GROUP VISION 2030

Tokyu Fudosan Holdings Corporation (the "Group") announces that the Group has formulated its long-term vision
"GROUP VISION 2030" with fiscal 2030 as the target year.

1. Background and purpose of formulating the long-term vision

With respect to the long-term business environment in the future, the Group expects that the uncertain and unpredictable era called VUCA* will continue, given the COVID-19 pandemic, the rapid acceleration of digitalization, the advancement of a decarbonized society and the diversification of lifestyles. To realize a sustainable society under such an environmental recognition, the Group has formulated its long-term vision "GROUP VISION 2030" and reorganized its group philosophy by ascertaining its ideal vision a decade later based on a back casting approach, rather than the conventional building-up type plan.
We will work on value creation for all stakeholders by achieving further growth with diverse green power based on our slogan "WE ARE GREEN."

  • *VUCA stands for volatility, uncertainty, complexity and ambiguity and refers to an unpredictable socioeconomic environment.

GROUP VISION 2030

Slogan of the long-term vision "WE ARE GREEN"

2. Overview of "GROUP VISION 2030"

The Group Philosophy

We have reorganized our group philosophy in light of the origin and history of the Group.

The Group Philosophy

Themes to work on for value creation (Materialities)

To realize our ideal vision, we will work on six themes extracted from social issues we focus on.

Themes to work on for value creation (Materialities)

Overview of the GROUP VISION 2030

We will realize our ideal vision by promoting a long-term management plan developed based on materialities.

Overview of the GROUP VISION 2030

3. Long-term management policy

We will aim to enhance the shareholder value and the corporate value by building a solid and distinctive business portfolio toward fiscal 2030.

The Group policy: Make the Group's characteristics into its strengths

(1) Environmental management

[Carbon-free society and recycling-oriented society]
Reduction of environmental impact through all businesses (dissemination of clean energy, etc.)

[Lifestyles]
Creation of communities and lifestyles that contributes to the environment.

Environmental management

(2) DX

[Operation process]
A shift to creative operations by promoting labor saving

[CX (customer experience)]
Creation of impressive experience through the sophistication of contacts with customers

[Innovation]
New value creation by utilizing intellectual assets

Business policy: Evolve the associated assets expansion model

(1) Utilization of intellectual assets

Earnings generation through the acquisition and utilization cycle of know-how and data

(2) Co-creation with partners

Maximization of business value through external collaboration in knowledge and capital, etc.

Financial capital strategy

We will aim to enhance the shareholder value and the corporate value by realizing efficiency-conscious profit growth under the optimum financial capital structure.

(1) Improvement of efficiency (ROA and profit margin) in existing businesses

(2) Business portfolio management

(3) Maintenance of financial discipline

(4) Shareholders return policy

Policy for the time being: Dividend payout ratio 30% or more, Continuation and maintenance of stable dividend payment

4. Target indicators for 2030

We will aim to achieve target indicators that integrate financial and non-financial data based on materialities to work on.

Target indicators

  • Network Japan WE SUPPORT
  • FTSE4GOOD
  • FTSE Blossom Japan
  • GRESB PUBLIC DISCLOSURE 2017
  • MSCI Japan ESG Select Leaders Index
  • Dow Jones Sustainability Indices