Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Message from the President 

P3

FeatureP4

Feature Start of Childcare Business at Ohayo Child Care 

P4Group Profile 

P7

Corporate Philosophy and CSR 

P8

Environment
Environmental Initiatives

P11

Policy and System for Environmental Initiatives 

P11

Climate Change 

P15

Water Resources P19

Biodiversity 

P18

Waste and Hazardous Substance Management 

P20

Society
Safety & Security Initiatives

P22

Improving Quality and Customer Satisfaction Disaster Prevention Measures 

P22

Responding to Social Change

P31

Responding to an Aging Society 

P31

Responding to an Increase in Children on Waiting Lists for
Nursery Schools 

P36

P29

Support for the Social Progress of Women [Editorial Policy]
Tokyo Tatemono Group sees the realizationof a sustainable society as its duty. The
CSR information broadcast to society is forthe purpose of communicating the type of
initiatives that we are undertaking to all of our
stakeholders. The CSR Communication Book
(Booklet) is published in an easy-to-read format
to target an even greater number of people.
Initiatives including all data are published ina CSR Report that brings together our efforts
each year as a PDF on our CSR website.
To facilitate understanding from various
stakeholders, Tokyo Tatemono Group selects
themes considered important to society andour customers and strives to expand our public
information items around recent examples
of initiatives for those themes. Our CSR
information this year follows the trend to publish
social ESG information and structure that
information into E (Environment), S (Society)and G (Governance) chapters.
In addition, the feature article includes
initiatives distinct to the Tokyo Tatemono Group
that we would like to highlight in particular to allof our stakeholders.
In Responding to Social Changes, recent
activities that the Tokyo Tatemono Group is
focusing on in response to the changing society
are reported.

P34

Revitalization of Aging Condominiums 

P37Community Involvement

P39

Co-existence with Communities P39

Utilization of Human Resource Assets

P44

Diversity & Inclusion 

P44

Human Resource Development 

P50

Cultural and Social Contribution Activities P41Work-Life Balance 

P46

GovernanceImproving Management System

P52

Corporate Governance 
Risk Management 

P52

Respect for Human Rights 

P59

P54

Compliance 

P56

Topics 

P60

2[Publication Date]
June 2018[Period of Reporting]
Activities in FY2017 (January 1, 2017 to
December 31, 2017) are set as the target
period for reporting, but some of the information
included in this report is for other fiscal years
as well. Environmental data corresponds to aperiod between April to the following March ofeach fiscal year.
[Scope of Reporting]This report primarily focuses on activitiesof Tokyo Tatemono Co., Ltd., but some
sections report on activities of the entire
Tokyo Tatemono Group or Group companies.
Activities of Tokyo Tatemono Co., Ltd. areindicated as Tokyo Tatemono and activities ofthe entire Group are indicated as the Tokyo
Tatemono Group.
[Department Supervising Publication]
Corporate Communications Department
Tokyo Tatemono Co., Ltd.
1-9-9 Yaesu, Chuo-ku, Tokyo 103-8285
TEL: 03-3274-1984

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Message from the President
Aiming to Become a Corporate Group Necessary
to Both Society and Customers
Tokyo Tatemono was founded as the Yasuda financial
conglomerate in 1896 by Zenjiro Yasuda, and it is the oldest
real estate company in Japan. At a time when real estatetransactions were not sufficiently available, Yasuda wasfounded based on a philosophy to ensure the customer
always comes first and to have an enterprising spirit withthe belief that all people should feel secure in real estatetransactions. This philosophy is the foundation of ourbusiness activities even now passed down generation to
generation for over 120 years to today.
Looking back at the history of the path taken by theJapanese corporation, we saw generations from a highgrowth period after the war to a lack of properties whereanything built would sell. However, as society became more
affluent, people began to select only quality real estate,
and that quality has now become expected to give way toa generation where customers will only choose real estateable to provide greater added value. Companies must also
continue to take on further challenges to earn trust from ourcustomers or it will not survive. This means our philosophy
focusing on the two principles to ensure that the customers
always comes first and to have a progressive spirit of acting
ahead of the times are more important than ever before.
However, looking at the current economy in Japan, we
can see the country is facing various changes, such as
intensifying competition between international cities,
a progressing aging society with a dwindling birthrate,
population decline in the medium to long term, anddiversifying values. In these challenging times, the Tokyo
Tatemono Group has formulated a new five year mediumterm business plan that began in 2015 and is set to end in
2019 with the belief that the Group has just stepped up to
the starting line in all things, such as truly benefiting ourcustomers from their and society's perspective as well as
considering what society wants.
The plan upholds the Group statement to "continue tobe the leading choice, providing amazing value throughinnovative group synergy." We are aiming to provide
attractive value, bringing wonder to customers, by facilitatingsynergy with systematic cooperation between various
Group businesses and further reinforcing software services.
Pursuing both ease of handling our hardware products andenhancement of software services are essential to respondto societal changes and overcome challenges, such as anaging society with a dwindling birthrate, and bring new value
to society. Furthermore, this will surely contribute greatly torealizing a variety of goals that include making cities andhuman settlements inclusive, safe, resilient and sustainable,

which is one of the seventeen goals in the Sustainable
Development Goals (SDGs) adopted at the United Nations
Summit.
The Tokyo Tatemono Group hopes to build trust with
its customers and society by embodying its corporate
philosophy of "trust beyond the era" through all Group
employees while growing as a "corporate group that
contributes to the society and is necessary to both society
and customers." We ask for your continued support andguidance.

Hitoshi Nomura

President and Chief Executive Officer3

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

FeatureStart of Childcare Business at Ohayo Child Care

Tokyo Tatemono established Tokyo Tatemono Kids Co., Ltd. together with the Global Group Corporation, which is
expanding businesses such as child care primarily in the Tokyo metropolitan area. Ohayo Child Care opened threechild care facilities as of April 2017 and five more as of April 2018. Tokyo Tatemono is the first major developer in theindustry to operate its own child care business. We will help a generation of double-income families raise their children
and contribute to the future of these children while also working to support regional exchange and child care in areas
where Ohayo Child Care facilities have opened.

Issue of Children on Waiting Lists
unique subsidy programs are increasing because the livabilityof this generation of children connects to enhancing household
structures and strengthen public finance in an aging society
for these municipalities. Moreover, the national governmentis expanding a variety of policies to encourage entry into thechildcare business as a way to accelerate action in society tosolve the issue of children on waiting lists for nursery schools.

The issue of children on waiting lists for nursery schools
due to a lack of childcare facilities is worsening as the
population becomes concentrated in urban areas andthe number of double-income families increases. Many
problems manifest as social issues due to the lack ofnursery schools, such as a delay of women returning towork because childcare is not available for their children.
In the backdrop of this insufficient increase in childcare
facilities, we find a lack of childcare professionals, theopposition of neighboring residents living in residential areas,
and the need for a system able to handle the evaluation
for injecting subsidies into the establishment as well as theoperation of facilities to make new entry into this field easier.
However, local governments introducing measures such as

Points related to the issue of children on waiting lists:· Many children on waiting lists are in large cities· Securing space for childcare facilities is difficultin urban areas· Entry into childcare by business operators is noteasy due to subsidy programs
4

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Ohayo Child Care Operated by Tokyo Tatemono Kids
In April 2017, Tokyo Tatemono Kids opened three Ohayo
Child Care facilities in Tokyo and Yokohama. In April
2018, Tokyo Tatemono Kids opened five additionalchildcare facilities. Based on the childcare philosophy
to nurture abilities to live fully, Ohayo Child Careteaches children to think for themselves and builds anenvironment for them to work independently.

Ohayo Child Care
Shiinamachi

Ohayo Child Care
Nishi-Sugamo

Ohayo Child Care Kameido

Tokyo

Ohayo Child Care
Minami-Sunamachi

Ohayo Child Care
Omorimachi

Ohayo Child Care Mitsuzawa Shimocho
Ohayo Child Care Hanasakicho

Yokohama
City

Ohayo Child Care
Yokohama Negishi

The Future of Ohayo Child Care

Ohayo Child Care
Nursery schools are thought to be the first place thatchildren interact with society. We want to nurture people
who are able to make the proper greeting that is mostimportant in social life. We hope everyone can start each
day invigorated by a greeting of "good morning" or "Ohayo"in Japanese. Ohayo Child Care will become a spiritualhome now and in the future with the hope of being a nurseryschool always loved by everyone. This is our passion.

Why is Tokyo Tatemono Engaged in the Childcare Business?
Our urban development not only erects buildings but also
forges an eternity of history, including the interaction withpeople in the local community.
We felt we could leverage our know-how to develop
and operate childcare facilities based on the belief thatchildcare facilities contribute to society for the people inthe community and for the future of the city. At the time
we started investigating our prospects, we earned theopportunity to gain investment from the Global Group that
operates the Global Kids nursery schools, which was amajor factor for Tokyo Tatemono to acquire know-how inthe childcare business.

This was our first endeavor in a human development
business, but management has come together with
teamwork thanks to the joint venture with the Global
Group.
Even in this social backdrop, we believed we could bringabout urban development, regional contributions, andcommunity interaction unique to the Tokyo TatemonoGroup as we received guidance about setting up
childcare facilities internally from government bodies
when developing buildings and residences.

5

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Childcare Together with the Community
Tokyo Tatemono Kids and Ohayo Child Care operates
through a business planning department entrusted with
duties from securing properties to opening facilities, achildcare planning department entrusted with operating
the nursery schools and hiring staff, and the staff at eachof the nursery schools. The nursery teachers, nurses,
cooks, part-time employees and the rest of the staff led
by the principal at each nursery school work in childcareby bringing originality to their school while valuing the
Ohayo Child Care philosophy.
We started by learning about the employment ofnursery teachers and educational techniques from theknow-how cultivated by Global Kids, which we had anaffiliate relationship with at first. We have also gradually
incorporated features unique to Tokyo Tatemono Kids.

The work environment of nursery school teachers is
generally known for being unforgiving, but Ohayo Child
Care will strive to prevent overwork and provide highquality childcare. The problem of noise is also often
talked about when opening a nursery school, but active
ongoing communication with everyone in the community
in addition to operational efforts, such as childcare
classes for families in neighboring households, are able
to maintain a good relationship with that community.
In this way, we are accumulating know-how in theoperation of nursery schools while hoping for synergy
with other Tokyo Tatemono businesses in the future. We
plan to open Ohayo Child Care facilities in various othercomplexes, such as the Brillia condominiums.

[Feature of Ohayo ChildCare]
The Hope of Warmth
Felt from Natural
Materials
Ohayo Child Care is particular
about using wooden materials
for the interior so that thechildren will feel the warmth of
the natural materials that they
are interacting with on a daily
basis. From the softness tothe touch and fragrance of thenatural wood, we are passionate
in our desire for children to touch
genuine wood as their senses
blossom.

VOICE ｜ From an On-site Childcare Professional

VOICE ｜ From Tokyo Tatemono Kids

I work with twenty children from newborns to two-year
old toddlers at Ohayo Child Care Kameido. One distinct
characteristic of Ohayo Child Care is the small size whichallows us to work closely with each and every child. We
also accept children who have a foreign nationality. We
respect each of their cultural differences and take care tostay in close contact with their guardians.

One year has passed since we opened, but we always keep inmind that it is us building the nursery schools. We work to cultivateeven greater solidarity while facilitating communication between
the staff, the nursery schools, and the head office. I am gratefulfor the thanks and praise from parents and local governments that
we have received in the one year since opening. The principals
and the rest of the staff are coming up with and gather positive
ideas to further bring out the originality of Ohayo Child Care. In the
future, we will operate our nurseryschools better than ever and I hope
we will contribute building a local
community able to support people inraising children from every direction.

Miwako Ono

Akinobu Inomata

Principal
Ohayo Child Care Kameido

Area Manager
Tokyo Tatemono Kids

6

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Group Profile
Corporate Data
Company Name

: Tokyo Tatemono Co., Ltd.

Head Office: Tokyo Tatemono Head Office Building 1-9-9 Yaesu, Chuo-ku, Tokyo 103-8285

Established: October 1, 1896

Capital: 92.4 billion yen (As of December 31, 2017)

Number of Employees

Number of Consolidated Employees: 587 (As of December 31, 2017): 4,813 (As of December 31, 2017)

Main Business of the Tokyo Tatemono GroupTokyo Tatemono Group develops various businesses to support the life of customers and provide attractive value, bringing wonder
to customers by pursuing not only quality of assets and buildings, but also high-quality software and services.

Office Buildings

Residences

Urban Development/
Office Buildings

Condominium and Rental
Housing

Commercial
Facilities

Child Care

Commercial Facilities and
Urban-type Hotels

Nursery Schools

Real Estate
Solutions

Real Estate
Fund

CRE Strategy Support,
Brokerage and Property
Management, Asset
Solutions, and Real
Estate Appraisal

Real Estate
Investment Products

Parking Lots

Overseas Business

Pay-by-the-hour andPay-by-the-month Parking

Real Estate Development
in China and emerging
countries in Asia

SeniorLeisureResidences for Elderly
People and Nursing Care
Services

Pet-friendly Hotels,
Hot Spring Facilities,
and Golf Courses

Group Companies
Tokyo Tatemono Real Estate Sales Co., Ltd.

Japan Rental Guaranty Co., Ltd.

MedicalLink inc.

Tokyo Building Service Co., Ltd.

Parking Support Center Corporation

Tokyo Tatemono (Shanghai) Real Estate Consulting Co., Ltd.

Tokyo Fudosan Kanri Co., Ltd.

Shinjuku Center Building Management Co., Ltd.
Seishin Service Co., Ltd.

Tokyo Tatemono Amenity Support Co., Ltd.
E-State Online Co., Ltd.

PRIME PLACE Co., Ltd.

Nihon Parking Corporation

Tokyo Tatemono Senior Life Support Co., Ltd.
Seiaien Co., Ltd.

Tokyo Tatemono Resort Co., Ltd.
Tokyo Tatemono Asia Pte. Ltd.

Tokyo Tatemono Investment Advisors Co., Ltd.
Tokyo Realty Investment Management, Inc.

Care Like Co., Ltd.
Frontier inc.

Frontier Western Japan inc.

7

Tokyo Tatemono Kids Co., Ltd.

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Corporate Philosophy and CSR
As a comprehensive real estate company, it has been the goal of Tokyo Tatemono since its establishment in 1896
to create a rich and comfortable urban environment. Boasting more than a century’s worth of confidence, we aim torealize a sustainable society and improve our corporate value as a member of society by finding solutions to various
social issues.

