DOCSLIB.ORG

Chapter 1. Development and Innovation in Japan

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Chapter 1. Development and Innovation in Japan Part I The Opening of a New Era in Land, Infrastructure, Transport and Tourism Administration through Innovation Section 1 The Environment and Socioeconomic Situation Surrounding Japan I Chapter 1 Chapter 1 Development and Innovation in Japan Based on the premises of discussions to follow in Chapter 2 and later sections, Chapter 1, “Development and Innovation Development and Innovation in Japan in Japan,” looks at the importance of innovation-driven economic growth, with an awareness of the difficult circumstances of the Japanese economy and the challenges it faces. Japan is an “advanced nation” when it comes to facing a variety of challenges, including a falling birthrate and aging population as well as a severe fiscal situation. Given that background, Section 1, “The Environment and Socioeconomic Situation Surrounding Japan,” outlines the need for innovation and the fact that, if this need is taken in a positive way, it is a chance for innovation-driven progress and development. Next, Section 2, “The State of Innovation in Japan,” reviews Japan’s innovation policy to date and Japan’s strengths and weaknesses with regard to innovation, focusing on the Basic Act on Science and Technology and the Science and Technology Basic Plan. Section 3, “The History of Innovation,” first looks at the Industrial Revolution as an example that brought major chang- es in living, the economy, and society. It then surveys the history of development in the field of transportation, which is deeply relevant to the fields of land, infrastructure, transport, and tourism. It then looks back on the history of the diverse cases of innovation in the world in recent years and cases of innovation that were advanced by Japan. Section 1 The Environment and Socioeconomic Situation Surrounding Japan 1 Japan’s Socioeconomic Situationx (1) An Aging Society with a Declining Birthrate and Population Decline As its birthrate declines and its population ages, Japan’s total population has been falling, after peaking in 2008, with the productive-age population also decreasing after peaking in 1995. According to a projection by the National Institute of Population and Social Security Research (median projection for birth/death), the total population is projected to decline to 88,080,000 in 2065, with the productive-age population (15 – 64 years of age) projected to decline to 45,290,000 in 2065 (Figure 1-1-1). 2 WHITE PAPER ON LAND, INFRASTRUCTURE, TRANSPORT AND TOURISM IN JAPAN 2017 Section 1 The Environment and Socioeconomic Situation Surrounding Japan Figure 1-1-1 Trend in Japan’s Population (1,000 people) (%) I 140,000 80.0 Actual Future estimates Chapter 1 70.0 120,000 33,465 60.0 100,000 60.7 51.4 50.0 80,000 Development and Innovation in Japan 33,810 40.0 60,000 76,289 38.4 26.6 30.0 40,000 45,291 20.0 10.2 20,000 10.0 12.6 15,887 8,975 0 0.0 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050 2055 2060 2065(year) Population by three age groups (aged 0-14) Population by three age groups (aged 15-64) Population by three age groups (aged 65 and over) Percentage of population by three age groups (aged 0-14) Percentage of population by three age groups (aged 15-64) Percentage of population by three age groups (aged 65 and over) (Note) Okinawa Prefecture is not included for dates up to 1970. Source) “National Census Report” by the Statistics Bureau of the Ministry of Internal Affairs and Communications (MIC) for dates up to 2010, “Basic Complete Tabulation on Population and Households of the 2015 Population Census” by Statistics Bureau of MIC for 2015 data; estimates are calculated by the MLIT from the median estimates of birth (median estimates of death) in “Japan’s future population estimates” (estimates from 2017) by the National Institute of Population and Social Security Research (IPSS). Looking at fields related to the Ministry of Land, Infra- Forecast of Older Workers Leaving the Figure 1-1-2 structure, Transport and Tourism, in the construction field, Construction Industry in Large Numbers workers aged 55 and older account for around a third of (age) 65~ 45.1 the approximately 3,260,000 skilled workers at construc- Approx. 60~64 34.5 1/3 tion sites (as of 2016). This is one example of the aging of 55~59 31.1 The majority will workers (Figure 1-1-2). 50~54 32.5 retire in 10 years. 