TOKYO TATEMONO GROUP CSR REPORT 2019

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemMessage from the President 
FeatureP3[Editorial Policy]
Tokyo Tatemono Group sees the realization of asustainable society as its duty. The CSR information
broadcast to society is for the purpose of communicating
the type of initiatives that we are undertaking to all of our
stakeholders.
The CSR Communication Book (Booklet) is published inan easy-to-read format to target an even greater numberof people. Initiatives including all data are available on our
CSR website as well as CSR, which summarize our effortsof each year, and ESG Data Book, which only has data,
are available as PDF.
To facilitate understanding from various stakeholders,Tokyo Tatemono Group selects themes considered
important to society and our customers and strives
to expand our public information items around recent
examples of initiatives for those themes.
In addition, the Feature section includes initiatives distinct
to the Tokyo Tatemono Group that we would like tohighlight in particular to all of 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.
Third person assurance of performance results and GRI
standard content index has been added from this report.

P5

Feature Learn, Connect, Act Community Building through
P5
Creating "Spaces" Group Profile 
Corporate Philosophy and CSR 

P9
P10

Environment
Environmental Initiatives

P13

Policy and System for Environmental Initiatives 
Climate Change 
Biodiversity 
Water Resources Pollution Control and Effective Use of Resources 

P13
P19
P23
P24
P25

Society
Safety & Security Initiatives

P27

Improving Quality and Customer Satisfaction Disaster Prevention Support 

P27
P34

Publication Date
June 2019 (Previous: Issued in June 2018, revised in
November. Issued once a year)

Responding to Social Change

P36

Responding to an Aging Society Support for the Empowerment of Women 
Responding to the Increase of Children on
Waiting Lists 
Revitalization of Aging Condominiums 

P36
P39

Period of Reporting
Activities in FY2019 (January 1, 2019 to December 31,2019) are set as the target period for reporting, but someof the information included in this report is for other fiscal
years as well. Environmental data corresponds to a period
between April to the following March of each fiscal year.

Community Involvement

P44

Co-existing with Communities 
Cultural and Social Contribution Activities 

P44
P47

Utilization of Human Resource Assets

P50

Diversity & Inclusion Work-Life Balance 
Human Resource Development 

P50
P54
P58

P41
P42

Scope of Reporting
This report primarily focuses on activities of Tokyo
Tatemono Co., Ltd., but some sections report on activitiesof the entire Tokyo Tatemono Group or Group companies.
Activities of Tokyo Tatemono Co., Ltd. are indicated as
Tokyo Tatemono and activities of the entire Group are
indicated as the Tokyo Tatemono Group.
Referenced Guidelines
GRI Standards: Referenced items are listed on the content
index.
Third-Party AssuranceTokyo Tatemono underwent a third-party quality assurance
evaluation by Lloyd's Register Quality Assurance Limited(LRQA) for some of the fiscal 2017 (April 1, 2017 to
December 31, 2017) and 2018 (April 1, 2018 to December
31, 2018) environmental and social data to ensure theintegrity of the data within the report. The type of data andnumerical figures subject to this evaluation are indicatedwith an asterisk symbol.

GovernanceImproving Management System

P60

Corporate Governance 
Risk Management Compliance 
Respect of Human Rights 

P60
P63
P65
P69

Topics 
GRI Standards Content Index 

P71

Third-Party Assurance 

P81

Department Supervising Publication
Corporate Communications Department
Tokyo Tatemono Co., Ltd.
1-9-9 Yaesu, Chuo-ku, Tokyo 103-8285
TEL: 03-3274-1984

P72

2

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemMessage from the President

Aiming to Be a Corporate
Group Needed by Customers
and Society
Hitoshi Nomura
Representative Director
President and Chief Executive Officer
Tokyo Tatemono Co., Ltd.

and the diversification of values. The Tokyo TatemonoGroup takes action for customers by truly understanding
the perspective of customers and society in the climate ofthis generation. I also believe the starting line for everythingis to consider what society needs. We have advanced ourbusiness activities in 2019, the final year of our five-year
Medium-term Business Plan, to continue to be the leading
choice.
Tokyo Tatemono owns many assets around Tokyo Station,
especially on the east side of the station in the Yaesu,
Nihonbashi and Kyobashi area. This area has the largest
number of major conglomerates in Japan. These companies
act as the engine driving the Japanese economy andbolster the mystique and competitiveness of the area. This
contributes to strengthening the earning capacity of Tokyo

Tokyo Tatemono is the oldest comprehensive real estatecompany in Japan, which was founded by Zenjiro Yasudaof the Yasuda Zaibatsu in 1896. At a time before there
was sufficient infrastructure for real estate dealings,
Zenjiro Yasuda established Tokyo Tatemono based on
the philosophy the customer always comes first and an
enterprising spirit according to his belief everyone shouldbe able to feel secure when dealing in real estate. Thisphilosophy is the origin of our business activities and it isbeen passed down without fail through each generation foralmost 120 years.
The Japanese economy today directly faces a variety ofchanges such as Japan's fierce competition with cities
worldwide, a medium- to long-term decline in population,
the prevalence of an aging society with a declining birthrate,3

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemMessage from the President

clearly underway with building ventures that include core
projects such as Hareza Ikebukuro and the Type-1 Urban
Redevelopment Project for Yaesu 1-Chome East Area
in Front of Tokyo Station as well as developing various
assets such as urban hotels and distribution centers. In our
Residence Business, we are further strengthening the Brillia
brand while working to provide products and services thatclearly anticipate changes in values and lifestyles. This is
how Tokyo Tatemono will provide diverse ways for people tospend time and live life. We will also work to drive synergy
and enhance earning power throughout the entire Group
from providing asset solution services to emphasizing themanagement of various facilities.
In addition, we will promote higher productivity via workstyle innovation and the active participation of women as
well as respond to rapid social and economic changes. We
will also strive to solve urban and environmental issues
while continuing to expand our open innovation initiatives tocreate new products and services that use ICT.

Tatemono in addition to heightening the competitiveness of
not only Tokyo as a city but Japan as a whole.
The Tokyo Tatemono head office building is part of theType-1 Urban Redevelopment Project for Yaesu 1-Chome
East Area in Front of Tokyo Station. We are participatingin this project as the leaseholder, project contractor,
and specific business agent. As part of this project, weformulated the District B Urban Redevelopment Committee
in January 2019. As a member of this committee, Tokyo
Tatemono is working together with all of the rights holders torevitalize the history and culture of Yaesu which was area oftownspeople, to promote global urban development suitable
to the front of Tokyo Station, which offers extraordinarily
convenient transportation in addition to creating a more
prosperous place through area management.
Tokyo Tatemono is also opening co-working spaces andsupport facilities for startups in the Yaesu, Nihonbashi
and Kyobashi area to attract and support the growth andendeavors of these companies as well as encourage
partnerships with major conglomerates. City Lab TOKYO
opened in December 2018 as part of this initiative toprovide an open innovation center to engage in sustainableurban and social development centered around an axisof the environment. Tokyo Tatemono uses these sites forthe purpose of finding solutions to social issues facedby the city while supporting partnerships between major
conglomerates and startup companies to enhance theattractiveness and competitiveness of this area.
2019 is the final fiscal year of our medium-term businessplan. Unified as a Group, we will strive to achieve ourtargets and further a broad range of efforts in anticipationof the future. In our Office Buildings Business, we are

The Tokyo Tatemono Group will also work to solve problems
faced by our customers and society from diverse businessperspectives. I believe our efforts contribute to achieving
a wide range of objectives such as Goal 11: Sustainable
Cities and Communities, which is one of the seventeen
Sustainable Development Goals (SDGs) set by the United
Nations. Exemplifying our corporate philosophy to trust
beyond an era works to sustain and enhance a trusting
relationship with our various stakeholders now and into the
future. We will work to grow as a corporate group neededby both our customers and society. I ask for your ongoingsupport and guidance in the future.

Hitoshi Nomura
Representative Director
President and Chief Executive Officer4Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemFeatureLearn, Connect, Act
Community Building
through Creating"Spaces"

We have established City Lab Tokyo in 6th floorof Tokyo Square Garden as a space to engage
in building a sustainable city and society. This
space is an open innovation platform that provides
support through provision of knowledge andsupporting community building as well as new
business startups.

Solving Social Issues through Solving Environmental Issues
Tokyo Square Garden is a large-scale office building with
24-floor building with four underground floors completed
in 2013. Located closed to Tokyo Station and has directaccess with Kyobashi Station. The building is highly praisedby third parties for its high environmental performance
while also offering approximately 30 meter-tall Kyobashi no
Oka that stretches to the 4th floor and having an area ofapproximately 3,000 m2 is a place of relaxation in an area
where little green space exists. We established Kyobashi
Environmental Station in the 6th floor and offer informationand consulting about the environment to promote CO2
reduction in the area.
While large-scale office buildings that consider energysaving and environmentally-friendliness have become
prevalent in the society, many issues that needs to besolved such as climate change, disaster prevention, andsuper-aging society remain as address in the SDGs.
Concentration of population in urban areas are acceleratingaround the world and many social issues are becoming
closely connected to issues in urban areas. As such, finding
solutions for issues in urban areas will lead to sustainablecommunity building and are thought to contribute to solving
the issues raised in the SDGs.
Tokyo Tatemono renovated section of the Kyobashi
Environmental Station and created a new "space" called
City Lab Tokyo to engage in solving social issues throughcommunity building from perspective of a developer.

Tokyo Square Garden

Kyobashi no Oka that stretchesfrom 1F to 4F

Chuo City Environmental Information Center in Kyobashi Environmental
Station5

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemCity Lab Tokyo's Approach of Solving Issues in Urban Areas
projects or businesses; and bring innovation through making
them into shape in the society.

City Lab Tokyo is an open innovation platform for building
sustainable city and society. It focuses on nine out the 17
goals of SDGs which are related to building sustainable city
as material goals.
It also provides support programs from three perspectives:
provision of knowledge, community building, and supporting
business startups. We aim to contribute to solving issues
in urban areas through offering programs that enable
individuals, companies, and business startups to gain
knowledge and community that match their goals; workwith public entities that are faced with challenges, venture
capitals, or other entities that offer funds to create new

Focused 10 goals of the SDGs

Concept of solving issues through the three programs offered by City Lab Tokyo

Matching

Provision of knowledge
Learning Program

Community building
Sharing Program

Supporting
business startups
Matching Program

Offers information aboutsocietal trends related tosustainability, newtechnologies, and other latest
knowledge and information to
encourage participants to find
new perspective.

Encourages creation of shared knowledge base andcommunity consisting from diverse entities
consisting from business startups with potential,
large corporations with resources to create new
business, public entities that are faced with issues inurban areas, academia that offer knowledge, andfinancial institutions and venture capitals that
support businesses.

Supports matching withbusiness operators that arecan create business andproject and also making theminto shape in the society
through cooperation withgovernment, municipalities,
and other public entities.

Large corporations
Building
communities
Building partnership
Universities,
Government,
Building sharedresearchmunicipality, etc.
knowledge baseinstitutions
StartupGain knowledge
Joiningcommunities

Starting
business/
projects

Financial institutions,venture capitals, etc.

New events and programs are held consistently
Events and regular programs are held by various entities at the CityLab Tokyo. In 2018, Urban Development College program consistingfrom six courses (five sessions each) hosted by Japan Society ofUrban and Regional Planners (JSURP) was offered. Upcoming
events, after reports, interview articles, and other information areavailable on the City Lab Tokyo official homepage and Facebook
page.

© nozomu ishikawa

Official website: https://citylabtokyo.jp/
Official Facebook page: https://www.facebook.com/citylabtokyo/

6

Innovation/Solving issues

Sharing

Actualization

LearningIndex

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemCity Lab Tokyo: Atmosphere Filled with Relaxing Scent of Woodgeneral rental meeting rooms in the area.
Desks, stools, flooring materials, and carpets all use
timber from forest thinning or recycled materials. Ishimaki
Stool born from the program to support areas affected by
the Great East Japan Earthquake is also used.

City Lab Tokyo is a facility offered for rent to its members,
with approximately 300 m2 of space consisting from ameeting room that can be used for seminars and saloon
and long table for meeting and as individual work space.
If the purpose of use is for solving issues in the urban
areas, it can be used with reasonable price compared to

The meeting room can be used for seminars and workshops of up to 100 participants. Walls are approximately 15m long white board
which images can be projected and written on. Meeting room and saloon can be used flexibly with movable partitions.

Saloon offers movable desks and sofa tables. This enables layout to be changed freely, allowing for discussions while standing or
engage in work. Network building parties can be held by using a catering service.

The long table offers open working space. We hope the library specializing in books on sustainability will be an opportunity to discover
new perspectives. Staff from Urbanist that operate the facility is present at all times. They will offer various consulting if needed.

7Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemMessage from the Key Person of City Lab TokyoMESSAGEA Place for Diverse People to Participate in Creating City of Tomorrow

Hideki Koizumi
Professor, Department of Urban Engineering,
The University of Tokyo

The United Nations estimates that approximately 70% of the world's population will
be living in urban areas by 2050. Importance of issues in urban areas is increasing
as we enter an age that is unlike what we have ever experienced before. In addition,
spread of latest technologies such as ICT*1, IoT*2, and AI*3 is rapidly changing thesociety. These cause what cities, towns, regions, and society as whole should strive
toward. This is why searching for a new goal which communities within urban areas
and regions or society as a whole should strive toward is required. Connection with not
only urban planning and development with important but also with other fields such as
economics; finance; IoT, AI, and other latest technologies; and measures against aging
society. It is not an easy task with a simple answer. It will require discussions withpeople with various stakes. City Lab Tokyo is a place to build a space where people
can think about the city of tomorrow in an innovative way.
Open innovation isn't always simple. A true open innovation is like creating somethingfrom nothing through working on new challenges and bringing in new values. As such,
City Lab Tokyo offers programs to support that innovation. I hope people that visit willuse it as their stepping stone.
How to bring innovation and what roles City Lab Tokyo will take should become clearer
as we continue trying. City Lab Tokyo is there to create space and environment where
new communities can be built.

