Takara Leben Group

Sustainability Report 2022
Contents

Sustainability Top

2

Together with Our Employees

47
48

Presidentʼs Message

3― Employee Health and Safety
Management

Takara Leben Groupʼs Sustainability
Strategies

5― Review of Personnel System

49― Diversity

51
52

Corporate Governance12― Creating Workplace Environmentsthat Facilitate Work

Compliance16― Health Management

54

Risk Management

19― Various Training Systems

55― Strengthening Communication
with Employees

57

Creating Lifestyles with Value
Provision of Condominiums that
22
Embody the Ideals of Diverse Lifestyles
Regional Development by Linking
Regional Communities with Urban
Centers

24

Development of the Overseas Business 26
For Senior Health28

Responding to New Lifestyles

29

LEBEN LABO ETHICAL ACTION

31

Providing Comfortable Spaces ofHigh Quality
Providing Comfortable Spaces ofHigh Quality

60

Condominium Management Quality
Improvement Measures

61

Pursuit of Safety and Peace of Mind

65

Pursuit of Habitability

72

Developing Environments and Cultures

Forming Communities
Relationships with Stakeholders

36

Together with Local Communities

37

Together with Our Customers

43

Together with Our Shareholders

45

Environmental Initiatives

75

Renewable Energy

78

Providing Environmentally Conscious 81
Products & Services
Social Contribution andRecovery Activities

82

Support for Sports and Culture

85

Third-Party Opinion

89

Editorial Policy

90Sustainability

Sustainability Basic Policy
The Takara Leben Group will achieve its corporate vision of “THINK HAPPINESS AND MAKE THE HAPPINESS”
while working to earn the trust of various stakeholders and society. We will contribute to solutions
to social issues and achieving the Sustainable Development Goals (SDGs) by undertaking Sustainability
initiatives through our business including supplying housing and introducing natural energy
as we strive for continuous growth.

Presidentʼs Message

Takara Leben Groupʼs

Corporate Governance

Sustainability Strategies

Compliance
Risk Management

Creating Lifestyles with Value

Forming Communities

Provision of Condominiums that Embody the
Ideals of Diverse Lifestyles

Relationships with Stakeholders

Regional Development by
Linking Regional Communities with Urban Centers

Together with Our Customers

Together with Local Communities
Together with Our Shareholders

Development of the Overseas Business

Together with Our Employees

For Senior HealthResponding to New Lifestyles
LEBEN LABO ETHICAL ACTION

Developing Environments and Cultures

Providing Comfortable Spaces of High Quality

Providing Comfortable Spaces of High Quality

Environmental Initiatives

Condominium Management Quality
Improvement Measures

Renewable Energy
Providing Environmentally Conscious Products &Services

Pursuit of Safety and Peace of Mind
Pursuit of Habitability

Social Contribution and Recovery Activities
Support for Sports and Culture

Sustainability Report
Download

Third-Party Opinion

2

Editorial Policy

Presidentʼs Message

Considering andrealizing
the “HAPPINESS” of
all stakeholders
Representative Director, CEO and President
Executive Officer
Takara Leben Co., Ltd.

Kazuichi Shimada

Looking Back at Fiscal Year 2021
As a comprehensive real estate developer, the Takara Leben Group has a corporate vision of "THINKHAPPINESS AND MAKE THE HAPPINESS.” We are developing our business with the aim of realizing thehappiness of our customers and all other stakeholders.
In 2021, the year prior to our 50th anniversary, we continued to think about the “happiness” of people andtheir lives and actively engaged in projects to create “happiness” in the community and society. In the newcondominium business, which is the core of the Group, in collaboration with local residents and municipalities
throughout Japan, we have been able to steadily advance development projects that contribute to future
housing and new urban development by solving issues faced by regional cities, such as the hollowing out of city
centers and the aging of residents. In the energy business, where we have been pioneers in the industry, we
have recently embarked on wind power and biomass power generation, in addition to solar power generation,and have begun to further promote the spread of renewable energy that will lead to a recycling-oriented society
in the future.
Takara Leben, which celebrates its 50th anniversary in 2022, has adopted the Group slogan “Innovation for a
New Lifestyle .” This slogan expresses our desire to “propose new styles of housing by utilizing our experienceand knowledge accumulated over the years and breaking down stereotypes to help improve peopleʼs quality oflife and living.” In 2018, we launched the “INNOVATION DEVELOPMENT Project” to solicit ideas from the entire
Group and take on the challenge of creating new businesses and services that are not yet available anywhere.
In fiscal year 2021, as a commemorative project for the 50th anniversary since the foundation, we developed
condominiums that serve as a culmination of our past achievements and a guide for the future, and welaunched our first hotel brand.

3

Sustainability Activities of the Takara Leben GroupThe Takara Leben Group aims to contribute to solving social issues and achieving the SDGs (Sustainable
Development Goals) by engaging in sustainability activities through our business and to achieve continuing
development while earning the trust of our stakeholders and society. Based on the social issues surrounding
our business and the perspectives of the Group and our stakeholders, we have identified 15 key issues and our
key sustainability themes: “Creating Lifestyles with Value,” “Forming Communities,” “Providing Comfortable
Spaces of High Quality,” and “Developing Environments and Cultures” to promote Group-wide activities. The
progress and results of our activities have been disclosed to our stakeholders in an easy-to-understandmanner, and the PDCA cycle has been implemented through the review and deliberation by the Sustainability
Committee to ensure continuous improvement. We will continue our efforts to further improve the level of oursustainability activities, including consideration of setting more effective KPIs.

Climate Change and the Takara Leben Group
Environment changes such as the spread of COVID-19 and the progress of DX (Digital Transformation) are
requiring companies to place greater emphasis than ever on contribution to the global environment andcollaboration with stakeholders. The Corporate Governance Code, revised in June 2021, requires companies torecognize “climate change,” “respect for human rights,” and “employee health” as their own management
issues, as well as to respond to issues such as “fulfilling the functions of directors” and “diversity in corepersonnel” at a high level, and the Takara Leben Group is strengthening its efforts to meet such requirements.
Besides Takara Leben Co., Ltd., Takara Leben Real Estate Investment Corporation and Takara Leben
Infrastructure Fund have endorsed the TCFD (Task Force on Climate-related Financial Disclosure)recommendations, and the Takara Leben Group has expressed its commitment to corporate management thatraises awareness of global warming countermeasures and a decarbonized society.

Growing as a Sustainable Company
The Takara Leben Group considers our sustainability efforts as one of important strategies for our medium- tolong-term growth. In the Mid-term Business Plan formulated in May 2021, we have laid out “active response to
ESG (environment, society, and governance)” and “fostering human resources and building a rewarding work
environment” in core strategies and have been further driving forward the initiatives including energy business,
non-financial data disclosure, carbon neutrality, and diversity and inclusion.

To All Stakeholders
The Takara Leben Group has celebrated its 50th anniversary in the knowledge that, since its establishment in
1972, we have won the support of our customers through our steadfast adherence to providing “ideal,
affordable housing that anyone can buy with confidence and peace of mind.” We will continue to fulfill our
responsibilities as a public entity of society, place importance on actions to realize a sustainable society, andaim to be “a company trusted by all stakeholders” through management from a long-term perspective that is not
limited to profit growth alone. We appreciate your continued support and look forward to working with you in
the future.
Takara Leben: The Journey

22.1MB

4

Takara Leben Groupʼs Sustainability Strategies

Sustainability Basic Policy
The Takara Leben Group's corporate vision is to “THINK HAPPINESS AND MAKE THE HAPPINESS” andcontribute to solving social issues and achieving the SDGs by engaging in sustainability activities through ourbusiness, such as the supply of housing and the introduction of natural energy, in order to gain the trust ofdifferent stakeholders and society and achieve lasting development.

Customers
Shareholdoldersand invest
stors

Comp
mpetitors

Local communities,
NPO
Os, and NGOs

Media
a

Executives
and employees

Governments
Trading partners

Sustainability Promotion System
The Group has established a sustainability promotion system based on the recognition that “addressing issues
surrounding sustainability, including consideration of climate change and other global environmental issues,
respect for human rights, consideration of employee health and the working environment and fair andappropriate treatment of employees, fair and appropriate transactions with business partners, and risk
management in the event of natural disasters are important management issues.”
The Sustainability Committee, chaired by the Representative Director and composed of internal directors,presidents and division

heads of group companies, is responsible for promoting ESG strategies, determining

policies and measures concerning sustainability, examining and promoting materiality issues, reviewing
progress, and deliberating on improvement plans.
Board of Directors
Reporting

Supervision

Sustainability Committee
Matters related to the revision or abolition of sustainability-related policies and material issues (materiality)
Determination and promotion of measures, review of progress, and deliberation of improvement plans

Members
Chair: Representative Director and President (Chief Executive Officer)
Vice Chair: Director in charge of Sustainability (Executive Officer)
Permanent members : Directors
Other presidents and department heads of the company and Group companies appointed by the chairperson

Secretariat
Group Corporate Planning Department

Sustainability Promotion Section,
Group Corporate Planning Department

Coordination andimplementation

Each department and Group company

Direction formulation, policy formulation,
policy implementation and awareness-raising,promotion management

Communication

Policy implementation, awareness-raising,progress management

Information disclosure

Communication

Stakeholders
Customers

Local communities

Business partners

5

Employees

Shareholders
and investors

Sustainability Key Themes and Key Issue Identiﬁcation Process
The Group has identified key sustainability themes and critical issues through the following steps.

Grasp and organize social issues

STEP1

We identiﬁed 31 issues relating to the business environment based on GRI, SDGs, SASB, andother international guidelines, as well as our Group philosophy and Medium-Term Management
Plan and requests from our customers, shareholders and investors, local communities, employees,
and other stakeholders.
Evaluate the signiﬁcance from the Takara Leben Groupʼs perspective

STEP2

We set priorities by sorting out the results of questionnaires completed by all employees,
including the management and oﬃcers, and each issueʼs relation with our business and Groupphilosophy.
Evaluate the importance from our stakeholdersʼ perspectives

STEP3

We set priorities by sorting out the results of questionnaires completed by customers,
shareholders and investors, and business partners and the requirements based on internationalguidelines such as the GRI and the SDGs.
Identify key issues

STEP4

The key issues were identiﬁed after the priorities were reconsidered from the perspectives of the
Takara Leben Group and our stakeholders, and reviewed by the management.
Policy setting for key sustainability themes

STEP5

Policies were set for the four key sustainability themes.

The 15 Issues Identiﬁed
Hig
High

Priorities for stakeholders

1 Support fordiversifying
lifestyles andglobalization
2 Responses tochanges tobusiness models
brought by anageing society anddepopulation
3 Urban development
and creating towns
4 Construction andmaintenance of acorporate
governance system

Highg

Priorities for the Takara Leben Group

5 Promoting
compliance
6 Employee healthmanagement
7 Encouraging thestrong roles ofdiverse humanresources

6

8 Providing safe,
secure products
and services
9 Improving customer
satisfaction
10 Improving value ofbuildings
11 Providing buildings
and spaces thatconsider theenvironment andculture12 Responses to global
warming
13 Initiatives forrenewable energy
14 Eﬀective use ofresources
15 Responses todisasters

Key Sustainability Themes

Creating Lifestyles
with Value
We contribute toimproving the richness ofpeople's lifestyles byreating new value.

Policies

Related SDGs

● Provide products and services that

respond to changing social issues andneeds.
● Provide lifestyles that harmonize

residents and surrounding
environments, such as the LEBEN or
NEBEL brands.

● Contributing to the revitalization ofregional areas through our regional
city revitalization business, whichconnects urban and regional areas.

Forming Communities
We form communities withstakeholders— such as local
communities, trading partners,
and employees—and aim for
growth together.

● Improve our ability to respond to risk

through thorough risk assessment andmanagement.
● Provide opportunities andenvironments where a diverse range of
people can work energetically.

Key Issues● Support for diversifying

lifestyles and globalization● Responses to changes tobusiness models brought byan ageing society anddepopulation● Urban development andcreating towns● Construction and maintenanceof a corporate governancesystem● Promoting compliance● Employee health management● Corporate activities that can respondto social needs with an emphasis on
dialogues with our stakeholders.

● Improve customer satisfaction levels

Providing Comfortable
Spaces of High Quality
We support the comfortable andsafe living of our customers byproviding products bringing
great satisfaction to ourcustomers.

Developing
Environments andCultures
We contribute to a sustainable
society by actively working on
environmental issues, and at thesame time, contribute toimproving quality of life byproviding opportunities formental activities such as learningand practicing the arts.

through the use of our proprietary
Service Quality Management System(SQMS®).

● Encouraging employment ofdiverse human resources● Providing safe, secure

products and services● Create housing that combines bothdesign and habitability, pursuing theperformance of housing.

● Improving customer

satisfaction● Improve building value through regular

repairs and renovations to improvebuilding comfort, functionality, andsafety● Reduce greenhouse gas emissions

through supplying housing with highenvironmental performance and ourrenewable energy power generation
business.
● Provide seismic-resistant andfire-resistant housing that canwithstand natural disasters.

● Improving value of buildings● Providing buildings andspaces that consider theenvironment and culture● Responses to global warming● Initiatives for renewable energy● Effective use of resources● Provide opportunities for culturalactivities to our stakeholders.

7● Responses to disasters

Targets and Achievements
Sustainability Key
ThemesCreating
Lifestyles with
Value

Forming
Communities

Providing
Comfortable
Spaces of High
QualityFY Mar. 2022

KPIs

Targets

FY Mar. 2023
Results

Targets

Propose new lifestyle services

5 projects

15 projects

5 projects

Supply of new condominiums for sale overseas

3 condos*1

6 condos in 2
projects

3 projects*1

Supply of NEBEL series condominiums

3 condos

10 condos

3 condos

Redevelopment projects undertaken

2 projects

1 project*2

2 projects

Community sponsorships

10

14

10

Conduct the board eﬀectiveness assessments〇*3

Enhancement and strengthening of corporate governance system〇*4

Consideration of introducing the clawback provisions〇*5

Implement anti-corruption education and training△*6

Promote understanding of human rights issues among oﬃcers and employees△*6

Number of cases of adverse treatment

0

0

0

Survey to conﬁrm the recognition rate of the whistle-blowing system〇*7

Percentage of employees receiving health checkups

100%

95.6%

100%

Stress check examination rate

100%

85.0%

100%

Percentage of employees taking paid leave

70%

60.1%

70%

Percentage of employees with disabilities

2.30%

2.7%

2.30%

Percentage of female managers

9.5%*1

7.34%

9.5%*1

Percentage of employees returning to work after maternity or
parental leave

100%

100%

100%

Training hours per employee

24 hours

17.9 hours

24 hours

Satisfaction rate of sales staﬀ survey

90%

89.3%

90%

Number of nonconformities related to business processes andquality standards

10 or less6

10 or less

Implementation of preventive action sharing meetings

5 times or more

4 times

5 times ormoreTraining of SQMS® masters

2 or more persons

4 persons

2 or more
persons

Acquisition rate of housing performance evaluation
certiﬁcates

100%

100%

100%

Rate of accidents and lost time injuries (*covered: employees)

0%

0%

0%

Number of lost workday injuries (*covered: employees)

0

0

0

〇

－*8

Implementation of customer satisfaction surveys
Safety meetings

once a year

not held*9

once a year

Special patrols (safety checks)

4 times a year

3 times*10

4 times a year

Number of safety and health training sessions (*training
targets: employees)

twice a year

twice a year

twice a year

Results of supplier surveys

A-rank acquisition
rate 90%

95.59%－*8

Rate of accidents and lost time (*target: suppliers)

1.83% or less

0%

1.83% or less8

Sustainability Key
ThemesFY Mar. 2022

KPIs

Targets

FY Mar. 2023
Results

Establishment of environmental policy〇

Acquisition and disclosure of CO2 emissions〇

Setting CO2 emission reduction targets△*11

Percentage of houses certiﬁed for energy eﬃciency rating(Flat 35)

Targets－*8

100% of detachedhouses

100%

100%

5

7

5

1

1

1

Acquisition of CASBEE certiﬁcation with A rank or higher

1

1

1

Newly added generation capacity of mega-solar power plant

20MW

41MW*12

20MW*13

Total power generation

360MW*1310MW360MW*1

Sponsorship for culture fostering events
Developing
Environments andAcquisition of ZEH condominium certiﬁcation
Cultures

Maximizing eﬀective use of resources and water－*14

Formulation of manuals for BCP measures△*15*1 Set as a mid-term target for FY March 31, 2025.
*2 Number of new projects participated in. In addition, nine projects are under construction or being promoted.
*3 Analysis based on anonymous questionnaires was conducted by an outside consulting firm, targeting all directors and corporate
auditors, including outside directors.
*4 Group company information-sharing meetings were held to share compliance-related issues at each company and to alert
employees to such issues. Reviewed rules and regulations, shared compliance training, and deployed it company-wide.
*5 As a result of review by the Compensation Committee, the implementation was postponed. Continued consideration.
*6 Implemented through compliance training.
*7 Conducted interviews with each Group company, and for companies with insufficient recognition rate, reorganized displaying
posters in the office and distributed portable cards to employees to enhance the recognition.
*8 No plan to implement in FY March 31, 2023.
*9 Not implemented due to measures to prevent new COVID-19 infection. Awareness was raised through education and the slogan
displayed at each site during the Occupational Health and Safety Preparation Month.
*10 The plan was reviewed due to a change in the internal organization.
*11 Under consideration by the Sustainability Committee established in April 2022.
*12 Newly added wind power generation was 2MW.
*13 Revised KPI to “Newly added generation capacity of power facilities using renewable energy sources.”*14 Internal system is being developed for quantitative data acquisition, and KPI was revised to “quantitative data acquisition andsetting reduction targets.”*15 The manuals are being formulated by the Risk Management Promotion Team.