Corporate Philosophy

Trust beyond the era.

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

Corporate Stance
We support affluent and dream-filled living.
We aim to create comfortable urban environments.
We create worthwhile spaces offering peace of mind.

CSR Philosophy
CSR of Tokyo Tatemono Group is to realize city building that contributes to the future of the city based on corporate philosophy
and corporate stance.
In doing so, we promote CSR activities with the four themes of "Safety and Security," "Environment," "Responding to Social
Changes" and "Community Involvement."
Image of Tokyo Tatemono Group’s CSR

Community Involvement
Responding to Social Change

Trust beyond the era.

Safety & Security

Environment

Realizing City Building that Contributes to the Future of the City

8

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management SystemBack

CSR Promotion System
CSR Promotion Structure

The Corporate Communications Department acts as thesecretariat under the direction of the President and CEO
at the Tokyo Tatemono Group and cooperates with the
Corporate Planning Department, Personnel Department,
and General Affairs Department in all of the Groupinitiatives.
We define the activities that we should engage in for CSR
in each of these business departments, and we are moving
those initiatives forward.

President and CEO

Corporate Communications Department
Coordinate
CSR-related Departments
Corporate Planning Department, Personnel Department,
and General Affairs Department

Each Business Department

Stakeholders & Engagement
these stakeholders so that we will realize city building that
contributes to the future of the city.

We are actively promoting communication with a variety
of stakeholders at the Tokyo Tatemono Group. We work
to create new value by incorporating the feedback ofConcepts and Method of a Dialogue with Our Main Stakeholders
Stakeholder

Concept of Dialog

Method of Dialog

Customers (building tenants,
home buyers, users of eachservice)

We are introducing various systems to reflect the
feedback from customers in our business activities toprovide worthwhile products and services with safety
and security as well as work to improve customer
satisfaction.

· Customer satisfaction surveys· Brillia Owner’s Dial (Contact for home buyers)· Various questionnaires· Online inquire form

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

We will work to improve regional value and contributeto the local community through efforts such as urban
development, community revitalization, and various
community activities.

·D ialogue with local residents and government bodies in theplanning, development, and management of properties· Volunteer activities such as green activities· Participation in local events and festivals· Support for education and the arts
· Disaster reconstruction support

Employees

We are working to realize a satisfying working place
where employees can feel their growth while we are
striving to develop human resources who can be trusted
and who are able to carve out their future.

· Various educational training and commendation systems· Regular personnel interviews· Dialogue with labor unions and hosting of events· Individual consultation for childcare and nursing care
support, etc.

Shareholders and investors

We aim to build longer-term fiduciary relationships
with all of our shareholders and investors as well as
earn their proper assessment through sincere and fair
informational disclosure and active communication.

· IR information on our website· General Meeting of Shareholders· Seminars for private investors· IR meetings (Japan/overseas)

Partners (business operators
related to planning,development, management ofproperties and the provision ofservices, etc.)

We conduct fair and equal business dealings with all ofour partners and strive to realize close communication
to build even better relationships with those partners.

· Verification of second and third tier subcontractors· Verification through an internal check sheet· Regular meetings

9Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Contribution to SDGs
SDGs stand for Sustainable Development Goals, which
are international targets up to 2030 adopted at the United
Nations Summit. The 17 sustainable development goals areset for a wide range of fields according to the diverse social
challenges in emerging and developed countries, and thesegoals are expected to help even companies achieve thetargets.
The Tokyo Tatemono Group is sympathetic to thephilosophy of these SDGs and contributes to achieving
these goals through its business activities as a developer.

Relationship of Tokyo Tatemono Group Initiatives and Relevant SDG Targets
Field

Initiative

Safety and security
initiatives

Improving quality andcustomer satisfaction→ P.22

Environmental
initiatives

Responding tosocial change

Various environmental
initiatives→ P.11

Improving
management
systems

We increase energy efficiency and reduce the use of water resources throughthe use of the latest equipment.
We enhance our ability to adapt to large-scale natural disasters influenced byfactors such as climate change.
We contribute to sustaining and restoring biodiversity through greening.

We aim to build inclusive and safe cities by providing buildings and living spaces able tosatisfy a variety of customers.

Disaster prevention
initiatives→ P.29We aim to build safe cities through disaster prevention initiatives. We alsoenhance are our ability to adapt to large-scale disasters influenced by factors
such as climate change.

Residences for elderly
people→ P.31

We contribute to ensuring healthy lifestyles by providing nursing carefunctions. We aim to build sustainable cities where multiple generations canlive in cooperation with neighboring communities.

Bloomoi Project→ P.34

We improve comfortable lifestyles and work of women to contribute to gender equality
through the preparation of residential and office environments.

Problem of children on
waiting lists for nurseryschools→ P.36

We contribute to building inclusive cities comfortable for people in the next generation tolive by providing the childcare functions that are lacking.

Renovation condominiums→ P.37

Community
Involvement

Relevant SDG Targets and Description of Contribution

Co-existing with
communities→ P.39We aim to build inclusive cities where people from many generations such as
children and the elderly can live safely and securely through reconstruction.
We also contribute to sustaining and recovering biodiversity by creating green
spaces.

We support the connection between people in cities through various activities.

Cultural and social
contribution activities→ P.41

We provide inclusive facilities and contribute to the provision of
educational opportunities through those facilities. We contribute tosustainable urban development and sustainable production andconsumption.

Respecting human rights→ P.59

We include the respect for personalities and values in the
Compliance Charter, and we are working to respect human rights,
prevent acts of discrimination and harassment, and ensure a
comfortable working environment.

10Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Environmental Initiatives
Policy and System for Environmental Initiatives
Policy and Concepts
Tokyo Tatemono Group has formulated the Group Environmental Policy to contribute in building a sustainable society throughbusiness activities that consider the environment.

Creating a pleasant city and living with greeneryWe will create a rich and comfortable environment for earth and people by utilizing the strength ofgreenery 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 andservices to lead the 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 and environmental impact throughall available opportunities and contribute in creating a recycling-oriented society.

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

Systemhousing under the Group Environmental Policy. In otherbusinesses and Group companies, business is conductedconsidering the environment by formulating environmental
guidelines for each business based on the Group
Environmental Policy.

Tokyo Tatemono Group has built a management systemthat matches the characteristics of each business, an officebuildings business that engages in the construction andmanagement of buildings, and a development business thatengages in the development of the Brillia brand and otherEnvironmental Promotion Structure

President and CEOGroup Management Meeting

Advisor(Appointed from people who have knowledge about energy management)

Energy Management Supervisor(Director in charge of the Corporate Communications Department)

Secretariat(Corporate Communications Department/Business Planning Department)

Each Business Department

11

Energy Management Leader(General Manager of the Building Engineering Department)Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Environmental Management of Office Buildings
In the business activities of Tokyo Tatemono, the Office
Buildings Business that operates and manages officebuildings (commercial) uses the most energy. The ratio ofenergy use makes up 97.0% of Tokyo Tatemono (calculation
based on the Energy Conservation Act*). Therefore, reducing
the amount of energy used in the Office Buildings Businesslargely contributes to the reduction of the total amount ofenergy use at Tokyo Tatemono.
In the Office Buildings Department, we have formulated anenvironmental execution plan based on a high awarenessof energy conservation with consideration to the issueof climate change and strive daily in energy-saving
activities. We actively adopt environmental energy-saving
technologies in the development of new buildings for the
purpose of building environmentally-friendly buildings
praised by society. In existing buildings, we promote energy
savings from an operational perspective in addition tosystematically updating energy-saving equipment.
Moreover, in the reduction of energy consumption, we
have defined unit consumption based on floor area as anindicator and set 1% unit reduction every year on averageover five years as a target in accordance with the Act on the
Rational Use of Energy.
*Act on the Rational Use of Energy

Ratio of Energy Use at Tokyo Tatemono by Business
Other 0.0%

Branches 0.2%

Management 2.4%

Senior Business 0.3%

Residence Business 0.0%

OfficeBuildings
Business
97.0%

Environmental Execution Plan
Field of Initiative
1. E nergy savings throughdevelopment

Description of Initiative
When formulating plans for new buildings, we carefully consider the matching, cost, and appeal with the characteristics
of a property to incorporate environmental energy-saving technologies in design specifications (rooftop greening, reuseof rain water, visualization of tenant’s energy usage, etc.)
→Results in Climate Change P.15®*1
●CASBEE : Target values for self-assessment of new construction· Large-scale properties that use urban development systems, etc.: S-rank· Other than above: A-rank●PAL* Reduction rate - ERR - BEI target values· If using the Tokyo urban development system: Stage
in accordance with the system usage policy*2*3*42. E
 nergy savings throughrenewalUpdate of equipment related to energy savings(Transition to LED lighting, update of equipment to high-efficiency heat pumps, etc.)  →Results in Climate Change P.15

3. E
 nergy savings throughoperational improvements(1) Manage energy each month by introducing energy management systems(2) Comprehensively manage the air-conditioning temperature in common areas(3) Use BEMS*5 at offices that have implemented BEMS
(4) Share information to realize management that leads to maximum design performance(5) Analyze and review the energy usage status of the previous year(6) Execute energy diagnostics through external institutions
→Results in Climate Change P.15

4. Awareness of environmental investment
value and the amount of energy savings

Use a construction history management system to aggregate investment value and energy savings every year

5. Cooperation with tenants(1) Save power in summer and winter seasons(2) Distribute informational power saving pamphlets(3) Regularly distribute information about the environment and energy(4) Hold an energy-saving promotion conference once a
year at offices that are part of the total reduction policy→Results in Climate Change P.15

6. Promotion of recycling waste(1) Adopt recycle and reuse products(2) M aintain a recycling rate through comprehensive
management and the provisions of bins to separate garbage(3) Consider new recycling methods(4) Regularly inspect treatment plants(5) Hold conferences to promote the separation of
garbage with tenants
 →Results in Waste and Hazardous Substance Management P.20

7. M
 easures to prevent global
warming(1) Reduce the amount of CO2 emissions(2) Consider power with a low CO2 emissions factor(3) Proper management and processing of air-conditioning fluorocarbons →Climate Change P.15
→Results in Waste and Hazardous Substance Management P.20

*1 CASBEE®: A system to comprehensively evaluate the quality of buildings not limited to just energy savings or the use of building materials that have alower environmental impact but also consider the comfort and view of rooms. Registered trademark of the Institute for Building Environment and Energy
Conservation. www.ibec.or.jp/CASBEE/english/*2 Perimeter Annual Load (PAL)* Reduction rate: Index for the amount of reduction in the thermal load that is possible from the building exterior to theinside of buildings. PAL illustrates the thermal insulation and heat thermal performance. Higher performance is indicated by a higher value.
*3 Energy Reduction Ratio (ERR): Energy reduction rate of all equipment systems. ERR indicates the energy-saving performance of equipment. Higher
performance is indicated by a higher value.
*4 Building Energy Index (BEI): Index to evaluate primary energy consumption for five equipment categories -- air conditioning, ventilation, hot watersupply, lighting, and elevators. Lower energy consumption in the design is indicated by a lower value.
*5 Building Management System (BEMS): Building energy management system.

12Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Environmental Management in the Residence Businesson these guidelines for residential development and strive to
reduce the environmental impact. These guidelines continue
to be revised according to social changes and technologicaladvancements.

In the Residential Development Department, we areformulating Environmentally Conscious Housing Guidelinethat systematized our environmental measures to promoteconsiderations toward the environment and improve thebrand value of Brillia. We design individual properties based

Brillia Environmentally Conscious Housing Guideline●Three Concepts Underlying All Things
Condominiums are diverse in size, life of the building, and the materials used, which have a large impact on the environment and awide range of distinct countermeasures. Therefore, we have put in place three concepts to Think Green, Think Lifestyle, and Think
Future to incorporate in the entire Brillia series.
I Think Green ―	Green & Cool residential spaces filled with greenery: Setting up green spaces acts as a heat island
countermeasure and brings about a rich natural environment friendly to the ecosystem.
II Think Lifestyle ―	Introduction of high-efficiency green residential equipment: High-efficiency equipment comfortably saves
energy and contributes to disaster prevention in case of an emergency.
III Think Future ―	Eco Life Cycle Improvement Plan for Energy and Greenery: Resident participation in operation andmanagement as well as community development will continue in a cycle with concepts I and II.

●Ratings for Environmental Performance
Level 1 and Level 2 have been set as two levels for environmental performance toobjectively judge at what level a condominium satisfies environmental performance.
Each level is equivalent to housing performance evaluation systems and evaluatedby acquiring CASBEE® and the Tokyo Green Labeling System for Condominiums.
We also put in place optional specifications for even greater consideration toward theenvironment.

Tokyo Green Labeling for Condominiums
Building Heat Insulation

Equipment Energy Savings

Solar Heat Power Generation System

Prolonged Building Life
Greenery

The labeling system is based on the environmental regulations toensure the health and safety of Tokyoites.
2014 Standards

Supply Chain Initiatives
activities in accordance with the Group Environmental
Policy, and it strives to save resources and use materials
that reduce the environmental impact.

The Tokyo Tatemono Group actively incorporates
environmentally-friendly technology and ideas into its
products and services in every stage of its businessHighly Evaluated by the World’s Benchmark in Real EstateTokyo Tatemono has been highly evaluated by the Global
Real Estate Sustainability Benchmark (GRESB)*, which is abenchmark to evaluate efforts in environmental, social, andgovernance (ESG) performance of real estate centers, withthe highest honor of the "Green Star" for two consecutive
years. We also earned the high praise of "5 stars" (out of
5 stars) in the GRESB Real Estate Rating that provides acomparative assessment based on a comprehensive scorethat was introduced in 2016.
*Global Real Estate Sustainability Benchmark (GRESB): ESG
benchmark that specializes in real estate established through European
superannuation funds and other financing.
www.gresb.com/

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FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

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Acquisition of DBJ Green Building Certification Certifying Environmental and Social Awareness
Properties Certified by the DBJ Green Building Certification

Currently six properties from offices to commercial buildings
owned and managed by Tokyo Tatemono have acquired
the DBJ Green Building Certification and received highpraise. The DBJ Green Building Certification is a systemestablished by the Development Bank of Japan to evaluate
initiatives for environmental and social awareness ofreal estates. The certification is ranked* from One Star
to Five Stars based on a comprehensive score from five
perspectives of environmental performance in the building,
comfortability of tenants, risk management, consideration
for the surrounding environment and community, andcollaboration with stakeholders.
Tokyo Tatemono will continue to respond to social requests
related to real estate from its stakeholders, respond to thediversification of tenant's needs, and develop real estate
considering the environmental and social impact.

