ESG Management & KPI

Long-Term Vision

Becoming a Next-Generation Developer

We live in a time of profound change.
We are experiencing shifting demographics, growing diversity among personal values, ever-accelerating technological development, and more.
Amidst these uncertainties, a broad range of challenges to achieving social sustainability have emerged.

The Tokyo Tatemono Group understands that the role of developers must also change in fundamental ways.
We are committed to using our business to offer better solutions to society’s problems and bring our own growth as an enterprise to a higher level.
By doing so, we aim to be a good company for all our stakeholders.

Overview of ESG Management at Tokyo Tatemono

The Tokyo Tatemono Group pursues an evolved approach to ESG management, proactively implementing sustainability measures throughout its operations. We strive to achieve a balance between solutions to social issues and corporate growth.

ESG management has grown ever-more important in recent years, amid intensifying changes in the business environment. To achieve sustained growth beyond the year 2020 in this environment, the Group has come together under a Long-Term Vision and established a sustainability promotion framework.

Our Long-Term Vision covers the period from our current large-scale redevelopment projects to the year 2030, in which the completion of these projects overlaps with our targets for Sustainable Development Goals (SDGs).

Focus Factors in the External Environment

  • Intensified competition between cities internationally
  • Changes in the financial environment
  • Decrease in population and working-age citizens in Japan
  • Diversification of work styles and lifestyles
  • Intensification of competition to recruit human resources
  • Acceleration of digital technology advances and globalization
  • Rising ESG awareness
  • Greater geopolitical risks and natural disaster risks
Long-Term Vision

Our Approach to the SDGs

The SDGs are international goals targeting 2030 that were adopted at the United Nations Summit. The SDGs comprise 17goals in a wide range of fields based on diverse social issues that affect developing and developed countries. Companies are expected to contribute to achieving the goals. Tokyo Tatemono Group takes this demand from society seriously. As such, we have incorporated the SDGs into our long-term vision and medium-term management plan and are actively implementing sustainability measures throughout the Group. As we operate our business as a developer, we will continue to be guided by the aim of realizing a sustainable society.

ESG Management Promotion Framework

The Tokyo Tatemono Group established the Sustainability Committee, chaired by our president and CEO, to pursue sustainability measures across the entire Group.

The Sustainability Committee, like the Executive Committee and Internal Control Committee, is under the direct control of the president and CEO. The Sustainability secretariat, Sustainability Management Department, advances sustainability measures by working with business units to set ESG targets, monitor progress, and evaluate our achievements.

In January 2021, we established a Company-wide subordinate organization, the Sustainability Promotion Committee with the aim of promoting sustainability measures more effectively. The purpose of the Council is to share decisions made by the Sustainability Committee, discuss in advance themes for consideration, and report on the progress of sustainability promotion.

ESG Management Promotion Framework

Stakeholder Engagement

The Tokyo Tatemono Group’s business activities are supported not only by the customers who use our products and services, but also by many other stakeholders, including local communities, employees, shareholders, investors, and business partners. We believe that building long-term relationships of trust with these stakeholders is essential to our business activities. By incorporating their input in various ways, we are working to create value.

Stance on and Approach to Dialogue with Our Core Stakeholders

Stakeholders Stance on Dialogue Approach to Dialogue
Building tenants, home buyers, users of services
We established various systems to incorporate customer feedback in our business activities. We use these systems to provide valuable products and services that offer safety and peace of mind, while continuously improving customer satisfaction.
  • Customer satisfaction surveys
  • Brillia Owners Hotline (contact for home buyers)
  • Various questionnaires
  • Online inquiry forms, etc.
Local community
Local community around properties, local governments, etc.
We work to increase local value and contribute to the local community through efforts that include community development and various community activities.
  • Dialogue with local residents and government bodies in the planning,development, and management of properties
  • Volunteer activities, including clean-up activities
  • Participation in local events and festivals
  • Support for education and the arts
  • Post-disaster reconstruction support, etc.
Employees We work to create a satisfying workplace in which employees can experience personal growth. We strive to develop people who are trusted and capable of building the future.
  • Various training and reward systems
  • Regular personnel interviews
  • Dialogue with labor unions and co-hosting of events
  • Individual consultation on child-rearing and nursing care support, etc.
Shareholders and investors We aim to build long-term fiduciary relationships with our shareholders and investors and earn appropriate recognition through sincere and fair information disclosure and active communication.
  • IR information on our corporate website
  • General Meeting of Shareholders
  • Seminars for private investors
  • IR meetings (Japan/overseas)
Business partners
Business operators related to planning, development, and property management, and service provision, etc.
We conduct fair and equal business dealings with our partners and strive for close communications to build even better relationships with these partners.
  • Verification of second- and third-tier subcontractors
  • Verification via internal check sheet
  • Regular meetings, etc.

KPIs and Targets


Item Scope KPIs and targets
Reduction in greenhouse gas emissions All operations By 2050, net zero CO2 emissions By 2030, a 40% reduction in CO2 emissions compared to fiscal 2019.
Shift to renewable energy All operations By 2050, ensure that 100% of the electricity consumed in our business activities is from renewable energy sources.
Commercial Properties Business By 2030, ensure that 40% of the electricity consumed by our real estate holdings is from renewable energy sources.
Promotion of development of ZEB and ZEH Commercial Properties Business and Residential Business In principle, develop ZEB and ZEH in all new office buildings, logistics facilities, and condominiums by 2030.
Acquisition of Green Building Certification Commercial Properties Business In principle, acquire green building certification for all newly developed office buildings and logistics facilities by 2030.
Reduction of water consumption Commercial Properties Business Year-on-year water consumption unit load reduction of long-term buildings*.
Promotion of use of recycled water Commercial Properties Business In principle, equip all new office buildings with a total floor area of over 30,000㎡ with gray water treatment facilities by 2030.
Promotion of use of wood materials Commercial Properties Business and Residential Business By 2030, use domestic and certified materials for interiors and furnishings of common areas in all new office buildings and for-sale and for-rent condominiums.
Residential Business By 2030, develop for-sale and for-rent condominiums that use cross laminated timber (CLT) for their core structural parts.
Collaboration and co-creation with customers Commercial Properties Business Communicate with tenants of long-term buildings* about sustainability at least four times a year.
Residential Business Plan and implement sustainability measures through communication with residents of for-sale and for-rent condominiums.

* 36 major office buildings for which Tokyo Tatemono has energy management authority


Item Scope KPIs and targets
Promotion of skills development Tokyo Tatemono Average training time of 15 hours or more of training per employee per year
Career training participation rate: 100% each year
Promotion of health management Tokyo Tatemono Health checkup and reexamination rates: 100% each year
Smoking rate: 12% or less by 2022
Work-life balance Tokyo Tatemono Average annual paid leave utilization rate: 70% or more each year
Ratio of male employees taking parental leave: 30% or more by 2025
Promotion of diversity in our workforce Tokyo Tatemono Ratio of women in management positions: 10% or more by 2030
Employment rate of persons with disabilities: 2.3% or more each year
Respect for human rights Tokyo TatemonoGroup Dissemination of the Human Rights Policy to all Group companies and compliance