthand people by utilizing the strength of greenery as much as
possible with consideration to biodiversity.
Climate change prevention that leads the community
We will actively implement environmentally friendly
technologies and ideas into our products and services to leadthe community in building a low-carbon city.
Resource-saving activities that are kind to the earth
We will strive to reduce the use of resources andenvironmental impact through all available opportunities andcontribute to creating a recycling-oriented society.

Compliance with Environmental
Laws and Regulations

Environmental Promotion System
The Tokyo Tatemono Group promotes environmental
measures across the entire Group under the Sustainability
Committee, chaired by our president, and the Sustainability
Promotion Committee, a subordinate organization of the
Sustainability Committee.
The Group has established environmental management
systems tailored to the characteristics of each of its
businesses. In the Commercial Properties Business, which
accounts for 95.7% of our business activities (fiscal 2021;
facilities subject to the Energy Conservation Act*), we newly
established the Environmental Measures Promotion Group as a
specialized department within the division. All departments in
the Commercial Properties Business participate in theEnvironmental Committee, which formulates environmental
measures, shares information, and supports, guides andmonitors the progress of initiatives. In the Residential Business,
we have established an Environmental Measures Project Team,
made up of members from across the division. This teamformulates specific environmental measures, supports
implementation, and manages progress, while coordinating
within the Residential Business division on the implementationof various measures.
Other businesses and group companies conduct theirbusiness according to environmental guidelines established inline with the Group Environmental Policy.

In accordance with the Group Environmental Policy, we comply
with all laws and regulations related to the environment. When
executing new development projects in Japan and overseas,
we conduct the necessary environmental impact assessments(environmental assessments) in accordance with laws andregulations.
There were no environmental incidents or violations ofenvironmental laws or regulations in 2021.
(Data) Environmental Management Indicators and Performance P.98

Share of Tokyo Tatemono Energy Consumption by Business(fiscal 2021; facilities subject to the Energy Conservation Act)
Residential Business

Management and Branches

0.9%

3.4%

Office Building Business

95.7%* Act on the Rational Use of Energy

Developing employees with high environmental awarenessWe will comply with laws related to the environment andeducate and raise the awareness of our employees about theenvironment.
Established January 2011

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

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Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

Environmental Management    Contributing toa safe andsecure society    Wellbeing     
Addressing the diverse     Social   Promoting    Promoting aneeds of customers
implementationa decarbonizedrecycling-oriented
and societyof technology
societysociety

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

Environmental Management in theCommercial Properties BusinessIn the Commercial Properties Business, we have formulated
and implemented an Environmental Action Plan and Guidelines
aimed at achieving more robust environmental productplanning, improving ESG assessments, and establishing a
PDCA cycle. We work with tenants and customers to addressa variety of environmental issues, including decarbonization,energy conservation, resource recycling, water resources, andbiodiversity. Using less energy in our Commercial Properties
Business results in a significant reduction of Tokyo Tatemono’s
total energy consumption. With this in mind, when developing

new buildings, we strive to adopt environmental and energysaving technologies for environmentally friendly buildings thatare well-received by society. For existing buildings, we promoteenergy savings by strategically renovating buildings using
energy-saving equipment. From an operating standpoint, we
also collaborate with our tenants to conserve energy andreduce environmental impact.
We have set a quantitative indicator in the form of power
consumption per floor area unit to reduce energy consumption.
Here, we target a 1% annual unit reduction averaged over
five years as a target in accordance with the Energy
Conservation Act.

Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction

Environmental Execution Plan and Guidelines for the Commercial Properties Business
Area

Environmental Execution Plan

Greening
Creating rich greenerythat helps cities
transform and thrive

Promote rich greening that evokes a sense of urban transformationand vibrancy.

Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development

Regenerating
ecosystems withbiodiversity

GovernanceCorporate GovernanceRisk Management
Compliance
Data

New construction: Aim for greening of at least 5% of the structure area and at least 50% of the exterior area;
also promote interior greening.
New construction Promote structure greening for all buildings, creating rich environments for users.
and renovation:
Operations: Create and maintain a plant management plan; conduct regular monitoring and proposal ofplans for improvement.
Acquire and renew certifications for the preservation of existing trees and the conservation of ecosystems, such as
SEGES and ABIC certifications

Regenerate abundant, local natural settings that support rich ecosystems
in which diverse organisms compete and coexist.

Health Management / Occupational Safety and HealthDiversity & Inclusion

Guideline

New construction Devise planting plans that reflect local characteristics and policies. Maintain ecosystems by
and renovation: eliminating intrusive species, devising planting plans that aim to conserve native species, andensuring continuity with surrounding green spaces.
Operations: Conduct charitable donation and awareness outreach activities.
Promote efforts to mitigate the heat island phenomenon.

Designing treeplacement to create
pleasant urban
environments withdappled sunlight andmoist air.

Help create comfortable urban environments by positioning trees for
optimal shadows and heat shielding.

Using green assets toimprove area value

Increase the value of the area by cultivating public spaces for interaction
among lush greenery

New construction: Explore placement plans that incorporate exterior wind paths, fluid simulations, and other factors.
New construction As well as measures related to roof, exterior, and ground surfaces, implement a range ofand renovation: other measures, including mitigating reflections from buildings; equipment planning for
mitigating thermal environment degradation; vacant space planning for wind paths; securing
appropriate shade; ensuring green and water coverage ratios; and minimizing pavement area.
New construction Plan environments and facilities that evoke a sense of closeness to nature; improve sceneryand renovation: by greening roadsides, etc.
Operations: Sponsor events that offer a sense of closeness to nature; also participate in local planting
plans and other initiatives.

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

24

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

Environmental Management    Contributing toa safe andsecure society    Wellbeing     
Addressing the diverse     Social   Promoting    Promoting aneeds of customers
implementationa decarbonizedrecycling-oriented
and societyof technology
societysociety

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureArea
Energyconservation

Environment
Environmental Management

Environmental Execution Plan

Acquisition andretention of third-party
environmental
performancecertifications

Promoting a Decarbonized Society

Promote the construction and management of buildings, emphasizing
environmental performance. Acquire and retain third-party certification for theenvironmental performance of these buildings and contribute to sustainabledecarbonized urban development.
Quantitative Targets
Scope 	All newly constructed office buildings and logistics facilities developed by

the Group
Targets 	
By 2030, in principle, secure Green Building Certification and ZEB certification

External Evaluation and Certification for Green Building

Develop buildings that offer high environmental performance while supporting thehealth and comfort of workers.

Water Resources

Quantitative Targets

Promoting a Recycling-oriented Society

Scope

Creating buildings
with highenvironmental
performance

Biodiversity
Sustainability Finance

All Tokyo Tatemono-owned properties and facilities

Targets 	1% annual unit reduction in crude oil equivalent (moving average over

5 years)

SocialRespect for Human Rights

Quantitative Targets

Supply Chain Management

Adopting
environmentallyadvanced technology
initiatives

Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes

Targets 	(1) B
 y FY2030, reduce CO2 emissions by 40% (compared to FY2019); by

FY2050, achieve net zero emissions(2) B y 2030, ensure that 40% of the electricity consumed by ourCommercial Properties Business real estate holdings is from renewableenergy sources; by FY2050, increase this to 100%.

Contributing to Our Communities
Human Resource Investment and Development

Using energy
management to
reduce consumption

Health Management / Occupational Safety and HealthCorporate GovernanceRisk Management
Compliance
Data

Cooperating withcustomers tocontribute to a
recycling-oriented
society

New construction: BPI*1 of no more than 0.90, BEI*2 of no more than the target level for acquisition of
third-party certification for each property
Operations: Understand and present actual primary energy consumption unit values.
Conduct environmentally friendly planning and management.

New construction Install solar power generation systems; explore use of renewable energy; adopt
and renovation: passive energy-saving technologies (e.g., leveraging natural lighting/ventilation,
geothermal energy); adopt daylight-harnessing technology; use insulation/heatshielding technology; install CO2 monitoring systems and high efficiency equipment.
Operations: Adopt and manage manuals for CO2 monitoring systems, identifying the amount of
renewable energy generated.
Adopt energy with lower CO2 emission factor; consider energy certificate adoption
via carbon offsets.

Pursue environment-friendly building management in cooperation with various
building stakeholders, including customers.

New construction Promote the implementation of BEMS/visualization systems and the setting ofand renovation: quantitative energy consumption targets.
Operations: We promote the disclosure of environmental data to tenants, the creation of building
operation systems and management policies, and the execution of power-saving
measures.

Help create a recycling-oriented society by working with customers to promote thereduction, reuse, and recycling of waste.
Quantitative Targets
Scope 	Long-term buildings and commercial facilities, excluding real estate forsale, minor ownership, etc.
Targets 	(1) B
 y FY2030, reduce waste emissions per unit of production by 20%
compared to FY2019(2) By FY2030, achieve a waste recycling rate of 90%.

New construction Implement trash weighing systems; plan recycling stations; plan stock spaces
and renovation: enabling adequate waste separation; kitchen waste reduction, composting, etc.;
check recycling rates/waste management policies at time of construction.
Operations: Separate/reuse waste; encourage reuse and reduction of waste through tenant
meetings on separation and recycling; conduct educational activities regarding
waste separation; hold tours of waste treatment plants; state recycling requirements
in contracts; implement/operate waste reduction measures; measures to reduce
disposal of unused interior materials when tenants move in and out

Diversity & Inclusion
Waste andwater

Improve environmental performance.

New construction Use LED lighting and luminance in dedicated areas of 500 lux, energy-saving glass,and renovation: presence sensors. Consider interior brightness levels and encourage subdivided
lighting zones.
Renovation and Study energy conservation measures, including energy conservation checkups.
operations:Operations: Carry out appropriate filter cleaning.

Responding to Natural Disasters

Governance

Guideline
New construction: Acquire third-party certification and explore implementation of low-CO2 leadershipprojects, etc.
Operations: Pursue the renewal of third-party certifications and new certification acquisition forbuildings without said certifications.

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

25

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

Environmental Management    Contributing toa safe andsecure society    Wellbeing     
Addressing the diverse     Social   Promoting    Promoting aneeds of customers
implementationa decarbonizedrecycling-oriented
and societyof technology
societysociety

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureArea

Environmental Execution Plan

Waste andwater
Reducing
environmental impact
from water
conservation/use ofgray water

Environment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

We will use water conservation and rainwater utilization to help reduce ourenvironmental impact.
Quantitative Targets(1) Reducing water consumption
Scope
All Tokyo Tatemono long-term owned facilities
Targets
Reduction of water consumption units compared to the previous year
(2) Promoting the reuse of water
Scope
All office buildings with a floor space of 30,000m2 or more
Targets 	Install 100% gray water treatment facilities in principle in all new officebuildings that start construction by 2030.

New construction Use water-saving equipment in wash basins, hot water heaters, etc.; use waterand renovation: saving toilets; implement rainwater runoff control measures; prevent water leakage;comply with discharge standards such as the Water Pollution Prevention Act and
Sewerage Act; reuse rainwater and gray water.
Renovation and Examine and ascertain the volume of water saved through renovations.
operations:Operations: Ascertain actual water consumption and cooling tower water consumption; examine
water conservation related to cooling towers.

Make plans during construction phases to facilitate maintenance and upgrades toensure an extended building lifespan.

New construction: Create long-term repair plans; ensure the strength of core structural frames; plan foreasy separation of finishing materials from frames; plan rooms and finishes inconsideration of upkeep and maintenance, adopt ducting/piping that ensure longservice lives.
New construction Adopt finishing materials that offer long service lives for exterior and interior walls;
and renovation: include maintainability of key equipment as part of planning; consider ease of
upgrades when planning air conditioning piping, sanitary piping, high voltage wiring,and low voltage wiring; ensure maintainability of structures and deploy backup
equipment, etc., when upgrading facilities.
Operations: Share medium- to long-term repair plans with property/building managers andimplement maintenance and repairs based on these plans; calculate planned costs
and energy-savings.

Achieving longbuilding lifespansthrough developmentthat considers future
maintenance andupgradesBiodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights

Proactive use of
eco-materials andrecycled materials

Work to create a cycle of recycling by utilizing eco-materials and recycled materials.
Quantitative Targets
Scope 	Long-term buildings
Targets 	Strive to use domestic timber and certified timber for common-areainteriors and furniture, etc.; achieve this in principle in all new officebuildings that start construction by 2030.

New construction,
renovation andoperations:

Proactively use domestic timber and certified timber, low-impact eco-materials andrecycled materials. Comply with regulations related to ozone depletion factors
related to cooling; actively engage in adopting ozone depletion factors and warming
factors for other construction materials (insulation, gas extinguishing agents, etc.).

Dissemination of
information on theenvironment andspread/improvementof environmental
awareness

Share information about the environment to promote environmental awarenessamong stakeholders such as employees, communities, and customers.
Quantitative Targets
Scope
Long-term buildings
Targets 	At least four times a year, engage tenants in communication aboutsustainability

New construction,
renovation andoperations:Operations:Disclose our sustainability initiatives

Forming theEnvironmental
Committee andongoing PDCA cycles

Run environmental organizations; engage in high-impact environmental activities;
set, execute, and monitor environmental goals; engage in ongoing improvement
activities.

Conduct regular surveys related to energy and environmental conservation; sponsor on-site cleanup
activities; hold energy conservation meetings; promote green leasing; conduct energy conservation efforts incooperation with tenants; formulate and manage properties based on environmental policy; determine
environmental data and confirm certification status upon the purchase of properties.

Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance

Environmental
awareness

Guideline

Hold events focusing on sustainability*1 BPI (Building Palstar Index): A standard for annual heat load established in accordance with revisions to the Act on the Rational Use of Energy calculated with PAL (Perimeter Annual Load, also called PALSTAR, the annual heat load per unit of perimeter floor space).
*2 BEI (Building Energy Index): The ratio of primary energy consumption of the designed building compared to a standard building. Based on the Energy Consumption Performance Calculation Program.
*3 ZEB (Net Zero Energy Building): A building targeting a net-zero balance of annual primary energy consumption.

Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

26

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

Environmental Management    Contributing toa safe andsecure society    Wellbeing     
Addressing the diverse     Social   Promoting    Promoting aneeds of customers
implementationa decarbonizedrecycling-oriented
and societyof technology
societysociety

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights

Environmental Management in
the Residential BusinessIn the Residential Business, we have established the Brillia
Environmental Guidelines for the purpose of ensuring thatenvironmental initiatives under the Brillia brand are aligned tochanging social conditions and communicated clearly tocustomers and society. Two concepts guide our creative
approach to the development of condominiums: creating a lush
green living environment; and creating residences with reduced
environmental impact.
The guidelines define a set of environmental performance
ratings with four levels of environmental friendliness. In addition
to the specifications required to meet each level, at each stageof the project from planning stage to design, we also checkdetails such as the environmental certification rankings(CASBEE, etc.) and CO2 emission reduction for each level.
We revise the Brillia Environmental Guidelines periodically inresponse to social changes and technological advancements,
and in this way continue to increase the value of the Brillia brand.

Brillia Environmental Guidelines
Overview of Guidelines
1 Creating a lush green living environment

Standard
Level 1

Level

Improving Quality and Customer Satisfaction

Exclusive area
BEI (Building
Energy Index)

Revitalizing Housing Complexes

Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceAim to achieve low-carbon residential buildings by proactively
adopting equipment and services that contribute to global
warming prevention and resource conservation.
Actively develop ZEH-M (Zech Mansion), which reduces
energy consumption by making the building itself highly
insulated and by using renewable energy.
Help reduce environmental impact throughout a building’s life
cycle by using visual displays of energy consumption to raiseawareness among tenants.

 rillia Environmental Guidelines environmental performance ratings (e.g., level set for energy conservation performance)B(as of March 2022)

Energyconservation

High level
Level 2

Energy conservation
Criteria for adoption
criteria

Supply Chain Management

Contributing to Our Communities

2 Creating residences with reduced environmental impact

Create a rich sense of familiarity with nature and seasonalchanges, a comfortable living space, a landscape for theentire region; use greening to reduce the heat inside andaround the building (heat island phenomenon)
Plant trees that match local vegetation to cultivate a richnatural environment that sustains biodiversity
Provide environmental education programs to residents to
help raise awareness in local communities

Level 3

Level 4

ZEH-M Oriented

ZEH-M Ready

Standard value (excluding
renewable energy)

1.0 or less

0.9 or less

0.8 or less←

Design target value (excluding
renewable energy)

0.97 or less

0.87 or less

0.77 or less―Common area
BEI

Standard value

1.0 or less

←

—

̶

Design target value

Abbreviated←

0.8 or less←

Residentialbuilding BEI

Standard value (excluding
renewable energy)

1.0 or less

0.9 or less

0.8 or less

←

—

̶

—

50% or more

Insulation performance grade

Grade 4←←←

Primary energy
consumption grade

Grade 4

Grade 5←←Residential building energy consumption
reduction (including renewable energy)
Housing Performance
Evaluation

Risk Management
Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

27

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

Environment

Promoting a Decarbonized Society

Related Material Issues     
Addressing the diverse     Social   Promoting
needs of customers
implementationa decarbonized
and societyof technology
society

Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate Governance

Policy and Concept
The Paris Agreement adopted in 2015 at the United Nations Framework Convention on Climate Change (COP21) agreed to hold theaverage global temperature increase to well below 2°C above pre-industrial levels, and to pursue efforts to limit the increase to 1.5°C.
At COP26 in 2021, an agreement was adopted to pursue efforts to limit the temperature increase to 1.5°C, and many countries areaccelerating their efforts toward decarbonization. In April 2021, the Japanese government also declared its commitment to reduce
GHG emissions by 46% from the fiscal 2013 level by fiscal 2030, and to pursue efforts toward achieving a higher reduction of 50%.
Realizing a decarbonized society is an issue that calls for global cooperation. The real estate industry must also strive to reduce
GHG emissions deriving from real estate holdings and business activities. The Tokyo Tatemono Group further believes that theintensification of wind, flooding, and other natural disasters owing to GHG emissions could have a significant impact on the assets it
owns. From this perspective as well, we recognize the need to prioritize this issue.
The Tokyo Tatemono Group Environmental Policy calls for us to lead the community in the prevention of global warming. In
addition, we have identified promoting a decarbonized society as a material issue for the Group, and are addressing this issue throughour business. We have set medium- and long-term targets for reduction in GHG emissions, aiming to achieve a 40% reduction in our
CO2 emissions by fiscal 2030 compared to fiscal 2019*1 and net-zero CO2 emissions by fiscal 2050. Based on these, we areadvancing our efforts to realize a decarbonized society. In addition, our fiscal 2030 GHG reduction target set based on the above
target has obtained SBT certification from the SBT Initiative, an international climate change initiative in September 2021.
In addition, we have set the shift to renewable energy*2, promotion of development of ZEB*3 and ZEH*4, and acquisition of green
building certification as process targets for achieving our medium- and long-term targets. We develop real estate that offers superior
environmental performance and work with building management companies and tenants on operational initiatives toward achieving adecarbonized society. In August 2021, with the aim of more actively promoting the shift to renewable energy, we joined RE100, a
global initiative for companies committed to 100% renewable energy use for their business.
At the same time, in response to climate change risks, we are developing resilient real estate (resistant to wind, flooding, and othernatural disasters).
*1 CO2 emissions: Total emissions from Scopes 1, 2 and 3. Scope 1: Direct emissions that occur from the use of fuel by the Group, Scope 2: Indirect emissions that occur from the use ofelectricity and heat purchased by the Group, Scope 3: Indirect emissions that occur from other business activities. Scope of application is category 11 (use of sold real estate)*2 Includes consumption of non-fossil fuel certificates categorized as renewable energy.
*3 A Zero Energy Building (ZEB) is a building that aims to achieve an annual primary energy consumption balance of zero by maximizing energy independence through the use of advanced
technologies that enable significant energy savings and the introduction of renewable energy. ZEB consists of Nearly ZEB (energy savings of at least 75%), ZEB Ready (energy savings ofat least 50%) and ZEB Oriented (energy savings of at least 40% in office buildings and 30% in hotels with a floor space of 10,000m2 or more), each of which will be included in theGroup’s initiatives.
*4 A Zero Energy House (ZEH) reduces total energy consumption through measures such as heat insulation and energy savings as well as generating energy through power generation tobalance out the annual primary energy consumption to zero. ZEH-M, the zero energy housing standard for condominiums, consists of Nearly ZEH-M (energy savings of at least 75%),
ZEH-M Ready (energy savings of at least 50%) and ZEH-M Oriented (energy savings of at least 20%), each of which will be included in the Group’s initiatives.

Group Targets
Quantitative target
Reduction ingreenhouse gas
emissionsLong-term target (FY2050)
Net zero CO2 emissions
Medium-term target (FY2030)
A 40% reduction in CO2 emissions compared to fiscal 2019.

Process target

Shift to renewableenergyEnsure that 100% of the electricity consumed in ourbusiness activities is from renewable energy sources.
(FY2050)
Ensure that 40% of the electricity consumed by ourCommercial Properties Business real estate holdings isfrom renewable energy sources.(FY2030)

Promotion ofdevelopment of ZEB
and ZEH

In principle, develop ZEB and ZEH in all new officebuildings, logistics facilities, and condominiums.(FY2030)

Acquisition of Green
Building Certification

In principle, acquire green building certification in all
newly developed office buildings and logistics facilities.
(FY2030)

Participation in Initiatives P.13
Feature: Pursuing Sustainable Community Development
Promoting the Decarbonization of Cities through Energy Conservationand Energy Generation P.17
Environmental Management P.23
External Evaluation and Certification for Green Building P.35
Responding to Natural Disasters P.50

Risk Management
Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

28

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

Promoting a Decarbonized Society     
Addressing the diverse     Social   Promoting
needs of customers
implementationa decarbonized
and societyof technology
society

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction

GovernanceCorporate GovernanceRisk Management

Current scenario(4°C scenario)

A scenario in which the average temperature rises by
about 4°C compared to pre-industrial levels as aresult of failure to introduce stricter government
policies and strengthen regulations, such as
regulations to curb GHG emissions, and of failure bybusinesses to take effective action in response to
climate change. Acute effects include more frequent
extreme weather events and more intense heavy
rainfall, while chronic effects include rising sea levels.

Transitional
scenario(2°C scenario)

A scenario in which the average temperature risecompared to the pre-industrial levels is kept below
2°C by improving low-carbon technologies,
expanding renewable energy, and promoting energy
conservation. In this scenario, companies around theworld are strongly required to respond to climatechange by introducing carbon taxes andstrengthening policies to regulate emissions in order
to curb GHG emissions.

Risk Analysis Review Process

Set target

Diversity & Inclusion

The Two Scenarios Used in the Analysis

Estimate business impact

Health Management / Occupational Safety and Health

Scenario analysis results
Current scenario (4°C scenario)
In terms of physical risks, a short-term response was foundto be highly important with respect to two areas with highimpact and incidence: (1) prolonged construction periods ofproperties under development and higher construction
costs due to frequent and intense heavy rainfall; and (2)mechanical equipment failures in owned properties due tosolar radiation and high heat caused by rising temperatures.

Assess materiality

Human Resource Investment and Development

Strategy (scenario analysis)
Drawing from multiple scenarios published by the IPCC*1 andthe IEA*2, the Tokyo Tatemono Group based its analysis on two
scenarios: the current scenario (4°C scenario), in which theaverage temperature rises by 4°C or more compared to preindustrial levels by 2100, and the transition scenario (<2°C
scenario), in which the average temperature rise is limited toless than 2°C. The scope of the analysis was to identify themain risks and opportunities—primarily for the Group’s corebusinesses, the Commercial Properties Business andResidential Business—and to assess their materiality in termsof their expected degree of impact on the Group’s finances.
The period of impact was categorized in to short-term (1-5years), medium-term (5-10 years), and long-term (>10 years).

*1 IPCC (Intergovernmental Panel on Climate Change): an institution that provides clear
scientific opinions of the status of climate change and its socioeconomic impact.
*2 IEA (International Energy Agency): an independent body within the OECD thatfacilitates policy cooperation on energy security and energy.

Transitional scenario (below 2°C scenario)
In terms of transitional risks, a medium-term response wasfound to be highly important with respect to three areas
with high impact and incidence: (1) an increase in material
procurement prices due to the introduction of carbon
pricing; (2) an increase in energy costs; and (3) the cost ofcomplying with standards due to the strengthening ofenvironmental certification standards.
On the other hand, we believe that there will be an
opportunity to make a significant impact over the medium
term with respect to: (1) increased demand for green
buildings, ZEB, ZEH, etc., due to heightened environmental
awareness among customers; (2) decreased costs related
to the supply of green buildings, ZEB, ZEH, etc., due to thepromotion of energy conservation and efficiency and the
spread of renewable energy; and (3) improved evaluation of
our own environmentally friendly buildings due to thestrengthening of environmental laws and regulations.

Set up scenarios

Contributing to Our Communities

Governance
At Tokyo Tatemono Group, the Sustainability Committee
discusses the formulation of policies for addressing risks andopportunities linked to climate change as well as importantmatters such as our GHG emissions reduction efforts andprogress against our reduction targets. Chaired by thepresident, the Committee reports its findings to the Board of
Directors for discussion. The Sustainability Committee
proposes and formulates policies and strategies for importantmatters related to the promotion of sustainability, such as GHG
emissions reduction targets and studies toward expanding theuse of renewable energy. In addition, the Sustainability
Promotion Committee, a subordinate organization of the
Sustainability Committee, examines specific measures for
implementing these policies.

Based on the results of this analysis, the Group set its targets
for realizing a decarbonized society.

Identify risks and opportunities

Revitalizing Housing Complexes

Disclosure based on
TCFD recommendations

Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

29

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

Promoting a Decarbonized Society     
Addressing the diverse     Social   Promoting
needs of customers
implementationa decarbonized
and societyof technology
society

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment

 onsideration of procurement of low-carbon constructionCmaterials (cement, steel, etc.)
Renewal of electricity for in-house use
Continued promotion of existing green buildings anddevelopments that meet ZEB and ZEH standards

Future response policy
We will take the following actions to mitigate risks and seize
opportunities for highly important risks and highly important
opportunities identified in the scenario analysis.

Environmental Management

 stablishing a schedule that incorporates the risk ofEinterruption to the construction period due to heavy rainfall
Implementation of flood prevention measures, such as theinstallation of seawalls, in anticipation of flood damage toowned properties; relocation of electrical equipment tothe second floor or higher of existing buildings; andconsideration of installing machinery rooms on thesecond floor or higher of newly developed buildings

Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity

Risk Management
Climate change risk is recognized as one of the most importantrisks that could have a significant impact on the managementof the Tokyo Tatemono Group, and is managed within acompany-wide risk management framework. The Sustainability
Committee (chaired by the president) examines each policy andstrategy for minimizing risk and targeting opportunities

Sustainability Finance
Responding to Natural Disasters

Identify Risks and Opportunities; Assess Materiality

SocialType

Respect for Human Rights

Contents

Physical

Acute

Frequent and intense heavy rains
Development and Sales:
Longer construction periods and higher construction costs for real estate under development
Operation and management:
Facility failure and suspension of lifeline functions due to flooding at owned properties

Physical

Chronic

Temperature rise
Operation and management:
Failure of machinery and equipment at owned properties due to solar radiation and high heat

Short-term

Transition

Policiesandregulations

Carbon pricing
Development and Sales: Increase in procurement prices of materials such as steel and cement
Operation and management: Increase in energy costs including electricity

Medium-term

Transition

Policiesandregulations

Strengthen environment-related certification standards
Development, operation, and management:
Procurement of materials and installation of equipment necessary to meet the standards

Medium-term

Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes

Human Resource Investment and Development

Risk

Contributing to Our Communities

Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceCompliance
Data
Third-Party Assurance

Opportunity

Risk Management

Period of impact

Products &Transition
Services

Transition

Products &Services

Short-term

 romote energy conservation and efficiency / Spread renewable energy / Raise environmentalPawareness among customers
Development, operation, and management: Increase in demand for green buildings, ZEB and ZEH, etc., and decrease in costs related to supply
Increased opportunities to acquire tenants due to strengthened measures to create energy and conserve energy

Medium-term

Improved reputation due to strengthening of environmental laws and regulations
Development, operation, and management:
Improving the reputation of our own environmentally friendly buildings

Medium-term

associated with climate change risks. These are reported to theBoard of Directors and included in its agenda as necessary,
providing a system supervised by the Board of Directors, under
the ultimate responsibility of the president, who is therepresentative director.
Through the Sustainability Promotion Committee, we willcontinue to monitor our climate change-related measures.
Using a PDCA cycle, we will explore better approaches while
also reviewing risks and opportunities.
Risk Management P.91

Indicators and Targets
The Tokyo Tatemono Group has for some time been
conducting quantitative monitoring of GHG emissions andannouncing the results of this monitoring. In addition, in May
2021, we have also set medium- and long-term targets for
reducing GHG emissions with the aim of addressing climatechange and realizing a decarbonized society.
In addition, Tokyo Tatemono has been certified as an
S-class operator (a business with excellent energy
conservation)—the highest level in the business classification
evaluation system of the Energy Conservation Law—for sevenconsecutive years since fiscal 2016, when the system began
operating. Going forward, we will continue to work as an
S-class operator to further conserve energy and reduce ourenvironmental impact, with the short-term target of reducing
our energy consumption and greenhouse gas emissions perunit of production by 1% each year on a five-year moving
average basis.
Group Targets P.28

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 202230

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

Promoting a Decarbonized Society     
Addressing the diverse     Social   Promoting
needs of customers
implementationa decarbonized
and societyof technology
society

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives

Energy Consumption(Facilities subject to the Act on the Rational Use of Energy)

FeatureEnvironment
Environmental Management

Energy Consumption (Crude Oil Equivalent)(kl/Thousand m2)(kl)
30,000

Promoting a Decarbonized Society

22,08323,89524,16535.0

34.2

External Evaluation and Certification for Green Building
Water Resources

Unit Load

60

23,49734.0

23,05028.6
27.2 30

15,000

Promoting a Recycling-oriented Society
Biodiversity0

2017

Sustainability Finance

2018

2019

2020

0

2021

(Data) Energy Consumption and CO2 Emissions P.97

Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management

Contributing to Our Communities

Scope 1 (Fuel-Derived)

Scope 2

Unit Load(t-CO2)(t-CO2/Thousand m2)
60,00065.3

65.2

Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion

30,00080

62.3

42,14744,55939,74541,25941,82444,263
41,392

39,20950.8

46.3

39,29036,667 40

GovernanceCorporate Governance

2,402
0

2017

3,300
2018

2,871
2019

2,534
2020

Risk Management
Compliance

The Group believes that it is important for the real estateindustry as a whole to address climate change, and as amember of the Real Estate Companies Association of Japan,
we participate in the activities of the organization, which
comprises from companies involved in the real estate business.
Our involvement in the formulation of policies on climatechange in the real estate industry includes participation by theCompany’s Chairman of the Board as Vice President of theReal Estate Companies Association of Japan. We are also amember of the working group established within the
Association to develop its Long-Term Vision for the Real Estate
Industry for the Realization of a Decarbonized Society (Vision
for 2050), issued by the Association in April 2021. Based onthese policies, the Group has set proactive goals and policies,
and is promoting various initiatives, such as reducing energy
use in development projects and in our buildings.

GHG Emissions(Facilities subject to the Act on the Rational Use of Energy)

Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes

Participation in Industry Organization

2,542
2021

0

Decarbonization Initiatives in
the Commercial Properties Business
Adoption and Upgrading of Energy-saving Equipment
and Devices
In the buildings that we own, we are actively adopting andupgrading energy-saving equipment and devices, and inparticular, we are systematically promoting the use of LED
lighting. As of the end of FY2021, we had already completed
or were in the process of converting to LEDs at all of ourlong-term buildings.

Switching to Electricity from Renewable Energy Sources(Tokyo Tatemono Yaesu Building)In July 2020, we began using non-fossil fuel certificates toswitch all of our electricity consumption at the Tokyo Tatemono
Yaesu Building (Chuo-ku, Tokyo, completed in November2011), which serves as our headquarters building, to renewableenergy. This initiative involves the supply of electricity using
Non-Fossil Fuel Certificates with Tracking, which certify theenvironmental value of solar power generation or biomass
power generation. This resulted in a reduction of annual CO2
emissions of approximately 1,656 tons in fiscal 2021.
Generation and Use of Renewable Energy
In December 2020, we signed a basic agreement with Tokyo
Gas Co., Ltd. aimed at implementing environmentally friendly
initiatives using renewable energy.
One initiative being implemented under this agreement
focuses on the renewable energy generated by large-capacity
solar panels installed at the logistics facilities T-LOGI Kuki,
T-LOGI Narashino, and T-LOGI Yokohama-Aoba. Any surplus
electricity not fully consumed onsite at these facilities is selfconsigned to SMARK ISESAKI, a commercial facility owned by
Tokyo Tatemono.
We expect the T-LOGI series of logistics facilities to generate
an increasing volume of renewable electricity, and will expand
our self-consignment power grid accordingly to include otherTokyo Tatemono facilities, accelerating our initiatives to promotea decarbonized society.
T-LOGI (Only available in Japanese)(Data) Energy Consumption and CO2 Emissions P.97

Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

31

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

Promoting a Decarbonized Society     
Addressing the diverse     Social   Promoting
needs of customers
implementationa decarbonized
and societyof technology
society

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance

Development and Promotion of ZEB
As a registered ZEB Leading
Owner with the Strategic open
Innovation Initiative (SII), Tokyo
Tatemono is aiming to contributeto the promotion of ZEB.
We are also actively working toobtain environmental certification
ZEB Leading Owner Markfor real estate we develop. In July
2019, following a partial
assessment of the office area ofthe property, Hareza Tower (Toshima-ku, Tokyo; completed in
May 2020) became the first high-rise mixed-use building inJapan to be certified as ZEB Ready.

Responding to Natural Disasters
Social

この建物⽤途のエネルギー消費量

Supply Chain Management

この建物のエネルギー消費量

50 ％削減�� ％削減建築物省エネルギー性能表示制度

建築物省エネルギー性能表⽰制度

国土交通省告示に基づく第三者認証
����年��月��日交付

国⼟交通省告⽰に基づく第三者認証
2019年7⽉19⽇交付

Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes* A project that involves extension of an entire building. Three buildings are deemed asingle structure under the Building Standard Law because they meet conditions such as
having a common area that spans the entire structure. One of the three buildings will bedemolished, and a new building with a larger floor area will be built using an adjacent site.