45~49 40.4 Furthermore, in the face of the possibility of older work- 40~44 45.7 ers leaving the workforce in large numbers in the future, 35~39 35.1 there are concerns that a labor shortage will occur in the 30~34 25.2 25~29 19.2 medium- to long-term. Securing and training young 20~24 14.6 workers is a pressing issue. In the traffic and transportation field as well, there are 15~19 3.3 concerns over a shortage of skilled workers and the suc- 0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 40.0 45.0 50.0 (10,000 people) cession of skills in different areas such as rail, automobiles, Source) Prepared by the MLIT based on the “Labor Force Survey” by MIC shipbuilding, marine transport, ports and harbors, aviation, and logistics. In order to overcome these kinds of supply restrictions and labor shortages associated with a declining population, there is a need to increase productivity through innovation, in addition to further training workers. WHITE PAPER ON LAND, INFRASTRUCTURE, TRANSPORT AND TOURISM IN JAPAN 2017 3 Section 1 The Environment and Socioeconomic Situation Surrounding Japan (2) A Decelerating Growth Rate I GDP movement in FY2016 was solid, with positive growth rates for both nominal and real GDP. Looking at the medi- um- to long-term, the GDP growth rate in recent years has transitioned generally around 0 – 2% since the 1990s (Figure Chapter 1 1-1-3). Figure 1-1-3 Trend in Japan’s GDP (Trillion yen) 600 10 Development and Innovation in Japan 9.0 8.6 GDP (nominal) Nominal growth rate (right axis) Real growth rate (right axis) 538 532 517 8 7.2 499 500 529 526 457 6.3 6.2 6 400 3.5 3.2 4 2.6 335 2.5 2.7 2.1 300 2.9 1.3 2 252 1.3 1.4 1.2 1.2 0.9 0 200 −2 100 −4 −6 0 1980 1985 1990 1995 2000 2005 2010 2015 (scal year) Notes) Gross domestic product from “Fiscal 2009 National Accounts (2000 basis, 93SNA)” for FY1980 to FY1993 (year-on-year change: FY1981 to FY1994) and from “Quarterly Estimates of GDP for January – March 2017 (First Preliminary Estimates) (2011 basis, 08SNA)” for FY1994 (year-on-year change: FY1995) and later. Total gures for dates before FY1993 have been processed to connect them to gures with a different basis. Source) Prepared by the MLIT based on the “Annual Report on the Japanese Economy and Public Finance FY2016 (Long-term Economic Statistics, National Accounts of Japan (1/5))” by the Cabinet Ofce and “National Accounts of Japan (GDP Statistics)” by the Cabinet Ofce. (3) Substantial Progress in Science and Technology Science and technology has achieved substantial progress in a variety of fields in the 21st century. Progress in informa- tion and communications technology (ICT) has been especially remarkable, and we have entered an era where all kinds of things, including people, information, goods, and capital, are connected and affect each other instantaneously in a global environment. On the back of progress in ICT, robots and AINote 1 are now used in industry and all kinds of life situations, including in familiar products and services, and it is hoped that this will lead to improved productivity and a resolution of labor shortages. Also, advances such as IoTNote 2, which connects various kinds of information and goods through the Internet, are also taking place (Figure 1-1-4). Note 1 Articial Intelligence Note 2 Internet of Things 4 WHITE PAPER ON LAND, INFRASTRUCTURE, TRANSPORT AND TOURISM IN JAPAN 2017 Section 1 The Environment and Socioeconomic Situation Surrounding Japan Figure 1-1-4 Science and Technology Progress, Such as in ICT I (1 million units) Actual and forecast numbers of IoT devices worldwide (TB) Data ows 35,000 16,000,000 Forecast 30,398 14,524,752 Chapter 1 8 30,000 26,403 402 14,000,000 554 22,923 7 327 12,000,000 25,000 20,164 6 464 7,401 10,804,988 5 263 Approx. 9.3 in nine years 17,561 380 5,662 10,000,000 15,357 209 1,959 20,000 5 318 4,453 13,265 4 164 1,957 8,020,140 3 128 262 3,765 1,937 8,000,000 11,233 101 6,050,339 15,000 3 225 3,193 1,928 192 12,484 4,913,064 Development and Innovation in Japan 80 2,634 1,967 6,000,000 2,148 10,790 159 2,021 9,278 4,076,772 10,000 1,711 1,990 6,634 7,900 3,477,480 1,837 4,000,000 4,372 5,445 2,614,878 3,424 2,004,730 5,000 2,000,000 1,556,589 6,606 7,196 7,590 4,019 4,459 4,899 5,336 6,039 0 0 2013 2014 2015 2016 2017 2018 2019 2020 (Calendar year) 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 (Estimate) Communications Consumer Computer Industrial (Calendar year) Medical Automobile Military/aerospace (Notes) 1 IHS Technology denes an IoT device as any device that has a unique IP address and can connect to the Internet.
