Tokyu Land Corporation is dedicated to meeting the diverse needs of customers while constantly creating new forms of value that reflect changing market conditions. This is accomplished by taking full advantage of the resources of Tokyu Land Group companies and continuously refining the TLC business model.
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This section provides 10-year Summary of Operating Revenue, Operating Income and Significant Events |
This section introduces TLC’s business operations and Highlights |
This section introduces the current medium-term management plan |
<Progress Measured in Financial Results>
Operating Revenue and Operating Income
* To view a business results summary, click on the bar graph for the required year.
Related linkFinancial Highlights
<Growth and Progress as a Comprehensive Real Estate Developer>
Business Segment Profiles
* To view a detailed description of a business segment click on that segment
Related linksAbout TLC
Business Operations
<Management Strategy >
Future Management Strategy
Value Innovation 2013
Creating New Value for the Future Through Innovation
TLC started a new medium-term management plan called Value Innovation 2013, which covers the three-year period ending in March 2014, in order to take on the challenge of advancing to a new stage.
<Corporate Vision of the Group>
As its corporate vision under the new management plan, the Group will strive to become a one-stop source of the business value that customers seek. To achieve this, it will primarily focus on customers, strengthen the value chain through collaboration with Group companies, and effectively harness the Group’s broad range of operating activities.
<Business Goals>
The Group will aim to engage and participate in unique urban development, such as development that
incorporates advanced measures for the environment, by precisely meeting the needs of customers, flexibly
responding to the rapidly changing business environment, and harnessing the Group’s extensive resources
and businesses. The Group will also seek to expand opportunities to generate earnings by increasing
associated assets through activities such as the operation, administration, and management of REIT funds.
The Group views this management plan as a period for developing the infrastructure needed to achieve
its corporate vision. It is committed to achieving the goals described below through the steady execution of
key strategies.
■ Numerical Goals
● Profitability: Achieve consolidated operating income of 60 billion yen.
● Financial soundness: D/E Ratio 3.9 or less
■ Key Strategies (Initiatives to Address Key Challenges)
1. Strengthening the financial foundations and the Group’s management system
2. Developing the REIT fund business
3. Innovating and bolstering core businesses in response to changing business
conditions
4. Developing new businesses for the future
<Specific Initiatives to Address Key Challenges>
Under the basic policies described above, the Group will aim to achieve goals based on the following key strategies:
1) Developing an appropriate asset portfolio
2) Strengthening the management foundations by developing a integrated group structure
1) Evolving the recycling reinvestment model using the REIT business
- Expanding associated assets by organically cooperating with REIT
- The Company assumes a pipeline function and provides properties to maximize the associated earnings of the
Group
1) Real Estate Sales Business
- Promoting businesses that reflect customers’ needs by strengthening collaboration in production, sales, and
management
- Achieving consistent earnings by increasing the number of properties provided
2) Leasing of Real Estate Business
- Expanding the business in a comprehensive manner from development to management by stepping up collaboration
with Group companies
- Evolving the recycling reinvestment model based on REIT
3) Facilities Operations Business
- Boosting customer satisfaction by bolstering management capabilities with the collaboration of Group
companies
1) Overseas operations
2) Creating new business models using the Group’s resources
1. Promoting environmental strategies
2. Thoroughly adopting CSR, risk management, and compliance
The information relating to the earnings guidance described in this document was prepared based on information available and assumptions
made at the time of the announcement and contains uncertainties that may materially influence future results. Actual performance will be judged
based on a variety of factors in the future and may differ materially from the forecasts due to a variety of factors.
Reference MaterialsTokyu Land Group Adopts New Medium-Term Management Plan(PDF:86KB)
Overview of the Medium-Term management plan FY2011-FY2013 (and Explanations)