Name (Location)"Nakano Central Park (East/South)"(Nakano, Nakano-ku, Tokyo)"Tokyo Square Garden"(Kyobashi, Chuo-ku, Tokyo)"Otemachi Tower"(Otemachi, Chiyoda-ku, Tokyo)"Tokyo Tatemono Nihonbashi Building"(Nihonbashi, Chuo-ku, Tokyo)"SMARK"(Isesaki, Gunma)"Apartments Tower Kachidoki"(Kachidoki, Chuo-ku, Tokyo)*Evaluation by rank -- Five Stars: Building with the top classenvironmental and social awareness in Japan; Four Stars: Buildings
with exceptionally high environmental and social 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 awarenessFor more information about the DBJ Green Building Certification,see:
www.dbj.jp/service/finance/g_building/index.html

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Climate Change
Policy, Concept, and System
The Tokyo Tatemono Group raises the climate change
prevention that leads to community as one aspect in
the Group Environmental Policy to work in developing realestate with superior environmental performance, such asenergy-saving equipment, while simultaneously advancing
the development of real estate resistant to natural disasters
such as wind and flood damage.

As demand for initiatives toward the realization of a lowcarbon society with consent to limit the average temperaturerise worldwide to 2°C in the Paris Agreement, efforts to
reduce greenhouse gases are indispensable not only in thereal estate industry but also property holdings and businessactivities. Moreover, preparing for the effects of climatechange is vital because an increase in natural disasters
such as wind and flood damage due to climate change has adramatic impact on society while at the same time having thepotential to impact real estate such as lowering the value.

→Policy and System for Environmental Initiatives P.11

Indicators and Results
Trends of Floor Area for Reporting (Standard Unit Load)

The Office Buildings Business that operates and manages
office (commercial) buildings uses the most energy in thebusiness activities of Tokyo Tatemono, and the ratio ofenergy use makes up 97.0% of the energy used by Tokyo
Tatemono (calculated based on the Act on the Rational Useof Energy). Therefore, reducing the amount of energy usedin the Office Buildings Business largely contributes to the
reduction of energy use of Tokyo Tatemono as a whole andthe reduction of greenhouse gas emissions.
We have defined unit consumption based on floor area asan indicator for the reduction of energy use and set 1% unit
reduction every year on average over five years as a target
in accordance with the Act on the Rational Use of Energy.
In FY2016, we reduced the amount of energy we used aswell as our CO2 emissions in addition to lowering our unit
consumption of energy use by introducing LED lighting
together with renovations of large-scale commercial facilities
as well as selling office buildings with low energy efficiency.
The unit load of CO2 emissions increased due to a dramaticrise in the emission factors of some power companies, but
we check the CO2 emissions factors of power companies
at all Tokyo Tatemono properties to conduct reviews, suchas whether to switch to power companies with a low CO2
emission factor as necessary.

(Thousand m2)

Floor Area for Reporting (Energy/CO2/Water)

1,000

Floor Area for Reporting (Waste)

750
500
250
0

629
508
382
270

2012

365

563

612

571

436

295

2013

2014

2015

2016

*T he unit load is calculated by adding the occupation rate to the floorarea of the building for reporting.
The floor area of the building for reporting changes each year.

●Collection Period· April to the following March each year

●Collection Scope· Facilities required to provide notification under the Act on
the Rational Use of Energy*The floor area of buildings for reporting changes each year.

●Collection Targets· Amount of energy use and unit consumption· Amount of CO2 emissions and unit rate

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Trends in the Amount of Energy Use(kl/year)

20,000(Kl/year; Thousand m2)

Crude Oil Equivalent

25,000Trends in CO2 Emissions

41.8

40.5

37.8

36.3

35.4

15,00010,0005,000
0(t-CO2/year)

50

Unit Load (Primary Energy)

15,97914,803

19,18522,822

21,592

2012

2013

2014

2015

2016

CO2 Emissions

50,00040

40,00030

30,00020

20,00010

10,00000(t-CO2/year; Thousand m2)
100

Unit Load

70.7

80.2

77.6

72.3

73.6

80
60
40

27,04629,29939,38545,47444,958

2012

2013

2014

2015

2016

20
0

Climate Change Initiatives in the Office Buildings Business
At office buildings owned and managed by Tokyo
Tatemono, we are working to reduce greenhouse gas
emissions by promoting the initiatives below.
The Empire Building completed in September 2017 adopted
a variety of environmental and energy-saving equipment,such as BEMS LED lighting and natural ventilation systems
and succeeded in a more than 16% (AA) PAL* reduction
rate, a more than 29% (AAA) in ERR, and an A-Rank in
CASBEE® (self-assessment).

· Informational sharing to realize management that leads
to maximum design performance(2017: 7 existing buildings)· Execute energy diagnostics through external institutions(2017: 3 existing buildings)· Lights-out and thinning of backyard lighting[Initiatives to Cooperate with Tenants (Existing
Buildings)]· Power saving during the winter and summer seasons(2017: 33 common areas/25 private areas)· Energy-saving promotion conference held once a year
at offices that are part of the total reduction policy(2017: 5 existing buildings)[Energy Saving at the Head Office]· Lights-out during lunch· Easing of air-conditioning temperature in summer
through the introduction of Cool Biz· Introduction of LED lighting· Introduction of task ambient lighting· Thinning of non-emergency lighting[Equipment Adoption and Renewal Initiatives(New/Existing Buildings)]· Renewal to high-efficiency air conditioning systems(2017: 9 existing Buildings)· Transition to LED lighting in private areas(2017: 1 new building/12 existing buildings)· Transition to LED lighting in common areas(2017: 2 new buildings/16 existing buildings)· Introduction of auto-off air-conditioning and lighting
functions linked to security (2017: 2 existing buildings)[Initiatives to Improve Operational Methods (Existing
Buildings)]· Comprehensive management of the air-conditioning
temperature in common areas(2017: 23 existing buildings)· Use of BMS at offices that have introduced BEMS
(2017: 7 existing buildings)

For more information about the Tokyo Carbon
Reduction Reporting Program, see:www8.kankyo.metro.tokyo.jp/ondanka/ (Japanese Only)

We are submitting Tokyo Carbon Reduction Reports inaccordance with the Tokyo Metropolitan Environmental
Security Ordinance from the FY2009 results.

Climate Change Initiatives in the Residence Businesscustomers in their own primary energy saving efforts.
At Brillia Oyama Park Front, the adoption of ENE-FARM in
first-floor units generate power with city gas to use exhaust
heat as a hot water supply when generating energy. Thiseffort has realized a high-level of efficiency in primaryenergy use of 85.8%*1 (approximately 37%*2 at large-scale
power generation plants).

In Brillia, we are introducing various equipment related toenergy savings in order for customers living to comfortably
save energy. The Brillia brand equips condominiums withmeasures that include equipment able to realize energy
savings in the backdrop of daily life from LED lighting andwindowpanes with high heat insulation to faucets thatconserve hot water and toilets that conserve water.
We also introduced a Home Energy Management System(HEMS) that visualizes the status of power use to support*1 Calculated based on the Higher Heating Value (HHV)*2 Source: Act on the Rational Use of Energy

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FeatureEnvironmental Initiatives

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Use of Renewable Energy Through Renewable Energy Certificatesenergy since May 2016. In 2017, we used renewableenergy certificates for approximately 620,000 kWh of power.

The power used in model rooms for Brillia condominiums by
Tokyo Tatemono takes advantage of the renewable energy
certificate framework and has switched to 100% renewable

Energy Creation Business Through Solar Power Generation Plants
At Tokyo Real Estate Management, which conducts building
management, we make energy-saving proposals from theperspective of building management and engage in anenergy creation business through solar power generation
plants together with the start of a fixed price purchasingsystem for renewable energy. Solar power energy plants
are expanding primarily in the Tohoku region. These eightplants have a total generation capacity of 12,382 kW as ofDecember 2017.

Name (Location)

Generation Capacity Operation Date

Oyama Solar Power Station (Oyama City, Tochigi)

785kW February 2013

Iwaki Mega Solar Power Plant (Iwaki City, Fukushima)

2,454kW November 2013

Joso Solar Power Generation Plant (Joso City, Ibaraki)

672kW September 2014

Hatoyama Solar Power Generation Plant(Hatoyama Town, Hiki District, Saitama)
Tochigi Hirai Solar Power Generation Plant(Tochigi City, Tochigi)
Tochigi Seiho Solar Power Generation Plant(Tochigi City, Tochigi)
Shirakawa Solar Power Generation Plant(Tanagura Town, Shirakawa District, Fukushima)
Higashihiroshima Solar Power Plant(Higashi-Hiroshima City, Hiroshima)

1,908kWMarch 2015

1,559kWMarch 2015

1,884kW

June 2015

2,034kW November 2015
1,086kW December 2015

Development of Real Estate Resistant to Wind and Flood Damage· Installation of tide prevention plates above potential
flooding as a measure against flooding in sudden rain andcollapse of the Arakawa embankment· Setup of a disaster prevention center on the second floor
as a core function of buildings· Installation of transformers and emergency power
generators on building roofs (provides an uninterrupted
power supply to allow ongoing operations even in theevent flooding in the building)

In recent years, large-scale wind and flood damage occurs
more often due to factors such as climate change. The Tokyo
Tatemono Group assumes various disasters will strike suchas typhoons, floods and earthquakes in the developmentof buildings and condominiums and adopts designs andequipment as measures against those disasters. We areconducting the initiatives below at the Tokyo Tatemono
Nihonbashi Building completed in February 2015.
· Adoption of seismic isolation structure (B1 column baseseismic isolation)· Installation of emergency power generators that canoperate for up to 72 hours→Safety & Security Initiatives/Disaster Prevention Measures
P.29

Raising Awareness About the Issue of Climate Change
2017 was a turning point as the 20th anniversary since
the Kyoto Protocol was enacted as numerical targets forthe reduction of greenhouse gas emissions. Therefore, tofurther interest in the issue of climate change, we worked
together with the event and international committee heldin Kyoto in December 2017 and provided the SMARK
commercial facility owned by Tokyo Tatemono as an event
space for the Global Environment Festival held by the newenergy festival.
Many people participated in events where parents andchildren alike had fun while learning about the environment
from a three-screen multicast video stage, craft and power
generation workshops, introductions to corporate initiatives,a quiz rally and more.

Quiz Rally

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Biodiversity
Policy, Concept, and System●Examples of Third-party Certification for Biodiversity

Real estate development is closely related to regional
ecosystem services and requires the consideration of thedirect and indirect impact the businesses have on thesurrounding ecosystem.
Tokyo Tatemono Group has formulated the Group
Environmental Policy to contribute in building a sustainable
society through business activities that consider theenvironment. We have raised creation of a pleasantcity and living with greenery as one part of our Group
Environmental Policy for biodiversity and will create arich and comfortable environment for earth and people byutilizing the strength of greenery as much as possible withconsideration to biodiversity.
Therefore, when creating green spaces at properties
developed by Tokyo Tatemono Group, we consider the
distribution of vegetation and other life native to the regionand select the appropriate plant species.
These initiatives use third-party certification systems such
as SEGES and ABINC and are highly evaluated from a fair,
third-party perspective.

SEGES Building Green/Urban Oasis/ABINC Certification→Policy and System for Environmental Initiatives P.11

Creating New Greenery in Cities
in Otemachi by gathering natural trees from mountains in
the Kanto region based on the concept of a real forest. We
also created the Kyobashi Hill as approximately 3,000 m²
greenery dynamically linked from the first floor basement
to the fifth floor of Tokyo Square Garden. The greeneryat Otemachi Tower and Tokyo Square Garden has beenrecognized by the Social and Environmental Green
Evaluation System (SEGES) third party certification entitythat evaluates greenery as space visitors can relax.

Artificial greenery is required more than preserving natural
greenery when designing a certain scale of greenery in
office districts that generally have little greenery. The areasurrounding Tokyo Station is an office district that bustles
with gigantic buildings, but the imperial palace and ocean
are close by with many birds and insects migrating to live.
Approximately 3,600 m² of Otemachi Forest was createdin Otemachi Tower, which makes up roughly one-third of
the entire property. We reproduced a richly diverse forest

Preservation of Original Landscapes in Regions
Brillia Okayama Park Front, which is under development in
the Itabashi ward of Tokyo, also neighbors Itabashi Park.
We are aiming to have charm and passion in daily life byproviding green spaces on the premises that connects to
the rich greenery of the park.

The preservation of green spaces native to regions isdesirable from the perspective of conserving biodiversity.
This is able to preserve species of microorganism andplants living in the soil and topography is thought to also
have a relationship with conserving the surrounding
environment.
Myrica City is a large-scale development project boasting asize of 13 ha born from the hope of co-existing with nature
thriving in Senrioka, Settsu City, Osaka. Approximately 40%of the grounds, or roughly 5.1 ha, are green spaces, suchas greenery for preservation and the provision of a park. We
took full advantage of the cherry tree lined landscape andponds in Senrioka as well as the existing trees, such as themyrica trees where Myrica got its name, while considering
the harmony with the surrounding ecosystem.

Brillia Oyama Park Front (Conceptual Drawing)18

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Message from the President

FeatureEnvironmental Initiatives

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Water Resources
Policy, Concept, and System
As the lack of water worldwide becomes even more severe,developed nations and the rest of the world require ongoing
improvements for the efficient use of water. The Tokyo
Tatemono Group has raised resource-saving activities
that are kind to the earth as one part of the Group

Environmental Policy to recognize the importance of water
resources, work at water-saving activities and the reductionof our environmental impact through every opportunity while
striving to conserve water resources.

→Policy and System for Environmental Initiatives P.11

Indicators and Results●Collection Period●Collection Targets· April to the following March each year

· Amount of potable water use/unit consumption●Collection Scope·F acilities required to provide notification under the Act on
the Rational Use of Energy*The floor area of buildings for reporting changes each year.

