<Stakeholder engagement>

 TOKYU REIT and Tokyu REIM advance contibution towards creating a sustainable society through the establishment of a good relationship with various stakeholders.

 


 Response to COVID-19

Information Disclosure to and Dialogue with Stakeholders

 Information disclosure to and dialogue with stakeholders are implemented.

<Major initiatives>

 

※Please click below for disclosed information.
・IR Library
Individual Unitholders

 

Improvement of Safety and Comfort of Tenants

 Tokyu REIM has implemented various activities to improve safety and comfort of tenants.

<Major initiatives>

・Renovation of rooftop

  ・TOKYU REIT Toranomon Building (2016)


  ・Tokyu Bancho Building (2020)


・Attraction of food trucks for office workers (Setagaya Business Square, Tokyu Bancho Building)

 

 

・Promoted disaster prevention and BCP measures (each property)
 


・Conducted a disaster drill (Setagaya Business Square, 2019)
 

 

Contribution to the Development of Communities

 Tokyu REIM has implemented various activities to contribute to the development of communities.

<Major initiatives>

・Provided part of the property for “SBS Christmas Concert” in which local schools, culture groups, etc. participated (Setagaya Business Square, 2019)
 

・Provided part of the property for a local event “Machieki Live in Yoga” (Setagaya Business Square, 2019)
 

・Flower art made in cooperation with Setagaya Ward (Setagaya Business Square, 2019)
 

・Installation of community bicycle (Tokyu Bancho Building, 2018)
 

・Installed disaster-relief vending machines (each property)
 Installed 19 vending machines that can provide goods free of charge at the time of emergency including disasters in 8 properties (as of July 2020)
 

 

 


Allocation and Development of Personnel Sufficient in Both Quality and Quantity

 Emphasizing the following points under the recognition that human resources is the base of asset management and intending to strengthen organizational capability to pursue the best interests of customers by deploying and developing human resources that are sufficient in terms of both “quality” and “quantity”.
(1)Sincerity and sense of ethics
(2)Assessment ability backed by deep knowledge and insight into investment target areas and real estate
(3)Sufficient ability to communicate with stakeholders

・Status of officers and employees (Tokyu REIM)
 

◆Training program
Implemented various trainings targeting all officers and employees
・Compliance training (about once a month)
・Training by job class (Twice a year)
・Training for personnel evaluator, etc.

◆Support for the acquisition of qualifications
Supported self-development of officers and employees through improved system to subsidize expenses for acquiring and maintaining qualifications
<Total number of people who used system to subsidize expenses for acquiring and maintaining qualifications>
Fiscal 2017: 9, Fiscal 2018: 10, Fiscal 2019: 24 
<Major qualifications>
・5 Real Estate Appraisers
・25 Real Estate Notaries
・10 ARES Certified Masters and associates
・4 Certified Building Administrators, etc.

 

Creation of a Healthy Organizational Culture and Work Environment

 Tokyu REIM has implemented various activities to create a healthy organizational culture and work environment.
<Major initiatives>
・Holding of health committee(Once a month)
・Interview with officers and employees by industrial physicians
・Paying for the entire amount of flu vaccination expenses
・Implementation of stress check
 Implementation rate Fiscal 2017: 100%, Fiscal 2018: 100%, Fiscal 2019: 97%
・Making “taking 5 consecutive business days off” mandatory/Allowing leave to be taken in shorter increments
・Percentage of employees taking annual paid holiday Fiscal 2017: 71%, Fiscal 2018: 74%, Fiscal 2019: 82%
・Enrichment of childcare and nursing care leave system, short-time work system, etc.
 Number of employees taking childcare leave 2017: 1, 2018: 2, 2019: 1
 Number of employees utilizing short-time work system 2017: 2, 2018: 2, 2019: 3
・In-house recreation (Several times a year)     
・Training for fostering work motivation (Several times a year)