tokyu land corporation

GROUP VISION 2030

 

TOP

Cover

WE ARE GREEN

The Group Philosophy

The value creation we aim to achieve

Themes of our efforts to create value (Materialities)

INDEX

Positioning of GROUP VISION 2030

Overview of GROUP VISION 2030

POLICY

STRATEGY

MANAGEMENT FOUNDATION

GOAL

SEGMENT

APPENDIX

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Positioning of GROUP VISION 2030

Let's take a look at the positioning of GROUP VISION 2030.

GROUP VISION 2030 consists of the vision I explained and the value creation that we aim to achieve, as well as the long-term management policy that I will explain later.

First, we need to recognize the existing issues. The financial targets for the final year of Value Frontier 2020, which was launched after the transition to the current holding company structure, were not achieved due to the impact of the COVID-19.

However, we were able to achieve certain results, including the expansion of our leasing business base through the operation of large-scale projects such as the Shibuya redevelopment and Takeshiba, the growth of infrastructure businesses such as the renewable energy business, and the growth of non-asset businesses such as real estate agents.

On the other hand, we recognize the 4 points listed on the lower left as our existing issues.  While the BS is expanding due to steady investments, the profit level is declining due to the impact of COVID-19 , and the issues are to improve efficiency in BS management and to build a strong business portfolio.

For businesses that rely on human resources, such as management and operations, it is also important to break away from the labor-intensive nature of the business in order to shift to a structure that is less susceptible to the effects of labor shortages.

In addition, we urgently need to respond to the increasing sophistication and complexity of our business, such as digitization, and we need to break away from a self-supporting approach and work on human capital development.

Based on the recognition of the 4 issues, the first half of the 10-year period ending in 2030 will be the restructuring phase, during which we will work to improve the earning power and efficiency of After Coronavirus in order to achieve renewed growth. In the second half of the fiscal year, we will aim to establish a solid business foundation by fostering businesses in new areas, et cetera, as part of the resilience phase, which will lead to sustainable growth thereafter.