ZEB Ready Certification Label

Respect for Human Rights

Hareza Tower

New building at Shijo-Karasuma
FT Square

Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and Health

ZEB Certification Label��� ％削減

この建物⽤途のエネルギー消費量

この建物のエネルギー消費量50％削減

2019年7⽉19⽇交付 国⼟交通省告⽰に基づく第三者認証

Diversity & Inclusion

この建物のエネルギー消費量

国土交通省告示に基づく第三者認証
����年�月��日交付

Governance
T-LOGI Kuki

T-LOGI Narashino

Corporate GovernanceRisk Management
Compliance
Data

この建物の
エネルギー消費量

��� ％削減

���

建築物省エネルギー性能表示制度
この建物のエネルギー消費量国土交通省告示に基づく第三者認証％削減����年�月��日交付 国土交通省告示に基づく第三者認証
����年�月��日交付

T-LOGI Yokohama-Aoba

Third-Party Assurance

��％削減

����年��月��日交付 国土交通省告示に基づく第三者認証

建築物省エネルギー性能表示制度

T-LOGI Fukuoka

In December 2021, a new office building* (scheduled forcompletion in August 2022) to be constructed by partiallyrebuilding Shijo-Karasuma FT Square (Kyoto City, Kyoto
Prefecture; completed in October 1998) was certified as ZEB
Ready. In January 2022, the following properties were certified
as ZEB: T-LOGI Kuki (Kuki City, Saitama Prefecture; completed
in June 2020), T-LOGI Narashino (Narashino City, Chiba
Prefecture; completed in January 2022), T-LOGI YokohamaAoba (Yokohama City, Kanagawa Prefecture; completed in
January 2022), and T-LOGI Fukuoka (Fukuoka City, Fukuoka
Prefecture; completed in April 2022), all of which are developed
logistics facilities. In principle, we will promote the developmentof environmentally friendly logistics (ZEB logistics) in our T-LOGI
series facilities, aiming to have all facilities certified as ZEB bypromoting energy conservation and using renewable energy.

M-NexT Joint Research with Keio University
Since July 2021, Tokyo Tatemono has been engaging in a joint
research project, called M-NexT, with Professor Wanglin Yan of
the Keio Research Institute at the Shonan Fujisawa campus of
Keio University. The project, which focuses on decarbonizedsustainable urban development in the Yaesu, Nihonbashi, andKyobashi areas of central Tokyo, was launched in response to
the Regional Decarbonization Roadmap*1 indicated by theCouncil for National and Local Decarbonization. The project
name is a reference to the M-NEX*2 platform developed byProfessor Yan.
The first phase of the project involved applying the M-NEX
platform to Tokyo Square Garden (Chuo-ku, Tokyo; completed
in 2013), which incorporates a range of environmental
technologies, to examine various environmental initiatives in thebuilding, including energy conservation and energy generation.
We will continue to compare and evaluate the effects ofvarious environmental initiatives using this and othervisualization methods to promote sustainable urban
development in the Yaesu-Nihonbashi-Kyobashi area.
*1 A report describing processes and measures for regional decarbonization, including
a policy for creating 100 leading decarbonized regions by fiscal 2030.
*2 A platform supporting decarbonization and sustainable urban development. M-NEX
takes a composite view of a city from the three perspectives of food (F), energy (E),and water (W), quantifying the results using a unique assessment tool called FEWprint.

M-NEX

Cooperative Initiatives with Tenants
Hold Energy Conservation Promotion Meetings
Tokyo Tatemono holds an Energy Conservation Promotion
Council every year in cooperation with tenants at offices
subject to the Tokyo Metropolitan Government’s Total Volume
Reduction System.
At other sites, we also share information and discuss
general sustainability issues such as energy conservation,
renewable energy, and waste.
We explain our energy-saving activities and reduction
targets, and introduce tenants’ energy-saving efforts. Throughthis council, we aim to enhance the energy-saving activities ofboth our company and tenants.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022
この建物のエネルギー消費量

���％削減����年�月��日交付 国土交通省告示に基づく第三者認証

32

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

Promoting a Decarbonized Society     
Addressing the diverse     Social   Promoting
needs of customers
implementationa decarbonized
and societyof technology
society

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

Introduction of Green Lease Provisions
In buildings owned by our company, we are working withtenants to introduce green lease clauses into the template oflease contracts in order to reduce the environmental impact ofenergy conservation and other measures and to improve theworking environment even in dedicated areas.
As of December 31, 2021, the percentage of our long-termbuildings that have green lease clauses was approximately
17%. One example of a green lease initiative is an agreement inwhich LED lighting was incorporated in exclusive areas andboth Tokyo Tatemono and the tenant benefit from the effect oflower electricity fees from the resulting electricity conservation.

Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes

Monitor Displaying Energy Consumption
At Shijo-Karasuma FT Square, in conjunction with thereplacement of the central monitoring system in 2019, monitors
were installed on the first basement floor and first floor that
display the amount of each utility (electricity, gas, and water)
being used in the building each day. Visually displaying energy
consumption in this way enables Tokyo Tatemono as building
manager to work together with our tenants to beenvironmentally conscious.

Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceMonitor displaying energy consumption

Decarbonization Initiatives in
the Residential Business
Use of Green Power Certificates
Since May 2016, we have been using the framework of GreenPower Certificates to switch to 100% renewable energy
sources for the electricity used in our Brillia brand condominium
model rooms. In 2021, we utilized Green Power Certificates forapproximately 570,000 kWh of electricity.
Promote the Development of ZEH-M (ZEH Mansion)
Tokyo Tatemono applied to the ZEH Developer Registration
Program in the initial round of entries when it was establishedin May 2018. Since then, we have worked as a ZEH Developer
to aid the spread of ZEH-M*1 apartments.
In May 2018, following the first open submission process for
multiple-dwelling residences by the Ministry of Economy, Tradeand Industry (METI), Brillia Tsurumaki (Setagaya-ku, Tokyo;
completed December 2019) was selected by METI as the only
project in the Tokyo metropolitan area for the fiscal 2018
High-rise ZEH-M (Zetch Mansion) Demonstration Project*2(for buildings with 6-20 residential use-floors).
Following another open submission process, Brillia Tower
Seiseki Sakuragaoka Blooming Residence (Tama City, Tokyo;
scheduled for completion September 2022) was selected by
METI as the first and only project in the Tokyo metropolitan
area for the fiscal 2019 Super-High-Rise ZEH-M Demonstration
Project*2.
Both Brillia Tsurumaki and Brillia Tower Seiseki Sakuragaoka
Blooming Residence have obtained ZEH-M Oriented
certification, the standard for high-rise apartments with six ormore floors, due to their improvement in outer wall insulation
performance, the adoption of high-insulation doors, the use ofhigh-efficiency hot water supply equipment, etc.
*1 Structures which reduce total energy consumption through measures such as heatinsulation and energy savings as well as generating energy through power generation
to balance out the annual primary energy consumption to zero.
*2 The official Japanese name for these METI projects translates as: the High-Rise ZEH-M(ZEH-M Condominium) Demonstration Project of the Fiscal 2018 Support Subsidy for
Promoting Energy-Saving Investment (Project for Promotion of Innovative EnergySaving Investment Implementation in Housing/Buildings) (Net Zero Energy House
Support Project); and the Super-High-Rise ZEH-M Demonstration Project of the Fiscal
2019 Support Subsidy for Promoting Energy-Saving Investment (Project for Promotionof Innovative Energy-Saving Investment Implementation in Housing/Buildings) (Net Zero
Energy House Support Project). This is a key demonstration project necessary to
formulate design guidelines for promoting ZEH for multiple-dwelling residences. The
project partially subsidizes expenses for ZEH conversion of shared dwellings incurredby operators who provide design specifications and energy performance-related data.

ZEHM30-00003-D
Brillia Tower Seiseki Sakuragaoka
Blooming Residence

ZEH-M Oriented Certification Label
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22 ％削減建築物省エネルギー性能表示制度
国土交通省告示に基づく第三者認証
����年�月��日交付

Brillia Tsurumaki

国土交通省告示に基づく第三者認証
2018年12月28日交付

Brillia Tower Seiseki Sakuragaoka
Blooming Residence

Risk Management
ComplianceData

この住棟のエネルギー消費量

��％削減

この住棟のエネルギー消費量

22 ％削減2018年12月28日交付 国土交通省告示に基づく第三者認証

����年�月��日交付 国土交通省告示に基づく第三者認証

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

33

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

Promoting a Decarbonized Society     
Addressing the diverse     Social   Promoting
needs of customers
implementationa decarbonized
and societyof technology
society

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate Governance

Development of Wooden Structures Using Cross
Laminated Timber
The Senzokuike Project (tentative name), a for-rentcondominium we are developing, is using a cross laminatedtimber (CLT) panel construction method for the main structuralcomponents. The method involves using thick wooden panels
made by gluing wood boards together so that their fiber
directions intersect at right angles in alternating directions.
Approximately 700 m3*1 of wood is projected to be used forthe main structural components, resulting in a CO2 equivalentcarbon storage capacity of approximately 450 tons.*2 The
six-story wooden building was selected by the Ministry of Land,
Infrastructure and Transport as a Leading Project for
Sustainable Buildings (Wooden Construction Type) for fiscal
2021,*3 following an open submission. The selection recognizes
the project’s structural innovations, including improved fire
resistance and durability.
Compared to steel and reinforced concrete, wood requires
less energy for manufacturing, processing, and construction,
contributing to lower CO2 emissions. Wood also provides acarbon capture effect and can be reused after demolition. In
addition, CLT construction uses a greater amount of wood thanconventional wood construction, supporting the effective useof forest resources in Japan.
*1 Indicates current planned quantity; subject to change.
*2 Calculated based on the Guidelines for Labeling Carbon Storage of Wood Used in
Buildings of Japan’s Ministry of Agriculture, Forestry and Fisheries.
*3 A Japanese government initiative aimed at promoting the development andwidespread use of technologies for wooden buildings and other sustainable
construction projects. The government publicly solicits proposals for project plans forwooden buildings which incorporate leading design and construction technologies. The
government implementation office subsidizes part of the costs required to implement
selected projects within its budgetary scope.

Development of Mega SolarBusiness
Tokyo Fudosan Kanri has been involved in the mega solar
business since 2012. Through this company, we are developing
solar power plants mainly in the northern Kanto region. As ofthe end of December 2021, we had eight plants with a total
power generation capacity of approximately 13MW.

List of Solar Power Plants
Name (Location)
Oyama Solar Power Plant(Oyama City, Tochigi Prefecture)
Iwaki Solar Power Plant(Iwaki City, Fukushima Prefecture)
Joso Solar Power Plant(Joso City, Ibaraki Prefecture)

Power generation
capacity

Date of operation

785kW

February 2013

2,454kW

November 2013

672kW

September 2014

Hatoyama Solar Power Plant
Oyama Solar Power Plant

Iwaki Solar Power Plant(Hatoyama-machi, Hiki-gun,

1,908kWMarch 2015

1,559kWMarch 2015

1,884kW

June 2015

2,034kW

November 2015

1,086kW

December 2015

Saitama Prefecture)
Tochigi Hirai Solar Power Plant(Tochigi City, Tochigi Prefecture)
Tochigi Nishikata Solar
Power Plant(Tochigi City, Tochigi Prefecture)

Hatoyama Solar Power Plant

Shirakawa Solar Power Plant(Tanakura-machi,
Higashishirakawa-gun,
Fukushima Prefecture)
Higashihiroshima Solar
Power Plant(Higashihiroshima City,
Hiroshima Prefecture)

Risk Management
Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

34

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

Environment

Related Material Issues

External Evaluation and Certification for Green Building    Strengthening     
Addressing the diverse     Revitalizing and    Promoting
Tokyo’s competitivenessneeds of customers
utilizing reala decarbonized
as an international cityand society
estate stocksociety

Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights

Policy and Concept
The Tokyo Tatemono Group recognizes that, to meet the
expectations and demands of our tenants, investors, and otherstakeholders, it is essential both to develop and operate realestate with high environmental and social awareness and to
make open disclosure of our performance and initiatives related
to such real estate.
We have identified promoting a decarbonized society asa material issue for the Group. To address this issue throughour business operations, we have established the acquisitionof green building certification for all newly developed officebuildings and logistics facilities by fiscal 2030 in principle as a
KPI and target. We also have a policy of acquiring
environmental certification as far as possible for existing
office buildings we retain over the long term and for new
and existing for-rent condominiums.

Certified Properties
DBJ Green Building Certification
Hareza Tower

T-LOGI Kuki

Otemachi Tower★★★★★

Tokyo Square Garden

Brillia ist Tower Kachidoki (Residence)

T-LOGI Fukuoka
Hareza Tower (Office Section)

ZEB ReadyShijo-Karasuma FT Square Partial Reconstruction Project
CASBEE*3 Building (New)Tokyo Tatemono Yaesu Building★★★★

Osaki Center Building
Empire Building
Tokyo Tatemono Sendai Building
Shinjuku Center Building★★★

Hareza Tower (New Construction)

S rankShijo-Karasuma FT Square Partial Reconstruction Project

A rank

T-LOGI Yokohama-Aoba (CASBEE Yokohama)
T-LOGI Narashino

S rankNagoya Prime Central Tower

Yokohama First Building
Nihonbashi TI Building

CASBEE*3 Real Estate

CASBEE*3 Wellness Office

BELS*1

ESG-related KPIs and targets; progress P.7

Hareza Tower★★★★★

Shijo-Karasuma FT Square Partial Reconstruction
Project*6
T-LOGI Kuki
T-LOGI Yokohama-Aoba
T-LOGI Narashino

Contributing to Our Communities★★★★

Shijo-Karasuma FT Square (Office Space)

Human Resource Investment and Development★★★

Otemachi Tower★★

Empire Building

Diversity & Inclusion

T-LOGI Narashino

Tokyo Tatemono Nihonbashi Building

Revitalizing Housing Complexes

Health Management / Occupational Safety and Health

T-LOGI Yokohama-Aoba

ZEB

Nakano Central Park SouthSMARK ISESAKISupply Chain Management
Improving Quality and Customer Satisfaction

ZEB*2

Tokyo Tatemono Yaesu Building
S rankShijo-Karasuma FT Square Partial Reconstruction
Project*6

ABINC Certification*4 (Association for Business Innovation inharmony with Nature and Community® Certification)
Otemachi Tower / Tokyo Square Garden
SEGES certification*5 (Urban Oasis)
Otemachi Tower / Tokyo Square Garden*1 BELS (Building-housing Energy-efficiency Labeling System) is a guideline established by the Ministry of Land, Infrastructure, Transport and Tourism to accurately evaluate and display theenergy saving performance of nonresidential buildings.
*2 ZEB (Net Zero Energy Building) is a building that has targeted a net-zero balance of annual primary energy consumption.

Governance*3 CASBEE (Comprehensive Assessment System for Built Environment Efficiency) is a method for evaluating and grading the environmental performance of structures

Corporate Governance*4 ABINC Certification is a third-party evaluation and certification system for biodiversity conservation efforts, using the Japan Business Initiative for Biodiversity-developed Association for
Business Innovation in harmony with Nature and Community®, Certification Guideline and the Land Use Score Card® as evaluation standards.

Risk Management*5 SEGES is the Social and Environmental Green Evaluation System

Compliance*6 A project that involves extension of an entire building. Three buildings are deemed a single structure under the Building Standard Law because they meet conditions such as having acommon area that spans the entire structure. One of the three buildings will be demolished, and a new building with a larger floor area will be built using an adjacent site.

Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

35

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

External Evaluation and Certification for Green Building    Strengthening     
Addressing the diverse     Revitalizing and    Promoting
Tokyo’s competitivenessneeds of customers
utilizing reala decarbonized
as an international cityand society
estate stocksociety

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development

Highest Ranking in ESG
Benchmark GRESB

Acquisition of DBJ Green
Building Certification

Tokyo Tatemono has received the highest rating of 5 Stars in
the GRESB*1 Real Estate Evaluation, a benchmark that evaluates
ESG (environment, society, and governance) initiatives in thereal estate sector. This assessment is the Real Estate Standing
Investments Benchmark based on an evaluation of the realestate management portfolio. We are the only real estatedeveloper in Japan to receive the highest rating of 5 stars forfive consecutive years.
We have also received the highest 5-Star rating for two
consecutive years in the Development Benchmark, a benchmark
introduced in 2020 that evaluates new real estate development
and large-scale renovation portfolios. This rating recognizes ourefforts to ensure ESG-conscious development and heighten
energy efficiency, along with our initiatives to acquire green
building certification. Furthermore, in the mixed-use building
sector, we were selected for the first time as a Global Sector
Leader*2 in 2021.

DBJ Green Building Certification is a system established by theDevelopment Bank of Japan Inc. to evaluate real estate
projects that are environmentally and socially conscious. The
system scores initiatives based on five categories:
environmental performance, tenant comfort, risk management,
consideration of the surrounding environment and community,and collaboration with stakeholders. Initiatives are awarded arank between one and five stars* based on the total score fromthese categories.
As of the date of this report, 14 offices and commercial
buildings owned and managed by Tokyo Tatemono haveacquired DBJ Green Building Certification, of which 12 havereceived high ratings of four or five stars.
Tokyo Tatemono will continue to develop real estate in
response to the social demands of real estate stakeholders andthe diversification of tenant needs, aware of our impact on theenvironment and society.

*1 GRESB (Global Real Estate Sustainability Benchmark). An ESG benchmark specializing
in real estate, established by a group of European pension funds.
*2 A designation awarded to participants with the highest overall score and participants
with a score differential of 1 point or less in both the regional and property use categories.

* Evaluation by rank—Five Stars: Building with the top class environmental and social
awareness in Japan; Four Stars: Building with exceptionally high environmental andsocial awareness; Three Stars: Building with excellent environmental and social
awareness; Two Stars: Building with high environmental and social awareness; One
Star: Building with satisfactory environmental and social awareness

GRESB

Acquisition Rate of Green Building Certification*(as of December 31, 2021)
 cquisition Rate of Certification for All Properties Owned
Aand Managed by Tokyo Tatemono
Certification Acquired

56.4%
Not Certified

43.6%
 cquisition Rate of Certification for the Leasable Area ofA
Office Buildings
Certification Acquired

63.1%
Not Certified

36.9%
 cquisition Rate of Certifications per Leasable Area ofA
Residential Buildings
Certification Acquired

Health Management / Occupational Safety and Health

22.2%

Diversity & Inclusion
GovernanceCorporate Governance

Not Certified

77.8%

Risk Management
Compliance
Data* DBJ Green Building Certification, CASBEE Building, etc.

(Data) Acquisition Rate of Green Building Certification P.98

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

36

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

Environment

Related Material Issues

Water Resources    Contributing toa safe andsecure society    Promoting a
recycling-oriented
society

Materiality of the Tokyo Tatemono GroupFeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity

Collaborative Efforts with
External Parties

Policy and Concept

Participation in Initiatives

As water shortages become even more severe worldwide, developed nations and the rest of the world face demands to improvewater consumption efficiency.
The Tokyo Tatemono Group Environmental Policy includes a call for resource-saving activities that are kind to the earth. We haveidentified promoting a recycling-oriented society as a material issue for the Group. To address this issue through our business
operations, we have established year-on-year water consumption unit load reduction of long-term buildings* as a KPI and target for
reducing water consumption, and established the equipping of all new office buildings with a total floor area of over 30,000m2 withgray water treatment facilities by fiscal 2030 in principle as a KPI and target for promoting use of recycled water.
As a developer, we recognize that water resources are an essential element for the continued creation of rich and comfortable
spaces. We will strive to reduce the use of resources and environmental impact through all available opportunities including
conserving the use of water and recycling rainwater and miscellaneous wastewater.
* 36 major office buildings for which Tokyo Tatemono has energy management authority

Sustainability Finance

ESG-related KPIs and Targets; Progress P.7

Responding to Natural Disasters

The Real Estate Companies Association of Japan implements
numerous initiatives aimed at achieving a sustainable society.
Among these, it has formulated the “Long-Term Vision for
Realizing a Decarbonized Society in the Real Estate Industry” (avision for 2050) and has formulated and revised the “RealEstate Industry Environmental Action Plan: Towards Sustainable
Urban Development” (medium-term goals and plans for 2030).
In its capacity as a regular member of the Environmental
Committee of the Association, Tokyo Tatemono works not only
on its own Group initiatives, but also more broadly on
promoting the effective use and conservation of water
resources throughout the Japanese real estate industry.

Environmental Management P.23

Social(Data) Water Resources: Indicators and Results P.98

Respect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development

Portable Water Consumption (Facilities subject to the Act
on the Rational Use of Energy)
Water consumption (Potable Water)

Unit Load

Health Management / Occupational Safety and Health(Thousand m3)(m3/m2)

Diversity & Inclusion

700

0.91

0.96
654

584

Corporate Governance

0.57

0.55

550

0.5

Compliance
Data

1.0

622

GovernanceRisk Management

0.88

400

2017

2018

2019

467

464

2020

2021

0.0

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

37

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

Water Resources    Contributing toa safe andsecure society    Promoting a
recycling-oriented
society

ESG Management
Materiality of the Tokyo Tatemono Group

Water Resource Initiatives in
the Commercial Properties BusinessParticipation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

Effective Use of Rainwater and Miscellaneous Wastewater
as Gray Water
In buildings of a certain scale, we are proactively introducing
facilities to use rainwater and miscellaneous wastewater
generated in the building locally as “gray water.” For example,
we are promoting the reduction of water resources by filtering
rainwater or treating wastewater from cooling towers or tenant
kitchens for non-potable uses such as toilet flushing andsprinkling water for planting in exterior areas.

Biodiversity
Sustainability Finance

Water supply

Responding to Natural Disasters

DrainageSocialRain

RooftopRespect for Human Rights
Supply Chain Management

Installation of Water-saving Devices
We have established a medium- to long-term repair andinvestment plan on a 30-year span for new buildings and on a
10-year span for existing buildings. In addition to systematicallypromoting renovation work, we are switching to water-saving
equipment. We also work with our partners and tenants toconserve water in our daily operations and management. At
Shijo-Karasuma FT Square, we achieved a significant reduction
in water usage in common areas by installing water-saving
sanitary equipment and automatic mixed-flush sinks as part ofwork to renovate the toilets carried out from 2019 to 2021. The
toilets used 9,913m3 of water in 2021 compared to 23,261m3
in 2018—a reduction of about 57.3%*.
Beyond the Commercial Properties Business, we are
actively moving forward with similar efforts in the Residential
Business as well. In private areas of the for-sale and for-rentcondominiums we develop, we are actively adopting watersaving furnishings, such as showers and faucets and toilets
that flush effectively even with small amounts of water.

Prevention of Water Pollution
We have installed wastewater treatment facilities in buildingsthat are subject to water pollution laws and ordinances. We
treat wastewater to ensure that it complies with standards
before discharging it into public water bodies such as sewers,
rivers, and the sea.

* This figure includes other effects, such as less frequent toilet use due to COVID-19.

Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Water
supply as
toiletflushing
water

Contributing to Our Communities
Human Resource Investment and Development

Drainagefromwashrooms
and hotwater supply
rooms

Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceRainwater filtration

Gray water
treatment

Exterior
sprinklers(Automatic
irrigation)

Corporate GovernanceRisk Management

Pit

Compliance
Data
Third-Party Assurance

Rainwater
reservoir

Gray water
receiving tank

Miscellaneous
wastewater tank

Shijo-Karasuma FT Square, restroom renovation work
Left: Before renovation Right: After renovation
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

38

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

Environment

Related Material Issues

Promoting a Recycling-oriented Society    Contributing toa safe andsecure society

Materiality of the Tokyo Tatemono GroupFeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management

Waste Reduction and Management Initiatives
in our Commercial Properties Business

Policy and Concept

Participation in Initiatives

Pollution caused by waste and hazardous substances and the depletion of natural resources are issues shared by all of society.
Businesses have an obligation to reduce the waste and hazardous substances generated by their activities and use resources
effectively.
The Tokyo Tatemono Group Environmental Policy includes a call for resource-saving activities that are kind to the earth. We havealso identified promoting a recycling-oriented society as a material issue for the Group. To address this issue through our business
operations, we have set KPIs and targets for the reduction of waste emissions and the promotion of waste recycling.
For our long-term buildings*, we have set the target of a 20% reduction in waste emissions for fiscal 2030 compared to fiscal
2019. We have also set a target for fiscal 2030 of achieving a waste recycling rate of 90%.
The Group recognizes that we must address the prevention of environmental pollution and optimization of our use of resources
throughout the entire life cycle of each building, from planning and design to construction, operation and management, as well as
demolition. As such, we strive to reduce our environmental impact through these initiatives.
To prevent environmental pollution, in the planning and design of buildings, we consider environmental and life-cycle assessments
in order developing environmentally friendly buildings. In operation and management, we work to prevent air and soil pollution throughdecreased generation and proper management of waste and hazardous substances.
To use resources more efficiently, we are introducing materials at the initial stage of a project that take into consideration later
resource recovery, recycling, and waste generation control. For projects underway, we thoroughly sort waste and are working to boost
the recycling rate. In these ways, we are helping to create a recycling-oriented society.
* Our long-term buildings and commercial facilities for which we have substantial energy management authority and for which we have submitted a written plan for waste reuse and reduction.

Improving Quality and Customer Satisfaction

Environmental Management P.23   Promoting    Promoting aa decarbonizedrecycling-oriented
societysociety

For the office buildings owned and operated by Tokyo
Tatemono, we strive to limit waste generation and promote
recycling through a range of measures such as further
enhancing garbage sorting and expanding the scopeof recycling.
Introduction of a Centralized Waste Management
SystemTo properly and accurately manage and understand waste, we
introduced a centralized waste management system using
electronic manifests in 2018.
Meetings of the Waste Management Committee
We hold regular Waste Committee meetings in cooperation
with our tenants to promote the 3Rs (Reduce, Reuse, Recycle)
through resource saving and waste reduction, garbage sorting
games, and explanations from the government of social trends
relating to waste.

(Data) Promoting a Recycling-oriented Society: Indicators and Results P.99

Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development

Waste Emissions (Facilities that have submitted reuse plans)
Total Waste Emissions

Health Management / Occupational Safety and HealthDiversity & Inclusion
Governance

Recyclable Waste Emissions(t/Thousand m2)

5,173

Corporate GovernanceRisk Management

Unit Load

(t)
6,000

Waste Recycling Amount(Facilities that have submitted reuse plans)

4,945

8.5

8.6

12

5,151

8.3

3,769

3,000

(t)(%)
4,000

3,395

3,202

5.3

120

3,280

3,939

5.5

Compliance

Waste Recycling Ratio

2,424
6

2,000

0

0

65.6

64.8

2,305
58.5

64.3

63.7

60

Data
Third-Party Assurance

0

2017

2018

2019

2020

2021

2017

2018

2019

2020

2021

0

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

39

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy

Environment

Management

Related Material Issues

Promoting a Recycling-oriented Society

Message from the President and CEO    Contributing toa safe andsecure society   Promoting    Promoting aa decarbonizedrecycling-oriented
societysociety

ESG Management
Materiality of the Tokyo Tatemono Group

Realization of Recycling of Recovered Paper
We collect and recycle used paper discharged from buildingssuch as our head office building at Tokyo Tatemono Yaesu
Building and reuse it as toilet paper. By putting waste recycling
into practice, we plan to foster recycling awareness among our
employees and tenants.

Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

Paper Recycling System
Collection(Waste Management
Company)

Recycling
paper mill(factory)

Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialToilet paper

Mixed paper

Tokyo Tatemono Yaesu
Building

Respect for Human Rights
Supply Chain Management

Generating Electricity from Organic Waste(Shinjuku Center Building)In December 2021, we began conducting a trial at Shinjuku
Center Building (Nishi-Shinjuku, Shinjuku-ku, Tokyo; completed
October 1979) as a step toward helping to build a recyclingbased society. The trial was conducted jointly with thebuilding’s two co-owners, Meiji Yasuda Life Insurance Company
and Japan Prime Realty Investment Corporation, as well as
Sompo Japan Insurance Inc., TEPCO Energy Partner, Inc., andSustainable Energy Development Inc.
The aim of the trial is to convert organic waste generated
and incinerated at the office building into fuel. With thecooperation of Sompo Japan Insurance and some tenants, the
ISOP system*1 developed by Sustainable Energy Development
is being used for subcritical water treatment*2 to generate solid
fuel “bio-coal”*3 from organic waste.
The amount of electricity generated when the ISOP system
is installed is expected to be approximately 2.5 times theamount of electricity consumed when the subcritical water
treatment equipment is in operation. The water treatment itself

Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion

Initiatives to Reduce Waste Emissions from Tenants
To promote waste separation by tenants, we have created a
waste separation chart that can be posted near the waste bins,
and are distributing them sequentially to tenants.
We have also distributed to tenants eco-bags that wecreated to reduce plastic waste, which has become a particular‫ٹ‬ग़॥ংॵॢ ౥ਛॖও‫ش‬४
problem in recent years.
東京建物様

エコバッグ

COPYRIGHT (C) 2020 TANABE CONSULTING CO.,LTD ALL RIGHTS RESERVED.

Governance

Trial Image

Burnable
garbageis powered by renewable energy supplied by TEPCO Energy
Partner using non-fossil certificates—an initiative that will also
help promote a decarbonized society.
*1 ISOP system: ISOP (Integrated Subcritical-water-treatment-technology for Organic-waste
Power-generation) systems recover energy from organic waste generated in urban
areas in the form of methane gas, coal-substitute solid fuels, and hydrogen derivatives.
*2 A technology that can sterilize and detoxify pathogenic organic matter as well as
reduce the molecular weight of organic matter, including plastics, using the stronghydrolysis power of water at high temperatures and pressures below the critical point.
*3 A solid fuel produced from organic waste for use as a total substitute for coal in
facilities such as coal-fired power plants.

Composting Food Waste (Otemachi Tower)
We introduced an initiative at Otemachi Tower (Otemachi,
Chiyoda-ku, Tokyo; completed in April 2014) for recycling foodwaste as compost on a trial basis in 2021. The initiative uses a
local food resource recycling solution provided by NTT
Business Solutions Corporation in collaboration with Well
Create Co., Ltd. Food waste fermentation and decomposition
equipment (FOURSTARS) was installed in the waste disposal
area to collect unsold and uneaten leftovers generated byrestaurant tenants. The food waste is then fermented anddecomposed into compost at the recycling center instead ofbeing disposed of as waste.
A portion of the recycled compost is used in growing
recycled agricultural products at the Brillia x My Farm Ichikawa
Farm, which we operate in collaboration with MYFARM Inc.

200°C
20
atmospheres

Corporate Governance

不燃ごみ

Risk ManagementO

印刷：白１色Compliance

W50×H5.5㎜のイメージ
ロゴサイズ：W50×H5mm
印刷位置：天地中央

Data

弁当ガラ

ス プ ー ン ・ フォ ー ク

ビニ ル 袋

お 菓子袋

ト レー

カップラ ー メ ン

スト ロー

クリ ップ

壊れたガラス・金属類

陶磁器類※危ないので、中に入れない

Third-Party Assurance

Personal shopping bags distributed
to tenants
COPYRIGHT (C) 2020 TANABE CONSULTING CO.,LTD ALL RIGHTS RESERVED.

・廃プラは、J&T環
環境（株）で溶融炉に燃料として投入し発電を行い、電気として回収される。燃えカス（スラグ）は、路面材としてリサイクルされる・ガラス・陶磁器類は、オリックス資源環境（株）で溶融炉に投入し、路面材としてリサイクルされる

Garbage
行先 separation table(non-burnable garbage)

Waste incinerated
so far

Subcriticalwater
treatment
systemH

H

Water
molecules

Generation of
low-molecularweight organic
matter as fuelsource (raw material)
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

40

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

Promoting a Recycling-oriented Society    Contributing toa safe andsecure society   Promoting    Promoting aa decarbonizedrecycling-oriented
societysociety

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance

Recycling Waste Plastic (Tokyo Square Garden)
From March to May 2021, we collaborated with TBM Co., Ltd.
and Bridgestone Corporation to conduct a trial in material
recycling* from waste plastic at Tokyo Square Garden(Chuo-ku, Tokyo; completed in March 2013). Used plastic from
Bridgestone’s head office is collected and sorted using
automatic sorting equipment. The plastic is then processed into
pellets, enabling its use as material for new plastic products.
The recycled plastic is then turned into office supplies and usedagain in the building. In this way, we have established aresource recycling scheme for plastics, with the aim of helping
to promote material recycling.
* The recycling of used products and waste from production processes, which arecollected and processed into a form that can be used as materials for new products.

Responding to Natural Disasters
SocialRespect for Human Rights

Plastic Resource Recycling

Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities

Waste
collection
Collection of a
portion ofnon-burnablegarbage

Human Resource Investment and Development

GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance

Sorted resources
are processed into
pellets

Evaluation ofphysicalproperties

Health Management / Occupational Safety and HealthDiversity & Inclusion

Pelletizing

Collection andtransportation
Collected
resources aretransported tosorting sites

Evaluating physicalproperties ofrecycled pellets forreprocessing* Cleaning is also
performed if
necessary.

Sorting test

Reprocessing

Visualization of the type andbreakdown of extractable plastic
resources and of sorting accuracy

Molding into new
products

Efforts to Reduce Waste by Promoting the Use of
Reusable Bottles (Tokyo Tatemono Yaesu Building)Tokyo Tatemono, Thermos Corporation, Panasonic
Corporation, Apex Corporation and Ajinomoto AGF, Inc.
conducted a demonstration experiment aimed at reducing
waste by promoting the use of reusable bottles. The project
involved approximately 300 of our employees who work on the
7th floor of the Tokyo Tatemono Yaesu Building.
Against the backdrop of growing global concern aboutplastic waste, there is a growing interest in using papermaterials to reduce the amount of plastic used. However, thepaper cups that are used frequently in office buildings are often
disposed of as combustible waste.
Thermos bottles were distributed to each employee, which
the employees used to drink coffee from an Apex coffee
machine installed in the office. After use, the bottles were
washed using a Panasonic high-speed bottle washer also
installed in the office and a desktop dishwasher installed in the
hot water supply room. This enabled the bottles to be cleaned
and used repeatedly.
As a result of the demonstration experiment, the use of
reusable bottles for drinking coffee and water became
widespread at our head office. We succeeded in reducing theamount of paper cup waste
generated from the 7th floorof the Tokyo Tatemono Yaesu
Building by approximately
38,800 cups per year.