Trends of Floor Area for Reporting (Standard Unit Load)(Thousand m2)

0

629
508
382
270

2012

365

563

612

571

436

2014

2015

(m3/year; m2)
2.0

Unit Load

1.5

600

295

2013

Amount of Potable Water Use

800

Floor Area for Reporting (Waste)

750

250

(Thousand m3/year)

Floor Area for Reporting (Energy/CO2/Water)

1,000

500

Trends in the Amount of Water Use

0.9

0.9

200

357

341

486

2012

2013

2014

0

2016

1.0

400

0.9

0.8

1.0

569

496

0.5

2015

2016

0.0

*T he unit load is calculated by adding the occupation rate to the floorarea of the building for reporting.
The floor area of the building for reporting changes each year.

Water Resource Initiatives in the Office Buildings Business[Water Resource Initiatives]· Update to water-saving equipment· Introduction of automatic flushing devices· Halt of outdoor fountains during rainy weather· (When developing office buildings) Introduction ofequipment to process rain water and greywater insidebuildings (re-use for non-drinking purposes)

In the office buildings owned and operated by Tokyo
Tatemono, we have formulated a medium- to long-term
repair and investment plan in 20-year increments. We
promote systematic renovation construction as well as strive
to introduce equipment that contributes to a reduction in theenvironmental impact during that renovation construction.

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FeatureEnvironmental Initiatives

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Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

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Waste and Hazardous Substance Management
Policy, Concept, and System
The waste and hazardous substances produce throughour business activities have the potential to greatly impact
related parties and the surrounding environment.
The Tokyo Tatemono Group has raised resource-saving
activities that are kind to the earth as one part of theGroup Environmental Policy. We work at water-saving
activities and the reduction of the environmental impact

through every opportunity and strive to minimize the impact
on people and the environment through the reduction andappropriate management of the waste and hazardous
chemicals that are produced.
→Policy and System for Environmental Initiatives P.11

Indicators and Results●Collection Period●Collection Targets· April to the following March each year

· Total waste emissions and unit load

●Collection Scope· Facilities required to provide notification under the Act on
the Rational Use of Energy*The floor area of buildings for reporting changes each year.

Trends of Floor Area for Reporting (Standard Unit Load)(Thousand m2)

5,000

0

629
508
382
270

365

563

612

436

295

2013

2,000

2014

Unit Load

12

8.8

10
7.4

8.3

8.6

2015

0

2016

8
6

3,000

1,000
2012

9.4

4,000

571

(t/year; Thousand m2)

Total Emissions

6,000

Floor Area for Reporting (Waste)

750

250

(t/year)Floor Area for Reporting (Energy/CO2/Water)

1,000

500

Trends of Waste Emissions

2,528

2,597

3,208

4,685

4,914

2012

2013

2014

2015

2016

4
2
0

*T he unit load is calculated by adding the occupation rate to the floorarea of the building for reporting.
The floor area of the building for reporting changes each year.

Waste Reduction and Management Initiatives in the Office Buildings Business[Waste Reduction and Management Initiatives(New/Existing Buildings)]· Encouragement for the adoption of reuse and recycling
products in property management manuals· Improvement of recycling rate through thorough separationand informational sharing· Recycling of spent fluorescent tubes and dry cell batteries(2017: 2 new buildings; 32 existing buildings)· Visual confirmation of waste treatment facilities(2017: 1 new building; 2 existing buildings)· Convening of meetings to promote the separation of
garbage for tenants· Promotion of bottle cap recycling

In the office buildings owned and managed by Tokyo
Tatemono, we are working to limit the production ofwaste and promote recycling by strengthening sorting
and recycling of garbage. We also visually inspect
waste treatment facilities so that waste is disposed ofappropriately.

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FeatureEnvironmental Initiatives

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Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

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Measures for Asbestos
Asbestos causes health problems such as lung cancer
when the particles are breathed in. The Ordinance on
Prevention of Health Impairment due to Asbestos wasenacted in July 2005 and business operators have the duty
to take steps such as the removal, containment, and securestorage if there may be a risk of scattering, such as spraying
asbestos in buildings where employees work.

Tokyo Tatemono has conducted surveys on the usage
status of spraying materials that contain asbestos for all
the buildings it owns. In buildings the use of asbestos wasfound, we took the proper steps such as the removal andcontainment and shared information with the tenants.

Proper Processing of Fluorocarbons
Fluorocarbons are used in large amounts as coolants andsolvents, but fluorocarbons are clearly a chemical andgreenhouse gas causing the depletion of the ozone layer.
Today, broad restrictions have been applied to the use offluorocarbons. Tokyo Tatemono complies with the Act on
Rational Use and Proper Management of Fluorocarbons
to protect the ozone layer and prevent global warming. We
limit the use of controlled fluorocarbons (CFC, HCFC, etc.),

more strictly recover coolants, and thoroughly check forleaks through simplified and regular inspections to limit therelease of fluorocarbons into the atmosphere.
Moreover, in renewal of the air-conditioning systems inbuildings and in the demolition of buildings, we are properly
processing the fluorocarbons of air-conditioning systems
that are collected.

Measures to Prevent Sick Building Syndrome
The impact on health from chemical substances produced
from construction materials (Sick Building Syndrome) isregarded as a problem, and regulations to address this sickbuilding syndrome have been stipulated in the Revised
Building Standard Law enacted in July 2003.
To maintain the health of tenants and other residents inbuildings, Tokyo Tatemono restricts the use of products

emitting formaldehydes, which is a substance that is theprimary cause of sick building syndrome, in buildings
separate to the regulations of the Building Standard Law todefine standards to counter formaldehydes. We measure
the concentration of formaldehydes in new buildings inaccordance with these standards to verify the safety of theindoor environments.

PCB Management
Polychlorinated Biphenyl (PCB) is used for a variety
of applications, but the new manufacture of PCBs are
restricted today because the adverse effects on the humanbody are clear.
The electronic devices that contain PCBs (transformers,
capacitors, and stabilizers) that are no longer used ineach building owned by Tokyo Tatemono are collected andmanaged in a PCB storage room of the designated building
to reduce risks such as loss and leakage accidents. In
2017, we processed waste with trace PCB currently stored
and some waste with high-concentration PCB through aspecialized treatment operator.

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Message from the President

FeatureEnvironmental Initiatives

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Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

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Safety & Security Initiatives
Improving Quality and Customer Satisfaction
Policy and Concept
Therefore, we have introduced various systems that reflect
customer feedback into our business activities, and we arefurthering improving quality and satisfaction from customer
perspective.

The Tokyo Tatemono Group believes ongoing efforts toimprove quality and customer satisfaction are the source ofcorporate competitiveness.

Improving Quality and Customer Satisfaction in the Office Buildings Business
Philosophy of Human Building
Customers, Ideals (Target), and Five Actions (Codeof Conduct)—as "Our Goals in Human Building" tofacilitate greater understanding of this concept by all
Group employees and spearhead further efforts. We arepenetrating the Human Building concept inside Tokyo
Tatemono and the Group companies through tools such as
posters, handbooks, and videos on the intranet.

The Office Buildings Business engages in a wide range ofinitiatives under the concept of Human Building—People arealways in the middle so that the customers who are using
our buildings feel safety, secure and comfort from not only
the hardware aspect of quality but also the software andservice aspects.
In 2017, we defined three new values—Definition of

Improvement Based on Customer Satisfaction Surveys
Renovations of a Restroom Leveraging Customer Feedback

In the Office Buildings Business, we are regularly
conducting customer satisfaction surveys for the tenants
who occupy our office buildings.
We hear from our customers first-hand and are furthering
improvements based on the needs of customers from theperspectives of safety, security and comfort. Moreover,by sharing measures for improvements with relevant
departments, we are also improving customer satisfaction
even further.

[Before renovation]●Examples of Measures to Improve Customer[After renovation]

Satisfaction· Distribution of a disaster prevention pocket guide(smartphone/English versions also available)· Installation of AED and introduction of short courses· Installation of stockpiling boxes in elevators· Renovations of common areas such as restrooms andoffice kitchenettes, etc.

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Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

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Improvement to On-site Quality Through a Human Building Competition
The Human Building Competition is an event to facilitate
informational sharing and communication in which every
company involved with the Office Buildings Business of theTokyo Tatemono Group participate.
In this competition, we not only share the corporate policiesof the Office Buildings Business but also realize the safety,
security and comfort of customers as well as introduce
and commemorate many excellent examples that embody
the Human Building concept of the Tokyo Tatemono Office
Buildings Business. By sharing favorable examples andcultivating interaction between Group employees, we expect
to realize even greater improvements that connect to thesafety, security and comfort of customers.
We have continually held this event since the firstcompetition was held in October 2013 with the participationof roughly 500 people in the eighth competition held inJanuary 2017.

Human Building competition

Good Job Idea Award to Evaluate Improvement Initiatives
2017, we collected 309 examples and commemorated 704
people from 236 of these examples.
In addition, we are holding a Good Job Idea Competition
every November, which selects and announces examples
representative of that fiscal year from each site. This
competition announces the carefully selected kaizen
examples and chooses each winner, including the first prize
through a vote. The Good Job Idea Person of the YearAward is also selected to commemorate the person with thelargest number of proposals. By sharing kaizen examples
through these initiatives, we are heightening awarenessabout "kaizen" and improving customer satisfaction.

Tokyo Real Estate Management, which conducts building
management, has introduced the Good Job Idea Award
commendation system since 2015 thanks to an idea
suggested internally to heighten customer satisfaction
through on-site capabilities. We are increasing awarenessabout "kaizen (betterment)" by gathering together many"kaizen activities" conducted at each workplace on a
dedicated sheet in addition to enhancing on-site capabilities
and improving customer satisfaction by sharing thoseefforts.
We select and commemorate relevant proposals eachquarter on-site, such as at each Group branch, branch
office, and Project Management (PM) business. In fiscal

23

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Quality and Customer Satisfaction Improvement in the Residence Business
Brillia Concept
Tatemono Group's unique preference of "Brillia Quality"that constantly aims to achieve and maintain advanced
comfort which is difficult to obtain. We have built a uniquesystem to consistently provide various functions that leadto the comfortable life of customers, from planning anddevelopment to management, repair, renovation, andbrokerage, which is realizing Brillia Quality.

The Residence Business is engaged in the residential
condominium business that focuses on the Brillia series,
which has the brand concepts of refinement and comfort,
as well as the residential management business that
focuses on the "Brillia ist" rental condominium series, whichemphasizes lifestyles suited to the people who pursue
their own unique lifestyle. The underlying concept is Tokyo

Steadfast in Comprehensive Quality Management
Quality Management until Completion

DesignIn the Brillia series, we have established design guidelinesthat realize refinement in addition to strict standards andmanagement systems to offer our customers comfort.
●Acquisition of the ISO9001 International Quality
Standards●Use of the Housing Performance Indication System●Quality Checklist with Roughly 1000 Items
We have put in place detailed regulations for architecture,
construction, and facilities and operate in accordance withthis checklist.

Environmental measures for land/
ground survey/noise measurement
Prior Quality Discussion(Product Planning Session/Quality Management
Session/Management Company)
Quality Discussion

Ground-breaking
Construction●Quality Discussions to Double-check Quality Until
Construction
Two quality checks, Prior Quality Discussion and Quality
Discussion are conducted before the actual construction.
The management and design companies exchange theiropinions and work to improve quality.

●Checks for various inspections (on-site inspectionsof test piles, building frame inspections, etc.) at each
stage

Completion●Reports to Customers (Building Reports)
We report the building status to customers who havepurchased a property as an initiative related to comfort.

24(Tokyo Tatemono/Design Company/
Management Company)
Structural inspection(On-site inspection with test pile,
Bar arrangement inspection,
Building frame inspection)
Interiminspection

Building Report and Construction
Status Report on the web

Framework
inspection

Construction Site Tour

Equipment inspection(Equipment Subcommittee,
Function Inspection, etc.)
Pamphlet collation inspection
Completion inspection

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Brillia Construction Site TourIn the Brillia series, we implement construction site tours
based on the belief that this helps build comfort by providing
information to customers.
The tour guided by on-site staff explains construction andenables customers to see each stage of construction whichcannot be seen after completion. Customers have told us
these tours are easy to understand because they provide
explanations that use specific examples without technicalterminology.

On-site Tour of Framework and Concrete Walls

Brillia Aftercare Support●Brillia-certified Used Condominium Program
In transactions of used Brillia condominiums, a third-party
agency inspects the property in advance and issues acertificate to properties that satisfy the specified criteria.
Anyone can feel comfort in the sale and purchase thanks toa system to guarantee any problems after delivery for up to
five years.

In the Brillia series, we are providing a variety of services
from both hard and soft aspects so that our customers canlive comfortably from when they move in through their daily
life until they sell under the "comfort after residing" theme.
●Aftercare Support
We are providing unique periodic examinations of residents
at the 10, 15, and 20 year marks in addition to periodic
repairs every two years. We have also established theindustry’s top class long-term, five-year aftercare service
related to issues with equipment in residential facilities.

For more information about the Brillia-certified Used Condominium Program, see:www.brillia.com/brillia/promise/chuko/ (Available in Japanese Only)

Aftercare Support

Five Yearswww.brillia.jp/inquiry.html (Available in Japanese Only)

Free Residence Inspections●Value Up Service
This service provides either house cleaning, repairs,collection and disposal, tentative measurements, and theacquisition of certifications for compliance with earthquake
resistance standards for free to become the preferredchoice of customers.
By increasing property value, we support our customers inselling their properties.
For more information about the Value Up Service, see:sumai.goodnews.jp/valueup/ (Available in Japanese Only)

10-year Inspection

15-year Inspection

Visual Building Inspection (Once/Year)For more information about our Brillia Owner's Dial, see:Three Months
One Year
Two Years

Housing
Insurance●Brillia Owner’s Dial
The Brillia Owner’s Dial is a comprehensive contact window
where customers can inquire about residences and life via
a single telephone number 24 hours a day, 365 days a year.
Operators connect customers to the appropriate contact
point based on the content of their inquiry.

Periodic
Repairs

For more information about our aftercare services, see:www.brillia.jp/support/ (Available in Japanese Only)

20-year Inspection*Free residence inspections and visual building inspections are limited
to customers who have outsourced their management operations toTokyo Tatemono Amenity Support.

25

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Management Quality of Brillia Condominiums
Property managers and the management company support
the daily life of customers who live in condominiums. Tokyo
Tatemono Amenity Support, which has been entrusted withthe condominium management of the Tokyo TatemonoGroup, formulated Brillia Life Support to fully support thelife of customers who live in condominiums. Six promises
have been made in Brillia Life Support to realize arefined and peaceful life, which are the brand concepts ofBrillia. We will appropriately manage the maintenance ofcondominiums, work to improve customer services andthe response of property managers, properly sustain thevalue of condominiums, which are a valuable asset of ourcustomers, and support comfortable and peaceful life.