Representative of Urbanist*1 ICT: Information and Communication Technology*2 IoT: Internet of Things*3 AI: Artificial Intelligence

MESSAGE

Bringing Astonishing Innovation through Network Building
I have been participating in this project since its launch. One of the focuses we hadsince its conceptual stage is "expanding networks". Building network with people
and organizations in different industries is sometimes difficult but is very refreshing.
At the same time, I truly feel that that kind of network is required. As the term "openinnovation" has become familiar, business are required to go beyond its own field
and have more flexibility and capability. City Lab Tokyo is a new initiative of the Tokyo
Tatemono Group which looks at the future based on social issues, diverging fromprior projects centered on greenery and environment. City Lab Tokyo will continue toexpand its network while enriching its content to bring astonishing innovations.

Masaaki Tomiya
Business Planning, Commercial Properties
Tokyo Tatemono
Project Manager of City Lab TokyoMESSAGE

Serving as Bridge to Innovation

Kenji Fujii
Business Planning, Commercial Properties
Tokyo Tatemono
Project Director of City Lab Tokyo

I have been involved in the operation of the Kyobashi Environmental Station since its
start. It has been five years since its completion and needs for solving social issues
has rose drastically. There is now a need to consider economic and social aspects tosolve environmental issues. We thought that if we could become a bridge between
communities that demand solutions; business startups that have ideas to solve them;and large corporations that see solutions for social issues as a potential market, newbusinesses would be created. This project is embodiment of that idea. Our roles is
not only to offer "space" but also offer opportunities to various connections between
communities, universities, companies, and business startups using the networks webuilt through Kyobashi Environmental Station while holding events and projects withvalue. I would like to continue taking part in moments which business start and new
innovations are made.
8

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemGroup 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, 2018)

Number of Employees: 616 (As of December 31, 2018)

Number of Consolidated Employees: 5,010 (As of December 31, 2018)

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

Overseas Business

Parking Lots

Real Estate Development
in China and emerging
countries in Asia

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

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.

E-State Online Co., Ltd.

Tokyo Tatemono (Shanghai) Real EstateTokyo Fudosan Kanri Co., Ltd.

Japan Rental Guaranty Co., Ltd.

Consulting Co., Ltd.

Tokyo Building Service Co., Ltd.

Nihon Parking Corporation

Tokyo Tatemono Asia Pte. Ltd.

Shinjuku Center Building Management Co., Ltd.

Parking Support Center Corporation

Tokyo Tatemono Investment Advisors Co., Ltd.

PRIME PLACE Co., Ltd.

Tokyo Tatemono Senior Life Support Co., Ltd.

Tokyo Realty Investment Management, Inc.

Seishin Service Co., Ltd.

Tokyo Tatemono Staffing Co., Ltd.

Tokyo Tatemono Kids Co., Ltd.

Tokyo Tatemono Amenity Support Co., Ltd.

Tokyo Tatemono Resort Co., Ltd.

9

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemCorporate Philosophy and CSR
As a comprehensive real estate company, it has been the goal of Tokyo Tatemono since its establishment in 1896 tocreate a rich and comfortable urban environment. Boasting more than a century' worth of confidence, we aim to realize
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

10

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemCSR 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.

•C ustomer satisfaction surveys•B rillia 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.

• Dialogue 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• Individual 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

11Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemContribution to SDGs
and these goals are expected to help even companies
achieve the targets.
The Tokyo Tatemono Group is sympathetic to thephilosophy of these SDGs and contributes to achieving
these goals through its business activities as a developer.

SDGs stand for Sustainable Development Goals, which
are international targets up to 2030 adopted at the United
Nations Summit. The 17 sustainable development goals
are set for a wide range of fields according to the diverse
social challenges in emerging and developed countries,

Relationship of Tokyo Tatemono Group Initiatives and Relevant SDG Targets
Field

Initiative

Overall Business
Activities

Environmental
Initiatives

Safety & Security
Initiatives

Responding toSocial Change

Community
Involvement

Relevant SDG Targets and Description of Contribution
Tokyo Tatemono contributes to sustainable urban development through all of its businessactivities as a developer.

Climate Change→ P.19

We incorporate the latest systems and equipment to drive energy efficiency
and heighten our adaptability to the climate change and other large-scale
natural disasters.

Biodiversity→ P.23We strive for attractive urban development and work to sustain and conserve biodiversity
through urban greening and the preservation of green belts.

Water Resources→ P.24

We reduce water resource use through every opportunity such as the adoption of thelatest systems and equipment.

Pollution Control andEffective Use of Resources→ P.25

We work at resource-saving activities and the reduction of the environmental impact
through every opportunity and reduce and appropriately manage the waste andhazardous chemicals that are produced.

Improving Quality andCustomer Satisfaction→ P.27

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

Disaster Prevention
Support→ P.34

We aim to heighten are ability to adapt to large-scale natural disasters through disasterprevention initiatives and provide safe and secure urban development.

Residences for Elderly
People→ P.36

We help ensure healthy lifestyles by preparing residences for elderly people andproviding nursing care functions.

Bloomoi Project→ P.39We improve the quality of life for working women to support the social progress of
women and contribute to gender equality.

Preparation of Childcare
Facilities→ P.41

We support households raising children and the children of the future as well as
contribute to resolving the issue of children on waiting lists for childcare.

Revitalization of Aging
Condominiums→ P.42

We contribute to the revitalization of communities where people from many generations,such as children and the elderly, can live life safely and securely through reconstruction.

Co-existing with
Communities→ P.44

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

Cultural and Social
Contribution Activities→ P.47

We provide inclusive facilities and contribute to the provision of educational opportunities
through those facilities. We contribute to sustainable urban development and sustainableproduction and consumption.

12

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemEnvironmental Initiatives
Policy and System for Environmental Initiatives
Policy and Concept
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

13

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

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemEnvironmental Management of Office Buildings
indicator 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 (per unit basis also applies to GHG
emissions)

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 93.9% of Tokyo Tatemono (calculation
based on the Energy Conservation Act*). Therefore,
reducing the amount of energy used in the Office Buildings
Business largely contributes to the reduction of the total
amount of energy 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 by strategically renewing the buildings with energysaving equipment in addition to efforts to save energy froman operational perspective and reduce the environmental
impact with the help of tenants.
Moreover, in the reduction of energy consumption, we
have defined unit consumption based on floor area as an*Act on the Rational Use of Energy

Ratio of Energy Use at Tokyo Tatemono by Business(2018)
Branches 0.3%

Management 2.2%

Senior Business 0.5%

Residence Business 3.1%

Office Buildings
Business
93.9%

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

TargetDescription of Initiative

Acquire one of the top two levels in either
certification or recertification for the third-party
certifications listed in (1) to (3) in new longterm retention buildings; if the certification
has already been acquired, the certification
shall be maintained and acquired throughsubsequent certifications.
(1) 4
 or 5 stars in the CASBEE for Buildings(New Construction) certification*1(2) S -rank or A-rank in the CASBEE for
Building (New Construction)*2(3) 4 or 5 stars in the BELS certification*3

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.)→ Climate Change P.19

2. Energy savings through renewal and operational improvements
Renewal of equipment(4 years between fiscal
2016 to 2019)

Energy reduction target
Reduce the average over five years by 1% unitload each year as a crude oil equivalent

Update of equipment related to energy savings (Transition
to LED lighting, update of equipment to high-efficiency heatpumps, etc.)→ Climate Change P.19

Awareness ofenvironmental investment
value and the amount ofenergy savings

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

Energy management(1) Manage energy each month by introducing energy
management systems(2) Comprehensively manage the air-conditioning temperaturein common areas(3) Use BEMS*4 at offices that have implemented BEMS
(4) Share information to realize management that leads tomaximum design performance(5) Analyze and review the energy usage status of the previous
year(6) Execute energy diagnostics through external institutions
→ Climate Change P.19

Cooperation with tenants(1) Save power in summer and winter seasons(2) Distribute informational power saving pamphlets(3) Regularly distribute information about the environment andenergy(4) Hold an energy-saving promotion conference once a year
at offices that are part of the total reduction policy→ Climate Change P.19

14

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemField of Initiative

TargetDescription of Initiative

3. Promotion of recycling waste

Waste reduction target
Reduce the unit load of waste emissions
5% by fiscal 2022 compared to fiscal 2017(equivalent to 1% reduction each year)(1) Adopt recycle and reuse products(2) Maintain 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→ Pollution Control and Effective Use of Resources P.25

4. Water-saving measures

Water reduction target
Reduce the unit load of water 5% by fiscal
2022 compared to fiscal 2017 (equivalent to
1% reduction each year)(1) Upgrade to water-saving equipment(2) Promote use of rain water and greywater→ Water Resources P.24

5. M
 easures to prevent global
warming

GHG*5 emission reduction target
Reduce the average over five years by 1% unitload each year(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.19
→ Pollution Control and Effective Use of Resources P.25

*1 The DBJ Green Building Certification is a system established by the Development Bank of Japan to evaluate initiatives for environmental and social
awareness of real estates.
*2 CASBEE for Buildings (New Construction) is a system to evaluate the energy savings and environmental impact of general buildings, excluding
detached housing, based on the design at the time of new construction. This system is managed by the Japan Sustainable Building Consortium andInstitute for Building Environment and Energy Conservation.
*3 The BELS Energy Efficiency Certification is a system to evaluate and label the energy efficiency of non-residential buildings based on guidelines
issued by the Ministry of Land, Infrastructure and Tourism. This system is managed by the Jutaku Seinou Hyouka Kyoukai.
*4 Building Management System (BEMS): Building energy management system.
*5 GHG is an acronym that stands for Green House Gases. A generic name used for the various greenhouse gases.

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.

15

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

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemSupply 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 business

Compliance with Environmental Laws and Regulations
Tokyo Tatemono follows the Group Environmental Policy
and adheres to all environmental laws and regulations.
Item

There were no violations to environmental laws or
regulations or any environmental accidents in 2018.

Unit

2014

2015

2016

2017

2018

Violations of Environmental Laws andRegulations

Incidents

0

0

0

0

0

Environmental Accidents

Incidents

0

0

0

0

0

Yen

0

0

0

0

0

Environmental Fines

Highly 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 four 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 for two consecutive years.
*Global Real Estate Sustainability Benchmark (GRESB):ESG benchmark that specializes in real estate establishedthrough European superannuation funds and otherfinancing.
http://gresb.com/

16

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemAcquisition of DBJ Green Building Certification Certifying Environmental and Social Awareness
Properties Certified by the DBJ Green Building Certification

Currently seven properties from offices to commercial
buildings owned and managed by Tokyo Tatemono haveacquired the DBJ Green Building Certification Four Stars orFive Stars and received high praise.
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.

Properties
Certifiedby the DBJ Green Building
Certification
Name(Location)
Rank"Nakano Central Park (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)"Hareza Tower"(Higashiikebukuro, Toshima-ku, Tokyo)"SMARK"(Isesaki, Gunma)"Brillia ist Tower Kachidoki"(Kachidoki, Chuo-ku, Tokyo)
For more information about the DBJ Green Building
Certification, see:dbj.jp/service/finance/g_building/index.html*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 awarenessAcquisition Rate of the DBJ Green Building Certification
Acquisition Rate of Certifications for
the Leasing Floor Area of Office Buildings

Outsidethe Scope for
the Acquisition
Rate

Acquisition Rate of Certifications for
the Leasing Floor Area of Residential Buildings

Acquisition
Rate ofCertifications

Outsidethe Scope for
the Acquisition
Rate

39.5%

60.5%

56.9%

17

Acquisition
Rate ofCertifications

43.1%

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemIssuing Green Bonds
Tokyo Tatemono will contribute to the expansion of asustainable society through its businesses while furthering
the environmental considerations it has placed focus on up
until now. It has also issued public hybrid corporate bonds(green bond) of 50 billion yen based on the Green Finance
Framework in March 2019 to diversify its financing methods.
Public hybrid corporate bonds issued as green bonds werefirst case in Japan and its scale was also the largest in
history.
Eligibility as a green bond was evaluated as the highest
Green 1 of JCR Green Bond Evaluation*1 by Japan Credit
Rating Agency, Ltd. (JCR).
All capital acquired through the green bond are planned
to be used for the acquisition and refinancing construction
capital for Hareza Ikebukuro and Nakano Central Park
South, which are green buildings that fulfill the criteria of thegreen finance framework.

*1 Third party evaluation of green bonds based on green bond principles
formulated by International Capital Market Association (IMCA) andgreen bond guideline 2017 edition formulated by the Ministry ofEnvironment of Japan by JCR. The evaluation evaluates whether
the use of the capital is for green projects and also management,
operating structure, and transparency of the bonds. Theseevaluations are then evaluated comprehensively to decide the JCR
Green Bond evaluation.
www.jcr.co.jp/greenfinance/*2 Acquired or plans to acquire one of the top two levels in either
certification or recertification for the third-party certifications listed in(1) to (3):(1) 4 or 5 stars in the CASBEE for Buildings certification(2) S-rank or A-rank in the CASBEE for Building (New Construction)(3) 4 or 5 stars in the BELS certification[Overview of the Green Bonds]
Name

2nd Series Deferrable Interest and Callable
Unsecured Subordinated Bonds (Green Bonds)

Condition
Determination March 8, 2019
Date
Issue Date

March 15, 2019

Redemption
dateMarch 15, 2059

Total Issue
Amount50 Billion Yen

Use ofProceeds

Hareza Ikebukuro Acquisition, Construction Funds
and Financing
Nakano Central Park South Acquisition, Construction
Funds and Financing

Eligible
Evaluations

Green1 (JCR)

Conceptual drawing of completed Hareza Ikebukuro18

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemClimate Change
Policy, Concept, and System
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.
We are also striving toward energy savings from a building
operation perspective by working with building managementcompanies and tenants after building development.

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 (GHG*) are indispensable not
only in the real estate industry but also property holdings
and business activities.
Moreover, preparing for the effects of climate change is vital
because an increase in natural disasters such as wind andflood damage due to climate change has a dramatic impact
on society while at the same time having the potential toimpact real estate such as lowering the value.
The Tokyo Tatemono Group raises the climate change
prevention that leads the community as one aspect in*GHG is an acronym that stands for Green House Gases. A genericname used for the various greenhouse gases.