Demonstration experiment promoting theuse of reusable bottles

Measures Against AsbestosTokyo Tatemono has conducted surveys on the usage status ofspraying materials that contain asbestos for all the buildings weown. In buildings where asbestos was found to be in use, wetook appropriate steps in response, including removal orcontainment and sharing information with the building tenants.

Proper Processing of
Fluorocarbons
Tokyo Tatemono complies with the Act on Rational Use andProper Management of Fluorocarbons to protect the ozone
layer and prevent global warming. We limit the use of controlled
fluorocarbons (including CFCs and HCFCs), strive to be
rigorous in recovering cooling agents, and check thoroughly forleaks via both basic and regular inspections to limit the releaseof fluorocarbons into the atmosphere.
When upgrading air conditioning systems or demolishingbuildings, we properly dispose of the fluorocarbons retrieved
from the air conditioning systems.

Measures Against Volatile Organic
Compounds (VOC) in Construction Materials
Formaldehydes are the primary substances behind sick building
syndrome. To maintain the health of its tenants, Tokyo
Tatemono restricts the use of products emitting formaldehydes
in buildings and stipulates standards for action against
formaldehydes in conjunction with the regulations of the
Building Standards Act. In order to maintain the health of ourtenants and other building occupants, we have established aformaldehyde countermeasure standard that prohibits the useof formaldehyde-emitting products, which are the main cause
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

41

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

Promoting a Recycling-oriented Society    Contributing toa safe andsecure society   Promoting    Promoting aa decarbonizedrecycling-oriented
societysociety

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironmentof sick building syndrome, in buildings in addition to theprovisions of the Building Standards Law. We measure theconcentration of formaldehydes in new buildings inaccordance with our own standards to verify the safety ofindoor environments.

Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters

Proper Processing of
Polychlorinated Biphenyls (PCBs)
Electronic devices (transformers, capacitors, stabilizers)
containing PCBs that are no longer in use pose the risk of loss,
oil leaks, or other incidents. To eliminate such risk, we disposedof these devices appropriately with the cooperation of a
specialized waste disposal company.

Valuable Recycling of Waste
Tokyo Fudosan Kanri recycles construction industrial waste as
valuable materials*, using resources more effectively. The
company sells a portion of its waste materials to recyclers as
valuable goods, sorting and separating products for reuse.
These materials, which are used in move-in construction,
restoration construction, and equipment restoration, mainly
consist of metal materials such as steel partitions, OA floors,
fluorescent lamps, air conditioners, electric wiring, cables,
piping, and ventilation ducts.
* “Valuable materials” refers to items with a net value of ¥1 after subtracting the cost ofrecycling from the sales price of the item. These materials include air conditioners, steel
products, etc.

SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceTokyo Tatemono believes in the importance of using wood
appropriately as a construction material. Wood is not only aresource that can be reused as a building material after abuilding is demolished, but it also absorbs CO2 and stores(fixes) carbon. This helps to address our material issues ofpromoting a recycling-based and decarbonized society.
To promote the use of wood materials, we have set targets
for our long-term buildings and our for-sale and for-rentcondominiums. By 2030, we aim to use domestic and certified
materials for interiors and furnishings of common areas in all
new office buildings and for-sale and for-rent condominiums.
By 2030, we also aim to develop for-sale and for-rentcondominiums that use cross laminated timber (CLT) for theircore structural parts.
Use of Cross Laminated Timber Construction Method(Senzokuike Project (tentative name)) P.34

Measures Against Nitrogen Oxide(NOx) and Sulfur Oxide (SOx)Tokyo Tatemono identifies, measures, and appropriately
manages air pollutants emitted from our businesses. Tokyo
Tatemono regularly measures the concentration of nitrogenoxide (NOx), sulfur oxide (SOx), and other chemicals emitted
from equipment producing smoke and soot, including cooling/heating systems and boilers that are in use in some of ouroffice buildings. We also comply with the environmental
standards defined in the Air Pollution Control Act in theoperation of these systems.

Promotion of Use of WoodMaterials

Path of Construction Industrial Waste Disposal to Recycling as a Valuable Material
Industrial Waste
Consignment Contract

Industrial Waste

Industrial Waste Dealer
Manifest Voucher

Manifest Voucher
Purchaser

Tokyo Fudosan Kanri
Valuable Material

Valuable Material

Risk Management
ComplianceIndustrial Waste Disposal

Recycling Certificate

Recycling Certificate

Recycler

Valuable Material

Separationand Sorting

Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

42

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

Environment

Related Material Issues

Biodiversity   Promoting
a decarbonizedsociety    Promoting a
recycling-oriented
society

Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights

New Initiatives to Restore
Urban Biodiversity

Policy and Concept
Real estate development is intrinsically interlinked with local
ecosystems and natural environments. We must grasp andreflect upon how we impact our surroundings, both directly andindirectly.
Tokyo Tatemono Group is working toward a vision ofcreating a pleasant city and living with greenery, a commitmentthat is included in our Group Environmental Policy. We are
striving to create a rich and comfortable environment that takes
biodiversity into consideration, by maximizing the power ofgreenery, surveying local vegetation and the distribution oforganisms, and selecting tree species to plant.
For initiatives of a certain scale in the Commercial Properties
Business, our policy is to undergo assessment by impartial
third parties. The organizations that assess our initiatives
include ABINC, a third-party certification system for biodiversity
conservation, and SEGES, a third-party certification system forgreen space creation.

Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes

Participation in Initiatives P.13
Environmental Management P.23

The Otemachi Forest in Otemachi Tower is a genuine forestthat covers about one-third of the entire site (about 3,600m2).
To develop it, we secured an experimental pre-forest facility ofwoodland covering 1,300m2 in Kimitsu City, Chiba Prefecture.
Over a three-year period, construction methods, plant growth,and appropriate management methods were verified in thesame kind of growth environment as the planned site. After thesoil and plants had been cultivated in Kimitsu, they weretransplanted to the building site.
About 100 species of trees and ground cover plants were
initially planted. A biodiversity monitoring survey conducted in
2021 recorded around 200 species had become part of thelocal ecosystem as a process of natural selection andcompetition emerged. A key difference from nearby green areasis the formation of a forest environment, which provides a
habitat for many shade-loving plants. Among them are rare
species included on the national and metropolitan governments
Red List.
While the surrounding area is an office district densely
packed with tall buildings, the nearby Imperial Palace is home
to a large number of birds and insects. This serves tocontribute to the local ecosystem through a network with thesurrounding green spaces. Several bird species have alreadytaken root and migratory birds have been confirmed. Insects
include many dragonflies, which appear to have flown in fromthe Imperial Palace.
The Otemachi Tower has received ABINC certification forbiodiversity conservation and SEGES (Social and Environmental
Green Evaluation System) certification as an urban oasis.
Sustainability Website
Special Back Number: “Otemachi Tower” – Regeneration of the City
and Nature (published in 2016) (Only available in Japanese)

Otemachi Forest

Contributing to Our Communities
Human Resource Investment and Development

Examples of Third-party Certification Related to
Biodiversity Conservation and Green Space Creation

Examples of Flora and Fauna Observed in Otemachi Forest

Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance

Pieris melete
ABINC certification

SEGES “Creating Green”

Urban Oasis

Hawk

Dogtooth violet

Mountain cherry
blossom tree

Japanese camellia andwarbling white-eye

Raccoon dog

FalconData
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

43

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Biodiversity

Related Material Issues   Promoting
a decarbonizedsociety    Promoting a
recycling-oriented
society

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management

Maintaining and Preserving Ecosystems
through the Creation of Urban Greenery
To provide greenery at scale in urban areas where it is scarcerequires a stance not of preserving green space, but ofcreating it.
Tokyo Square Garden is a new environmentally friendly
building complex that features a 3,000m2 multi-story green
space called Kyobashi-no-oka, along with solar power
generation and high-efficiency heat source equipment. The
Tokyo Square Garden has received ABINC certification for theuse of land with consideration to biodiversity and SEGES(Social and Environmental Green Evaluation System)
certification as an urban oasis.
This initiative is not limited to our Commercial Properties
Business; we are also actively working on advancing it in our
Residential Business. Based on the concept of creating a forest
in front of the station, Brillia Towers Meguro (Shinagawa-ku,
Tokyo), completed in December 2017, features a forested
space on the property, with approximately 900 trees planted
and a dredged waterway. In cooperation with the nearby
Nature Study of the National Museum of Nature and Science,
we aim to contribute to the preservation and growth of thelocal ecosystem.
Brillia City Nishi-Waseda (Toshima-ku and Shinjuku-ku,
Tokyo), completed in May 2022, has an “interior forest”
covering approximately 680m2 on its site, based on theconcept of “living with a forest inside the Yamanote Line” (thecircular rail line around central Tokyo). A total of 64 mediumheight and tall trees were planted. Of these, 30 out of the 39
species used are native species selected based on surveys ofplant and animal ecology conducted by Toshima Ward. In thisway, we aimed to grow a forest that is in harmony with thelocal natural environment.

Status of Implementation of Risk
Assessment for Biodiversity
When developing real estate, we conduct environmental
assessments of flora, fauna, and ecosystems in accordancewith laws and ordinances related to environmental impact
assessments and nature conservation. Based on theseassessments, we preserve, transplant, and conserve trees andforests as necessary.

Brillia City Nishi-Waseda Inner Forest

Tokyo Square Garden Kyobashi-no-oka

Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

44

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

Environment

Sustainability Finance

Related Material Issues    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building      Addressing the diverse
and revitalizationneeds of customers
and society    Value co-creation    Promoting
and innovationa decarbonizedsociety

Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialPolicy and Concept
Sustainability finance refers to bonds and loans to raise funds
specifically for the purpose of promoting sustainability byaddressing environmental issues such as climate change orsocial issues such as poverty, health, and economic disparity.
The Tokyo Tatemono Group promotes urban developmentthat contributes to solving social issues. We strive to improve
the attractiveness of the areas in which we develop and toincrease the value of our entire portfolio of owned officebuildings. We aim to channel these efforts toward oursustainable growth as a company.
In this era of dramatic change and increasing uncertainty,
we will accelerate the cycle of allocating the funds we raise tosustainable projects. We will help build a low carbon, sustainable
society by balancing, at a high level across our operations, theneed to address social issues with the need for business growth

Respect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate Governance

Sustainability Finance Framework
Tokyo Tatemono has established the Sustainability Finance
Framework, which applies the four requirements defined in theGreen Bond Principles and Social Bond Principles referred toin the International Capital Markets Association’s (ICMA)
Sustainability Bond Guidelines: Use of Proceeds; Process for
Project Evaluation and Selection; Management of Proceeds;
and Reporting.

Use of Proceeds
Proceeds will be allocated to projects that meet eligibility criteriasuch as the acquisition or construction of green buildings,
social projects addressing social problems, or will be used forrefinancing such projects.
Process for Project Evaluation and Selection
The Finance and Sustainability Management Departments
select projects that meet the eligibility criteria. The final
decision is made by the president or a director in charge of
the Finance Department.
Management of Proceeds
The status of the allocation of proceeds is tracked and managed
by the Finance Department using an internal control system.
The results are confirmed by the director in charge of the
Finance Department or the head of the Finance Department on
a quarterly basis. The proceeds are managed as cash or cash
equivalents until they are allocated. For unallocated proceeds,
should they arise, projects will be selected from among projects
that meet the eligibility criteria. The unallocated proceeds will
be managed in cash or cash equivalents until their reallocation
is decided.
Reporting e report the allocation status of proceeds on our website
Wonce a year until all proceeds classified for allocation
reporting are fully allocated.
We report the allocation status of proceeds on our website
once a year until all proceeds classified for allocation
reporting are fully allocated.

Eligibility Criteria

Green Project

Eligible properties are those that have alreadyacquired or are scheduled to be certified/recertified
as one of the top two ranks in any of the third-party
certification bodies, listed in (1) to (3) below.
(1) 4 or 5 stars in the DBJ Green Building Certification(2) A or S rank in the CASBEE building assessment(new buildings)(3) 4 or 5 stars in the BELS Evaluation Certification

Social project

Projects that contribute to any of the following (1)to (3)(1) B asic infrastructure development and access toessential services(2) Socioeconomic improvement and empowerment(3) Food safety

Environmental Improvement Impact
During construction
periodAfter completion

Social Benefits (Outcomes)

Project
maintenancestatus

Project maintenance status (progress for projects
under development)
Project Description
Space for receiving stranded commuters
Disaster prevention stockpiling for stranded
commuters
Cogeneration system (CGS)
Barrier-free pedestrian network
Comprehensive initial medical treatment facilities
and childcare support facilities for foreign nationals

Project Usage

Number of events held
Number of companies using the facility

Compliance

Third-Party Assurance

List of effective environmental certifications,energy consumption*, CO2 emission levels*,
water consumption*
Environmental Improvement Impact* Actual levels for all Tokyo Tatemono facilities whose data is covered by the Act on the
Rational Use of Energy, including green buildings that meet the eligibility criteria.
Indicates data that has received third-party certification by Lloyd’s Register Quality
Assurance Limited (LRQA) to ensure its integrity.

Risk Management

Data

Progress of certification acquisition
proceduresTOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

45

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

Sustainability Finance    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society

ImpactOverview of Green Bonds    Community building      Addressing the diverse
and revitalizationneeds of customers
and society    Value co-creation    Promoting
and innovationa decarbonizedsociety

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

Urban
development that
contributes tosolvingsocial issues

Respecting local history and culture while
contributing to addressing issues in a wider area
and issues that will affect future generations
Contributing to the realization of a sustainable
society by reducing environmental impact andstrengthening countermeasures against
natural disasters
Creating new value through collaboration
with diverse partners and through the use ofadvanced technology
Providing barrier-free and universal design forease of use by a variety of customers

2nd Series Subordinated Bonds (Green Bond)

Name
Pricing date

March 8, 2019

Issue date

March 15, 2019

Redemption date

March 15, 2059

Issue amount

50 billion yen

Use of proceeds

Funding for acquisition, construction and refinancing of Hareza Tower
Refinancing of the acquisition and construction of Nakano Central Park South

External evaluation

Green 1 (JCR)

Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceAchievements in
Sustainability FinanceIssuance of Green Hybrid Bonds
In March 2019, we issued Japan’s first (and the world’s first for
the real estate sector) green hybrid bond with an issue size of
50 billion yen. As the largest green bond issue in Japan andwith a record number of investment commitments, it also won
the Silver Prize (Minister of the Environment’s Prize) in the bondcategory of the first ESG Finance Awards Japan* for its
environmental improvement effects and high level oftransparency in the use of funds.
* The ESG Finance Awards Japan is an initiative established by the Ministry of theEnvironment of Japan to evaluate, recognize, and publicize the efforts of investors,
financial institutions, and other organizations that have achieved outstanding environmental
or social impact through their active involvement in ESG finance and green projects. The
awards also recognize companies that have incorporated important environment-related
opportunities and risks into their management strategies to enhance their corporate
value and create impact on corporate value and the environment.

Green Bond Reporting
Funding Allocation Status

Hareza Ikebukuro: 20,000 million yen (fully allocated)
Nakano Central Park South: 29,516 million yen (fully allocated)* as of December 31, 2021

Valid environmental
certifications
Environmental
Improvement Impact

Certifications pending
None
Certifications obtained
Hareza Tower
DBJ Green Building Certification: 5 stars
CASBEE-Buildings (New Construction): Class S
ZEB Ready (BELS certification: 5 stars)
Nakano Central Park South:
DBJ Green Building Certification: 5 stars
Energy consumption/CO2 emissions:

Energy consumption/
CO2 emissions/
Water consumption

Promoting a Decarbonized Society P.28
Water consumption:
Water Resources P.37

Risk Management
Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

46

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

Sustainability Finance    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building      Addressing the diverse
and revitalizationneeds of customers
and society    Value co-creation    Promoting
and innovationa decarbonizedsociety

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building

Issuance of Sustainability Bonds (First Issuance)
In July 2020, in a first for a real estate sector company in Japan, Tokyo Tatemono issued a sustainability bond worth a total of 40 billion yen. The sustainability bond issued
this time is not limited to a single building, but instead involves a package of funds to cover the overall urban development of the Yaesu-Nihonbashi-Kyobashi area of central
Tokyo. In an initiative that is groundbreaking even by global standards, the proceeds will be allocated to developing this area as a seeding ground for comprehensive solutions
to social issues, from combating climate change, strengthening disaster prevention and mitigation, and medical cooperation, to addressing food issues and building an
innovation ecosystem. The Company received the Gold Award in the fundraiser category of the 2nd Annual ESG Finance Awards Japan.
Despite a historically high supply of bonds at the time of the issuance, demand for the bond was strong. Many investors were impressed by the significance of theissuance, the issuance scheme, and the expected impact. The bonds have the largest-ever issue amount and gained the largest number of investors as sustainability bonds
issued by a Japanese company not operating in finance.

Water Resources
Promoting a Recycling-oriented Society

Overview of Sustainability Bonds (First Issuance)

Sustainability Bonds Reporting (First Issuance)

Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialName

31st and 32nd Unsecured Corporate Bonds(Sustainability Bonds)

Pricing dateJuly 10, 2020

Issue dateJuly 16, 2020

Status of allocation of proceeds(as of December 31, 2021)

Respect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction

Redemption dateIssue amount

20 billion yen (31st issue), 20 billion yen (32nd issue)

Use of proceeds(framework)

Urban development of the Yaesu/Nihonbashi/
Kyobashi area next to Tokyo station, as acontribution to solving social issues(1) Y aesu 1-chome East District Urban
Redevelopment Project in front of Tokyo Station(Yaesu Project)(2) Y aesu 1-chome North District Urban
Redevelopment Project (Gofukubashi Project)(3) T okyo Square Garden(4) T okyo Tatemono Nihonbashi Building(5) C ity Lab TOKYO(6) T OKYO FOOD LAB(7) x Bridge-Tokyo / xBridge-Tokyo Next(8) K itchen Studio SUIBA(9) T
 OKYO IDEA EXCHANGE

Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data

July 16, 2025 (31st), July 16, 2030 (32nd)External evaluation

SU1 (F) (JCR)

Valid environmental
certifications
Environmental
Improvement Impact
Energy consumption/
CO2 emissions/
Water consumption

Status of project development(as of December 31, 2021)
Social benefit

Project Usage(January – December 2021)

Yaesu Project: 15,000 million yen (fully allocated)Tokyo Square Garden: 14,000 million yen (fully allocated)Tokyo Tatemono Nihonbashi Building: 10,000 million yen (fully allocated)
Social projects (5) to 9): 798 million yen (fully allocated)
Certifications pending
None
Certifications obtainedTokyo Square Garden
DBJ Green Building Certification: 5 stars
Tokyo Tatemono Nihonbashi Building
DBJ Green Building Certification: 4 stars
Energy consumption/CO2 emissions:
Water consumption:

Promoting a Decarbonized Society P.28

Water Resources P.37

Yaesu Project / Demolition in progress
Tokyo Square Garden / Development of space for receiving stranded commuters,
disaster prevention stockpiling for stranded commuters, comprehensive initial medical
treatment facilities and childcare support facilities for foreign nationals
Tokyo Tatemono Nihonbashi Building / Development of space for receiving stranded
commuters, disaster prevention stockpiling for stranded commuters, and barrier-freepedestrian network
Number of events held: 153
Number of companies using the facility: 93* Project usage: The sum of usage at City Lab TOKYO, TOKYO FOOD LAB, xBridge-Tokyo, xBridge-Tokyo Next, Kitchen Studio SUIBA, and TOKYO IDEA EXCHANGE.

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

47

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

Sustainability Finance    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building      Addressing the diverse
and revitalizationneeds of customers
and society    Value co-creation    Promoting
and innovationa decarbonizedsociety

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment

Sustainability Bond (Second Issuance)
In February 2021, Tokyo Tatemono issued its second sustainability bond, worth a total of 40 billion yen. As with the first issuance, the proceeds of this sustainability bond, which was issued as a new
hybrid bond, will be used as a package of funds to cover the overall urban development of the Yaesu-Nihonbashi-Kyobashi area of central Tokyo. We successfully presented our credit situation andsustainability measures, receiving a positive assessment from a wide range of investors. As a result, demand for the bond exceeded the issuance amount by a wide margin. We received 47 investment
proposals, the largest number ever received by Tokyo Tatemono.

Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources

Overview of Sustainability Bond (Second Issuance)
Name

Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialInitial interest

1.13% per year*

Issue dateFebruary 10, 2021

Redemption dateFebruary 10, 2061

Issue amountRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities

Use of proceeds(framework)

Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance3rd Series of Unsecured Corporate Bond with
Interest Payment Deferral Clause and Prepayment
Clause (Sustainability Bond)

External
evaluation

Sustainability Bond Reporting (Second Issuance)
Status of allocation of proceeds(as of December 31, 2021)

Valid environmental
certifications
Environmental
Improvement Impact

40 billion yen
Urban development of the Yaesu/Nihonbashi/
Kyobashi area next to Tokyo station, as acontribution to solving social issues(1) Y aesu 1-chome East District Urban
Redevelopment Project in front of Tokyo Station(Yaesu Project)(2) Y aesu 1-chome North District Urban
Redevelopment Project (Gofukubashi Project)(3) Tokyo Square Garden(4) Tokyo Tatemono Nihonbashi Building(5) City Lab TOKYO(6) TOKYO FOOD LAB(7) xBridge-Tokyo / xBridge-Tokyo Next
(8) Kitchen Studio SUIBA(9) TOKYO IDEA EXCHANGE

Energy consumption/
CO2 emissions/
Water consumption

Status of project development(as of December 31, 2021)
Social benefit

Project Usage(January – December 2021)

Tokyo Square Garden: 29,611 million yen (fully allocated)Tokyo Tatemono Nihonbashi Building: 10,000 million yen (fully allocated)
Certifications in progress
None
CertifiedTokyo Square Garden
DBJ Green Building Certification: 5 stars
Tokyo Tatemono Nihonbashi Building
DBJ Green Building Certification: 4 stars
Energy consumption/CO2 emissions:
Water consumption:

Promoting a Decarbonized Society P.28

Water Resources P.37

Yaesu Project / Demolition in progress
Tokyo Square Garden / Development of space for receiving stranded commuters,
disaster prevention stockpiling for stranded commuters, comprehensive initial medical
treatment facilities and childcare support facilities for foreign nationals
Tokyo Tatemono Nihonbashi Building / Development of space for receiving stranded
commuters, disaster prevention stockpiling for stranded commuters, and barrier-freepedestrian network
Number of events held: 153
Number of companies using the facility: 93

SU1 (F) (JCR)* A fixed interest rate will be applied during the period from February 11, 2021 throughFebruary 10, 2031 and a floating interest rate will be applied on or after February 11,2031 (The coupon rate will step up on February 11, 2031).

Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

48

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

Sustainability Finance    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building      Addressing the diverse
and revitalizationneeds of customers
and society    Value co-creation    Promoting
and innovationa decarbonizedsociety

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society

Issuance of a Sustainability Bond for Retail Investors
In July 2021, we became the first general business in the real estate sector in Japan to issue a sustainability bond (the Tokyo Tatemono Brillia Sustainability Bond) to retail investors. The bond was worth a
total of 10 billion yen.
In issuing this sustainability bond, we newly established a financing framework based on our material issues, which we updated in June 2021. Our new framework is urban development that aims tocreate value of place and value of experience by meeting the diverse needs of customers and society. As well as large-scale office buildings with excellent environmental performance, we have newly
selected childcare support and housing projects for the elderly as eligible projects.
We have targeted retail investors in an attempt to gain wider recognition for our sustainability-conscious urban development.

External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

Overview of Sustainability Bond for Retail Investors
Name

Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights

Pricing dateJuly 13, 2021

Issue dateJuly 30, 2021

Redemption dateJuly 28, 2028

Issue amount

10 billion yen

Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes

Use of proceeds(framework)

Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and Health33rd Unsecured Corporate Bond (Sustainability
Bond)

External
evaluation

Urban development that creates value of place andvalue of experience by meeting the diverse needs ofcustomers and society, etc.
(1) Hareza Tower(2) Nakano Central Park South(3) Brillia ist Tower Kachidoki(4) N onoaoyama Building (residences for the elderly,
daycare facilities)

Reporting on Sustainability Bond for Retail Investors
Status of allocation of proceeds(as of December 31, 2021)

Valid environmental
certifications
Environmental
Improvement Impact

Energy consumption/
CO2 emissions/Water consumption

SU1 (F) (JCR)

Diversity & Inclusion
GovernanceHareza Tower (Hareza Ikebukuro): 500 million yen (fully allocated)
Nakano Central Park South: 7,000 million yen (fully allocated)
Brillia ist Tower Kachidoki: 2,000 million yen (fully allocated)Nonoaoyama Building: 433 million yen (fully allocated)
Certifications pending
None
Certifications obtained
Hareza Tower (Hareza Ikebukuro)
DBJ Green Building Certification: 5 stars
CASBEE-Buildings (New Construction): Class S
ZEB Ready (BELS certification: 5 stars)
Nakano Central Park SouthDBJ Green Building Certification: 5 stars
Brillia ist Tower Kachidoki
DBJ Green Building Certification: 5 stars
Energy consumption/CO2 emissions:
Water consumption:

Promoting a Decarbonized Society P.28

Water Resources P.37

Output(as of December 31, 2021)

Brillia ist Tower Kachidoki / Provision of medical facilities / Provision of certified nurseryschools (childcare facilities) / Provision of family houses (accommodation facilities forpatients with incurable pediatric diseases)
Nonoaoyama Building / Provision of housing for the elderly / Provision of childcare
facilities

Outcome(as of December 31, 2021)

Brillia ist Tower Kachidoki / Medical facilities (dentistry, ophthalmology, pediatrics) /Maximum number of children accepted at childcare facilities (114 in total / nurseryschool 108, kindergarten 6) / Number of rooms in family houses, number of people
who can stay overnight (two rooms available, with capacity for two and three people.
An additional three people can be accommodated using sofa beds in the living room.)
Number of rooms in Nonoaoyama Building / Housing units for the elderly (49 units intotal) / Maximum number of children accepted at childcare facilities (23 children in total)

Corporate GovernanceRisk Management
Compliance
Data
Third-Party AssuranceSocial benefit

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

49

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

Environment

Related Material Issues

Responding to Natural Disasters    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building     Wellbeing
and revitalization    Social   Promoting
implementationa decarbonizedof technology
society

Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters

Policy and Concept
Natural disasters such as major earthquakes and typhoons
threaten our way of life. Climate change has resulted infrequent destructive typhoons and extreme weather in recent
years. As a result, interest is rising faster than ever in the safetyof real estate, which is a foundation of our lives.
As a real estate services provider, the Tokyo TatemonoGroup believes that improving resilience against disasters inordinary times and providing safety and comfort to ourcustomers and other stakeholders are important responsibilities.
We have identified contributing to a safe and secure society
as a material issue for the Group. To address this issue throughour business operations, we will continue to further strengthen
our measures against natural disasters.

Securing a Power Supply in Emergencies(Tokyo Tatemono Nihonbashi Building)
The Tokyo Tatemono Nihonbashi Building (Chuo-ku, Tokyo;
completed in February 2015) has a seismic isolation structure(first basement floor: column-head seismic isolation) to ensurehigh earthquake resistance. The building is equipped with an
emergency generator that can operate for 72 hours, supplying
15 VA/m2 of power in the event of a power failure. The building
also features countermeasures against guerrilla rains and the
Arakawa River flooding its banks. The disaster prevention
center, its central function, is located on the second floor. The
electrical substation and emergency power generator are
installed on the roof, enabling continuous operation of thepower supply without interruption, even in the event of flooding.

Reducing Wind- and Earthquake-induced Vibrations
Hareza Tower (Toshima Ward, Tokyo; completed in May 2020)features HiDAX-R®* (Revolution), a new-generation oil damperincorporating the world’s first Vibration Energy Recovery
System (VERS) in the building frame. The system can handle
wind-induced shaking and large earthquakes measuring up to
7 on the Japanese scale of seismic intensity. The system has
been demonstrated to be highly effective for earthquakes
measuring 4 to 5 and for long-period seismic motion, halving
the maximum amplitude of building shaking and significantly
shortening the duration of aftershocks.
* HiDAX-R® is a patented technology of Kajima Corporation.

SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and Health

Developing Resilient Real Estate
Climate change and other factors have been causing
greater wind and flood damage in recent years. The Tokyo
Tatemono Group has applied designs and adopted equipmentin our office buildings and residences in preparation forpresumed future disasters, including typhoons, floods, andmajor earthquakes.

Hareza Tower

Tokyo Tatemono Nihonbashi Building

Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

50

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

Responding to Natural Disasters    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building     Wellbeing
and revitalization    Social   Promoting
implementationa decarbonizedof technology
society

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

Tsunami Evacuation Facilities on the Rooftop of a Forsale Condominium (Brillia Shonan Tsujido Seaside Park)
Brillia Shonan Tsujido Seaside Park (Fujisawa City, Kanagawa
Prefecture; completed in March 2019) is the first private
condominium in Fujisawa City to receive a subsidy for theconstruction of tsunami evacuation facilities. It features a
400m2 tsunami evacuation facility that can be used by nearby
residents. The rooftop facility will allow not only condominium
residents but also members of the local community to evacuate
in the event of a tsunami. With capacity for approximately 660
people, the facility provides a safe location to wait until thetsunami recedes.

Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights

Buildings owned by Tokyo Tatemono are equipped with asystem using data from multiple vibration-detecting sensors todetermine the degree of damage and rapidly confirm safety
after an earthquake. After installation, the system collects all
information from subsequent seismic events, automaticallycalculating the cumulative damage to the building structure. In
addition, even for earthquakes with multiple, strong foreshocks
and main tremor—like the earthquake that occurred in
Kumamoto in 2016—the system can determine the safety level
anticipating the main tremor at the foreshock stage.
Buildings managed by Tokyo Tatemono are served by aDisaster Status Monitoring System. Field staff and Tokyo
Tatemono personnel can access this system via the internet
and share information quickly about the situation on the
ground. After information is shared, the system also allows
instructions to be provided for actions to take depending on
the scenario. Training exercises are also conducted at nightwith this system, as a disaster could come at any time, dayor night.

Support for Stranded Commuters
During Disasters
When major earthquakes or other disasters occur, public
transportation functions may halt, stranding commuters. At thelarge-scale office buildings managed by the Tokyo TatemonoGroup, we have prepared support mechanisms for tenants.
We have entered into agreements with local municipalities anddeveloped systems, structures, and resource stockpiles in
anticipation of scenarios in which stranded commutersrequire housing.

Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing ComplexesTokyo Square Garden
Brillia Shonan Tsujido Seaside Park

Disaster Damage Determination System

Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
ComplianceTraining for accommodating stranded commuters at
Tokyo Square Garden

Implementing a Disaster Damage Measurement:
System to Guard Buildings Against Disasters
In the Commercial Properties Business, we implement both
structural measures for disaster response, such as earthquakeproofing the buildings we own as well as enhancing emergency
power sources, and procedural measures, such as installing
batteries for recharging mobile phones and distributing
stockpile goods. We are working to enhance these disasterprevention policies, support for BCP, and other measures.

Sensors

ServerUPS

8F

Tokyo Square Garden (Chuo Ward, Tokyo, completed in
March 2013)
Otemachi Tower (Chiyoda-ku, Tokyo, completed in April 2014)
Hareza Tower (Toshima-ku, Tokyo; completed in May 2020)

5F
3F
1F

Hub

PC

Facilities with capacity for receiving stranded commuters

MonitorRouter

Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

51

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

Responding to Natural Disasters    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building     Wellbeing
and revitalization    Social   Promoting
implementationa decarbonizedof technology
society

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data

Strengthening of Disaster Prevention Measures in the Residential Business:
Introduction of the Brillia Disaster Prevention Guidelines
The Brillia brand offers disaster prevention measures unique toeach property, as part of an emphasis on providing peace ofmind from day one. These measures are divided into threephases: normal, disaster, and post-disaster.
In accordance with the Brillia Disaster Prevention
Guidelines, we created disaster prevention manuals unique toeach property. We also hold disaster prevention seminars,
evacuation drills, and life-saving courses for management staff.
These daily preparations are leading to stronger awareness of
disaster prevention.
We have implemented a number of measures to increase
earthquake resistance and mitigate disasters to ensure safety.
These include wall bases that prevent furniture from falling;earthquake-resistant door frames that prevent doors frombecoming jammed due to earthquake damage; and emergency
lights at floor level during power outages.
In addition, we have equipped each residence with
Brillia-original chair-style disaster prevention backpacks,
packed with key items that will help in critical moments, suchas a multi-function radio and portable toilet. Automatedexternal defibrillator (AED) stations are also standard equipment
in common spaces.
It is also important that community residents help eachother in times of disaster. We have set up stock areas fordisaster goods and stockpiled items, including manhole toilets
and storage batteries (or power generators). These items areplaced in storage sheds in common spaces for mutual aid
during evacuations.
These guidelines received the Good Design Award in theService Design Category in 2011, highly commending ourefforts in raising awareness about disaster prevention on a daily
basis, as well as our improvement of mutual prevention
awareness between residents.

Phase 1: Normal Times (Prepare)
Disaster prevention briefings
Creating original disaster prevention manual

Phase 2: Earthquake and Disaster Mitigation Measures(Protect)Installation of foot lights in corridors
Installation of elevators with earthquake countermeasurefunctions
Installation of wall bases to prevent falling furniture
Unit doors with quake-resistant door frames
Installation of automated external defibrillator (AED) units

Emergency Bath Facilities
The Ofuro no Osama chain is a chain of Japanese-stylebathhouses developed by Tokyo Tatemono Resort. The primary
aim of these bathhouses is to offer a soothing space that is an
important, integrated part of the local community. As a means
to this end, Ofuro no Osama entered into an agreement withthe cities of Ayase and Ebina in Kanagawa Prefecture as wellas Wako in Saitama Prefecture to allow the use of Ofuro no
Osama bathing facilities in the event of an emergency.
Thanks to this agreement, anyone affected by anearthquake or other disaster may use bathing facilities at four
Ofuro no Osama locations (Ebina, Kozashibuya Ekimae, Seya,
or Wako) located in and around the two aforementioned cities.