Image of Brillia Life Support[Six Promises of Brillia Life Support]
Refined Life

Peaceful Life

Living Imagining the FutureLife Visualizing Management

Astutely Smart Living

Living Welcoming Each Day

Living Expanding Lifestyles

Life Providing Comfort

Sustain and improve the asset value of residences• Periodic free residence inspections• Repair construction for comfort conducted by the management company• Creation of long-term repair plans

Visualization of the actual state of condominium management• Visual exterior inspections• Submission of account and operational audit reports• Monthly property manager reports

Support of property managers and meticulous cleaning• Training programs at the Brillia training center(Accredited vocational training school)• Cleaning checks by supervisors

Provision of services for private areas• Housekeeping services• House cleaning• House renovations

Preparations for emergencies, crime prevention and disaster prevention• Emergency response service• Support of fire drills• Disaster prevention supplies

Support of communication events• Support of Tanabata festival/Christmas events• Brillia owners’ club
• Hosting of management association seminars

Brillia Design Award Internal Commendation System
Always improving refinement and comfort, which are brandconcepts, is indispensable to continually earn high praise
for the Brillia brand.
The Residence Business introduced the Brillia DesignAward commendation system to facilitate even greaterrefinement. This commendation system judges the designs
every year of condominiums completed each year fromJanuary to December and recognizes distinguishedproperties. In the evaluation, employees of the Tokyo
Tatemono Group evaluate condominiums focusing onwhether designs are able to realize a high level in six
items— (1) overall plan, (2) exterior, (3) approach andentrance, (4) landscape, (5) general common areas, and (6)details.
Through this commendation system, we are sharing
excellent examples to facilitate refinement of the Brillia
brand in addition to improving the awareness and motivationof employees about design.
At the Brillia Design Award 2017 (properties completed
in 2017), Brillia Towers Meguro won first prize and Brillia
THE TOWER TOKYO YAESU AVENUE won the award
for excellence. Brillia City Shakujiidai, which was highly
evaluated for the planting design, was awarded a category
award as well.

Full View and Entrance of the South Wing of Brillia Towers Meguro that Won First Prize

26

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Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Brillia Training Center for Learning and Exchange of Condominium Management
Tokyo Tatemono Amenity Support, which has a main businessin the management of condominiums, has put in place
the Brillia Training Seminar internally as a communication
measure for all people involved in condominiums.
The center, which completely updated equipment and otherparts of the facility in January 2016, is retrofitting equipment
such as the condominium management office, fire-fighting
equipment, plumbing systems and piping in addition to
conducting broad specialized training for property managers,
janitorial staff, and managers.
The center is also holding seminars that play a role inmanagement association operations such as seminars for
newly appointed chairpersons and large-scale repair work
seminars.
Moreover, Tokyo has certified the center as a vocational
training school based on the Human Resources Development
Promotion Act and nurtures new condominium property
managers through high-quality vocational training.

The training utilizes the equipment, tools, and construction materials
that are actually used

27

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Quality and Customer Satisfaction Improvement in the Leisure BusinessRegina Resort to Relax Together with Your Beloved Dog
In recent years, pets have come to be seen as a memberof the family and the number of accommodations allowing
pets is growing. However, this is only a minimum ofallowing pets while there are only a few facilities that realize
an environment where both people and pets can feel
comfortable in the accommodations.
Regina Resort run by Tokyo Tatemono Resort always
keeps in mind guests accompanied by their beloved dogs
from the planning stage of facilities. This resort hotel isable to accommodate beloved dogs comfortably, fromfloors resistant to damage and dirt, various amenities,
private dog runs for each guest, and insurance systems forindemnification of accidental damage to facilities.
As a resort hotel, Regina Resort also brings high-quality andenhanced services in addition to creating new value as aresort where people and beloved dogs can both relax.
Currently, we have expanded to six locations in the Kanto
and Koshinetsu area.

A resort both people and their beloved dogs can enjoy(Regina Resort Kyukaruizawa shown in the picture)

Ofuro no Osama Space Offering Safety, Comfort, and Relaxation
The bath is one simple luxury rooted in Japanese culture,
and we believe providing a relaxing space helps build an
affluent society.
Ofuro no Osama run by Tokyo Tatemono Resort focuseson heightening community engagement, interaction, andcommunication as well as aiming to be a health promotion
and preventative medicine facility. We are expanding theseestablishments that combine unique bathing facilities andrestaurants to 11 branches in the southern Kanto area.
Ofuro no Osama always puts its strength into sanitation
management so that we may comfortably accommodate
customers. In addition to cleaning, sterilizing and testing
the water quality of the baths, we clean the piping threetimes per year with hydrogen peroxide. We have createda manual for each branch about sanitation management
in restaurants and conduct sanitation inspections throughspecialized external professionals.
Through these types of initiatives, we are striving to provide
a space where customers can relax in comfort.

Spacious Open-air Bath (Ofuro no Osama Oimachi shown in the picture)

Water with hydrogen peroxide is cycled to sterilize pipes

28

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Disaster Prevention Support
Policy and Concept
estate services, is furthering resilience against disasters inordinary times and believes providing safety and comfort
to its customers and other stakeholders is an important
responsibility.

Natural disasters such as large earthquakes and typhoons
strike frequently and threaten our way of life. As interest in
the safety of the real estate that is the foundation of living
grows, the Tokyo Tatemono Group, which provides real

Introduction of Disaster Damage Determination System to Enhance Disaster Prevention in Buildings
Image of a System to Determine the Degree of Damage

In the Office Buildings Business, we are executing not
only hard measures, such as earthquake proofing of thebuildings we own as well as enhancement of emergency
power sources, but also soft measures, such as the
distribution of disaster stockpile goods to tenants andthe installation of batteries for recharging mobile phones.
We are also strengthening initiatives that include disasterprevention measures and BCP support.
When a large earthquake hits, everyone needs to decidequickly whether to seek refuge inside or outside of
the building to ensure their safety. Buildings owned by
Tokyo Tatemono have adopted systems to determine
the deformation (degree of damage) of buildings throughmultiple sensors, which are able to rapidly confirm thesafety of the building after an earthquake strikes. Throughthe adoption of these systems, we are able to determine thesafety and danger when the next large-scale earthquake
strikes at a stage during the foreshock, even in foreshockand main shock earthquakes like the ones that hit in the
Kumamoto Earthquake.

Multiple sensors automatically calculate the vibrations that are detected
to determine the degree of damage. We adopted computers without
moving parts highly-durable to vibrations. The operation is verified
online once each day to ensure reliability.

Self-defense Fire-fighting Training and Life-saving Lectures
The Tokyo Tatemono Group works even in disasterprevention measures from a soft perspective, such as
emergency training and lectures, to increase our disaster
response capabilities in a disaster.
We are holding self-defense fire-fighting training onceor twice a year for the purpose of strengthening our
independent disaster prevention system. In this training,
we conduct practical drills while following the instructionsof the fire department, such as the initial response during
earthquakes and fires, initial fire-fighting, rescue and firstaid, transport of injured, and evacuation drills.
Furthermore, the self-defense fire-fighting squad of Tokyo
Tatemono trains on a daily basis and has taken part for
many years in the Self-Defense Fire-Fighting Drill Review
Board held by the Nihonbashi Fire Department. Our firefighting squad has won at this Review Board three years;
2006, 2012, and 2016.
In addition, 227 employees from Tokyo Tatemono and
513 employees from Tokyo Real Estate Management
have completed life-saving lectures such as first-aid (as ofDecember 31, 2017). We have been issued a certificate ofexcellence in first-aid from the Tokyo Fire Department tobecome business establishments encouraging first-aid.

Self-Defense Fire-Fighting Drill Review Board

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Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Support for Stranded Commuters During Disasters
in to help in the operation of the support facility because
staff will be lacking when people are taken in due to thestandard number of building managers.
In 2017, Chuo Ward and surrounding facilities joined
forces to introduce measures such as training to broadcast
information to the Chuo Ward Disaster Prevention Map Appthat helps people understand the state of facilities open to
support stranded commuters via a smartphone.
Otemachi Tower is furthering measures such as resource
stockpiles that assume stranded commuters will be taken
into the large, spacious plaza that connects to Otemachi
Station for each subway line.

Transportation functions halt and many commuters
may become stranded when a disaster such as a major
earthquake strikes. The large-scale office buildings of theTokyo Tatemono Group have prepared support for tenants
who become stranded during their commute in addition
to entering into agreements with local municipalities andadvancing system architecture and resource stockpiles that
expect to house commuters stranded around the area.
Tokyo Square Garden participates in the Council to Support
Stranded Commuters in Chuo Ward. We have prepared amanual by assuming people to support stranded commuterswill volunteer from the stranded commuters who are taken

Disaster Prevention Measures at Brillia
The guidelines received the Good Design Award in theService Design Category in 2011 for its daily awarenessraising about disaster prevention and improving awarenessbetween residents being highly evaluated.

In accordance with the Brillia Disaster Prevention
Guidelines in the Residence Business, disaster prevention
manuals unique to each property are created, disasterprevention seminars are held, and evacuation drills as wellas life-saving lectures are given to management staff.
As measures for earthquake resistance and disastermitigation during disaster, wall bases for preventing furniturefrom falling and earthquake resistant front doors as well as
footlights during blackouts are used for occupied areas, andAEDs are available as standard equipment for communal
areas to ensure safety in multiple ways.
In addition, we are equipping each residence with Brillia
original chair-type disaster prevention backpacks that
contain items that play a role at those critical moments,
such as a multi-function radio and portable toilet.
We have also made available a warehouse to store disastergoods and stockpile items, such as manhole toilets, water
purifying plants, and power generators, in common areas
as refugee assistance measures so that residents in thecommunity help each other in times of emergencies.

Brillia original disaster prevention backpack

30

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Responding to Social Change
Responding to an Aging Society
Policy and Concept
With Tokyo Tatemono Senior Life Support at the core, we
aim to offer a rich life through the integration of housing andservices by providing housing services and nursing care forthe elderly.
We also take care in building favorable relationships withresidents living in the neighborhood from the planning stage
and we strive to build an environment that people are able
to live for a lifetime as a member of the local community.

The birthrate is declining and the ratio of elderly people has
been growing in recent years in Japan. It is expected that
more than 30% of the total population will be over 65 yearsof age in 2025. Amid this situation, enhancing ideal final
housing or nursing care and medical services are importantsocial issues. Tokyo Tatemono Group places the Senior
Business as the third pillar of business next to the Office
Buildings Business and Residence Business.

Index and Performance
Index

Up to 2014

2015

2016

2017

Total

Number of residences operated for elderly occupants(residence for elderly people with service and nursing carefacilities)

647 units

199 units

158 units

482 units

1,486 units

Building Environments for Living a Unique Life Through Housing and Services
To expand the Residence Business for the elderly, theTokyo Tatemono Group established Tokyo Tatemono
Senior Life Support that develops and runs residences
for elderly people with nursing care services in July 2014.
The company runs 15 residences for elderly people withservices* as of the end of 2017.
In the Grapes series of residences for elderly people withservices that is growing under Tokyo Tatemono SeniorLife Support, we are pursuing an environment where
elderly people can live unique lives by providing housing
performance and services to realize a lifestyle centered
upon people.

the one room units common to elderly residences, various
room types up to a 2LDK are available depending on theproperty to provide a unique life suitable for each resident.
Furthermore, the living environment has been built for theease of use by elderly people, such as the height settings
for switches and other equipment and the adoption of easyto-clean materials and dimensions.

*Residences for elderly people with services are rental homes where
people who require nursing care can live freely while using the nursing
care services rather than paying an expensive admission fee. These
residences are regulated by the Act on Securement of Stable Supply ofElderly Persons' Housing. 225,000 units are available as of December
31, 2017, and the supply continues to grow.

●High-quality Living Unique to a Developer
The Grapes series also realizes the high-quality cultivatedin the Brillia brand new condominium residence business inaddition to offering a barrier-free environment. In addition to

Suitable for Life in a Wheelchair31

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Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back●Soft Services Based on Concierge Services
A concierge is always present throughout the day to workwith in-home long-term care support services and medical
institutions as well as provide optimal support tailored toeach resident. Even if the level of nursing care required
grows, we are able to provide services at the same level asa private retirement home.
In addition to the accessibility of living thanks to no
expensive admission fee, residents can live comfortably
in this residence as their final home thanks to a lifetime
building lease that does not require the lease contract to be
renewed.

Strengthening Nursing Care Functions
Business of the Tokyo Tatemono Group through Life Care
while providing even more hospitable and comprehensive
services.
Life Care is also working to cultivate human resources
in nursing care and widely deploys the human resources
in nursing care to society with the aim of contributing tosolutions to the challenge of an aging society.

Care Like Co., Ltd., which conducts businesses to deploy
human resources to nursing and elderly care, became partof the Tokyo Tatemono Group in April 2017.
With the advancement of an aging society in recent years,
a lack of human resources related to nursing care isbecoming a social issue. We are able to ensure stability of
the necessary human resources after expanding the Senior

Expansion of the Nursing Care Facility Business
who prefer nursing care facilities based on things such as
their state of health. The nursing care facility business hasgrown to four facilities as of the end of 2017.

Seiaien Co., Ltd., which is a company operating nursing
care facilities, joined the Tokyo Tatemono Group in
September 2014 because there are some elderly people

TOPICS

New Business of the Grape Series

In 2017, we were entrusted with the operations of one new buildingthat opened in addition to the completion and opening of four newbuildings in the Grapes series residences for elderly people withservices.
Furthermore, we established one new nursing care facility. To be
accepted as a member of the community in each region our buildings
stand, we operate under a concept to align ourselves with the distinct
characteristics and environment of each region.
●Aiming for Multi-generational Interaction at Grapes Yoga
Grapes Yoga is residences for elderly people with services thatcombine childcare and a small-scale multi-functional nursing carefacility at a former employee dormitory of the Tokyo Traffic Bureau
as the first welfare infrastructure development project to utilize agovernment property in Tokyo.
We not only provide comfortable and pleasant living for residents
but also offer nursing care functions in each region. By doing so,
we are supporting elderly people to always live comfortably in thecommunities they are used to living.
Moreover, by combining certified childcare facilities, we areassuming one responsibility to resolve the problem of children
on waiting lists for nursery schools while also contributing to theinteraction across generations and the revitalization of the region.