9GRESBFor the third consecutive year, Takara Leben participated in the 2021 GRESB* Infrastructure Asset Evaluation. It received
an overall score higher than last yearʼs as a result of particularly high recognition of the solar power generation facilities
owned by Takara Leben Infrastructure Fund and our various ESG-related policies and target setting, as well as disclosureof our ESG initiatives. We also received a 4-star rating in the GRESB Rating, which is a five-level rating based on global
relative rankings, surpassing last yearʼs rating.
Furthermore, Takara Leben Infrastructure Fund participated in the GRESB Infrastructure Fund Evaluation for the third
consecutive year and was awarded the highest “5-Star" rating in the "GRESB Rating" as well as being selected as an "Asia
Sector Leader."In addition, Takara Leben Real Estate Investment Corporation received a "Green Star" rating in the 2021 GRESB Real
Estate Assessment for the third consecutive year, which indicates that the company received high marks for bothmanagement and performance with respect to environmental, social, and governance (ESG) considerations.
* The name of an annual benchmark assessment to measure the ESG considerations of companies and funds that own and manage real assets(real estate and infrastructure) and the organization that administers the assessment, created in 2009 by a group of major European pension
funds that spearheaded the Principles for Responsible Investment (PRI).

Takara Leben Signs UN Global Compact
In 2020, the Takara Leben Group signed the United Nations Global Compact promoted by the UN and registeredas a participating company.
We will continue our efforts to achieve the Ten Principles of the UN Global Compact in four areas: humanrights, labor, environment, and anti-corruption.
* The United Nations Global Compact was proposed by then UN Secretary-General Kofi Annan in 1999 at the World E conomic
Forum in Davos and was launched in 2000.

10

The Ten Principles of the UN Global Compact
1 Businesses should support and respect the protection of internationally proclaimed
human rights; andPrinciple 2 make sure that they are not complicit in human rights abuses.
Principle

Human Rights

3 Businesses should uphold the freedom of association and the effective recognitionof the right to collective bargaining;
Principle 4 the elimination of all forms of forced and compulsory labour;
Principle 5 the effective abolition of child labour; andPrinciple 6 the elimination of discrimination in respect of employment and occupation.
Principle

Labour7 Businesses should support a precautionary approach to environmental challenges;
8 undertake initiatives to promote greater environmental responsibility; andPrinciple 9 encourage the development and diffusion of environmentally friendly technologies.
Principle

Environment

Anti-Corruption

Principle

Principle10

Businesses should work against corruption in all its forms, including extortion and bribery.

Message from the Executive Oﬃcer in charge of Sustainability
As a society, we have been changing the way we live even more drasticallythan we did last year, due to the increasing seriousness of climate change
and the outbreak of new COVID-19 infections. I strongly feel that many of
our stakeholders are calling for us to change our corporate stance to beflexible and responsive to these changes and to carry out our tasks in asustainable manner.
We are in the process of promoting ESG management, which is one of thepillars of our new Mid-term Business Plan, announced in May 2021, by
dividing it into four key sustainability themes and 15 key issues linked to
the SDGs, setting 43 KPIs for each and promoting them throughout theGroup. In fiscal year 2021, we promoted initiatives for local communities,
acquisition of energy data such as CO 2 emissions, and certification of ZEH

condominiums while enhancing and strengthening our corporate governancesystem and examining effective methods and target values for setting CO 2

emission reduction targets. As the results of these issues accumulate, eachKazuyuki Shimizu
Director, COO and Vice President
Executive Oﬃcer

employeeʼs awareness of ESG issues rises, and a virtuous cycle is being
created within the company in which each employee is encouraged toengage in ESG management.
We will transition to a holding company structure on October 1, 2022, but
we will continue to take pride in being “a company that makes people andthe Earth happy in the future,” and we will work positively to address social
issues through our main real estate, energy, and asset managementbusinesses, leading to sustainable growth. We look forward to yourcontinued support.

Participation in Industry Groups, Keidanren, and Other Organizations
The Real Estate Companies Association of Japan
National Residential Industries Association
Real Estate Fair Trade Council
Keidanren (Japan Business Federation)

11

Corporate Governance

Basic Approach
Rather than simply pursuing profit, Takara Leben strongly believes that it must comply with laws and corporate
ethics and carry out its duties as a responsible member of society.
While maintaining close relationships with customers, shareholders, and employees—our core stakeholders—
we continuously consider how we can deliver further satisfaction. In addition, we believe that reflecting the
feedback received from various other stakeholders in our business while responding in ways that keep in mind
what our company should achieve, and for whom, will lead to sound and efficient business management as agoing concern.
Furthermore, by not limiting ourselves to a systematic check and balance function but, rather, by rooting
ourselves in indexes and systems, we will ensure that the check and balance across the entire company willfunction in sync with each personʼs awareness.

Corporate Governance System
In addition to prudent and swift decision-making by the Board of Directors, Takara Leben has built a system toensure management proprieties, such as appropriate mutual supervision by directors of the state of businessexecution as well as audit and supervision by auditors of directorsʼ state of business execution. We have also
introduced an executive officer system to clarify the management supervisory roles of directors and thebusiness execution responsibilities of executive officers.

Ordinary General Meeting of Shareholders
Election

Nomination Committee

Audit

Board of Directors(including outside directors)

AdviceCompensation Committee

Audit & Supervisory Board(outside auditors)

Collaboration

Audit

Election/Supervise

Reports

Representative Director
Compliance &Risk Management
Committee

Election

Election

AdviceReports

Reports
Reports
Collaboration

Business
Departments
Executive
Officers Reports Administrative
Departments

Direction

Audit

Audit
Collaboration

Internal Audit Office

Reports

Audit

Audit
Audit

Subsidiaries and Affiliates
Leben Community Co., Ltd.
Takara Leben Tohoku Co., Ltd.
Takara Leben West Japan Co., Ltd.
Takara Asset Management Co., Ltd.

Accounting
AuditorTakara Leben Realnet Co., Ltd.
Leben Zestock Co., Ltd.
Leben Trust Co., Ltd.

12

Takara PAG Real Estate Advisory Ltd.
Leben Clean Energy Co., Ltd.
Leben Home Build Co., Ltd.

Corporate Governance System Trends
There are 12 directors, four of whom are independent outside directors with diverse backgrounds. The term ofoffice of directors expires at the conclusion of the annual general meeting of shareholders relating to the last
fiscal year ending within one year of their election. In fiscal year 2021, the Board of Directors held 21 meetings.
The Company has three corporate auditors, three of whom are independent outside corporate auditors, andhas established a system that enables it to adequately fulfill its management oversight function from theoutside. The Board of Corporate Auditors held 14 meetings in fiscal year 2021.

FY

Form of Organization

Total Number of
Directors

Number of Outside
Directors

Total Number ofAuditors

Number of Outside
Auditors

FY2016Company with Audit &Supervisory Board

10

2

3

3

FY2017Company with Audit &Supervisory Board

10

3

3

3

FY2018Company with Audit &Supervisory Board

11

3

3

3

FY2019Company with Audit &Supervisory Board

13

3

3

3

FY2020Company with Audit &Supervisory Board

13

4

3

3

FY2021Company with Audit &Supervisory Board

12

4

3

3

FY2022Company with Audit &Supervisory Board

12

4

3

3

Board of Directors
Takara Leben has appointed 12 directors, four of whom are outside directors. All four outside directors havebeen designated as independent officers. In addition to carrying out prudent and swift decision-making,directors mutually supervise the status of business execution at Board of Directorsʼ meetings, which, inprinciple, are held once a month, and also at extraordinary board meetings which are held on an as-required
basis.
Auditors are always in attendance at the Board of Directorsʼ meetings and state their opinions as necessary.
At the same time, auditors work closely with outside directors and, as necessary, audit and oversee the runningof the Board of Directorsʼ meetings and the status of business execution. Also in attendance at the Board of
Directorsʼ meetings are executive officers, the head of the Internal Audit Office, and the heads of otherdepartments who have received requests from the Board of Directors based on internal regulations and who
express their opinions on each issue or reporting matter.
The Takara Leben Executive Committee, which deliberates on management issues, and the Sales Conference,
which discusses the progress of sales, both meet once a month. In addition to sharing the achievement statusof management targets at these and other meetings, the Company gleans information on problem areas andissues in the form of performance reports from each department and deliberates important matters relating tooverall management. The content of those reports is raised at the Board of Directorsʼ meetings on an asrequired basis.

13

Evaluating the Eﬀectiveness of the Board of Directors
With respect to the effectiveness of the Board of Directors as a whole in fiscal year 2021, an anonymousquestionnaire was sent to all directors and auditors, including outside directors, with the assistance of an
outside consulting organization, and, based on the responses to the questionnaire, the Board of Directors
analyzed and evaluated its own effectiveness. The questionnaire generally revealed a positive evaluation,
confirming that the effectiveness of the Board of Directors has been secured. In addition, improvements havebeen made in such areas as “diversity in the composition of the Board of Directors” and “provision of
information necessary for discussion,” which were identified as issues in the previous yearʼs evaluation of theeffectiveness of the Board of Directors. Future issues identified include enhancing discussions on management
strategy, including the Group-wide crisis management system and investment in human capital, as well as
reflecting the opinions of shareholders and other investors. We will continue to fully examine the issues
identified and make ongoing efforts to enhance the functions of the Board of Directors.

Executive Remuneration
Directorsʼ remuneration is determined on the basis of the degree of each directorʼs contribution to businessexpansion and improvement in corporate value towards sustainable growth. The limit of the annual amount of
remuneration is deemed to be \600 million (not including, however, the employee portion of the salary), and thelimitation of the special stock option remuneration to \600 million annually is decided by a resolution at theOrdinary General Meeting of Shareholders. Auditorsʼ remuneration is limited to an annual amount of \60 million
or less.

Audit & Supervisory Board
As a check and balance system on decision-making, all three auditors of Takara Leben are outside corporate
auditors. Each auditor has the requisite background, experience, and mettle to objectively carry out
assessments and verifications.
Besides audits for Takara Leben, the auditors are involved in audits of our Group companies, such asattending their board meetings and interviewing their directors, maintaining firm relationships with thesecompanies. Furthermore, the auditors and the accounting auditor work to further improve the effectiveness andefficiency of audits by understanding and adjusting each otherʼs annual schedules, going together to events
such as ground inspections and checks on show rooms, and exchanging information as appropriate.
Takara Leben has also established guidelines on internal audits and established an Internal Audit Office as
an independent organization reporting directly to the representative director to enhance and strengtheninternal audits. In the proposal and execution of the internal audit plan, the office coordinates the schedules ofauditors and the accounting auditor and adjusts the scopes of audits to seek the efficient operation of various
functions. Auditors accompany and witness operation audits conducted by the Internal Audit Office and work on
building an effective and efficient audit system by means such as verifying the scope of the audit and collecting
opinions as appropriate.

Nomination and Remuneration Committees
We have established the Nominating Committee and the Compensation Committee as voluntary advisory bodies
to the Board of Directors for the purpose of enhancing objectivity and transparency in the decision-making
process regarding personnel matters and compensation of directors, etc. and further improving andstrengthening the corporate governance system by ensuring appropriate opportunities for involvement andadvice by outside directors. Each committee consists of three or more directors selected by resolution of theBoard of Directors, at least half of whom are independent outside directors. The chairperson of each committee
is selected by a resolution of the Board of Directors. In addition, each committee deliberates and reports
mainly on the matters listed below, based on the advice of the directors.

14

Nomination Committee(1) Matters relating to the nomination of candidate directors, executive officers, and others;(2) Matters relating to the nomination and succession of the representative director;(3) Matters relating to basic policies and criteria on the nomination of directors and others; and(4) Other matters referred to the Nomination Committee by the Board of Directors.
Remuneration Committee(1) Matters relating to the remuneration of directors and executive officers;(2) Matters relating to basic policies and criteria on the remuneration of directors and others; and(3) Other matters referred to the Remuneration Committee by the Board of Directors.

Message from an Outside Director
We interviewed Kenji Kawada, who has served as an outside directorof Takara Leben since 2017, about how he regards the new MediumTerm Management Plan, initiatives to enhance the governancesystem, and the roles of directors.
With his many years of involvement in the management of financial
and business firms, Mr. Kawada has a wealth of experience inbusiness management and governance system building, including his
appointment as Representative Director and President of Resona
Holdings in 2003, where he led the effort to become the first
financial institution in the banking industry to make the shift to a
Company with three Committees system.

Kenji Kawada
Director (Outside)

The full text can be found here.

512KB

Excerpted from the Annual Report 2021

Corporate Governance Report
Corporate Governance Report

588KB

15

Compliance

Compliance Basic Policy
The basic policy provides that in order to comply with our CSR, all organizations, oﬃcers, and employees of the
Takara Leben Group shall comply with laws, regulations, and social norms as well as separately establishedethics rules and shall strive to serve as an example for society.

Internal Whistle-Blowing System (Help Line)The Takara Leben Group has established an internal whistle-blowing system (helpline) as a means of reportingor consulting on issues such as harassment and compliance violations. The previous whistle-blowing system
was reviewed in August 2018, and we outsourced responses to inquiries to a law firm with which the Group has
not conducted business in the past to serve as an outside consultation desk; moreover, we established an
independent internal consultation desk that directs inquiries to the corporate auditors. We reinforced theprotection of reporting individuals, the subjects of reports, persons who cooperate with investigations, andothers by establishing a mechanism to prevent access to information concerning consultations and reports byinvolved directors and taking other measures. We are working to strengthen compliance management throughthe early detection and rectification of improper conduct and other issues.

ハラスメント
職場でコンプライアンス 解決できない
ルール違反はヘルプラインへ！
ヘルプラインハラスメント・コンプライアンス ヘルプラインとは、自身や周りで起きているハラスメント・コンプライアンス違反などに関する問題の相談・通報を受け付ける窓口です。疑義レベルでも結構です。
自らの行動が規範に反すると思われる場合、進んで連絡した人には、
その背景・状況等を十分に考慮した上で情状を斟酌します。勇気ある行動をお願いします。

通報者・被通報者・調査協力者や情報の保護は、最優先されます。

Pocket-size card

Outside consultation desk

Whistle-blower

Law firm

Investigationof the facts andconsideration Takara Leben Board of Directorsof disciplinary
Subject of report is an officer
measures● Outside consultation desk
Report ofResults
independent from the Company
Persons with whom the
TakaraLeben
Disciplinary
Committee
company has entered into ● Female attorneys are also
ReportSubject of report is not an officer
available for consultation
Consultation Whistle-blower
employment agreements;
desk thatnamely, officers,
Takara Leben
Takara Leben
received
employees,
CR Committee*
CR Committee*
Group company president or
consultations
the reportseconded
Reportcorporate auditor
and reports
Members● Response in accordance with
employees, temp
Report ofReport ofReport of
the rules of the relevant
ReportDirectors
employees, and others
Internal consultation desk
Results
Results
Results
Group company
Corporate auditors
including those of●
Takara Leben
Timely reports to the Takara Leben
Group companies
corporate auditors
CR Committee* concerning the status● Former employeesof monitoring of the whistle-blower
In the case of● Trading partners
consultations andTarget●reports relating
to Group
companies■ Whistle-blowers can select the meansof reporting and to whom to report■ Anonymous consultations are accepted■ A report is not made to theindividual(s) relating to thereported matter

Monitoring■ Confirmation that the whistle-blower

is not subjected todisadvantageous treatment

16* Compliance and Risk Management Committee

Employee Awareness-Raising
Takara Leben administers compliance education on a variety of themes to employees and strives tocreate a corporate culture of legal and regulatory compliance and respect for human rights.

Personal Information Protection
We consider the protection of personal information to be part of our CSR, and we have established amanagement system for the appropriate protection of personal information. To ensure that all employees
handle valuable personal information appropriately while carrying out their business duties, we havecreated a personal information protection manual, distribute a personal information usage and protection
handbook, and make all employees thoroughly aware of basic knowledge and rules. We also provide
internal training led by instructors that are legal experts.

Preventing Unfair Business Dealings
We actively carry out specialized training to ensure that all transactions with customers are fair. The
training, which addresses conflicts of interest, aims to ensure that basic principles are thoroughly
implemented and introduces numerous case examples to expand the knowledge of attendees.
Furthermore, we strive to foster greater understanding of laws such as the Real Estate Brokerage Act,
the Consumer Contract Act, and the Act against Unjustifiable Premiums and Misleading Representations.

Harassment Prevention
Takara Leben conducts ongoing employee training to ensure that each and every employee is aware ofharassment and to create a corporate culture that prevents harassment. Harassment training, mainly for
managers, focuses on themes such as “laws related to power harassment,” “communication in theworkplace,” and “anger management,” to instill the basic concepts and specific actions needed toeliminate harassment. In addition, we actively hold online training sessions for not only Takara Leben
employees but also managers of Group companies to create a Group-wide culture that does not tolerate
power harassment.

Dealing with Anti-Social Forces
The Takara Leben Groupʼs basic policy against anti-social forces is to adopt a firm stance in dealing with them.
In addition to actively participating in activities to eliminate organized crime under the guidance of our legal
advisor, we collaborate with external specialized agencies, such as local police stations and legal advisors, toestablish a system to deal with anti-social forces.
With regard to our trading partners, we are also thorough in implementing measures for the elimination ofanti-social forces through steps such as exchanging memoranda on severing ties with such forces and including
clauses on their elimination in our various contracts and agreements.

Social Media Policy
The Takara Leben Group sees social media as an effective means of strengthening relationships with various
stakeholders and has formulated a Social Media Policy as a guideline on proper use. We comply with laws,
regulations, the Takara Leben Code of Conduct, and rules established by individual Group companies, and, as amember of society with good judgment, we use social media with responsibility for our conduct and strive toengage in communications through effective information disclosure with an awareness and understanding of
our responsibilities regarding the dissemination of information and responses on social media.
With regard to business-related and personal use of social media by employees, we have also established a
Privacy Policy and Guidelines on the Protection of Personal Information.

17

Privacy Mark System Contributor
Leben Community was granted the Privacy Mark in January 2008 and has been working on and updating themanagement and operation of personal information. In January 2020, we received a letter of appreciation fromthe Japan Information Processing Development Corporation (JIPDEC) for our efforts over the years to maintainand improve our own personal information protection management system (PMS) and for our contribution to thepromotion of the Privacy Mark System. We also focus on training our employees to raise their awareness of thehandling of personal information and to apply this awareness to their work. In fiscal year 2021, we conductedtraining on “Case Studies of Personal Information Leakage Accidents in Condominium Management” and“Overview of New PMS Standards.”

Political Contributions
The Takara Leben Group complies with the Political Funds Control Act and does not make politicalcontributions.

