Initiatives for Material Issues - Targets and Performance

In order to improve while objectively assessing CSR activities, we have established key performance indicators (KPI) and target for each material CSR issue. For non-priority issues, we have adopted an assessment indicator that helps us monitor the results of the implementation of initiatives. Figures marked with “” are those that have been assured by an independent assurance provider. This year, we received assurance from an independent assurance provider concerning the following eight items: power and gas consumption, CO2 emissions and CO2 emissions intensity (Scope 1, Scope 2), number of greening projects, waste disposal, water usage, employment ratio of the disabled, usage rate of paid leave, and percentage of employees who received medical checkups. We will make efforts for constant improvement using the PDCA Cycle, while disclosing data on the progress of our CSR activities to the stakeholders. For items marked with “”, some prior-year figures have been adjusted. For details, please refer to notes at the bottom of this page.

Quantitative Indicators/KPI

Quantitative Indicators/KPI (Detail)

Environmental measures

《Medium-Term CSR Vision (Goals for 2020)》
  • - Carry out initiatives to reduce CO2 emissions and waste and use limited resources such as energy and water efficiently
  • - Use renewable energy proactively
  • - Give consideration to biodiversity and promote greening
  • - Carry out environmentally conscious management based on an awareness of value chains
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Measures for global warming across the entire value chain of Hulic's buildings Power consumption(MWh) 55 existing primary buildings *3 25,633 22,060 65,973 66,326 80,525 -
Gas consumption(m3)*4 588,551 453,012 762,552 731,360 727,497
Reduction in CO2 emissions intensity (kg-CO2/m2) by 17% during the period from 2017 through 2020, relative to 2013 level (per unit floor area) *1 *2 77.3 74.7 77.6 77.7 80.7
《Major Achievements in FY2017》
  • - Environmental consideration for new buildings (adoption of natural lighting/natural ventilation system, highly efficient lighting equipment, and highly efficient air conditioning system)
  • - Renovation works on existing buildings for energy saving
  • - Initiatives toward reduction of power consumption in collaboration with management companies and tenants (adjusting temperature setting of air conditioners, decreasing the number of lights on, adjusting brightness)
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Using renewable energy and developing new technology Number of capital investments for renewable energy: 3 investments or more per fiscal year All Hulic's buildings 5 6 6 3 4
《Major Achievements in FY2017》
  • - Installed photovoltaic generation systems in new buildings.
  • - Worked toward achieving offsite ZEB using photovoltaic generation systems.
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Promotion of greening Number of greening projects*5: 1 project or more per fiscal year All Hulic's buildings 6 5 9 1 5
《Major Achievements in FY2017》
  • - Implemented greening of walls and rooftops to new buildings in consideration of biodiversity
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Reduction of waste at Hulic's buildings Reduction in the average amount of waste (t) by 15% during the period from 2017 to 2019 compared with average during period from 2005 through 2007. (per unit floor area) Eight buildings occupied by the head offices of Hulic's Group companies*6 1,102 1,027 525 524 611 -
《Major Achievements in FY2017》
  • - Promoted 3R (Recycle, Reuse, Reduce) activities
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Reduction in water consumption at Hulic's buildings Reduction in average water consumption (m3) by 26% during the period from 2017 through 2019 compared to the average during the period from 2005 through 2007. (per unit floor area) 55 existing primary buildings *3 148,508 127,745 381,553 401,272 436,882 -
《Major Achievements in FY2017》
  • - Used rain water and installed various water-saving devices
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Reduction of waste in new buildings Number of technological measures (Precast Concrete (PC) construction method/extension of life span) implemented to reduce the amount of waste in reconstruction business: 1 case or more per fiscal year All Hulic's buildings 8 7 8 4 6
《Major Achievements in FY2017》
  • - Proactively adopted long-life structure specifications for new buildings

Strengthening the 3K businesses toward resolving social issues

《Medium-Term CSR Vision (Goals for 2020)》
  • - Promote the provision of senior facilities in accordance with an aging population and the provision of accommodations in response to increasing number of tourists, with the aim of resolving social issues.
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Tourism business projects Accommodation facilities (number of properties owned): No target (follow-up item) All Hulic's buildings (As of the end of December 2017) - - 8blds 11blds 11blds -
《Major Achievements in FY2017》
  • - The number of properties owned as of December 31, 2017
  • - We completed construction of the Hulic Roppongi 3-chome Building (hotel) in 2017.
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Senior business projects Senior facilities (number of properties owned): No target (follow-up item) All Hulic's buildings (As of the end of December 2017) - - 16blds 20blds 21blds -
《Major Achievements in FY2017》
  • - The number of properties owned as of December 31, 2017
  • - We newly acquired Medical Home Granda Okamoto and completed construction of Hulic Chofu and Hulic Fukasawa in 2017.