Load more

Recommended publications
  • Aeon Report Report 20172017 Creating a Future Where Communities Flourish Trees Grow And
    Aeon Report Report 20172017 Creating a future where communities flourish trees grow and AEON Report 2017 1 Aeon Basic Principles Pursuing peace, respecting humanity, and contributing to local communities, always with the customer’s point of view as its core. Peace The Customer People Community The word (Aeon) has its origins in a Latin root meaning “eternity.” The customers’ beliefs and desires comprise the central core of our philosophy. At Aeon, our eternal mission as a corporate group is to benefit our customers, and our operations are thus customer-focused to the highest degree. “Peace” Aeon is a corporate group whose operations are dedicated to the pursuit of peace through prosperity. “People” Aeon is a corporate group that respects human dignity and values personal relationships. “Community” Aeon is a corporate group rooted in local community life and dedicated to making a continuing contribution to the community. On the basis of the Aeon Basic Principles, Aeon practices its “Customer-First” philosophy with its everlasting innovative spirit. Editorial Policy Aeon Co., Ltd. believes its business activities contribute to a from the aspects of the environment and society. In addition, sustainable society. To further deepen its stakeholders’ with regard to its seven priority issues, including the four understanding of its business activities, from the current society-related priority issues newly specified in a materiality fiscal year Aeon has decided to publish an Integrated Report assessment conducted during fiscal 2016, this section reports that incorporates the Aeon Environmental and Social Report. in detail on management approaches, progress toward key The first half of the Report introduces the orientation of performance indicators and individual activities.
    [Show full text]
  • 2014 Annual Report
    For the year ended March 31, 2014 Annual Report 2014 FAITH IN THE POSSIBILITIES FAITH Annual Report 2014 East Japan Railway Company INTERCONNECTED Value Our Businesses AN OVERWHELMINGLY SOLID AND ADVANTAGEOUS RAILWAY NETWORK The railway business of the JR East Group covers the eastern half of PROPORTION OF TRANSPORT CARRIED BY DIFFERENT MEANS OF TRANSPORT IN Honshu island (Japan’s main island), which includes the Tokyo metropoli- ToKYO URBAN AREA tan area. We provide transportation services via our Shinkansen network, 23 4 25 2 13 34 which connects Tokyo with regional cities in five directions, as well as 1978 conventional lines in the Kanto area and other networks. Our networks 25 3 28 3 15 27 combine to cover 7,474.2 kilometers and serve 17 million people daily. 1988 We are the largest railway company in Japan and one of the largest in the world. 25 2 33 2 15 22 1998 The Tokyo metropolitan area, where we are based, has seen a dra- matic increase in railway convenience in recent years. Consequently the 30 3 29 2 14 22 share of railways in the transportation mix is rising even higher. In fiscal 2008 2015, JR East will spare no effort in preparing for the opening of the Hokuriku Shinkansen Line to Kanazawa and the Ueno–Tokyo Line. The 0 100 % Train Bus Car Motorcycle Bicycle Foot added convenience from the lines opening will then be leveraged to the • The 5th Tokyo urban area person trip survey, Tokyo urban area traffic plan meeting, Nov. 2009. hilt by JR East to maximize railway usage.