32

Grapes Yoga

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back●Community and Multi-generational Interaction andEnvironmental-friendliness at Grapes Shonan Tsujido
Grapes Shonan Tsujido was set as part of the re-development
business in front of Tsujido Station and a condominium, multigenerational community facility, community square, and commercial
facility were planned for the gigantic site. The entire re-development
project has acquired the SEGES (Social and Environmental
Green Evaluation System) certification and contributes to urban
development friendly to the regional environment.
●Private Nursing Care Homes with Nursing Care Services at
Grapes With Yotsuya
Grapes With Yotsuya is a residential space that provides easy living
through comfortable facilities and support services where residents
can enjoy living that takes advantage of a city location. In the future,
we will expand nursing care facilities that leverage our know-how up
until now as Grapes With.

Grapes Shonan Tsujido

Grapes With Yotsuya

Facility List
Residences for elderly people with service
Owned properties· Grapes Asakusa· Grapes Fujimino· Grapes Omori-nishi· Grapes Felicity Totsuka· Grapes Kawasaki Shinmachi· Grape Season Totsuka· Grapes Tsujido Nishi-Kaigan· Grapes Tateishi· Grapes Yoga
· Grapes Shonan Tsujido· Grapes Setagaya Chitosedai

Management properties· Kosha Heim Chitose Karasuyama· Grapes Garden Nishi-arai Daishi· Grapes J Higashi Ikebukuro· Kosha Heim Hirao

33

Nursing care facilities· Adonis Plaza Omiya· Sans Souci Kita-Urawa· Sans Souci Owada· Grapes With Yotsuya

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Support for the Empowerment of Women
Policy and Concept
supporting the empowerment of women by supporting theirlifestyle through housing development.
In addition, we understand their challenges throughquestionnaires for female employees and incorporate
solutions in facility plans for buildings with the aim of acomfortable work-friendly office for women.

As the empowerment of women progresses and the ideal
lifestyle and happiness of women diversifies, support for thechanges to the diverse ways of life in both residences andoffices is necessary.
The Tokyo Tatemono Group incorporates the point-of-viewof women in the development of housing and believes inIndex and Performance
Index
Number of properties participating in Bloomoi

Up to 2014

2015

2016

2017

Total

5 properties

2 properties

4 properties

2 properties

13 properties

Project Bloomoi: Thinking About Housing that Brings More Happiness to Working WomenTokyo Tatemono has carefully researched the insights ofworking women and has been advancing the Brillia Bloomoi
Project since 2012 to consider and promote the realizationof housing that responds to the diversified needs. We hopeto broadly support not only working women but include
women who are engaging in household affairs, childcare,nursing care, community contribution, and learning at
schools in this project.
The members of this project mostly made up of female
employees of our company value sympathy, dialogue, andco-creation and believe in lifestyles in which working women
can live unique lives with more happiness. Bloomoi, a wordcoined by combining bloom and moi (me), incorporates themeaning of seeing the many smiles and talent of working
women fully bloom with grace.
In this project, we not only conduct product developmentin the floor plans of the condominiums and the housing
facilities but also expand it from the soft perspective,

including management and aftercare services, to continuallybring out products that take advantage of the Bloomoi idea.

Bloomoi Co-creation Concept

Bloomoi Co-creation Process●Searching for Co-creation Needs
Working women in fact have a wide range of life styles.
Bloomoi builds new business schemes of building throughthe co-creation process. We examine the insights of working
women through efforts such as events, dialogue, andFacebook and bring those insights into product planning.
The floor plans and facilities designed based on the survey
results and feedback we receive will brush up planning afteran exchange of ideas with working women.
Official website:www.brillia.com/bloomoi/ (Available in Japanese Only)
Official Facebook page:www.facebook.com/BrilliaBloomoi/ (Available in Japanese Only)
Official Instagram page:www.instagram.com/brillia_bloomoi/ (Available in Japanese Only)

g the
lizin
Rea Form
l
Idea

UP

Tokyo Tatemono

Brillia Buyers

Working Women

DialogueCo-creation

Sympathy

Ongoing Dialogue andNumber of Discussions

Bloomoi Mates
Core Supporter

Project Product Prototype
Release Specific Examination/
Opinion Collection

Multi-industry social event
Group Interview

Social Event
Co-creation Workshop

Supporting
Families

Working Women

Insight Collection

ProvidingChildcareCo-creation Pyramid

ProvidingNursing Care

Studying
Contributing toCommunity
Involvement

Facebook
Online questionnaire
Supporter
Co-creation Spiral
Number ofParticipants

34

UP

Process ReleaseCollection of Quantitative
Needs

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back●Adoption of Multiple Bloomoi Project Products at
Brillia Oyama Park Front
Brillia Oyama Park Front, which is a condominium in theworks set to be completed in October 2018, is locatedin a convenient location within a 2 km distance from thecity center of Ikebukuro on the Fukutoshin line that isprogressing with the re-development project, and predicts
many of the residents will be working women. This property
has adopted facilities developed in the Bloomoi project ineach location so that working women will live with more
happiness.
In addition to Bloomoi Pocket and Bloomoi Library, we haveequipped the interior of the model room with an L-shaped
sofa and wall storage. Moreover, select kitchens andwashstands chosen to match lifestyles with a track-record ofuse in many other Brillia buildings have also been adopted.

TOPICS

Bloomoi Library
A workspace to conduct small tasks when there is extra time suchas breaks during cooking has been installed next to the kitchen. Thiscan become a sleek space by closing the door when visitors show up
suddenly.
(Left: When open/Right: When closed)

Proposal of Office Environments Friendly to Women

The Empire Building completed in September 2017 was a reconstruction business conducted jointly with Empire
Motor following the deterioration of the head Empire Motor head office building. We poured our strength into awork-friendly office for women that of course provided the latest functionality and high earthquake resistance. We
conducted a survey with the female employees who work at Tokyo Tatemono and reflected the feedback we received
in the plans for the facility.

Installation of Bench with Fitting Board in Dressing
Rooms

Installation of a Compartment in the Powder Cornerof the Restroom with a Refreshing White Tone

35Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Responding to the Increase of Children on Waiting Lists→ Please also see the Feature: Start of Childcare Business at Ohayo Child Care (P4)

Policy and Concept
lack of nursery schools, such as a delay of women returning
to work because childcare is not available for their children.
Tokyo Tatemono Group is working to expand the childcare
business and to establish a childcare environment forhouseholds raising children and for the children of our future.

In recent years, an issue of children on waiting lists fornursery schools is worsening due to the lack of childcare
facilities caused by a concentrated population and anincreasing number of double-income households in urban
areas. Many problems manifest as social issues due to theIndex and Performance
2017

2018

Total

Number of People Accommodated by Childcare Facilities(Capacity Base/Capacity with New Facilities)

Index

50 people

259 people

309 people

Number of New Childcare Facilities Opening

3 facilities

5 facilities

8 facilities

Expansion of Ohayo Child Care Kameido
In April 2017, Tokyo Tatemono Kids opened Ohayo Child
Care Kameido in Koto, Tokyo, Ohayo Child Care Yokohama
Negishi and Ohayo Child Care Mitsuzawa Shimocho in
Yokohama City, Kanagawa as the first Tokyo TatemonoGroup nursery schools. Five additional nursery schools
newly opened in April 2018.
Based on the childcare philosophy to nurture abilities to live
fully, we prepare an environment where children think forthemselves and independently work at things.

Kindergarten Building Children Spend Time Comfortably with Facilities
and Specifications that Set Safety as the Top Priority

Ohayo Child Care run by Tokyo Tatemono Kids
Tokyo Metropolitan Area

Yokohama City

· Ohayo Child Care Kameido Tokyo-certified Nursery School·O hayo Child Care Yokohama Negishi Yokohama City Small-scale

School·O hayo Child Care Mitsuzawa Shimocho Corporate-lead Nursery· Ohayo Child Care Shiinamachi Tokyo-authorized Nursery School·O hayo Child Care Hanasakicho Yokohama City-authorized Nursery·O hayo Child Care Minami-Sunamachi Tokyo-authorized Nursery

Nursery School· Ohayo Child Care Omorimachi Tokyo-authorized Nursery School

School· Ohayo Child Care Nishi-Sugamo Tokyo-authorized Nursery School

School36

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Revitalization of Aging Condominiums
Policy and Concept
Tokyo Tatemono Group places long-term reconstruction
and focus on the re-development business as an important
strategy of the Residence Business in the mid-term
management plan. We will contribute to revitalizing the local
community by renewing the existing stock of condominiums
and buildings as well as creating new values that match thecoming generation at the same time.

Condominiums built all over Japan that supported the rapid
growth after World War II have aged and are in need ofreconstruction. In addition to aging of the building, residentsof condominiums which were full of childrearing families arealso aging and declining in number. Solitary death has beenraised as a social issue and revitalization of a communitythat brings the residents together is necessary.

Index and Performance
Up to 2014

2015

2016

2017

Total

Projects indevelopment

Before rebuilding Total number of units

664 units

130 units

80 units

0 units

874 units

4,057 units

After rebuilding Total number of units

1,298 units

232 units

114 units

0 units

1,644 units

7,480 units (tentative)

Index

Brillia Koganei Sakuracho Condominium Revitalization
Property Data
Project
overview
Address(Before rebuilding)
Koganei apartment building

2-chome, Sakura-cho, Koganei, Tokyo

Construction period Completed 1964/1965
Site area

5,356.35 m

5,219.46 m2
No change
No change

4,914.57 m2

Number of buildings Total 3 buildings/4 floors
This is the full view of Koganei Sakuracho. The building layout has
been changed with the aim of bringing the feel of light, greenery and thebreeze to the L-shape of the south and east wings.

Completed 2016

2Standardbuilding-to-land ratio
Allowable
volume rate
Floor space(After rebuilding)
Brillia Koganei Sakuramachi.

9,081.48 m2
Total 1 building/8 floors

Number of units

80 units

114 units (61 subdivided units)

Unit floor space

54.24 to 54.44 m2

46.75 to 84.96 m2

Floor plan

2DK/3DK

1DK to 4LDKreconstruction because the building had issues from the
aspects of functionality and crime prevention, such as thelack of elevators and auto-locks. Thereafter, we directly
confronted challenges, such as the review of businessplans through skyrocketing building costs, and held ongoingtalks with all of the residents. Approval of the exchange ofequivalent rights* plan was granted in 2014 and the project
was completed without any problems.
Mobility became easy with the installation of elevators
after largely improving the residential functionality throughrebuilding. The condominium also offered easier living forchildren and the elderly, such as heightened crime prevention
performance by changing the layout of the residential buildings.

Points of the Brillia Koganei Sakuracho
Condominium Revitalization(1) Comprehensive comparison to examine
large-scale repairs versus reconstruction(2) Dramatic improvement in residential
performance through reconstruction(3) Planting and provision of parks to achieve both arichly green environment and crime prevention
Brillia Koganei Sakuracho completed in May 2016 was born
rebuilding a Koganei apartment building located in the richly
green area of Musashino.
The building had already passed more than the roughly 50year mark upon the initial inspection for the revitalization of
the condominium. The residents were getting older and thedeterioration of the building was progressing. The decision
to rebuild was made in 2013 by comprehensively comparing
the functional improvements via large-scale repairs and*Exchange of equivalent rights: Exchange of sectional rights and site usage
rights to rights in the new condominium and issuance of monetary payments.
A consensus between residents is necessary because the appraised value
between the old building differs from the new. The exchange of rights planneeds approval by the mayor of the local government.

37

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Initiatives in Brillia Tama New Town Condominium Redevelopment
Property Data
(Before rebuilding)(After rebuilding)
2-chome, Suwa
Brillia Tama New Town
condominium
2-2 and 4-2 (Street Number) Chome Suwa,
Tama, Tokyo

Project
overview
Address
Construction
periodCompleted 1971

Site area

64,399.93 m2

Standardbuilding-to-land
ratio
Allowable
volume rate
This is the full view of Brillia Tama New Town. The redevelopment
preserves existing green spaces while realizing the largest
reconstruction project in Japan.

Points of the Brillia Tama New Town
Condominium Redevelopment(1) Largest condominium reconstruction projectin Japan (640 units to 1,249 units)(2) Revitalization of the community by changing
the resident structure(3) Preservation of the living environment bypreserving green spaces

10%

60%

50%

200% (150% based on
district plan)

Floor space

34,037.13 m2

124,904.05 m2

Number ofbuildings

Total 23 building/
5 floors

Number of units

640 units

Total 7 building/
11 and 14 floors
1,249 units (684 subdivided
units), Associated facilities
3 subdivisions

Unit floor space

48.85 m2

43.17 to 101.44 m2

Floor plan of all
units

3DK

2DK to 4LDK

interest in the social significance of revitalizing the historic
Tama New Town and has garnered great attention. This has
not only been inspected by customer but also management
associations of properties thinking about rebuilding as well
as local governments.
The ratio of age composition before the reconstruction
was weighted towards elderly but age composition
became slightly younger as about 70% of those that newly
purchased housing units were between the age groups of
20s to 40s. Today, events are continually planned such assummer festivals to further nurture a community with theparticipation of a number of people regardless of whether a
new or previous resident.

Brillia Tama New Town, completed in October 2013, isa community that was brought new life after a history of
approximately 40 years as Tama New Town Suwa 2-chome
Housing through the reconstruction business. We haveworked on the project for eight years in cooperation withright holders and related parties since 2007. As a result, werealized a total of 1,249 housing units in 7 buildings while
preserving green spaces and securing public open spaces.
As the deterioration of the aging condominium worsens, thereconstruction project for Brillia Tama New Town has evoked

TOPICS

Completed 2013

Brillia Tama New Town introductory website:www.b-tamant.com (Available in Japanese Only)

Senri New Town Condominium Redevelopment

Senri New Town in Osaka, which is the largest new town in Japan,
has passed a half a century since it opened in 1962. We areworking to revitalize the community through reconstruction in eachand every housing complex.
Tokyo Tatemono is participating in the Senri Tsukumodai A
Subdivided Condominium Reconstruction Business in Senri New
Town. Senri Tsukumodai A Subdivided Condominium Reconstruction
Business is an association-type implementation of condominium
redevelopment in accordance with the first Act on Facilitation ofReconstruction of Condominiums in Suita City. All of the residence
from 2015 will work together with this project, and we expect every
right holder will move in from December 2019.