→ Policy and System for Environmental Initiatives P.13

Indicators and Results●Collection Period• April to the following March each year

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 93.9% of Tokyo Tatemono (calculation
based on the Energy Conservation Act*). Therefore,
reducing the amount of energy used in the Office Buildings
Business largely contributes to the reduction of energy useof Tokyo Tatemono as a whole and the reduction of GHG.
Moreover, in the reduction of energy consumption, we havedefined unit load based on floor area as an indicator and set
1% unit reduction every year on average over five years asa target in accordance with the Act on the Rational Use ofEnergy (unit load basis also applies to GHG emissions).
We actively introduced high-efficiency air-conditioning
equipment and LED lighting fixtures in existing officebuildings to reduce energy consumption but amount ofenergy usage and unit load increased due to increase fromhighly energy consuming commercial facilities and hotels
starting operations exceeding the amount of reduction.
Item
Amount of Energy Use (Crude Oil
Equivalent)*
Unit LoadGhg Emissions*＊

Scope 1＊

Scope 2＊

Scope 3

●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 load
• Amount of GHG emissions and unit load
Tokyo Tatemono has received third-party assurance by
Lloyd's Register Quality Assurance Limited (LRQA) toassure integrity of part of its FY2018 environmental andsocial data. The type and numerical data assured aremarked with *. The third-party quality assurance is includedin the ESG Data Book.

Unit

2014

2015

2016

2017

2018

2019 targetkl

19,18522,822

21,59222,083＊23,895＊－36.0

kl /Thousand m

37.8

36.3

35.4

34.2

35.0

t-CO2

39,92945,05944,62942,147＊48,888＊

－

2,553

2,402

＊

＊

－

＊

＊

－

＊

－

2

t-CO2

3,493

3,243

3,300

t-CO2

36,436

41,81642,07639,745

t-CO2

－

－

－

－

4,329

41,259Unit Load (excluding Scope 3)

t-CO2/
Thousand m2

78.6

71.6

73.1

65.3

65.2

75.1

Floor Area of Scope

Thousand m

508

629

611

645

683

－

2

19

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemClimate Change Initiatives in the Office Buildings Business[Initiatives to Cooperate with Tenants (Existing
Buildings)]• Distribute informational pamphlets about energy saving• Power saving during the winter and summer seasons:34• Energy-saving promotion conference held once a year
at offices that are part of the total reduction policy: 4

The performance of initiatives to reduce greenhouse gas
emissions conducted in 2018 at office buildings owned andmanaged by Tokyo Tatemono is as follows:*The performance below is from January to December 2018.

[Energy-saving Equipment Adoption and Renewal
Initiatives]• Renewal to high-efficiency air conditioning systems: 3• Transition to LED lighting in private areas: 16• Transition to LED lighting in common areas: 20• Introduction of auto-off air-conditioning and lighting
functions linked to security: 5[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[Initiatives to Improve Operational Methods]• Comprehensive management of the air-conditioning
temperature in common areas: 26• Use of BMS at offices that have introduced BEMS: 6• Informational sharing to realize management that leads
to maximum design performance: 1•E xecute energy diagnostics through external institutions: 1• Lights-out and thinning of backyard lighting

TOPICSFor 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.

Low Energy Consumption Heat Measures
We have installed and begun operation of energy-saving airconditioning systems and equipment recognized by the programs
to promote measures against urban heat islands advocated by the
Tokyo Bureau of Environment in July 2018 at Tokyo Square Garden.
We are also putting in place low energy consumption heat measuresfrom fine mist generation equipment and heat insulation films on
glass eaves to the installation of additional heat reduction materials
on benches.

Fine mist decreases the ambient temperature fromthree to five degrees Celsius without passers by orthings nearby getting wet.

20

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemClimate Change Initiatives in the Residence BusinessTokyo Tatemono was registered in the ZEH Developer
Registration Program in May 2018 to actively work toward
ZEH-M (ZEH-Mansion) in the future. We are gradually
putting in place initiatives to popularize ZEH-M. We also aim
to standardize ZEH based on the ZEH road map announced
by the Ministry of Economy, Trade and Industry in 2018.
*ZEH is an acronym for Net Zero Energy House. A zero energy househas a total energy consumption that reduces energy consumption frommeasures such a heat insulation and energy savings as well as creates
power through power generation to balance out the annual primaryenergy consumption (air-conditioning/hot water/ventilation) to zero.
ZEH-M is the Net Zero Energy Housing standard for multiple-dwellingcomplexes.

TOPICS

Brillia Tsurumaki: The First ZEH-M from Tokyo Tatemono
Brillia Tsurumaki satisfies the ZEH-M Oriented*1 criteria by improving thermal insulation performance, such as on
exterior walls, adopting high-heat insulation sashes, and adopting highly efficient water heating systems. These
innovations have earned Brillia Tsurumaki a designation by Tokyo as the first Highrise ZEH-M (ZEH Mansion)
Proof-of-Concept Project*2 under the design guidelines to promote net zero energy housing of multiple-dwellingcomplexes released by the Ministry of Economy, Trade and Industry in fiscal 2018.
*1 Ideal standards for highrise multiple-dwelling complexes with six or more stories as ZEH released by the Ministry of Economy,
Trade and Industry in May 2018.
*2 The official name of this project is the Highrise ZEH-M (ZEH Mansion) Proof-of Concept Business as Part of the 2018 Support
Subsidy to Promote Energy Savings (Project to Promote the Adoption of Innovative Energy-saving Technologies in Residences
and Buildings) (Net Zerio Energy House Support Program)

Conceptiual drawing of completed Brillia Tsurumaki

Use of Renewable Energy Through Renewable Energy Certificatesenergy since May 2016. In 2018, we used renewableenergy certificates for approximately 830,000 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% renewable21

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemEnergy Creation Business Through Solar Power Generation Plants
Tokyo Real Estate Management makes energy-saving
proposals as a building management company fromthe perspective of building management in addition to
engaging in an energy creation business through solar
power generation plants together with the start of a fixedprice purchasing system for renewable energy. Solar power
energy plants are expanding primarily in the Tohoku region.
These eight plants have a total generation capacity of
12,382 kW as of December 2018.

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

Raising Awareness About the Issue of Climate Change
SMARK Isesaki, Kishiwada CanCan Bayside Mall, ABIKO
Shopping Plaza and MALera Gifu held Global Environment
Festivals for Parents and Children (sponsored by the New
Energy Foundation) to bring awareness to the issue ofclimate change as four commercial complexes operating inprime locations.
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 at SMARK Isesaki

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 such as typhoons, floods and earthquakes in thedevelopment of buildings and condominiums and adopts
designs and equipment as measures against thosedisasters.
We are conducting 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 Support
P.34

22

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
System

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

SEGES Building Green/Urban Oasis/ABINC Certification→ Policy and System for Environmental Initiatives P.13

Creating New Greenery in Cities
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
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 greenery at Otemachi Tower and Tokyo Square Garden
has been recognized by the Social and Environmental Green
Evaluation System (SEGES) third party certification entitythat evaluates greenery as space visitors can relax.

Otemachi Forest of Otemachi Tower

Preservation of Original Landscapes in Regions
The preservation of green spaces native to regions isdesirable from the perspective of conserving biodiversity.
This is able to preserve species of microorganism and plants
living in the soil and topography is thought to also have arelationship with conserving the surrounding environment.
Brillia Towers Meguro completed in November 2017 realized
a new urban block boasting roughly 17,000 square metersin front of Meguro Station. Under the concept to create aforest in front of the station, we devised a square on thepremises where roughly 900 trees were planted in addition
to building waterways. The property also interconnects withthe surrounding environments from Meguro River to theInstitute for Nature Study of the National Museum of Natureand Science to contribute to the preservation of biodiversity
in the region.

Forest Square of Brillia Towers Meguro

23

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemWater Resources
Policy, Concept, and Systemof water resources, work at water-saving activities andthe reduction of our environmental impact through every
opportunity while striving to conserve water resources.

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 theGroup Environmental Policy to recognize the importance→ Policy and System for Environmental Initiatives P.13

Indicators and Results●Collection Period• April to the following March each year

Tokyo Tatemono has received third-party assurance by
Lloyd's Register Quality Assurance Limited (LRQA) toassure integrity of part of its FY2018 environmental andsocial data. The type and numerical data assured aremarked with *. The third-party quality assurance is includedin the ESG Data Book.

●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 potable water use/unit load

Item

Unit

Amount of Potable water Use Thousand ｍ3
Unit LoadArea of Scope

2014

2015

2016

2017

2018

2019 target

486

569

579

584＊

654＊

－

m /m

1.0

0.9

0.9

0.9

1.0

0.9

Thousand m2

508

629

611

645

683

－

3

2

Water Resource Initiatives in the Office Buildings Business[2018 Water Resource Initiatives]• Update to water-saving equipment• Introduction of automatic flushing devices• Confirmation of cooling tower reduction and exemption• 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.

24

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemPollution Control and Effective Use of Resources
Policy, Concept, and System
The waste and hazardous substances produced 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 resource-saving
activities and the reduction of the environmental impact

through every opportunity and strive to prevent pollution
and effectively use resources through the reduction andappropriate management of the waste and hazardous
chemicals that are produced.
→ Policy and System for Environmental Initiatives P.13

Indicators and Results●Collection Period• April to the following March each year

Tokyo Tatemono has received third-party assurance by
Lloyd's Register Quality Assurance Limited (LRQA) toassure integrity of part of its FY2018 environmental andsocial data. The type and numerical data assured aremarked with *. The third-party quality assurance is includedin the ESG Data Book.

●Collection Scope• Partof office buildings and commercial facilities thatare 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• Total waste emissions and unit load
Item

Unit

Total Waste Emissions*
Unit Load

2015

2016

2017
＊

2018
＊

2019 target
－

t

3,208

4,685

4,914

5,173

t/Thousand m2

7.4

7.9

8.6

8.6

8.3

8.4

t

－

－

－

3,395

3,202＊－

Thousand m2

436

590

571

603

593

－

Recyclable waste emissions*
Area of Scope

2014

4,945

Waste Reduction and Management Initiatives in the Office Buildings Business[2018 Waste Reduction and Management Initiatives]• Encouragement for the adoption of reuse and recycling
products in property management manuals• Improvement of recycling rate through thorough separationand informational sharing• Promotion of bottle cap recycling• Recycling of spent fluorescent tubes and dry cell batteries:
32• Convening of meetings to promote the separation of
garbage for tenants: 4

In the office buildings owned and managed by Tokyo
Tatemono, we are working to limit the production of waste
and promote recycling by strengthening sorting andrecycling of garbage. We have also adopted a centralized
waste management system that utilizes an electronic
manifest in 2018 to properly and accurately control as wellas grasp waste emissions.

Measures for AsbestosTokyo 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.

25

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemProper Processing of Fluorocarbons
Tokyo Tatemono complies with the Act on Rational Useand Proper Management of Fluorocarbons to protect theozone layer and prevent global warming. We limit the useof controlled fluorocarbons (CFC, HCFC, etc.), more strictly
recover coolants, and thoroughly check for leaks throughsimplified and regular inspections to limit the release offluorocarbons 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 Against Volatile Organic Compounds (VOC) in Construction Materials
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.

Proper Processing of Polychlorinated Biphenyl (PCB)
The electronic devices that contain PCBs (transformers,
capacitors, and stabilizers) that are no longer used ineach building owned by Tokyo Tatemono are collected
and managed in a PCB storage room of the designatedbuilding to reduce risks such as loss and leakage accidents.
(Electronic devices processed in 2018: 96 drum cans;
10 pail cans)

Nitrogen Oxide (NOx) and Sulfur Oxide (SOx) Measures
Tokyo Tatemono regularly measures the concentration of
Nitrogen Oxide (NOx) and Sulfur Oxide (SOx) as well asother chemicals emitted from equipment producing smoke
and soot, such as the cooling and heating systems as well

as boiler equipment used in some office buildings. We also
comply with the environmental standards defined in the Air
Pollution Control Act in the operation of these systems.

26

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemSafety & Security Initiatives
Improving Quality and Customer Satisfaction
Policy and Concept
designs for the purpose of realizing usability for a diverse
range of customers, including the elderly and persons withdisabilities. Moreover, we have introduced various systems
that reflect customer feedback into our business activities aswell as strive to further enhance quality from the customer
perspective and improve the satisfaction of our customers.

The Tokyo Tatemono Group believes attention to not only
quality from hard aspects such as buildings but also soft
aspects such as the services provided to customers in
addition to enhancing customer satisfaction are the sourceof corporate competitiveness.
Therefore, the offices and residences developed by the
Tokyo Tatemono Group adopt barrier free and universal

Improving Quality and Customer Satisfaction in the Office Buildings Business
Philosophy of Human Building
We instill this concept deeply in the people who work in
the Office Buildings Business and have defined the Ideals(Target) and Five Actions (Code of Conduct) valued every
day in our work according to the Human Building concept tofurther drive our efforts.

The Office Buildings Business engages in a wide range ofinitiatives under the concept of Human Building—People
are always in the middle so that the customers who areusing our buildings feel safety, security and comfort from not
only the hard aspect of quality but also the soft and service
aspects.

Improvement Founded in Customer Satisfaction Surveys
Renovations of a Restroom Leveraging Customer
Feedback

In the Office Buildings Business, we are conducting
customer satisfaction surveys once every year for thetenants 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.

27

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemHuman Building Competition to Realize the Safety, Security and Comfort of Our Customers
The Tokyo Tatemono Group holds the Human Building
Competition annually as an event to facilitate informational
sharing and communication in which every company
involved with the Office Buildings Business participates.
Roughly 500 people participated in the eighth competition
held in February 2018.
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 andcommemorate many excellent examples that embody the
Human Building philosophy 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.

Human Building competition

Good Job Idea Competition to Strengthen On-site Capabilities
office, and Project Management (PM) business andcollected 301 examples in fiscal 2018.
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 awareness about "kaizen (betterment)"
by gathering together many "kaizen activities" conductedat each workplace on a dedicated sheet in addition toenhancing on-site capabilities and improving customer
satisfaction by sharing those efforts.
We select and commemorate relevant proposals eachquarter on-site, such as at each Group branch, branch

Renewal of Commercial Complexes Incorporating Feedback from Mothers Raising Children
Kids Space• Setup of play areas by age taking into account safety• Installation of sufficient benches for guardians

The SMARK Isezaki commercial complex has beenrenewed to enhance the environmental performance of the
facility as it celebrated its tenth anniversary in November
2018. When thinking about the renewal, we launched the[Hapimama PLUS] project to listen to and achieve ideas
from the mothers raising children who are the core SMARK
customer base. We talked directly with mothers who areraising children to hear their ideas and desires, and thenreflected those ideas and desires in the renewal to create aplace to spend time comfortably and safely.
●Examples of Ideas Realized Through the [Hapimama
PLUS] Project
Food Court• Booth seating to easily use with strollers• A space with a raised floor to take off your shoes and relax• A storage space dedicated to strollers• Installation of DVD monitors
BABY ROOM• Installation of garbage cans for each diaper changing station• Installation of milk preparation stations

Side Parking Spaces for Mothers
Installation of wide parking spaces for children to get in and out ofvehicles safely

28

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemQuality 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

In the Brillia series, we have established design guidelinesthat realize refinement in addition to strict standards andmanagement systems to offer our customers comfort.