    [Show full text]
  • NTT Docomo's Success in Creating Mobile Contactless Payments Ecosystem
    NTT DoCoMo’s Success in Creating Mobile Contactless Payments Ecosystem Master’s Thesis within Business Administration Author: Shasha Yuan 880414-5988 Lu Miao 870307-3729 Tutor: Lucia Naldi Jönköping May 2012 Acknowledgements First, we would like to express sincere thanks to our supervisor Ms. Lucia Naldi from Jönköping International Business School (JIBS) for her critical and professional suggestions and great help to our thesis from the beginning to the end. She is an elegant lady always with beautiful smiles. Thanks also to our interviewees who shared their knowledge and experiences with us. From the interviews with them, we gained much more information than we expected. Without them, we could not have completed this thesis. Finally, we dedicate this thesis to our family whose love and support have always been encouraging us to overcome the difficulty. Shasha Yuan, Lu Miao Jönköping May 2012 i Master Thesis within Business Administration Title: NTT DoCoMo’s Success in Creating Mobile Contactless Payments Ecosystem Authors: Shasha Yuan, Lu Miao Tutor: Lucia Naldi Place and Date: Jönköping, May 2012 Keywords: Mobile Contactless Payments (MCPs), Ecosystem, Japan, NTT DoCoMo, Osaifu-Keitai Abstract Background: Recently mobile contactless payments (MCPs) have become a hot topic around the world. However, most countries are still going through their early stages or market chaos and nowhere near successful worldwide. This is mainly because MCPs have complicated business networks involving many participants from multiple industries and the business ecosystem creation is required for the development of MCPs. So far, only a few cases have realized a healthy ecosystem and a relatively widely- adopted market, of which the most successful is NTT DoCoMo, Japan’s telecom giant that acts a central role in developing MCPs in the Japanese market.
    [Show full text]
  • Explanations of Terms(PDF:172KB)
    Ⅱ Explanations of Terms (Items Related to Information and Communication Technology) Total households The sum of two-or-more-person households plus Electronic money one-person households. In this survey, the definition of electronic money is currency value stored in media, like the following example. Utilization of the Internet for this month e.g.) Edy, Suica, ICOCA, PASMO, nanaco, (survey month) WAON, “Osaifu Keitai”, WebMoney, Includes use of any equipment that can be BitCash, QuoCard connected to the Internet, even equipments Payment with Debit cards and Deferred that are outside the home, such as in a library payment with Credit cards, etc. are excluded or a Internet cafe. from use of electronic money. Moreover, prepaid card such as “common bus card” that can purchase only specific goods and services Equipments with the function of viewing are not included in electronic money in this terrestrial digital broadcasts survey. Video recorder (with built-in terrestrial digital broadcast tuner) DVD recorder,Blu-ray Disc recorder,hard disc recorder and so on with built-in terrestrial digital broadcast tuner. Reward cards In this survey, “reward cards” is the media Personal computer (with built-in terrestrial which process points as electronic data like digital broadcast tuner) or terrestrial digital magnetic media, etc. broadcast tuner for personal computer Cards such as paper cards which points are The case of viewing terrestrial digital added by stamp are not included in reward broadcasts by personal computer (with built-in cards in this survey. terrestrial digital broadcast tuner) or terrestrial digital broadcast tuner for personal computer. Exclude terrestrial digital broadcast tuner only for One seg.
    [Show full text]
  • “Make the Sustainable Growth” March 27, 2018 TOKYU CORPORATION (9005) Contents
    Three-year Medium-term Management Plan (FY2018 – 2020) “Make the Sustainable Growth” March 27, 2018 TOKYU CORPORATION (9005) https://www.tokyu.co.jp Contents I. Review of Previous Management Plan and Positioning of Current Medium-Term Management Plan 2 II. Long-Term Vision, Long-Term Corporate Strategy & Business Environment 5 III. Basic Policies in the FY2018-2020 Management Plan 9 IV. Key Initiatives 16 V. Projected Figures 39 “Forward-looking statements” Of the information and statements contained in this material, those other than historical facts from the past are forward-looking statements, and they are based on the management judgments of the Company derived from the information available to the Company at this time. Please note that the actual results may differ from these statements for this reason. 。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。 Tokyu Corporation 1 I. Review of Previous Management Plan and Positioning of Current Medium-Term Management Plan 2 Review of Previous Management Plan • Company-wide projected figures were all achieved. Operating Profit (billion yen) TOKYU EBITDA (billion yen) 174.3 83.0 174.3 77.9 163.6 75.4 Plan Plan Plan 169.0 Plan 75.0 152.0 65.0 FY2015 FY2016 FY2017 FY2015 FY2016 FY2017 * TOKYU EBITDA = Operating profit + Depreciation + Amortization of goodwill + Disposal cost of fixed assets Interest-bearing Debt / ＋ Interest and dividend income＋Investment gains (loss) from the equity method TOKYU EBITDA Multiple (Reference indicator) (%) 6.2 (times) ＲＯＥ Plan 5.8 11.2 9.8 10.6 5.7 5.6 5.5 8.1 Plan 8.0 FY2015 FY2016 FY2017 FY2015 FY2016 FY2017 。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。。 Tokyu Corporation 3 Position of the FY2018-2020 Management Plan FY2022 100th anniversary of the founding of FY2018 SHIBUYA STREAM.