Phase 3: Evacuation and Mutual Aid Measures(Preserve)
Storage of emergency supplies in emergency stock areas
Making original prevention backpacks standard equipment
for all units

Ofuro no Osama, Ebina StoreOfuro no Osama, Koza Shibuya Ekimae StoreOfuro no Osama, Seya StoreOfuro no Osama, Wako Store

Original prevention backpacks

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

52

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Environment

Related Material Issues

Responding to Natural Disasters    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building     Wellbeing
and revitalization    Social   Promoting
implementationa decarbonizedof technology
society

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities

Fire Brigade Training andFirst-Aid Courses
As part of soft-measure initiatives for disaster prevention, theTokyo Tatemono Group hosts fire-fighting and other training
and courses to enhance the ability of our employees to
respond to disasters.
Fire brigade training is conducted once or twice yearly for the
purpose of strengthening voluntary disaster prevention systems.
In this training, participants follow the instructions from membersof the local fire brigade as they engage in several hands-on
exercises for earthquake and fire response. These exercises
include initial response, first-line fire-fighting, rescue andlifesaving, transporting injured persons and evacuation drills.
The Group’s fire squad trains on a daily basis. For many
years, the squad has participated in the Self-Defense FireFighting Drill Review Board held by the Nihonbashi Fire
Department, earning five wins to date. (The competition wascancelled in 2021 due to the coronavirus pandemic.)
In addition, as of the end of December 2021, 229 Tokyo
Tatemono employees and 611 Tokyo Fudosan Kanri employees
have completed the lifesaving course, which includes first aid.
Tokyo Tatemono has received a certificate of excellence fromthe Tokyo Fire Department, in recognition for promoting first aid
training among its employees.

Joint Training for Earthquake Disaster Response (Including Group Companies)
The Tokyo Tatemono Group has established a basic policy for earthquake response, called the Basic Plan for Earthquake Measures.
We have prepared manuals for initial response, stockpiling, and employee safety confirmation.
Each October, group companies conduct joint drills on earthquake response measures to confirm chain of command, division of
responsibilities, information gathering and communications, and employee safety confirmation.
In 2021, with the declaration of a state of emergency to prevent the spread of COVID-19, we used online communication tools toremotely set up an earthquake response headquarters. This assumed a scenario in which the number of staff working in the officewould be 30% or less.
In recent years, climate change and other factors have been causing greater wind and flood damage. We have therefore been
conducting windstorms and floods drills that simulate the flooding of the Arakawa River in order to improve our ability to respond towindstorms and floods.

Earthquake Disaster Response Headquarters Organization Chart
Earthquake Disaster Response Headquarters
General Headquarters

General Affairs Team
Team Leader: General Manager of General Affairs & Compliance Dept.
Role: Establish headquarters; secure necessary supplies and means of communication

General Headquarters Director: President

General Headquarters Support Team

Information Team

Team Leader: General Manager ofCorporate Planning Dept.

Team leader: General Manager of Corporate Communications Dept.
Role: Gather earthquake-related information; disseminate important information internally

Human Resource Investment and Development

Health and Welfare Team
Team leader: General Manager of Human Resources Dept.
Role: Ensure the safety of executives and employees; provide relief, rescue, and support

Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceInstructions

ReportingBusiness Response Team

Corporate Governance

Each division and Group company

Risk Management

Role: Report necessary information as appropriate for the General Headquarters to perform its role

Compliance
Data
Third-Party Assurance

Self-Defense Fire-Fighting Drill Review Board
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

53

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management

Social

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

Average Annual Paid Leave Utilization Rate

57.5 %

Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development

Ratio of Employees Who Underwent a Health Check-up

100 %Office Building Customer Satisfaction Survey Results(Total of “Satisfied” and “Somewhat Satisfied”)

98.1 %

Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

54

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

SocialRelated Material Issues

Respect for Human Rights    Contributing toa safe andsecure society     Diversity &Inclusion     Advancement ofgovernance  Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance

Policy and Concept
The Tokyo Tatemono Group supports the Universal Declarationof Human Rights in the International Bill of Human Rights,
international labor standards such as the ILO Declaration on
Fundamental Principles and Rights at Work, and the Guiding
Principles on Business and Human Rights.
The Group has established the Tokyo Tatemono Group
Human Rights Policy, which is based on the Guiding Principles
on Business and Human Rights. Everyone who works at theGroup must adhere to this policy. By publishing this policy, weclearly communicate to our business partners and all otherstakeholders our expectation for them to comply with thepolicy and promote initiatives to respect human rights. For ourbusiness partners, we also request them to understand andrespect the policy as well as address any issues they may
have as necessary. The Group strongly recognizes theimportance of respecting the human rights of all stakeholders
involved in our business. Based on this policy, we will conduct
human rights due diligence to identify, prevent, and mitigate
any human rights issues in our business. If it becomes clearthat the Group has in fact caused or contributed to a negative
impact on human rights, we will take appropriate steps toremedy and correct the situation.
In addition, we have established Sustainable Procurement
Standards for our supply chain and notified our business
partners requesting them to promote initiatives that support
respect for human rights.
The Group has identified Diversity and Inclusion andStrengthening our Risk Management Framework as material
issues. We are pursuing initiatives aimed at protecting thehuman rights of our employees and other stakeholders. We will
make every effort to disseminate our policy and standards on
respect for human rights, given its critical importance as afoundation for these issues.
Human Rights Policy
Sustainable Procurement Standards

SystemOur Human Resources Department plays a central role in thesystem we have established for respecting human rights,
working with related departments and Group companies while
coordinating with outside experts.
In addition, we have put in place a system for identifying
issues and risks related to human rights and discussing
measures to address these under the supervision of the Boardof Directors. This is facilitated by the Sustainability Committee,
a meeting body directly under the President, which discusses
and shares our actions to address these areas.
ESG Management Framework P.7

Participation in the UN
Global Compact
Tokyo Tatemono is a signatory to the United Nations Global
Compact (UNGC) and registered the Tokyo Tatemono Group as
a participating company. The UNGC is a global framework
dedicated to achieving sustainable growth. It focuses on
encouraging companies and organizations to demonstrate
responsible and creative leadership as good members ofsociety. Companies and organizations that sign the UNGC are
expected to continue their efforts to achieve the Ten Principles.
With the commitment of its own top management, eachparticipating company strives to protect human rights, eliminate
unfair labor practices, address environmental concerns, andprevent corruption.
The Tokyo Tatemono Group supports the UNGC, which
addresses the four areas of human rights, labor, theenvironment, and anti-corruption. We are committed tocontributing to the realization of a sustainable society.

Strengthen risk
management framework

Exchange of Opinions, Discussions, and Receiptof Advice from External Human Rights Experts
We receive ongoing support from external human rights experts
for our human rights initiatives and implement various
measures. In the Tokyo Tatemono Group Human Rights Policy
formulated and announced in May 2021, the Secretariat
received support and advice from participating external experts
from the discussion stage to identify the Group’s human rights
risks and to formulate a policy in line with the Guiding Principles
on Business and Human Rights. In addition, external experts
participated in a workshop held in November 2021 (attended
by all targeted 21 Group companies) as a facilitator andadvisor, where we exchanged opinions and discussed theGroup's human rights issues and risk assessment.
Based on the discussions at this workshop and advice
from external experts, after discussion by the Secretariat, theSustainability Committee deliberated, identified and disclosed
the human rights priority issues in May 2022. We continue toreceive advice from external experts on conducting humanrights due diligence and disclosing the status of ourinitiatives, and are utilizing this advice to strengthen ourhuman rights initiatives.

Initiatives for Human Rights
Due Diligence
The Tokyo Tatemono Group is committed to establishing ahuman rights due diligence in accordance with the Tokyo
Tatemono Group Human Rights Policy. In November 2021,
we held a workshop on human rights issues with theparticipation of 21 companies in our Group. The workshop
used a human rights risk map created in 2020 with the help of
external experts.
The Sustainability Committee discussed human rights issues
the Group has to address as priority issues and identified theTOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

55

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRespect for Human Rights

Related Material Issues    Contributing toa safe andsecure society     Diversity &Inclusion     Advancement ofgovernance  Strengthen risk
management framework

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building

following. This list, which focuses on issues that affect theGroup, our suppliers, our customers and local communities, isbased on the content of the workshop, which included a review
of human rights issues, a risk assessment, and a discussion.
Based on the priority issues identified, we are working tounderstand the current status throughout our business ofhuman rights issues, which vary between business field andcountry or region. We will take appropriate action should we
identify any problems.

Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance

Forced labor and child labor
Impact on local communities
Health and safety
Discrimination and harassment
Employee working conditions and working environment
Supplier working conditions and working environment
Right to privacy
Risk Mitigation Initiatives
Forced labor, child labor
Since this is primarily a human rights issue affecting supplier
workers, we have decided to request that suppliers makeefforts to respect human rights, including the prevention offorced labor and child labor. This request is set forth in our
Sustainable Procurement Standards, of which we havealready notified the Group’s major suppliers. Going forward,
we will continue to identify issues and make efforts for
improvement by understanding the status of efforts by our
suppliers to address these requests.
Impact on local communities
In the course of doing business, the Tokyo TatemonoGroup complies with the laws and regulations of thecountries and regions in which it operates (including local
and international laws of each country), to avoid having anegative impact on local communities. We will also further
expand human rights assessments in our overseas
businesses. In the event that a conflict arises between

internationally recognized human rights standards and thelaws and regulations of each country or region, we will takean approach that ensures maximum respect forinternationally recognized human rights.
Health and safety
Maintaining and Improving the Health of Employees
Under the Tokyo Tatemono Group Declaration of HealthManagement, the Group promotes activities for maintaining
and improving the physical and mental health of our
executives and employees.
In addition, Tokyo Tatemono has established a systemthat enables officers and employees to correctly assess theirown stress level. This is done through an annual stressself-check using an online service. In addition, as
awareness-raising activities, we conduct line care training
for newly appointed group leaders and self-care training for
new employees. This encourages an awareness of theimportance of mental health, as well as supporting early
detection or prevention of mental disorders.
For employees on long-term leave due to mental
illness, we have a support system in place. This includes
return-to-work support training, in cooperation with aconsultant psychiatrist.
Health Management / Occupational Safety and Health P.78
Mental Health Initiatives P.80

 reventing industrial accidents at construction
Psites, etc.
Since this is primarily a human rights issue affecting
supplier workers, we will use supplier surveys tounderstand the working environment at construction sites
and other locations.

 reventing sale or provision of unsafe products
Pand services
We have adopted various guidelines and manuals,
establishing a system for ensuring the safety of the
products and services that we sell and provide.
Responding to major earthquakes and pandemics
Tokyo Tatemono has put in place an environment for remote
work, including working from home, to enable business
continuity in the event of a major disaster or pandemic. We
have also implemented various disaster preparedness
measures, including formulation of a basic earthquake
preparedness plan and an accommodation system. In theevent of an earthquake or tsunami, we use various
communication tools to confirm the safety of workers andcoordinate requests to attend the office.
Discrimination and harassment
The Group conducts annual e-learning compliance training.
In addition, we conduct various activities to raise awarenessof and help prevent discrimination and harassment. These
include online harassment prevention training, training for
directors and managers, training for new supervisory staff,
and other level-specific training programs. In addition, the
Human Resources Department has set up a consultation
service on harassment, staffed by one male employee andone female employee.
Harassment was also covered in our human rights
training in November 2021, which was attended by 954 of
our officers and employees.
Compliance Training P.95
Establishment of a Helpline P.96

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

56

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRespect for Human Rights

Related Material Issues    Contributing toa safe andsecure society     Diversity &Inclusion     Advancement ofgovernance  Strengthen risk
management framework

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes

Employee working conditions and working environment
Tokyo Tatemono has a system for properly specifying, at thetime of employment, working conditions and duties to beengaged in. This is to ensure that unfair assignments andtransfers do not occur.
We are committed to maintaining a supportive working
environment. To prevent unpaid overtime, we require that areason be stated wherever there is more than a certain
amount of difference between the logged computer startup
time and the reported working hours. In addition, to prevent
long working hours and overwork, we have introduced asystem that shuts computers down at regular intervals.
The system also sends alert emails to managers when
their subordinates work long hours. In addition, we haveestablished a PDCA cycle for preventing excessive heavy
workloads. In the event that long working hours occur,
responsible supervisors are required to arrange
interviews with industrial physicians for those who work
long hours. They are also required to report improvement
measures to their immediate superiors and provide
feedback to management.
Initiatives to Reduce Overtime Work P.81

Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance

Supplier working conditions and working environment
Going forward, we will use supplier surveys to understandthe actual working conditions and working environment ofworkers at our suppliers.
Right to privacy
We encourage executives and employees to recognize theimportance of protecting personal information. We work toensure that personal information is handled appropriately
and that the right to privacy is respected. As part of thiseffort, we have established a Personal Information
Protection Policy, Rules for Handling Personal Information,and other related rules and manuals.

Participation in Human Rights Due Diligence Study
Group for Construction and Real Estate Sector
We are participating in a human rights due diligence study
group involving eight construction and real estate companies.*
This study group conducts research and studies on identifying
and addressing impacts on human rights. In doing so, it aims
to fulfill the responsibility required of companies by the United
Nations Guiding Principles on Business and Human Rights to“avoid infringing on the human rights of others and to takemeasures to prevent, mitigate and remedy adverse impacts on
the human rights involved.”* Mitsubishi Estate, NTT Urban Development, Tokyu Land Corporation Holdings, Tokyo
Tatemono, Nomura Real Estate Holdings, Obayashi Corporation, Shimizu Corporation,
Taisei Corporation.

Regular Training on Human Rights
The Company conducts regular training on human rights. In
November 2021, we held mandatory human rights training for
all employees of the Company, with approximately 950
participants. The training included lectures covering thefundamentals of business and human rights, education on theTokyo Tatemono Group Human Rights Policy, human rights
issues in business, and human rights risks in the supply chain.
Participants deepened their understanding of human rights
through the training, which all employees were required toattend. (Participation rate: 99.7%)
The Tokyo Tatemono Group’s compliance manual also
stipulates “respect for human rights, prohibition of
discrimination and harassment,” and “ensuring a comfortable
work environment.” We ensure that all employees are fully
aware of these provisions, conducting compliance training,
including human rights training, for employees and managers
as appropriate.

Human Rights Issues Specific to the Real
Estate Industry
Due to the nature of the real estate business, the Tokyo
Tatemono Group is in no small way susceptible to potential
discrimination issues. For this reason, we provide ongoingtraining to ensure a proper understanding of human rights anddiscrimination issues, as well as to ensure appropriate
responses in our activities, to prevent and avoid situations that
could lead to human rights violations.
For our recruitment activities, we have assigned to thegeneral manager of human resources the role of promoting fairrecruitment, selection, and human rights awareness. This
individual is responsible for preventing discrimination or otherhuman rights infringements from occurring.

Utilization of a Helpline andOther Resources
The Tokyo Tatemono Group has established the Tokyo
Tatemono Group Helpline, which can be used by all Group
companies. The helpline handles reports of harassment andhuman rights violations. Anonymous reports are also accepted,
and the privacy of anyone who uses the helpline is protected.
In addition, the Human Resources Department has set up a
consultation service on harassment, staffed by one male
employee and one female employee.
The content of any reports or consultations received issubjected to an investigation and fact check. After this,corrective measures and preventive measures arepromptly implemented.
We have an “Inquiries” page on our website where anyone,
including external stakeholders, can contact us about ourbusinesses and the company.
Establishment of a Helpline P.96

Compliance Training P.95
Compliance Surveys P.96

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

57

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

SocialSupply Chain Management

Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance

Related Material Issues

Policy and Concept
The Tokyo Tatemono Group engages in business incollaboration with numerous business partners, including
design and construction companies. Like the Group, ourbusiness partners also have an impact on the environment andon society, such as through the procurement of materials andemployment associated with construction. We therefore believethat building a sustainable supply chain is indispensable tobringing about a sustainable society.
In May 2021, the Group formulated Sustainable Procurement
Standards based on our recognition of the need to pursue
sustainable procurement throughout the supply chain in a waythat ensures respect for human rights of all stakeholders
including our employees, as well as consideration ofenvironmental conservation.
The procurement standards apply to all business partners
involved in Group businesses. They clearly set out the nine
areas we consider critical: Observance of Laws andRegulations; Respect for Human Rights; Assurance of Sound
Labor Practices and Working Environments; Fair Business
Activities; Assurance and Improvement of Safety and Quality;
Environmental Considerations, Co-existing with Local
Communities; Formulation and Construction of a BCP
Framework; and Collaboration in the Supply Chain.
Going forward, we will continue to be in dialogue with ourbusiness partners to ensure their understanding that they willcontinue to comply with these nine items together with ourGroup as we pursue sustainable procurement throughout the
supply chain.
Sustainable Procurement Standards    Contributing toa safe andsecure society   Promoting
a decarbonizedsociety    Promoting a
recycling-oriented
society

Formulation and Dissemination of
the Sustainable Procurement Standards
The Group formulated Japanese and English versions of the
Sustainable Procurement Standards in May 2021, and initiatedthe process of informing all of our business partners about thestandards, starting with the various Group companies. We also
informed major construction companies that placed orders forconstruction projects of a certain scale.
We are taking steps to further instill the procurement
standards and encourage compliance. We added a clause to
the boilerplate of construction contracts stipulating thatbusiness partners will strive to comply with the procurement
standards in their own business activities as well.
This revision to all future contracts with contractors andother business partners will further broaden the scope of the     Diversity &Inclusion     Advancement ofgovernance  Strengthen risk
management framework

procurement standards. We will work to ensure that thestandards are observed in the business activities of all of ourbusiness partners.

Raising Awareness Among
Employees
The Tokyo Tatemono Group is working to ensure that in-houseprocurement activities comply fully with the Sustainable
Procurement Standards. In December 2021, to gain awarenessabout social issues affecting the supply chain, we conductedmandatory training for all employees, explaining the context ofthe procurement standards’ formulation and how they are to be
put into effect going forward.

Summary of the Sustainable Procurement Standards
1 Observance of Laws and Regulations

Compliance with the laws and regulations of the countries andregions in which we operate
2 Respect for Human Rights
Ensuring respect for basic human rights based oninternational standards
Elimination of discrimination and harassment
	Assurance of Sound Labor Practices and Working Environments
3
Ensuring freedom of association and the right tocollective bargaining
Eliminating and preventing forced labor and child labor
Eliminating discrimination in working conditions
Complying with laws and regulations governing minimum wages,
overtime pay, benefits, etc.
Eliminating illegal overtime and excessive labor
Creating a safe and healthy working environment
4 Fair Business Activities
Prohibition of bribery and other corrupt practices
Prohibition of unfair and anti-competitive transactions
Blocking relationships with antisocial forces
Avoiding infringement on the intellectual property rights or trade
secrets of third parties
Protection and appropriate management of personal information andconfidential matters

5

6

7

8
9

Protection of confidentiality of information related to reporting and theanonymity of whistleblowers
Assurance and Improvement of Safety and Quality
Ensuring and improving the quality of products and services anddisclosing related information
Responding sincerely to requests and complaints
Environmental Considerations
Reduction of greenhouse gas emissions
Promotion of 3R, efficient use of resources, reduction ofwaste generation
Prevention of pollution of air, water, soil, etc., and appropriate
management and disposal of chemical substances
Preservation of biodiversity
Elimination of illegal raw material procurement
Co-existing with Local Communities
Building good relationships with local communities
Understanding and respecting the culture and customs of
local communities
Formulation and Construction of a BCP Framework
Formulate a business continuity plan (BCP) and build a system to
implement it
Collaboration in the Supply Chain
Encourage business partners to understand, comply with, andimprove these procurement standards.
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

58

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

SocialRelated Material Issues

Improving Quality and Customer Satisfaction    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building     Wellbeing
and revitalization     
Addressing the diverse     Revitalizing andneeds of customers
utilizing realand society
estate stock

Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes

Policy and Concept
The Tokyo Tatemono Group strives to offer services andmechanisms for improving quality and customer satisfaction, withthe aim of promoting safety and security in urban development.
We pay attention not only to quality in the “hard” aspect ofour business—our buildings—but also to quality in the “soft”
aspect, such as through the services we provide to ourcustomers. We believe that our competitiveness as a businessderives from building safe and secure communities andcontinuing to improve customer satisfaction. Therefore, accessto public transportation is taken into consideration in all realestate developed by the Group, including office and residentialbuildings. Similarly, we have also conducted an assessment of
our accommodations for people with disabilities, and by
introducing barrier-free accessibility and universal design, we
aim to create spaces that are accessible to all customers,
including the elderly and people with disabilities, as well as tolocal residents. Moreover, we have introduced various systems
that reflect customer feedback into our business activities aswell as strive to further enhance quality from the customer
perspective and improve the satisfaction of our customers.

Five Actions (Code of Conduct). We put these guidelines into
practice in our daily work, with the goal of creating a buildingthat each of our employees and each of our customers can feelis “My building.”
Quality Control Initiatives in the Commercial
Properties BusinessTo deliver an experience that makes customers feel safe,
secure, and comfortable, we have established a quality control
system and standards for each phase of the Commercial
Properties business, from planning and design through toconstruction and operation. In addition, we quickly respond to

Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data

The Human Building Philosophy
In the Commercial Properties business, we are guided by theconcept of the “Human Building,” in which people are always
at the center. We want our customers to feel safe, secure, andcomfortable across both the hard and the soft aspects of ourservices. To ensure that all employees in the Commercial
Properties business have a deeper understanding of thisconcept, and to link it to further efforts, we have formulated

During design and construction

Planning and proposal
In charge: each department of the Commercial Properties business

Reflecting the needs of customers and society
Ensuring safety, security,and comfort
Countermeasures
Exercising consideration foragainst defects andproblems
in existing
the environment

properties; reflecting
results of customer
satisfaction surveys

During management and operation

Improving Quality and Customer Satisfactionin the Office Buildings BusinessInitiatives in the Planning and Construction Stages
For quality control of the hard aspects of the business, theBuilding Engineering Department plays a central role in thesystem we have established to check each phase ofplanning, design, and construction. In the long process fromproperty development to operation, performance andcriteria requirements often change. We continually check
whether we are reflecting the needs of society and ourcustomers at each stage.

During planning

Contributing to Our Communities
Human Resource Investment and Development

any defects or problems after construction and implement the
PDCA cycle to develop the next property.

In charge: Building Engineering Department

Realization status of the project
Exercising consideration for the environment
Ensure high-quality standards based on various
specifications and checklists
Cycle to enable
planning of appealing
products and ensurehigh quality

Post-completion inspections (threetimes win total: at six months, one
year, and two years after completion)

Property inspections,customer satisfaction surveys(conducted annually)

In charge: Building Engineering
Department

In charge: Building Engineering
Department, Management andOperation Department

Investigation and handlingof initial problems

Blueprint check, site inspection, structural review, etc.

Upon completion of construction
Completion inspection (multiple times)
In charge: Building Engineering Department

Realization status of the projectMeasures and responses to minimize defects or
problems during operation

Investigation and handling of
initial defects or problems
Confirming and responding tocustomer needs* This cycle is also implemented in large-scale renovations of aging buildings.

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

59

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRelated Material Issues

Improving Quality and Customer Satisfaction    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building     Wellbeing
and revitalization     
Addressing the diverse     Revitalizing andneeds of customers
utilizing realand society
estate stock

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes

Initiatives in the Management and Operation Phase
Tokyo Fudosan Kanri, which is engaged in building
management, has established and is operating a quality
management system of its own. The aim of this system is tomaintain and improve the quality of its overall building
management and thereby increase customer satisfaction.
The inspection of the management site, an essential stepin this process, is carried out by both regular checks by thedepartment in charge and voluntary checks by the
management site. This is to ensure that legal complianceand the quality of in-house standards are met with respect
to general management, cleaning, and firefighting.
Through these check systems, we strive to deliver acustomer experience that feels safe, secure, and comfortable.
In this way, we aim to enhance the value of our buildings.
Refining Our Work with Customer Satisfaction Surveys
The Office Buildings Business conducts customer satisfaction
surveys once every year for office building tenants. Our surveys
gather direct, unfiltered customer perspectives addressing
safety, security, and comfort. We use these perspectives torefine our work based on tenant needs. Moreover, we sharethese refinements with other relevant departments to further
improve tenant satisfaction.
For example, we have improved PC screen operability anddetailed zoning during construction for air conditioning
equipment in buildings, offering greater control. We have also
worked to install e-cigarette smoking rooms and adopt
measures related to blind zones for mobile phones.
From 2020, the survey also asks about satisfaction withmeasures implemented by the building to prevent the spread of
COVID-19.
(Data) Office Building Customer Satisfaction Survey Results P.102

Examples of Satisfaction Improvement Measures Enacted
Additional upgrades to exterior lighting(Nakano Central Park)
We made additional upgrades to the exterior lighting atNakano Central Park (Nakano-ku, Tokyo; completed in
May 2012). The purpose of this project was to improve
community safety by ensuring brightness even at night.
The use of seasonal lighting effects also gives the area avibrant feel.

Sections illuminated with additional lighting

Spotlight illumination

Installation of outdoor community benches(Tokyo Square Garden)
We installed outdoor 12 benches on the grounds of thebuilding to create spaces for relaxation and provide places
for community members
to become fond of. We
engaged Itoki Corporation,a local company, toproduce the benches, inline with our approach ofoperating buildings in a
way that is tied to the
Benches installed as spaces for relaxation
local community.

Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management

Office Building Customer Satisfaction Survey Results(FY2021)
Somewhat dissatisfied

Dissatisfied

1.4%

0.5%

Customer Satisfaction Survey, Response Ranking (FY2021)
SatisfiedSomewhat satisfied

18.9%

Satisfied

79.2%

Dissatisfied#1

Common area cleaning status#2

Support from cleaning staff#3

Fire and disaster prevention systems in buildings#1

A/C temperature and humidity#2

Divided smoking/non-smoking environments#3

Cellular signal reception

Installation of emergency generator for tenant power
supply (Tokyo Square Garden)
The Great East Japan Earthquake heightened demand for
emergency power supplies in office buildings to ensurebusiness continuity during a disaster. In new buildings underCompliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

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Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRelated Material Issues

Improving Quality and Customer Satisfaction    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building     Wellbeing
and revitalization     
Addressing the diverse     Revitalizing andneeds of customers
utilizing realand society
estate stock

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance

development, emergency power is supplied not only tocommon areas but also to tenant office spaces. When
Tokyo Square Garden was built in 2013, emergency power
was initially supplied only to the common areas, but after
considering the disaster preparedness needs of tenants, weinstalled a generator to supply power to tenant officespaces as well.
The system now in place
has the capacity to supply
15VA/m2 for up to 72
hours (for a fee).
We are supporting
tenants’ business
continuity even in the
Emergency generator
event of a power outage.

Disaster drills involving people working from home
(Nakano Central Park)The pandemic made conducting normal disaster drills—
evacuation and other practical drills—difficult at Nakano
Central Park, given social distancing requirements and limits
on staff numbers in offices. Using IT systems, we conducted
drills combining original
materials we developedwith video streaming to
involve people working
from home. We held two
drills, in spring and autumn.
Tenants expressed theirstrong appreciation for
From the disaster drill video stream
this initiative.

Group COVID-19 vaccination for tenants(Tokyo Square Garden)
We received numerous requests from tenants to offer groupvaccination sessions. Many tenants were struggling to meetthe government requirement that workplaces provide thefirst and second COVID-19 vaccine doses to at least 1,000
people per site. In response to these requests, we arranged
a free group vaccination session for tenants of Tokyo
Square Garden in the building. Roughly 1,400 executives
and employees of tenantcompanies participated.
For the booster shot, we
invited eligible tenants toparticipate in workplacevaccinations conducted at
our Tokyo Tatemono
Yaesu Building, which is in
Workplace vaccinations
the same neighborhood.

Update of electricity
visualization system(Tokyo Tatemono Yaesu Building)In light of growing tenant sensitivity toward energy
conservation, we updated the electricity visualization system
at Tokyo Tatemono Yaesu Building. The new system
displays graphs of daily, monthly, and annual electricity
consumption and year-on-year comparisons. It also allows
tenants to browse through the graphs. After updating thesystem, we informed tenants of their average monthly
electricity consumption in 2019 and 2020, and comparedthis against peakconsumption levels in
August 2021, fostering
greater awareness ofelectricity conservationand encouraging tenants
to use the system. Tenants
now use this systemregularly as a result.
Electricity visualization system

Tenant introduction booklet(Tokyo Tatemono Sendai Building)
The Tokyo Tatemono Sendai Building (Sendai City, Miyagi
Prefecture; completed in November 2009) houses morethan 40 tenants. Responding to growing requests fromtenants to introduce themselves to other companies andlearn about other companies in the building, we created abooklet to introduce tenants, in which many tenants agreed
to participate, including many companies located in thesame area. This helped to build mutual understanding andencourage interaction among tenants.

Tenant introduction booklet

Electric micromobility sharing service
As part of our area management strategy, we installed
electric micromobility ports (forpower-assisted bicycles andelectric kickboards) developedby Luup, Inc. at five of ourproperties in the Shibuya area.
The aim was to improve
circulation around the Shibuya
area, which is scheduled toundergo large-scale
redevelopment over theElectric micromobility ports
coming years.
Using Luup’s sharing service
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

61

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRelated Material Issues

Improving Quality and Customer Satisfaction    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building     Wellbeing
and revitalization     
Addressing the diverse     Revitalizing andneeds of customers
utilizing realand society
estate stock

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
Governanceapplication (LUUP), users can rent electric bicycles or
kickboards from any port they like and return them to any
other port. This makes it easier to travel distances thatpeople would be reluctant to travel on foot. We believe thisinitiative will help revitalize the entire district, boosting thecirculation of people from the area near Shibuya Station tosurrounding areas as well.
Distributing cutlery sets to reduce plastic waste
Amid growing awareness of environmental issues, wecreated a novelty Tokyo Tatemono
cutlery set, consisting of a spoon
and chopsticks, and distributed it
to tenants in our buildings. The
goal was to curb the use of
disposable plastic spoons andother implements and reduce theamount of plastic waste generated
from buildings. Tenants appreciatedthe novelty set as a way of raising
environmental awareness.
Cutlery set distributed to tenants
Providing SDG goods (Nakano Central Park)We distributed SDG-themed goods at an event for tenants
at Nakano Central Park.
While thanking the tenants for visiting the event, building
staff raised awareness about the SDGs by handing out
environmentally friendly gifts made from recycled materials
and unbleached cotton.

The Human Building Competition: Facilitating Customer
Safety, Security, and Comfort
The Tokyo Tatemono Group holds the Human Building
Convention once a year as an event to facilitate information
sharing and communication. All Group companies involved with
our Commercial Properties Business participate.
Through this competition, we not only communicate themanagement policies of the Office Buildings Business, but alsoachieve safety, security, and comfort for our customers.
Furthermore, we introduce and celebrate examples ofoutstanding implementations of our Human Building
philosophy. By sharing these positive examples and cultivatinginteraction among group employees, we hope to encourage
more improvements leading to safety, security, and comfort forour customers.
In 2020 and 2021, we decided not to hold the event due tothe impact of the coronavirus pandemic. However, we instead
held the event online as a way of motivating staff who had tocontinue to carry out their work on-site. A total of four awards
were presented, including one that recognized efforts toprovide high-quality services from a customer-centric
perspective by earning customer trust through an approach
involving “unwavering, quiet determination.” Presentations ofcase studies were also delivered.

Corporate GovernanceRisk Management
ComplianceVideo stream of the Human
Building Competition

The Good Job Idea Competition: Strengthening
On-Site Capabilities
In 2015, building management firm Tokyo Fudosan Kanri
introduced the Good Job Idea Award commendation system,
which is aimed at improving customer satisfaction in areas
such as improved safety, security, and comfort, or proposals forenergy-saving measures.
Every six months, we select and award examples of goodpractices provided by each of our locations with the Good Job
Idea Award. In fiscal 2021, 157 ideas were submitted of which
146 were recognized with awards.
In addition, we hold the Good Job Idea Competition
annually. Here, we present and award especially superior
examples that happened during that year. Through these
efforts, we raise awareness of improvement at each work site,
sharing improvement actions throughout the company toimprove quality and service levels.
Renovation of Commercial Complexes as Spaces for
Local Residents to Gather and Relax
Phase I renewal* of the SMARK ISESAKI commercial complex,
which originally opened in November 2008, was completed in
March 2020. Phase II renewal was completed in April 2022.
Phase II renewal aimed to create new value that is attuned
to changes in the environment and with increasingly diverse
customer values and lifestyles. We wanted the facility to beeven more valued by local residents. To do this, we changed
the store format to meet diversifying customer needs, replacing
large stores and upgrading food and beverage outlets. To
improve customer service, we also deployed AI cameras thatallow parking status to be checked online. To contribute to theSDGs, we are also implementing measures such as collecting
used books and clothing, setting up recycling stations, andholding SDG-related seminars and exhibitions.

Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

62

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRelated Material Issues

Improving Quality and Customer Satisfaction    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building     Wellbeing
and revitalization     
Addressing the diverse     Revitalizing andneeds of customers
utilizing realand society
estate stock

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management

As a measure to prevent the spread of COVID-19,
we applied photocatalytic coatings to surfaces throughout
the facility.
* Stores were replaced in the core zones on each floor. The HapimamaPLUS project was
launched with the aim of directly gaining and acting on feedback from child-rearing
mothers, who are the facility’s core customers. The project concept is to create acomfortable, safe space in which people can relax.

Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

The center is equipped with equipment and devices thatare in actual use in building management (electricity, airconditioning, hygiene, etc.), as well as a mock cubicle forresponding to a power cut. This allows trainees to learn
through a unique curriculum that mixes practical skills
and training.
At this facility, we conduct hands-on training about topics
such as fundamental knowledge, operation methods, handling,
repair, and parts replacement for equipment and systems. We
also provide various seminars for all employees, including new
graduate hires.

* KOTOWARI™ is a system for acquiring, storing, and using 3D spatial data. By recording
various events in a space as digital data, it enables the construction of advanced
applications for integrated analysis such as space digitization, remote inspection,
anomaly detection, and intelligent industrial equipment.

Biodiversity
Sustainability FinanceMonitoring parking
lot status using
AI cameras

Responding to Natural Disasters
SocialImproving Quality and Customer
Satisfaction in the Residential BusinessRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development

SDGs case study exhibition in Gunma Prefecture
TFK Training Center

Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance

Focusing on fatigue as a factor that impedes intellectual
productivity, the project conducted a trial to visualize intellectual
productivity by measuring the degree of fatigue. This included
comparing offline and online meetings as well as verifying theeffects of napping or exercising during work. Results showedthat fatigue was lower in offline- or online-only meetings than in
mixed on/offline meetings and that fatigue is reduced to acertain extent by taking a nap or exercising. We will use thesefindings to identify measures for enhancing intellectual
productivity in office spaces and actively introduce thesemeasures in the offices we provide going forward.