38

Image After Reconstruction of the Senri
Tsukumodai A Subdivided CondominiumIndex

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Community Involvement
Co-existing with Communities
Policy and Concept
activities, such as running events as city clean-up activities
and community vitalization, to improve regional value inareas such as Yaesu, Nihonbashi, and Kyobashi where weown and manage real estate.

The Tokyo Tatemono Group believes improving regional
value through various community activities is not only partof community development but connects to the sustainablegrowth of our own business.
Therefore, we are working to conduct various community

Introduction of Clean-up Activities
The Tokyo Tatemono Group is regularly conducting cleanup activities by using time such as that before the start ofwork for urban beatification in multiple areas that include
Yaesu where our the Tokyo Tatemono head office islocated, Nihonbashi, and Kyobashi. These activities havebeen praised and received a letter of appreciation from the
Nihonbashi Clean Business Cooperative.
In addition, we have continually participated in the Cleaningof Nihonbashi Bridge event in Nihonbashi since 2013. Manyof our employees are regularly participating in activities
of NPO Hana Kaido, which conducts management offlowerbeds along the sidewalks of Chuo-dori while Tokyo
Tatemono participates and supports those activities as amember of the secretariat.
Even in the future, we want to contribute to thebeautification of the city as a member of the local
community.

Morning Cleaning Activities

Participating in Sanno Festival, One of the Three Major Festivals of JapanThe Tokyo Tatemono Group actively participates in the
Sanno Festival, an important event in the area where thehead office of Tokyo Tatemono is located, to pass down
the traditional culture. The Sanno Festival is counted as
one of the three major festivals in Japan along with theTenjin Festival in Osaka and the Gion Festival in Kyoto.
Many Group employees participate during the marching of
twelve portable shrines through the Yaesu, Nihonbashi, andKyobashi area. The Group employees take part in carrying
the portable shrines and boasting the festival with membersof local neighborhood association members.
Sanno Festival

CSR Website Feature: Tokyo Tatemono Urban Development
Activities (Published 2017)www.tatemono.com/csr/special/townplanning.html(Available in Japanese Only)

39

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Bustling Creation in Nakano Central Park
Award in the Creation of Town, Local Area or Community
category in 2014.

The richly green open space of approximately 3 haoffered jointly by the neighboring universities and local
government in Nakano Central Park (public open space,etc.) seamlessly connects to Nakano Shiki no Mori Parkand is used as a place where office workers, students, local
residents and industries interact.
Various events are held such as free markets andworkshops throughout the year, incorporating the existing
culture of the city and students as well as new vitality.
Through these types of events, a variety of people arebrought together to create a bustling space by actively
building community while helping to cultivate knowledge
and continually vitalize the area by an organic interaction
between people, universities, the city, and companies.
Many events were held in 2017 with a total of 230,000
people visiting Nakano Central Park.
These bustling initiatives that effectively use this open
space have been praise and received the Good Design

The music club from the Tokyo Tatemono Group also performed onstage at the Nakano Summer Festival

Websites Jointly Run with Management Associations to Broadcast Condominium Information
The Tokyo Tatemono Group creates websites run jointlywith management associations to introduction informationsuch as an overview and history of the condominium, future
initiatives, resident organizations, common facilities, andevents. Blogs are also opened to deliver the voices of theresidents.
Websites for Brillia Mare Ariake, Brillia Ariake Sky Tower,
Brillia Ariake City Tower and Totate Zama Heights are
already open and expansion is planned for the future.
Broadcasting information about condominiums bothinternally and externally is expected to help improve
the asset value, vitalize the community, and sustain theenvironment.
Official Brillia Mare Ariake website:www.bma33.com/ (Available in Japanese Only)
Official Brillia Ariake Sky Tower website:www.ariakesky.com/ (Available in Japanese Only)
Official Totate Zama Heights website:zama-heights.com/ (Available in Japanese Only)

Official Brillia Ariake City Tower website:www.bac.tokyo/ (Available in Japanese Only)

Community Building Through Event Proposals to Management Associations
A healthy community has a positive effect on maintenanceand management of condominiums and leads to greater
asset value. The Tokyo Tatemono Group makes proposals
to management associations of condominiums about eventsfor community building and support for their management.
We conduct activities to cultivate communities incooperation with management associations from social
events before residents move in to community events
perfect for each season after moving in (Christmas,
Tanabata, etc.), fire-fighting drills, gardening, and support ofoperations for club activities.

Disaster Prevention Training at Brillia Bunkyo Edogawabashi

40Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Cultural and Social Contribution Activities
Policy and Concept
activities, such as cultural and arts activities, educational
support, sports promotion, and disaster recovery support.
We contribute urban development, community building in
addition to building an affluent society as a member of thelocal community.

The Tokyo Tatemono Group believes realizing an affluent
society through various cultural and social contribution
activities helps the sustainable growth of our own
businesses.
Therefore, we engage in a variety of social contribution

Artist Support at THE GALLERY in the Brillia LOUNGETokyo Tatemono is providing support for various culturalactivities such as arts and sports. As part of these activities,
we operate THE GALLERY as an exhibition space setup ina corner of the Brillia LOUNGE on the first floor of the Tokyo
Tatemono Yaesu Building as a place to introduce up-andcoming artists and their artwork.
THE GALLERY introduced works from four groups of artists
in 2017. In addition, the Brillia ART AWARD 2018 was held
to determine the artists to introduce in 2018 through a public
offering. This award not only judges complete artworks but
also production plans. Winners are given a production grantof 200,000 yen. The works that are created are displayed instages throughout 2018.
For more information about THE GALLERY in Brillia Lounge, see:www.brillia.com/brillia/topics/ (Available in Japanese Only)

Works by Artists Introduced in 2017

Edo Machi Jyuku to Learn about Tokyo Culture Held
The Edo Machi Jyuku is a program to learn various thingsfrom the history to the way of shouldering the Mikoshi
to more fully enjoy the Sanno Festival, which is one of
the three largest festivals in Japan. Tokyo Tatemono issupporting local town councils and other associations as asecretariat that conducts planning and operations.
We broadly recruit participants from inside and outside of
the company and invite people with a deep relationship to
the Sanno Festival as lecturers to talk about how to enjoy
the Sanno Festival from many different perspectives.
These activities became an opportunity for not only the local
residents but also office workers to learn more deeply about
the history and culture of the region, and we hope at least
one more member of the town will pass down the culture.

Edo Machi Jyuku

41

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Urban Development Leader Education Program to Learn and Think about City Building Held
A facility called Kyobashi Environmental Station that
promotes low-carbon cities is located on the 6th floor ofTokyo Square Garden owned and managed by Tokyo
Tatemono. Kyobashi Environmental Station is holding a freeseries of seminars to learn about building eco cities overroughly six months every year.
In 2017, the Urban Development Leader Education Program
was held for the purpose of developing human resources
who will be entrusted with future city building. Based on twohours of classroom learning each time for a total of eighttimes between May and December, students experience
the process from the ability to solve local problems to thecreation of new ideas. In the final class in December, thelocal problems and solutions each team had been looking
into were announced.
Tokyo Tatemono plans, operates, and holds this seminarwith the Institute of Sustainable City Forum.

8th Presentation Session (Dec. 11, 2017)

Supporting Disabled Sports
Tokyo Tatemono has been an official partner of Japan Parasports Association since August 2015 as part of its social
contribution activities.
We will actively support para-sports through initiatives
to popularize para-sports and take part in realizing thephilosophy of para-sport for creating a vibrant coexistingsociety.
In 2017, we promoted people to watch the events bybroadcasting event and competition information inside
the Group and reaffirmed the recognition of para-sports
in an even greater number of employees by watching andcheering on the competitions.
Moreover, we acquired the naming rights to the Shin-Toyosu
Brillia Running Stadium track and field facility that opened in
December 2016 and cooperate in operating the facility. The
Shin-Toyosu Brillia Running Stadium combines an artificial
sports leg development laboratory where people withdisabilities can train side-by-side with everyone else.

Interested Employees Gathered to Watch a Competition

JPSA Official Partner

Shin-Toyosu Brillia Running Stadium

42Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Earthquake Reconstruction Support Through Rice Planting
The Tokyo Tatemono Group aims to build an affluent
society through reconstruction after the Great East Japan
Earthquake and interaction between the city and farming
villages, and it supports rice planting activities for the local
Teneimai rice from Ten-ei village in Fukushima Prefecture.
Hatoriko Highland Regina Forest Co., Ltd. owned by Tokyo
Tatemono Group up until 2016 was located on the outskirtsof Ten-ei Village, which began support and other activities
with roughly 100 employee volunteers participating.
Employees and their families experience farming such as
the rice-planting in spring, cutting weeds in summer, and theharvest in fall while interacting with the local farmers.
The company and these individuals are unified in deepening
their understanding of Ten-ei Village and supporting thereconstruction of Fukushima from Ten-ei Village throughthese activities.

Participants of harvesting rice

Supporting Patients with Incurable Diseases and Their Families
Apartments Tower Kachidoki rental condominiums owned
by Tokyo Tatemono has concepts to both support the raisingof children and to co-exist with the community. The building
provides facilities such as certified childcare, family house,
pediatric clinic, and residence for a generation raisingchildren. The family house, which is operated by the NPO
Family House*, is a second home to use as a residence
facility for families that travel to urban hospitals from afar
to care for their children with intractable diseases such as
pediatric cancer.
Tokyo Tatemono is empathetic to this activity and provides
a 130 m2 house free of charge that is equipped with
two Japanese-style rooms and a common room in the
Apartments Tower Kachidoki close to the National Cancer
Center Hospital and St. Luke’s International Hospital.

Common Room for Two Families to Spend Leisure Time*A certified non-profit organization (NPO) is an organization thatreceives tax incentives to encourage donations to the organization.
NPOs can only be established through the certification system, but theorganization must have a certain activity periods and needs to pass anevaluation by a competent authority.

43

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

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,

44

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

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

45

2013

2014

2015

2016

2017

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

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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Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

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

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

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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FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

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Resource Assets

Improving Management System

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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

0

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

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

Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

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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

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Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

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Improving Management System
Corporate Governance
Policy and Concept
securing soundness and transparency of management andincreasing its effectiveness.

To enhance the corporate value of Tokyo Tatemono,
we strive to build optimal corporate governance while

Systemfunctions and transparency of management by appointing
outside directors and auditors. We believe that we have built
a system able to sufficiently execute the supervising andauditing functions of management and directors.
Furthermore, we established the Group Management
Meeting in an effort toward efficient and sound Groupmanagement.

Tokyo Tatemono has adopted a corporate governancesystem as the structure for corporate governance and wehave established a board of directors and an audit andsupervisory board. In addition, we clarified the division offunctions for management and the execution of operations
to strengthening the auditing functions and businessexecution functions. We are also strengthening the auditing
Corporate Governance Structure

General Meeting of Shareholders
Appointment/Dismissal

Advisory Committee
Advisory

Appointment/Dismissal

ReportReportBoard of Directors (Directors)
Appointment/Audit

Account Auditor
Cooperation

Dismissal

Account Audit

Audit and Supervisory Board (Auditors)

Audit

Cooperation

President & Chief Executive Officer
Group Management Meeting

Appointment/Dismissal

Internal Control Committee

Internal Audit Division
Audit

Each Headquarters/DivisionTokyo Tatemono

Each Group Company
Tokyo Tatemono Group●Directors (Board)
There are 12 directors and four are external directors. As
a general rule, Tokyo Tatemono holds a regular Boardof Directors meeting once a month and an extraordinary
meeting when a need arises to decide on importantmatters related to execution of operations and auditing of
the operations of the directors.

Auditors also attend Board of Directors meetings andshare their opinion when necessary. (Number of members
as of April 2018)●Auditors (Audit & Supervisory Board)
Audit & Supervisory Board consists from four auditors(two full-time auditors) and two external auditors.
52Index

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Back●Internal Control Committee
Internal Control Committee discusses and monitors
management of internal control (promoting compliancemanagement and internal management risks), etc. andreports to the Board of Directors, Audit & Supervisory
Board, and other bodies when necessary. (See risk
management for details.)●Executive Officers
Executive Officer System is implemented to stimulate
the Board of Directors by separating management andexecution of operations and to accelerate decision
making process related to operations.
●Group Management MeetingGroup Management Meeting consisting of executive
officers assigned roles is implemented to deliberate on
important matters related to the management of theGroup.
In addition, fill-time auditors participate in the GroupManagement Meeting to grasp the situation of thedeliberations and share opinions when necessary.

●Advisory Committee
An advisory committee was put in place as a body toadvise the Board of Directors when deliberating matterssuch as the selection of director candidates and the chief
executive officer as well as the remuneration for directors(excluding external directors). Committee members areappointed from the directors, but we appoint more thanhalf of the total of five directors as external directors toguarantee objectivity and transparency of procedures
while leveraging the knowledge and advice of theseexternal directors.

Supporting System for External Directors and Auditors
Furthermore, full-time auditors participate in important
meetings including the Group Management Meeting in
addition to the Board of Directors meeting while receiving
relevant reports from the accounting auditor, directors,
and the employees of each division to build a system thatenables the exchange of opinions with individual bodies at
any time.

The Planning Division, which acts as a Board of Directors
Secretariat, provides explanations and information asnecessary to support the external directors and auditors at
Tokyo Tatemono.
In addition, personnel are assigned as a staff of the auditors
upon request from the Audit & Supervisory Board tosmoothly execute the auditing duties.

Policy on Remuneration and Calculation Method●Status of Remuneration of Directors and Auditors(FY2017)
Position/Number of recipients/Total amount paid
Directors/12/¥422 million (excluding external directors)
Auditors/5/¥64 million (excluding external auditors)
Total/17/¥486 million

The remuneration for directors is set to less than ¥35 million
a month (equivalent to ¥420 million a year)*1 as fixedcompensation and 1% of consolidated recurring income andless than 2% of the income*2 of the previous fiscal year isset as performance based remuneration as decided during
the Board of Directors meeting.
Today, we have further clarified the link between
remuneration, such as that for directors, and the shareprice of the company, and we have adopted a stock
remuneration system via a stock bond trust at the 200th
General Meeting of Shareholders held March 28, 2018
for the purpose of heightening awareness about thecontribution to growth in the medium to long term corporate
value. By adopting this policy, remuneration, such as thatfor directors, is composed of three types of payments; fixed
remuneration, performance based remuneration, and sharebased remuneration. We limit payment of share based
remuneration (excluding external directors) to a maximum of
40,000 points (equivalent to 40,000 shares) per each fiscal
year.
Remuneration for auditors is limited to basic remuneration
based on the role of the full-time and temporary auditors
and it set to be less than ¥8 million a month (equivalent to¥96 million a year).