DesignEnvironmental measures for land/
ground survey/noise measurement●Acquisition of the ISO9001 International Quality
Standards●Use of the Housing Performance Indication System●Quality Checklist with Roughly 1000 Item
We have put in place detailed regulations for architecture,
construction, and facilities and operate in accordance withthis checklist.
●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.) ateach stage●Reports to Customers (Building Reports)
We report the building status to customers who havepurchased a property as an initiative related to comfort.

Prior Quality Discussion(Product Planning Session/Quality Management
Session/Management Company)

Completion

Construction

Ground-breaking

Quality Discussion

29(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

Brillia Construction
Site Tour

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

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemBrillia 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 and enables customers to seeeach stage of construction which cannot be seen after
completion. Customers have told us these tours are easy
to understand because they provide explanations that use
specific examples without technical terminology.

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
can live 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:
http://sumikae.ttfuhan.co.jp/sell/nintei_chuko/ (Available in Japanese Only)

http://brillia.jp/support/ (Available in Japanese Only)

Three Months
One Year
Two Years

Five Years

For more information about our Brillia Owner's Dial, see:Free Residence Inspections

http://brillia.jp/support/owners_dial/ (Available in Japanese Only)●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 in selling their properties.
For more information about the Value Up Service, see:
http://sumikae.ttfuhan.co.jp/sell/valueup/ (Available in Japanese Only)

10-year Inspection

15-year Inspection

Visual Building Inspection (Once/Year)●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:

Housing
Insurance

Aftercare Support

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

30

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemManagement 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
the life of customers who live in condominiums. Six
promises have been made in Brillia Life Support to realizea refined and peaceful life, which are the brand conceptsof Brillia. We will appropriately manage the maintenance ofcondominiums, work to improve customer services and the
response of property managers, properly sustain the value ofcondominiums, which are a valuable asset of our customers,
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 Training Center for Learning and Exchange of Condominium Management
Tokyo Tatemono Amenity Support, which conducts the
management of condominiums, has set up the Brillia
Training Center to improve the skill and educate mangers
about the management operations of 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

Level of Brillia Customer Satisfaction
Brillia earned the top ranking for the second consecutive
year in the 2018 Oricon Customer Satisfaction Survey on
New Metropolitan Condominiums. This survey determined
the rankings based on 5,896 answers from people who
actually purchased a new condominium within the last
11 years. In terms of the ranking by each item of the survey,

Brillia earned the top ranking in location, structure anddesign of the condominium, structure and design of the unit,
systems in the unit, common facilities, and a reasonable
price while earning the second spot in the provision of
information, aftercare services and pre-delivery inspections.
31Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemBrillia Renovations
We provide services in the Brillia brand for reforms, repairs
and renovations of the living space tailored to shifts inthe lifestyles of our customers. Brillia Renovations is arenovation plan to provide safety and comfort to daily
lifestyles by offering original Brillia equipment specifications
while living up to quality standards even as households age
over time.
Customers are able to choose from two different
renovations plans from a clear pricing system. Updating theinterior and equipment without changing the layout of theresidence can provide a basic renovation to enhance thespace and functionality while renewing everything from thepiping to the floor plan can provide a skeleton renovation
to enhance even the performance hidden throughout theresidence.
Brillia Renovations provides the same aftercare service toensure the same long-term assurances as the standards for
new Brillia construction (two-year interior warranty/five-year
system warranty) to sustain the Brillia quality and support
the peace-of-mind of residence living in the home.

BeforeAfter
Example Before/After Renovation (Skeleton Renovation) Revised Floor
Plan for Spacious Living Space Free of Partition Walls

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 2018 (properties completed in2018), Brillia Shinagwa-Togoshi Parks won first prize andBrillia Oyama Park Front won the award for excellence.
Brillia Shinagawa Canal Side, which was highly evaluatedfor the level of refinement in the daily flow of traffic, wasawarded a category award as well.

Exterior and Entrance ofFirst Prize Winner Brillia
Shinagawa-Togoshi Parks

32

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemQuality 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.
In 2018, Regina Resort Biwa Lake Nagahama, Regina
Resort Kamogawa, and Regina Resort Hakone
Sengokuhara newly opened and the total number of resorts
became nine in the Kanto Koshinestu area.

Regina Resort Kamogawa is the first Regina Resort to have a dog
fitness area. It offers fitness programs such as river pool and tread millfor dogs.

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 10 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

33

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemDisaster 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. This system collects and stores
all of the seismic information that occurs after installation and provides
functionality to automatically calculate the cumulative damage of thebuilding structure. Even in an earthquake that strikes with multiple large
ongoing foreshocks and earthquakes, the system can determine thelevel of safety by predicting an earthquake according to the foreshocks.

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 the last five years.
In addition, 277 employees from Tokyo Tatemono and
526 employees from Tokyo Real Estate Management
have completed life-saving lectures such as first-aid (as ofDecember 31, 2018). 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

34

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
System

Support for Stranded Commuters During Disasters
manual by assuming people to support stranded commuterswill volunteer from the stranded commuters who are taken
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.
Otemachi Tower is engaged in 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 a

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.

Disaster Prevention Training at Brillia Bunkyo Edogawabashi

Concluding an Agreement to Provide Facilities at Ofuro no Osama in the Event of an Emergency
Ofuro no Osama bathing facilities cultivated by Tokyo
Tatemono Resort aims to be a soothing place that must
exist while rooted first and foremost in the community. Asa means to this end, Ofuro no Osama has concluded anagreement on use of the bathing facilities in the event of an
emergency with Ayase City and Ebina City.
In the event a large earthquake or disaster strikes, thisagreement provides the Ebina, Kozashibuya Ekimae andSeya branches that neighbor Ayase City and Ebina City as
bathing facilities to anyone afflicted by the disaster.

Ayase Mayor Masayoshi Koshio (Left)
Representative Director and Chief Executive Officer (at the time)
Shuichiro Koshimizu (Right)

35

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social
ChangeCommunity Involvement

Utilization of Human
Resource Assets

Improving Management
SystemResponding to Social Change
Responding to an Aging Society
Policy and Concept
and Residence Business. With Tokyo Tatemono Senior Life
Support at the core, we aim to offer a rich life through the
integration of housing and services by providing housing
services and nursing care for the 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 thethird pillar of business next to the Office Buildings BusinessIndicators and Results
Index

Up to 2014

2015

2016

2017

2018

Total

Number of newly equipped residences operated for elderly
occupants (residence for elderly people with service and nursing
care facilities)

647 units

199 units

158 units

482 units

0 units

1,486 units

Index

Up to 2014

2015

2016

2017

2018

Total number of equipped residences operated for elderly
occupants (residence for elderly people with service and nursing
care facilities)

647 units

846 units

1,004 units

1,486 units

1,486 units

Building Environments for Living a Unique Life Through Housing and Services
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 forswitches and other equipment and the adoption of easy-toclean materials and dimensions.

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 2018.
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.
*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. 238,000 units are available as of December
31, 2018, 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 Wheelchair36

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social
ChangeCommunity Involvement

Utilization of Human
Resource Assets

Improving Management
System●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
The corporate merger reinforced the human resource hiring
functions by enhancing the efficiency of advertising efforts
while raising awareness in addition to strengthening stable
human resource dispatching and professional introductions
through optimized matching to respond the the insufficient
workforce that continues to decline in the nursing care field.

In June 2018, we established Tokyo Tatemono Staffing Co.,
Ltd. by integrating four Tokyo Tatemono Group companies—
Care Like, Frontier, Frontier Western Japan, and Medical
Link—that dispatch and introduce human resources
primarily to care giving and nursing care facilities.

Expansion of the Nursing Care Facility Business
July 2018. The nursing care facility business has grown tofour facilities as of the end of 2018.

There are some elderly people who prefer nursing carefacilities based on things such as state of their health.
Seiaien Co., Ltd. had been operating nursing care facilities
until its merger with Tokyo Tatemono Senior Life Support in

TOPICS

Proposing Sports for Seniors to Enjoy
Boccia is a sport in which players compete by trying to get a soft ballas close as possible to a target. This competitive event was devised for
persons with grave disabilities that make vigorous movement difficult, suchas cerebral palsy or impaired movement of extremities. However, Boccia
is becoming popular recently with young and old alike as a sport anyone
can enjoy because it does not rely on physical prowess due to the lack ofvigorous movement.
Grapes Tateishi has introduced Boccia as a recreational activity in its
day services to take advantage of these features of the sport. The rules
have even been arranged to provide a more welcoming experience withcompetitions verses other day service members or day service members
versus the staff. Many people were unfamiliar with the sport of Boccia, buteveryone was able to have fun thanks to the lack of vigorous movement
and simple rules whether a person in a wheelchair or someone sufferingfrom dementia. New challenges provide stimulation. We saw people whoare generally pretty quiet open up and communicate while playing Boccia.
The balls used in Boccia are also easy for people laking grip strength tohold, which makes them perfect for various other recreational activities inthe day service.

37

Day Service Members Enjoying Boccia

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social
ChangeCommunity Involvement

Utilization of Human
Resource Assets

Improving Management
SystemFacility List
Residences for elderly people with service
Nursing care facilities
Owned properties• Grapes Asakusa• Grapes Fujimino• Grapes With 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

38• Adonis Plaza Omiya• Sans Souci Kita-Urawa• Sans Souci Owada• Grapes With Yotsuya

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social
ChangeCommunity Involvement

Utilization of Human
Resource Assets

Improving Management
System

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 in

Indicators and Results
Index

Up to 2014

2015

2016

2017

2018

Total

5 properties

2 properties

4 properties

2 properties

9 properties*

22 properties

Index

Up to 2014

2015

2016

2017

2018

Cumulative number of properties participating in Bloomoi

5 properties

7 properties

11 properties

Number of new properties participating in Bloomoi*Including renovation properties

13 properties 22 properties**Including renovation properties

Project Bloomoi: Thinking About Housing that Brings More Happiness to Working Women
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.

Tokyo 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.

Official website:
https://www.brillia.com/bloomoi/
Official Facebook page:https://www.facebook.com/BrilliaBloomoi/
Official Instagram page:https://www.instagram.com/brillia_bloomoi/

Bloomoi Co-creation Concept

Bloomoi Co-creation Process
g the
lizin
Rea Forml
Idea

Tokyo Tatemono

UP●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.

Ongoing Dialogue andNumber of Discussions

DialogueSympathy

Co-creation

Working Women

Brillia Buyers

Bloomoi Mates
Core Supporter

Project Product Prototype
Release Specific Examination/
Opinion Collection

Multi-industry social event
Group Interview

Social Event
Co-creation Workshop

Working Women

ProvidingNursing Care

Studying
Contributing toCommunity
Involvement

39

ProvidingChildcareCo-creation Pyramid

Insight Collection

Supporting
Families

Facebook
Online questionnaire
Supporter
Co-creation Spiral
Number ofParticipants

UP

Process ReleaseCollection of Quantitative
Needs

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social
ChangeCommunity Involvement

Utilization of Human
Resource Assets

Improving Management
System●Adoption of Multiple Bloomoi Project Products at Brillia
Oyama Park Front
Brillia Oyama Park Front completed in October 2018 is
located in a convenient location within a 2 km distancefrom the city center of Ikebukuro on the Fukutoshin linethat is progressing with the re-development project, andmany of the residents are 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.
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)

TOPICSWork Opinion Poll Through the Bloomoi Project
The Bloomoi Project conducted a Work Opinion Poll for 400 men and women between their 20s and 50s in an effort tosupport work-style innovation through the living space.
What comes to mind when you hear work-style innovation? More than 60% of all the respondents answered "reforms
to long working hours" (61.0%). People have the strong impression that work-style innovation is limited to reforms in
the workplace and are unaware of changing work styles such as telework and telecommuting where someone canwork from anywhere.
On the other hand, we discovered women were more aware than men about telework options, such as 48.0% of
women in their 20s responding that they would like to telecommute if possible. Moreover, we found the demand fora work-friendly environment in the living space with many people responding that a network and other infrastructure(54.6%) as well as an environment for concentration(53.8%) were vital in accommodating telework at home.
We reflected the results of this survey during theplanning for Brillia Tsurumaki and equipped thecondominiums with wireless LAN as a standard optionin addition to arranging a Bloomoi Library central to theliving space to fully support work-style innovation. This
plan created an environment conducive to concentration
with sliding doors while providing a view of the living
space through glass. We also provided a sleek, smooth
flow to and from bathrooms and kitchens.

Brillia Tsurumaki Bloomoi Library40

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social
ChangeCommunity Involvement

Utilization of Human
Resource Assets

Improving Management
SystemResponding to the Increase of Children on Waiting Lists
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 the

Indicators and Results
2017

2018

2019

Total

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

Index

50 people

259 people

185 people

494 people

Number of New Childcare Facilities Opening

3 facilities

5 facilities

4 facilities*

11 facilities*Ohayo Child Care Kameido Tokyo-certified Nursery School closed at the end of 2018 to reopen in April 2019 as an authorized nursery of Tokyo.
(Capacity 20 to 45)
2017

2018

2019

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

Index

50 people

309 people

494 people

Total Number of New Childcare Facilities Opening

3 facilities

8 facilities

11 facilities**Ohayo Child Care Kameido Tokyo-certified Nursery School closed at the end of 2018 to reopen in April 2019 as an authorized nursery of Tokyo.
(Capacity 20 to 45)

Expansion of Ohayo Child Care Kameido
We established Tokyo Tatemono Kids in August 2017 withthe cooperation of the Global Kids Company Corp, which is
expanding as a nursery business.
Tokyo Tatemono Kids opened eight nursery schools over
two years between 2017 and 2018 with four new nurseryschools opening in April 2019 (*one of these four nurseryschools transitioned from a certified to an authorized
nursery school).
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
• Ohayo Child Care Kameido Tokyo-authorized Nursery School•O hayo Child Care Minami-Sunamachi Tokyo-authorized Nursery School• Ohayo Child Care Omorimachi Tokyo-authorized Nursery School• Ohayo Child Care Shiinamachi Tokyo-authorized Nursery School•O hayo Child Care Nishi-Sugamo Tokyo-authorized Nursery School•O hayo Child Care Kiyosumi Shirakawa Tokyo-authorized Nursery
School•O hayo Child Care Oyamanishicho Small-scale Nusery School Certied
by Itabashi (Type A)•O hayo Child Care Machinoma Omori Tokyo-authorized Nursery
SchoolYokohama City• Ohayo Child Care Yokohama Negishi Yokohama City Small-scale Nursery School• Ohayo Child Care Mitsuzawa Shimocho Corporate-lead Nursery School• Ohayo Child Care Hanasakicho Yokohama City-authorized Nursery School41

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social
ChangeCommunity Involvement

Utilization of Human
Resource Assets

Improving Management
SystemRevitalization 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.

