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Community Involvement

Utilization of Human
Resource Assets

Improving Management System

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

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

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

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

Index and Performance
Female Employment Rate/Female Management Rate
Index

December 2015

December 2016

December 2017

Female employee rate

21%

26%

27%

Female management rate

2%

3%

3%

June 2015

June 2016

June 2017

December 2017

2.06%

1.88%

1.98%

2.10%

Employment Rate of Persons with Disabilities
Index
Employment rate of persons with disabilities

Promotion of Women to Take Active Roles
we have established a re-employment program for
employees who have resigned due to pregnancy, childbirth,child rearing, and nursing care in addition to a policy toaccompany a spouse who is transferred overseas.
Employees who have resigned to accompany a spousetransferred overseas are also able to take advantage of there-employment policy for employees who have resigned.

Tokyo Tatemono is working to build a workplace andappoint diverse human resources as a way to fully drive thepotential of the individual skills and personalities of womenas well as their ambition.
In December 2017, our female employment rate was 27%,
which increased six points from 2015.
As systems for maintaining careers with flexibility to life
events when building a women-friendly workplace progress,

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

Employees at retirement age
2017
2016
2015
2014
2013

Re-employment

12

11

92%

4

3

75%

6

4

67%

5

3

60%

6

4

67%

Promotion of People with Disabilities to Take Active Roles
Trends in the Employment Rate of People with Disabilities

Tokyo Tatemono put in place a Committee on the
Employment of Physically Disabled in 1993 and actively
strives to employ people with disabilities. We have
prepared a system in which people with disabilities will
have long-term stable employment, such as assigning themto the most appropriate department, conducting regularconsultations with the Personnel Division, and setting
working hours considering the level of disability.
The actual employment rate of persons with disabilities
was 1.98% as of June 2017 when we submitted notification
to the Ministry of Health, Labour and Welfare and 2.10%
as of the end of the year. Furthermore, we are fulfilling thenumber of people with disabilities who are required to be
employed under the Act for Promotion of Employment of
Persons with Disabilities.

Actual employment rate

(%)
2.5
2.0

2.03

2.06

2.10

2.06
1.88

1.5
1.0
0.5
0.0

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2013

2014

2015

2016

2017

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Work-Life Balance
Policy and Concept
Realizing a work-life balance and increasing productivity
have become important issues in the sustainable
development of employees and companies amidst concerns
about issues of long working hours and mental health grow.
The Tokyo Tatemono Group is conducting initiatives toimprove health based on the Group Health Management
Declaration.

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

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

We have established Health Committee made up
of members from the Personnel Division, industrial
physicians, and representatives from each office. The
Health Committee generally convenes once a month for the
purpose of improving standards of occupational health inIndex and Performance
Number of paid leave days taken
2013
Average number of paid
leave days taken

8.8

2014
8.6

2015
8.8

2016
8.7

2017

2020 Target

8.8

30% increase compared to2015 (11.4 days)*Other leave systems such as summer leave and national holidays are also provided (these days are not included in the above figures)

Rate of Health Check-ups
Rate of health check-ups

2013

2014

2015

2016

2017

2018 Target

100%

100%

100%

100%

100%

100%

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

Tokyo Tatemono is conducting various initiatives based on
the Group Health Management Declaration.
●Third-party Evaluation of Health Management
Our sincere efforts toward health were evaluated andreceived the highest rank in 2014 for distinguished initiatives
with the health considerations of employees in the DBJ
Health Management Rating run by the Development Bankof Japan.
In February 2018, we were recognized under the CertifiedHealth and Productivity Management Organization
Recognition Program (White 500), a program in which the
Ministry of Economy, Trade and Industry certifies companies
practicing excellent health management, for the second
consecutive year.

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

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

●Health Improvement Initiatives
Tokyo Tatemono aims to have a check-up rate of 100% forperiodic health examinations, and is advancing initiatives
to raise greater awareness in all employees about healthmanagement (100% rate is sustained since 2011).
We coordinate with health insurance associations to
conduct a wide range of initiatives for improving healthmanagement. We promote support to help people quit
smoking and have introduced a measure that gives
mementos to smokers who have successfully quit smoking.
We also understand the health risk attributes of employees
in addition to actively engaging in preventative measuresagainst severe illnesses for non-obese and young people
not eligible for special screenings with the purpose of
improving health through preventative and early-term
treatment. We also introduced group dental check-ups in2017 as part of our efforts in health management.

