Tokyu Fudosan Holdings Group's ESG Management

Tokyu Fudosan Holdings Group's Sustainability

Tokyu Fudosan Holdings Group's ESG Management

Themes of our efforts to create value (Materialities) and KPI target for FY2030

Tokyu Fudosan Holdings Group’s ESG Management

We have established ESG as a significant management issue. Based on our identified social materiality, the Groupʼs long-term vision "GROUP VISION 2030" has been organized into six themes with KPI targets in terms of ESG aspects. We established KPI goals for fiscal 2030 for each of these themes, and we are progressing across the Group with initiatives aimed at achieving these goals, while following the PDCA cycle.

Scope of efforts

Regarding society, environment, and governance, we are working on these initiatives targeting 100% of the Group's business activities.

Themes of our efforts to create value (Materialities) and KPI target for FY2030

As of January 31,2024

* Results for FY2021 can be found in the CSR Report.

Materiality

Create a variety of lifestyles

GOAL 5: GENDER EQUALITY GOAL 8: DECENT WORK AND ECONOMIC GROWTH GOAL 10: REDUCED INEQUALITIES GOAL 12: RESPONSIBLE CONSUMPTION AND PRODUCTION

This table can be scrolled horizontally

KPI	Fiscal 2030 Targets	Fiscal 2025 Targets	Fiscal 2022 results
Customer satisfaction level^*1	90% or more	90% or more	94.3%
Products and services that contribute to the Lifestyles Creation 3.0^*2 (cumulative)	100 cases or more	50 cases or more	35 cases

Create well-being communities and lifestyles.

GOAL 3: GOOD HEALTH AND WELL-BEING GOAL 11: SUSTAINABLE CITIES AND COMMUNITIES

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KPI	Fiscal 2030 Targets	Fiscal 2025 Targets	Fiscal 2022 results
Measures to revitalize communities (cumulative)	100 cases or more	50 cases or more	38 cases
Strengthening of safety and security^*3	100%	100%	100%

Create a sustainable environment.

GOAL 7: AFFORDABLE AND CLEAN ENERGY GOAL 13: CLIMATE ACTION GOAL 15: LIFE ON LAND

This table can be scrolled horizontally

KPI		Fiscal 2030 Targets	Fiscal 2025 Targets	Fiscal 2022 results
RE100: Achieve by 2025^*6		100%	100%	66.3%
Percentage of renewable energy power usage		60% or more^*4	65%^*5	52.9%
CO₂ emissions (compared with FY2019)
	Scope1・2	(46.2)% (SBT certification)	Year 2023(50)%	(50.7)%
	Scope3(category 1・2・11)	(46.2)% (SBT certification)	Qualitative goal : Collaborative efforts with business partners such as construction companies	(9.3)%
Water usage		Reduction compared to the previous year	Reduction compared to the previous year	+18.98%
Waste volume (compared with FY2019)		(11)%	(6)%	(22.5)%
Environment certification acquisition (e.g. CASBEE, DBJ)^*7		100%	70%	48.7%
Sustainable procurement (wood materials for molds)		100%	30%	2.8%
Midori wo Tsunagu Project (Area of Forest Protected)		3,000ha	2,400ha	2,086ha
Environmental efforts through business (cumulative)		100 cases or more	50 cases or more	36 cases

Create value in the digital era.

GOAL 9: INDUSTRY, INNOVATION, AND INFRASTRUCTURE GOAL 17: PARTNERSHIPS FOR THE GOALS

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KPI	Fiscal 2030 Targets	Fiscal 2025 Targets	Fiscal 2022 results
Number of initiatives for digital utilization (cumulative)	100 cases or more	50 cases or more	43 cases
DX investment amount	Doubled when compared to FY2021	1.5 times	2.7 times
IT passport acquisition rate^*6	100%	80%	71.4%

Create an organizational climate under which diverse human capital is enlivened.

GOAL 5: GENDER EQUALITY GOAL 8: DECENT WORK AND ECONOMIC GROWTH GOAL 10: REDUCED INEQUALITIES

This table can be scrolled horizontally

KPI	Fiscal 2030 Targets	Fiscal 2025 Targets	Fiscal 2022 results
Percentage of employees who undergo physical examinations	100%	100%	100%
Percentage of female new graduates hire	50%	42%	40.1%
Ratio of female managers (Ensuring of diversity in the core human capital)	20% or more	9%	7.3%
Ratio of childcare leave taken by male employees	100%	100%	65.2%
Deepening of understanding of "DE & I" (percentage of employees who took an e-learning course)^*9	100%	100%	86.5%
Respect for human rights in the supply chain (implementation of due diligence for forced labor and child labor)	100%	50%	62.8%

Create governance to accelerates growth.

GOAL 16: PEACE, JUSTICE AND STRONG INSTITUTIONS

This table can be scrolled horizontally

KPI	Fiscal 2030 Targets	Fiscal 2025 Targets	Fiscal 2022 results
Engagement with shareholders and investors	300 cases or more	290 cases	284 cases
Improvement of effectiveness of the Board of Directors (third-party evaluation)	100%	100%	100%
Observation of the code of compliant behaviors	100%	100%	98.7%

*1 Tokyu Cosmos Members Club Questionnaire survey
*2 The creation of ideal lifestyles for customers through the fusion of work styles, home styles and play styles.
*3 Support people who have difficulty returning home in the event of a disaster in a large, non-residential building, etc.
*4 The long-term management policy announced in 2021
*5 The mid-term management plan announced in 2022
*6 Tokyu Land Corporation
*7 Applies to large non-residential properties (with floor space of 10,000 m2 or greater) that are owned Excluding some joint projects
*8 Infrastructure-related costs incurred since fiscal 2021, including the new development and introduction of apps and zero trust measures.In FY2021, it is 1.4 billion yen.
*9 LGBT understanding evolution was changed to DE&I understanding evolution beginning in FY2022.

Tokyu Fudosan Holdings