Indicators and Results
Projects indevelopment

Index

Up to 2014

2015

2016

2017

2018

Before rebuilding Cumulative total number of units

664 units

794 units

874 units

874 units

874 units5,528 units

1,617 units

10,242 units(tentative)

After rebuilding Cumulative total number of units

1,298 units

1,503 units

1,617 units

1,617 units

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

5,219.46 m2

5,356.35 m

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.

Points of the Brillia Koganei Sakuracho
Condominium Revitalization

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 4LDK

Thereafter, we directly confronted challenges, such as thereview of business plans through skyrocketing building
costs, and held ongoing talks with all of the residents.
Approval of the exchange of equivalent 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
for children and the elderly, such as heightened crime
prevention performance by changing the layout of theresidential buildings.

(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
50-year mark upon the initial inspection for the revitalizationof the condominium. The residents were getting older andthe deterioration of the building was progressing. The
decision to rebuild was made in 2013 by comprehensively
comparing the functional improvements via large-scale
repairs and reconstruction because the building had issues
from the aspects of functionality and crime prevention, suchas the lack of elevators and auto-locks.

*Exchange of equivalent rights: Exchange of sectional rights and siteusage 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 plan needs approval by the mayor of the local
government.

42Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social
ChangeCommunity Involvement

Utilization of Human
Resource Assets

Improving Management
SystemInitiatives in Brillia Tama New Town Condominium Redevelopment
Property Data
Project
overview
Address
Construction
period(Before rebuilding)(After rebuilding)
2-chome, Suwa
Brillia Tama New Town
condominium
2-2 and 4-2 (Street Number) Chome Suwa,
Tama, Tokyo
Completed 1971

64,399.93 m2

Site area
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 4LDKTama 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 six years in cooperation with rightholders 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 evokedinterest in the social significance of revitalizing the historic

TOPICS

Completed 2013

Brillia Tama New Town introductory website:
https://www.b-tamant.com

Condominiums and Housing Complexes in the Works
The rebuilding project underway with the Itohpia Hamarikyu management association in the Minato Ward of Tokyo wasapproved in October 2018. The property had aged in the 39 years since it was completed, and we found areas unfit
for earthquake performance. Rebuilding a property that faces an arterial road is also clearly a social responsibility toensure an emergency transportation route if a disaster strikes.
(Tentative) Kita-Aoyama 3-chome District Redevelopment Private
Venture Project currently in development on the former Toei Aoyama
Kitamachi Apartment grounds in Kita-Aoyama, Minato Ward, Tokyo began
construction in March 2018 (joint venture). This project has taken theform of a mixed land area in the heart of the district by developing thelots created privately in stages through rebuilding of the decrepit Aoyama
Kitamachi Apartments. We earned an approximately 70-year fixed termlease to the site to establish rental apartments, senior residences that
Conceptual drawing of completed
include services, and shops which respond to a wide range of lifestyles. We(tentative) Kita-Aoyama 3-chome Districtalso will create a roughly 3,500 m2 forest area (green space) to revitalize the Redevelopment Private Venture Projectrich nature essential to Aoyama.

43

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemCommunity Involvement
Co-existing with Communities
Policy and Concept
and volunteer activities by gathering participants from inside
our Group, 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 and volunteer activities is
not only part of community development but connects to thesustainable growth of our own business.
Therefore, we are working to conduct various community

Yaesu, Nihonbashi, and Kyobashi Development Activity Results
List contributions in community development activities (January to December 2018)
Event nameContent of activity (contribution)

Group companies'
employee participants

Sanno Festival

Carrying the portable shrines Sanno Festival, one of the three major
festivals of Japan (Jun. 8 to 10)

3 days Total
656 participants

Sakura Festival

Holding rugby and other events (Apr. 6 to 8)

3 days Total
25 participantsTokyo Station area clean-up team

Cleaning the Tokyo Station area (voluntary activity by Tokyo Tatemono
Community Building Promotion Office Feb. 23, Apr. 20, Sep. 28)

3 days Total
531 participantsChuo-dori clean walk(picking up garbage, re-planting flowers)

Picking up garbage and re-planting flowers beds in the Chuo-dori(Participated as office staff as well. Mar. 22, Jul. 19, Dec. 12)

3 days Total
55 participants

La Folle Journée TOKYO2018

Held area concert at Tokyo Square Garden (May 3 to 4)

2 days Total
8 participantsTokyo Ekimachi Kirapika Project

Cleaning areas around Tokyo Station (Jul. 19, Nov. 29)

2 days Total
297 participants

Nihonbashi/Kyobashi Festival

Special sponsor, executive committee, organizing rugby team (Oct. 28)

1 day Total
11 participants

Art & Craft Market

Holding event at Tokyo Square Garden (once per month)

12 day Total
24 participants

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.

Morning Cleaning Activities

44Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemParticipating 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
12 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.
CSR Website Feature: Tokyo Tatemono Urban Development
Activities (Published 2017)https://www.tatemono.com/csr/special/townplanning.html
Sanno Festival

Partnering with Non-profit Organizations
Tokyo Tatemono helps take care of flower beds of sidewalks
along Chuo-dori as a member of the NPO Hana Kaido.
We also work with the Cheering Supporters for the Woodsof "Chuo City" to help use the trimmings from the woods in
the Chuo Ward at other sites of their activities.
We produced planter filler from the trimmings while
contributing to the beautification of the city, such as
setting up roughly 100 flower beds on sidewalks aroundconstruction sites though the NPO Hana Kaido.

Replanting Flower Beds Along Chuo-dori

45

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemBustling Creation in the Region
The Tokyo Tatemono Group holds various events to drive
bustling creation as a way to contribute to the growth of theregion.
Nakano Central Park uses the approximately 3 ha of richly
green open space (open public space, etc.) provided
together with the neighboring university and government
agencies to hold events, such as flea markets andworkshops. This initiative that effectively uses and brings
excitement to this open space received the Good DesignAward in the Design of Community Development category
in 2014.
Tokyo Square Garden has regularly held the Kyobashi
Market since August 2018 to sell fresh vegetables andprocessed foods by using the 1F connecting corridor.
Brillia Towers Meguro redevelopment association proposed
and held the Meguro Hanabusayama Foresta 2018 asan event to celebrate the new town. The Tokyo TatemonoGroup also acted as a founding sponsor and opened abooth.

The Tokyo Tatemono booth at the Meguro Hanabusayama Foresta 2018
offered a ring toss for both adults and children to enjoy.

Developing Communities in Regions People Will Call HomeThe on-site model room for Brillia Shinagawa Minamioi that
opened in October 2018 set up the Loco-café "oooi" as acommunity gathering place everyone in the neighborhood
may use inside a sales center before construction beganon the condominium with the hope of quickly developing
a community in the region for everyone who planned tobuy one of the units. The café added a contact point witheveryone from the local community. We also held otherevents to encourage interaction with everyone who planned
to buy a unit at Brillia Shinagawa Minamioi in addition torenting a gathering space for the local community.
These efforts supported the smooth and rapid developmentof a community for everyone who planned to buy one ofthese Brillia units by encouraging interaction with the local
community.

Inside Loco-café "oooi"

46Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemCultural 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
in a corner of the Brillia LOUNGE on the first floor of theTokyo Tatemono Yaesu Building as a place to introduce
up-andcoming artists and their artwork. THE GALLERY
introduced works from four groups of artists in 2018.
In addition, the Brillia ART AWARD 2019 was held todetermine the artists to introduce the next year througha public offering. This award not only judges complete
artworks but also production plans. Winners are given a
production grant of 200,000 yen and the grand prize winnerreceives 300,000 yen. The works that are created arerotated and displayed every three months throughout 2019.
For more information about THE GALLERY in Brillia LOUNGE andBrillia ART AWARD, see:https://brillia.com/brillia/topics/
https://www.brillia.com/artaward/index.html

Works by Artists Introduced in 201847

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemOpening Locations to Support Sustainable Urban Development
Tokyo Square Garden owned and managed by Tokyo
Tatemono has opened a location to advocate low
carbonization of the city called Kyobashi Environmental
Station on the sixth floor. The Kyobashi Environmental
Station exhibits environmental technologies as well as holds
seminars about the environment and urban development.
We also opened the City Lab Tokyo as a sustainable
city development site as part of the renovations done in
December 2018. City Lab Tokyo offers both co-working
space and conference room functions while contributing tocultivating a start-up community and business development.
→ Please also see Feature Learn, Connect, Act Community
Building through Creating "Spaces" P.5

City Lab Tokyo Co-working Space

More Information About City Lab Tokyo
Official website: https://citylabtokyo.jp/
Official Facebook pagehttps://ja-jp.facebook.com/citylabtokyo/

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 2018, 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

48

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemEarthquake 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 forfamilies that travel to urban hospitals from afar to care for
their children with intractable diseases such as pediatriccancer.
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.

*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.

Common Room for Two Families to Spend Leisure Time

Donations for Damage from the Torrential Rains in Western JapanTokyo Tatemono Group has donated five million yen throughthe Japanese Red Cross to support reconstruction after

the grave damage suffered in the torrential rains that struck
primarily western Japan in July 2018.

Fundraising Activities Integrating Art
SMARK Isesaki began a new social contribution activity
that takes into consideration contributions to the local
region by integrating art in conjunction with the renewal forthe 10-year anniversary in 2018. We installed the "coins"
Communication Art Collection Box for Jomo-Sanzan (Mt.
Akagi, Mt. Haruna, and Mt. Myogi in Gunma Prefecture)created by Artist Jin Hasegawa. We donate the moneythat is collected to environmental organizations in Gunma
Prefecture in conjunction with the commemorative festival
held every November.

coins Myogi (Upper Left)coins Haruna (Upper Right)
coins Akagi (Lower Left)

49

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

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

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

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

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

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

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

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

Unit

2014

2015

2016

2017

2018

People

543

576

584

687

719

Men

People

456

458

461

542

548

Women

People

87

118

123

145

171

%

16.0

20.5

21.1

21.1

23.8

Female Employee Rate

%

29.1

24.9

25.8

26.6

27.7

Number of Managers

People

274

281

295

339

350

Men

People

269

275

287

328

334

Women

People

5

6

8

11

16

Female Management Rate

%

1.8

2.1

2.7

3.2

4.6

Female Director Rate

%

0

0

0

0

0

People

11

15

14

19

22

Men

People

7

10

10

15

14

Women

People

4

5

4

4

8

New Female Hiring Rate

%

36.4

33.3

28.6

21.1

36.4

Difference in Average Tenure Between Maleand Female Employees

Year

－

3.9

2.6

1.9

2.7

Employment Rate of Persons with Disabilities*%

2.06 (June)

2.06 (June)

1.88 (June)

1.98* (June)

1.87* (June)

Re-employment Rate of Employees at
Retirement Age

%

60.0

66.7

75.0

91.7

87.5

Female Full-time Employee Rate

New Hires (Total)

50

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

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

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

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

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

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

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

During Pregnancy
PolicyOverview

Flextime System

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

Carry Over Paid Leave Policy

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

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

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

Before/After Childbirth
PolicyOverview

Carry Over Paid Leave Policy

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

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

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

Leave Before/After Childbirth

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

Child Rearing Leave

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

Child Rearing Leave Benefits

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

Exemption from health insurance and employee benefit
premiums

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

51

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemPolicyOverview

Special Leave for Childbirth

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

Congratulatory Money for Childbirth

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

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

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

Childbirth Expense Benefits Policy

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

Income Tax Exemption for Childbirth Expenses

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

During Child Rearing
PolicyOverview

Flextime System

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

Carry Over Paid Leave Policy

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

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

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

Short-work Hour System

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

Leave Related to Child Rearing

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

Restrictions on Overtime for Child Rearing

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

Restrictions on Late Night Work for Child Rearing

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

Exemption from Overtime for Child Rearing

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

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

Pediatric Expense Benefits

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

Child Allowance

The employee receives a child allowance.

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

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

Employees at retirement age

52

Re-employment

2018

8

7

87.5%

2017

12

11

91.7%

2016

4

3

75.0%

2015

6

4

66.7%

2014

5

3

60.0%

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

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

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

Actual employment rate

(%)
2.5

2.06

2.06

2.0

1.98

1.87

2017

2018

1.88

1.5
1.0
0.5
0.0

53

2014

2015

2016

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

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

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

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

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

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

Item

Unit

2014

2015

2016

2017

2018

Turnover Rate (Only for Personal Circumstances)*

%

1.7

2.2

1.4

1.4

2.6*

Rate of Health Check-ups*

%

100

100

100

100*

100*

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

Days

8.6

8.8

8.7

8.8*

9.9*

Incidents

1

2

1

0*

1*

1

Number of Lost Time Injury*254

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
System

Item

Unit

2014

2015

2016

2017

2018

＊

137*
100

Total Days Lost Due to Absence*

Days

86

138

47

81

Employees Unionized Rate

%

100

100

100

100

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

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

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

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

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

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

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

55

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

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

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

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

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

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

Strengthen Growth
Capabilities

Image of Tokyo Tatemono Work-Style Innovation

Both

Corporate Growth

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

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

Reduce Time

Generate Time

Make Decisions Rapidly

Fully Manage Time

Build IT andother infrastructure

Share Know-how

Initiatives to Reduce Overtime
Transitioning to Fixed Overtime per Month

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

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

36
30
22

20

19

20

19

20

21

20

21

25

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

（年）

56
2.03

2.06

2.06

2.10

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

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

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

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

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

57Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

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

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

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

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

Executive Training

GeneralManagers

New General
Manager Training

Group Leaders

New GL Training

Managers

New Manager Training

AssistantManagers

New AssistantManager Training

Global Training

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

Senior
Employees

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

New Employee
Training

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

58

Attending
Language School

Self Enlightenment
External Deployment

Support Systems to
Acquire Certifications

Support for
AttendingBusiness or
Graduate School

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

OverseasOn-sight
Observation

Business School
Dispatching toComplete Single
Subject Training

Overseas
Deployment
Training

Cross Industry
Training

Local Subsidiary
Internships

Distance Learning
Outside Seminars

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

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

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

TOPICS

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

Presentations

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

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

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
System

Improving Management System
Corporate Governance
Policy and Concept
Corporate Governance Reporthttps://tatemono.com/ir/library/governance.html

To enhance the corporate value of Tokyo Tatemono,
we strive to build optimal corporate governance while
securing soundness and transparency of management andincreasing its effectiveness.