18

Risk Management

Policies
The fundamental risk management policies of the Takara Leben Group are to ensure the safety of customers,
business partners, officers, employees, and their family members, fulfill our social responsibilities, protect the
global environment, maintain ongoing business activities, and raise corporate value. To this end, we identify
and manage individual risks. We have established the Compliance & Risk Management Committee as a body tocarry out these measures, and we implement comprehensive risk management throughout the Group.

Management Structures
The Takara Leben Group has established a Compliance & Risk Management Committee chaired by thepresident. The Committee verifies and reports on all business-related risks, deliberates and makes decisions on
measures and management to avoid or mitigate risks, and takes comprehensive measures to strengthen internal
controls and prevent misconduct, non-compliance, and other similar incidents in the entire business
management including financial reporting. In addition, subcommittees—such as for business strategy, finance,
IT & administration, and compliance— are established as necessary to set up systems that make proactive
proposals appropriate to the management of individual risks. Furthermore, the scope of deliberations withineach subcommittee is reported to and verified by the Compliance & Risk Management Committee asappropriate, in accordance with the Compliance & Risk Management Committee Rules. These matters are also
reported to the Board of Directors as necessary, forming a structure for timely decision-making in preparation
for the occurrence of risks.

Compliance & Risk Management Committee
Risk management in a broad sense
Risk management in a narrow sense(Risk Prevention Measures)

Crisis Management

Risk Control

BCP

19

CrisisManagement
Rules

CompliancePreventive Approach to Risk
In order to respond promptly to the occurrence of emergency situations such as corporate scandals, accidents,
natural disasters, administrative action, serious criminal conduct by employees, and so on, the Takara Leben
Group has established crisis management structures and adopted Crisis Management Rules and a Crisis
Management Manual. The Crisis Management Rules define crises and specify procedures from initial responses
to the formation and disbanding of response organizations. There are also two sets of detailed crisis control
rules regarding crisis responses and disaster countermeasures.
With regard to crisis responses, the Rules specify crisis management levels, responsibilities and authority,and information-sharing lines, as well as responsive measures to be implemented as disaster countermeasuresduring a disaster.
In addition, each division works with the division responsible for crisis management to formulate risk
recovery and prevention plans and makes reports to the Compliance & Risk Management Committee at its
monthly meetings. As a part of our business continuity planning (BCP), we adopt a preventive approach to risk
management, including the preparation of manuals for the continuation and recovery of business operations in
the event of an emergency situation.

Business Risks
Natural disasters such as earthquakes
Legal restrictions
Overreliance on borrowed funds
Eﬀects of purchaser attitudes
Eﬀects of housing loans
Eﬀects of supply trends
Eﬀects of competition, etc.
Subcontractors
Opposition from neighboring residents when condominiums are constructed
Possibility of litigation, etc.
Personal information

Response to New Coronavirus Infections
Basic Stance on Response
To protect the health, safety, and security of our employees, their families, and customers and to ensure thecontinuity of our business, Takara Leben is promoting the “Basic Policy for Responding to Outbreaks of New
Coronavirus Infections,” led by the Crisis Management Committee.
In the event that an employee is confirmed to be infected, a report is made to the local public health center,and a system has been established whereby the head of each division reports the case to the general managerof the division and the General Affairs Section of the General Affairs Department. In the event that an officer is
infected, the General Manager of the General Affairs Department is to report to the Crisis Management
Committee as appropriate.
For employees and executives who are confirmed to be infected, the rules clarify when they are able to return
to work after hospitalization or home stay under the direction of the public health center. In addition, thesystem addresses cases such as “an infected person is confirmed in the section but you are not identified as aclose contact by the competent public health center,” “a business partner tested positive,” or “a cold or othersymptoms occur and the doctor determines that the possibility of Covid-19 is low” and specifies the details of
responses, such as taking PCR tests, staying at home, and working from home. In addition, offices where
infected persons have been found are disinfected as necessary, in accordance with the judgment of the local
health center, office administrator, and our company.

20Company-wide System
Takara Leben has created a flowchart regarding “actions to take if you feel a cold or feel unwell or if you test
positive in a PCR test” and “criteria for determining whether you are a close contact person if a family member
living with you tested positive” in an effort to prevent the spread of new COVID-19 infections.
In the model rooms, which are the points of contact with customers, each staff member strictly adheres to“confirmation of being negative by PCR test” and “taking a PCR test or prompt consultation with a medical
institution when getting a positive test result or having COVID-19 symptoms.” In addition, since basic infection
control measures such as “wearing masks and gloves,” “regular ventilation,” and “sterilization of equipment”
are thoroughly implemented in the model rooms, it is our policy that customers who were served before testing
positive will not be considered to have been in close contact unless the health center judges them to be a close
contact.

Employee Initiatives
To reduce the risk of infection among employees, we continue to implement a variety of measures, including
telework and flexible work schedules.
Since January 2022, when infection began to spread again due to the mutated strain (Omicron), we haveadopted a work system that conforms to the emergency declaration for all employees working at the head
office, branch offices, sales offices, and each office (model rooms), based on the judgment that “the number of
infected persons is likely to increase for some time to come.” In addition to allowing shortened working hours(five hours within normal working hours), based on the judgment of each division, we prohibit business trips inprinciple and promote web conferencing with people outside the company and short in-house meetings with aminimum number of people. In addition, we prohibit, as a rule, the holding of dinners, farewell parties, andparticipation in outside events that are considered a high risk for infection and encourage employees to refrainfrom having lunch or dinner outside the company with two or more people.

Initiatives in the Value Chain
Since August 2020, employees who trip for participating in previews and information sessions in regional areasfrom the Tokyo metropolitan area (Tokyo, Kanagawa, Saitama, Chiba), where the number of infected people ishigh, have been required to prove their negative status by PCR and antigen tests, in an effort to alleviate
customer concerns.
In addition, in June 2021, the Group introduced “vaccination leave” to encourage employees to receive
vaccinations that will not only improve their own health, but also provide peace of mind to their families andcustomers. Besides taking off the day of vaccination itself, employees who feel ill due to adverse reactions cantake leave the day after vaccination. We have encouraged employees who do not receive the vaccination toundergo antigen testing by covering the cost.
Furthermore, we support the prevention of infection at home. If an employee or a family member living withhim/her tests positive, we subsidize the cost of hotel accommodation and other expenses for voluntary
quarantine.

21

Provision of Condominiums that Embody
the Ideals of Diverse Lifestyles
INNOVATION DEVELOPMENT Project
The Takara Leben Group is promoting the “INNOVATION DEVELOPMENT” project to realize the slogan“Innovation for a New Lifestyle” for its 50th anniversary in 2022, in the form of new businesses, products, andservices.
In fiscal year 2019 and 2020, as part of this project, we held a “INNOVATION Idea Competition” to solicit
projects that embody the “Innovation for a New Lifestyle,” while projects such as “condominium management
using an app,” that have passed the final screening, are now moving toward commercialization.
In fiscal year 2021, the “INNOVATION Idea Competition” was developed into the “INNOVATION Pic(PERSONAL INNOVATION CHALLENGE)”, and now keeps expanding. In the “INNOVATION Pic,” the rules forentry were changed from a departmental basis to an individual basis, and the program has been designed tomore contribute to “fostering entrepreneurship” and “creating a corporate structure that creates innovation.”
Participants brush up their ideas by using an IT platform specialized for new business development, and thengo through the first, second, and final rounds of screening. If profitability and marketability of an idea arerecognized, and its commercialization is decided on, the original proposer is given options to commercialize thebusiness idea: “go independent as a business company,” “be appointed as the head of a new department,” or“transfer the idea to the company.”

22

Urban-type compact Condominiums "NEBEL"The Takara Leben Group offers services that meet diversifying lifestyle needs.
As a result of increases in working-couple and single-person households in recent years, residential demandis changing, and need is growing for properties that place greater emphasis on location in a city center or neara station and on convenience rather than size. In response to these changes in customer lifestyles, Takara
Leben has begun offering the NEBEL series of compact urban condominiums for single-person and DINK
households.
The NEBEL series is a brand of compact urban condominiums that maximize utilization of the building
expertise that Takara Leben has acquired through the newly-built condominium business to address diversifying
lifestyles. The series maintains the design characteristics, specifications, and quality of the equipment of
conventional family condominiums in small units, and NEBEL series condominiums have been built in Tokyo,
Saitama, Osaka, and other areas. Takara Leben remains committed to providing even greater support toenhance the lives of customers by providing properties that meet social needs including modern lifestyles.

23Regional Development by Linking Regional Communities
with Urban Centers“LEBEN CRAFT” Project
LEBEN CRAFT is a program that enables urban condominium residents to purchase specialty products fromregions where the Takara Leben Group has developed condominiums using a website available only to theseresidents. Linking residents of city centers with regional communities contributes to regional revitalization.
This initiative by the Takara Leben Group, which not only develops urban areas but also works on businesses torevitalize regional cities, is unique even among developers. The project has a framework beneficial for bothregional producers and residents of our condominiums all over Japan and received a Good Design Award 2017 inrecognition of its merit of improving the added value of condominiums.

These products are available only in certain
seasons and are limited in quantity. For thisreason, they are not sold in supermarkets. We
search for these types of foods. This
fundamental thinking is based on the desire
to support the healthy lifestyles of customers.
We carefully select products that everyone
from adults to children can eat safely andwith peace of mind.

Customers can actually meet the suppliers
they have become acquainted with throughmarkets and so on. They can experienceharvesting and eat the foods that they gather.
They breathe in the country air deeply andcan discover a second home. The concept ispreviously unexperienced travel.

Specialty
Foods

Information

By sharing information about the production
regions, producers, and products located invarious areas around Japan and discovered by
LEBEN CRAFT and ﬁnding new strengths andappeals throughout Japan, we can play a rolein the creation of enriching lifestyles.

LEBEN CRAFT
Activities
Experiences

Markets

We hold LEBEN CRAFT Premium Markets
with specialty products gathered from
diﬀerent regions of Japan. These markets
create opportunities for participants tocommunicate with producers at enjoyable
events.

Overall Structure of LEBEN CRAFT

Accessfrom banner

Exclusive
website forresidents
NoticeAccess using
QR code*LEBEN CRAFT
website homepage

What isLEBEN CRAFT?

Recommended
regional products

Visit Japanese
producers
Purchase

Product purchasecode
Events in condominiums
Markets & lectures
DeliveryExperience-based
tours

Condominium
residents* QR code is a registered trademark of Denso Wave Inc.

24

Premium Markets
One program, conducted as part of the LEBEN CRAFT Project, is the Premium Market, which enables theresidents of our condominiums to directly see and feel the quality of various outstanding products from outlying
areas. These events contribute to regional development and reflect our desire to share rich experiences with as
many people as we can through the treasures (both products and experiences) that we have discovered throughour condominium development activities across the country. In fiscal year 2020, we held the Premium Market at
LEVEN TAKAOKA MID RISE TOWER (Toyama Prefecture) over two days, promoting exchange between the
producers of agricultural products and crafts and the residents of our condominiums.

25

Development of the Overseas Business

THE MINATO RESIDENCE Project
Takara Leben is also working to contribute to regional revitalization and urban development through theprovision of residences overseas. THE MINATO RESIDENCE is the first large-scale condominium development
project (site area: 12,760 m 2 , 26 stories above ground, 924 residential units) by an all-Japanese consortium in
Hai Phong, Vietnamʼs third most populous city. Based on the concept of “Eternal Value,” the south tower wascompleted in December 2021, and construction of the north tower is underway as a condominium complex withcommercial facilities in Water Front City, a new urban area that will be the center of future development.
In December 2019, Leben Community established a local subsidiary, Leben Community Vietnam Co., Ltd., forthe condominium management business of THE MINATO RESIDENCE.
The Group will continue to contribute to urban development in Vietnam by meeting the housing needs ofHaiphong, which is expected to develop significantly as an international port city.

THE MINATO RESIDENCE

26

Renovation Business in Vietnam
In December 2021, Takara Leben and Leben Community partnered with Halato Joint Stock Company (Halato), a
company with extensive experience in Ho Chi Minh City, Vietnam, to participate in renovation projects.
Although Ho Chi Minh City has seen many large-scale mixed-use developments and the central area has been
locally modernized, aging buildings are scattered throughout the city, including those one step away from themain streets and outside the central area, causing a mismatch in real estate uses and hindering thedevelopment of the area as a whole. By combining the real estate development technology that our Group has
cultivated in Japan with Halatoʼs expertise and experience, we will contribute to urban development in Ho Chi
Minh City by renovating aging buildings into more valuable real estate.

“ATMOZ BANGNA” Condominium Project
From January 2022, Takara Leben is participating in the ATMOZ BANGNA condominium project in Bangkok,
Thailand, in collaboration with the developer ASSETWISE PUBLIC COMPANY LIMITED (ASSETWISE).
ASSETWISE has been involved in numerous development projects in the region, providing high-quality,
sophisticated design products.
The project involves the development of a large-scale condominium complex with commercial facilities (sitearea: 16,748m 2 , reinforced concrete structure, eight stories above ground, five buildings, 1,101 residential
units, and two commercial facilities) in the Bang Na area, located approximately 15 km southeast of central
Bangkok. The Bang Na area, where the Si Iam station on the Yellow Line is scheduled to open as part of
Bangkokʼs new transportation infrastructure, is expected to develop as a subcenter with the active developmentof several commercial facilities, office buildings, large exhibition halls, and event halls. This is the second
overseas condominium development project for sale by the Takara Leben Group, following THE MINATORESIDENCE in Haiphong, Vietnam.

ATMOZ BANGNA

27

For Senior Health“My Reha” Day Care Service Specializing in Rehabilitation
My Reha, operated by Leben Community, is a daycare service specializing in rehabilitation, helping support
seniorsʼ independence through easy and fun physical training. This service has been offered in Saitama
Prefecture and Chiba Prefecture since 2011, through facilities rooted in the community, to those certified as
requiring support or nursing care. As Japanʼs society continues to age and the number of people worried about
their health in their senior years grows, My Reha focuses on what happiness means for its users and what My
Reha can do for them. It uses unique programs, including Redcord exercises * , to help extend usersʼ healthy
lifespans. In October 2019, the fifth My Reha location, My Reha Misato Rehabilitation Center, was opened in
Saitama Prefectureʼs Misato City.
* Redcord exercises are training exercises developed in Norway, a rehabilitation pioneer, that uses a red cord s uspended fromthe ceiling.

28

Responding to New Lifestyles

Non-Touch Keys and Non-Contact Elevators
LEBEN YOKOHAMA YAMATE ONE WARD COURT (Kanagawa Prefecture), a property commemorating the 50th
anniversary of the founding of the Takara Leben Group * that began sales in November 2021, provides security
and safety for residents through facilities that take into consideration the lifestyle of the New Normal. When
residents enter the building from the outside, they can unlock the auto-locking door without touching it bysimply passing their Dimple key (with a built-in IC chip) to the entrance of their own residence over the sensor
at the common entrance. The elevators are also equipped with a function that allows residents to operate thefloor number buttons simply by holding their hands over them.
* Developed to commemorate the 50th anniversary of the company's founding (September 21, 2022), the property i s positioned
to “contribute to the infrastructure of the local community with a location that could become a new landmark, s uch as ahistorical or historic site or a rare location.”

Renovation in Accordance with the Times and the Region
Leben Zestock offers quality pre-owned condominiums that meet the needs of diversifying lifestyles. We buy
used condominiums that are being leased, and after the tenants move out, we renovate them to specifications
that match the times and the local area, transforming them into attractive condominiums. We have succeeded
the “LEBEN” brand of newly built condominiums, which combine high design quality and comfort of living, andhave achieved an unprecedented level of renewal condominiums.

29Choice of Leaseback Plans
Leben Zestock offers a leaseback service that allows tenants to continue living in their current homes after
selling. The company meets diversifying needs by offering various plans such as “Mimamori Leaseback,” which
provides regular safety checks for those aged 65 or older, and “Ultra-Short Term Leaseback,” in which the rent
is paid only for running costs such as property management fees and repair reserve funds.

30

LEBEN LABO ETHICAL ACTIONLEBEN LABO ETHICAL ACTIONLEBEN LABO ETHICAL ACTION is an internal organization established to realize the various suggestions of ourcustomers under the theme of "Doing more good for society.” Based on the corporate vision of "THINKHAPPINESS AND MAKE THE HAPPINESS," the Group has received many Good Design Awards for its efforts toseriously consider the happiness of people and their lives. Two projects born of this organization were selected
for 2021.

“Solar Power” Project“LUIC” Project“JIJO KYOJO (Self-Help Mutual Assistance)” Project“KOJIN BOSAI KIT (Individual Disaster Preparedness Kit)” Project“MOTTO ATTARA IINA (We Wish to Have More)” Project“MOTTO ATTARA IINA (We Wish to Have More)” Project“SOCOPOS” Project“LEBEN CRAFT” Project“Working Point” Project“Good Working” Project“SOCOTAKU” Project“SMART TORISETSU (SMART MANUAL)” Project“USE OF MODEL ROOMS AND SALES CENTERS AS DISASTER RESPONSE
SITES” Project“SMART GARBAGE STORAGE” 6M Project“MODIFIABLE DESIGN CONDOMINIUM COMMON AREA” Project
Art Biotope "Water Garden" Project“BRILLIA SHONAN TSUJIDO KAIHIN KOEN” Project
IoT home delivery box "THROUGH TAKU" project“LEBEN KEMIGAWAHAMA GRANVARDI” Project

31

“SMART TORISETSU (SMART MANUAL)” Project
When people buy built-for-sale condominiums, they receive various instruction manuals for the residential
equipment which has been installed. In total, these constitute a tremendous amount of material, making themdifficult to use—they can be difficult to find when needed, and it can be difficult to find contact information
within them.
This service digitizes these instruction manuals so they can be viewed on smartphones and centrally
managed. This idea helps reduce the number of inquiries to property management companies, saves resources
by making the manuals paperless, and helps preserve the asset value on resale through appropriate document
management. The service has been adopted at NEBEL MITAKA (Tokyo).

“USE OF MODEL ROOMS AND SALES CENTERS AS DISASTERRESPONSE SITES” Project
The model rooms created when selling built-for-sale condominiums show customers what completed built-forsale condominiums will be like and serve as sales negotiation sites. However, they are frequently built forindividual condominiums and torn down after all units are sold. In this project, we outfitted model rooms with
supplies and equipment needed in the event of a disaster—water (essential for life), charging facilities formobile phones, etc., using in-house generators, and the like—and opened them to the general public as disaster
response sites. Efforts began in fiscal year 2019, and installation was complete at all model rooms ofcondominiums sold by Takara Leben. We will actively use our expertise in efforts such as supplying
condominium unit buyers with disaster kits and will expand these sites.

