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 intopractice. 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

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