SystemTokyo 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

functions and transparency of management by appointing
external directors and auditors. We believe that we havebuilt a system able to sufficiently execute the supervisingand auditing functions of management and directors.
Furthermore, we established the Group Management
Meeting in an effort toward efficient and sound Groupmanagement.

Corporate Governance Structure
General Meeting of Shareholders
Appointment/Dismissal

Advisory Committee
Advisory

Appointment/Dismissal

Account Auditor

ReportReportCooperation

Board of Directors (Directors)

Appointment/Dismissal

Dismissal Account Audit

Audit and Supervisory Board (Auditors)

Audit

Appointment/Audit
Cooperation

President & Chief Executive Officer
Group Management Meeting

Internal Control Committee
Internal Audit Division

Each Headquarters/Division

Audit Tokyo 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 important mattersrelated to execution of operations and auditing of theoperations of the directors.
Auditors also attend Board of Directors meetings and share
their opinion when necessary. (Number of members as ofJanuary 2019)60

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
System●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.

●Auditors (Audit & Supervisory Board)
Audit & Supervisory Board consists from four auditors(two full-time auditors) and two external auditors.
●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.

→ Risk management P.63
●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.

●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.

Indicators and Results●Collection Scope• Tokyo Tatemono Co., Ltd.

●Collection Period• January to December each year. Data is as of Decemberof each year unless stated otherwise.
Unit

2014

2015

2016

2017

2018

Number of Board Meetings

Item

Meetings

13

13

13

12

13

Number of Directors

People

7

9

9

11

12

Number of Executive Officers on Board

People

5

6

6

7

7

Number of Non-executive Officers on the
Board (Excluding External Directors)

People

1

0

0

1

1

Number of External Directors

People

1

3

3

3

4

%

97.9%

94.6%

100%

100%

100%

Year

9.3
(March)6.7(March)5.3(March)5.0(March)5.8(March)Board Meeting attendance
Average Tenure of Directors(Including External 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.

61Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
System

Evaluation for the Effectiveness of the Board of Directors
Evaluation Items

Tokyo Tatemono conducts a questionnaire about theconstitution, proposals and management of the Board of
Directors for all directors and corporate auditors once ayear. The Board of Directors analyzes and deliberates theresults of this questionnaire.
We have been able to sufficiently ensure and verify theeffectiveness as a Board of Directors.

Field

Description

Structure

Ratio, number, and diversity of external directors

Proposals

Number, content, and financial criteria of proposals

Operation

Number and length of meetings, ideal form ofadvanced explanations, materials and time for
explanations, time for debate, and content ofmatters to report

Other

Support systems and ideal form of training

Policy on Remuneration and Calculation Method
contribution 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).

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 the
Status of Director and Auditor Remuneration (December 2018)

Total Amount by Type of Remuneration
Executive Class

Employee Salary(People)Fixed Compensation(Million Yen)

Performance BasedRemuneration(Million Yen)

Share BasedRemuneration(Million Yen)

Total Salary(Million Yen)

Directors

12

314

155

35

505

(External Directors)

-4

-27

（–）

（–）

-27

Auditors

4

64

–

–

64

(External Auditors)

-2

-12

（–）

（–）

-12

Total

16

379

155

35

570

(External Executives)

-6

-39

（–）

（–）

-39

*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, 201362

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemRisk Management
Policy and Concept
Furthermore, in the preparation of the risk management
structure, we referred to the ISO-31000 international risk
management standards and the JIS-Q-31010 Japanesestandards.

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 arisk management system to continually monitor and control
risk and provide comprehensive risk management. We haveestablished risk management regulations and put in place arisk management structure to monitor and control ongoingrisks as well as fully manage risk.

Internal Control Reporthttps://tatemono.com/ir/library/control.html

System
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 compliancerisks) 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 as necessary and auditedby the Audit & Supervisory Board.
We are thoroughly managing risk through a series ofprocesses that include monitoring and improving theoperational status of this risk management.

Risk Management Structure

Audit &
Supervisory Board

Board of Directors

Audit

Report of Important Matters

Debate and Report ofImportant Matters

Report of Important Matters

Corporate Planning Division
RiskManagement
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

ReportMonitoring/
Improvement

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

63Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemJoint Training in Earthquake Measures with Group Companies
In October every year, we conduct collective training inearthquake 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.

Comprehensive 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

64Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemCompliance
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 otherrules and engage in fair, sound corporate
activities.
• We act faithfully by thinking from thecustomers' standpoint.
• We contribute to making society better throughcorporate activities.
• We respect the personalities and valuesof each other and maintain a comfortableworking environment.
Established June 2009

SystemCompliance Promotion System

We established the Tokyo Tatemono Group Internal Control
Committee that discusses Group compliance as well as
general internal control risks, including the preventionof fraud and corruption, and 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 ofCompliance65

Cooperation

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemIndicators and Results●Collection Scope• Tokyo Tatemono (Number of reports and consultations to
Helpline for the Tokyo Tatemono Group)●Collection Period• January to December each year. Data is as of Decemberof each year unless stated otherwise.
Item

Unit

2014

2015

2016

2017

2018

People

646

657

814

847

860

Completion Rate of Compliance Training

%

99.7

99.4

98.8

98.5

99.3

Return Rate of Compliance Surveys

%

80.9

77.0

71.2

80.5

80.2

Incidents

23

28

15

44

59

Number of Students and Completion Rate ofCompliance (e-Learning) Training

Number of Reports and Consultations to Helpline

Compliance ManualLGBT and actual bribery that has occurred in an effort toprevent corruption, bribery and discrimination.

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.
Tokyo Tatemono also posts case examples on the intranet
divided into 16 compliance items as reference for theCompliance Manual, introduces case studies about theCompliance
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
Forces8. Timely/Proper Informational Disclosureand Appropriate Tax Reporting
9. Restriction of Insider Trading
10. Respect for Human Rights/Restriction ofDiscrimination 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

Preventing Corruption and Bribery<Relevant Items in the Compliance Manual>
1. Observance of Laws and Regulations
2. Proper Relationships with Partners
3. Moderate Gifts and Entertainment
6. Proper Relationships with Politics and Government
13. Restriction of Conflicts of Interest

The Tokyo Tatemono Group has declared to adhere tolaws, regulations, and other rules and engage in fair,sound corporate activities in its Compliance Charter. We
work to raise awareness and thorough compliance withthe compliance items defined in the Compliance Manual
through training and other education to prevent corruption
such as bribery or fraud.
In 2018, there were no incidents of corruption that resulted
in penalties such as fines.

66Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemPreventing Anti-competitive Practices<Relevant Items in the Compliance Manual>
1. Observance of Laws
2. Regulations and Proper Relationships with Partners

The Tokyo Tatemono Group has declared to adhere tolaws, regulations, and other rules and engage in fair,sound corporate activities in its Compliance Charter. We
work to raise awareness and thorough compliance withthe compliance items defined in the Compliance Manual
through training and other education to prevent anticompetitive practices such as prohibiting monopolistic
conduct.
In 2018, there were no incidents of anti-competitive
practices that resulted in penalties such as fines.

Compliance Training
general managers and managers, training for new Tokyo
Tatemono employees, and training for newly appointed
supervisors as well as training to prevent insider trading.
We also design corruption and bribery prevention, use thecorporate intranet, and include spotlight articles about theprevention of insider trading, drinking in moderation andproper relationships with public officials to raise awarenessthroughout the Group.
Furthermore, we hold seminars by inviting outside
experts as lecturers around themes regarding the law andregulation field as well as taxes that have great importancein operations 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 2018, we gained knowledge about
overall compliance, harassment prevention, informational
management such as the prevention of insider training in
addition to the prevention of corruption, the Building Lots
and Buildings Transaction Business Law and the Act on
Prevention of Transfer of Criminal Proceeds such as theprevention of money laundering, as well as brushed up
our knowledge following amendments to the laws andregulations for roughly 2,800 executives and employees
in 13 Group companies, in addition to our foundationin compliance that includes the Compliance Charterand compliance items. In addition, we have introduced
stratified training, such as collective training for new Group
employees, harassment prevention training for executives,

Implementation of Compliance Surveys
of 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 7,162 employees from 13 Group
companies in 2018 with a collection rate of 80.2%.
We analyze the survey results for overall trends and traits

Setup of a Helpline(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.
Furthermore, in accordance with the Whistleblower
Protection Act, we properly protect whistleblowers.

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
are reported to the Tokyo Tatemono Internal Audit Division

67Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemSupply Chain Initiatives
occupational health and safety. We have also definedproper relationships with business partners, moderate gifts
and entertainment, and environmental considerations as
items related to procurement and orders. These measures
strive to build a suitable supply chain that considers anenvironment free from corruption and bribery.
We actively incorporate environmentally-friendly technology
and ideas into our products and services in every stage ofour business activities even in terms of the environmental
considerations related to procurement in accordance with
the Group Environmental Policy, and it strives to saveresources and use materials that reduce the environmental
impact.

The main flow of business at a real estate developer
moves from the acquisition of a lot to the development
and then lease or sale of the property. We directly procure
the materials and purchased goods according to theland acquisition and leasing or sales activities during thisprocess. However, the development operations involve not
only Tokyo Tatemono but also a bulk order to a construction
company for procuring a large amount of materials as well
as for staffing to accommodate the construction.
Understanding the traits of the business, the Tokyo
Tatemono Group defines the respect of human rights,
restriction of acts of discrimination and harassment, and theguarantee of a work-friendly environment in the Compliance
Manual as items related to human rights in addition to

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.

68

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemRespect of Human Rights
Policy and Concept
than minimum wage to our employees.
Information about the freedom of association and the rights
to collective bargaining are included in Work-Life Balance →( P.56 ).

The Tokyo Tatemono Group respects the basic humanrights as outlined in the Constitution of Japan andthe Universal Declaration of Human Rights, upholds
international labor standards advocated by the International
Labor Organization (ILO), and affirms its respect for theindividuality and beliefs of each person 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 ofacts of discrimination and harassment based on race,
creed, gender, sexual orientation, age, appearance, ability
or disability, educational background or social status,or origins, and the guarantee of a work-friendly work
environment. In addition to the Minimum Wage Act, we will
adhere to various labor laws and vow to pay a wage higher

From the Compliance Charter ( P.65 )• We
 respect the personalities and values ofeach other and maintain a comfortable working
environment.

From the Compliance Manual ( P.66 )<Compliance Item> 10. Respect for Human Rights/
Restriction of Discrimination and Harassment

SystemHuman Rights Education and Promotion System

We established the Internal Control Committee to discuss
general internal control risk, including compliance of theTokyo Tatemono Group, to promote human rights andother compliance issues. The Internal Control Committee
supervises the Group compliance activities.
→ Compliance System ( P.65 )Human Rights Education
and Promotion Committee

President andExecutive Officer

We also understand the flow to promote solutions to social
human rights issues, including SGDs. Therefore, weestablished the human Rights Education and Promotion
Committee by fundamentally restructuring the conventional
Anti-Discrimination Promotion Committee in January 2019.
To establish a corporate body for the respect of humanrights, the committee made up of committee members eachappointed by the President plans, executes and verifies theeducational programs and training workshops related tohuman rights issues.

Appointment

Chairperson(Corporate Officer in Chargeof Human Resources)

Vice Chairperson(Secretary Executives: 2)

Committee Members(General Manager of Corporate Planning,
General Manger of Human Resources,
General Manager of Overall Compliance,and Each Branch Manager)

Human Rights Initiatives
and 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.

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 the proper compliance training for employees
and management every year that encompasses humanrights.
We are also preventing and quickly resolving harassment→ Compliance Training ( P.67 )→ Compliance Surveys ( P.67 )→ Setup of a Helpline ( P.67 )69

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemResponding to Human Rights and Discrimination Issues
Furthermore, we appointed the general manager of humanresources as the person who promotes honest recruitment
and human rights enlightenment to prevent any humanrights issues, including discrimination, in its recruitment
activities.

Developers are susceptible to discrimination due to thenature of the real estate business. The Tokyo TatemonoGroup correctly understands issues related to humanrights and discrimination, and continually holds training
to handle these problems in its business activities. In
2018, 50 primarily first and second-year Group employees
participated in training led by an instructor from the Tokyo
Metropolitan Human Rights Promotion Center.

TOPICS

Participating in the Construction and Real Estate Human Rights Due Diligence Study GroupIn September 2018, Tokyo Tatemono participated in the Human Rights Due Diligence Study Group launched by eight
construction and real estate firms (Mitsubishi Estate, NTT Urban Development, Tokyu Fudosan Holdings, Tokyo
Tatemono, Nomura Real Estate Holdings, Obayashi Corporation, Shimizu Corporation, and Taisei Corporation) at therequest of Mitsubishi Estate.
This study group identifies the impact on human rights and conducts surveys and research on subjects such ascountermeasures to fulfill the responsibility of companies to "avoid infringing on the human rights of others and address
adverse human rights impacts with which they are involved" required by the United Nations Guiding Principles ofBusiness and Human Rights.
We learn from experts on human rights, such as international human rights standards and human rights initiatives
expected of corporations, exchange information with NGOs and other outside experts and conduct research on
methods to identify and specifically address actual human rights risks.

70Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemTopics
Revitalizing and Utilizing Real Estate Stock that Meet the Needs of TimeWe will continue to revitalize and utilize real estate stocks
that cater to the changes and stimulate the communities.