32

“SMART GARBAGE STORAGE” 6M ProjectThis project reconceptualized garbage pickup areas in condominiums as common areas, like entrance halls,
using environmental design to change their negative image and help reduce garbage disposal. Condominium
garbage areas, parts of peoplesʼ living environments, are seen as smelly, scary, and dirty. We thought about
what Takara Leben could do about this, and introduced beautiful “Garbage Stations” in our new condominiums.
We have made further advances in this initiative, carrying out a “6M * Project” with the aims of promoting
garbage volume reductions and spurring individual action to reduce garbage disposal to as close to zero as
possible. This project has been instituted at NEBEL URAWA (Saitama Prefecture) and other condominiums.
* The 6Ms refers to mottainai (wasteful), motto kurikaeshi tsukau (use articles more times), mo ichido tsukau (use articles
again), mo niowanai (no longer smelly), mo kowakunai (no longer scary), and mo kitanakunai (no longer dirty).

“10 for All” Safety Assurance Service and “KIT+” Personal Disaster Kits
As part of our efforts to ensure that residences are not supplied as mere “boxes” and to progress from“material wealth” to “qualitative wealth,” we have begun providing the “10 for All” safety assurance service and“KIT+” personal disaster kits. “10 for All” offers customers support so they can live with peace of mind throughextended warranties for residential facilities and equipment, 24-hour emergency response and maintenancesupport for water leaks, key issues, and glass breakage, inspections of private areas and repair services, andother services for 10 years after property handover. “KIT+” are not kits of disaster response goods for entire
households, but instead a concept focused on individual needs. They were the winner of a Good Design Award
2016. Each consists of a compact, A4-sized folder file-like package which individuals supplement with their
specific needs in the event of an emergency, to be kept close at hand at all times.

1

Residential Facility and Equipment Extended Warranty (10 Years)

2

24-Hour Emergency Response + Maintenance Support

3

Private Area Inspection + Repair Services (5 Years / 10 Years)

Malfunctions and breakage of articles included within the warranty scope are repaired free of charge every time for theentire duration of the warranty

In addition to on-site dispatch and initial response for water leaks, trouble with keys, and glass breakage emergencies,
service personnel are also dispatched to handle problems with ﬁxtures, entry doors, sashes, and the like

Dedicated staﬀ visit customer residences and perform interviews and inspections, repairing any issues that can be
immediately addressed (for 5 or 10 years after property handover)33

IoT Delivery Box "THROUGH TAKU" ProjectWith the expansion of online sales and the use of delivery services, issues related to home delivery, including“redelivery due to absence,” have arisen. THROUGH TAKU, a delivery box built into the entrance of eachcondominium unit, offers convenience which is not available in the conventional type of delivery boxes to bothresidents and delivery persons. Residents can use their smartphones to unlock the digital locks and receive theparcels when they are out of the house, eliminating the need for re-delivery by the courier company.
Furthermore, it is possible to ensure the “non-face-to-face communication” required due to the COVID-19
pandemic. In addition, the inconvenience of having to carry heavy delivery items to one's residential unit, or
non-availability when all boxes are occupied, as is the case with delivery boxes located in common areas, iseliminated.

“JIJO KYOJO (Self-Help Mutual Assistance)” Project
The JIJO KYOJO (Self-Help Mutual Assistance) Project is a disaster water and power supply support systemusing condominiums equipped with solar power generation systems. Anshin Mizu and Anshin Denki seek toincrease electric power and the volume of water stored in water storage tanks with the objective of supplying
electricity and water to condominium residents and other local residents. They also enhance disaster
preparedness facilities such as bench grills, portable toilets, and security cameras and other security devices
and conducting disaster drills to present the ideal of condominium facilities from the new perspective of being
part of social infrastructure.

Overall process during disasters

Halt in electric and water supply due to disasters, etc.
Emergency solar
power generation
system(electricity storage system)
Electricity
Electricity

New disaster
preparedness
systems

Condominium residents

Emergency drinking
water production
system(WELL UP)
Water
Water

Local
residents

Local
residents

Recovery of electric and water supply

34

Art Biotope “Water Garden” Project
Designed by architect Junya Ishigami, the “Water Garden,” created in 2018, is an unprecedented art space with
318 trees and 160 biotopes (ponds) of various sizes, arranged according to precise calculations. It received theGood Design Award Best 100 for 2019, and the judges highly praised the unique beauty of the art biotope,
which is not a natural biotope, with expressions such as “the very soul that has been passed down fromgeneration to generation in Japanese gardens.”
The “Water Garden” has been introduced in numerous domestic and international media as a special meditation
space where people can sharpen their senses and feel the relationship between humans and nature and has
become a spot that attracts attention from all over the world.

35

Relationships with Stakeholders

Relationships with Stakeholders
Main Stakeholders

Expectations and Requests

Deﬁnition
Customers

Introduction of online consultation(corporations and individuals)

Contracting parties and tenants ofcondominiums and detached houses
Users of tenant buildings
Users, etc. of various services

Major Responses of the GroupsystemSupply of valuable products and services

Introduction of online condominium

Improvement of customer satisfaction in allshow room system

areas, including quality and cost

Provision of “clean air and spaces”

Supply of environmentally friendly products

Provision of properties with ZEH-M

Provision of accurate and appropriate

Oriented certiﬁcation

information concerning products and services

Administration of sales staﬀ
questionnaire
Publication of “Smilax” quarterly

Local communities

Participation in and sponsorship oflocal events

Local communities, residents, local
governments, etc. related to Takara
Leben Group businessPrevention of accidents and disasters

Holding of community events at

Collaboration and coordination in solving social

managed properties

issues

Implementation of social contribution

Securing of employment

activities

Participation in social contribution activities

Regional revitalization throughrebuilding and redevelopment
business

Trading partners
Construction contractors
Business operators etc. related to the

Fair and evenhanded transactions
Information sharing and collaboration with theaim of ensuring customer satisfaction and CSR

provision of various services

procurement

Employees

Creation of prosperous lives for employees andtheir families
Human resource utilization and development
Appropriate evaluation and compensation

Takara Leben Group employees andtheir families

Respect for human rights, personality, andindividuality
Creation of workplaces in which diverse
personnel can thrive
Attention to occupational health and safety

Shareholders and investors

Fair and evenhanded transactions
Collaboration and coordination in
operations

Implementation of training programs
Implementation of human resourceand evaluation interviews
Operation of help line desks
Introduction of a Telework System
Promotion of staggered commuting
times and reduced working hours
Establishment of a Health Committee

Holding ﬁnancial results brieﬁngs andgeneral meetings of shareholders
Maintenance and improvement of corporate
value
Securing of stable proﬁts and appropriate
return of proﬁts

Individual and institutional investors

Enhancement of corporate governance system
Creation of risk management systems
Appropriate disclosure of corporate information
at appropriate time

Holding meetings with domestic andoverseas institutional investors
Conducting individual meetings withdomestic and overseas institutional
investors
Conducting shareholder surveys
Holding company-introductory
sessions and participating in IR fairs
Disclosing IR information on thewebsiteObtaining external certiﬁcation36

Together with Local Communities

Excellent Building Development Project of East Area in Front of Takaoka
StationTakaoka City, the second largest city in Toyama Prefecture, is actively engaged in redevelopment projects
around Takaoka Station with the aim of creating a vibrant and bustling city.
In 2015, Takara Leben participated in an integrated commercial, public utility, and residential development
project in the “Suehiro West Area Living and Nigiwai Revitalization Project” in the city center and developed
the “LEBEN TAKAOKA MID RISE TOWER” (16 stories above ground), a high-rise residence that will become a
new symbol of the city and bring people back to live in the center.
In addition, the “Excellent Building Development Project* of East Area in Front of Takaoka Station,” which iscurrently attracting much anticipation and attention among citizens, aims to create a lively atmosphere in frontof the station and high-quality town-center living. As the executor of this project, Takara Leben is working
together with related rights holders to promote it.
* Excellent Building Development Project: A program of the Ministry of Land, Infrastructure, Transport, and Tourism to improvethe environment of urban areas and supply good urban housing, etc. with the aim of developing quality buildings, etc. that
contribute to the joint use and upgrading of land use, etc.

Community Revitalization Initiatives
Takaoka Craft Market Street 2021
In October 2021, Takara Leben participated in the “Takaoka Craft Market Street,” an event to promote thecharm of crafts and the city of Takaoka, and held the “Model Nokomono & Marche” at the LEBEN TAKAOKA MID
RISE TOWER. Model Nokomono is an initiative to contribute to one of the SDGs, “Ensure sustainable patternsof consumption and production,” by conducting special sales of the interior goods used in our model rooms. In
addition to exhibiting and selling local crafts, the Marché sold Yamagata's famous “imoni” (stewed potatoes)
and organic agricultural products. Our employees participated as staff members, and this event was a great
success.

37

Japan Sea Takaoka Nabe Festival
Takara Leben is actively involved in activities to support the revitalization of regional city centers. At the 36th
Japan Sea Takaoka Nabe Festival, held in January 2022, we collaborated with the landowners of LEBENTAKAOKA MID RISE TOWER to co-sponsor the event with the aim of creating a lively atmosphere in Takaoka
City. In addition to the sale of Yamagata's specialty, “imoni” (stewed potatoes), Leben Craft and Model
Nokomono (sales of goods displayed in model rooms) were held at the same time. The event staff was recruitedfrom a wide range of Group companies, and a total of 13 employees participated in this large-scale event,which was well received by the local community.

Regional Microgrid Construction Project
Regional microgrids are systems that generate electricity from renewable energy sources (solar, biomass, etc.)
within a limited community and control the amount of electricity by means of storage batteries, etc. to meet thecommunityʼs electricity demand.
The Takara Leben Group is working toward the commercialization of regional microgrids, which will help
revitalize local communities and realize a recycling-oriented society. Leben Clean Energy Co., Ltd. has been
selected by the Sustainable open Innovation Initiative (SII) for the “FY2021 Subsidy for Promoting the Spread ofRenewable Energy in Co-Existence with Local Communities (Introduction Plan Creation Project in the Regional
Microgrid Construction Support Project),” and in November 2021 it began an introduction plan creation project
for the construction of a regional microgrid. This project aims to build a regional microgrid in the Koyo-choarea of Tomakomai City, Hokkaido, to supply electricity from renewable energy (solar power) to a local medical
clinic and designated evacuation centers in the area in the event of a disaster or other emergency and tocontribute to BCP measures and the strengthening of electricity resilience.

38

Koiwa Station Area Management Organization Begins Full-Scale
Operations
Several large-scale redevelopment projects are currently underway in the area surrounding Koiwa Station on
the JR Sobu Line, which has been in operation for more than 100 years. The Koiwa Station Area Management
Organization (KOITTO) was established as an organization to develop area management activities throughcooperation among landowners, developers, residents, users, etc. Takara Leben is participating in theorganization as a special supporting member. KOITTO will (1) promote plans and events that promote regional
cooperation and collaboration, (2) operate and utilize area management bases, (3) conduct area branding
activities, and (4) study the use of public space as redevelopment progresses. In January 2021, we opened
KOITTO Terrace, an area management base in the Minami Koiwa 6-chome district, where redevelopment had
already been completed, to launch full-scale area management around Koiwa Station.
KOITTO: A general incorporated association established in November 2020 to engage in area management in the Koi wa Stationarea, designated an Urban Revitalization Corporation* on March 29, 2022.
* Urban Revitalization Corporation: Designated by the municipality under the Act on Special Measures for Urban Revitalization
as a core organization for community development in the land area where public utility facilities necessary for urban
revitalization should be intensively developed, etc.

Large-Scale Public‒Private Redevelopment Project in Furukawa, Osaki
City
A multi-purpose redevelopment project is being carried out through collaboration by the public and private
sectors with the aim of revitalizing the city center, which has led development of the area in the vicinity of theCity Hall in Osaki City, Miyagi Prefecture. Takara Leben Tohoku developed the LEBEN FURUKAWANANOKAMACHI THE STATE, a 14-story premium residential complex, of which residents can enjoy aspectacular panoramic view and open feeing of a high-rise condominium. It was completed in March 2022 as a
new landmark in the evolving neighborhood through the integration of knowledge from the public and private
sectors.

39

Participation in the THREE Excellent Building Development Project in the
Shinmachi 1-Chome District of Aomori City
Takara Leben Tohoku is participating in “THREE,” a project for the development of superior buildings in the
Shinmachi 1-chome district of Aomori City (former site of the Aomori head office of the Nakasan Department
Store) promoted by Shinmachi Machidukuri Co. and MiK Co. By acquiring the reserved residential floors of“THREE,” a tower residence (14 stories above ground, with 85 condominium units on the fifth floor and above)that integrates “clothing and medicine,” “food,” and “housing,” and by taking on the residential sales business,
we will contribute to the revitalization of the central city district of Aomori City. The lower level includes aclinic mall, grocery supermarket, and dining area, and a crosswalk leads to a separate self-parking garage,
making it possible to live without the burden of snow despite being in an area with heavy snowfall. This is a
new proposal for the revitalization of department stores in regional cities.

Yokohama Model Regional Contribution Company Certiﬁcation
Leben Home Build (formerly Nikko Takara Corporation), the building division of the Takara Leben Group, hasreceived the highest rating in the Yokohama-type Community Contribution Company Certification System. The
Yokohama Community Contribution Company Certification System is a system under which the City of
Yokohama, a government agency, evaluates and certifies companies in Yokohama City, Kanagawa Prefecture,that are engaged in excellent community contribution activities through their core business and other activities.
The audit evaluates a companyʼs regional characteristics and management system from various perspectives,
including “local utilization and orientation,” “employment,” “environment,” “occupational health and safety,”“consumer and customer relations,” “compliance,” and “information security.”

40

Winner of Kids Design Award for “Yajirushi” Emergency Shelter
Guidance Signs
As a developer involved in urban development through the sale of new houses, Leben Home Build produces andinstalls “Yajirushi (an arrow)” signs to guide people to evacuation centers, based on the idea that “inresidential areas with few landmarks, signs are needed to guide people, including small children, to evacuation
centers that are easily understood by everyone. To help educate children throughout the community about
disaster preparedness, the company has installed these signs at locations facing the street, such as insidegarbage stations in its subdivisions. At the time of installation, we communicated the purpose and significanceof the project to the residents of the surrounding area, and we have received support from many. In the future,
we will provide this service to other companiesʼ subdivisions, governments, and organizations upon request,
aiming to contribute to disaster prevention in the local community as a whole. “Yajirushi” received the
Encouragement Award at the 2019 Kidsʼ Design Awards for its high level of creativity in minimizing informationand expressions that are easy for children to understand.

41

“BRILLIA SHONAN TSUJIDO KAIHIN KOEN” Project
BRILLIA SHONAN TSUJIDO KAIHIN KOEN is a built-for-sale condominium developed in conjunction with Tokyo
Tatemono Co., Ltd. and located in Fujisawa City, Kanagawa Prefecture. An administrative system was used tobuild a tsunami evacuation facility (roughly 400 m2, with a capacity of roughly 660 people) on the roof for use
by both residents and members of the local community. The area around the condominium is a wonderfulenvironment for enjoying seaside life, but it is assumed that it would suffer tsunami damage in the event of amajor earthquake; hence, there were high expectations for the contributions the condominium could make tomutual assistance. The unveiling of the facility was attended by roughly 200 members of the community, andafterwards efforts aimed at ongoing community revitalization began, including discussions regarding the use of
the facility for disaster preparedness drills involving the city of Fujisawa and members of the community. Thisinitiative was the recipient of a Good Design Award 2019 in recognition of its groundbreaking nature as a new
approach for the development of built-for-sale condominiums that contribute to disaster preparedness, as wellas the high effectiveness and versatility of the facility.

Entrance of emergency stairwell leading to
the roof (1F, north side)42

Together with Our Customers

Sales Staﬀ Questionnaire
Since fiscal year 2019, Takara Leben has been administering questionnaires to model room visitors to gauge
their impressions of sales staff and the company with the aim of building stronger relationships. These
questionnaires seek to evaluate the service offered by sales staff from all perspectives, such as whether they
made proposals that met customer needs, whether explanations were clear and of appropriate length, andwhether they were considerate and polite.
In fiscal year 2021, we increased the collection rate and received more customer feedback by switching frompostcard surveys to iPad responses. The results are shared with each model room every month and sharedwithin the department so that customer feedback can be used to promptly improve customer service andprovide more comfortable spaces. In addition, feedback from customers on the design and facility
specifications of properties is used in product planning by coordinating with related departments and the like.

FY2020Regarding response by sales staff
Neither
responsible for making proposals to
Somewhat
Dissatisfied dissatisfied
satisfied nor Somewhat
customers
satisfieddissatisfied
Time required for overall explanation
2%
5%
9%
25%
and allocation of time
Explanations and proposals based
1%
2%
7%
25%
on understanding of customer needs
Promptness of explanations and
1%
1%
6%
23%
responses to customer doubts (concerns)
Amount of information andunderstandability concerning details of
1%
1%
7%
28%
the property and nearby environment
Explanation of financing plans
1%
2%
19%
25%
and life plans
Explanation of management and
1%
1%
18%
27%
after-sales service
Consideration for the customer and
1%
1%
4%
17%
thoroughness of responses

SatisfiedNo
response58%

0%

responses

65%0%

responses

69%0%

responses

63%0%

responses

53%

1%

responses

52%

1%

responses

76%

0%

responses

SatisfiedNo
response

Total

Total

1986

1986

1986

1986

1983

1984

1983

FY2021
Neither
Somewhat
Somewhat
Dissatisfied dissatisfied
satisfied nor satisfied
dissatisfied

7938

1%

3%

9%

25%

62%

0%

responses

0%

1%

6%

25%

68%

0%

responses

0%

1%

6%

22%

71%

0%

responses

0%

1%

6%

26%

67%

0%

responses

0%

1%

17%

25%

57%

0%

responses

0%

1%

17%

26%

56%

0%

responses

0%

1%

4%

17%

78%

0%

responses

43

7936

7937

7938

7935

7938

7937

Leben Communityʼs Community Activities
The Great East Japan Earthquake of 2011 prompted us to reassess the importance of community formation in
condominiums. Leben Community believes that building direct personal relationships with condominium
residents as part of everyday life not only produces greater livability, but also helps prevent crime and fosters
greater assistance and support in times of need. This is why it provides support for the creation of communities
of condominium residents.