CSR Website Feature: Health Management Ensuring Results(Published 2017)www.tatemono.com/csr/special/healthcare.html(Available in Japanese Only)47

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TOPICS

Eight Tatemono Group Companies Certified Excellent Under the Health andProductivity Management Organization Recognition Program
Tokyo Tatemono and seven other Group companies have been certified as excellent
under the Tokyo Association, National Federation of Health Insurance Societies’ Healthand Productivity Management Organization Recognition Program and received theSilver recognition.
The Program certifies companies that have vowed to work to improve health as awhole organization (corporate health declaration) and that have satisfied certain
results thereafter. Silver is only awarded to companies that receive 80 or more points
in the evaluation. Only about 237 companies out of the roughly 900 companies thatparticipated in this program received the Silver Recognition. (As of February 2018, nocompany has yet to be awarded Gold).
In the future, the entire Group will continue to work to better health.
Group Companies Awarded the Silver in the Recognition Program· Tokyo Tatemono Co., Ltd.

· Tokyo Tatemono Real Estate Sales Co., Ltd.

· Tokyo Fudosan Kanri Co., Ltd.

· Tokyo Tatemono Investment Advisors· Nihon Parking Corporation· Parking Support Center Corporation· E-State Online Co., Ltd.

Group Companies Awarded
the Silver in the Recognition
Program (Tokyo Tatemono
Co., Ltd.)· PRIME PLACE Co., Ltd.

Work-Style Innovation Initiatives
We started this activity in April 2017 and have shared the
purpose and ideal goals of work-style innovation while
having broad discussion between labor and management.
Specific measures to improve productivity in the future will
also be debated for adoption as company-wide initiatives.

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

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

Strengthen Growth
Capabilities

Image of Tokyo Tatemono Work-Style Innovation

Both

Corporate Growth

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

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

Reduce Time

Generate Time

Make Decisions Rapidly

Fully Manage Time48

Share Know-how

Build IT andother infrastructureIndex

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Initiatives to Reduce Overtime
Overtime Trends

Tokyo Tatemono has continued measures to prevent
overtime since 2008 from the perspectives of work-lifebalance and employee health management. We haveadopted a system to shut down computers at the standard
end of the working day in 2010 to control late-night working
hours and prevent overwork. Furthermore, in departments
long-working hours occur, we have implemented aframework to fight back by requiring direct supervisors toreport improvement measures. Through this type of PDCA
cycle, we are striving to reduce overtime (outside working
hours) and have reduced overtime roughly 50% (compared
to 2008) up until now.
In this way, we are striving to effectively control long working
hours from both hard and soft aspects, but we will also
actively endeavor even in measures to raise awarenessabout work-style innovation in the future.

(Overtime in the first half of 2008 right before the initiatives is designated as 100. The
initiatives started from July 2008.)

100

所定外労働

（取組み直前の

75
50
25
0

100
75

Start of Computer Forced Shutdown(August 2010)

50
25

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 (Year)

System to Maintain Careers with Flexibility to Life Events

2.03

2.06

2.10

2.06
1.88

child rearing, or nursing care. As re-employment of
employees who have resigned becomes systemized, theprogram is founded to actively help employees passionate
about contributing to society through Tokyo Tatemono who
have had to resign for unforeseen circumstances due to theever-changing living environment to realize that desire.

Tokyo Tatemono has established various systems in which
each and every employee can maintain their careers
flexibility with life events so that employees that havediverse backgrounds can take an active role.
●Leave Program for Pregnancy, Childbirth, Child
Rearing, and Nursing Care
The period of leave necessary for child rearing and nursing
care differs according to the living environment of each andevery employee. When employees are directly confronted
by these transition periods, they may take up to three yearsof leave for the reason of child rearing and nursing care.

●Program to Accompany Spouses Transferred Overseas
Opportunities to work abroad are growing regardless ofgender in a backdrop of globalization and gender equality
in employment. Tokyo Tatemono has established a program
to recognize leave for up to three years so that employees
who have a spouse transferred overseas can consider theirfamily life if choosing to accompany their spouse and live
overseas.
Employees who have resigned for this reason are alsoable to take advantage of the re-employment policy for
employees who have resigned.