Diversity and work-life balance

《Medium-Term CSR Vision (Goals for 2020)》
  • - With respect of fundamental human rights, work toward creating an environment where each employee can play an active role in the workplace regardless of gender, age, or disabilities.
  • - Improve a work-life balance and implement measures to encourage the use of paid leave and to prevent long working hours in order to foster a workplace in which employees stay healthy and can make the best use of their abilities.
  • - Encourage employees to obtain qualifications and participate in trainings with the aim of enhancing their professional skills.
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Improvement of systems to develop women's careers Ratio of female managers: 20% by 2020 Hulic 7.0% 8.5% 10.4% 12.3% 15.6% -
Number of seminars organized by the women's career promotion project team: Once a year Hulic - - 1 1 1
《Major Achievements in FY2017》
  • - 65 male managers, 12 female managers
  • - In addition to meetings of the women's career promotion project team, we held seminars and conferences for exchanging opinions for all female employees.
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Promoting employment of the disabled Employment ratio of the disabled: Maintaining the statutory employment rate of 2% or more Hulic Group (As of June 1, 2017) *9 2.14% 2.46% 2.31% 2.21% 2.11%
(Reference) Hulic (As of June 1, 2017) 6.92% 8.56% 7.36% 6.30% 6.16%
《Major Achievements in FY2017》
  • - Business requests from group companies incerased and we are operating steadily.
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Promoting the use of the next generation nurturing support system Usage rate of childcare leaves/Number of people: 70% of eligible female employees or more on average / 1 male employee or more per fiscal year Hulic (Women) No eligible person 100% 100% 100% 100%
Hulic (Men) 1 1 2 6 0
Ratio of employees who returned to work after childcare leaves: 100% Hulic 100% 100% 100% 100% 100%
《Major Achievements in FY2017》
  • - Received the Grand Prix for the Ikumen Company Award 2017
  • - Continued operation of daycare nursery inside Hulic's head office building.
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Promoting the planned use of paid leaves Usage rate of paid leaves*7: 70% or higher per fiscal year Hulic 71.0% 70.9% 71.4% 71.6% 78.3%
《Major Achievements in FY2017》
  • - Promoted the use of the My Friday system, plus-one paid leave, and consecutive paid leaves
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Promoting health and productivity management Percentage of employees who took medical checkup: 100% Hulic*8 100% 100% 100% 100% 100%
《Major Achievements in FY2017》
  • - Provided thorough medical checkups and stress check tests
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Human resource development Number of newly obtained qualifications*10: No target (follow-up item) Hulic - - - 10 32 -
《Major Achievements in FY2017》
  • - Obtained qualifications of registered real estate broker, ARES Certified Master, Certified Building Administrator, etc.

Strengthening corporate governance and risk management

《Medium-Term CSR Vision (Goals for 2020)》
  • - Implement timely and appropriate risk evaluation/management with the aim of complying with laws and regulations, and respond to various risks in our businesses.
  • - Work to prevent violations of antitrust laws, bribery, and corruption, and conduct corporate activities with a strong sense of ethics.
  • - Proactively adopt structures with high seismic capacity to provide buildings that are secure, safe, and comfortable.
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Compliance Number of compliance seminars attended: No target (follow-up item) Hulic - - 5 5 5 -
Number of internal audits conducted: No target (follow-up item) Hulic - - 8 9 11 -
《Major Achievements in FY2017》
  • - Ensured compliance with rules for handling information according to information classification and conducted training on human rights issues.
  • - Number of internal audits implemented for Hulic and Hulic's group companies.
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Corporate Governance Participation rate in the Board of Directors' Meeting: No target (follow-up item) Hulic - - 98% 96% 97% -
《Major Achievements in FY2017》
  • - 15 Board of Directors' meetings were convened in fiscal year 2017. Participation rate covers all Directors and Auditors.
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Earthquake countermeasures for Hulic's buildings Percentage of buildings that conform to new earthquake resistance standards: 100% All new office buildings completed 100%
(2 buildings)
100%
(1 buildings)
100%
(9 buildings)
100%
(2 buildings)
100%
(6 buildings)
《Major Achievements in FY2017》
  • - Adopted building structures that conform to new earthquake resistance standards in all new buildings
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Business Continuity Plan (BCP) Number of inspections for BCP drills, stockpiled food and goods: Once or more per fiscal year Hulic Group 1 1 1 1 1
《Major Achievements in FY2017》
  • - Conducted disaster training, training on evacuating properties managed by Hulic in the event of a disaster, and first-aid training, etc.