Resident Get-Togethers
As part of its support for community building, Leben Community holds various events, such as “residentsʼ gettogethers,” which help residents meet each other for the first time in newly built condominiums, where adults
and children can enjoy snacks and games and make connections as a family. In addition, condominiums withmultiple buildings support joint summer festival events that provide children with summer vacation memories
through games and food stalls as well as workshops. As in the previous year, in fiscal year 2021, we did not
hold a residentsʼ get-together in order to prevent the spread of the new COVID-19 infection.

COVID-19 Responses in Community Events
Leben Community, which provides condominium management services, believes that building “face-to-face”
relationships among condominium residents on a regular basis not only makes life easier but also leads tocrime prevention on a daily basis and mutual assistance in times of emergency, and it supports community
building among residents through various events. In fiscal year 2021, we did not hold any events that would
attract a large number of residents to prevent the spread of the new COVID-19, but we did hold seasonal andenjoyable events such as the installation of Tanabata and Christmas decorations that would not cause the 3Cs(closed spaces, crowded places, and close-contact settings).

44

Together with Our Shareholders

Policy and Past Performance Regarding Dividends
Our basic decisions on dividends are not biased toward the dividend payout ratio, but are comprehensive andtake into consideration factors such as dividend on equity (DOE) and dividend yield. We seek to be an
appealing company by ensuring that shareholdings remain stable over the long rather than the short term andare not affected by fluctuations in share prices.

Dividend Per Share
Interim dividend(Yen)

Year-end dividend

19

20

16

18

16

15

14

10
5
0

2018

2019

2020

2021

2022

(FY)

Stock Information

Shareholder Questionnaires
We conduct periodic surveys to promote two-way communication with our shareholders. The valuable opinions
we receive from the surveys are introduced to our shareholders through the shareholder newsletters posted on
our website and are reflected in our subsequent IR activities.

45

Corporate Brieﬁngs for Individual Investors
In order to actively communicate with individual investors, Takara Leben regularly holds company information
sessions for individual investors in various locations throughout Japan. In August 2019, we exhibited at the
Nikkei IR and Individual Investor Fair, one of the largest events for individual investors in Japan, where we
explained our business and medium- to long-term strategies to a wide range of people.

Disclosure Policy
Takara Leben discloses information to the public in accordance with the following disclosure policy.

1 Disclosure Standards

4 Quiet Period
In order to ensure fairness to all stakeholders, Takara
Leben has deﬁned a quiet period from the day after
the end of each quarter until the day of our earnings
announcement for that quarter. During this period,
Takara Leben will refrain from responding to or
making comments on questions related to our
account settlement and earnings forecast. However, if
a large discrepancy from the earnings forecast isfound during the quiet period, information will be
disclosed in an appropriate and timely manner inaccordance with the Timely Disclosure Rules. Notethat during the quiet period, Takara Leben willcontinue to respond to questions and inquiries about
information that has already been disclosed.

Takara Leben Co., Ltd. (JAT) discloses information inaccordance with the Companies Act, the Financial
Instruments and Exchange Act, and other laws andregulations, as well as the rules for timely disclosureand so on of corporate information included in the
Securities Listing Regulations of the Tokyo Stock
Exchange (TSE) (hereafter collectively referred to as
the “Timely Disclosure Rules”). At the same time,
Takara Leben will proactively disclose informationthat is deemed to be important or valuable forstakeholders to understand the company, even when
it is not subject to the Timely Disclosure Rules.
2 Method of Disclosure

Information subject to legal disclosure statutes is
5 Prevention of Insider Trading
promptly disclosed in accordance with the Rules on
Takara Leben has established an internal regulation
Timely Disclosure of Corporate Information by Issuers
to suitably manage important information and preventof Listed Securities via the Timely Disclosure Network
insider trading from occurring. Takara Leben has been
(TDnet) operated by TSE. In addition, the information
striving to educate all employees in our Group on
is released to the media and disclosed in accordancethese issues and foster their understanding.
with procedures established by laws and regulations
without delay. Disclosed information is also promptly
6 Spread of Third-Party Information and Rumors
posted on our website.
Takara Leben is not responsible for any forecasts or
3 Limitations on Disclosurecomments about the Takara Leben Group made by
third parties. In addition, Takara Leben does not, in
In principle, Takara Leben is not allowed to selectively
principle, respond to inquiries regarding market
disclose management-related information to speciﬁcrumors. However, if it is deemed that not responding
third parties. In order that important information
could have serious ramiﬁcations for the Company,
which has not been announced is not disclosed to
Takara Leben may respond to a rumor, etc. by taking
speciﬁc parties and ensure fairness to everyone,swift action to determine the cause and takeincluding the media, investors, and securities
appropriate actions as necessary.
analysts, private meetings will only touch on pasthistorical facts, facts which have already beenannounced, etc.

46

Together with Our Employees

We strive to create an environment where each of our employees can thrive and work with energy andenthusiasm.

Employee Health and Safety Management
Review of Personnel System
Diversity
Creating Workplace Environments that Facilitate Work
Health Management
Various Training Systems
Strengthening Communication with Employees

47

Together with Our Employees

Employee Health and Safety Management
In accordance with its basic policy on health and safety, the Takara Leben Group strives to manage the healthand safety of employees and takes measures to create work environments where all employees can work withpeace of mind.

Basic Policy on Health and Safety
The Takara Leben Group provides proactive support to ensure the safety of employees and maintain andenhance their health. We strive to create work environments where diverse human resources can work todemonstrate their full capabilities. We have established a Health Committee to implement these measures andundertake comprehensive employee health and safety management.

Health Committee
The Group strives to create work environments where all employees can work with peace of mind, led by its
Health Committee, established as stipulated in Article 18 of the Industrial Safety and Health Act.
The Health Committee meets regularly, positioning traffic accidents, occupational accidents, and overtime
work as major risks that threaten the health and safety of workplace employees. It reports on the conditions ofthese risks and engages in deliberations with the objective of resolving these issues. The Committeeʼsmembers are representatives of different workplaces, and they point out specific problems with workplaceenvironments and customs that impede efforts to reduce overtime hours and encourage the taking of holidays.
Measures to address these problems are deliberated together with members of management and successively
implemented.

Periodic Medical Examinations
We encourage employees to undergo periodic medical examinations, as specified by laws and regulations, andthe Human Resources Department actively reaches out to employees to raise examination rates. We also takemeasures to establish work environments at each business location that are conducive to undergoing medical
examinations. In order to discover various medical conditions at an early stage, those aged 30 and above areable to undergo medical examinations for the prevention of lifestyle diseases, female employees are able toundergo gynecological examinations, and those aged 35 and above can go for a complete medical checkup.

Stress Checks
We conduct stress checks as a form of stress management to prevent mental health issues among employees,
and the results are shared at Executive Committee meetings. Moreover, employees can receive free counselingat any time from an independent, third-party organization without the Companyʼs knowledge.

Safe Driving Courses
Takara Leben conducts safe driving courses at the time of entry-level employee training. The courses explainthat making an effort to prevent accidents is a part of our CSR and an aspect of corporate activities.
Information on accident trends is presented, group work in the form of risk prediction training is conducted,
and various other measures are taken to prevent accidents.

48

Together with Our Employees

Review of Personnel System
Takara Leben believes that each employee is a co-creator of lasting growth for the future, and since 2019,
Takara Leben has been promoting a new human resource system that will create the stable human resources
needed to achieve our business plan.
Under the new system, evaluation items are set for each grade and job classification based on a “Promise”:
specific daily actions that employees should take. In addition, in order to realize appropriate, fair, andtransparent evaluation and treatment, revisions have been made to the behavioral evaluation, such as aligningevaluation criteria by the evaluation committee. Through these efforts, we aim to provide more convincing
feedback to employees and improve evaluation skills by promoting understanding of the significance of theevaluation system and evaluation criteria among managers.

Basic Policy for Personnel System
Personnel system which stably nurture talent required to achieve management plan
Clearly state the type of people required by the company to build a framework where employees
can set out their career vision.
Review distribution of labor costs to secure and keep talented people as well as improve
motivation.
Conduct training and selection to generate talented people for management positions.
Ensure evaluation and treatment are highly fair and transparent to nurture employeesʼ sense of
acceptance and increase their desire to grow.

12 Actions for Our Promise
1 Fully engage in work

7 Pay attention to feelings

2 Enjoy work from the heart

8 Act swiftly

3 Speak truthfully from the heart

9 Take initiative to propose, and carrythrough actions

4 Be serious in each and every task

10 Treat teamwork with importance

5 Respect each other

11 Remove existing barriers

6 Pursue the right things

12 Never give up

49

Eﬀects of Personnel System Revision
Takara Leben is conducting a detailed analysis of the progress of the new personnel system, which is designed
to ensure appropriate, fair, and transparent evaluations and treatment and alignment of evaluation criteria, andwill work to make continuous improvements.
As certain problems were pointed out, including an upside trend in evaluation, variations in evaluation
criteria, and delays in the acquisition of qualifications, we have considered and implemented changes toresolve these issues including changes to evaluation methods and requirements for promotions.

Attracting treatment
to the talented people

Expansionof operations

Productivity improvement

Improvement toretention rate oftalented people

Creation of new businesses
Passing down knowledge

Development of unity within
the company

50

Together with Our Employees

Diversity
Women Empowerment in the Workforce
As part of our efforts to develop human resources and create a rewarding work environment, Takara Leben has
launched the “Women's Activity Promotion Project.” The project is based on the voices of female employees
working for Takara Leben and aims to create an environment in which they can continue working longer thanever with peace of mind after returning from maternity or childcare leave.
In fiscal year 2021, we introduced a “discount system for babysitters” to support a work environment where
employees can continue to work with peace of mind while balancing work and childcare.

Promoting Diversity
We take measures to promote diversity with the aim of becoming a business group where diverse humanresources can thrive regardless of gender, age, nationality, or disability. Leben Village, a farm located in Chiba
City, Chiba Prefecture, employs three persons with a disability and one manager and produces a variety ofvegetables. In addition to creating an environment where persons with disabilities can gain long-term
employment with reassurance, the vegetables produced at the garden are distributed to those Takara Leben
employees who request them.

51

Together with Our Employees

Creating Workplace Environments that Facilitate Work
Takara Leben works to create workplaces where employees can demonstrate their enthusiasm and fullcapabilities.

Respect for Human Rights
The Takara Leben Group acts with respect for the fundamental human rights of all stakeholders, including
employees, while observing laws and regulations, social ethical norms, and matters specified in ethical rules.

Introduction of a Telework System
In April 2019, Takara Leben introduced a telework system, supporting more diverse employee work styles.
Employees who meet specific conditions, such as those related to the content of their work, or employees who
have given birth, are parenting, or who provide nursing care, can work remotely up to three times a week,
without coming to the office, after implementing information leakage countermeasures and other measures. We
plan to further promote this telework system with the aims of becoming an even more attractive company withflexible work styles that are not fixated on specific locations or times and contributing to our BCP.

Yokohama Good Balance Award
Yokohama City, Kanagawa Prefecture, recognizes small and medium-sized establishments in Yokohama that
actively promote the creation of a workplace environment in which everyone can work comfortably in order topromote the advancement of women and work‒life balance in its “Yokohama Good Balance Award.”
Leben Home Build (renamed from Nikko Takara Corporation in April 2022) has been continuously certified
since fiscal year 2017, and in fiscal year 2021 it was awarded the “Three Times Continuous Award” forcompanies that continuously work to improve their workplaces.

52

Promotion of 5S Activities
Takara Leben has long held twice-monthly “cleaning times” to clean and organize offices in an effort to create
environments where employees can work comfortably.
In December 2020, in conjunction with periodic internal patrols to check for problem areas from theperspectives of safety, health, and the 5Ss,* we held a 5S Promotion Week to raise employee awarenessregarding the 5Ss at Head Office. As a result of this initiative, we made improvements to conditions such as
information about Covid-19 countermeasures being difficult to understand and placement of unnecessary items
that obstruct pathways.
* The 5Ss refers to seiri (sort), seiton (set in order), seiso (shine), seiketsu (standardize), and shitsuke (sustain).

Support for Diverse Work Styles
In light of the “Workplace Reform-Related Legislation” which has been sequentially enforced from April 2019,
we are working to “correct long working hours,” “realize diverse and flexible work styles,” and “ensure fairtreatment regardless of employment status.”
With regard to long working hours, we are promoting the creation of workplaces where employees do not work
long hours by, for example, strictly enforcing “overtime work of 45 hours or less per month in principle and 60
hours or less only six times a year” and considering visualization of actual working conditions to reflect theminto personnel evaluations. Employees who work long hours are given “interview guidance by a doctor” and“monitoring of working hours,” and information is shared with the Health Committee and industrial physicians
to prevent health hazards and occupational accidents.
Regarding the use of paid leave that leads to a flexible work style suited to each employee, we strongly
encourage employees to take the annual paid leave granted to each of them, subject to compliance with the“five-day paid leave obligation.”With regard to “equal pay for equal work,” which came into effect in April 2020, we are “improving thetreatment of contract employees” and “considering the abolition of contract employees” with the aim ofcreating a workplace that is rewarding for all employees.

53

Together with Our Employees

Health Management
Eﬀorts to Reduce Working Hours
Takara Leben promotes a “time-conscious and efficient work style” with the aim of improving employee health,and in fiscal year 2021, we introduced an “application system for extended PC use” linked to the turning on andoff of PCs. The system is expected to reduce overtime hours because if an employee continues to use a PC
without requesting extended PC use (overtime work) from the manager, a warning will appear on the screen and
the PC will be shut down. On the other hand, it is expected that managers will be able to visualize the details of
their subordinatesʼ overtime work, thereby increasing their awareness of the need to manage the organization
in a well-balanced manner.
The Takara Leben Group companies are also working to create a workplace environment in which employees
can work in a relaxed and healthy manner. Leben Trust Co., Ltd., whose main business is real estate operationand management (property management), is looking to resolve issues identified based on the results of
employee attitude survey regarding work‒life balance. To this end, we are “promoting no-overtime days twice amonth in each section,” “encouraging staggered work hours and paid holidays,” “promoting telework,”“replacing personnel as needed,” and “promoting the introduction of DX.”

Mental Health
Takara Leben conducts stress checks (once a year) to encourage employees to become aware of their own stress, leading
to early detection of and response to mental health problems. Employees who have undergone stress checks are provided,
according to the results, with learning content that can be used to improve their mental health situation and self-care.
Furthermore, we support mental health care for employees and their families through the establishment of a consultation
center outside the company where employees can receive advice from professionals (clinical psychologists, mental healthworkers, and industrial counselors) according to their wishes.

どんなお悩みも

秘密は厳守します

自分にあった相談方法

医療・公的機関も紹介可能

ご自身のことも周りの方のことでもお気軽にご相談ください

匿名でのご相談も可能です。
安心してご相談ください

対面のほか、電話、
WEB 面談、メールなどでも相談可能です

提携の医療機関やより適した相談機関のご紹介も承ります54

Together with Our Employees

Various Training Systems
Takara Leben conducts a variety of training courses to develop our employees and improve our overall strength
as an organization.

Basic Policy on Education and Training
In addition to development based on our corporate vision, nurture human resources who can express pride
to stakeholders as members of society.
Implement programs that enable each employee to feel a sense of personal growth and design theircareer.
Enhance the organization and work management skills necessary for each job rank, including leadershipand developmental capabilities and organizational management capabilities, linked with the personnel
evaluation systems.
Support the acquisition of specialized knowledge, skills, and the other business skills necessary for the
execution of business.

Entry-Level Employee Training
New employees undergo periodic training for three years after joining the Company to foster awareness as
members of society, members of an organization, and employees as well as self-awareness of their own workduties and responsibilities within the Company and to acquire the skills required to produce results as
professionals. In accordance with the New Employee Three-Year Educational Program, new employees undergo
training in their first, second, and third years of employment to clarify their roles, targets, objectives, and so on
and to foster employees who can exercise initiative.

Support for Acquisition of Real Estate Transaction Agent Qualiﬁcations
Takara Leben encourages employees to obtain registered real estate transaction agent qualifications (“Takken”)
by making the submission of an educational plan mandatory, purchasing educational materials, and conducting
practice tests.

55

Expansion of Educational and Training Programs
Takara Leben works to reinforce its educational and training programs with the aims of promoting the growth ofeach employee and enhancing overall organizational strength. In fiscal year 2021, we systematically
implemented programs over the course of the year to enable employees to acquire the knowledge and skills
that they need, including rank-based training, such as new employee training for all new employees andtraining for selected personnel.

Training Structure Chart
Grade

Definition•Logical thinking abilities•Followership•Performing one’s work duties under
the detailed direction of supervisors
G1 •Acquiring
business experience•Business stances•Business etiquette•Fundamental practical skills•Listening ability•Identifying problems•Setting and managing targets

the general direction of supervisorsand problem-solving

and knowledge

Individual

e-learning

G2 •Business execution, improvement,On-the-job training•Performing one’s work duties under•Leadership•Problem-solving

Practical knowledge training

improvement, and problem-solving

Other

Housebuilder qualification acquisition support•Directing and guiding subordinates

G3 •Central roles in business execution,•Fundamental management skills

Improving operations•Effective organizational operation•Developing subordinates

Feedback interview on evaluation of results and Conduct

Team

Compliance and Harassment

management in one’s organization

Vision, Mission and Promise•Strategy implementation andM1 •Achieving section targets•Organizational management

Selectivee

Improving organizations

Organization

360-degree evaluation•Management strategies•Business development•Strategy implementation andmanagement in one’s organization
M2 •Achieving department targets•Effective organizational operation•Section manager development

WorkplaceRank-based•Management strategies•Company operation

Company

Evaluator training•Strategy implementation andmanagement in one’s organization
M3 •Achieving group targets
Effective
organizational operation••Department manager development

Company-wide
education

Evaluation

Officers•Management strategy formulationand decision-making•Corporate management

Scope

Job Rotation
We are revitalizing our job rotation system, in which employees regularly change workplaces and duties. By
having young employees experience job moves across division and department lines, we are promoting greater
overall understanding of the company, the pursuit of employeesʼ full potential, and adaptability to different
working environments. We are also supporting cross-departmental reassignments when requested by mid-level
employees. This not only further supports their individual spirit of challenge, but also helps cultivate
generalists with broad-ranging knowledge and skills, deepening bonds between departments and enhancing thepower of the organization as a whole.