●Re-Employment Program for Employees who
Resigned Due to Pregnancy, Childbirth, Child
Rearing, or Nursing Care
We have established a re-employment program for
employees who have resigned due to pregnancy, childbirth,

Support of Club Activities
Tokyo Tatemono put in place approval and subsidy rules
for club activities in 2014 and has introduced systems to
support the outside activities of employees.
Currently, we are subsidizing rental fees of activity venues
and participation costs in competitions for the twelve clubsthat have been approved. Employees of Group companies
are also participating, and we are conducting Group-wide
activities that go beyond corporate barriers.
Furthermore, each club participates in athletic competitions
held by local public organizations and actively
communicates with the local community.
Music Club49

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

Human Resource Policy
1.

Developing ideal human resource
Ideal human resource: person that istrusted and that opens new avenue forthe future2.

Realization of a satisfying working place
where employees can feel their growth

System (Human Resource Development System)
through regular interviews by the Personnel Division.
We are providing enhanced programs such as volunteer
type internal training and external dispatch training aswell as multi-industry social training for mid- and higher
level employees to cultivate a self-learning climate for
employees.
Training for managers includes training to enhance dailyline management such as training for evaluators and mental
health and line care training, in addition to dispatching
employees to external training agencies such as businessschools to enhance their strategic perspective andmanagement capabilities.
Furthermore, we support learning English and Chinese anddispatching employees to overseas training considering
future global expansion.

Tokyo Tatemono has set the first two years after joining
the company as a development period, and it focuses ondeveloping young employees by implementing a five-yearcollective training program that includes basic businesstraining (logical thinking, presentation, etc.).
Furthermore, for the purpose of experiencing and gaining
the broader knowledge required for employees of acomprehensive real estate company, human resources are
first assigned to a department that is a contact point withcustomers and then rotated around to experience about
three departments in the ten years after joining the company
for new graduate recruits.
To strengthen the OJT development cycle in the workplace,training for managers who are the instructors andcounseling system for new recruits have been implemented.
The operation status of these initiatives is monitored

Index and Performance
Turnover Rate
Turnover rate (only for personal circumstances)

2013

2014

2015

2016

2017

1.7%

1.9%

2.2%

1.4%

1.4%

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

Tokyo Tatemono Group has positioned providing amazing
value through innovative group synergy as one important
strategy based on the Medium-term Business Plan tocontinue to be the leading choice.
We are conducting Group workshops for junior employees
as one initiative to drive Group synergy. In 2017, we
conducted camp-style introductory training (four days and50

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TOPICSGroup Athletic Meet for New Employees for Group Synergy

On November 14, 2017, we held the Tokyo Tatemono Group New Employee Athletic Meet to deepen interaction
between new employees.
A total of approximately 100 new employees and persons in charge of personnel at each company from seven Group
companies (Tokyo Tatemono, Tokyo Tatemono Real Estate Sales, Tokyo Real Estate Management, Tokyo Tatemono
Amenity Support, Prime Place, Nihon Parking, and E-State Online) participated and a competition was held between
teams made up of a mixture of people from each company.
New employees teamed up and worked together to deepen their mutual understanding. This facilitates better
communication across the Group even in future business. These connections become a foundation, which we expect
will aid in future Group synergy.
Representatives from the personnel departments at each company planned and operated the athletic meet thatwas held, which became a wonderful opportunity to think about improving Group synergy through human resource
development.

Overseas Training for Global Human Resource Development
Furthermore, as a more practical program, we deployedinterns to our local Chinese subsidiary and we conductedtraining where these interns were able to learn local culture
and business trends through actual work experience. In the
future, we will also support the growth of human resources
who have a desire to take on the challenge of creating newvalue on a global scale regardless of country.

Tokyo Tatemono conducts overseas training for the purposeof heightening a global mind as business expands more andmore globally.
Junior and mid-career employees were dispatched to thewest coast of America in 2017 to experience a different
culture first-hand while engaging in training to nurture
creativity and critical thinking by visiting local companies
and conducting field work.

51