TFK Training Center for Building Management
Improvement
Tokyo Fudosan Kanri established the TFK Training Center toimprove work quality and cultivate talent.

Enhancing the intellectual productivity of office workers
with technology
Together with Pixie Dust Technologies, Inc., we conducted ajoint R&D project to analyze and visualize data on measures toboost the intellectual productivity of office workers. The projectused the spatial data platform KOTOWARI™* developed by
Pixie Dust.

The Brillia Concept
The Residential Business is engaged in two major businesses.
One is the residential condominium business, centered on the
Brillia series, with its emphasis on refinement and comfort.
The other is the residential leasing business, centered on the
Brillia ist series of rental condominiums for those seeking
unique lifestyles. The underlying concept of both is the Tokyo
Tatemono Group’s unique disposition toward a constant aim forachieving and maintaining the cutting edge in elusively exquisite
comfort. Brillia is a comprehensive brand designed to provide a
residential experience that matches customers’ lifestyles.
Through it, we provide the various services of the Group,
including planning and development, management, after
service, brokerage, and renovation, supporting customers byenabling lifestyles of value.

Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

63

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRelated Material Issues

Improving Quality and Customer Satisfaction    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building     Wellbeing
and revitalization     
Addressing the diverse     Revitalizing andneeds of customers
utilizing realand society
estate stock

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources

Steadfast Commitment to Quality Control in
the Residential Business
Our Brillia residential condominium business maintains design
guidelines for refinement and rigorous standards andmanagement systems to offer comfort to our customers. Our
quality management starts with safety. Responsible
departments at each stage of construction from planning tocompletion adhere to our in-house quality standards. Following
a multi-stage check that includes inspections by third-party
organizations, the Brillia property reaches completion.

Quality Management Through Completion of Construction

Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights

Brillia Construction Site Tour
Brillia offers construction site tours, embracing the idea thatproviding information to customers leads to greater peaceof mind.
We ensure customers have visibility to as many stages of
the construction as possible in areas that will not be available
after the completion of the building. Staff serve as guides to
explain the construction. Customers have given us highly

Use of housing performance display systems

DesignLand environment measures / ground survey / noise measurement

Quality checklists including approx. 1,000 items
We have established detailed regulations for architecture,
construction, and facilities, and we operate in accordancewith related checklists.

Prior Quality Discussion

Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data

Reports to customers (building reports)
As an initiative for comfort, we report the status of agiven building to customers who have purchased
property within it.

Improving Customer Satisfaction through Dialogue“The customer always comes first” lies at the origins of theTokyo Tatemono Group. Knowing that the true ideals andcharacter of individual customers are often hidden in informal

Quality Discussion(Tokyo Tatemono / design company / construction company)

Breaking ground /Construction

During planning

During design and prototyping

Feedback survey

Impression survey
Group work

Structural inspection (on-site inspection with test pile, bararrangement inspection, building frame inspection, etc.)
Interim inspection
Framework inspection

Inspections at various stages (on-site test pileinspections, building frame inspections, etc.)

Responding to Defects or Areas for Improvement as
They Arise
We make sure not only to deal promptly with any defects or
areas for improvement that arise during the construction phaseor after delivery, but also share these with the relevant
departments. For particularly urgent matters, we immediately
inform teams at the construction sites, as well as revisingmanuals and providing employee education to prevent recurrence.

(Tokyo Tatemono / design company / management company)

Supply Chain Management

Quality discussion groups double-check quality
throughout construction
We conduct two stages of quality checks before actual
construction is complete: the Quality Pre-Review and the
Quality Review. Here, management and design companies
exchange opinions and work to improve quality.

positive feedback on the tours, saying that they were easy tounderstand, with specific examples and plain language.

Survey, analysis

Online building reports
Cycle of ideal
development based on
customer feedback

Brillia Construction Site Tour

Equipment inspection(Equipment Subcommittee, function inspection, etc.)
Pamphlet collation inspection

At completion,
management

Duringconstruction

Completion inspectionImprovement, exchange
Completionof opinions

Group work
Survey, analysis
Improvement, exchange of opinions

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

64

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRelated Material Issues

Improving Quality and Customer Satisfaction    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building     Wellbeing
and revitalization     
Addressing the diverse     Revitalizing andneeds of customers
utilizing realand society
estate stock

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and Healthconversations, we have developed a framework that provides us
with multiple opportunities to talk with customers. Making useof this framework enables us to incorporate customer opinions
into development as means to improving customer satisfaction.
Improvements Based on Customer Recommendation(NPS) Surveys
In our Residential Business, we survey customers who havepurchased for-sale condominiums, measuring the strength oftheir recommendations (NPS = Net Promoter Score) at threestages: at the time of contract, on delivery, and after moving in.
The survey asks customers to rank their likelihood ofrecommending Tokyo Tatemono (products and services) tofriends or colleagues on a scale of 0 to 10. The results areclassified into “promoters” (10 to 9), “neutrals” (8 to 7), and“critics” (6 to 0). The degree of loyalty customers feel toward
Tokyo Tatemono is calculated based on the percentage of“promoters” minus the percentage of “critics.”
Management that stresses customer loyalty not only feeds
into improvements in product development, sales, quality
control, after-sales service, and other areas, but also generates
synergies and leads us to expect to build long-term customer
relationships. For example, the more loyal a customer
becomes, the more likely they are to choose our products andservices, or to choose the products and services of otherGroup companies.

Brillia Aftercare Support
With the Brillia series, we offer a variety of both hard and soft
services for customers to live comfortably from the day they
move in until the day they sell their property. This is the Comfort
from Day One theme of the Brillia brand.
Aftercare Support
In addition to regular repairs through the second year after
completion, we provide unique regular checkups to ourresidents at the 10-, 15-, and 20-year marks through Brillia
Home Regular Checkups.

Aftercare Support
Brillia Life Advisor

After a certain period oftime after moving inRegular Repairs

3 Months 1 Year 2 Years

Equipment Warranty

5 Years

10-Year Inspection

Most housing equipment breakdowns occur between six
and ten years of occupancy—after the usual after-sales service
period ends. To address this issue, in April 2020 we introduced
Brillia Equipment Safety Support 10, a new ten-year service forrepairing and replacing housing equipment. To support the
comfortable lifestyles of our customers, we also introduced theBrillia Life Support App, a smartphone-based app that makes it
easy to request emergency repairs of housing equipment, buy
replacement supplies, and order house cleaning services.
Brillia Strengths (support after moving in) (Only available in Japanese)

Brillia Owner’s Hotline
Brillia provides the Brillia Owner’s Dial, a comprehensive help
desk through which customers can inquire directly to an
operator about various matters relating to their residence andlifestyle. The service is available 24/7/365.
Value Up Service
When a condominium is being sold, we offer customers theirchoice of one of the following services free of charge: housecleaning, repair, VR staging, collection of unused items, or aprovisional survey. This service increases the value of the asset
and supports the sale of the condominium by the customer.
Value Up Service (Only available in Japanese)

Brillia Home Regular Checkups

15-Year Inspection

Diversity & Inclusion
Governance

20-Year Inspection

Corporate GovernanceRisk Management

Visual Building Inspection (Once Yearly)

Compliance
Data

Brillia Equipment Safety Support 10 (Paid Service)

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

65

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRelated Material Issues

Improving Quality and Customer Satisfaction    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building     Wellbeing
and revitalization     
Addressing the diverse     Revitalizing andneeds of customers
utilizing realand society
estate stock

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society

Brillia-Certified Used Condominium Program
A third-party agency inspects the Brillia condominiums for salein advance and issues a certificate to residences that satisfy
the specified criteria. Both purchaser and seller can entertransactions with greater confidence under this system, whichguarantees against issues for up to five years after transaction.
Brillia-Certified Used Condominium Program (Only available in Japanese)External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters

Brillia Condominium Management Quality
Property managers and management companies support thedaily lives of customers living in condominiums under their care.
Our condominium management company Tokyo Tatemono
Amenity Support has formulated Brillia Life Support to fully
support the lives of the Group’s condominium residents.

SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
Governance

Brillia Life Support: The Six Promises of Brillia Life Support
Refined living

Peaceful Life

Living With the Future in Mind
Maintain and improve residence
asset value

Management as Lifestyle Partner
Making actual condominium
management visible to residents

Regular free unit inspection
Management company-conducted,
comfort-focused repairs
Development of long-term repair plans nnual visual inspections of buildingA
exterior
Submission of account andoperational audit reports
Monthly property manager reports

Smart Living
Services for private areas
Housekeeping services
House cleaning
Renovations, innovation

Corporate GovernanceRisk Management
Compliance
Data

Living More Abundant Lifestyles
Support for communication
events upport of Tanabata festival/
S
Christmas events
Brillia owner’s club

Living With Joy for Each Day
Property manager support andmeticulous cleaning
 rillia Training Center-hosted trainingB
programs (accredited vocational
training school)
Cleaning checks by supervisors

Secure Living
Preparation for and prevention of
emergencies, disasters, and crime

Brillia Life Support makes six promises to residents toensure the refinement and comfort of their lifestyles. The
service offers appropriate upkeep and maintenance ofcondominiums, works to improve customer services andsupport by property managers, properly sustains condominium
value (a key financial asset for our customers), and supports a
comfortable, peaceful life.
Brillia Training Center for Education of and Exchange in
Condominium Management
Tokyo Tatemono Amenity Support operates the Brillia Training
Center to improve skills and educate management staff oncondominium management operations.
The center features equipment actually used in facilities(condominium management offices, fire-fighting facilities,
plumbing facilities and piping facilities, etc.), enabling a wide
range of specialized training for management staff.
The Tokyo prefectural government has certified the centeras a vocational training school based on the Human Resources
Development Promotion Act. This recognizes the fact that thecenter nurtures new condominium property managers throughhigh-quality vocational training. The center also holds seminars
that are of benefit to the operations of management
associations, including seminars for newly appointed
chairpersons and large-scale repair construction seminars.
Brillia Renovations
Brillia provides services related to remodeling, repairs, andrenovations of living spaces, tailored to changes in the lifestylesof our customers. Brillia Renovations is a series of renovationplans providing safety and comfort to daily lifestyles under
Brillia-original equipment and device specifications and quality
standards, even as homes age over time.

Customers choose one of two different renovation plans
under a clear pricing system. The basic renovation plan
updates the interior and equipment without changing the layoutof the residence, improving the quality and functionality of thespace. The more complete skeleton renovation plan renovateseverything from piping to floor plan, improving even the invisible
elements of the property.
Brillia Renovations provides a long-term warranty (two years
for interior, five years for equipment) in its aftercare service. This
ensures we maintain Brillia quality and support customer
security in their residences.

Before Renovation

After Renovation

Brillia Design Award Internal Commendation System
A key facet for continuing to earn high praise for the Brillia
brand is consistent and continuous improvement of refinement
and comfort, two major brand concepts.
We introduced the Brillia Design Award commendation
system to our Brillia properties to facilitate even greaterrefinement, recognizing designs that reach customers under aquantitative rubric based on survey responses from relevant
stakeholder meetings. This annual program judges the designsof condominiums completed during the calendar year andrecognizes properties deemed outstanding. The judging
process evaluates properties based on outstandingachievement in design based on seven categories: (1) overall

Emergency response service
Fire drill support
Emergency supplies

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

66

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRelated Material Issues

Improving Quality and Customer Satisfaction    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building     Wellbeing
and revitalization     
Addressing the diverse     Revitalizing andneeds of customers
utilizing realand society
estate stock

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
Governanceplan, (2) exterior, (3) plants/landscape, (4) approach andentrance, (5) refinement in daily flow lines, (6) detail, and (7)challenges in the project.
We use this evaluation system to share superior examples
and pursue greater refinement. This system also raises
awareness and motivation of team members with respect tothe Brillia Design.
Free Online Consultation Service for Condominium
Purchases
We have introduced a free service that allows customers to
consult about buying a condominium. Users can view an arrayof digital materials online from home, eliminating the need tovisit a guest salon (model room). The service caters tocustomers who live far away, who have small children, or forsome other reason find it difficult to go out for long periods oftime, or who are just beginning to look at condominiums andhave not yet narrowed down their search criteria.

Tokyo Tatemono Receives Good Design AwardTokyo Tatemono received the 2021 Good Design Award* fortwo of its condominiums, the for-sale condominium Brillia Tower
Nishijin and the for-rent condominium Brillia ist Shirokanedai.
Brillia Tower Nishijin is a project that sought to reuse an old
building and convert it to a use that fits the times. We
responded to changes in the commercial area and in consumer
behavior by resizing a large-scale commercial complex. A highrise residential building was added to meet the needs of urban
residents. The project opted for a smaller-scale constructionthat preserved the core facilities of the area while enabling theearly reopening of commercial facilities. This addressed anumber of issues, ranging from the environmental aspect totime considerations. The project was commended as an
exemplary design that demonstrates a renewal of urban spacein the broad sense—and which was enabled by advanced
management that formed the program to create an optimal
solution for the site.
Brillia ist Shirokanedai (sold out in July 2020) is a compacttype rental residential complex located along Platinum Avenue,a scenic street in central Tokyo lined with gingko trees andlong-established eating and drinking establishments. The
building has a polygonal shape to match the irregular shape ofthe site, and offers a sleek, neat interior. Aiming to create abeautiful landmark building with an airy, transparent design, we
included features such as large, column-free openings on theexternal walls. The facade design, carefully matched to the lookand feel of Platinum Avenue, has also been very well-received.
* Organized by the Japan Institute of Design Promotion, the Good Design Awards
are Japan’s only comprehensive annual awards evaluating and commending
outstanding design.

Corporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance
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Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

SocialRelated Material Issues

Revitalizing Housing Complexes    Contributing toa safe andsecure society    Community building     Wellbeing
and revitalization     
Addressing the diverse     Revitalizing andneeds of customers
utilizing realand society
estate stock

Materiality of the Tokyo Tatemono Group

Policy and Concept

Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRevitalization of Housing Complexes

Housing complexes built throughout Japan supported thenation’s rapid growth after World War II. Several decades later,
many of these aging structures face serious issues, including
concerns about resilience against earthquakes and security
and the lack of elevators. Moreover, although these housing
complexes were once home to many child-rearing families,
resident populations are now aging and declining.
Consequently, in addition to revitalizing the aging structures
themselves, a major issue is the revitalization of communities
that foster the interpersonal connections of local residents.
By updating our existing stock of housing complexes andbuildings, the Group is contributing to the creation of safer andmore secure communities for customers and local residents.
Renewing existing stock also enables us to create new value
for the coming era and to revitalize local communities.
(Data) Revitalizing and Utilizing Real Estate Stock:
Indicators and Results P.102
Tokyo Tatemono Condominium Reconstruction(Only available in Japanese)

Respect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction

Shakujii Koen Apartment Complex Reconstruction Project (Brillia Shakujii Koen ATLAS)At Shakujii Koen Apartment Complex, one of the largest andProject Characteristics
oldest housing complexes in Tokyo, it was decided after morethan 10 years of deliberation to rebuild the entire complex due
1 One of the largest scale reconstruction projects
to the deterioration of the buildings and facilities and the aging
in Tokyo to be carried out under the Act on Facilitationof the residents. Demolition of the buildings began in 2020.
of Reconstruction of Condominiums
Tokyo Tatemono served as a project collaborator, providing
2 All buildings face south; greenery plan
support in areas such as drafting a plan for new facilities that
3 Facility planning aims to ensure that the newmeet the wishes of the residents of the housing complex tocondominiums maintain a sense of continuity for
maintain the community. Through this reconstruction project,
the community
the complex will be reborn in 2023, encompassing eightbuildings and 844 condominiums, enabling the creation of acommunity where multiple generations can live together withpeace of mind.

Project
Overview
Location

Revitalizing Housing Complexes
Contributing to Our Communities

Revitalizing Housing Complexes
Total units before reconstruction

Human Resource Investment and Development
Health Management / Occupational Safety and Health(Units)Diversity & Inclusion

2,000

Corporate Governance
1,000

795

1,644

1,644

1,644

875

875

875

971

1,884

994

1,884

994

Compliance
Data

0

2015

2016

2017

2018

2019

2020

2021

After reconstruction

3 Kami-shakujii, Nerima-ku, Tokyo
1967

September 2023

42,365m2

37,730m2

Standardbuilding-to-land
ratio

60%

60%

Allowable floor
space index

200%

200%

Floor space

31,358m2

68,413m2

Number ofbuildings

9 buildings, 5 stories

8 buildings, 8 stories

Number of units

490 units

844 units

Unit floor space

Average 56m unit

Scheduled to be mainly inthe 65m2 to 70m2 range

3DK to 3LDK

1LDK to 4LDK

Site area

Total units after reconstruction

1,846
1,530

GovernanceRisk Management

Construction
periodBefore reconstruction

Shakujii Koen Apartment
Brillia Shakujii Koen ATLAS
Complex

2

Third-Party Assurance
Floor plans

Before reconstruction

Rendering of property after construction

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

68

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRelated Material Issues

Revitalizing Housing Complexes    Contributing toa safe andsecure society    Community building     Wellbeing
and revitalization     
Addressing the diverse     Revitalizing andneeds of customers
utilizing realand society
estate stock

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance

Itopia Hamarikyu Reconstruction Project(Brillia Tower Hamarikyu)
Itopia Hamarikyu, located near JR Hamamatsucho Station,
was in urgent need of reconstruction to give it greater resilienceagainst earthquakes. Because some 80% of the right holders
did not actually reside in the condominiums, it was difficult toreach a consensus on reconstruction. Tokyo Tatemono has
been involved as a project collaborator since 2016, and thereconstruction proposal was approved in 2018. Construction of
the main building began in September 2020. We will continue
to promote the project together with the condominium
association’s board of directors and right holders. Completionof the project, to be named Brillia Tower Hamarikyu, is slated
for 2023.

Project Characteristics
1 Rebuilding of large-scale condominium in the city
center, mainly comprising one-room units
2 Contribute to the development of the property as arare place to live in an area where office andcommercial facilities are being developed
3 Creation of green spaces where people can feel atease; introduction of childcare support facilities

Responding to Natural Disasters
SocialProject Overview

Respect for Human Rights
Location

Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
Governance

Before reconstruction

After reconstruction

Itopia Hamarikyu

Brillia Tower Hamarikyu

1 Kaigan, Minato-ku, Tokyo

Construction
period1979

Site area

2,820mSeptember 2023
22,820m2

Standardbuilding-to-land
ratio

60%

Allowable floor
space index

400%

700%

Floor space

11,193m2

29,590m2

Number ofbuildings

1 building, 14 stories

Before reconstruction

Location
Construction
periodAfter reconstruction
Undecided

Niban-cho, Chiyoda-ku, Tokyo
Summer 2026

Approx. 1,221m2

Approx. 1,221m2

60%

60%

1 building, 32 stories

Standardbuilding-to-land
ratio
Allowable floor
space index

Approx. 590%

Approx. 670%

Floor space

Approx. 8,165m2

Approx. 11,661m2

Number of floors

12 stories

18 stories

Number of units

57 units

106 units

328 units

420 units

Risk Management

Unit floor space

Average 26m2 unit

25–105m2 units

1R to 3LDK

1R to 3LDK

Site area

Data
Third-Party Assurance

Before reconstruction
Kojimachi Sanno Mansion

1970

Number of units

Floor plans

Project
Overview

60%

Corporate GovernanceCompliance

Kojimachi Sanno Mansion Reconstruction Project
Built in 1970, the Kojimachi Sanno Mansion has aged, andcame to face problems such as inadequate resilience against
earthquakes, deterioration of piping facilities, and water leakage.
Since these problems were not easily resolved through repairs
or renovation, there was an urgent need to find a more robust
solution to ensure the safety, security, and comfort of residents.
Tokyo Tatemono has been involved as a project collaborator
since 2016, working with right holders toward realizing
reconstruction as soon as possible. The reconstruction proposal
was approved in March 2021, resulting in the establishment of
a condominium rebuilding association in October that year.
Targeting completion in summer 2026, we will continue topromote the project together with the rebuilding association
and right holders.
By creating open spaces on the premises, this project will
also improve the safety and comfort of the community as wellas helping to enhance the townscape.

Rendering of property after construction

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

69

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRelated Material Issues

Revitalizing Housing Complexes    Contributing toa safe andsecure society    Community building     Wellbeing
and revitalization     
Addressing the diverse     Revitalizing andneeds of customers
utilizing realand society
estate stock

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters

Project Characteristics
1 Under Tokyo’s Urban Housing Comprehensive Design
System (HCDS)*, the floor space index requirement will
be relaxed, and the number of residential units will be
increased from the current 57 to 106 seismic-isolation
condominiums.
2 The project is a one-minute walk from Kojimachi
Station on the Tokyo Metro Yurakucho Line in central
Tokyo.
3 Consideration was given to the design to create a looksuited to the traditional Bancho district of historicJapanese residences.
* A system that allows floor space index and height restrictions to be relaxed if thedesign ensures a certain amount of open space on the premises.

Tokyo Tatemono Condominium Complex Reconstruction Project Results
Tama New Town Suwa 2-chome Housing Reconstruction Project(Rebranded as Brillia Tama New Town)
Location
2-chome, Suwa, Tama City, Tokyo

Completed
October 2013This is a revitalization project for Tama New Town, which has a history of over 40 years. It is one of the largest
reconstruction projects in Japan. The decision was made to reconstruct the building, due to the aging of the
housing and the fact that the residents are elderly. The property will be reborn as a multi-generational
community, while the greenery and other key features of the living environment will be preserved.

Senri-Tsukumodai A Condominium Complex Reconstruction Project(Rebuilt as Brillia City Senri Tsukumodai)
Location

SocialUnits after reconstruction
1,249 (previously 640)

3, Tsumodai, Suita City, Osaka Prefecture

Units after reconstruction
202 (previously 96)

Completed
December 2019

Respect for Human Rights
It was decided to reconstruct the building due to issues of deterioration that had occurred over its 50-year life.
Residents and other stakeholders took part in a variety of studies as the project went forward.

Supply Chain Management
Improving Quality and Customer Satisfaction

Hiratsuka-cho Housing Reconstruction Project (Rebuilt as Brillia Hatanodai)

Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate Governance

Location
Before reconstruction

6-chome Hatanodai, Shinagawa-ku, Tokyo

Units after reconstruction
38 (previously 23)

Completed
November 2020

Due to the aging of the building and facilities, constructed approximately 60 years ago, the owners reached aconsensus on the decision to reconstruct the building. This became the first case in Shinagawa Ward to apply
the Act on Facilitation of Reconstruction of Condominiums. A rare reconstruction given the site location in a
first-class low-rise residential area, it was ensured that the low-rise condominiums harmonized with thelandscape while taking into consideration ventilation, lighting, barrier-free access, and security.

Risk Management
Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

70

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

SocialRelated Material Issues

Contributing to Our Communities    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building     Wellbeing
and revitalization     
Addressing the diverse
needs of customers
and society    Value co-creationand innovation

Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters

Policy and Concept

Co-Existing with Communities

The Tokyo Tatemono Group believes that community
engagement and volunteer activities contribute not only tocommunity development, but also to sustainable businessgrowth. With this in mind, we conduct a variety of activities tohelp connect people in urban environments while supporting
the well-being of local residents.
In the various regions where our Group operates, we recruit
employees to drive local revitalization events and participate incommunity cleanup activities, using these community andvolunteer activities to raise the value of our local communities.
As a member of the local community, we pursue urban
development and community development. Through these
activities, we help build a prosperous society.

Participating in the Sanno Festival, One of Japan’s
Three Major Festivals
At the Tokyo Tatemono Group, we believe it is important forcommunity development that we help in passing down culture
and instilling awareness in our employees about the people ofour communities. Our employees take what they learn andpass it on to future generations.
The Group is an active participant in passing down
traditional culture through the Sanno Festival, a key event for
the neighborhoods of the Yaesu, Nihonbashi, and Kyobashi
areas located around our headquarter building. Traditionallycalled the Tenka Festival, this event is held on even-numberedyears, and is one of Japan’s three major festivals, alongside

Osaka’s Tenjin Festival andKyoto’s Gion Festival.
A number of group
employees participated in thefestival. After gathering at Hie
Shrine and on Chuo-dori, theSanno Festival
employees helped to carrysome of the 12 portableshrines in a spirited, lively procession alongside members of
local neighborhood associations.
Sustainability Website
Special Back Number: Tokyo Tatemono Urban Development Activities(published 2017)(Only available in Japanese)

SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction

Community Outreach Activities in Yaesu, Nihonbashi, and Kyobashi Neighborhoods (2021)
Event name

Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate Governance

No. of group employees
participating

Sakura Festival

Cherry blossom viewing, performance by EDO Firemanship Preservation Association(co-sponsored), distribution of surplus flowers* (co-sponsored)

5

Chuo-dori Clean Walk

Picking up garbage, replanting flower beds along the Chuo-dori street (the Group also
served as office staff)

Total 20 over 2 days

Revitalizing Housing Complexes
Contributing to Our Communities

Our Group’s Activities and Contributions

Tokyo Ekimachi Kirapika Project

Cleaning areas around Tokyo Station

85

Arts & Crafts Market

Held events at Tokyo Square Garden

Total 12 over 6 days

Kyobashi Marche

Held events at Tokyo Square Garden

Total 16 over 8 days

Hakone Ekiden Roadside
Security Volunteers

Ensured the safety of athletes, spectators, etc., along Chuo-dori Avenue

Hatsuuma Festival at Oman
Inari Shrine

Supported revitalization of Yojuin Street (provision of banners, street light decorations,lanterns, and curbs)

Oman Inari Shrine Hatsuuma Festival(provision of lanterns)

T3 PHOTO FESTIVAL TOKYO (exhibition)

7

Meet with Flowers

Purchase and free distribution of surplus flowers* to support flower growers

Compliance

Art in Tokyo YNKSupport for a young gallerist unit in Kyobashi (TOKYO CONTEMPORARY KYOBASHI)

5

T3 PHOTO FESTIVAL TOKYO

Held an outdoor international photography exhibition, providing young photographers(art students) with a space to showcase their work

5

Third-Party Assurance

Chuo-dori Clean Walk (flower planting)8

Risk Management

Data

Cherry Blossom Festival(surplus flower distribution)

Total 16 people over 8 days

* Flowers that, despite still being beautiful, are disposed of as waste for reasons such as non-conformity to specifications, oversupply, or the end of a short useful life, such as at a flower
shop or ceremonial hall.
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

71

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRelated Material Issues

Contributing to Our Communities    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building     Wellbeing
and revitalization     
Addressing the diverse
needs of customers
and society    Value co-creationand innovation

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

Clean-Up Activities
The Tokyo Tatemono Groupregularly conducts cleanup
activities in the Yaesu,
Nihonbashi, and Kyobashi
areas, where the Tokyo
Tatemono Head Office isMorning Clean-Up Activities
located, and other areas tobeautify the city, using thetime before work begins. In recognition of these activities, we
received a letter of appreciation from the Nihonbashi Cleanup
Project Cooperation Association.

Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance

Partnering with Non-Profit Organizations
Every year since 2005, Tokyo Tatemono has supported the
management of sidewalk flower beds along the Chuo-doristreet as a member of NPO Hana Kaido. We invite employees
from across the Group to participate in supporting this activity.
Each year, about 50 employees take part in clean walks(including maintaining flower beds and replanting flowers) andother community events. We also hold flower planting eventsfor local elementary school children six times a year.
In addition, since 2017, we have been a member of thesecretariat of the Cheering Supporters for Woods of Chuo
Ward, an NPO. As part of these activities, we hold woodworking
workshops for children and make planter covers out of tree
trimmings from the forests of Chuo Ward. We installed about
100 of these planters on the sidewalks of construction sites
through the NPO Hana Kaido, a project that not only promoted
the use of thinned wood but also raised awareness of the
Chuo City Forest.
Together with our Group
employees, we will continue tocontribute to the revitalizationof local communities throughactivities such as the initiatives
with these two NPOs.

Encouraging Lively Communities
The Tokyo Tatemono Group holds a number of events in which
many local residents participate to help grow and invigorate
communities.
In Nakano Central Park, many events such as flea markets
and workshops are held throughout the year, using about 3
hectares of lush green open space (public vacant land, etc.)
developed together with neighboring universities and thegovernment. This initiative to use open spaces in creating a
lively atmosphere received the 2014 Good Design Award in the
category of Design of Community Development.
Since August 2018, the Kyobashi Marche market has been
held regularly at Tokyo Square
Garden; it was held 16 times
in 2020. The market occupies
space in the connecting
corridor on the first floor,
offering fresh vegetables andprepared food items.
Flea Market Held in Nakano Central Park
Supporting Local Restaurants through Visual
Communication of COVID-19 Prevention Measures
We publicize efforts by the local community in the Yaesu,
Nihonbashi, and Kyobashi area to prevent the spread of
COVID-19. Our main aim in this is to encourage people to feel
confident in visiting the area, where many restaurants havebeen struggling due to the impact of the COVID-19 pandemic.
In collaboration with the Nihonbashi Cuisine and Restaurant
Association and others, we developed a visual representationof the infection prevention efforts of local restaurants in the
Yaesu, Nihonbashi, and Kyobashi areas, designing a series of
pictographic signs called “uniform design POP.”
These signs combined design elements and pictographic
signs in a range of variations, enabling their use in all types ofrestaurants, regardless of business category or region.
Distributed free of charge through the Nihonbashi Cuisine andRestaurant Association and through the area portal site
operated by Tokyo Tatemono, the signs have been used bymany restaurants.
Area portal site Tokyo Machijin (news release)(Only available in Japanese)

Pictorial signs in each area

Example of unified
design POP

Initiatives for Urban Regeneration
and Revitalization
Facing Tokyo Station, the center of Japan’s railway network,
the Yaesu, Nihonbashi, and Kyobashi area is unparalleled in its
convenience as a location in Japan, offering access to many
long-distance bus routes and transport to Narita and Haneda
Airports. The area adjoins several areas around Tokyo Station:
the Nihonbashi Muromachi area; the Otemachi, Marunouchi,
and Yurakucho area; and the Ginza area. Together theseform the Greater Tokyo Station Area. The Yaesu, Nihonbashi,
and Kyobashi area connects to the rest of Tokyo, to regional
cities, and to the world, acting as a hub of global business,a concentration of people, goods, and information at the centerof Japan.
Multiple large-scale redevelopment projects are underway
throughout Japan. But we believe that rather than focusing
solely on individual projects, there is a need for initiatives thatlook to increase the holistic value of an entire urban area. We
also believe that maximizing Tokyo’s appeal as a city will give

Chuo-dori Path Flower Beds
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

72

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRelated Material Issues

Contributing to Our Communities    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building     Wellbeing
and revitalization     
Addressing the diverse
needs of customers
and society    Value co-creationand innovation

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights

us an advantage amid intensifying competition between cities
in Japan and abroad. We are promoting redevelopment
projects in the Yaesu, Nihonbashi, and Kyobashi area to createeven greater vibrancy in the area as a center of industry. Our
approach aims to highlight the historic charms of the area,
which has developed since the Edo period as a financial,commercial, and cultural center where merchants andcraftsmen gathered.
The Yaesu Project and Gofukubashi Project have been
designated as National Strategic Special Zones forcomprehensively and intensively advancing regulatory reform,
strengthening the international competitiveness of industries,
and promoting the formation of international economic activity
centers. The city is being transformed into a business andtransportation hub, with plans for conference facilities, medical
facilities, and an underground bus terminal. Furthermore, weare taking advantage of the geographical location, where manylarge corporations are based. By creating a base for theactivities of startups and venture capitalists in the area, we will

Supply Chain Management

make it easier for large corporations to invest in startups andfor both parties to collaborate more actively.
Through these projects, we are working to create aninnovation ecosystem, promoting innovation in the entire areaby stimulating interaction among companies and people whogather in the area from Japan and abroad. This area has beenrecognized as a Certified Regional Council under the Tokyo
Metropolitan Government’s Fiscal 2020 Support Project for
Promoting the Formation of an Innovation Ecosystem, with
Tokyo Tatemono serving as the lead manager.
We aim to develop this area as an optimal environment forbusiness, forming an international business hub that attracts
funds, human resources, and companies from around the world.
We see this as key to creating new internationally competitive
businesses that can drive innovation and growth for Japan.

Conceptual Diagram of the Virtuous Circle Created by
an Innovation Ecosystem

Developing Brillia Communities
At Brillia properties, various initiatives are pursued to encourage
people living in newly developed condominiums to integratesmoothly with their local communities, promoting regional
revitalization.
Brillia Higashi Nakano Parkside Hills (Nakano-ku, Tokyo) is a
condominium project that utilizes the former Higashi Nakano
Elementary School site owned by Nakano Ward. This project
aims to encourage the settlement of family households byimproving the environment for childcare and helping foster asense of community among residents. We have added sharedfacilities open to the community and developed a park on an
adjacent ward-owned site. We also established an authorized
nursery school Ohayo Hoikuen Higashi Nakano operated by
Tokyo Tatemono Kids, a group company. In addition, as ameasure to deepen the understanding of the project among
local residents, we held an online event with local residents toreminisce about the memories of Higashi Nakano Elementary
School and talk about the future of the community.

Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes

New Innovation Ecosystems Built through Redevelopment

Contributing to Our Communities

Health Management / Occupational Safety and HealthTransfer

Startups

Adjacent Okanoue ParkOpen
innovation

Transfer

GovernanceSupport

Entry

Supply ofresources

Risk Management
Compliance

Brillia Higashi Nakano Parkside
Hills

Ideas/Technology

Diversity & Inclusion

Corporate Governance

Major
companies

GrowthHuman Resource Investment and Development

Overseas

Investors, etc.

Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 202273

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRelated Material Issues

Contributing to Our Communities    Strengthening    Contributing toTokyo’s competitivenessa safe andas an international city
secure society    Community building     Wellbeing
and revitalization     
Addressing the diverse
needs of customers
and society    Value co-creationand innovation

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters

Community Revitalization ThroughOur Leisure BusinessRegina Resort
Regina Resort, operated by Tokyo Tatemono Resort, is a
special accommodation facility where dogs and their owners
lodge together. Eight Regina Resorts are in operation.
In recent years, pets have become recognized as membersof the family and more accommodations are accepting pets.
Regina Resort was planned from the ground up with dogs in
mind. Considerations included floors not easily scratched or
dirtied, a number of useful amenities, private dog runs forguests, insurance for accidental damage to facilities, and so on.
These resorts offer guests a sense of ease as they stay with
their dogs, creating new demand for tourism and contributing
to the economic development of their regions.

SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes

Regina Resort Karuizawa Mikageyosui

Ofuro no Osama Bathhouses
The Ofuro no Osama chain of bathhouses operated by Tokyo
Tatemono Resort is designed to enhance local cohesion,interaction, and communication. These bathhouses serve asa facility for health promotion and preventive medicine as well.
Each of these 10 unique hot bath facilities also features
restaurants and other amenities.
The ofuro, or hot bath, is a leisure activity deeply rooted inJapanese culture. The Tokyo Tatemono Group believes thatproviding a relaxing space helps to create a more abundantsociety. In addition, we focus untiringly on hygiene management
so customers can use our facilities with confidence. Beyond
daily cleaning, sterilization, and water quality inspection, we
perform pipe cleaning with hydrogen peroxide three times ayear for our baths.
For hygiene management at our restaurants, we havecreated manuals for each location and partner with external
specialists who conduct hygiene inspections.
By providing a space where customers feel at ease, we
contribute to revitalizing local communication and promoting
the health of local residents.

Golf BusinessTokyo Tatemono Resort currently operates 12 golf courses,
ranging from membership courses with a full club life
experience to public courses with a casual atmosphere.
We believe that a golf course is not only a place for sport,
but also a place for recreation, health care, andcommunication, offering a space where members of the local
community can relax. We also believe that, by properly
managing the green spaces that spread across the vast site,
we can help enrich the local natural environment.
To provide a pleasant club life experience for our customers,
we actively gather customer feedback through various means
such as surveys. We circulate these opinions and requests toall our golf facilities. In addition, we exercise consideration for
the environment in the operation of these facilities, throughmeasures such as the installation of power monitoring displays
and water-saving shower fixtures to reduce the environmental
impact of these facilities.
We will continue to work in harmony with nature, theenvironment, and the local community so that as many people
as possible can enjoy golf.

Regina Resort Hakone Ungaiso

Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
Ofuro no Osama, Koza Shibuya
Ekimae Store

GovernanceCorporate GovernanceRisk Management

Regina Resort Biwako Nagahama

Ofuro no Osama, Ebina StoreRegina Resort Izu Murin
Kawaguchiko Country Club

Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

74

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

SocialRelated Material Issues

Human Resource Investment and Development

Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights

Policy and Concept
Tokyo Tatemono strives to develop the skills of employees,
reflecting our belief that talent is the foundation from whichsustainable corporate growth is built.
In 2012, we revised a number of human resources systems
to better cultivate talent and create workplaces capable ofcreating added value. At the same time, we strive to innovate
ourselves into a highly optimized organizational culture beyond
individual or departmental optimization. As part of our innovation,
we formulated our Human Resource Policy, based on which wehave built our human resource development system.
We have also identified improving employee growth andjob satisfaction as a material issue for the Group. To address
this issue, we have established average training time of 15hours or more of training per employee and a 100% career
training participation rate each year as targets for promoting
skills development.

Supply Chain Management
Improving Quality and Customer Satisfaction

Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceWe carry out an array of training programs based on employees’
stage of development for the purposes of helping employees
recognize their roles and developing employee skills.
Training for Young Employees
From the time a new graduate joins Tokyo Tatemono, wetake a keen interest in their development. We provide acollective training program offering basic business training(covering topics such as logical thinking, marketing andmanagement strategy).
To provide experience and broader knowledge required for
employees of a comprehensive real estate company, we rotate

Training for Mid-Career Employees
For mid-career employees, we provide enhanced programs tofoster a culture of learning. This includes voluntary in-housetraining, external dispatch training, and cross-industry
exchange training, providing a system that empowers

Training per Management Level
Executives

Electives

New General
Manager Training

Group Leaders

New Group Leader
Training

Managers

New Manager
Training

Assistant Managers

New AssistantManager Training

Senior Employees

Strategic Communication
Presentation
Accounting
Finance
MarketingManagement Strategy
Third-year Group Training

New Employees

New Employee
Logical Thinking

 oaching: Basics
CCoaching:
AdvancedStrategic OJTLeadership
Business
Development
Data Science esign Thinking
DNegotiation
Action Learning
BreakthroughLectures by
Outside Experts

Corporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance

Global Training

Self-Edification/
External Dispatch

Executive Training

General Managers

1 Developing ideal human resource
Ideal human resource: a person that is trusted and that
opens new avenues for the future
2 Realization of a satisfying working place
where employees can feel their growth

new graduate hires among three departments to gain
experience in their first ten years of employment. To strengthen
the OJT development cycle in the workplace, we have set up
training for managers responsible for instructing others, as well
as a new employee counselor system. The operation status ofthese initiatives is monitored through regular interviews by the
Personnel Department.

Summary 2022 Training Programs

Human Resource Policy

Revitalizing Housing Complexes
Contributing to Our Communities

Human Resource Development
System     
Improve employee growth      Diversity &and job satisfaction
Inclusion

Training Basic Practical Real Estate Training
IT Training

Attending
languageschools
Overseas
on-siteobservation
Overseas
dispatchtraining
Internships with
local
subsidiaries

 upport forS
attendingbusiness/
graduate school
Single-subject
business school
training
dispatch
Cross-industry
training
Distance
learning
External
Seminars

Support Systems for
Acquiring Certifications
 eal Estate
R
Broker
The Official
Business Skill
Test inBookkeepingJapan Business
Law ExamCertified
Building
Administrator
Real EstateConsulting
Master Exam
Real Estate
Securitization
MasterUrban Renewal
Planner
Real EstateAppraiserFirst-classArchitectTOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

75

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRelated Material Issues

Human Resource Investment and Development     
Improve employee growth      Diversity &and job satisfaction
Inclusion

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives

employees to consider the knowledge and skills they needand choose accordingly.

FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building

Training for Managers
Training for managers includes training to enhance daily line
management, including training for evaluators, mental healthand line care training, as well as dispatch training programs toexternal training agencies such as business schools to enhancetheir strategic perspectives and management capabilities.

Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights

Support for Self-Development
We have established self-development programs and support
systems to aid employees in acquiring certifications. These areto help employees enjoy independent learning at all stages of
employment. We also offer special support for learning theEnglish and Chinese languages, as well as for dispatching
employees to overseas training in consideration of global
business expansion.

Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance

Overseas Training for Global
Human Resource Development
To expand our global business, we are conducting overseas
training to foster a heightened global mindset among our
employees. (Past destinations include China and Malaysia.
This training was put on hold in 2020 and 2021 due to thepandemic. In 2021, we carried out training in Japan with theaid of an outside lecturer.)
Going forward, we will continue to support the growth ofhighly motivated people who want to take on the challenge ofcreating new value globally, both in Japan and overseas.

Employee Engagement Survey
We conduct periodic job satisfaction surveys of our employees
as we work continuously to create a workplace that isrewarding to work in. Starting in 2021, we have been
conducting an employee engagement survey that measuresthe level of connection that employees feel toward thecompany. We report the results of the survey and subsequent
responses to management and to employees. Conducting
this survey regularly gives us a quantitative understanding of
the relationship between the company and its employees. We
use this information as we formulate measures fororganizational improvement.
MBO
We have introduced a goal management system to keep our
employees motivated and to encourage them to embracechallenges toward achieving their goals. This system breaks
down the company-wide business plan into business division
strategies and business plans for each division and office, as
well as individual plans. By clarifying employees’ individual
goals, the system is designed to ensure that the achievementof individual goals is linked effectively to the achievement oforganizational goals.
In addition, we have put in place a system to help
employees achieve their goals. This involves interviews
between supervisors and subordinates, held three times a year,
and on-the-job training.
Adoption of a Talent Management System
We introduced a talent management system in 2019 to enable
us to use our accumulated talent data more efficiently as wedevelop and assign excellent talent. As well as management ofcareer information to date, the system is also used for central
management of other employee information such as goal
management and periodic career interviews. This enables us toconsider assignments and talent development in terms of thecharacteristics of each employee.

Group-Wide New Employee Workshops
for Improving Group Synergies
Through the array of businesses we operate, Tokyo Tatemono
is building an organization that can demonstrate groupsynergies to our customers and other stakeholders.
To achieve group synergies, we must first develop a senseof kinship, learn about the business of each group company,
and build deeper personal relationships. For this reason, we
conduct a joint group training program for young employees.
We provide various joint training programs in addition to theorientation training that takes place immediately after a newhire joins the company and exchanges at a sports day event.
These additional programs continue until the third year after an
employee joins the company. Through this approach, we aim to
aid the formation of personal connections that will help us
achieve group synergy.

Acceptance of Interns
We accept undergraduate and graduate students forinternships. The internship program is held twice a year, oncein the summer and once in the winter. In 2021, a total of 272
interns were accepted. In consideration of rising COVID-19
cases, we held the event online.
We believe that through the internship experience, students
gain valuable exposure to working life as well as a chance tointeract with other students. This not only improves theircapabilities, but also provides them with an opportunity tothink seriously about their own future. By giving students anopportunity to gain prior experience working at our organization,
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

76

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRelated Material Issues

Human Resource Investment and Development     
Improve employee growth      Diversity &and job satisfaction
Inclusion

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment

we also aim to reduce mismatches in the real estate industry
as a whole, as well as in our company. We believe that these
efforts can help prevent early job turnover, promoting thedevelopment and retention of young workers.

TOPICSGroup-Wide Training for Improving Group Synergies:
Employees in their Third Year since Joining

Environmental Management
Promoting a Decarbonized Society

In February 2022, 55 employees in their third year of
employment from six of our group companies (Tokyo Tatemono,Tokyo Tatemono Real Estate Sales, Tokyo Tatemono Amenity
Support, e-State Online, Nihon Parking, and Prime Place)gathered for a two-day training program aimed at laying the
groundwork for group synergies.
This training is the culmination of the Group’s joint training
program that is provided to employees over their first three
years after joining the company as graduate hires. The aim of
this training is to deepen the participants’ thinking not only
about the businesses of each company, but also about the
next-generation developer that Tokyo Tatemono Group should
aim to become. Forming separate teams, the participants
discussed SDGs, which are the common goals of theinternational community. On the last day of the training, each

External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
Acceptance of interns

SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion(Persons)

293※

272

Governance

207
157

Corporate GovernanceRisk Management

150

A presentation at the training program

Examples of Presentation Themes

Number of Interns Accepted300

team made a presentation about new initiatives through which
the Group can contribute to the achievement of SDGs.

“From an unusable place toa useful place”
Providing a platform application toconnect underutilized spaces.

SDGs to which
we can contribute“Enriching people’s spare time”
Developing a mobile lounge businessthat provides a place for personal learningand relaxation.

SDGs to which
we can contribute

144

Compliance
Data

0

Third-Party Assurance* Figure for 2017 includes participants in seminar-based one-day internships.

2017

2018

2018

2020

2021

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

77

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

SocialRelated Material Issues

Health Management / Occupational Safety and Health    Social     
Improve employee      Diversity &      Advancement   implementation
growth and job
Inclusionof governanceof technology
satisfaction

Strengthen risk
management
framework

Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity

Policy and Concept

SystemTo enable our executives and employees to reach their full potential, Tokyo Tatemono Group has designated the president as theChief Health Officer (CHO) and is working to maintain and improve the health of each individual in accordance with the Group HealthManagement Declaration.
In addition, the company has identified the personal growth and job satisfaction of our employees as a material issue. To deliver on
this, we have set the following targets: increase the health checkup and reexamination rates to 100% each year; reduce the smoking
rate to 12% or less by fiscal 2022; increase the average annual paid leave utilization rate to 70% or more.
We will promote initiatives to maintain and improve the health of our suppliers through sound labor practices and a healthy working
environment, based on our Sustainable Procurement Standards for our supply chain formulated in May 2021.
Health Management / Occupational Safety and Health (Initiatives infiscal 2020) (Only available in Japanese)

Sustainability Finance

TOPICS

Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party AssuranceTokyo Tatemono Group
Health Management Declaration
The corporate philosophy of Tokyo Tatemono is “Trustbeyond the era,” which incorporates our will to strive for thegrowth of the company and the creation of a prosperous
society, taking pride in the trust placed in us that extends
over a century.
To embody this corporate philosophy, we believe thehealth of our executives and employees, as well as theirfamilies, is vital.
We see the mental and physical health of our executives
and employees as the source of sustainable corporate
growth and actively promote activities for every person tomaintain and improve their health.
I will strengthen our environment to achieve this as thechief executive officer responsible for health management,
and I vow that we will endeavor to move toward healthmanagement as a unified Group.
Hitoshi Nomura
President and Chief Executive Officer
Tokyo Tatemono Co., Ltd.

Health Management Initiatives
Using ICT
In light of the difficulties associated with human contact during
the COVID-19 pandemic, we have started a new approach tohealth management using ICT. The initiative using online
interviews and an application linked to measurement devices toprovide specific health guidance to people over 40 years of age
who have been identified as at risk of lifestyle-related diseases
in the specific health checkups. In addition, rather than simply
discontinuing the dental checkups that would ordinarily have been
conducted in person, these checkups are now being conducted
as online dental interviews in which self-checks are conductedby answering questions and advice is provided in a video.
In addition, we are also implementing other initiatives formaintaining and promoting health in an enjoyable way, such as
holding individual and team walking events using a pedometeron a smartphone app.

Tokyo Tatemono established the Health Committee, which
consists of representatives from the Personnel Department andeach office/location, as well as industrial physicians. The HealthCommittee generally convenes once a month for the purposeof improving standards of occupational health in the workplaceand encouraging officers and employees to maintain andimprove their health. Moreover, we work to maintain andimprove health throughout the Tokyo Tatemono Group via
exchanges between group companies.
In addition to the setting of occupational health and healthrelated targets, the monitoring of progress on these, andevaluation of achievement, important matters are discussed
under the Sustainability Committee, which is chaired by thepresident. Such matters are then reported to and discussed by
the Board of Directors, providing a system that is supervisedby the Board of Directors.
(Data) Health Management /Occupational Safety and Health Indicators and Results P.101

Health Management Promotion System
Chief Health Officer (CHO) and
Chairperson of the Sustainability Committee

Board of Directors
Report/Submit
for discussion

Supervise
Goal setting, monitoring, evaluation ofachievement, etc.

Personnel Department
Health Management
and Diversity
Promotion Group

HealthCommittee
Coordinate

Supervise

Sustainability
Committee

Health insurance
association

Tokyo Tatemono Industrial physician
Labor Union
Consultant psychiatrist
Tokyo TatemonoGroup Companies

Outsourcing
company

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

78

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRelated Material Issues

Health Management / Occupational Safety and Health    Social     
Improve employee      Diversity &      Advancement   implementation
growth and job
Inclusionof governanceof technology
satisfaction

Strengthen risk
management
framework

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters

Third-Party Evaluation of Health Management

Health Improvement Initiatives

In 2014, the Development Bank of Japan, Inc. DBJ Employees Health Management Rating awarded Tokyo Tatemono the highest
possible accolade for our earnest efforts toward health.
The recognition cited our outstanding initiatives toward the health considerations of our employees.
In March 2022, Tokyo Tatemono and five other group companies were recognized under the CertifiedHealth & Productivity Management Outstanding Organizations Recognition Program. In this program,which was established in 2016, the Ministry of Economy, Trade and Industry honors a range of companies
from large corporations to SMEs for practicing outstanding health management. Among the selectedcompanies, Tokyo Tatemono was recognized for the fifth time and the second consecutive year as oneof the “White 500” (the top 500 corporations in the results of the Health Management Survey).
In addition, Tokyo Tatemono and ten group companies were recognized by the National Federationof Health Insurance Societies (Kenporen) in Tokyo, receiving Silver and Gold certifications as outstanding
health organizations under the Health & Productivity Management Outstanding Organizations
Recognition Program.

SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceStatus of Certification as an Outstanding Health Management Company: Certified Health & Productivity Management Outstanding Organization (White 500)
Company name

Certification Category: Certified Health & Productivity Management Outstanding Organization

2017

2018

2019

2020

—

—

—

—

—

—

Small and Medium-sized
Corporate Category

—

—

—

—

Small and Medium-sized
Corporate Category

—

—

—

—

Tokyo Tatemono

Large Corporate Category

E-State Online

Large Corporate Category——

Tokyo Tatemono Real Estate
Sales

Large Corporate Category—

Tokyo Fudosan Kanri

Large Corporate Category

Tokyo Realty Investment
Management
Nihon Parking

2021

2022

—

Corporate GovernanceRisk Management

Status of Certification as Health & Productivity Management Outstanding Organization

Compliance
Data
Third-Party AssuranceGold certification
obtained: 4 companies

Tokyo Tatemono / E-State Online / Tokyo
Tatemono Real Estate Sales / Tokyo
Fudosan Kanri

Silver certification
obtained: 7 companies

Tokyo Tatemono Amenity Support / Tokyo
Tatemono Investment Advisors / Tokyo
Tatemono Resort / Tokyo Realty
Investment Management / Nihon Parking /Parking Support Center / PRIME PLACETokyo Tatemono coordinates with health insurance associations
to conduct a wide range of initiatives for improving officers’ andemployees’ health. We identify risks to the health of our officers
and employees and take preventative measures actively against
severe illnesses for non-obese and young people not eligible for
special health checkups. This is for the purpose of improving
health through preventative and early-term treatment.
In addition, to prevent health problems, employees who
work more than a certain number of hours overtime or on
holidays are interviewed by industrial physicians.
Health Management of Officers and Employees
Tokyo Tatemono has set a goal of ensuring health checkup
and reexamination rates of 100% each year among our officers
and employees. As we target this, we are advancing initiatives
to raise greater awareness of health management among all
officers and employees. We have achieved this goal every year
over the ten years since 2011. Since 2017, we also conduct
group dental examinations. (In 2020 and 2021, this wascancelled due to the coronavirus pandemic.)
In terms of daily health measures to sustain and improve thehealth of our employees, we ensure that the costs required forvoluntary health management, including physical examinations,cancer screenings, medical treatment, pharmaceuticals, andparticipation in health management programs, are covered in
our Welfare Cafeteria Plan*.
Furthermore, we offer subsidies to cover the cost of
vaccinations to prevent widespread infection during flu season.
Since 2016, to strengthen our measures to prevent infections, wehave been inviting doctors to our facilities to provide vaccinations.
* A system in which employees are provided a certain set of points to spend freely ona series of benefit options. This has the advantage of allowing individuals to enjoy a
combination of benefits that suit their own circumstances.

(Data) Health Management-related Measures P.101

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

79

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRelated Material Issues

Health Management / Occupational Safety and Health    Social     
Improve employee      Diversity &      Advancement   implementation
growth and job
Inclusionof governanceof technology
satisfaction

Strengthen risk
management
framework

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance

Smoke-free Initiative
In 2019, we launched a smoke-free initiative, aiming to lower thesmoking rate among our workforce to 12% or less by the endof fiscal 2022 (the same level as the goal set out in the Basic
Plan to Promote Cancer Control (Third Term)). As a specificmeasure, from April 2020, we adopted a smoke-free policy for
all office space during work hours. In 2021, the smoking rate
was 16%, a significant decrease from 21% in 2019.
(Data) Health Management-related Measures P.101

Improving Health Literacy
From May to June 2021, the Company conducted health-related
training (lifestyle-related disease prevention training), withparticipation by 896 officers and employees (an attendance
rate of 98.9%). In addition, in February 2022, a seminar on
work and women’s Health was held, with 880 participants(an attendance rate of 96.8%)
Mental Health Initiatives
Each employee has access to an online service for annual
stress self-checkups. This simple process provides employeeswith a clear picture of their own stress conditions.
In addition, we provide mental health counseling via healthinsurance associations. These counseling services are madeavailable to officers and employees with mental health concerns.
In 2016, we launched a partnership with psychiatric advisors,
creating a support structure that includes training to help
employees return to work.
We conduct various kinds of training to promote mental
health awareness. New group leaders in particular undergo line
care training about the care that line managers must exercise
to prevent mental health issues (100% attendance rate). We
also invite sports trainers to teach company-wide self-caretraining for new employees (100% attendance rate). Bothtraining programs are mandatory. We work not only to help allof our employees understand the critical importance of theirmental health, but also for early detection and prevention ofmental health issues.
Sustainability Website
Special Back Number: Steadily Achieving Results in HealthManagement (Published in 2017) (Only available in Japanese)

COVID-19 measures
Placing the highest priority on the health and safety of ouremployees, customers, and business partners, we are working
to prevent the spread of COVID-19.
We require our officers and employees to take theirtemperatures and report on their health status every day. We
have implemented thorough measures to prevent the spread of
the virus and use remote working and other means dependingon the situation. In addition, we have established a partnershipwith a medical institution to enable employees to undergo PCR
tests promptly when they feel unwell.
Workplace Vaccinations against COVID-19
In July to August of 2021 and in March 2022, the Tokyo
Tatemono Group conducted workplace vaccination sessions
against COVID-19. The scope of eligibility was broadened toinclude not only officers and employees of the Tokyo TatemonoGroup but also their families and business partners. As well as
taking thorough measures to prevent infection at thevaccination sites, we also took measures to promote
vaccination, such as allowing our executives and employees tobe vaccinated during working hours and exempting them fromwork when adverse reactions occur (deemed working hours).

Occupational Health and
Safety Initiatives
Tokyo Tatemono works to ensure employee work safety byadvancing a wide range of initiatives to guarantee a workfriendly environment as stated in our Compliance Manual.
In addition, there were no fatal occupational injuries to ouremployees, including contractors, between fiscal 2016 andfiscal 2021. In the event of an industrial accident or highly
dangerous case, we analyze the cause in detail. We then work
to reinforce safety by disseminating information and providing
guidance to prevent recurrence.
(Data) Lost Time Injuries P.101

Labor-management Cooperation to Improve
the Work Environment
As a mechanism for dialogue between employee representatives
and company management, we hold wide-ranging discussions
in which labor and management work together in unity. The aim
is to achieve an appropriate work environment and working
conditions, based on the shared recognition of the importanceof the health and safety of employees.
Tokyo Tatemono Head Office Receives the Highest
Rank of S in the CASBEE Wellness Office Certification
We are working to ensure a work-friendly environment by
reducing fatigue and stress caused by work. This helps toprevent occupational accidents andhealth problems.
The Tokyo Tatemono head officehas received the rank of S, thehighest in the CASBEE Wellness
Office Certification. The office was
highly evaluated for its high level ofcomfort achieved throughinnovations both at a conceptual
level and at a physical level. TheseTOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

80

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRelated Material Issues

Health Management / Occupational Safety and Health    Social     
Improve employee      Diversity &      Advancement   implementation
growth and job
Inclusionof governanceof technology
satisfaction

Strengthen risk
management
framework

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society

ranged from office fixtures and fittings that were selected withhealth in mind to seating selected to suit different work styles
to our various efforts to maintain and promote health.
This certification evaluates and certifies our officeinitiatives—in our system and in our physical environment—as
we strive to maintain and improve the health and comfort of thepeople working in our office building.

External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

Improvement of Working Environment
at Tokyo Tatemono Yaesu Building
Thermalcondition

Biodiversity
Sustainability Finance
Responding to Natural Disasters

VisualWork
environment environmentSoundenvironment

SocialSupply Chain Management

illumination(Data) Paid Leave Status P.101

Installation of sound-proof booths andInstallation of health equipment
Greening the office

Use of Paid Leave

Human Resource Investment and Development

Average Number of Annual Paid Leave Utilization Days
Average Annual Paid Leave Utilization Rate

Health Management / Occupational Safety and HealthDiversity & Inclusion
Governance(Days)(%)
20

57.7

Corporate GovernanceRisk Management

10

8.8

9.9

10.6

51.2
9.3

57.5

70

10.2
35

Compliance
Data
Third-Party Assurance

0

Changes in Average Overtime Hours Worked per Month
Average Overtime Hours(Hours)Set up a cafe space as a place for rest and communication

Revitalizing Housing Complexes
Contributing to Our Communities

Tokyo Tatemono has been engaged in ongoing measures toprevent overtime since 2008 from the perspective of work-lifebalance and employee health management. In 2010, we
adopted a system to shut down computers at the standard
end of the working day to limit late-night working hours andprevent overwork. Furthermore, in the event that long-working
hours occur, we have implemented a framework to address
this issue by requiring direct supervisors to report on
improvement measures and provide feedback to upper
management. Through this PDCA cycle, we are striving to
reduce overtime hours (overtime work hours).

sound masking

desks

Rest
Support

Improving Quality and Customer Satisfaction

Installation of task lighting with adjustable

Tokyo Tatemono has set a target of average annual paid leave
utilization rate of 70% or more each year. We actively encourage
employees to use their paid leave, having established a paid
leave promotion period to make it easier for employees to taketime off.
In addition to the regular paid leave policy, we haveestablished a paid leave carryover policy. This policy allows
employees to use their expired paid leave for purposes such as
childcare, nursing care and medical treatment. We also provide
refreshment leave to employees when they reach a certain
number of years of continuous service to create a working
environment in which each individual can shine.

Initiatives to Reduce Overtime Work

Improvement of work posture by introducing tilting and liftingWork
methodRespect for Human Rights

Temperature control by AI air conditioning

Promoting the Use of Paid Leave

2017

2018

2019

2020

2021

* Legally required paid leave only (excluding refreshment leave, lapsed paid vacations,summer vacation, and other special vacations)0

Dialogue between Laborand Management
Tokyo Tatemono supports freedom of association and the rightto collective bargaining. All employees (except for management
and certain positions) are members of the Tokyo Tatemono
Labor Union, organized within the company. The labor union
and Tokyo Tatemono have concluded a labor agreement andwork to solve a diverse range of challenges through dialogue
between labor and management.

40

30
22
19

20

19

20

21

20

21

25

23

24

26

20

0

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

(Data) Percentage of Unionized Employees P.101

Conclusion of Agreement on Overtime and Holiday
Work
In accordance with the Labor Standards Act, an Agreement
on Overtime and Holiday Work (commonly known as the “36Agreement”) has been concluded with a person representing
a majority of employees at each business site.
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

81

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

SocialDiversity & Inclusion

Related Material Issues     
Improve employee      Diversity &growth and job
Inclusion
satisfaction

Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and Health

Policy and Concept
With a shrinking population due to declining birthrates andaging demographics, it is important now more than ever toeffectively utilize a workforce that includes women, seniorcitizens, and others in order to build a sustainable society.
Organizations with diverse talent will be able to provide broader
perspectives and make better decisions in service offerings
from many different views.
Tokyo Tatemono established a Human Resource Policy that
includes creating a fulfilling, rewarding workplace in which
employees can experience growth and feel satisfaction fromtheir work. We have identified diversity and inclusion as one ofour material issues. To deliver on this issue, we have set thefollowing targets: increase the ratio of women in management
positions to 10% or more by fiscal 2030; maintain an annual
employment ratio of 2.3% or more of persons with disabilities;
and increase the ratio of male employees taking childcare leave
to 30% or more by fiscal 2025.
We pursue the creation of an environment in which diverse
human resources are motivated and dedicated in their work,
acting freely without obstacle. We use work style reforms toenhance efficiency and enable a healthy work-life balance. We
believe that these efforts will inspire innovations for providing
customer-focused services and enhancing productivity, which
will lead to corporate growth.

SystemThe Health Management and Diversity Promotion Group within
the Tokyo Tatemono Personnel Department works with allgroup company departments, overseeing labor affairs in agroup-wide support system. This Department engages inmeasures to ensure a diverse base of human resources canchallenge themselves to grow continuously, acting freely
without obstacles.

Leave Systems for Pregnancy, Childbirth, Childcare
and Nursing
In addition to maternity leave, we have established leavesystems for both women and men employees to use in thecase of childcare and nursing care. We have also set up are-employment system for former employees who resigned
from their jobs for the aforementioned reasons.
(Data) Childcare Leave P.100
Rehiring of Retirees P.84

(Data) Diversity and Inclusion Indicators and Results P.99

Promoting the Success of WomenTokyo Tatemono pursues initiatives aimed at empowering
women to develop their careers in a way that draws from theirpersonal values, their talents and their individuality. To provide asecure work environment, we have established various systems
to maintain employee career continuity even after a major life
event. We also recruit diverse human resources actively.
Our ratio of women employees was 30.8% as of December
2021, up 4.2% from 2017. We are targeting a percentage ofmanagement positions held by women of 10% or more by2030. In December 2021, this percentage was 7.2%, up 1.2
percentage points from the previous year, when it was 6.0%.

Changes in the Ratio of Employees Taking Childcare Leave
Men

Women

(%)
100

100.0

100.0

100.0

100.0

100.0

41.2

50

30.4

28.6
18.2
3.6

0

2017

2018

2019

2020

2021

Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

82

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRelated Material Issues

Diversity & Inclusion     
Improve employee      Diversity &growth and job
Inclusion
satisfaction

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building

Overview of Childbirth and Childcare Support Systems
PeriodThe fullduration ofchildbirth andchildcare
DuringPregnancy

PolicyBiodiversity
Sustainability Finance

Immediately
Before /After
Childbirth

Responding to Natural Disasters
SocialEmployees may use the paid leave carryover policy. Salary: paid

Re-Employment Policy for
Employees who Resigned
due to Pregnancy, Childbirth,or Child Rearing

Retired employees may apply to be rehired by Tokyo Tatemono.

Flextime System

Flextime System can be used. This applies to office admin staff, who are not ordinarily eligible to use
flextime (work start/stop times can be adjusted).

Leave Before/After Childbirth

Employees may take up to six weeks of leave before childbirth/up to eight weeks of leave after childbirth.
Salary: paidChildcare Leave

Employees may take leave until one month after the first March 31 that falls after their child’s third birthday.
Salary: Unpaid (With benefits from employment insurance)

Special Leave for Childbirth

Employees may take one day of special leave.

Celebratory Monetary Gift
for Childbirth

Employees may receive 50,000 yen as a celebratory gift for the birth of their child.

Flextime System

Respect for Human Rights

Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceDuringChildcareCompliance
Data
Third-Party Assurance

Flextime System can be used. Salary: Same as ordinary flextime system.
Period: Until the conclusion of the child’s third year of elementary school

Ratio of Employees Rehired at Retirement Age

Childcare Leave(Childcare Time)

Employees may take up to one hour of leave per day. This leave may be taken over one or multiple
periods during the day. Salary: Unpaid Period: Until the child reaches their first birthday(%)

Restrictions on Overtime
for Childcare

Employees are limited to no more than 24 hours of overtime per month and must not exceed 150
hours of overtime per year. Period: Until the conclusion of the child’s third year of elementary school

Restrictions on Late Night
Work for Childcare

Employees may be restricted from working between the hours of 10:00 p.m. to 5:00 a.m.
Period: Until the conclusion of the child’s third year of elementary school

Exemption from Overtime
for Childcare

Employees may be exempt from exceeding their prescribed work hours.
Period: Until one month after the first March 31 that falls after their child’s third birthday.

Nursing Care Leave
for a Child

Corporate GovernanceRisk Management

Tokyo Tatemono has introduced a rehiring policy for employees
who have reached the retirement age of 60 but wish to continue
working until the age of 65 so that they can continue to enjoy
active, successful careers. Our Personnel Department conducts
individual interviews with employees who are approaching
the statutory retirement age. These employees have theopportunity to express their wishes about how they want towork based on their individual life plans. These programs let
us offer employees the opportunity to be fully active, even after
60 years of age.
In addition, for employees who have been rehired after
retirement, we have a system in place that allows those who
are willing to continue working and who are deemed necessary
by the company to continue working after the age of 65.

Employees may work a shorter six-hour day. Employees may select from five work styles.
Period: Until the conclusion of the child’s third year of elementary school

Shortened Working Hour
SystemSupply Chain Management

Overview

Paid Leave Carryover Policy

Water Resources
Promoting a Recycling-oriented Society

Promoting the Success of Seniors

Employees may take up to five days leave for their first child or up to ten days for their second andsubsequent children between April 1 and March 31 to care for injured or sick children (leave may betaken in hourly increments).
Salary: Unpaid Period: Until the conclusion of the child’s third year of elementary school

100

Employees can receive a special discount on babysitter fees.

Vacation Day Childcare
Expense Subsidy Program

Partial subsidy for childcare expenses on Saturdays, Sundays, and vacation days for employees whose
regular workdays fall on those days.

100.0
87.5

81.8

80.0

2020

2021

50

0

Support for Employees Using
Babysitters

91.7

2017

2018

2019

(Data) Rehiring of Employees at Retirement Age P.100* Some policies carry conditions such as length of service

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

83

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

SocialRelated Material Issues

Diversity & Inclusion     
Improve employee      Diversity &growth and job
Inclusion
satisfaction

ESG Management
Materiality of the Tokyo Tatemono Group

Promoting the Success of People
with Disabilities

Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialTo promote the success of people with disabilities, we haveestablished systems that allow people with disabilities to enjoy
long-term, stable employment. We accomplish this not only
through optimal department assignment based on theindividual’s particular qualities, but also through working hours
set appropriately to the particular circumstances of eachdisability, as well as a personnel system with provisions forworking from home as standard. For employees who workfrom home as standard, an outside professional counselor has
been appointed to support their work while monitoring their
daily health condition.
We set a target of maintaining an annual employment ratioof 2.30% or more of people with disabilities. As of June 2021,*
our employment ratio of people with disabilities in 2020 was
2.21%, but this fulfilled the mandatory number of employees

Respect for Human Rights
Supply Chain Management

Ratio of Employees with Disabilities(As of June each year)

Revitalizing Housing Complexes

(%)

3.0

Health Management / Occupational Safety and Health

2.21

1.98

1.87

1.81

1.75

2017

2018

2019

2020

Diversity & Inclusion
1.5

GovernanceCorporate GovernanceCompliance
Data(Data) Headcount P.99

Promoting the Success of
Non-Japanese Employees
Tokyo Tatemono does not discriminate in its hiring based on
factors such as nationality or race.
In our overseas business, we hire and foster strong talentfrom various nationalities at our local subsidiaries. This enables
our business to grow roots in the regions in which we operate.

System to Accompany Spouse on
Overseas Transfer

Contributing to Our Communities

Risk Management* At the time of reporting to the government in accordance with laws for the promotion ofpeople with disabilities.

(Data) Headcount P.99

Improving Quality and Customer Satisfaction

Human Resource Investment and Developmentthat is required by law. As of December 2021, we had
increased the ratio to 2.41%. We will continue our efforts toemploy people with disabilities.

0.0

2021

With globalization as a backdrop, opportunities to workoverseas are increasing. Tokyo Tatemono allows employees totake up to three years of leave of absence to accompany theirspouse on an overseas assignment. The policy is designed for
employees who wish to remain with the company but also
want to share their life with their family. By giving consideration
to the work-life balance of employees in this situation, we hopeto enable them to lead a fulfilling life. In addition, employees
who have left the company due to reasons such as theirspouse’s transfer are eligible to rejoin under the rehiring system
for retired employees.