56

Together with Our Employees

Strengthening Communication with Employees
We take measures to address the opinions of employees with the aim of creating even better work
environments.

Personnel Interviews with All Employees
In order to improve labor and workplace environments and create a company where employees want to work fortheir entire careers, Takara Leben conducts personnel interviews with all employees. The aims are to gather
information on how to reduce overtime work, investigate improvement measures by gaining an understanding of
employee career plans, and build relationships that encourage employees to discuss issues.

Expansion of Takara Note
Takara Leben operates Takara Note, an in-house website, shares information, and works to invigorate
communications to maximize Takara Leben Group synergies. The Group Plaza section of Takara Note uses abulletin board function, photo album function, and question and answer function to obtain the latest
information from each company and support higher work efficiency. In fiscal year 2021, we released a page todisseminate the progress of the 50th anniversary project and developed a website that can be accessed fromoutside the company. In addition, with the aim of making the website more conducive to group management, weare regularly distributing video clips of the real voices of our management team as “Top Voice.”

57

Exciting Family Day
Takara Leben holds various events for the families of employees to express our gratitude for the support they
offer our employees every day and to provide them with a better understanding of the company. The “Exciting
Family Day” event held in our head office in August 2019 was attended by 84 people from 24 families. At thisfun summer event, they enjoyed a program including festival stalls, a picture frame-building workshop,
business card exchanges, and more.

Shimanto River Swimming Marathon and Matsuyama Ojoka Relay
Marathon 2019
The Takara Leben Group collaborates in regional revitalization and creates opportunities for interaction
between employees by participating in regional sports events. Employees of Takara Leben West Japan took partin the Shimanto River Swimming Marathon, held on July 28, 2019. In this marathon, competitors swim down the
Shimanto River, Japanʼs last clear (undammed) stream, immersing themselves in nature and considering theimportance of nature conservation. In the Matsuyama Ojoka Relay Marathon 2019, held on October 12 and 13,
2019, competitors ran a relay race with colleagues through a circuit in the central part of Ehime PrefectureʼsMatsuyama City. The team of executives and employees ran 42.195 km, the length of a full marathon.

58

Sports Festival
The Takara Leben Group has held a Sports Festival at the Saitama Super Arena since 2018. The event
encourages interaction among employees from different workplaces and Group companies through competitions
such as an obstacle course, relay race, and tug of war.
The second Sports Festival, held on October 24, 2019, included new competitions, such as group rope jumpand dodge ball, as well as non-competitive events including physical fitness tests, a science experiment show
for children, and various other new programs. Many employees and their families enjoyed a fun-filled day.

59

Providing Comfortable Spaces of High Quality

Initiative to Improve Quality Through Obtaining ISO 9001 Certiﬁcation
For the purpose of improving the quality of our comprehensive support to customers in building comfortableliving environments, Leben Community and Leben Home Build have constructed quality management systems inaccordance with ISO 9001, the international standard for quality management systems formulated by theInternational Standards Organization, and obtained this certification.

Details of Leben Communityʼs Initiative
Administrative management
Comprehensive condominium management

Association accounting
Management and repair of buildings and equipment
Management staﬀ operations

Condominium repair work

Repair of condominium common areas

Details of Leben Home Buildʼs initiative
Make clear legal requirements, and validate conformance of processes which must be observed.
Identify risks and opportunities that aﬀect capacity to improve customer satisfaction and address themappropriately.
Promote the implementation of PDCA for stakeholdersʼ requirements.

60

Condominium Management Quality Improvement Measures

Service Quality Management System (SQMS®)
Leben Community ensures quality using our unique service quality management system (SQMS®) to continue
managing our customersʼ important assets over the long term. SQMS® applies ISO 9001, an international
standard for quality management systems, to condominium management. It sees condominium management as
consisting of four support services (site management, financial management, asset management, andoperations management) and applies the PDCA cycle to each to continuously improve quality.
Specific actions include providing feedback to the relevant departments on the opinions of condominium
management association members, collected through questionnaires, which leads to improvements in thequality of a wide range of services.

SQMS® Process Chart (Service Quality Management)

Management andplanning design basedon customer needs
Management outsourcing
agreements

Plan

Do

Quality plan proposal

Service provision activities

Quality standards

Provision of services inaccordance with quality
standards

Service quality plan design(quality plan) based the
management plan

Condominium
management
outsourcing services

SQMS®
Cycle
Act

Check

Improvement Activities

Collection, analysis &evaluation activities● Continuous improvement

Collection● Corrective action● Preventive action

Analysis
Evaluation

61

Quality Philosophy and Policy
Quality philosophy
We hereby declare and state our quality management philosophy to be “Creating a safe andcomfortable living environment” in the spirit of “walk the talk.”
We will adopt the quality management system advocated by ISO9001 and pursue customer satisfaction
and social contribution in our condominium management business under the motto of “speed,
dependability, and sincerity” for all our employees.

Quality policy
We have established the following quality policy so that we can continue to provide “speed,
dependability, and sincerity” services to our customers:
1. We will pursue our own existence value to become an indispensable presence for our customers.
2. We will provide high-quality and reliable services based on our quality standards.
3. We will continuously pursue quality improvement for perennial customer satisfaction.
4. We will clarify objectives and targets, and embody the spirit of “walk the talk.”
5. We will comply with all applicable laws, regulations, norms, rules, etc. and aim to be a corporate citizen trusted bysociety.

Management StructureManagement Policy Maker

Internal Audit Manager

Quality Management Officer

Financial
Management
Underwriting
Operation

UnderwritingOperation
Contract Management
Operations Management

Site
Management

Financial
Management
Division

Site
Management
Division

Consignment
Promotion
Sales
Division

Headquarters
Operations
Management
Division
Business
Management
SectionQuality
Management
Officer(Deputy)

Quality
Management
Officer(Deputy)

Quality
Management
Officer(Deputy)

Quality
Management
Officer(Deputy)

Underwriting
Operation
Contract Management
Asset Management(BM consignment
management)

AssetManagement(Various
inspections)

Asset
Management(Supervision ofmaintenance
work)

Asset
Purchasing
Management
Operation(Supervision ofmaintenance Subcontracting
Management
work design)

AssetManagement
Division
Asset
Management
SectionConstruction
Management
Division
Construction
Management
SectionFacility
Construction
Section

Maintenance
Planning
Division
Maintenance
Planning
SectionPurchasing and General Affairs
Subcontracting
andManagement Administration
Division
Division

Quality
Management
Officer(Deputy)

Quality
Management
Officer(Deputy)

Quality
Management
Officer(Deputy)

Quality
Management
Officer(Deputy)

Yokohama
Branch Office
Operations
Management
Division
Business
Management
SectionOmiya
Branch Office
Operations
Management
Division
Business
Management
Section

SQMS Master

Building
Management
Division
BM Section

Quality
Management
Officer(Deputy)

Quality
Management
Officer(Deputy)

Quality
Management
Officer(Deputy)

Quality
Management
Officer(Deputy)62

In-house
Facility
Management
Recruitment

Quality
Management
Officer(Deputy)Quality-Related Education and Training
Leben Community works to develop human resources who understand and practice SQMS® . It conducts
training on the core concepts of SQMS® to ensure that young employees understand its fundamental
approaches and characteristics. To develop SQMS® both internally and externally, Leben Community also
certifies as SQMS® Masters employees who have extensive practical experience and are well versed in SQMS®
concepts, quality standards, process management, and more and grants them SQMS® badges. The SQMS®
Master program was launched in fiscal year 2018, and 13 employees have been certified to date.

Front Man Training
Front men require extensive knowledge as professionals that support the operation of management
associations. In order to improve the quality of service they provide, we regularly administer training to all front
men. The goal is to provide front men with the skills they require to carry out their duties, through training suchas debt recovery operation training led by an attorney, SQMS®-based operation mentality training, and building
and equipment training.

63

Condominium Management Staﬀ Training
Condominium management staff are responsible for reception, inspections, cleaning, consultation, and otherduties. To maintain comfortable condominium living environments, they must not only be able to execute theirduties appropriately, but also to do so with a smile on their face, speak politely, and take care of their personal
appearance. By providing them with feedback from residents about their day-to-day job performance,
conducting regular management staff training, and periodically testing their understanding of training content,
we work to thoroughly improve the quality of service they provide.
In fiscal year 2021, given the spread of Covid-19, training sessions were held in small groups in regional
cities, although face-to-face education, which is difficult to convey through written communication alone, wasresumed, albeit gradually.

Information Shared on Near-miss Incidents
One measure we employ to maintain and enhance service quality is sharing information on near-miss incidents
relating to condominium management. We use the Management Staff News, which is distributed periodically, toinform all staff members about incidents that almost led to quality-related accidents.
In addition, during company-wide service quality training, we present information on incidents which did notcomply with standards occurring in the previous fiscal year and details of the responses, and this has been
useful in reducing quality-related incidents. In fiscal year 2021, we worked to protect our customersʼ
information through focused information dissemination regarding the handling of personal and confidential
information.

64

Pursuit of Safety and Peace of Mind

Thorough Process Inspections
To provide housing where people can live for a long time with peace of mind, the Takara Leben Group conducts
stringent checks at the construction stage. We put great effort into ensuring thorough quality management,with our staff regularly visiting construction sites to inspect building structures and conduct checks within theconstruction process of hidden areas, foundations, and finishing.

(Image)Obtaining Housing Performance Evaluation Reports
Takara Leben obtains housing performance evaluation reports from third parties designated by the Minister ofLand, Infrastructure, Transport, and Tourism to provide customers with greater peace of mind regarding theirresidences. To obtain these reports, we acquire performance evaluations at each stage of design on topics
including earthquake- and fire-resistance, degradation resistance, energy consumption, and ease ofmaintenance. Five or more on-site inspections are carried out during construction, and a rigorous performance
evaluation must be passed at the time of completion.

Housing construction
performance evaluation(to be acquired uponcompletion)
Housing construction
performance evaluation report(to be acquired for all units)

Acquisition of housing
performance evaluation report

Issuing of housing construction
performance evaluation report

Inspection
completion certificate(5) Upon completion
construction work

(4) Upon completion ofroofing work

(2) Upon completion of
second floor rebar work

(3) Upon completion ofwork performed immediately
before installation of interior
foundations

Five or more on-site inspections are performed.
(The number of inspections varies
depending on the number of floors.)(1) Upon completion offoundation rebar work
(before pouring concrete)

Design performance
evaluation report(acquired for all units)

Determination of
inspection personnel

Creation of construction
evaluation application(Copy of verification completion
certificate attached)

Application for housing
construction performance
evaluation

Issuing of housing design
performance evaluation report

Conclusion of agreement
regarding contracting of design
performance evaluation report
reception, etc.

Application diagram
screening

Application for housing design
performance evaluation

Designated housing performance
evaluation organization

Creation ofdesignevaluation
application

Structural Stability

Degradation Reduction

Maintenance, Management,
and Renovation

Thermal Environment /Energy Consumption

Evaluation of the building’s resistanceto earthquakes, wind, snow
accumulation on the roof, etc.

Evaluation of measures used to
improve durability, maintaining initialstrength for as long as possible.

Evaluation of the ease with which
maintenance can be performed forplumbing, gas pipes, hot water pipes(inspection, cleaning, repair, etc.).

Evaluation of degree of energy saving
contributions produced by materials
and construction methods used to
improve insulation performance.

Maintenance and management
measure grade (dedicated pipework)
Maintenance and management
measure grade (common pipework)
Renovation measures (common
drainage pipes)

Insulation performance grade
Primary energy consumption grade

Seismic grade (prevention of building
structure collapse, etc.)
Other (prevention of building
structure collapse or damage in theevent of an earthquake)
Subsoil or pile load tolerance andinstallation method
Foundation structure method andform, etc.

Degradation measure grade(building structure, etc.)65Earthquake- and Fire-Resistant Structures
Robust Earthquake-Resistant Structures
In the construction of condominiums, we improve earthquake resistance by adopting the most appropriate
construction method for the characteristics of the subsoil and its capacity to support the foundation. This
includes the use of pile foundations, where strong piles are directly driven into the ground to the supporting
layer, spread footing foundations, which provide support directly using firm subsoil, and seismic isolators,
which disperse earthquake energy and dampen extreme, long-period building swaying.
In the construction of detached housing, we adopt wood-frame construction, which affords a high degree ofdesign freedom and flexibility when adding to or renovating a structure in the future, together with a panel
construction method that offers high durability and safety as well as good earthquake and fire resistance. We
also employ as a standard feature a mat foundation method whereby a steel-reinforced concrete slab is laid
underneath the entire wood floor to support the building, establishing a strong foundation using a highearthquake-resistance and high-durability construction method.

Exceptional Fire-Resistant Structures and Soundprooﬁng Performance
We use highly fireproof materials when constructing condominiums. Fire-resistant and soundproofing
performance standards are stipulated by law, and the thickness of the concrete walls between our condominium
units, which require a high level of fire resistance and soundproofing, is approximately 180 mm. Furthermore,
fire-resistant and soundproofing construction is used for the piping within pipe spaces facing residentsʼ rooms.

Accident Prevention Measures
The Takara Leben Group is working to prevent occupational accidents at workplaces and construction sites.

Health and Safety Patrols
Leben Home Build, which is responsible for building construction, performs health and safety patrols at eachconstruction site at least once each month to create safer worksites. In addition to confirming theimplementation of health and safety management, such as monthly and daily inspections and the assignment ofcertified personnel, they aim to foster a greater focus on safety through the use of safety briefings and the like.
Top management also conducts joint special patrols with partners once a quarter. In July 2021, in conjunction
with National Safety Week,* we visited four actual construction sites with representatives from eight partnercompanies to check working conditions from the perspectives of daily management, on-site maintenance,
accident prevention, fall prevention, and machine accident prevention and to encourage the implementation of
measures.
* National Safety Week
An initiative of the Ministry of Health, Labor, and Welfare and the Japan Industrial Safety and Health Associati on to promote
voluntary industrial accident prevention activities, raise safety awareness, and establish safety activities in the industrial
sector.

66

Safety Conferences
During National Safety Week, a Ministry of Health, Labor, and Welfare initiative which aims to promote
voluntary prevention of occupational accidents in the industrial world, Leben Home Build fosters morewidespread safety awareness and firmly establishes safety activities. The offices and worksites work closely
together and enhance the companyʼs health and safety management activities, such as its measures to preventthe three main types of accidents (toppling and falling accidents, crane and other construction machinery
accidents, and collapse accidents). Before National Safety Week, the companyʼs executives, employees, andpartners gather for a Safety Conference that promotes greater health and safety management. The Safety
Conference was not held in fiscal year 2021 to prevent the spread of Covid-19.

* The ﬁscal 2019 safety conference

Safety Instruction for Subcontractors
Leben Community, which handles repair work on condominiums, works with partner contractors to carry out
work safely and with minimal impact on residentsʼ lives. When a large-scale repair project is approved at acondominium management association meeting, the companyʼs repair planning staff, construction supervisors,and members of a managersʼ committee consisting of key construction workers gather at the site to check andreview in detail the scaffolding, placement of temporary facilities (offices, restrooms, security doors, etc.), andsafety measures before work begins.

67Selection of Optimal Structures and Equipment
We change specifications for each property—not just the interior design such as floors, doors, andkitchen/bathroom, but also the internal structure of buildings, such as double floors, double ceilings, andpiping within pipe spaces—according to the land and customers living there to give the most fitting
combination of structure and equipment.

Introducing the most ﬁtting equipment for each property

Specification
ExamplesConcrete slab
Double ceiling

Supportmaterial

Plasterboard
Drain pipeSoundproofing
sheetInterior
space
Particle board
Flooring
Flooring
material

Water supply anddrainage pipes

Double floor
Concrete slab
Plasterboard

Plasterboard

Piping within pipe spaces

Double floor & double ceiling(Conceptual image)

Crisis Management Structures in Leben Community
Leben Community has established solid crisis management structures to protect the safety and peace of mindof condominium residents.

Safety Management
Remote monitoring systems promptly alert a security company via telephone lines in the event of any
abnormality in condominium facilities. If necessary, security personnel respond immediately. Through its
inspections and staff training, Leben Community has established a system for responding appropriately in theevent of an elevator, firefighting equipment, or other emergency.

68Responses to a Large-Scale Disaster
Following the occurrence of the Great East Japan Earthquake in March 2011, an emergency earthquake
countermeasures headquarters was immediately established, and initial measures were promptly taken. During
disaster recovery construction, we provided support from the perspectives of a management association, led byour commitment to speed, dependability, and sincerity and based on the expertise and skills we have developed
through our equipment and repair experience.

Crisis Responses in Large Buildings
Leben Community implements Covid-19 infection prevention measures at large condominiums in each region
based on its many years of experience.
In fiscal year 2020, at the Park City Mizonokuchi condominium in Kawasaki City, Kanagawa Prefecture, which
has about 1,100 households, Leben Community cooperated with the management association, community
association, and a disaster control center to implement systematic crisis response measures to conduct
comprehensive infection prevention measures and prepare for the occurrence of infections. Specific measures
included morning and afternoon disinfection of items that are frequently touched by residents, such as elevator
buttons, handrails, intercom panels, and doorknobs, and other rigorous infection countermeasures. Leben
Community also urged residents to take preventive measures within their individual residences (such as
ensuring adequate ventilation and limiting going out for non-essential purposes) and to exercise caution whileon the condominium grounds (such as wearing a mask, refraining from speaking while in elevators, andadopting trash disposal methods that reduce the risk of infection).
Leben Community encouraged residents to take appropriate action by providing easy access to informationneeded if they suspected they were infected or became infected. It also produced the Infection Prevention
News, a newsletter compiling information on these infection prevention measures, and distributed it toresidents. In addition to infection countermeasures, the newsletter contained contact information for publicagencies, information about on-site specialized infectious disease clinics and nearby restaurants that provide
takeout and delivery services, warnings about tax refund fraud, and more, providing wide-ranging support forlife during the Covid-19 pandemic.