Other Initiatives

《Medium-Term CSR Vision (Goals for 2020)》
  • - We will place emphasis on dialogues with stakeholders and aim to become a company that is trusted by society.
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Improvement in customer satisfaction Number of surveys on customer satisfaction: Once or more per fiscal year Hulic Group 1 1 1 1 1
《Major Achievements in FY2017》
  • - A survey on the customer satisfaction of tenants was conducted through Hulic Building Management acting as the contact point.
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Corporate social contribution Number of social action programs: 4 programs or more per fiscal year Hulic Group 8 9 12 13 16
《Major Achievements in FY2017》
  • - Held students' idea competition, hosted summer festivals, donated to NPO organizations, donated to Ashinaga Scholarship Society, opened the Company's daycare nurseries to the local community, etc.
Items KPIs/Targets*11 Boundaries Results Evalu-
ation
FY2013 FY2014 FY2015 FY2016 FY2017
Supporting employees to conduct social contribution activities Number of social contribution activities by employees: 3 activities or more per fiscal year Hulic Group 6 6 6 6 6
《Major Achievements in FY2017》
  • - Participated in satoyama conservation activities, cleaning activities in local communities, flowerbed maintenance activities, participated in gift-matching program, donated to the Ashinaga Scholarship Society, and conducted activities to support disaster-hit areas, etc.
  • *1The unit calorific value and CO2 emissions factor for city gas are based on values from the "the greenhouse gas emissions accounting and reporting manual" issued by the Ministry of the Environment and the Ministry of Economy, Trade and Industry, while the CO2 emissions factor for power is based on the actual emissions factor of electric utility companies used by the target building.
  • *2CO2 emissions intensity is the sum obtained through calculations that take the total floor area of the offices that use power and city gas, respectively as the denominator for each emission volume.
  • *3Since 2015, we have targeted the properties for office buildings with floor area of 3,000m2 or above and hotels managed by the Company, and excluded buildings in which a bank branch is the sole tenant, real estate for sale, and condominium ownership/shared ownership. The number of target properties in 2015 and 2016 was 51, and that in 2017 was 55.
  • *4Since 2016, we have aggregated city gas consumption of the companies with direct contracts with our group companies.
  • *5The number of buildings for which construction was completed between January and December 2017, and which are the targets of greening projects. (excludes real estate for sale)
  • *6Data for 2012-2014 covers 16 primary office buildings; since 2015, however, seven buildings occupied by the head offices of Hulic's Group companies, which are actively implementing measures to reduce the volume of waste, are covered in the data. Since 2017, the number of buildings occupied by the head offices of Hulic's Group companies and covered in the data has increased by one to eight buildings.
  • *7Usage rate of paid leave is calculated by dividing the "number of days of paid leave used" by the "number of days granted excluding leave carried over."
  • *8Of the executive directors, employees (including temporarily transferred staff) and full-time contract staff, with the exclusion of employees on leave, those who belonged to the Company both as of the point of registration for medical checkups and as of December 31 are included in the calculation.
  • *9The target subsidiaries are companies that have been certified as affiliated subsidiary companies under the Act on Employment Promotion etc. of Persons with Disabilities.
  • *10The target qualifications are those which the Company recommends employees to acquire.
  • *11Targets for 2018 are now being developed.
  • Gas consumption in 2016 was revised from 999,426m3 to 731,360m3. Following this change, energy consumption, intensity of energy consumption, and CO2 emissions from gas use were revised from 43,296GJ to 31,684GJ, from 1.4GJ/m2 to 1.5GJ/m2, and from 2,160t-CO2 to 1,581t-CO2, respectively; and CO2 emissions intensity from gas use and electricity use was revised from 78.0t-CO2/m2 to 77.7t-CO2/m2. In addition, the amount of waste generated was revised from 437t to 524t. Following this change, CO2 emissions from disposal of waste generated from operations, included in Scope 3 emissions, was revised from 31.3t-CO2 to 42.7t-CO2. The amount of waste generated in 2015 was revised from 434t to 525t. Following this change, CO2 emissions from disposal of waste generated from operations, included in Scope 3 emissions, was revised from 29.2t-CO2 to 44.0t-CO2. Following the revision of the amounts of waste generated in 2015 and 2016, the percentage of reduction in waste generation over the four-year period from 2013 to 2016 was revised from 21% to 12% (percentage reductions calculated per total floor area compared between the average of the four years from 2013 to 2016 and the average of the three years from 2005 to 2007).
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