Individual values and how companies operate are changing
drastically as SNS become popular and innovations
ion work-styles. As such, requirements for real estate ischanged along with this shift. On the other hand, in Japan
where its population is aging and declining, moving awayfrom scrap and build approach and utilizing pre-owned
and aged real estate is a social issue that needs to beaddressed from environmental protection perspective.
NEIGHBORS Ukima Park opened in June 2018 which
was previously an employee dormitory which Tokyo
Tatemono Real Estate Sales purchased and renovated
to offer new value and new use that match the changing
way of living and working and maximize its economic
value. With convenient access to the metropolitan area,
it offers lounges, entrance area, co-working space, andmulti-purpose space for workshops and seminars, allowing
comfortable working environment and opportunities tobuild a community for freelance and nomad workers tocommunicate with each other. The park was reborn as abuilding that cater to the needs of the time.

BeforeBefore

After

After

Cafeteria (top left) was changed to a lounge that encouragecommunication (bottom left) and large bath room (top right) was change
to co-working space (bottom right) where work and meetings can be
held.

Community Building through Creating Place for Startup Development
Innovations are said be the key to solving social issues
such as those addressed in the SDGs and sustainable
development of the society. In addition, making Yaesu,
Nihonbashi, and Kobashi areas located around the Tokyo
Station where large corporations gather to be more vibrantrequires a new industry.
In April 2018, Tokyo Tatemono opened xBridge-Tokyo, afacility to support business startups, in its headquarters
building. The facility is operated with XTech Co., Ltd., acompany that create business startups through combining
existing industry and technology, and creates and develops
business startups. A year has passed since starting with 12
companies residing, and there are currently 26 companies
including venture capitals.
The facility acts as a bridge to bring large corporations in
the Yaesu, Nihonbashi, and Kobashi areas with businessstartups and create more opportunities for businessstartups to gather in the area and create innovation throughtransaction between the two parties.

xBridge-Tokyo

71

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemGRI Standard Content Index
This report uses GRI Standards as reference.
Materials used to create this content index.
1. CSR REPORT 2019
URL https://www.tatemono.com/csr/english/reports/
2. ESG DATA BOOK 2019
URL https://www.tatemono.com/csr/uploads/esgdata_2019_01.pdf
3. Annual Review 2018
URL https://www.tatemono.com/english/ir/library/ar.html
4. Corporate Governance Report
URL https://www.tatemono.com/english/ir/library/governance.html
5. 201st Term Internal Control Report (Japanese only)
URL https://www.tatemono.com/ir/library/control.html
6. Notice of the 201st Ordinary General Meeting of Shareholders
URL https://www.tatemono.com/english/ir/stock/meeting.html
7. Tokyo Tatemono Tokyo Tatemono Tokyo Tatemono Group Medium-term Business Plan (FY2015-FY2019)
URL https://www.tatemono.com/english/ir/management/management.html
Disclosure

Tools and pages referred

GRI 101: Foundation 2016
General Disclosures
GRI 102: General Disclosures 2016
Organizational profile
102-1

Name of the organization

Group Profile (9)102-2Activities, brands, products, and services

Group Profile (9)102-3Location of headquarters

Group Profile (9)102-4Location of operations

Group Profile (9)102-5Ownership and legal form

Group Profile (9)102-6Markets servedGroup Profile (9)102-7Scale of the organization

Group Profile (9)102-8Information on employees and other workers

Group Profile (9), Diversity & Inclusion > Indicators and Results (50), Work-Life
Balance > Indicators and Results (54), ESG Data Book 2019

102-9

Supply chain

Environmental Initiatives > Supply Chain Initiatives (16), Improving Management
System > Supply Chain Initiatives (68)102-10Significant changes to the organization and its supply
chain

Annual Review 2018 (2), Notice of the 201st Ordinary General Meeting of
Shareholders (44), Tokyo Tatemono Group Medium-term Business Plan (9)102-11

Precautionary Principle or approach-102-12External initiatives

Contribution to SDGs (12)102-13

Membership of associations-

102-14

Statement from senior decision-maker

Message from the President (3)102-15Key impacts, risks, and opportunities

Risk Management (63), Annual Review 2018 (31)Strategy

Ethics and integrity

102-16

Values, principles, standards, and norms of behavior

Corporate Philosophy and CSR (10), Stakeholders & Engagement (11), Policy
and System for Environmental Initiatives (13), Improving Quality and Customer
Satisfaction > Policy and Concept (27), Brillia Concept (29), Disaster Prevention
Support > Policy and Concept (34), Responding to an Aging Society > Policy andConcept (36), Support for the Empowerment of Women > Policy and Concept(39), Responding to the Increase of Children on Waiting Lists > Policy andConcept (41), Revitalization of Aging Condominiums > Policy and Concept (42),Co-existing with Communities > Policy and Concept (44), Cultural and Social
Contribution Activities > Policy and Concept (47), Diversity & Inclusion > Policy
and Concept (50), Work-Life Balance > Policy and Concept (54), Human Resource
Development > Policy and Concept (58), Corporate Governance > Policy andConcept (60), Risk Management > Policy and Concept (63), Compliance > Policy
and Concept (65), Compliance Manual (66), Respect of Human Rights (69)102-17

Mechanisms for advice and concerns about ethics

Compliance > System (65), Setup of a Helpline (67)72Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemGovernance102-18Governance structure

Corporate Governance (60)102-19Delegating authority

CSR Promotion System (11)102-20Executive-level responsibility for economic,
environmental, and social topics

CSR Promotion System (11)102-21

Consulting stakeholders on economic, environmental,
and social topics

Stakeholders & Engagement (11)102-22Composition of the highest governance body and its
committees

Corporate Governance (60)102-23Chair of the highest governance body

Corporate Governance Report (4)102-24

Nominating and selecting the highest governance body

Advisory Committee (61)102-25

Conflicts of interest

Compliance > Preventing Corruption and Bribery (66)102-26

Role of highest governance body in setting purpose,values, and strategy

Corporate Governance (60)102-27

Collective knowledge of highest governance body

Corporate Governance (60)102-28

Evaluating the highest governance body’s performance

Evaluation for the Effectiveness of the Board of Directors (62)102-29Identifying and managing economic, environmental,
and social impacts

Risk Management > System (63)102-30Effectiveness of risk management processes

Risk Management > System (63)102-31

Review of economic, environmental, and social topics

Risk Management > System (63)102-32Highest governance body’s role in sustainability
reporting

CSR Promotion System (11)102-33

Communicating critical concerns

Annual Review 2018 (31)102-34Nature and total number of critical concerns

Annual Review 2018 (31)102-35

Remuneration policies

Policy on Remuneration and Calculation Method (62)102-36

Process for determining remuneration

Policy on Remuneration and Calculation Method (62)102-37

Stakeholders involvement in remuneration

Policy on Remuneration and Calculation Method (62)102-38Annual total compensation ratio-

102-39Percentage increase in annual total compensation ratio -Stakeholder engagement102-40

List of stakeholder groups

Stakeholders & Engagement (11)102-41

Collective bargaining agreements

Labor and Management Dialogue (56)102-42

Identifying and selecting stakeholders-

102-43

Approach to stakeholder engagement

Stakeholders & Engagement (11)102-44

Key topics and concerns raised-

Reporting practice102-45

Entities included in the consolidated financial
statements

Annual Review 2018 (12)102-46

Defining report content and topic Boundaries

Editorial Policy, Period of Reporting, Scope of Reporting (2)102-47

List of material topics-

102-48

Restatements of information-

102-49Changes in reporting-

102-50

Reporting period

Period of Reporting (2)102-51

Date of most recent report

Publication Date (2)102-52

Reporting cycle

Publication Date (2)102-53

Contact point for questions regarding the report

Department Supervising Publication (2)102-54Claims of reporting in accordance with the GRI
Standards-

102-55

GRI content index

GRI Content Index (72)102-56External assurance

ESG Data Book 2019, Third-Party Assurance (P81)

Disclosure

Tools and pages referred

GRI 200 Economic Standard Series
Economic Performance73Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemGRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

-

103-2

The management approach and its components

-

103-3

Evaluation of the management approach-

GRI 201: Economic Performance 2016
201-1

Direct economic value generated and distributed

Annual Review 2018 (5, 29), Notice of the 201st Ordinary General Meeting of
Shareholders (5)201-2Financial implications and other risks and opportunities
due to climate change

-

201-3

Defined benefit plan obligations and other retirement
plans

Annual Review 2018 (43)201-4

Financial assistance received from government

Annual Review 2018 (7, 19)Market Presence
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

-

103-2

The management approach and its components

-

103-3

Evaluation of the management approach-

GRI 202: Market Presence 2016
202-1

Ratios of standard entry level wage by gendercompared to local minimum wage

-

202-2

Proportion of senior management hired from the local
community-

Indirect Economic Impacts
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

-

103-2

The management approach and its components

-

103-3

Evaluation of the management approach-

GRI 203: Indirect Economic Impacts 2016
203-1

Infrastructure investments and services supported

Medium-term Business Plan (11-20)

203-2

Significant indirect economic impacts

Medium-term Business Plan (11-20)

Procurement Practices
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

-

103-2

The management approach and its components

Supply Chain Initiatives (68)103-3

Evaluation of the management approach

Compliance > System (65), Implementation of Compliance Surveys (67)

GRI 204: Procurement Practices 2016
204-1

Proportion of spending on local suppliers-

Anti-corruption
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

-

103-2

The management approach and its components

Preventing Corruption and Bribery (66)103-3

Evaluation of the management approach

Compliance > System (65), Implementation of Compliance Surveys (67)

GRI 205: Anti-corruption 2016
205-1

Operations assessed for risks related to corruption

Preventing Corruption and Bribery (66)205-2Communication and training about anti-corruption
policies and proceduresCompliance Manual (66), Preventing Corruption and Bribery (66), ComplianceTraining (67)205-3

Confirmed incidents of corruption and actions taken

Preventing Corruption and Bribery (66)

Anti-competitive Behavior
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

-

103-2

The management approach and its components

Preventing Anti-competitive Practices (67)103-3

Evaluation of the management approach

Compliance > System (65), Implementation of Compliance Surveys (67)74Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemGRI 206: Anti-competitive Behavior 2016
206-1

Legal actions for anti-competitive behavior, anti-trust,and monopoly practices

Preventing Anti-competitive Practices (67)Disclosure

Tools and pages referred

GRI 300 Environmental Standards Series
Materials
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Policy and System for Environmental Initiatives (13)103-2

The management approach and its components

Policy and System for Environmental Initiatives (13), Environmental Managementof Office Buildings (14), Environmental Management in the Residence Business(15), Supply Chain Initiatives (16)103-3

Evaluation of the management approach

Policy and System for Environmental Initiatives (13), Environmental Managementof Office Buildings (14), Environmental Management in the Residence Business(15)

GRI 301: Materials 2016
301-1

Materials used by weight or volume

-

301-2

Recycled input materials used

-

301-3

Reclaimed products and their packaging materials-

EnergyGRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Policy and System for Environmental Initiatives (13)103-2

The management approach and its components

Policy and System for Environmental Initiatives (13), Environmental Managementof Office Buildings (14), Environmental Management in the Residence Business(15), Climate Change > Policy, Concept, and System (19)103-3

Evaluation of the management approach

Policy and System for Environmental Initiatives (13), Environmental Managementof Office Buildings (14), Environmental Management in the Residence Business(15), Climate Change > Policy, Concept, and System (19)

GRI 302: Energy 2016
302-1

Energy consumption within the organization

Climate Change > Indicators and Results (19)302-2Energy consumption outside of the organization

-

302-3

Energy intensity

Climate Change > Indicators and Results (19)302-4Reduction of energy consumption

Climate Change (19-22)

302-5

Reductions in energy requirements of products andservices

Climate Change (19-22)

Water
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Water Resources (24)103-2

The management approach and its components

Water Resources (24)103-3

Evaluation of the management approach

Water Resources (24)

GRI 303: Water 2016
303-1

Water withdrawal by source

Water Resources (24)303-2Water sources significantly affected by withdrawal of
water

-

303-3

Water recycled and reused-

Biodiversity
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Biodiversity (23)103-2

The management approach and its components

Biodiversity (23)103-3

Evaluation of the management approach

Biodiversity (23)

GRI 304: Biodiversity 2016
304-1

Operational sites owned, leased, managed in, or
adjacent to, protected areas and areas of highbiodiversity value outside protected areas

Biodiversity (23)75Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
System304-2

Significant impacts of activities, products, and services
on biodiversity

Biodiversity (23)304-3

Habitats protected or restored

Biodiversity (23)304-4

IUCN Red List species and national conservation list
species with habitats in areas affected by operations-

Emissions
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Climate Change (19)103-2

The management approach and its components

Climate Change (19)103-3

Evaluation of the management approach

Climate Change (19)

GRI 305: Emissions 2016
305-1

Direct (Scope 1) GHG emissions

Climate Change > Indicators and Results (19)305-2Energy indirect (Scope 2) GHG emissions

Climate Change > Indicators and Results (19)305-3

Other indirect (Scope 3) GHG emissions

-

305-4

GHG emissions intensity

Climate Change > Indicators and Results (19)305-5Reduction of GHG emissions

Climate Change (19-22)

305-6

Emissions of ozone-depleting substances (ODS)

Pollution Control and Effective Use of Resources (26)305-7

Nitrogen oxides (NOx), sulfur oxides (SOx), and othersignificant air emissions

Pollution Control and Effective Use of Resources (26)

Effluents and Waste
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Pollution Control and Effective Use of Resources (25)103-2

The management approach and its components

Pollution Control and Effective Use of Resources (25)103-3

Evaluation of the management approach

Pollution Control and Effective Use of Resources (25)

GRI 306: Effluents and Waste 2016306-1

Water discharge by quality and destination

-

306-2

Waste by type and disposal method

Pollution Control and Effective Use of Resources (26)306-3

Significant spills

Pollution Control and Effective Use of Resources (26)306-4Transport of hazardous waste

Pollution Control and Effective Use of Resources (26)306-5Water bodies affected by water discharges and/or
runoff-Environmental Compliance
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Environmental Management of Office Buildings (14), Environmental Managementin the Residence Business (15), Compliance with Environmental Laws andRegulations (16)103-2

The management approach and its components

Environmental Management of Office Buildings (14), Environmental Managementin the Residence Business (15), Compliance with Environmental Laws andRegulations (16)103-3