69

Disaster Response
Disaster Preparedness Drills
Leben Community supports the safety and peace of mind of all condominium resident communities. One
representative example is the disaster preparedness drills we conduct in conjunction with management
associations, especially in large condominiums. It is no easy matter for residents, including senior citizens andchildren, to properly use condominium firefighting equipment in the event of a fire or to rapidly evacuate thecondominium via its evacuation routes. In the disaster preparedness drills, residents experience not only
evacuation from upper-level floors via stairs, but also evacuation via ladder trucks, evacuation by breaking
partition boards on balconies, and initial firefighting using fire extinguishers.
In fiscal year 2021, we made proposals to meet the wishes of the management association, such as
witnessing inspections that could be handled by avoiding the 3Cs under the pandemic We will continue ourefforts to strengthen the community's disaster preparedness through disaster drills suited to the actual
conditions of each condominium.

70

HOTEL THE LEBEN OSAKA “Disaster Prevention Experience Mission Plan”
Since the Great Hanshin-Awaji Earthquake and the Great East Japan Earthquake, awareness of disaster prevention has
continued to increase. At HOTEL THE LEBEN OSAKA (opened in March 2022), the Groupʼs first hotel brand, Takara Leben
is developing the “Disaster Prevention Experience Mission Plan” to provide an opportunity for families to learn about anddiscuss disaster prevention together. The plan provides guests with a simulated experience of a disaster by having themspend a day in an inconvenient guest room with no lighting, use disaster prevention goods, and eat preserved food. In theguest rooms, a booklet entitled “Disaster Prevention Mission 7: Letʼs Make Disaster Prevention Rules for Our Home,” isprovided, and by completing the seven missions, such as “Decide on an evacuation site to meet” and “Think about
disaster prevention goods for the family,” their own disaster prevention rule book is completed, which can then be taken
home and utilized. We plan to actively contribute to local disaster prevention and disaster education for children by
distributing the booklet and inviting students to participate in the “Disaster Prevention Experience Mission Plan” at public
institutions and schools in the neighborhood.

HOTEL THE LEBEN OSAKA

Moriya Disaster Preparedness Event
The Takara Leben Group collaborates with condominium residents and members of the community in promoting
activities that heighten the disaster preparedness of community members. In November 2019, we held an
Escape Attraction® disaster preparedness event for the residents of LEBEN MORIYA THE BRIDGE and LEBENMORIYA THE SQUARE, as well as the members of the Matsunami Nishi Neighborhood Association in Ibaraki
Prefecture. This program, created as a new type of disaster preparedness training at the third UN World
Conference on Disaster Risk Reduction in March 2015, differs from conventional evacuation drills. A large
screen is used to create an immersive simulated disaster experience for participants, who collaborate tocomplete an evacuation preparation mission and an evacuation mission, seeking to reach the safety gate by thetime limit (escaping the disaster safely). On the day of the event, 120 participants enjoyed learning about
disaster preparedness and the importance of working with each other.

71

Pursuit of Habitability“LEBEN KEMIGAWAHAMA GRANVARDI” Project
Located approximately 160 meters from Kemigawahama Station of the JR Keiyo Line, LEBEN KEMIGAWAHAMAGRANVARDI (Chiba Prefecture) is a large-scale residential complex with a total of 288 units, reminiscent of alarge passenger ship docking in harbor at the station.
A major theme in large-scale condominium development is the design of common areas. The condominium
has 10 different types of common spaces (gym, kidsʼ room, laundry room, party room, etc.) for all ages to enjoy,
not too large but just the right scale, and designed with future variability in mind. A wide variety of unit plans
is available for a wide range of generations, including working families, families raising children, and seniors.

72

Condominiums That Provide Clean Air and Spaces
Takara Leben continues to propose residences with new value tailored to new living environments. As peopleʼsawareness concerning their health and the prevention of infections rises and calls are made for cleaner
residences, we are developing new built-for-sale condominiums that offer “clean air and spaces.”
To control household odors that may bother residents, the ceiling of each unit is equipped with an air-e nanoe
generator (made by Panasonic Corporation), which generates deodorizing ionic particles to break down thesources of odors, as a standard feature. In addition, various antibacterial and antivirus innovations have been
incorporated into the interior finish materials used in the spaces where residents live. The walls and ceilings of
all units use materials with antivirus coatings that have virus-reducing effects. The surface of the clothmaterial applied to walls and ceilings is coated with antibacterial agents, which has the effect of reducing
bacteria that adhere to those surfaces. Moreover, flooring materials curtail the growth of bacteria with 101
REPREA® (made by Toppan Inc.), and decorative flooring sheets have been certified for antibacterial processing
by the Society of International Sustaining Growth for Antimicrobial Articles (SIAA). Antibacterial and antivirus
coatings certified by SIAA have been applied to fixtures in all units.
As condominiums offering “clean air and space,” we supplied “LEBEN KITATODA ATOMOS,” “LEBENKITATODA LUMINOUS,” and “LEBEN KITATODA SOLID” in the Kita Toda Station area of Saitama Prefecture.

Takara Leben s Consideration for Future Housing
Antibacterial and antivirus
speciﬁcations for peace of mind

Antibacterial and antivirus wallpaper
in all units

SIAA certiﬁed. Oleﬁn decorative sheetswith antibacterial and antivirus
speciﬁcations are used for ﬁxtures.

Antivirus products are selected for
wallpaper. These products demonstrate
excellent defects against viruses, protecting
peace of mind in clean residences.

Antibacterial and antivirus ﬁxtures

Outstanding
antibacterial
properties maintaincleanliness

Antibacterial and antivirus
ﬁxture sheets are used on doors
and other room ﬁxtures that arecontacted many times every
day, supporting the health of families.

A coatingon the wallpaper
surface inactivates
viruses

Virus

Antibacterial ﬂooring sheets
Antivirus coating layer

SIAA The Society of International Sustaining
Growth for Antimicrobial Articles (SIAA) is anorganization of manufacturers of antibacterial andanti-mold agents and antibacterial and anti-moldprocessed products and antimicrobial testing
institutions; it encourages the proper and reassuring
use of antibacterial and anti-mold processed products.
Such processing reduces the number of certain virus
particles on products.
* Antivirus processing is not intended to treat or
prevent any disease.
* Compliant with SIAA safety standards.

Vinyl chloride resin layer

Lining paper

Decorative sheets with
antibacterial speciﬁcations
are used for residence ﬂoors,
providing peace of mind tofamilies with babies.

Contact with wallpaper surface
Modiﬁcation of proteinsin the virus surface layer

Inactivation

Air-e nanoe generators embedded in ceilings
The standard for the new normal. Residencesthat focus on air and health.

73

LUIC Project, a Proprietary Water System
The LUIC Project is a water system, created by the Takara Leben Group, which makes purified water available
for use in all aspects of living. Since the system was launched in 2008, it has been used in all series of our own
branded condominiums, changing the lives of many residents by changing water, a fundamental necessity forlife. The LUIC Project is constantly adopting new technologies and evolving.
Currently, the LUIC Project consists of Takara No Mizu, which provides purified water from taps; Takara No
Mirabath Vision, a bath system that provides the cleaning and warming effects of ultra-fine air bubbles simply
by soaking in the bathtub; and Takara No Mirable Shower, which provides water with ultrafine bubbles to keep
usersʼ skin and hair in excellent condition. Takara No Mirabath Vision is available with functions such as a
circulating bath and spot care, and a new Micro Iony function that removes grime from the bathtub using
activated oxygen atoms has been added.

Takara No Mizu
(Takara Water)

Takara No
Mirabath Vision*

Takara No
Mirable Shower* Formerly known as Takara No Microbubble Tornado O2

Cleaning power
Hair
Sebum
Seb
um
impurities
impurities

Hot bath

Microbubbles
MicrobubblesMicrobubbles
wash away dirt
from inside pores

Normal hot water

Hot water
with microbubbles
Representation

Representation

Microbubbles generated
by low-temperatureplasma are used
to break down, sterilize,
and deodorize dirt
and grime in the bathtub* Do not use while in the bath.

The circulation bathuses special nozzles tocreate a pleasantconvection water
current that flows
throughout the bath.

Beforeexperiment

After 15 min.

Representation* In this decoloration experiment, approximately 250 ml was

sampled from an aqueous solution consisting of roughly
1,000 ml of mineral water and roughly 0.2 g of methylene
blue, and microbubbles were generated using Micro Iony for
approximately 15 minutes.

Spot care allows
tornado jets created by
special hose nozzles tobe applied to specificpinpoint areas.

Representation

Representation

Representation* Oxygen ceramics are sold separately.
* Eﬀects and beneﬁts vary among individuals.

LUIC Project74

Environmental Initiatives

Environmental Policy

Takara Leben Group environmental policy
The Takara Leben Group is committed to the corporate vision of "THINK HAPPINESS AND MAKE THE
HAPPINESS,” to contribute to the creation of cities where all people can live with peace of mind. We
think more about tomorrowʼs happiness than anyone else and propose the creation of a sustainable
environment that is friendly to the Earth.
1. Providing environmentally friendly buildings and spaces
We will strive to improve environmental performance, reduce environmental impact, and actively incorporate
environmentally friendly technologies and ideas into our products and services to help address global warming andcreate a recycling-oriented city.
2. Addressing climate change
We will contribute to reducing greenhouse gas emissions and mitigating climate change issues through the eﬃcientuse of energy, the development and operation of renewable energy generation facilities, and the utilization ofrenewable energy.
3. Maintenance and conservation of biodiversity
In all of our business activities, we will strive to reduce the impact on, and conserve, biodiversity by taking into
consideration the risks that may aﬀect the surrounding ecosystems and biodiversity, conducting appropriate risk
management, and giving due consideration to environmental conservation in accordance with the natural and social
conditions of the region.
4. Promotion of resource recycling
We will work to conserve the water environment and reduce waste, and, through the promotion of the 3Rs (reduce,reuse, recycle), we will strive to reduce our environmental impact and contribute to the formation of a recyclingoriented society.
5. Compliance with environmental laws and regulations and environmental education
We will comply with environmental laws, regulations, and other relevant laws and regulations, and we will raise theenvironmental awareness of our employees through education and awareness activities on the environment.
6. Establishment of environmental management
We will promote appropriate environmental management by setting and periodically reviewing environmental targets.

75

Climate Change Initiatives
Takara Leben's perception of climate-related issues
We recognize the resilience of our business to climate change and climate-related challenges as follows:
The progression of climate change is a scientific fact, as demonstrated by the Paris Agreement, the IPCC
Special Report, and the IPCC Sixth Assessment Report. We recognize that the progression of climate change
will cause dramatic changes in the natural environment and social structure and that it is a challenge that will
have a significant impact on our management and overall business.
As a result of ongoing climate change, weather and climate disasters, such as more intense typhoons andtorrential rains and more frequent heat waves and droughts, are expected to occur and expand, alongside a
progressive rise in global sea levels, which may have a significant impact on our business.
As part of a worldwide effort to mitigate climate change, we anticipate a shift toward decarbonization of thesocial economy, including the establishment of frameworks to reduce greenhouse gas emissions and stricter
emission regulations, and these changes could have a significant impact on our business.
Recognizing that climate change is a systemic risk in finance, many stakeholders, including investors, aredemanding disclosure of information on climate-related risks and opportunities. In particular, we recognize that
improving transparency through the promotion of climate-related risk disclosure, in line with therecommendations of the Task Force on Climate-related Financial Disclosure (TCFD), is a critical issue for ourcompany.
Identifying, assessing, and managing the risks and opportunities posed by climate change and enhancing theresilience of our business is essential to ensure our sustainable and stable earnings over the long term.

Governance
The following governance structure has been established to address climate-related risks and opportunities.
The Chief Executive Officer for climate-related issues is the Representative Director, and the Executive Officer
is the Director in charge of sustainability.
The Chief Operating Officer reports regularly to the Chief Executive Officer on matters related to climatechange response, including identification and assessment of climate change impacts, management of risks andopportunities, progress of adaptation and mitigation efforts, and establishment of indicators and targets, at the
Sustainability Committee meetings. After deliberation and consideration of each agenda item by the attendeesof the Sustainability Committee, decisions are made by the Chief Executive Officer.

Strategies
We establish a process for identifying, evaluating, and managing the impact of climate-related risks andopportunities on our business activities, strategies, and financial plans and operate it appropriately.
In identifying and assessing climate-related risks and opportunities, we aim to do so systematically andobjectively, utilizing scientific and academic knowledge.

Managing risks and opportunities
By managing identified climate-related risks/opportunities and promoting resilience initiatives, we aim to
reduce business risks and realize value creation opportunities to ensure sustainable and stable earnings overthe long term.

Indicators and targets
We establish indicators and targets for managing climate-related risks and opportunities that are consistent
with our operational strategy and overall risk management.
The Company agrees with the TCFD recommendations and disclose climate-related information in line with therequirements of the guidelines.

76

Repeal and revision
The Sustainability Committee approves this policy and any amendments or revisions to its content.
At least once a year, the Sustainability Committee reviews the content of this policy to ensure that it isappropriate for our approach to climate-related issues.

Environmental Data
The Group's Scope 1 and Scope 2 greenhouse gas (CO₂) emissions and energy consumption are shown below:

Greenhouse gas (CO₂) emissions
Category

Unit: t-CO₂

FY2020

FY2021

Remarks

Scope1

374

378

Scope2

1,585

1,646

Total

1,959

2,023

Combustion of city gas, LPgas, kerosene, gasoline
Use of electricity and coldwater

* The scope of environmental data calculation covers the Takara Leben Group (11 consolidated companies).
* The period covered is FY2020 and FY2021 (April 1, 2020 to March 31, 2022).

* The ﬁgures for FY2021 are provisional and subject to change.
* The Group excludes greenhouse gases other than CO₂ (chloroﬂuorocarbons, etc.) because of their extremely small amounts, and it
only calculates and reports CO₂ emissions.

Energy consumption

Unit: kL of crude oil equivalent
FY2020

FY2021

Electricity

915.2

985.9

City gas

3.2

0.5

LP gas0.0

0.4

Gasoline

140.8

144.4

Kerosene

0.7

0.3

Cold water

1.2

0.4

1,061.1

1,131.9

Total* The scope and period covered by the energy data are the same as for CO₂.
* The values for FY2021 are provisional and subject to change.
* Crude oil conversion is a measure to compare the size of diﬀerent energy sources, such as electricity and gas.

77Renewable Energy

Energy Business
The Takara Leben Group conducts energy business utilizing renewable energy that contributes to reductions in
the emissions of CO₂, a greenhouse gas. We develop mega-solar power facilities at places such as on idle land
for large-scale solar power generation.
Since entering this business in 2013, we have been involved in developing many mega-solar power facilities
centered on the Kanto area. Total power generation is approximately 310 MW as of the end of March 2022, andwe acquired our first wind power plant, Leben Wind Plant Nagasaki Tsushima Power Generation Facility inNovember 2021.

List of renewable energy generation facilities
TohokuAomori Prefecture●

LS Aomori Hiranai Power Generation Facility

Miyagi Prefecture
LS Miyagi Osato Power Generation Facility● LS Miyagi Sendai A & B Power Generation Facility● LS Miyagi Osato 2 Power Generation Facility● LS Miyagi Ohira Power Generation Facility● LS Miyagi Matsushima Power Generation Facility●

Fukushima Prefecture
LS Fukushima Yamatsur Power Generation Facility
LS Fukushima Kagamiishi 1 and 2 Power
Generation Facility● LS Fukushima Tamura Power Generation Facility●●

Iwate Prefecture
LS Iwate Hirono Power Generation Facility● LS Iwate Hachimantai Power Generation Facility●

Kanto-Koshinetsu
Ibaraki Prefecture
LS Koga Onanuma Power Generation Facility● LS Tone A, B, and C Power Generation Facility● LS Chikusei Power Generation Facility● LS Tsukuba Bouchi Power Generation Facility● LS Miho Power Generation Facility● LS Mito Takada Power Generation Facility● LS Tone Fukawa Power Generation Facility● LS Sakuragawa 3 Power Generation Facility● LS Kamisu Hasaki Power Generation Facility● LS Hokota Power Generation Facility● LS Sakuragawa 2 Power Generation Facility● LS Inashiki Aranuma 1 Power Generation Facility● LS Sakuragawa Nakaizumi Power Generation
Facility● LS Sakuragawa 4 Power Generation Facility● LS Sakuragawa Shimoizumi Power Generation
Facility●

LS Sakuragawa 1 Power Generation Facility
LS Inashiki Aranuma 2 Power Generation Facility● LS Takahagi Power Generation Facility● LS Ibaraki Kasumigaura Power Generation Facility● LS Sakuragawa Makabe Power Generation Facility●●

Tochigi Prefecture
LS Shioya Power Generation Facility● LS Nasu Nakagawa Power Generation Facility● LS Fujioka A Power Generation Facility● LS Fujioka B Power Generation Facility● LS Shioya 2 Power Generation Facility●

Kinki
Wakayama Prefecture●

LS Shirahama Power Generation Facility

Chugoku
Hiroshima Prefecture●

LS Hiroshima Mihara Power Generation Facility

Tottori Prefecture●

LS Tottori Daisen Power Generation Facility

Okayama Prefecture●

LS Okayama Tsuyama Power Generation
Facility

Nagano Prefecture●

LS Nagano Shiojiri Power Generation Facility

Tokyo Metropolitan Area
Saitama Prefecture●

LS Hanno Misugidai Power Generation Facility

Chiba Prefecture
LS Chiba Wakaba-ku Power Generation Facility
LS Sosa Power Generation Facility● LS Chiba Sammu East and West Power Generation
Facility● LS Chiba Narita Power Generation Facility● LS Chiba Katsuura Power Generation Facility
●
●

Chubu
Shizuoka Prefecture●

LS Shizuoka Omaezaki Power Generation
Facility

Kyushu and Okinawa
Nagasaki Prefecture
LS Nagasaki Isahaya Power Generation Facility
LS Nagasaki Sasebo Power Generation Facility● LWP Nagasaki Tsushima Power Generation
Facility●●

Kagoshima Prefecture
LS Kirishima Kokubu Power Generation
Facility● LS Kagoshima Kanoya Power Generation
Facility● LS Kirishima Kokubu 2 Power Generation
Facility● LS Kagoshima Tanegashima Power
Generation Facility●

Miyazaki Prefecture●

Aichi Prefecture●

LS Aichi Toyohashi Power Generation Facility

Okinawa Prefecture

Mie Prefecture●

LS Miyazaki Miyakonojo Power Generation
Facility

LS Mie Yokkaichi Power Generation Facility●

LS Miyakojima Gusukube Power
Generation Facility
etc.