Rehiring of Retirees
We have introduced a rehiring system for retired employees
who had to leave the company due to life events or family
reasons, such as pregnancy, childbirth, childcare, or nursing
care. This enables them to return to the company and resume
leveraging the knowledge and experience they obtained during
their tenure.

System for Limiting Work Location
A transfer to a new work location can present difficulties
depending on an employee’s own circumstances or family
circumstances. We have established a system that allows such
employees to place restrictions on the locations where they canwork. This system allows them to choose a flexible work styleaccording to their personal situation.

Workplace Understanding ofGender Diversity
The Group’s Compliance Action Guidelines stipulate respect forhuman rights and prohibition of discrimination and prohibitionof harassment, prohibiting discrimination on the basis of sexual
orientation. In addition, to deepen employees’ understanding ofgender diversity, we cover this issue in our compliance training
and human rights training programs.
The harassment consultation service is also available for
LGBTQ-related harassment.

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

84

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management

Governance

Message from the President and CEO
ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

Proportion of External Directors

33 %Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities

Average Attendance Rate of Board of Directors

100 %Compliance Training (E-Learning) Completion Rate

100 %Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

85

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

Governance

Related Material Issues

Corporate Governance     Advancement ofgovernance  Strengthen risk
management framework

Materiality of the Tokyo Tatemono Group

Policy and Concept

Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building

Based on our corporate philosophy of “Trust beyond the era,” Tokyo Tatemono is striving to build optimal corporate governance, with the primary aim of enhancing efficiency while ensuring the soundness
and transparency of management, to achieve sustainable growth and increase corporate value over the longer term. In addition, we actively and appropriately disclose information for shareholders andother stakeholders to understand the company’s business activities accurately.
We have also identified the advancement of governance as a material issue for the Group. By further enhancing the governance framework and promoting a range of measures, we are striving to
improve profitability and the transparency and objectivity of management.
Corporate Governance Report

Water Resources
Promoting a Recycling-oriented Society

Corporate Governance Structure

Biodiversity

SystemGeneral Meeting of Shareholders
Appoint/Dismiss

Sustainability Finance
Responding to Natural Disasters
Social7
times

Nomination and Remuneration
Advisory Committee
7 directors, four of whom are external directors
Committee Chair: Hitoshi Nomura(Representative Director and President)

Respect for Human Rights

AdviseReportAppoint/Dismiss

Financial Statement Auditor

Appoint/Dismiss

ReportCoordinate

Dismiss

Financial Statement Audit

Supply Chain Management
Improving Quality and Customer Satisfaction
15

Revitalizing Housing Complexes

times

Contributing to Our Communities

Board of Directors (Directors): 12

Coordinate

37
times

Executive
Committee

2
times

Internal Control
Committee

3
times

Sustainability
Committee
Internal Audit Department

Corporate GovernanceRisk Management

Internal Officers: 2 (male only)
External Officers: 2 (1 male and 1 female)
Chair: Kouji Kawakubo (Audit and Supervisory
Board member (full-time))

Audit

President

Health Management / Occupational Safety and Health

Governancetimes

Appoint/Supervise

Human Resource Investment and Development

Diversity & Inclusion

Audit and Supervisory Board(Audit and Supervisory Board members): 4

15Internal Officers: 8 (male only)
External Officers: 4 (3 male and 1 female)
Chair: Makio Tanehashi(Representative Director and Chairman)

Divisions/Department
Audit

Tokyo Tatemono

Integrated ReportCompliance
Data

Tokyo Tatemono has selected a Company with Audit andSupervisory Board format as our corporate management
system. We have also established a Board of Directors andan Audit and Supervisory Board. Our executive officer systemclarifies the separation of functions between management andbusiness execution. Furthermore, we appoint external
directors and external Audit and Supervisory Board members
who help us operate under stronger management supervisionand ensure transparency. This system ensures effective
supervision and supervisory functions with regard to
management and also to business execution by directors of
the Company.
To heighten the efficiency of Group management andachieve group synergies, we also make a contractual
agreement with each Group company based on the Group
Business Management Standards. By setting out and informing
each company of conditions such as items subject to priorapproval and items to be reported to the Company, we areworking to reinforce Group governance.

Group Companies

Tokyo Tatemono Group

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

86

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Governance

Related Material Issues

Corporate Governance     Advancement ofgovernance  Strengthen risk
management framework

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes

meetings were held, and the attendance rate of each board
member was 100%. Audit and Supervisory Board members
attend Board of Directors and Executive Committee meetings,
express their opinions as necessary, receive regular reports
from the Financial Statement Auditor and various
departments, and exchange opinions and information witheach of these as needed. In addition, Directors, the Internal
Audit Department, the General Affairs Division, and theInternal Control Committee promptly report to Audit andSupervisory Board members on the following mattersconcerning Tokyo Tatemono and Group companies.

Board of Directors
The Board of Directors consists of 12 directors, four of whomare external directors (one of whom is a female member). We
maintain the appropriate number of members needed toensure the diversity and balance of knowledge, experience,
and abilities of the Board as a whole, and for the Board tofunction effectively and efficiently. As a general rule, Tokyo
Tatemono holds regular Board of Directors meetings once amonth and other extraordinary meetings as deemednecessary to resolve important matters related to businessexecution and oversee the business execution of directors.
The Board of Directors is chaired by the Chairman, who does
not concurrently serve as an executive officer. Audit andSupervisory Board members attend board meetings and offer
opinions as necessary. (Numbers are as of March 2022.) In
fiscal 2021, 15 meetings were held, and the attendance rateof each director was 100%.

Directors:
Matters that may have a significant impact on the Tokyo
Tatemono GroupInternal
Audit Department:
Status of internal audits
 eneral Affairs Division:G
Status of fraudulent activity reports and their content

Audit and Supervisory Board
The Audit and Supervisory Board consists of four members,
two of whom are external members (one of whom is a female
member). It is chaired by a full-time member. In fiscal 2021, 15

Internal
Control Committee:
Critical matters for internal control and complianceContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance

Board of Directors Related Data
Item

Third-Party Assurance

2017

2018

2019

2020

2021

Meetings

12

13

15

14

15

Number of Directors

Persons

11

12

12

12

12

Number of Executive Officers on Board

Persons

7

7

7

7

7

Number of Non-Executive Officers on Board(Excluding Independent External Directors)

Persons

1

1

1

1

1

Number of Independent External Directors

Persons

3

4

4

4

4

%

27

33

33

33

33

Proportion of External Directors
Average Board Meeting Attendance

Data

Unit

Number of Board Meetings

Average Tenure of Directors (Including Independent External Directors)

%
Years

100

100

99

100

100

5.0 (March)

5.8 (March)

3.8 (March)

4.8 (March)

4.6 (March)

Executive Officer System
Tokyo Tatemono has adopted an executive officer system toenergize our Board of Directors and speed up decision-making
through the separation of management functions and decisionmaking functions. Except for matters determined by laws andregulations and the Articles of Incorporation to be resolved by
the Board of Directors and critical matters concerning businessexecution, the right to make decisions on business execution isdelegated to executive officers, including the president. The
scope of such delegation is stipulated in the corporate bylaws,
based on factors such as the type of transaction andtransaction amount.
Executive officers are appointed by a resolution of theBoard of Directors and have a term of two years. As of March
31, 2022, there were 20 executive officers of the Group.
Nomination and Remuneration Advisory Committee
We have established the Nomination and Remuneration
Advisory Committee as an advisory body to the Board of
Directors to select candidates for directors and recommend
remuneration levels for the same. Committee members areappointed from among directors, and the president serves ascommittee chairman. Also, to ensure objectivity andtransparency in the procedures, more than half of the sevenmembers are external directors who provide expertise andadvice. In fiscal 2021, seven meetings were held, and theattendance rate of each commitee member was 100%.
Executive Committee
The Executive Committee consists of executive officers withspecific responsibilities, with the president as chairman. This
meeting is held to discuss matters important to groupmanagement. In fiscal 2021, 37 meetings were held.
Full-time Audit and Supervisory Board members attend
Executive Committee to assess the status of deliberations andoffer opinions as necessary.

Data Collection Period: January to December of each year. Unless otherwise specified, figures are as of December each year.
Data Collection Scope: Tokyo TatemonoTOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

87

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Governance

Related Material Issues

Corporate Governance     Advancement ofgovernance  Strengthen risk
management framework

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources

Internal Control Committee
The Internal Control Committee, which is chaired by thepresident, and whose members include the vice president, andofficers in charge of corporate divisions, discusses andmonitors internal control risks (compliance risks and internalmanagement risks). In fiscal 2021, two meetings were held.
The committee regularly reports on the results of discussions
and monitoring to the Board of Directors and the Audit andSupervisory Board.

Selection and Appointment of Directors andAudit and Supervisory Board Members

Sustainability Committee
To promote sustainability measures across the Tokyo TatemonoGroup, we have established a council that reports directly tothe president. In fiscal 2021, three meetings were held.
The Committee works with the subordinate organization,
the Sustainability Promotion Committee, which comprises
personnel from each business department, to continuously
advance sustainability policies. It does this by setting goals,
monitoring progress, and evaluating achievements related tosustainability policies. Matters discussed by the Sustainability
Committee are reported to the Board of Directors, and if
necessary, discussed and overseen by the Board.

Risk Management P.91

Promoting a Recycling-oriented Society

We comprehensively evaluate the personality, abilities,
knowledge, and experience of candidates and select those who
possess qualities that can contribute to increasing the longerterm corporate value of the Group as members of management,
and appoint them as candidates for directors and Audit andSupervisory Board members. The Articles of Incorporation
stipulate the term of office as two years for directors and four
years for Audit and Supervisory Board members.
In making nominations, we seek the appropriate
involvement of external directors, who make up a majority of
the Nomination and Remuneration Advisory Committee. The
Board of Directors approves nominations after they have been
deliberated by the committee.

Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights

Specialization and Experience of Directors (Skill Matrix)
Name

Position in
the Tokyo TatemonoGroup

GenderCorporate
management

Financial accounting

Makio Tanehashi

Representative Director

Male

〇

〇

Hitoshi Nomura

Representative Director

Male

〇

〇

Kengo Fukui

Representative Director

Male

〇

Katsuhito Ozawa

Director

Male

〇

〇

Akira Izumi

Director

Male

〇

〇

Hisatoshi Kato

Director

Male〇

Hideshi Akita

Director

Male

Corporate GovernanceTakeshi Jinbo

Director

Male

Risk Management

Shuichi Hattori

External Director

MaleCompliance

Yoshimitsu Onji

External Director

Male

Takeo Nakano

External Director

Male

Yumiko Kinoshita

External Director

FemaleSupply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
Governance

Data
Third-Party Assurance

Legal affairs,
compliance,risk management

Sustainability〇

Real estate business,
urban development

Overseas projects

〇

〇

ICT,
digital technology〇

Personnel,
HR development

〇

〇

〇

〇

〇

〇

〇

〇

〇

〇

〇
〇

〇

〇

〇

〇

〇

〇
〇

〇

〇

〇

〇

〇

〇

〇

〇
〇
〇

〇

〇

* The above skill matrix is not an exhaustive list of all the expertise and experience of each director.
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

88

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

GovernanceCorporate Governance

Related Material Issues     Advancement ofgovernance  Strengthen risk
management framework

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management

Criteria for Independence ofIndependent External Directors
Tokyo Tatemono deems external directors to be independentwhen, in addition to meeting the criteria for independence
stipulated by Tokyo Stock Exchange, they do not fall under anyof the following categories:

Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights

1 A business partner of Tokyo Tatemono that constitutes 2%
or more of the Company’s consolidated net sales in themost recent fiscal year or a person executing business ofsuch partner	A shareholder of the Company that holds more than 10%
2of the total number of voting rights of the Company or aperson executing business of such shareholder	A representative, member, or employee of an auditing firm
3
employed as the financial statement auditor for the Company	A consultant, accounting professional, or legal professional
4that received remuneration (excluding director remuneration)of more than 10 million yen from the Company in the mostrecent fiscal year

Supply Chain Management
Improving Quality and Customer Satisfaction* From Tokyo Stock Exchange standards: Guidelines III 5, (3) 2 relating to the listing
management, etc. Rule 436-2: Examination to ensure effectiveness.

Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance

Support System for External Directors andExternal Audit and Supervisory Board Members
The Corporate Planning Department provides explanations
and information as necessary to support external directors.
The Department also serves as secretariat for the Boardof Directors.
At the request of the Audit and Supervisory Board, weassign personnel to serve as staff for external board members
to encourage the smooth execution of audit procedures. We
have also established a system that enables full-time Audit andSupervisory Board members to attend Board of Directors andExecutive Committee meetings, and receive regular reports

from financial statement auditors and various departments, aswell as exchange opinions with these parties at any time.

Remuneration of Officers
Based on our Corporate Philosophy, “Trust beyond the era,”
the Group strives for sustainable growth and the improvementof corporate value over the longer term. Regarding remunerationof officers (excluding certain officers), our aim is to instillawareness of each officer’s responsibility to contribute tobuilding corporate value not only in the short term but also overthe longer term. To this end, we have adopted a system thatlinks a certain percentage of remuneration to business andstock price performance.
Remuneration Policy
Remuneration of directors (excluding external directors)
comprises three elements: fixed remuneration, performancebased remuneration, and stock-based remuneration. The ratioof these elements is set appropriately based on the policy
regarding the determination of payment ratios by type ofcompensation for Directors. The amount of remuneration for

Policy on Payment Breakdown by Remuneration Type
Fixed
Performance-based
remuneration
remuneration

Stock-based
remuneration

Positioning

Basic
remuneration

Short-term
incentive

Medium- andlong-term incentive

Variability—

Performance linked
to single fiscal year

Stock-based

50%–60%30–40%

5–10%

Proportion of total
renumeration(approx.)each director is decided by the Board of Directors after
consulting with the Nomination and Remuneration Advisory
Committee. Remuneration of external directors and Audit andSupervisory Board members is limited to fixed remuneration inconsideration of their duties.
The remuneration amounts for individual directors are
determined by the Board of Directors after consultation with
the Nomination and Remuneration Advisory Committee.
Determination of the details of such remuneration for eachindividual director is delegated by resolution of the Board of
Directors to the President and Chief Executive Officer.
The President and Chief Executive Officer is delegated by the
Board of Directors to prepare proposals for fixed remunerationand performance-based remuneration for individual directors

Remuneration of Directors and Audit and Supervisory
Board Members (Fiscal Year Ended December 2021)

ExecutiveClass

Total Amount by
Type of Remuneration
Number of
Total
PerformanceEligible
Fixed
Stock-Based Remuneration
LinkedIndividuals Remuneration
Remuneration (Million Yen)
Remuneration(Million Yen)
(Million Yen)
(Million Yen)

Directors(Excluding
External
Directors)

9

263

174

41

479

Audit andSupervisory
Board
Members(Excluding
External
Members*)

2

52

—

—

52

External
Officers

8

54

—

—

54

Total

19

370

174

41

585

* Two External Members

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

89

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

GovernanceCorporate Governance

Related Material Issues     Advancement ofgovernance  Strengthen risk
management framework

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity

based on each director’s position and responsibilities eachfiscal year and in accordance with the resolution of the General
Meeting of Shareholders. The specific details of remunerationfor each individual director are determined after consultation
with the Nomination and Compensation Advisory Committee.
Details of the amount of remuneration for each individual
director are determined after consultation with the Nomination
and Remuneration Advisory Committee. The reason fordelegation of this responsibility to the President and Chief
Executive Officer is that he is the most qualified to make anevaluation based on comprehensive consideration of theCompany's business performance and the responsibilities ofthe directors.

Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance

Remuneration Structure ixed remuneration (for Directors): Up to 35 million yen perFmonth (420 million yen per year) *1
Performance-based remuneration (for directors excluding
external directors): Capped at 1% of consolidated ordinary
profit and 2% of profit attributable to owners of parent for theyear prior to the fiscal year in question*2
Stock-based remuneration (for directors excluding
external directors): Based on the stock-based remuneration
system determined by a board benefit trust scheme,
directors will be awarded a maximum of 40,000 points per
fiscal year (equivalent to 40,000 shares). At the time ofretirement, the director will be paid an amount equivalent tothe amount of company stock held and market value.
Audit and Supervisory Board member remuneration:
Remuneration of external directors and Audit andSupervisory Board members is limited to basic remunerationaccording to whether the member serves in a full-time orpart-time position, capped at 8 million yen per month(equivalent to 96 million yen per year).*3*1 Based on a resolution of the 190th Ordinary General Meeting of Shareholders held on
March 28, 2008
*2 Based on a resolution of the 195th Ordinary General Meeting of Shareholders held on
March 28, 2013
*3 Based on a resolution of the 200th Ordinary General Meeting of Shareholders held on
March 28, 2018

Evaluation of the Effectiveness of
the Board of Directors
We conduct an annual survey on the structure, agenda items,
and operation of the Board of Directors and evaluate theeffectiveness of the Board based on the results. Below is an
overview of the effectiveness evaluation for fiscal 2021.
Evaluation Process / Topics
Evaluation Process
A questionnaire survey was administered to all directors
and Audit and Supervisory Board members. Their
responses were aggregated and analyzed, and the results
shared in a Board of Directors meeting, where futureissues and measures were discussed.
Topics
Structure:
Ratio, number, and diversity of external directors
Agenda:Number, content, and standard expressions of monetaryamounts in agenda items
Operation:
Number of meetings, length of meetings, explanation
provided prior to meetings, explanatory materials, time
taken for explanation, time taken for discussion, andreported content
Other:
Support system, training
Results of Evaluation and Future Actions
The evaluation results confirmed that the Board of Directors is
sufficiently effective. In addition, discussion of the survey results
in a Board of Directors meeting confirmed the following issues.
Matters whose Evaluation Improved Year on Year
Greater discussion of longer-term management issues
and policies.

 uture Issues and Actions
F
Actions to review and improve the standard expressionsof monetary amounts and content of submitted agendas,
advance explanation of the agenda, and timing of advance
distribution of explanatory materials; actions to improvethe efficiency and liveliness of discussions.

Cross-Shareholdings
We acquire and hold shares of other companies for noninvestment purposes (cross-shareholdings) when we determinethat holding such shares is likely to contribute to maintaining
and increasing the medium- and long-term corporate value of
the Group by maintaining and strengthening business
relationships with business partners.
We verify the appropriateness of our individual crossshareholdings with a view to whether holding them willcontinue to contribute to maintaining and increasing thecorporate value of the Group. Verification is performed byviewing the transaction results and prospects of real estatetransactions, joint ventures, construction and equipment
transactions, and financial transactions, in addition to dividend
results. We report verification and disposal results to the Boardof Directors at least once every year, and if we determine thatsuch cross-shareholding is no longer significant, we seek toreduce the cross-shareholding while considering the impact on
the stock market and other factors.
The medium-term business plan (fiscal 2020 to 2024)
calls for us to reduce cross-shareholdings, partly in an effort
to increase asset efficiency.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

90

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

Governance

Related Material Issues

Risk Management     Advancement ofgovernance  Strengthen risk
management framework

Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

Policy and Concept

SystemThe Tokyo Tatemono Group seeks to appropriately manage risks that affect the Group’s business to achieve stable improvement incorporate value. To this end, having established risk management regulations and created a risk management framework, we areworking to ensure ongoing risk monitoring and control.
In developing our risk management framework, we referenced ISO 31000 (international standard for risk management) and JIS Q
31010 (Japanese standard for risk management).
We have also identified the need to strengthen the risk management framework as a material issue for the Group. We will revise
our risk management approach with the aim of dealing more effectively and more accurately with changes in social conditions inrecent years and with the attendant risks, which are becoming more diverse and complex.
Internal Control Report (Only available in Japanese)

Biodiversity
Sustainability Finance
Responding to Natural Disasters
Social

Risk Management Structure
Audit & Supervisory
Board

Respect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction

Board of Directors
Audit

Deliberate and Report
Important Matters

Deliberate and Report
Important Matters

Deliberate and Report
Important Matters

Executive Committee

Internal Control Committee

Sustainability Committee

Chair: President
Secretariat: Corporate Planning Department

Committee Chair: President
Secretariat: General Affairs Department

Committee Chair: President
Secretariat: Sustainability Management Department

We have identified and classified risks that may have asignificant impact on the Tokyo Tatemono Group business:business risk, investment risk, financial risk, climate changerisk, and internal control risk.
Of these, integrated risk, primarily that arising from businessrisk or investment risk, is managed by the Corporate Planning
Department, which is the division in charge of overall risk
management. Internal control risk (internal management risk
and compliance risk) and climate change risk are bothmanaged by the Internal Control Committee and Sustainability
Committee, which are chaired by the President. The various
risks are monitored on a regular basis, and measures taken as
needed. The Executive Committee chiefly considers policies
related to general business risk, while each department generalmanager acts as a risk manager in monitoring such risks andtaking appropriate measures to prevent, manage, and mitigate
risk. Important matters related to each type of risk are reported
to the Board of Directors as necessary and audited by the
Audit and Supervisory Board.

Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development

Risk Management
Department

Corporate Planning Department
Risk Management Officer: General Manager,
Corporate Planning Department

General Affairs Department
Assistance: General Manager, General Affairs Department(Only for internal management risk)

Health Management / Occupational Safety and HealthDiversity & Inclusion
Integrated Risk

GovernanceCorporate GovernanceRisk Management
Compliance

Risk Category
Business risk, investment risk, financial risk,
and climate change risk

Internal Control Risk
(Combination of internal management risk and compliance risk)
ReportMonitor and Improve

Department Offices

Data

Risk Manager: Department General Manager
Operational Execution Management and Promotion: Manager Over Operation in Question

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

91

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

GovernanceRisk Management

Related Material Issues     Advancement ofgovernance  Strengthen risk
management framework

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion

Comprehensive Information
Management
To ensure that information collected through our business ismanaged appropriately, the Tokyo Tatemono Group has
established information management regulations and rules forhandling personal information. Established regulations include
rules for handling social security number-related information.
We have also established an information management systemcoordinated by an individual in charge of information
management. In addition, we are working to strengthen the
management of personal information and confidential
information through regular annual self-inspections.
We have established a system for responding to mattersrelating to personal data held by the Group. The systemenables us to appropriately and promptly address various
personal data issues, including disclosure requests or otherinquiries, such as those from the individuals themselves,complaints regarding the handling of personal information, theoccurrence of leaks of personal information, and reports torelated parties when signs of such leaks are detected.
Tokyo Tatemono Real Estate Sales also maintains ISO/IEC
27001 international certification and JIS Q 27001 Japanesecertification for information security management systems, andundergoes an external review every year. The results of thereview are incorporated in information management training
carried out every year for all Group employees.
Acquisition of ISO 27001 certification(Tokyo Tatemono Real Estate Sales) (Only available in Japanese)

GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

92

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

Governance

Related Material Issues

Compliance     
Improve employee      Diversity &      Advancement ofgrowth and job
Inclusion
governancesatisfaction  Strengthen risk
management framework

Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights

Policy and Concept

Responding to Compliance
Violations

SystemThe Tokyo Tatemono Group defines compliance as complying
not only with laws and regulations, but also with social norms
and corporate ethics. This approach builds a long-lasting
relationship of trust with society and allows us to continue soundcorporate activities. We believe companies must respondsincerely to the needs of people in our surrounding environment,
including our customers, local communities, employees,
shareholders and investors, and business partners. In June
2009, the Group established a shared Compliance Charterfor group companies. This charter is our pledge to society
to promote corporate activities that are committed tounwavering compliance.
Alongside other initiatives, we are using compliance training
as we work to build organizational and educational systems
that enable our employees to maintain a high level ofcompliance awareness at all times.

The Tokyo Tatemono Group established an Internal Control
Committee (Committee Chair: President) as part of our system
to promote compliance. This committee discusses internalmanagement risks, including group compliance, fraud, andanti-corruption, overseeing group compliance activities.
The Tokyo Tatemono General Affairs Department supports
and guides the compliance-related operations of groupcompanies. This Department also aims to improve compliancefunctions throughout the Group through collaboration between
and among group companies.

Compliance Structure
Board ofDirectors

Audit andSupervisory Board

ReportAudit and Supervisory
Board Members

Directors

Supply Chain Management

Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data

Compliance Charter

Committee Chair: President

ReportSecretariat

As we engage in corporate activities, we observe theCompliance Charter below:
We adhere to laws, regulations, and other rules and engage
in fair, sound corporate activities.
We act faithfully by thinking from the customers’ standpoint.
We contribute to making society better through corporate
activities.
We respect the personalities and values of each other andmaintain a comfortable working environment.
Established June 2009

ReportRevitalizing Housing Complexes(Data) Compliance Indicators and Results P.103

Internal Control Committee

Improving Quality and Customer Satisfaction

General Affairs Department
Corporate Planning Department
Internal Audit Department
Receive Reports

In the event that a matter is discovered that may be deemed
to pose a compliance problem (including labor issues), thematter is reported to the President and other relevant
parties, and an investigation or fact-finding review or similar
process is conducted as appropriate.
If such investigation or fact-finding review, etc., confirms thata compliance violation has occurred, we will promptly takecorrective measures and measures to prevent recurrence.
Such events are reported to the Internal Control Management
Committee, which monitors the implementation status of
measures taken.
In 2021, no events were identified as constituting material
noncompliance with laws and regulations (including labor
issues), subject to sanctions, or led to detection. In addition, no
fines, penalties or settlements were incurred.

Provisions for Violations of Laws and Regulations,Lawsuits, etc.
An amount is estimated at the end of the fiscal year for fines
and settlements that are likely to arise from events that
occurred prior to the current fiscal year, and provisions are
made accordingly. No significant provisions were made at theend of fiscal 2021.

Internal Audit

Business Divisions
Group Companies
Person Responsible
for Compliance

Coordinate
Compliance Awareness Activities

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

93

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

ガバナンス
GovernanceCompliance

Related Material Issues     
Improve employee      Diversity &      Advancement ofgrowth and job
Inclusion
governancesatisfaction  Strengthen risk
management framework

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance

Formulation of a Compliance Manual
The Tokyo Tatemono Group created the Compliance Codes ofConduct and the Tokyo Tatemono Group Compliance Manual
to ensure we put our Compliance Charter into practice.
This manual details the prevention of corruption througha comprehensive range of topics including: “Proper relations
with business partners,” “Proper relations with politics andgovernment,” “Blocking relations with antisocial forces,” and“Prohibition of fraudulent acts, etc.,” as stipulated in the
Compliance Codes of Conduct, which constitute the standardsof conduct within our Compliance Charter. It also includes theGroup Environmental Policy, Group Anti-Bribery Policy, andother standards of conduct and policies that are broadly related
to compliance.
We distribute the Compliance Manual to all employees
engaged in work at group companies. We may also post
the manual in certain locations on an
office-by-office basis.
Tokyo Tatemono posts educational
content on our corporate intranet
covering compliance themes in linewith the Compliance Manual. We
strive to prevent corruption, bribery,
and to prohibit discrimination by
sharing case studies related to bribery
and LGBT issues.
The Tokyo Tatemono Group
Compliance ManualCompliance Codes of Conduct
1-1 Comply with laws and regulations
1-2 Maintain proper relationships with partners
1-3 Engage in fair competition
1-4 M aintain proper relationships with governments andadministrations
1-5 Reject relationships with anti-social forces
1-6 Engage in proper management of information
1-7 Prohibit dishonest behavior
1-8 Respect corporate assets
2-1 Respond sincerely to customers
3-1 Exercise consideration for the environment
3-2 E
 ngage in timely and appropriate disclosure, conduct
appropriate tax reporting
3-3 Practice co-existence with local communities
4-1 Respect human rights and prohibit discrimination
4-2 Prohibit harassment
4-3 Provide a comfortable work environment

Compliance Codes of Conduct

Responsible marketing
The Tokyo Tatemono Group conducts responsible marketing
based on the Compliance Charter and Compliance Codes ofConduct. We strive to offer information that is accurate andhonest, conduct fair sales activities, and build up our brandimage. As we do so, we also work to ensure a common
understanding among all employees by distributing the Tokyo
Tatemono Group Compliance Manual and carrying out training.

In particular, we adhere to the Tokyo Tatemono Group
Compliance Manual with regard to expressions used inadvertising. We carefully examine advertising content forslanderous, discriminatory, or exaggerated expressions; religiousor political beliefs; environmental concerns; the privacy of third
parties; personal information; and intellectual property rights.
Compliance Training P.95

Prevention of Bribery and Corruption
In our Compliance Charter, we declare our commitment tocomply with laws and regulations, engaging in sound, faircorporate activities. We have in place Tokyo Tatemono Group
Anti-Bribery Guidelines and prohibit the provision of economic
benefits to public officials or deemed public officials that would
infringe upon local laws or regulations in Japan or in any of thecountries where we conduct business. To convey the content
of the Anti-Bribery Guidelines both inside and outside thecompany, the Guidelines are posted on our website and listedon the Tokyo Tatemono intranet.
In addition, these details are communicated to employees
through the distribution of the Tokyo Tatemono Group
Compliance Manual as well as through training programs.
Going forward, we will also distribute our Sustainable
Procurement Standards to suppliers, to ensure that they
understand and respect them.

Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

94

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

GovernanceCompliance

Related Material Issues     
Improve employee      Diversity &      Advancement ofgrowth and job
Inclusion
governancesatisfaction  Strengthen risk
management framework

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society

Relevant Compliance Codes of Conduct
1-1 Comply with laws and regulations
1-2 Maintain proper relationships with partners
1-3 Engage in fair competition
1-4 M aintain proper relationships with governments
and administrations

External Evaluation and Certification for Green Building
Water ResourcesTokyo Tatemono Group Anti-Bribery Guidelines

Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and Health

Assessment and Monitoring of
Bribery Risks
The Company has established Anti-Bribery Regulations and an
Anti-Bribery Manual. We assess bribery risks and identify
certain activities involving a high risk of bribery (these include
the use of agents to provide services on an intermediary,
agency or mediation basis in addition to direct transactions).
To deter such activities, in the Anti-Bribery Regulations andAnti-Bribery Manual, the Company has established approval
and reporting processes for entertainment, gifts, donations, etc.
With regard to bribery, the Internal Control Committee
conducts risk assessment and monitoring. Internal audits are
conducted periodically to evaluate and review the anti-bribery
control system.

Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance

Political donations
When making donations related to political activities to politicalparties and political fund organizations, we take appropriate
measures in accordance with the Political Funds Control Act,
the Public Offices Election Act, and other related laws andregulations. We do not make donations related to politicalactivities to individual politicians or organizations other thanpolitical parties or political fund organizations.

Preventing Anti-Competitive
Practices
Through training and other measures, we publicize and teachthe content of our Compliance Manual, working to preventanti-competitive practices (monopolies, etc.).
The Tokyo Tatemono Group did not incur any fines or otherpenalties related to corruption in fiscal 2021.
Relevant Compliance Codes of Conduct
1-1 Comply with laws and regulations
1-2 Maintain proper relationships with partners
1-3 Engage in fair competition

Compliance Training
Tokyo Tatemono conducts annual e-learning compliancetraining for all executives and employees. In 2021, training
topics included: harassment prevention; general complianceincluding anti-corruption; information management including
prevention of insider trading; and the Real Estate Brokerage
Act and the Criminal Proceeds Transfer Prevention Act
including prevention of money laundering. Other topics
included communication aimed at sustaining good working
relationships amid changes in work styles, and overviews of the
Act against Unjustifiable Premiums and Misleading
Representations, the Subcontract Act, and the Unfair

Competition Prevention Act. With each of these topics, ouraim was to prevent violations of laws or regulations that could
arise due to a lack of legal knowledge by enabling participants
to gain knowledge about each area and update theirknowledge of regulatory changes. In addition to e-learning
training, we conducted training for helpline staff of Group
companies in accordance with guidelines set forth by the
Ministry of Health, Labour and Welfare and the Consumer
Affairs Agency. The aim of this training is to equip employees
to deal with complaints or consultations and give them points
to keep in mind. We also conducted online communication
training, along with other training specific to certain levels of
employees, such as compliance training for directors andmanagers and compliance training for those newly appointed
to leadership positions.
To prevent corruption and bribery, we use the Tokyo
Tatemono intranet to raise awareness about these issues
throughout our organization by publishing a series of monthly
compliance news articles that includes articles on preventing
insider trading, fraud, and harassment.

Data Related to Compliance Training (E-learning)
Number of training participants

Training completion rate
Scope of Collection: Tokyo Tatemono Co., Ltd.
(Persons)(%)

1,000

99.8

99.9

100.0

873

884

934

99.3

1,250

98.5

860

100
99

847
750

98

500

97

250

96

0

2017

2018

2019

2020

2021

0

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

95

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

GovernanceCompliance

Related Material Issues     
Improve employee      Diversity &      Advancement ofgrowth and job
Inclusion
governancesatisfaction  Strengthen risk
management framework

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment

On the subject of legal and tax matters of high importanceto our business, we invite external experts as lecturers forseminars. These seminars cover the latest examples of trials,
tax reforms, and other information related to business activities
throughout the Group.

Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities

Compliance Surveys
Since 2009, the Tokyo Tatemono Group has conducted
an annual compliance survey to understand and verify the
degree of compliance awareness and acceptance amonggroup employees. In 2021, 8,500 employees from 18 groupcompanies were surveyed—a response rate of 73.2%.
The results of the survey were analyzed to understandresponses by group companies and for the Group as a whole.
This analysis was then reported to the Internal Control
Committee. We also share the survey results on the intranet
and provide feedback to group companies as an aid in solving
problems in advance, reflecting on compliance structure, andengaging in compliance awareness activities.
(Data) Compliance Training and
Return Rate of Compliance Surveys P.103

Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data

Establishment of a Helpline
The Tokyo Tatemono Group established the Tokyo TatemonoGroup Helpline, a common external resource for the wholeGroup, in addition to separate internal helplines that are inplace within each Group company. Both types of helplines
accept internal complaints, reports, and consultations. The
helplines aim to prevent or quickly resolve compliance violationsin the Group, such as violations of laws or regulations, bribery
or other acts of corruption, misconduct, or harassment, in lightof the compliance with laws and regulations, prohibition of
fraudulent acts, prohibition of harassment, and other conduct
stipulated in the Compliance Codes of Conduct.
These services are available to all workers (including parttime and casual workers) and retired employees of the Group,
as well as temporary and contract employees engaged inbusiness. In addition, in keeping with the spirit of the
Whistleblower Protection Act, whistleblowers will not be treateddisadvantageously because of their internal complaints orreporting, and their privacy will be protected.
Internal complaints, reports, or consultations received will bereported to the General Affairs and Compliance Department.
Depending on the nature of the complaint, the facts will be
investigated and confirmed either by this department or by thereporting division of each Group company or by theharassment response division of each company. As a result of
the investigations, we take appropriate measures to address
actions that constitute compliance violations, such as promptly
taking corrective measures and measures to prevent

Number of Helpline Calls and Consultations (FY2021)
Other:

Labor Issues:

6

13

Other harassment:

Sexual harassment:

39

3

recurrence. The Internal Control Committee convenes toconsider responses to the most serious cases.
(Data) Reports and Consultations to the Helpline P.103

Response to Anti-Social Forces
The Tokyo Tatemono Group created Exclusion of Anti-Social
Forces Rules, which detail our rules to exclude any and all
relationships with anti-social forces and establishes specificmethods for conducting due diligence on organizations
referencing the Anti-Social Forces Check Manual. We cooperatewith external experts and organizations such as the police andlawyers as part of our resolute response to anti-social forces.