    [Show full text]
  • Financial Literacy and Fintech Adoption in Japan
    ADBI Working Paper Series FINANCIAL LITERACY AND FINTECH ADOPTION IN JAPAN Naoyuki Yoshino, Peter J. Morgan, and Trinh Q. Long No. 1095 March 2020 Asian Development Bank Institute Naoyuki Yoshino is dean and chief executive officer of the Asian Development Bank (ADBI). Peter J. Morgan is vice chair of the Research Department at ADBI. Trinh Q. Long is a project consultant at ADBI. The views expressed in this paper are the views of the author and do not necessarily reflect the views or policies of ADBI, ADB, its Board of Directors, or the governments they represent. ADBI does not guarantee the accuracy of the data included in this paper and accepts no responsibility for any consequences of their use. Terminology used may not necessarily be consistent with ADB official terms. Working papers are subject to formal revision and correction before they are finalized and considered published. The Working Paper series is a continuation of the formerly named Discussion Paper series; the numbering of the papers continued without interruption or change. ADBI’s working papers reflect initial ideas on a topic and are posted online for discussion. Some working papers may develop into other forms of publication. Suggested citation: Yoshino, N., P. J. Morgan, and T. Q. Long. 2020. Financial Literacy and Fintech Adoption in Japan. ADBI Working Paper 1095. Tokyo: Asian Development Bank Institute. Available: https://www.adb.org/publications/financial-literacy-fintech-adoption-japan Please contact the authors for information about this paper. Email: [email protected] Asian Development Bank Institute Kasumigaseki Building, 8th Floor 3-2-5 Kasumigaseki, Chiyoda-ku Tokyo 100-6008, Japan Tel: +81-3-3593-5500 Fax: +81-3-3593-5571 URL: www.adbi.org E-mail: [email protected] © 2020 Asian Development Bank Institute ADBI Working Paper 1095 Yoshino, Morgan, and Long Abstract Rapid developments in financial technology (fintech) are expected to contribute to improvements in financial inclusion and well-being.
    [Show full text]
  • Small Payment Business in Japan
    Small Payment Business in Japan 2009 February 10 Nomura Research Institute, Ltd. Consulting Sector Financial Business Consulting Department Hiromichi Yasuoka (Senior Consultant) 〒 100-0005 Marunouchi Kitaguchi Building, 1-6-5 Marunouchi, Chiyoda-ku, Tokyo 100-0005, Japan Contents Preface Overview of the small payment market Small payments: Legal system and issues Small payment businesses using "Osaifu-keitai" Future potential (globalization, use of OpenID) Summary Copyright（C） 2009 Nomura Research Institute, Ltd. All rights reserved. 1 Preface E-money has achieved widespread use in the Japanese small payment market. There are particular merits for enterprises that combine small payment services with their core businesses. Credit cards are an instrument of settling large payments, while e-money is used to settle small payments. While it is difficult for enterprises to earn profits just from e-money services, enterprises that already have large customer bases may see benefits from combining e-money services with their core businesses. Difficult for e-money to earn profits on its own Primary instruments by payment amount Average usage value is only about 700 to 750 yen per Overview of Amount of Money transaction, requiring extremely large transaction volumes in order to earn profits just on commissions e-money usage and Expenditures are large: systems operations, assistance market to merchants installing terminals, call center operations (P. 3-6) Large Credit card etc. About 5,000 Yen Potential benefits from combination with core business Middle Cash Common: Access to detailed customer behavior data E-money About 1,000 Yen Railways: Ticket gate maintenance cost savings benefits and Retail: Shorter checkout times because cash is not used partnerships E-money (P.
