Message fromthe President

Contents

Sustainabillity

FeatureEnvironment

SocialGovernance

Human Resources Development

Policy and Concept

Human Resource Policy

Tokyo Tatemono strives to develop the skills of employees
reflecting our belief that employees are the foundation from

1. Developing ideal human resource

which sustainable corporate growth is built.

Ideal human resource: person that is trusted
and that opens new avenue for the future

In 2012, we revised a number of human resources systems
to better cultivate talent and create workplaces capable ofcreating added value. At the same time, we strive to innovate

2.R ealization of a satisfying working place

ourselves into a highly optimized organizational culture

where employees can feel their growth

beyond individual or departmental optimization. As part of ourinnovation, we formulated our Human Resource Policy, which
serves as a foundation upon which to build a human resource
development system.

System (Human Resource Development System)

six years or more, we provide enhanced programs to foster aTokyo Tatemono has defined the first five years of a new

external dispatch training, and cross-industry exchange

culture of learning. This includes voluntary in-house training,

graduate hire's tenure as a time to focus on development.

training.

This development includes a collective training program

Training for managers includes training to enhance daily line

offering basic business training (covering topics such as logicalmanagement, including training for evaluators, mental healththinking, marketing, management strategy).

and line care training, as well as dispatch training programs

To provide experience and broader knowledge required

to external training agencies such as business schools tofor employees of a comprehensive real estate company,

enhance their strategic perspectives and management

we rotate new graduate hires among three departments tocapabilities.

gain experience in their first ten years of employment. ToIn addition, we have established self-edification programs

strengthen the OJT development cycle in the workplace, weand support systems to aid employees in acquiring

have set up training for managers responsible for instructing

certifications. These are to help employees enjoy independent

others, as well as a new employee counselor system. The

learning at all stages of employment. Furthermore, we

operation status of these initiatives is monitored throughoffer special support for learning the English and Chinese

regular interviews by the Personnel Division.

languages, as well as for dispatching employees to overseas

For mid-career employees who have been in the company▶ Summarytraining in consideration of global business expansion.

2020 Training Programs
Training per Management Level

Global Training

Self-Edification
External Dispatch

Support Systems for
Acquiring Certifications
Real Estate Broker

Electives

Executives

Executive Training

General Managers

New GeneralManager Training

Group Leaders

New GroupLeader TrainingManagers

New ManagerTraining

Assistant Managers

New AssistantManager Training

Senior Employees

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

New Employees

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

Coaching: Basics

Design Thinking

Coaching: Advanced

Negotiation

Strategic OJTAction Learning

Leadership

BreakthroughBusiness
Development

Lectures by Outside
Experts

Data Science

Attending language
schools
Overseas on-site
observation
Overseas dispatch
training
Internships with local
subsidiaries

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Support for attending
business/graduate
schoolSingle-subject businessschool training dispatch

The Official Business
Skill Test in Bookkeeping
Japan Business Law
ExamCross-industry training

Certified Building
Administrator

Distance learning

Real Estate Consulting

External seminars

Master Exam
Real Estate
Securitization Master
Urban Renewal Planner
Real Estate AppraiserFirst-class Architect

Contents

Message fromthe President

Sustainabillity

FeatureEnvironment

SocialGovernanceGroup-Wide New Employee Workshops
for Improving Group Synergy

Overseas Training for Global Human Resource
Development

The Tokyo Tatemono Group is engaged in a variety ofTokyo Tatemono conducts overseas training to foster

businesses that are closely linked to the lives of our customers.

heightened global mindsets among our employees as weWe are working to build an organization the allows us to exert

continue our global business expansion.

group synergies for the benefit of our stakeholders.

In 2019, we dispatched employees to Malaysia andTo achieve group synergies, we must first develop a sharedconducted training to better understand globally successful

group awareness in understanding the business of eachtalent, local culture, business trends, and other topics. Goinggroup company and to build deeper personal relationships.

forward, we will continue to support the growth of highly

One of our initiatives drive group synergies is workshops for

motivated people who want to take on the challenge ofjunior employees from all group companies. In 2019, we held

creating new value globally, both in Japan and overseas.

a four-day camp-style introductory training program for new
graduate hires.
We have also prepared various collective training programsfor employees up to their third year of employment. Theseprograms are designed to support building the humanrelationships that will drive group synergy.

TOPICS

Third-Year Employee Group-Wide Workshops Drive Group Synergies

In February 2019, 34 third-year employees from five Tokyo
Tatemono Group companies (Tokyo Tatemono, Tokyo Tatemono
Real Estate Sales, Tokyo Tatemono Amenity Support, E-State
Online, and Nihon Parking Corporation) gathered for two daysof training aimed at building a foundation for group synergies.
As the culmination of three years of group training for newemployees, this program deepens an understanding of thebusinesses at each company. At the same time, the training
divides employees into teams that discuss the ideal future of thegroup, our business environment, and other matters. On the last
day of the training, each team made a presentation to executives
and managers of each company about new businesses andservices that could be created in five years by leveraging groupsynergies.

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