Tax ComplianceIn accordance with the Compliance Charter, the Tokyo
Tatemono Group pays taxes appropriately, in accordance withinternational standards as well as the laws, regulations, andsocial norms of each country and region.
We respond conscientiously to the tax authorities and strive
to maintain good relationships with them. In all of our
responses to questions from tax authorities, we have provided
honest and accurate explanations of the facts as weunderstand them.

Data Collection Scope: Tokyo Tatemono Group

Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

96

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

Data

Data

Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society

Tokyo Tatemono underwent a third-party quality assurance evaluation by Lloyd’s Register Quality
Assurance Limited (LRQA) in connection with certain environmental and social data to ensure theintegrity of the data within this report. The type of data and numerical figures subject to thisevaluation are indicated with a dagger (†).
The collection period and scope are indicated for each item of the data. Point-in-time data isprovided as of the last day of the last month of the collection period. In addition, in the aggregate
scope, the coverage rate of data marked as Tokyo Tatemono is 64%.

External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society

Environment

CO2 Emissions (Scope of Collection: Tokyo Tatemono Group)
Category

Unit

2019

2020

2021

t-CO2

1,100,693

1,288,946†

943,489†

Scope 1 (Fuel-Derived)†

t-CO2

15,05011,981†

12,657†

Scope 2†t-CO2115,897

104,736†

96,195†

Scope 3†t-CO2

969,745

1,172,229†

834,638†

1. Purchased goods and services

t-CO2

19,171

16,790†17,629†2. Capital goods

t-CO2

227,580

198,205†

73,633†

3.	Fuel and energy-related activities not included in
Scopes 1 and 2

t-CO2

22,33520,554†

19,734†—CO2 Emissions†

Promoting a Decarbonized Society: Indicators and Results
Energy Consumption and CO2 Emissions (Scope of Collection: Tokyo Tatemono facilities
subject to the Act on the Rational Use of Energy)

4. Transportation and distribution (upstream)

t-CO2

—

—

5. Waste generated in operations

t-CO2

6. Business travel

Category

Unit

2017

2018

2019

2020

Respect for Human Rights

Energy Consumption(Crude Oil Equivalent)†

kl

22,083†23,895†24,165†23,497†

23,050†—

Supply Chain Management

Unit Loadkl/Thousand m2

34.2

35.0

34.0

28.6

27.2

33.1

t-CO2

42,147†44,559†44,263†

41,824†

39,209†—

Scope 1 (Fuel-Derived)†

t-CO2

2,402†

3,300†

2,871†

2,534†

2,542†—

Scope 2†t-CO239,745†41,259†41,392†39,290†36,667†—t-CO2/Thousand m2

65.3

65.2

62.3

50.8

46.3

62.7

Thousand m

645

683

710

823

847

—

Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialImproving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
Governance

CO2 Emissions†

Unit Load
Floor Area within Scopeof Reporting

2

2021 2021 Target* From FY2021 the data collection period was changed to January to December. (Until FY2020 it was April to March.)

18,532

11,181†

10,350†

t-CO2

1,482

715†

902†

7. Employee commuting

t-CO2

1,575

1,570

1,627†

8. Leased assets (upstream)

t-CO2

—

—

—

9. Transportation and delivery (downstream)

t-CO2

—

—

—

10. Processing of sold products

t-CO2

—

—

—

11. Use of sold products

t-CO2

667,565

912,151†

700,453†

12. Disposal of sold products

t-CO2

11,505

11,061†

10,310†13. Leased assets (downstream)

t-CO2

—

—

—

14. Franchises

t-CO2

—

—

—

15. Investments

t-CO2

—

—

—

†

*1 Category 4 is included in the calculation for Category 1.
Categories 8 and 13 are included in the calculation for Scope 1 and 2.
Other categories for which no figures are provided have no emission sources.
*2 From FY2021 the data collection period was changed to January to December. (Until FY2020 it was April to March.)

Corporate GovernanceRisk Management
Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

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Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Data

Data

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society

Renewable Energy (electricity) Usage Amount and Usage Rate (Scope of Collection: Tokyo
Tatemono Commercial Properties Business)
Unit

2017

2018

2019

2020

2021

Usage amount

Category

Thousands of kWh

—

—

—

—

3,675

Usage rate

%

—

—

—

—

2.7

Potable Water Consumption, Water Consumption Unit Load and Recycled Water
Consumption (Scope of Collection: Long-term buildings and commercial facilities for which
Tokyo Tatemono has substantial energy management authority)
KPI/Target: Reduce unit water consumption from the previous year
Material Issue KPIs and Targets P.8

Energy Generated from Solar Power (Scope of Collection: Tokyo Tatemono facilities subject
to the Act on the Rational Use of Energy)

Category

Water Resources

Category

Unit

2017

2018

2019

2020

2021

Unit Load (Results)

Promoting a Recycling-oriented Society

Solar power panel installation rate

%

41.6

38.3

37.8

39.7

39.9

External Evaluation and Certification for Green Building

Biodiversity

Energy generated†

kWh59,20059,97546,422†56,355†64,280†SocialSupply Chain Management

Unit

Number of facilities

Facilities

Energy generated

Thousands of kWh

2017

2018

2019

2020

2021

8

8

8

8

8

15,493

15,311

14,592

14,24014,886

Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate Governance

Water Resources: Indicators and Results
Potable Water Consumption, Water Consumption Unit Load and Recycled Water
Consumption (Scope of Collection: Tokyo Tatemono facilities subject to the Act on the
Rational Use of Energy)
Water Reduction Targets: 5% water consumption unit load reduction by FY2022 comparedto FY2017 (equivalent to 1% annual reduction)
Category

—

567†

m3/m2

—

—

—

—

0.58

Floor Area within Scope of Reporting

Thousand m2

—

—

—

—

983

Recycled Water Consumption

Thousand m3

—

—

—

—

100†

†

2021

2017

2018

2019

2020

Violations of Environmental Laws or Regulations

Category

Incidents

Unit

0

0

0

0

2021
0

Environmental Incidents

Incidents

0

0

0

0

0

Yen

0

0

0

0

0

Green Building External Evaluation and Certification Indicators and Results
Acquisition Rate of Green Building Certification for Owned and Managed Properties (as ofDecember 31, 2020. Scope of Collection: Tokyo Tatemono Co., Ltd.)
Category

Unit

2017

2018

2019

2020

2021

Acquisition Rate of Certification for Owned andManaged Properties

Unit

2017

2018

2019

2020

2021

584†

654†

622†

467†

464†

Certification Acquired

%

39.9

40.7

36.6

38.3

56.4

Unit Load (Results)

m3/m2

0.91

0.96

0.88

0.57

0.55

Not Certified

%

60.1

59.3

63.4

61.7

43.6

Unit Load (Targets)

m3/m2

—

0.90

0.89

0.88

0.87

%

39.5

40.6

36.3

41.4

63.1

%

—

+5.8

–3.2

–37.3

–39.4

Acquisition Rate of Certification for the Leasable
Area of Office Buildings
Acquisition Rate of Certification for Leasable
Area of Residential Buildings

%

43.1

42.3

39.1

22.2

22.2

Target Progress Rate (Results)

Compliance

Floor Area within Scope of Reporting

Thousand m2

645

683

710

823

847

Recycled Water Consumption†

Thousand m3

—

—

—

—

46†

Third-Party Assurance

2020

—

Thousand m3

Potable Water Consumption†

Risk Management

Data

2019

—

Environmental Fines

Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes

2018

—

Environmental Management Indicators and Results
Environmental Incidents and Violations of Environmental Laws or Regulations (Data Collection
Period: January to December each year. Scope of Collection: Tokyo Tatemono Co., Ltd.)

Amount of Energy Generated from Solar Power (Scope of Collection: mega solar facilities
managed by Tokyo Fudosan Kanri)
Category

Respect for Human Rights

2017* From FY2021 the data collection period was changed to January to December. (Until FY2020 it was April to March.)

Sustainability Finance
Responding to Natural Disasters

Unit
Thousand m3

Potable Water Consumption†* DBJ Green Building Certification, CASBEE Building, etc.

* From FY2021 the data collection period was changed to January to December. (Until FY2020 it was April to March.)

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

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Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Data

Data

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building

Promoting a Recycling-oriented Society: Indicators and Results
Waste Emissions and Recycling Amount / Recycling Rate (Data Collection Period: April to
March of the following year. Scope of Collection: Tokyo Tatemono Long-term buildings andcommercial facilities that are subject to the Energy Conservation Law and for which wehave submitted written plans for waste reuse and reduction)
Waste Emissions Reduction Targets: 5% waste emission unit load reduction by FY2022
compared to FY2017 (equivalent to 1% annual reduction)
Category
Unit Load

Promoting a Recycling-oriented Society
Biodiversity
Sustainability FinanceDiversity & Inclusion Indicators and Results (Data Collection Period: January to
December each year. Scope of Collection: Tokyo Tatemono Co., Ltd.)
Headcount
Category

Unit

2017

2018

2019

2020

2021 2021 Targett5,173†

4,945†

5,151†

3,769†

3,939†—

Waste Amount†

Water Resources

Socialt/Thousand m2

8.6

8.3

8.5

5.5

5.3

8.3

Recycling Amount†

t

3,395

3,202†

3,280†

2,424†

2,305†—

Recycling Rate†

%

65.6

64.8

63.7

64.3

58.5†

—

Floor Area Within Scopeof Reporting

Thousand m

2

603

593

606

691

738

—

Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion

Waste Emissions and Recycling Amount / Recycling Rate (Scope of Collection:
Long-term buildings and commercial facilities for which Tokyo Tatemono has substantial
energy management authority and for which we have submitted a written plan for waste
reuse and reduction.
KPI/Target: Waste emissions per unit: 20% reduction by FY2030 compared to FY2019;
waste recycling rate: 90% reduction by FY2030

Corporate Governance

2017

2018

2019

2020

2021

687

719

749

772

805

Persons

542

548

563

575

595

20 to 30 years old

%

12.2

13.1

15.1

16.7

18.5

31 to 40 years old

%

28.2

25.2

22.0

21.0

22.4

41 years old and above

%

59.6

61.7

62.9

62.3

59.2

Persons

145

171

186

197

210

%

17.2

20.5

19.9

19.8

23.3
28.6

Men

Women
20 to 30 years old
31 to 40 years old

%

34.5

33.3

31.7

28.4

41 years old and above

%

48.3

46.2

48.4

51.8

48.1

Ratio of FT Women Employees

%

21.1

23.8

24.8

25.5

26.1

Ratio of Women Employees

%

26.6

27.7

28.9

30.2

30.8

Ratio of Foreign Regular Employees

%

0.3

0.3

0.3

0.3

0.2

Ratio of Employees with Disabilities*†

%

1.98†

1.87†

1.81†

1.75†

2.21†

Persons

339

350

360

367

376

Men

Persons

328

334

342

345

349

Women

Persons

11

16

18

22

27

Ratio of Management Positions Held by Women

%

3.2

4.6

5.0

6.0

7.2

Ratio of Director Positions Held by Women

%

0

0

0

0

8.3

Number of Managers

Material Issue KPIs and Targets P.8* Ratio of Employees with Disabilities is as of June each year

Category

Unit

2017

2018

2019

2020

2021

t

—

—

—

—

6,350†

t/Thousand m2

—

—

—

—

5.3

Recycling Amount

t

—

—

—

—

4,171†

Recycling Rate

%

—

—

—

—

65.7†

—

—

—

—

1,207

Total Waste Emissions†
Unit Load†

Governance

Unit
Persons

Full-Time (FT) Employees (Total)†

Floor Area Within Scope of Reporting

Thousand m

2

Risk Management
Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

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Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Data

Data

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources

TurnoverChildcare Leave

Category

Unit

2017

2018

2019

2020

2021

Full-time Employee Voluntary Turnover Rate†

%

1.4

2.6†

2.1†

2.2†

1.5†

Persons

10

20

17

18

13

Persons

8

11

9

6

9

Of which FT Employees

Persons

7

8

9

5

8

Of which Contract Employees

Persons

1

3

0

1

1

Persons

2

9

8

12

4

Men

Persons

1

7

6

4

7

Of which FT Employees

Persons

0

0

1

3

2

Women

Persons

16

18

23

22

23

Of which Contract Employees

Persons

2

9

7

9

2

Job Leavers (Total)
Men

Women

Promoting a Recycling-oriented Society
Biodiversity

Employment Status

Sustainability FinanceCategory

Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities

Unit

2017

2018

2019

2020

2021

Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management

Total Number of Employees Who Were Eligible
for Childcare Leave*1

Unit

2017

2018

2019

2020

2021

Persons

38

26

37

29

33

Men

Persons

28

17

21

22

23

Women

Persons

10

9

16

7

10

Persons

17

25

29

26

30

Total Number of Employees Who Have Taken
Childcare Leave

%

38.6

71.4

65.9

59.1

63.0

Men*2

%

3.6

41.2

28.6

18.2

30.4

Women

%

100.0

100.0

100.0

100.0

100.0

Persons

5

10

15

6

16

Percentage of Childcare Leave Taken

Total Number of Employees Who Returned toWork after Childcare Leave

Persons

19

22

21

20

33

Men

Persons

0

2

6

0

5

Men

Persons

15

14

14

15

23

Women

Persons

5

8

9

6

11

Women

Persons

4

8

7

5

10

%

21.1

36.4

33.0

25.0

30.3

100.0

100.0

100.0

100.0

100.0

New Hires (Total)

Ratio of Women among New Hires

Percentage of Employees Returning to Workafter Childcare Leave*3

%

%

32.1

29.0

41.7

57.4

37.7

Men

%

—

100.0

100.0

—

100.0

Years

13.1

12.9

13.0

13.0

13.0

Women

%

100.0

100.0

100.0

100.0

100.0

Men

Years

13.6

13.6

13.8

14.0

14.0

Women

Years

10.6

10.6

10.7

10.4

10.1

Years

3.0

3.0

3.1

3.6

3.9

Ratio of Mid-career Hires to Regular Employees
Average Years of Service

Difference in Average Tenure between Male andFemale Regular Employees* Following an examination of past figures, some figures for 2019 have been revised

Human Resource Investment and Development
Health Management / Occupational Safety and HealthCategory

Rehiring of Employees at Retirement Age
Category
Employees at Retirement Age
Rehires
Ratio of employees at retirement age who
were rehired

Unit

2017

2018

2019

2020

2021

Persons

12

8

8

11

10

Persons

11

7

8

9

8

%

91.7

87.5

100.0

81.8

80.0

*1 Total number of employees who had a child born in the relevant year.
*2 Male employees taking childcare leave = total number of male employees who took childcare leave in the relevant year/total number ofmale employees who had a child born in the relevant year.
*3 Total number of employees who returned to work/total number of employees who were scheduled to return to work (The number of
employees who returned to work is the number of employees who were scheduled to return to work excluding those who left for
personal reasons without returning to work).

Human Resource Investment and Development Indicators and Results (Data Collection
Period: January to December each year. Scope of Collection: Tokyo Tatemono Co., Ltd.)EBIT (Earnings Before Interest and Taxes) per Employee
Category
EBIT (earnings before interest and taxes)
per employee

Unit

2017

2018

2019

2020

2021

Million Yen

52

56

62

62

69

* A measure of productivity defined in ISO30414 (Guidelines for the Disclosure of Information on Human Capital).

Compliance
Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

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Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Data

Data

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureAverage Hours of Training per Year per Employee

Percentage of Unionized Employees

Category

Unit

2017

2018

2019

2020

2021

Category

Unit

2017

2018

2019

2020

2021

Average annual training hours

Hours

—

12.0

14.4

12.2

18.3

Percentage of Unionized Employees

%

100

100

100

100

100

Environment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources

Percentage of Employees Receiving Regular Performance Reviews
Category

Unit

2017

2018

2019

2020

2021

Changes in Average Overtime Hours Worked per Month (Data Collection Period: January to
December each year.)

Percentage of Employees Receiving Regular
Performance Reviews

%

100

100

100

100

100

Category

Unit

2017

2018

2019

2020

2021

Average overtime hours

Hours

21

25

23

24

26

Unit

Men

%

100

100

100

100

100

Women

%

100

100

100

100

100

Lost Time Injuries

Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters

Acceptance of Interns
Category
Total number of interns accepted

Category
Unit

2017

2018

2019

2020

2021

Persons

293†

157

144

207

272

* Includes participants in seminar-based one-day internships

SocialImproving Quality and Customer Satisfaction

Health Management / Occupational Safety and Health Indicators and Results(Data Collection Period: April to March each fiscal year. Scope of Collection:
Tokyo Tatemono Co., Ltd.)
Health Management-related Measures

Revitalizing Housing Complexes

Category

Contributing to Our Communities

Ratio of employees who underwent
a health check-up†

Respect for Human Rights
Supply Chain Management

Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
Governance

Unit
%

2017
100†

2018

2019

2020

2018

2019

2020

2021

0†

1†

0†

0†

1†

Of which FT Employees

Incidents

0

0

0

0

1

Of which Contract Employees

Incidents

0

1

0

0

0

Total Days Lost Due to Absence†

Days

81†

137†

122†

7†

386†

Ratio of Absenteeism†

%

—

—

0.06†

0†

0.18†

Persons

0

0

0

0

0

Of which FT Employees

Persons

0

0

0

0

0

Of which Contract Employees

Persons

0

0

0

0

0

Lost time incident frequency rate (LTIFR)†*2

—

—

—

0†

0†

0.59†

Occupational accident severity rate*3

—

—

—

0

0

0.001

Number of Deaths

2021

100†

100†

100†

100†

Reexamination rate

%

86.8

94.0

63.0

98.3

83.7

Ratio of employees who smoke

%

23.8

22.5

21.0

17.2

16.0

*1 Number of lost time injuries: Accidents that occur during work that result in one or more days absence.
*2 Lost time incident frequency rate: Number of fatalities and injuries due to occupational accidents /Total number of actual working hours x 1,000,000*3 Occupational accident severity rate: Total number of working days lost / Total number of actual working hours x 1,000* Smoking rates for 2018 or earlier are for executives and employees 35 years of age and older. Smoking rates from 2019 onward are for all
executives and employees.

Paid Leave Status

Corporate GovernanceCategory

Unit

2017

2018

2019

2020

2021

Risk Management

Average Number of Annual Paid Leave Utilization Days† Days

8.8†

9.9†

10.6†

9.3†

10.2†

Average Annual Paid Leave Utilization Rate†

—

—

57.7†

51.2†

57.5†

Compliance2017

Incidents

Number of Lost Time Injuries*1†%* Other leave policies provide for vacations such as summer leave and national holidays (not included in the above figures)

Data
Third-Party Assurance
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2022

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Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Data

Data

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society

GovernanceImproving Quality and Customer Satisfaction Indicators and Results
Office Building Customer Satisfaction Survey Results

Corporate Governance Indicators and Results
Board of Directors Related Data

Unit

2017

2018

2019

2020

2021

Satisfied

%

74.28

80.00

79.35

81.56

79.2

Somewhat satisfied

%

24.70

18.43

18.21

17.60

18.9

Category

Unit

2017

2018

2019

2020

2021

Somewhat dissatisfied

%

1.02

1.37

2.17

0.56

1.4

Number of Board Meetings

Meetings

12

13

15

14

15

Dissatisfied

%

0.00

0.20

0.27

0.28

0.5

Number of Directors

Persons

11

12

12

12

12

Persons

7

7

7

7

7

Number of Non-executive Officers on the Board
Persons(Excluding Independent External Directors)

1

1

1

1

1

Number of Executive Officers on Board

External Evaluation and Certification for Green Building
Water Resources

Revitalizing and Utilizing Real Estate Stock: Indicators and Results
Revitalizing Housing Complexes

Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance

Number of Independent External Directors

Category

Unit

2017

2018

2019

2020

Under
2021 reconstruction

Total units before reconstruction

Units

875

875

971

994

994

4,154

Total units after reconstruction

Units

1,644

1,644

1,846

1,884

1,884

8,008

Responding to Natural Disasters

Persons

3

4

4

4

4

Proportion of External Directors

%

27

33

33

33

33

Average Board Meeting Attendance

%

100

100

99

100

100

Meetings

5.0

5.8

3.8

4.8

4.6

Average Tenure of Directors* (Including
Independent External Directors) Years* Average length of tenure of directors is as of March 31 of each year

SocialRespect for Human Rights

Details on Revitalization of Housing Complexes (Properties Whose Reconstruction Has Been Completed or Started)

Supply Chain Management
Property name

Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes
Contributing to Our Communities

Completed Suwa 2-chome Housing Condominium Reconstruction
Project

Human Resource Investment and Development

Location

GovernanceCorporate GovernanceRisk Management
Compliance

StartedSite area before
reconstruction

Total units before
reconstruction

Year of completionof reconstruction

Site area afterreconstruction

Total units afterreconstruction

Brillia Tama New Town

Suwa 2-chome, Tama-shi, Tokyo

1971

64,399m2

640 units October 2013

64,399m2

1,249 units

Heights Komagome Apartments Reconstruction Project

Brillia Komagome Rikugien

6-chome, Honkomagome,
Bunkyo-ku, Tokyo

1971

940m2

25 units July 2014

940m2

49 units

Fujisaki Housing Condominium Reconstruction Project

Residence Momochi

2 Momochi, Sawara-ku,
Fukuoka-shi, Fukuoka

1971

9,946m2

130 units February 2015

9,946m2

232 units

Koganei Condominium Reconstruction Project

Brillia Koganei Sakuracho

Sakura-cho 2-chome,
Koganeishi, Tokyo

1964 and 1965

5,356m2

80 units April 2016

5,219m2

114 units

Senri-Tsukumodai A Condominium Complex Reconstruction
Project

Brillia City Senri Tsukumodai

3, Tsukumodai, Suita City, Osaka
Prefecture

1966

7,256m2

96 units December 2019

7,256m2

202 units

Hiratsuka-cho Housing Reconstruction Project

Brillia Hatanodai

6-chome Hatanodai,
Shinagawa-ku, Tokyo

1959

1,829m2

23 units November 2020

1,829m2

38 units

1979

2,820m2

328 units September 2023

2,820m2

420 units

1967

42,365m2

490 units September 2023

37,730m2

844 units

Health Management / Occupational Safety and HealthDiversity & Inclusion

Year of completionof original
construction

Itopia Hamarikyu Condominium Complex Reconstruction Project Brillia Tower Hamarikyu
Shakujii Koen Apartment Complex

1 Kaigan, Minato-ku, Tokyo

Brillia City Shakujiikoen ATLAS 3 Kami-shakujii, Nerima-ku, Tokyo

Data
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Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO

Data

Data

ESG Management
Materiality of the Tokyo Tatemono Group
Participation in Initiatives

Remuneration of Directors and Audit and Supervisory Board Members(Fiscal Year Ended December 2021)

FeatureViolations Related to Product and Service Information and Labeling
Category

Environment

Executive Class

Environmental Management

Number of
Eligible
Individuals

Total
Remuneration(Million Yen)

Fixed
Remuneration(Million Yen)

Performance
LinkedRemuneration(Million Yen)

Stock-BasedRemuneration(Million Yen)

Promoting a Decarbonized Society

Directors

9

263

174

41

479

External Evaluation and Certification for Green Building

Audit and Supervisory Board Members(Excluding External Members*)

2

52

—

—

52

Water Resources
Promoting a Recycling-oriented Society

External Officers

8

54

—

—

54

Total

19

370

174

41

585

* Two external corporate auditors

Responding to Natural Disasters
Social

2018

2019

2020

2021

0

0

0

0

0

Examples of regulatory violations that resulted
in fines or penalties

Incidents

0

0

0

0

0

Examples of regulatory violations that resulted
in warnings

Incidents

0

0

0

0

0

Examples of violations of voluntary norms

Incidents

0

0

0

0

0

Compliance Indicators and Results
Violation of Laws or Regulations and Related Sanctions
Category

Unit

2017

2018

2019

2020

2021

Category

2017

2018

2019

2020

2021

Incidents

0

0

0

0

0

Examples of regulatory violations that resulted
Incidents
in fines or penalties

0

0

0

0

0

Examples of regulatory violations that resulted
Incidents
in warnings

0

0

0

0

0

Examples of violations of voluntary norms

0

0

0

0

0

Unit

2017

2018

2019

2020

2021

Incidents

44

59

56

41

61

Incidents

Incidents

39

49

48

30

49

Consultation

Incidents

5

10

8

11

12

Labor Issues

Incidents

13

11

16

8

13

Sexual harassment

Incidents

3

1

3

2

3

Other harassment

Incidents

26

39

34

27

39

Other

Incidents

2

8

3

4

6

Number of incidents related to bribery

Incidents

0

0

0

0

0

Number of incidents related to antitrust or
anti-competitive behavior

Incidents

0

0

0

0

0

Supply Chain Management

Number of incidents related to Code of Conduct

Incidents

0

0

0

0

0

Category

Improving Quality and Customer Satisfaction

Number of incidents related to othercompliance violations

0

Number of Reports and Consultations to the
Helpline (FY2021)

Respect for Human Rights

Incidents

0

0

0

0

Revitalizing Housing Complexes

Violation of Laws or Regulations in the Field of Socioeconomic Activities

Human Resource Investment and Development

Category

Diversity & Inclusion
GovernanceCorporate GovernanceCompliance
Data

Unit

Number of Violations of Laws or Regulations in Socioeconomic Activities

2020

2021

Incidents

0

0

Yen

0

0

Incidents

00

Of which total amount of significant fines
Of which total number of sanctions other than fines

Incidents

Reports and Consultations to the Helpline(Breakdown)Compliance Training and Return Rate of Compliance Surveys
Category

Risk Management

Unit

Reports, Consultation Category Report

Contributing to Our Communities

Health Management / Occupational Safety and Health

Unit

Violations Related to Marketing Communications
Number of Violations

Biodiversity
Sustainability Finance2017

Incidents

Number of Violations

Total Amount by Type of Remuneration

Unit

2017

2018

2019

2020

2021

Persons

847

860

873

884

934

Compliance Training (e-Learning) Completion Rate

%

98.5

99.3

99.8

99.9

100

Return Rate of Compliance Surveys

%

80.5

80.2

75

74.8

73.2

Number of Students and Completion Rate ofCompliance (e-Learning) Training

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Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Management
Message from the President and CEO
ESG Management

Data
Third-Party
Assurance

Third-Party Assurance

Materiality of the Tokyo Tatemono Group
Participation in Initiatives
FeatureEnvironment
Environmental Management
Promoting a Decarbonized Society
External Evaluation and Certification for Green Building
Water Resources
Promoting a Recycling-oriented Society
Biodiversity
Sustainability Finance
Responding to Natural Disasters
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing Housing Complexes

LRQA Independent Assurance Statement

Relating to Tokyo Tatemono Co., Ltd.’s Environmental and Social Data for the
Calendar Year 2021
This Assurance Statement has been prepared for Tokyo Tatemono Co., Ltd. in accordance with our contract.

Terms of Engagement

LRQA Limited (LRQA) was commissioned by Tokyo Tatemono Co., Ltd. (“the Company”) to provide independent
assurance on its environmental and social data (“the report”) within its Sustainability Report 2021 and its corporatewebsite for the calendar year 2021, that is, from 1 January 2021 to 31 December 2021 against the assurance criteria
below to a limited level of assurance and at the materiality of the professional judgement of the verifier using ISAE
3000(Revised) and ISO 14064-3:2019 for greenhouse gas (“GHG”) emissions.
Our assurance engagement covered the Company and its consolidated subsidiaries’ operations and activities inJapan and overseas and specifically the following requirements:• Verifying conformance with the Company’s reporting methodologies• Evaluating the accuracy and reliability of data for the selected indicators listed below:
Social indicator
Environmental indicator 1[Property subject to reporting obligations under the Act on the • Employment rate of persons with disabilities 5
Rational Use of Energy] 2• Rate of health check-ups• Energy consumption (in kilo-liter of crude oil equivalent)• Average number of paid leave days taken• Scope 1 GHG emissions (tCO2e)• Average Ratio of Paid Leave Days Taken• Scope 2 GHG emissions (Market-based) (tCO2)• Number of lost time injury• The amount of renewable energy generated (kWh) 3• Lost Time Injury Frequency Rate
• Tap water consumption volume (m3)• Total days lost due to absenteeism• Recycled water amount (m3)
• Ratio of days lost due to absence• Total waste generated (tonnes)• Turnover rate (Only for Personal• Recycled waste amount (tonnes) 4
Circumstances)• Ratio of recycled waste (%)

Contributing to Our Communities[Long-term owned buildings and commercial facilities where
the Company has energy management authority]• Tap water consumption volume (m3)• Recycled water amount (m3) 4• Total waste generated (tonnes)• Recycled waste amount (tonnes)• Ratio of recycled waste (%)

Human Resource Investment and Development
Health Management / Occupational Safety and HealthDiversity & Inclusion
GovernanceCorporate Governance[The Company and its subsidiaries’ operations and activities ]• Scope 1 GHG emissions (tCO2e)• Scope 2 GHG emissions (Market-based) (tCO2)• Scope 3 GHG emissions (Category 1-15) (tCO2e)
LRQA’s responsibility is only to the Company. LRQA disclaims any liability or responsibility to others as explained in
the end footnote. The Company’s responsibility is for collecting, aggregating, analysing and presenting all the data

Compliance

LRQA’s Opinion

SignedDated: 22 June 2022

Based on LRQA’s approach nothing has come to our attention that would cause us to believe that Company has not,in all material respects:• Met the requirements of the criteria listed above• Disclosed accurate and reliable environmental and social data
The opinion expressed is formed on the basis of a limited level of assurance6 and at the materiality of the professional
judgement of the verifier.

Jun Yasumoto
LRQA Lead Verifier
On behalf of LRQA Limited
10th Floor, Queen's Tower A, 2-3-1 Minatomirai, Nishi-ku, Yokohama, JAPANLRQA’s Approach

LRQA, its affiliates and subsidiaries, and their respective officers, employees or agents are, individually and collectively, referred to in this clauseas 'LRQA'. LRQA assumes no responsibility and shall not be liable to any person for any loss, damage or expense caused by reliance on theinformation or advice in this document or howsoever provided, unless that person has signed a contract with the relevant LRQA entity for theprovision of this information or advice and in that case any responsibility or liability is exclusively on the terms and conditions set out in that
contract.
The English version of this Assurance Statement is the only valid version. LRQA assumes no responsibility for versions translated into otherlanguages.

LRQA’s assurance engagements are carried out in accordance with ISAE3000 (Revised) and ISO 14064-3:2019 for GHG
emissions. The following tasks though were undertaken as part of the evidence gathering process for this assurance
engagement:•
Auditing the Company’s data management systems to confirm that there were no significant errors, omissions
or mis-statements in the report. We did this by reviewing the effectiveness of data handling procedures,instructions and systems, including those for internal verification;•
Interviewing with key people responsible for compiling the data and drafting the report;•
Sampling datasets and tracing activity data back to aggregated levels;•
Verifying the historical Environmental / Social data and records for the calendar year 20214; and•Visiting Hareza Tower and Tokyo Tatemono Sendai Building to assess whether the data management systems
have been effectively implemented.

LRQA reference: YKA00000704

This Assurance Statement is only valid when published with the report to which it refers. It may only be reproduced in its entirety.
Copyright © LRQA, 2022.

Observations

Further observations and findings, made during the assurance engagement, are:Considering the interest of stakeholders, the scope of the company's reporting has been continuously expanded fromonly the Company to the whole group including consolidated subsidiaries, which is a highly evaluated. It is
recommended the Company will continue to maintain the high level data management systems and to ensure
accurate aggregation and calculation of environmental and social data.

LRQA’s Standards, Competence and Independence

LRQA implements and maintains a comprehensive management system that meets accreditation requirements for
ISO 14065 Greenhouse gases – Requirements for greenhouse gas validation and verification bodies for use inaccreditation or other forms of recognition and ISO/IEC 17021-1 Conformity assessment – Requirements for bodies
providing audit and certification of management systems – Part1: Requirements that are at least as demanding as therequirements of the International Standard on Quality Control 1 and comply with the Code of Ethics for Professional
Accountants issued by the International Ethics Standards Board for Accountants.
LRQA ensures the selection of appropriately qualified individuals based on their qualifications, training andexperience. The outcome of all verification and certification assessments is then internally reviewed by senior
management to ensure that the approach applied is rigorous and transparent.
This is the only work undertaken by LRQA for Company and as such does not compromise our independence or
impartiality.

1

GHG quantification is subject to inherent uncertainty.
The scope covers the real estate owned by the Company and subject to reporting obligations under the Act on the Rational Use of Energy.
Renewable energy generation covers the amount of solar power generated at the company's own properties.
Reporting period of total waste generated (Including Recycled waste) is from Apr.1 2021 to Mar.31 2022
5
Employment rate of persons with disabilities is as of 1 June 2021.
2

Risk Management

and information within the report and for maintaining effective internal controls over the systems from which thereport is derived. Ultimately, the report has been approved by, and remains the responsibility of the Company.

3
4

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6

The extent of evidence-gathering for a limited assurance engagement is less than for a reasonable assurance engagement. Limited assurance
engagements focus on aggregated data rather than physically checking source data at sites. Consequently, the level of assurance obtained in alimited assurance engagement is lower than the assurance that would have been obtained had a reasonable assurance engagement been
performed.
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Contact:
Sustainability Management Department
Tokyo Tatemono Co., Ltd.
TEL: +81 (0) 3-3274-0148

Published: June 2022