    [Show full text]
  • Tokyu Construction / 1720
    Tokyu Construction / 1720 COVERAGE INITIATED ON: 2020.05.21 LAST UPDATE: 2021.06.24 Shared Research Inc. has produced this report by request from the company discussed in the report. The aim is to provide an “owner’s manual” to investors. We at Shared Research Inc. make every effort to provide an accurate, objective, and neutral analysis. In order to highlight any biases, we clearly attribute our data and findings. We will always present opinions from company management as such. Our views are ours where stated. We do not try to convince or influence, only inform. We appreciate your suggestions and feedback. Write to us at [email protected] or find us on Bloomberg. Research Coverage Report by Shared Research Inc. Tokyu Construction / 1720 RCoverage LAST UPDATE: 2021.06.24 Research Coverage Report by Shared Research Inc. | https://sharedresearch.jp INDEX How to read a Shared Research report: This report begins with the trends and outlook section, which discusses the company’s most recent earnings. First-time readers should start at the business section later in the report. Executive summary ----------------------------------------------------------------------------------------------------------------------------------- 3 Key financial data ------------------------------------------------------------------------------------------------------------------------------------- 5 Recent updates ----------------------------------------------------------------------------------------------------------------------------------------
    [Show full text]
  • Annual Report 2015
    Thriving with Communities, Growing Globally Annual Report 2015 For the year ended March 31, 2015 Group Philosophy The JR East Group aims to contribute to the growth and prosperity of the East Japan area by providing quality leading-edge services, with train station and railway businesses at its core, to customers and communities. We will continue to embrace the challenge of pursuing “extreme safety levels” and service quality reforms. Through technological innovation and globalization, we will strive to attain goals such as nurturing personnel with an expansive perspective, spurring the advancement of railways, and making line-side areas more attractive and convenient. To this end, JR East will continue to rigorously pursue its unlimited potential. We aim to grow continuously while meeting our social responsibilities as a Trusted Life-Style Service Creating Group. Contents 2 Profi le 4 Our Calling 6 Financial Highlights 8 Selected Financial Data 10 A Message from the Management 12 Interview with the President 24 JR East Group Management Vision V—Ever Onward 26 Feature: Launching “Medium-term Vision for Service Quality Reforms 2017” 3030 Review of Operations 30 JR East at a Glance 32 Transportation > Tokyo Metropolitan Area Network 34 Transportation > Intercity Network Centered on Shinkansen 36 Transportation > Railcar Manufacturing Operations 37 Transportation > Overseas Railway Business 38 Non-Transportation > Station Space Utilization || 40 Non-Transportation > Shopping Centers & Offi ce Buildings Further Information about JR East 42 Others
    [Show full text]
  • Notice Concerning Acquisition and Leasing of 4 Properties and Disposition of Property (Unicus Ina (20% Quasi-Co-Ownership Interest))
    Translation of Japanese Original April 7, 2021 To All Concerned Parties REIT Issuer: Kenedix Retail REIT Corporation Representative: Moyuru Watanabe, Executive Director (Securities Code: 3453) Asset Manager: Kenedix Real Estate Fund Management, Inc. Representative: Masahiko Tajima, President & CEO Contact: Koichiro Nobata, Head of Planning Division, Retail REIT Department TEL +81-3-5157-6013 Notice Concerning Acquisition and Leasing of 4 Properties and Disposition of Property (Unicus Ina (20% quasi-co-ownership interest)) Kenedix Retail REIT Corporation (“KRR”) announced today that Kenedix Real Estate Fund Management, Inc. (the “Asset Manager”), the asset manager for KRR, has decided to acquire (4 properties), lease and dispose of (1 property) asset (respectively, the “Acquisition” and the “Disposition”) as follows. With respect to the acquisitions of assets from the sellers, which are deemed related parties under the Retail REIT Division Related-Party Transactions Rules, the acquisition of Apita Terrace Yokohama Tsunashima (49% quasi-co-ownership interest) has been deliberated and approved by way of a resolution passed by KRR’s Board of Directors, and the Asset Manager has obtained the consent of the Executive Director of KRR for the transactions based on the resolution. 