Total power generation:
Approx.

310MW
wholesale* Including
portion78

Biomass Power Generation
In 2021, Takara Leben entered the biomass power generation business for the first time in the companyʼshistory. The Fuji Asagiri Biomass Power Plant (Fujinomiya City, Shizuoka Prefecture), which is currently in trial
operation to start selling electricity in FY2022, generates biomass power using cattle manure collected frommembers of the Fuji Kaitaku Agricultural Cooperative Association. The power plant generates electricity byburning biogas generated from the fermentation process of cattle manure, which emits less CO₂ than the direct
combustion of wood waste and combustible waste. The liquid fertilizer produced with the biogas will bemarketed as Fuji Asagiri Biomass Liquid Fertilizer.
This project is the second renewable energy power generation project, after the solar power generation project,and is also an initiative to build a regional recycling-oriented symbiosis zone that supplies clean energy while
effectively utilizing waste materials and solving the problem of disposal of cattle manure.

LS Chiba Sammu East & West Power Plants Sign Speciﬁed Wholesale
Supply Agreement with Minna Denryoku Co.
In September 2021, Takara Leben Infrastructure Fund concluded a specified wholesale supply agreement with
Minna Denryoku Co. (currently UPDATER, Inc.) Minna Denryoku is developing a service that connects electricity
producers and users with renewable energy sources. It aims to promote a decarbonized society and the spreadof renewable energy by supplying electricity produced at the LS Chiba Sammu East & West Power Plants tohouseholds that choose energy with a low environmental impact and to companies that practiceenvironmentally friendly management through Minna Denryoku.

79

Measures to Reduce CO₂ Emissions
Takara Leben Infrastructure Fund seeks to create eco-friendly, sustainable environments by investing in
renewable energy power generation facilities and other projects. Its efforts contribute to reducing CO₂
emissions by approximately 77,328 tons* annually.
* Annual amount of reduction of CO 2 emissions compared to fossil fuel-fired thermal power plants based on the output of power
generation facility panels.

Takara Leben Sustainability Fund
Takara Leben has begun operation of new means of financing with the aim of encouraging measures that contribute to theglobal environment. Leben Funding LLC. was established in January 2021, and in collaboration with Funds, Inc., it
launched the Takara Leben Sustainability Fund #1～3 and conducted crowdfunding to solicit loan investments from a wide
range of investors. The collected funds will be used as working capital for renewable energy projects and Sustainability(CSR) measures.

Individual
investors

Loan fundonline market

80

TakaraLeben

Providing Environmentally Conscious Products & Services

LEBEN NAGANO NAKAGOSHO THE PEERLESS ZEH Condominium
LEBEN NAGANO NAKAGOSHO THE PEERLESS (Nagano Prefecture) is a ZEH condominium* with unprecedented
environmental value offered by Takara Leben, through its initiatives such as peak power usage control using
IoT, energy conservation in private areas through all-electrification and collectively electricity receiving, andCO₂-free electricity supply. This is the first condominium certified as "ZEH-M Oriented," which is a project
presented by the Ministry of the Environment to promote CO₂ reduction in new housing complexes and existinghouses, among Takara Leben properties and in Nagano Prefecture.
* Condominiums developed under the ZEH (net Zero Energy House) scheme that aims to achieve the net zero target of annual primary energy
consumption through energy conservation by improving thermal insulation efficiency and installing highly efficient equipment and systems,
while maintaining comfortable interior environment.

ISO 14001 Certiﬁcation Acquired
At Leben Home Build, we consider proactive initiatives to deal with environmental issues to be an importantmanagement issue. Therefore, we acquired ISO 14001 certification—the international standard forenvironmental management systems—in 2008.
The execution of ISO 14001 at Leben Home Build follows our management manual and is audited annually byan external agency. For FY2021, an on-site audit by an external agency was conducted in May, and we haverenewed our existing certification.

Details of Leben Home Buildʼs initiative
Separate waste at construction sites and encourage
recycling.

Encourage the use of environmentally friendly andcompact vehicles as company vehicles.

Carry out waste separation and reduction at eachbusiness location.

Adopt plans, designs, and proposals for saving energy.

81Social Contribution and Recovery Activities

Tohoku-Miyagi Online Revive Marathon 2021
Takara Leben has been a supporter of the Tohoku-Miyagi Revive Marathon since FY2019 with the aim ofsupporting recovery from the 2011 Great East Japan Earthquake. Since FY 2020, the marathon has been held as
the “Tohoku/Miyagi Online Recovery Marathon,” which can be held even in situations where people cannot
gather due to the spread of the new COVID-19. Participating runners download a GPS training application totheir smartphones, select a course of their choice from Iwate, Miyagi, or Fukushima, and aim to complete thetarget distance within the event period. The total distance run by all runners is donated to reconstruction
support organizations in each affected area. Twenty-three employees from the Takara Leben Group participatedin this event.

Donation to the “Chinju-no Mori Project"
In the Great East Japan Earthquake, deeply rooted trees mitigated the force of the tsunami, and in the Great
Kanto Earthquake and the Great Hanshin Earthquake, disaster prevention forests played an important role instopping large fires. One of the irreplaceable symbols of Japanʼs forests is the “Chinju-no-mori” (Shrine Forest)
that surrounded shrines. Takara Leben Tohoku supports and donates to the “Chinju-no Mori Project,” whichaims to support disaster-prone Japan by creating as many forests as possible modeled after the “Chinju-noMori” forests that nurture animal and plant life, bring minerals to fields, seas, and rivers, and protect
communities and lifestyles.

82

Donation to Meals on Wheels Logistics System
Takara Leben Tohoku donates to Meals on Wheels Logistics System as part of its efforts to contribute to theachievement of the SDGs and the revitalization of the Tohoku area. This activity, promoted by the Japan Food
Support Activities Cooperative Association, aims to create an environment where all people, including children
and the elderly, who gather at children's cafeterias and other places across the country, can obtain meals. We
have established a system to deliver food donated by various organizations and municipalities to approximately
1,800 locations and child support groups via 37 logistics centers (locations/warehouses withfreezing/refrigeration facilities for food, matching coordination of donated food) and 76 hubs (branches wheregroups pick up food).

Issuance of Private Placement Bonds to Support Medical Professionals
In September 2021, Takara Leben Tohoku issued “Private Placement Bonds for Supporting Medical
Professionals” to support medical professionals who are making daily efforts to combat the new COVID-19
infection. The bonds are a product in which a portion of the commission received by The Bank of Akita upon
issuance (0.2% of the issue amount) will be donated to medical institutions working to combat the novel
COVID-19 infection. In November 2021, the Bank made a donation to Meiwakai Nakadori General Hospital(Akita Prefecture).

Donation to Good Neighbors Japan
Good Neighbors Japan is a non-profit organization operating in Japan and abroad with a vision of “a society
where children are full of smiles and everyone can live humanely” and a mission of “working with partners inJapan and abroad to eliminate the causes of poverty and discrimination and the threats posed by disasters andconflict.”
In Japan, as a project to address child poverty, we operate the “Good Gohan” program, which regularly
distributes food to single-parent households. Takara Leben Infrastructure Fund and its asset managementcompany, Takara Asset Management support the activities of Good Neighbors Japan and make donations to theorganization.

Donation to NPO KATARIBA
Takara Leben Infrastructure Fund and its asset management company, Takara Asset Management have donatedto a non-profit organization certified by the Tokyo Metropolitan Government, KATARIBA. This organization
provides educational support to children in Japan who have been deprived of opportunities to study due toreasons such as a disaster or poverty. Donations are used for activities such as creating a place for children to
spend their after-school hours for free and providing study support and meal support.

83

TABLE FOR TWO
Takara Leben continues to donate to TABLE FOR TWO International, a non-profit organization that seeks tosolve the global problem of food inequality. Since November 2018, as part of our diversity promotion efforts, wehave been distributing vegetables cultivated at the Leben Village, a farm that employs those with disabilities,
to anyone within the company who so desires. At the same time, we collect \50 for each bag of vegetables. As
part of the activity costs for FY2021, we donated \5,400 in October 2021 and \13,270 in April 2022.

Japan Children Support Association Joined, Donation Made
Takara Asset Management and Takara Leben Infrastructure Fund, to which Takara Asset Management
outsources asset management operations, has joined and made a donation to the specified non-profit
organization “Japan Children Support Association.” The mission of the association is to permanently solve thecycle of child poverty and violence, and it provides support for foster parents and child raising so that children
can live with peace of mind. Supporting the association is also linked to the SDGs.

Takara Leben Cleanup Activities
The Takara Leben Group aims to be a company that contributes to the development of local communities
through real estate. Each of the companies in the Group engages in social contribution activities.
Takara Leben Tohoku regularly cleans the Aoba-Dori street in front of its head office and the areas aroundcondominium construction sites in order to beautify the areas where people live.
In addition, Takara Leben Nishinihon is registered as a participating company in the “Petit Beautification
Campaign,” a cleanup campaign promoted by Matsuyama City, and is regularly engaged in cleanup activities not
only in Matsuyama but also in Fukuoka to promote the creation of a beautiful city.
Similarly, Leben Home Build also conducts regular cleanups around its offices.

84

Support for Sports and Culture

Nippon TV Tokyo Verdy Beleza
In February 2021, Takara Leben signed a corporate partner agreement with Nippon TV Tokyo Verdi Beleza,
Japanʼs leading women's soccer team, to provide the experience of excitement and joy that sports can bring.
In November, we held “Takara Leben Day,” a crown game in the tenth round of Japanʼs first professional
womenʼs soccer league, WE League, versus Omiya Ardija VENTUS. On the day, we distributed novelties tovisitors, promoted Takara Leben by displaying our logo signboard, and invited elementary school students fromItabashi Ward, Tokyo, where our company was founded, to “Takara Leben Presents Itabashi Ward Soccer Festa”
to enjoy playing soccer on the coveted pitch where professionals play matches.

Ehime SDGs Koshien
In commemoration of its 50th anniversary, the Takara Leben Group is holding an event to raise awareness of
the SDGs among high school students, who are the future. Takara Leben Co., Ltd., Takara Leben West Japan
Co., Ltd., and Leben Community Co. Ltd. have jointly been special sponsors of “Ehime SDGs Koshien - HighSchool Students' SDGs Practice Project” (sponsor: NPO Association for Regional Education Support) since
March 2022. In this project, 12 teams (82 students) of high school students interested in the SDGs learn thebasics of the SDGs, such as poverty issues, climate change, and gender equality, and then decide on a theme
based on local issues and their living environment to make presentations. Participating high school students
will also be part of the jury to evaluate the results of each otherʼs activities and select the grand prix winner.

85

Environmental Photo Contest
Takara Leben participated in the 28th Environmental Photo Contest 2022 (sponsored by President Inc. and supported by
the Ministry of the Environment and the Institute for Environmental Civilization), in which citizens take photos based on atheme set by the company and express their thoughts and commitment to the environment through a joint effort between
the company and citizens. Based on the companyʼs commitment to solving social issues with the keyword “happiness,”many entries were received for the Takara Leben Award, which was solicited under the theme of “Happiness in Water andLife.” After a rigorous screening process, the Excellence Award was presented to “First Hand Push Pump,” an impressive
work showing water pumped from a well and the joyful expressions on the faces of children.

Honorable Mention “Playing with
Water Rather Than Flowers”

Excellence Award “First Hand Push Pump”

Honorable Mention “Vegetable
Washing”

grape Award 2021
The “grape Award,” sponsored by the Nippon Broadcasting System Groupʼs web media “grape,” is a contest that
calls for essays that touch the heart. In 2021, the theme of the contest was “Heartwarming episodes that
happened around me” and “Stories that heal my heart.” Three hundred and seventy-six submissions werereceived from a wide range of ages, from 13 to 85. Takara Leben has been a special sponsor of the “grapeAward” for four consecutive years, presenting the “Takara Leben Award” to a work that is particularly “happy”
and befits our corporate vision of “THINK HAPPINESS AND MAKE THE HAPPINESS.”86

MOMAT Corporate Partnership
The National Museum of Modern Art, Tokyo, a major center for art in Japan, is promoting the MOMAT Corporate
Partnership as a new museum support system in which companies and museums work together as partners.
Takara Leben has been a partner company of the MOMAT Support Circle since July 2021, supporting theactivities of the National Museum of Modern Art, Tokyo (including exhibition organization, research andsurveys, collection and storage of artworks, educational dissemination activities, and museum management
projects), which provide happy moments to the public through artworks of high cultural value. Through thisinitiative, Takara Leben also aims to contribute to the cultivation of culture and provide employees with
opportunities to experience outstanding works of art.

Takara Leben Tohokuʼs Eﬀorts to Preserve Culture
The Takara Leben Group undertakes community development that looks to the future while preserving local
cultural assets. During construction of THE LEBEN SENDAI OTEMACHI, which was developed on the site of aformer Samurai residence near Aoba Castle in Sendai City, Miyagi Prefecture, Takara Leben Tohoku donated theremains of tiles, ceramics, and other artifacts from the Edo and Meiji Periods to municipal authorities. In
addition, the exterior design of the building is based on the Kake Zukuri architectural style favored by Date
Masamune, the first Lord of the Sendai clan, and by retaining the design that captures the historicalbackground of the area, we are working to pass on the history and culture of the region.

87

Revitalizing Local Communities through Sponsorship of ProfessionalSports Teams
As an official sponsor, Takara Leben Tohoku supports three professional sports teams based in Sendai: Vegalta
Sendai in the J-League, the Tohoku Rakuten Golden Eagles in professional baseball, and the Sendai 89ers in
the B-League. Through sponsorship of each team, we are committed to the promotion of local sports andregional revitalization, and we will continue to contribute to the happiness and development of local
communities.

88Third-Party Opinion

Third-Party Opinion
Takara Leben will celebrate its 50th anniversary this year. At the sametime, we will transition to a holding company structure and change ourtrade name to “MIRARTH HOLDINGS, Inc. ” This trade name reflects ourdesire to “evolve into a company that makes the future of people and theEarth happy by contributing to the community in general.” In order toachieve this aspiration, we believe that it is essential to engage insustainability activities through our business.
Five years have passed since Takara Leben first published its corporatesocial responsibility (CSR) Report, and in that time our sustainability
promotion system has steadily evolved. In the Mid-Term Management

Yuuko Miura
Outside Auditor

Plan announced in May 2021, we aim to achieve sustainable growth fromthe perspectives of “Group Synergy,” “Business Portfolio,” “Financial
Base,” “DX,” and “ESG,” with “further expansion of our core condominium

business” as the main focus. In particular, I have high expectations for the “development of humanresources and the creation of a rewarding work environment,” which is one of the key policies of themedium-term management plan.
With regard to sustainability, we have identified four key themes and 15 key issues. These include“Responding to the diversification and globalization of lifestyles” and "Promoting the success of diverse
human resources.” With the increase in the number of working women, many households are now pairmortgaging, where the mortgage is shared by the couple. It is not uncommon that women have the final say
when purchasing a home. In other words, it is essential for Takara Lebenʼs sustainable growth to create
homes that meet the unique perspectives and needs of women. To this end, it is essential that Takara
Lebenʼs female employees play an active role in the company. As a comprehensive real estate developer,
there are many areas in which women can play an active role, such as sales and product planning, that takeadvantage of womenʼs unique perspectives, and we expect to see further development in the future.
We will actively promote the appointment of female employees, aiming to achieve a “30% female
employee ratio” and “ratio of managerial positions among all female employees = ratio of managerial
positions among all employees” status by the end of fiscal year 2030. As specific measures, we haveintroduced a babysitter assistance system, expanded the scope of operation of the telework system, andestablished a PJ team to promote womenʼs activities.
The number of female executives has increased from one five years ago to four as of 2022, and theawareness of our management team is also changing. I feel that Takara Leben is in the process ofdeveloping its promotion of womenʼs activities. In this context, in addition to achieving specific ratios, it isalso necessary to further promote the creation of a “corporate culture” that encourages women to play anactive role. No matter how well the system is set up, it is meaningless unless it is actually put into
practice. It is essential to listen to real opinions of female employees and constantly monitor whether
established systems have become a mere shall or inaccessible to them. We believe it is also important toregularly measure the effectiveness of current measures to see how they contribute to improving thecorporate value of the Takara Leben Group. Setting specific indicators alone is not sufficient; it isnecessary to establish a PDCA cycle that includes accurate assessment of the situation, analysis of thecurrent status, and implementation of improvement measures. We are confident that by steadily continuingthese efforts, we will move closer to becoming a corporate group that is trusted by all of our stakeholders.
All three of Takara Leben's auditors are outside, full-time auditors, and their areas of expertise arediverse. Our ability to check compliance status on a daily basis from a variety of perspectives is a greatstrength. We will continue our efforts to contribute to the sustainable development of the Takara Leben
Group.

89

Editorial Policy

Editorial Policy of Sustainability Site
This site has been designed to provide stakeholders with a deeper understanding of the Takara Leben Groupʼs
responsibilities and initiatives for building a sustainable society and, at the same time, serve as a form ofinternal and external communication.
The Takara Leben Group has formulated four key sustainability themes to be undertaken in the medium to longterm to enhance our sustainability initiatives with the purpose of offering increased, concrete value to society.
Based on these four themes, we are creating new value through our businesses to solve various social issues.
Moving forward, we will continue to work on the transparent and timely disclosure of information. We hope
you can provide us with your opinions and feedback.

Disclaimer
This site was generated based on data as of the end of March 2022. Opinions and forecasts stated in this site
are our assessments at the time this site was generated, and thus their accuracy and completeness are notguaranteed.

Target Period
While the site covers fiscal year 2021 (April 1, 2021 to March 31, 2022), certain information stated in this site
falls outside this time period.

Scope
Eleven companies under the Takara Leben GroupFor Inquiries
Corporate Planning Department, Takara Leben Co., Ltd.
TEKKO BUILDING 16F, 1-8-2 Marunouchi, Chiyoda-ku,
Tokyo, Japan 100-0005+81-3-6551-2130

90