Evaluation of the management approach

Environmental Management of Office Buildings (14), Environmental Managementin the Residence Business (15), Compliance with Environmental Laws andRegulations (16)

GRI 307: Environmental Compliance 2016
307-1

Non-compliance with environmental laws andregulations

Compliance with Environmental Laws and Regulations (16)Supplier Environmental Assessment
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Supply Chain Initiatives (16)103-2

The management approach and its components

Supply Chain Initiatives (16)103-3

Evaluation of the management approach

Supply Chain Initiatives (16)76Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemGRI 308: Supplier Environmental Assessment
308-1

New suppliers that were screened using environmental
criteria-

308-2

Negative environmental impacts in the supply chain
and actions taken-

Disclosure

Tools and pages referred

GRI 400 Social Standards Series
Employment
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Diversity & Inclusion (50), Work-Life Balance (54), Human Resource Development
(58)

103-2

The management approach and its components

Diversity & Inclusion (50), Work-Life Balance (54), Human Resource Development
(58)

103-3

Evaluation of the management approach

Diversity & Inclusion (50), Work-Life Balance (54), Human Resource Development(58)

GRI 401: Employment 2016
401-1

New employee hires and employee turnover

Diversity & Inclusion > Indicators and Results (50), Work-Life Balance (54)401-2

Benefits provided to full-time employees that are notprovided to temporary or part-time employees

-

401-3

Parental leave

Expanding the Child Rearing Support Policy (51)Labor/Management Relations
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Labor and Management Dialogue (56)103-2

The management approach and its components

Labor and Management Dialogue (56)103-3

Evaluation of the management approach

Labor and Management Dialogue (56)

GRI 402: Labor/Management Relations 2016
402-1

Minimum notice periods regarding operational changes-

Occupational Health and Safety
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Health Management Initiatives (55)103-2

The management approach and its components

Health Management Initiatives (55)103-3

Evaluation of the management approach

Health Management Initiatives (55)

GRI 403: Occupational Health and Safety 2016403-1

Workers representation in formal joint managementworker health and safety committees

Endeavoring for Work-style Innovation Together as Labor and Management (56)403-2

Types of injury and rates of injury, occupational
diseases, lost days, and absenteeism, and number ofwork-related fatalities

Work-Life Balance > Indicators and Results (54)403-3Workers with high incidence or high risk of diseases
related to their occupation

-

403-4

Health and safety topics covered in formal agreementswith trade unions-

Training and Education
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Human Resource Development (58)103-2

The management approach and its components

Human Resource Development (58)103-3

Evaluation of the management approach

Human Resource Development (58)

GRI 404: Training and Education 2016
404-1

Average hours of training per year per employee

-

404-2

Programs for upgrading employee skills and transition
assistance programs

Human Resource Development (58-59)

404-3

Percentage of employees receiving regularperformance and career development reviews

Human Resource Development (58)77Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemDiversity and Equal Opportunity
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Diversity & Inclusion (50)103-2

The management approach and its components

Diversity & Inclusion (50)103-3

Evaluation of the management approach

Diversity & Inclusion (50)

GRI 405: Diversity and Equal Opportunity 2016405-1

Diversity of governance bodies and employees

Diversity & Inclusion > Indicators and Results (50)405-2

Ratio of basic salary and remuneration of women tomen-

Non-discrimination
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Respect of Human Rights (69)103-2

The management approach and its components

Respect of Human Rights (69)103-3

Evaluation of the management approach

Respect of Human Rights (69)

GRI 406: Non-discrimination 2016406-1

Incidents of discrimination and corrective actions taken-

Freedom of Association and Collective Bargaining
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Labor and Management Dialogue (56)103-2

The management approach and its components

Labor and Management Dialogue (56)103-3

Evaluation of the management approach

Labor and Management Dialogue (56)

GRI 407: Freedom of Association and Collective Bargaining 2016
407-1

Operations and suppliers in which the right to freedomof association and collective bargaining may be at risk-Child LaborGRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Respect of Human Rights (69)103-2

The management approach and its components

Respect of Human Rights (69)103-3

Evaluation of the management approach

Respect of Human Rights (69)

GRI 408: Child Labor 2016
408-1

Operations and suppliers at significant risk for incidents
of child labor

Forced or Compulsory LaborGRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Respect of Human Rights (69)103-2

The management approach and its components

Respect of Human Rights (69)103-3

Evaluation of the management approach

Respect of Human Rights (69)

GRI 409: Forced or Compulsory Labor 2016409-1

Operations and suppliers at significant risk for incidents
of forced or compulsory labor

Security Practices
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

-

103-2

The management approach and its components

-

103-3

Evaluation of the management approach-

GRI 410: Security Practices 2016
410-1

Security personnel trained in human rights policies orprocedures-

Rights of Indigenous Peoples
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

-

103-2

The management approach and its components

-

103-3

Evaluation of the management approach-78

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemGRI 411: Rights of Indigenous Peoples 2016
411-1

Incidents of violations involving rights of indigenous
peoples-

Human Rights Assessment
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Respect of Human Rights (69)103-2

The management approach and its components

Respect of Human Rights (69)103-3

Evaluation of the management approach

Respect of Human Rights (69)

GRI 412: Human Rights Assessment 2016
412-1

Operations that have been subject to human rights
reviews or impact assessments

-

412-2

Employee training on human rights policies orprocedures

Respect of Human Rights (69-70)

412-3

Significant investment agreements and contracts that
include human rights clauses or that underwent humanrights screening-

Local Communities
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Co-existing with Communities (44)103-2

The management approach and its components

-

103-3

Evaluation of the management approach-

GRI 413: Local Communities 2016413-1

Operations with local community engagement, impact
assessments, and development programs

Co-existing with Communities > Yaesu, Nihonbashi, and Kyobashi Development
Activity Results (44)413-2Operations with significant actual and potential negative
impacts on local communities

Supplier Social Assessment
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Supply Chain Initiatives (68)103-2

The management approach and its components

Supply Chain Initiatives (68)103-3

Evaluation of the management approach

Supply Chain Initiatives (68)

GRI 414: Supplier Social Assessment 2016414-1

New suppliers that were screened using social criteria

414-2

Negative social impacts in the supply chain and actions
taken

-

Public Policy
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

-

103-2

The management approach and its components

-

103-3

Evaluation of the management approach-

GRI 415: Public Policy 2016
415-1

Political contributions-

Customer Health and Safety
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

Improving Quality and Customer Satisfaction in the Office Buildings Business (27),
Quality and Customer Satisfaction Improvement in the Residence Business (29),Disaster Prevention Support (34)103-2

The management approach and its components

Improving Quality and Customer Satisfaction in the Office Buildings Business (27),
Quality and Customer Satisfaction Improvement in the Residence Business (29)103-3

Evaluation of the management approach

Improving Quality and Customer Satisfaction in the Office Buildings Business (27),
Quality and Customer Satisfaction Improvement in the Residence Business (29)

GRI 416: Customer Health and Safety 2016
416-1

Assessment of the health and safety impacts of productand service categories

416-2

Incidents of non-compliance concerning the health andsafety impacts of products and services-

79Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemMarketing and Labeling
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its Boundary

-

103-2

The management approach and its components

-

103-3

Evaluation of the management approach-

GRI 417: Marketing and Labeling 2016
417-1

Requirements for product and service information andlabeling-

417-2

Incidents of non-compliance concerning product andservice information and labeling

-

417-3

Incidents of non-compliance concerning marketing
communications-

Customer Privacy
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its BoundaryComprehensive Informational Management (64)103-2

The management approach and its components

Comprehensive Informational Management (64)103-3

Evaluation of the management approach

Comprehensive Informational Management (64)

GRI 418: Customer Privacy 2016
418-1

Substantiated complaints concerning breaches ofcustomer privacy and losses of customer data-

Socioeconomic Compliance
GRI 103: Management Approach 2016
103-1

Explanation of the material topic and its BoundaryCompliance (65-68)

103-2

The management approach and its components

Compliance (65-68)

103-3

Evaluation of the management approach

Compliance (65-68)

GRI 419: Socioeconomic Compliance 2016
419-1

Non-compliance with laws and regulations in the socialand economic area-

80Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
SystemThird-Party Assurance

LR Independent Assurance Statement

Relating to Tokyo Tatemono Co., Ltd.’s Environmental and Social
Data within its ESG Data Book 2019 for the fiscal year 2018
This Assurance Statement has been prepared for Tokyo Tatemono Co., Ltd. in accordance with our contract but
is intended for the readers of this Report.

Terms of engagement

Lloyd’s Register Quality Assurance Limited (LR) was commissioned by Tokyo Tatemono Co., Ltd. (“the Company”)
to provide independent assurance on its environmental and social data within its ESG Data Book 2019 (“thereport”) for the fiscal year 2018, that is, from 1 April 2018 to 31 March 2019, against the assurance criteria below
to a limited level of assurance and at the materiality of the professional judgement of the verifier using ISAE 3000
and ISO 14064 - 3 for greenhouse gas (“GHG”) data.
Our assurance engagement covered the Company’s operations and activities in Japan and specifically thefollowing requirements:• Verifying conformance with the Company’s reporting methodologies• Evaluating the accuracy and reliability of data for the selected indicators listed below:
Environmental indicator 1 2• Energy consumption (in kilo-liter of crude oil
equivalent)• Scope 1 GHG emissions (tonnes CO2e)• Scope 2 GHG emissions (Market-based) (tonnes CO2)
• Scope 3 GHG emissions (Category 1, 3, 5) (tonnes
CO2e)• Tap water consumption volume (m3)• Total waste generated (tonnes)

Social indicator• Employment rate of persons with disabilities 3• Rate of health check-ups• Average number of paid leave days taken 4• Rate of paid leave days taken• Number of lost time injury• Total days lost due to absenteeism• Turnover rate (Only for Personal
Circumstances)

Our assurance engagement excluded the data and information of the Company’s subsidiary companies,
suppliers, contractors and any third-parties mentioned in the report.
LR’s responsibility is only to the Company. LR disclaims any liability or responsibility to others as explained in theend footnote. The Company’s responsibility is for collecting, aggregating, analysing and presenting all the dataand information within the report and for maintaining effective internal controls over the systems from which thereport is derived. Ultimately, the report has been approved by, and remains the responsibility of the Company.

LR’s Opinion

Based on LR’s approach nothing has come to our attention that would cause us to believe that Company has not,in all material respects:• Met the requirements above• Disclosed accurate and reliable performance data
The opinion expressed is formed on the basis of a limited level of assurance and at the materiality of theprofessional judgement of the verifier.
Note: The extent of evidence-gathering for a limited assurance engagement is less than for a reasonable assurance engagement. Limited
assurance engagements focus on aggregated data rather than physically checking source data at sites. Consequently, the level of assurance
1

GHG emissions covers the real estate owned by the Company and subject to reporting obligations under the Act on the Rational Use of Energy.

2

GHG quantification is subject to inherent uncertainty.

3

Employment rate of persons with disabilities is as of 1 June 2018.

4

Turnover rate covers 1 January to 31 December 2018.
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81

Index

Message from the President

FeatureCorporate Philosophy
and CSR

Environmental Initiatives

Safety & Security Initiatives

Responding to Social Change

Community Involvement

Utilization of Human
Resource Assets

Improving Management
Systemobtained in a limited assurance engagement is substantially lower than the assurance that would have been obtained had a reasonableassurance engagement been performed.

LR’s approach

LR’s assurance engagements are carried out in accordance with ISAE3000 and ISO 14064 - 3. The following tasks
though were undertaken as part of the evidence gathering process for this assurance engagement:• Auditing the Company’s data management systems to confirm that there were no significant errors,omissions or mis-statements in the report. We did this by reviewing the effectiveness of data handlingprocedures, instructions and systems, including those for internal verification;• Interviewing with key people responsible for compiling the data and drafting the report;• Sampling datasets and tracing activity data back to aggregated levels;• Verifying the historical Environmental / Social data and records for the fiscal year 2018; and• Visiting Nihonbashi Building and Tokyo Square Garden to assess whether the data management systems
have been effectively implemented.

Observations

The company has demonstrated improvement in its data management system compared to that of last fiscal year.
However, the Company should maintain the reliability of its future environmental and social performance data.
And, regarding its Scope 3 GHG emissions which began to be disclosed this fiscal year, this is particular to expand
the reporting boundaries of its Scope 3 GHG emissions across its entire value chain.
LR’s standards, competence and independence
LR implements and maintains a comprehensive management system that meets accreditation requirements for
ISO 14065 Greenhouse gases – Requirements for greenhouse gas validation and verification bodies for use inaccreditation or other forms of recognition and ISO/IEC 17021-1 Conformity assessment – Requirements for bodies
providing audit and certification of management systems – Part 1: Requirements that are at least as demanding as
the requirements of the International Standard on Quality Control 1 and comply with the Code of Ethics forProfessional Accountants issued by the International Ethics Standards Board for Accountants.
LR ensures the selection of appropriately qualified individuals based on their qualifications, training andexperience. The outcome of all verification and certification assessments is then internally reviewed by senior
management to ensure that the approach applied is rigorous and transparent.
This is the only work undertaken by LR for Company and as such does not compromise our independence or
impartiality.
SignedDated: 24 July 2019

Norihiko Kinoshita
LR Lead Verifier
On behalf of Lloyd’s Register Quality Assurance Limited
10th Floor, Queen's Tower A, 2-3-1 Minatomirai, Nishi-ku, Yokohama, JAPANLR reference: YKA00000704
Lloyd's Register Group Limited, its affiliates and subsidiaries, including Lloyd’s Register Quality Assurance Limited (LRQA), and their respective
officers, employees or agents are, individually and collectively, referred to in this clause as 'Lloyd's Register'. Lloyd's Register assumes noresponsibility and shall not be liable to any person for any loss, damage or expense caused by reliance on the information or advice in thisdocument or howsoever provided, unless that person has signed a contract with the relevant Lloyd's Register entity for the provision of thisinformation or advice and in that case any responsibility or liability is exclusively on the terms and conditions set out in that contract.
The English version of this Assurance Statement is the only valid version. Lloyd’s Register Group Limited assumes no responsibility for versions
translated into other languages.
This Assurance Statement is only valid when published with the Report to which it refers. It may only be reproduced in its entirety.
Copyright © Lloyd's Register Quality Assurance Limited, 2019. A member of the Lloyd’s Register Group.

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82

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

Published: June 2019