1. Outline of the acquisition Anticipated Appraisal NOI Property acquisition price Property name Location Type of acquisition yield (%) number (million yen) (Note 2) (Note 1) Trust beneficiary Apita Terrace Yokohama Kohoku-ku, interest in real estate T-25 Tsunashima
    [Show full text]
  • Japanese People & Technology Quiz
    Japanese People & Technology Quiz Who is the physicist that was the first Japanese to win a Nobel Prize? ① Hideyo Noguchi ② Hideki Yukawa ③ Shibasaburo Kitasato ④ Shinichiro Tomonaga Who is the physicist that was the first Japanese to win a Nobel Prize? ① Hideyo Noguchi ② Hideki Yukawa ③ Shibasaburo Kitasato ④ Shinichiro Tomonaga What is the name of the island that has Japan's rocket-launching station? ① Sadogashima, prefectura de Niigata ② Awajishima, Hyogo prefecture ③ Dejima, Nagasaki prefecture ④ Tanegashima, Kagoshima prefecture What is the name of the island that has Japan's rocket-launching station? ① Sadogashima, prefectura de Niigata ② Awajishima, Hyogo prefecture ③ Dejima, Nagasaki prefecture ④ Tanegashima, Kagoshima prefecture What is the name of the Japanese satellite that carries out weather observation from space? ① Sakura [Cherry] ② Momiji [Maple] ③ Himawari [Sunflower] ④ Asagao [Morning glory] What is the name of the Japanese satellite that carries out weather observation from space? ① Sakura [Cherry] ② Momiji [Maple] ③ Himawari [Sunflower] ④ Asagao [Morning glory] What is the system called that carries out close observation of weather in Japan? ① AMeDES ② AMeDAS ③ HAReDAS ④ HAReDES What is the system called that carries out close observation of weather in Japan? ① AMeDES ② AMeDAS ③ HAReDAS ④ HAReDES What does "w" mean in text messages on Internet bulletin boards? ① laughter ② tear ③ woman ④ wink What does "w" mean in text messages on Internet bulletin boards? ① laughter ② tear ③ woman ④ wink What do you call the symbols
    [Show full text]
  • TOKYU CORPORATION Company Profile
    Company Profile TOKYU CORPORATION Established Business Areas September 2, 1922 Transportation,Real Estate,etc Operating Revenue 1,164.2Billion yen （Consolidated) FY2019 Total Assets 2,537.1Billion yen（Consolidated) as of March 31, 2020 Total Net Assets 809.6Billion yen（Consolidated) as of March 31, 2020 Number of Employee 24,464（Consolidated) as of March 31, 2020 Stock Listing Listed on the First Section of the Tokyo Stock Exchange 3 The Consolidated Segment and Overview Subsidiaries: 137 Affiliates: 29 as of March 31, 2020 Transportation 22 Railway Operations Tokyu Railways Operating Revenue 213.6 Billion yen Bus Operations Tokyu Bus Operating Profit 27.0 Billion yen Other Sendai International Airport Real Estate 27 Real estate leasing Real estate sales Operating Revenue 210.1 Billion yen Operating Profit 29.0 Billion yen Real estate management Tokyu Facility Service Other Life Service 48 Retail 22 Department store operations Tokyu Department Store Operating Operating Revenue Revenue 482.6 Billion yen Chain store operations Tokyu Store Chain 707.9 Billion yen Operating Shopping center Profit 4.2 Billion yen Tokyu Malls Development Operating Profit 26 Ｃ Ａ Ｔ Ｖ its communications 13.4 Billion yen ICT and Media Operating Advertisement Tokyu Agency Revenue 225.3 Billion yen Operating Other Tokyu Recreation Tokyu Power Supply Profit 9.1 Billion yen Hotel and Resort 42 Domestic hotels Tokyu Hotels Operating Revenue 96.1 Billion yen Operating Profit -1.4 Billion yen other (Elimination) -63.7 Billion yen Total Number of Total Operating Revenue 1,164.2 Billion yen Assets 2,537.1Billion yen Employee 24,464 Operating Profit 68.7 Billion yen *The number stated in each segment is the number of subsidiaries.
    [Show full text]