2021 Integrated Report

This is the story of our value creation as we aim to be a corporate group that continues to create value.
It explains our Group strengths and individuality as we work to solve social issues through our business activities,
focusing on concepts found in our long-term vision and themes to work on for value creation (materialities).

2021 Integrated Report for the year ended March 31, 2021
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Hironori Nishikawa
President & CEO,
Tokyu Fudosan Holdings Corporation

Message from the President

Working under the Group's slogan of WE ARE GREEN to create a future where everyone can be themselves and shine vigorously

Hironori Nishikawa
President & CEO,
Tokyu Fudosan Holdings Corporation

2021 Integrated Report PDF

A PDF of the entire report (96 pages)
Download to view.

2021 Integrated Report for the year ended March 31, 2021

Our Ideal Vision

We established our ideal vision that we are working towards
in the establishment of our long-term GROUP VISION 2030.

Create value for the future

We resolve social issues through our business activities
and aim for sustainable society and growth together with our stakeholders.
We realize a future where everyone can be themselves and shine vigorously through the creation of a variety of appealing lifestyles.

Create value for the future

We resolve social issues through our business activities
and aim for sustainable society and growth together with our stakeholders.
We realize a future where everyone can be themselves and shine vigorously through the creation of a variety of appealing lifestyles.

The value creation we aim to achieve

In it, we defined the value creation we are aiming for by identifying the aspects of the individual, society, and the environment that we want to achieve through backcasting after looking ahead to social changes in the 2030's.

Process for Value Creation

We create unique and original business models by tackling social issues,
and achieve sustainable growth by linking the value created to stakeholder satisfaction.

Themes of our efforts to create value
(Materialities)

To realize its ideal vision, the Group is engaged in efforts focused around six themes (materialities) through its business activities.
By implementing strategies in line with each theme, we will contribute to the creation of a sustainable society.

Create a variety of lifestyles

We will realize a vibrant life both physically and mentally by promoting the Lifestyle Creation 3.0 that combines home, work and leisure styles.

SDG Contributions

Create well-being communities and lifestyles

We will realize a society where everyone can feel happy by building a secure, safe and comfortable life infrastructure and creating mutual aid communities.

SDG Contributions

Create a sustainable environment

As an environmentally advanced company, we will create a carbon-free society and a recycle-oriented society by addressing global issues such as climate change.

SDG Contributions

Create value in the digital era

We will work on our business model transformation by utilizing digital technologies to create customer’s new experience value.

SDG Contributions

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

We will continue to create innovation by addressing an organizational climate that respects human rights and under which diverse human capital can exercise their abilities.

SDG Contributions

Create governance to accelerate growth

As a group trusted by all stakeholders, we will aim to enhance our corporate value sustainably by increasing management transparency and fairness.

SDG Contributions

Opportunities,
Risks and Target Indicators of Materiality

The six materialities were identified after organizing and analyzing the many social issues we face.
We identified business opportunities and risks related to each and defined FY2030 key performance indicators.

Materialities

Opportunities and risks

  • Opportunities
  • Risks
FY2030 target values
Non-financial KPI (partial selection) Financial KPI
  • Diversification of lifestyles
  • Mismatch to consumer needs
  • Customer satisfaction level*190% or more
  • Products and services that contribute to the Lifestyles Creation 3.0 100 cases or more
〈Reference indicators〉

ROE
10% or more

ROA
5% or more

D/E ratio
2.0 times or less

Operating profit
150 billion yen or more

Net profit
75 billion yen or more

  • Mental and physical health /
    Disaster preparedness and disaster damage reduction
  • Dilapidation and decline of urban areas
  • Measures to revitalize communities 100 cases or more
  • Strengthening of safety and security*2100%
  • Growing needs to respond to
    decarbonization and recycling
  • Intensification of disasters
    and increase in response costs
  • CO2 emissions (compared with FY2019) (46.2)%
    (SBT certification)
  • Environmental efforts through business 100 cases or more
  • Increasing importance of customer
    contact points
  • Declining position of real experiences
  • Number of initiatives for digital utilization 100 cases or more
  • Acquisition of IT passport 100%*3100%
  • Securing diverse human capital
  • Intensifying competition
    in the human capital market
  • Ensuring of diversity in the core human capital (Ratio of female managers) 20% or more
  • Ratio of childcare leave taken by male employees 100%
  • Deepening relationships
    with stakeholders
  • Increasing cost of fundraising
  • Engagement with shareholders and investors 300 cases or more
  • Improvement of effectiveness of the Board of Directors (third party evaluation) 100%
  • *1. Tokyu Cosmos Members Club Questionnaire survey
  • *2. Support people who have difficulty returning home in the event of a disaster in a large and non-residential building, etc.
  • *3. TOKYU LAND CORPORATION employees

Interview

Aiming for sustainable growth, we spoke about expectations for our Group with an outside director and stakeholders.

Discussion with an Outside Director

Outside director Makoto Kaiami and President & CEO Hironori Nishikawa had a discussion, in which we learn about the significance and execution of the Group's long-term vision and hear opinions on the importance of developing aggressive governance.

Expectations from Stakeholders

Local Community: Matsumae, Hokkaido

We spoke with a Town Mayor who is working to revitalize the area and a supervisor promoting local project in Matsumae, Hokkaido, where the ReENE Matsumae Wind Power Plant is located.

Future Society: Generation Z

The Director of TOKYU LAND CORPORATION held a dialogue with young employees on corporate growth and on realizing a sustainable society.