*1: Based on resolutions at the 190th General Meeting of Shareholders
held on March 28, 2008
*2: Based on resolutions at the 195th General Meeting of Shareholders
held on March 28, 201353

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FeatureEnvironmental Initiatives

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Resource Assets

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Risk Management
Policy and Concept
risk management system to continually monitor and control
risk and provide comprehensive risk management.

The Tokyo Tatemono Group strives to manage risks thathave the potential to impact the businesses of the Group toheighten the stability of corporate value. We put in place a

Systemrisks) among those general risks with the President as chair.
We also review policies to respond to general business risks
through the Group Management Meeting and other means.
Furthermore, important matters related to these risks arereported to the Board of Directors and Audit & Supervisory
Board as well as other bodies as necessary.
We are thoroughly managing risk through a series ofprocesses that include monitoring and improving theoperational status of this risk management.

We categorize and manage investment risks, financial risks,
operational risks, internal control risks and general risks
that are aggregate risks as vital risks that have a potential
to greatly impact the management of the Tokyo TatemonoGroup.
General risks are stored in the Corporate Planning Division,
which is the department in charge of managing risk, andthe Internal Control Committee debates and manages theinternal control risks (internal control risks and compliance
Risk Management by Internal Control Committee

Board of Directors/Audit & Supervisory Board
Report of Important Matters

Risk
Management
Division

Debate and Report ofImportant Matters

Report of Important Matters

Corporate Planning Division

Person Responsible for Overseeing Risk Management:
General Manager of Corporate Planning Division
Person Who Assists in Overseeing Risk Management*:
General Manager of the General Affairs Division*Only for internal risk management

Internal Control Committee
Committee Chair: President
Secretariat: General Affairs Division
Assistance: Corporate Planning
Division/Internal Audit Division

Group Management Meeting, etc.
Chairman: President
Secretariat: Corporate
Planning Division

Integrated Risks

Risk
Category(Aggregate of Investment Risk, Financial Risk, Internal Control Risk, Business Risk)

Investment Risk
ReportFinancial Risk
Monitoring/
Improvement

Internal Control Risk

Business Risk

(Aggregate of Internal Management
Risk and Compliance Risk)

ReportMonitoring/
Improvement

Each Division Office

ReportMonitoring/
Improvement

Person Responsible for Risk Management: General Manager of Each Divisional Office
Management/Promotion of Operational Execution: Person Responsible for Operational Management

54Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Joint Training in Earthquake Measures with Group Companies
earthquake measures unified with each Group company
and confirm procedures such as the chain of command, thedivision of roles, informational collection and distribution andsafety confirmation.

The Tokyo Tatemono Group defined basic policies when
an earthquake strikes in the Basic Plan of Earthquake
Measures and prepared a manual that includes the initial
response, stockpiling and safety confirmation.
In October every year, we conduct collective training inComprehensive Informational Management
responsible for supervising the management of information
at the core. We are also strengthening management suchas that of personal information and confidential information
through informational management audits through theInternal Audit Division.

The Tokyo Tatemono Group has defined informational
management rules, rules for the handling of personal
information, and rules for handling personally identifiable
information in order to properly handle the information
handled in our operations. Furthermore, we have put inplace an informational management system with the person

55Index

Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Compliance
Policy and Concept
Tokyo Tatemono Group defines compliance as complying
not only with laws but also social standards and corporate
ethics to gain everlasting trust from society, and it continues
engaging in sound corporate activities. Corporations needto respond to the expectations of customers, business
partners, shareholders, investors, local society, employees,
and other stakeholders, and responding to the needs ofthese stakeholders with integrity is important.
Tokyo Tatemono Group has established the Compliance
Charter to promote corporate activities that observecompliance in June 2009, and it is advancing those efforts.

Tokyo Tatemono Group
Compliance Charter
As we engage in corporate activities, we observe
the Compliance 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 throughcorporate activities.
· We respect the personalities and values ofeach other and maintain a comfortable working
environment.
Established June 2009

SystemThe Tokyo Tatemono Group established the Internal Control
Committee that discusses Group compliance as well as
general internal control risks as a framework to promotecompliance and to supervise Group compliance activities.
In addition, the General Affairs Division of Tokyo Tatemono
supports and instructs Group companies on their operations
related to compliance while coordinating with Group
companies to improve the compliance function of the entire
Group.

Board of Directors

ReportAudit & Supervisory Board

Internal Control Committee
Committee Chair:
President & Chief
Executive Officer

ReportSecretariat
General Affairs DivisionCorporate Planning DivisionInternal Audit Division

Compliance Education
Activities Report

Receive Report

Internal
Audit

Each Business Division
Each Group Company
Person in Charge ofCompliance56

Cooperation

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FeatureEnvironmental Initiatives

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Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

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Index and Performance
Number of Students and Completion Rate of Compliance (e-Learning) Training
Number of Students and Completion Rate of Compliance (e-Learning) Training
Completion Rate of Compliance Training

2015

2016

2017

657 people

814 people

847 people

99.4%

98.8%

98.5%

2015

2016

2017

28

15

44

Number of Reports and Consultations to Helpline
Number of Reports and Consultations to Helpline

Compliance Manual
We formulated the Tokyo Tatemono Group Compliance
Manual to ensure the practice of the Compliance Charter
throughout the Tokyo Tatemono Group.
The Compliance Manual stipulates 16 compliance items asa code of conduct for all people engaged in operations ofoffices of Group companies regardless of their employee
classification, office organization or the employment system.
All employees who work in operations at offices in Group
companies are given the Compliance Manual as a booklet
or it is posted at each office to fully raise awareness.

Compliance
Manual<Compliance Items>
1. Observance of Laws and Regulations
2. Proper Relationships with Partners
3. Moderate Gifts and Entertainment
4. Sincere Response to Customers
5. Environmental Considerations
6. Proper Relationships with
Politics and Government

7. Ban on Relationships with Antisocial Forces
8. Timely/Proper Informational Disclosureand Appropriate Tax Reporting
9. Restriction of Insider Trading
10. Respect for Human Rights/Restrictionof Discrimination and Harassment

11. Guarantee of a Comfortable
Working Environment
12. Proper Management of Information
13. Restriction of Conflicts of Interest
14. Co-existing with Local Communities
15. Management of Information System
16. Respect for Corporate Assets

Compliance Training
In addition, we have introduced stratified training, such ascollective training for new Group employees, training forexecutives and general managers, training for new Tokyo
Tatemono employees, and training for newly appointed
supervisors.
We also hold seminars by inviting outside experts as
lecturers around themes regarding the law and regulation
field as well as taxes that have great importance inoperations and share the latest judicial examples,tax amendments and other information related to ourbusinesses throughout the entire Group.

The Tokyo Tatemono Group conducts joint Group e-learning
training every year. In 2017, we gained knowledge about
harassment prevention, informational management, theBuilding Lots and Buildings Transaction Business Law and
the Act on Prevention of Transfer of Criminal Proceeds aswell as brushed up our knowledge following amendments
to the laws and regulations for roughly 2,800 executives
and employees in 13 Group companies, in addition to our
foundation in compliance that includes the Compliance
Charter and compliance items.

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FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

Back

Implementation of Compliance Surveys
We analyze the survey results for overall trends and traitsof each Group company, and then report that information to
the Internal Control Committee while providing feedback toeach Group company. These results play a role in resolving
issues before they happen and in compliance education
activities as well as being reflected in the compliancesystem.

The Tokyo Tatemono Group conducts compliance surveys
to periodically understand and review the awareness andpenetration about compliance of Group employees every
year since 2009.
This survey was held for approximately 6,800 employees
from 16 companies throughout the entire Group in 2017 witha collection rate of roughly 80.5%.

Setup of a Helpline
are reported to the Tokyo Tatemono Internal Audit Division(organization under the direct control of the President) andthe facts are reviewed and verified in accordance with thecontent from an objective standpoint.
We appropriately respond to actions that violate compliance,such as immediate corrective measures as well as steps
to prevent recurrence. The Internal Control Committee
is convened for more important matters to consider the
response.

The Tokyo Tatemono Group setup the Tokyo TatemonoGroup Helpline that can be used throughout the Group asa consultation and reporting window to prevent violations
to the laws and illegal acts. Furthermore, the helpline
establishes a contact window with an external law officeto create a system for easy consultation and reporting. All
employees who engage in the businesses of any of theGroup companies can use this helpline.
Consultations and reports received at each contact window

Responding to Anti-social Forces
Furthermore, we cooperate with external experts suchas the police and attorneys at law to respond with a firm
attitude to anti-social forces.

Our ban on any relationship with anti-social forces has beenclarified in the Exclusion of Anti-social Forces Rules of theTokyo Tatemono Group and we have stipulated specificprocedures for checks in the Anti-social Forces Check
Manual.

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FeatureEnvironmental Initiatives

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Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

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Respect of Human Rights
Policy and Concept
discrimination and harassment, and the guarantee of awork-friendly work environment. We have also raised therealization of a satisfying working place in the Human
Resource Policy.

The Tokyo Tatemono Group raises the respect for
personalities and values in the Compliance Charter. We
formulated the Tokyo Tatemono Group Compliance Manual
to ensure the Compliance Charter is put into practice,which defines compliance as a code of conduct related
to the respect of human rights, the restriction of acts of→Compliance Charter P.56

SystemThe Internal Control Committee supervises the Group
compliance activities.

We established the Internal Control Committee to discuss
general internal control risk, including compliance of theTokyo Tatemono Group, to promote human rights and othercompliance issues.

→Compliance System P.56

Human Rights Initiatives
The Tokyo Tatemono Group defines the restriction of actsof discrimination and harassment as well as the guaranteeof a work-friendly environment as part of the Compliance
Manual, which is a code of conduct to put into practice
the Compliance Charter. We fully raise awareness aboutcompliance by distributing the Compliance Manual toemployees and posting it at offices. Furthermore, we areconducting compliance training every year.
We are also preventing and quickly resolving harassmentand other issues through the Tokyo Tatemono Group
Helpline, which is a common consultation and reporting

window throughout the Group, and Compliance Surveys
while also taking the appropriate response to theconsultations and reports we receive on the helpline and thesurvey results.
Please see the pages below for specific initiatives.
→Compliance Training P.57

→Compliance Surveys P.58

→Setup of a Helpline P.58

Initiatives to Improve the Working Environment
The Tokyo Tatemono Group links to health insurance
associations and conducts a wide range of initiatives toimprove the health management of employees. In addition
to support to quit smoking, we work to understand andprevent the health risk characteristics of employees andencourage early diagnosis.
Furthermore, we support voluntary health managementof employees through a welfare plan. As mental healthinitiatives, we also implement self stress checks for
employees every year in addition to starting cooperation
with psychiatric advisors to put in place a support system.

In addition, we have been continually introducing measures
to prevent overtime since 2008 and are realizing a reduction
in long working hours.
Please see the pages below for specific initiatives.
→Health Improvement Initiatives P.47
→Mental Health Initiatives P.47

→Initiatives to Reduce Overtime P.49

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Message from the President

FeatureEnvironmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management System

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TopicsContribution to Resolving the Distribution Load Problem Through the Installation of Delivery Lockers in Parking Lots
Delivery Locker Installations (As of December 31, 2017)

In recent years, the number of home deliveries is growing
due to the prevalence of online shopping and the numberof re-deliveries has increased due to the nuclearization offamily and more double incomes families. The excess load ofcompanies handling distribution is becoming a social issue.
One solution is delivery lockers in which delivery services
can place parcels in a locker and the recipient can pick themup whenever they like. There are still an insufficient numberof convenient delivery lockers, and the lockers at large-scalecondominiums often fill up and can no longer be used.
The Nihon Parking Corporation of the Tokyo TatemonoGroup has begun to install delivery lockers that expand
Packcity Japan with focus on the multistory parking by
the hour that it operates. The lockers are available topeople using the parking lot as well as people only using
the lockers. Furthermore, the open access where multipledelivery services can use the lockers is a distinct feature.
We started with four locations in May 2017—Urawa Station
front, Minami-Osawa Station front, Omiya Station East Exit,and Wakaba Station West Exit—and expanded this to six
locations as of December 31, 2017 for a total of 204 lockers.

Name

SpacesNumber of Lockers

NPC24H Irawa Station Front Parking

225

45

NPC24H Minami-osawa Station Front Parking

364

45

NPC24H Omiya Station East Exit Parking

240

27

NPC24H Wakaba Station West Exit Parking

401

27

NPC24H Sobudai Station Front Parking

238

30

NPC24H Quick Ikebukuro Parking

40

30

NPC24H Minami-osawa
Station Front Parking(Outdoor Instillation)

Expansion of +OURS for Boosting Changes in Work Styles
December 31, 2017, two locations are in operation in Yaesu(Tokyo Station) and Nishi-Shinjuku (Shinjuku Station) near
two large terminal stations in the metropolitan area.

An environment facilitating diverse works styles, including
better productivity and telework, is vital to work-styleinnovation. Furthermore, major enterprises working with
open innovation are also growing in order to create new
business jointly with start-up companies. The start-up
companies pursue cheap working spaces that they can use
flexibly.
Tokyo Tatemono began the +OURS membership-based
share office that can support diverse work styles in July
2017. We have prepared a service office (furnished office
for legal personality registration between 1-16 people)
and co-working space (open lounge without assigned
seats) to respond to the needs of diverse work styles andalso encourage interaction between users. The Shinjuku
working space, which is our second branch, has a zone
set to encourage concentration on work and a zone set toencourage interaction. This adapts to even more refinedneeds.
Tokyo Tatemono also sponsors the DBJ Connect (program
built to support the creation of new business throughopen innovation) conducted by the Development Bank ofJapan and it is opening free working spaces in this facility
during the program for companies participating in the DBJ
connection program (including start-up companies). As of

Facility Overview+OURS Yaesu+OURS Shinjuku

Floor Space

Approx. 380 m2

Approx. 898 m2

Service OfficeTotal 17 Rooms

Total 28 Rooms

Co-working Space

Total 39 Seats

Total 76 SeatsBusiness Hours

Weekdays 8:00 am to 8:00 pm(Services offices are open around the clock.)+OURS Shinjuku
Co-working Space60

Contact:
Corporate Communications DivisionTokyo Tatemono Co., Ltd.
TEL: +81 (3) 3274-1984

Published: June 2018