Trust Beneficiary Interests in Real Estate and Real Estate (In Kind))

Total Page:16

File Type:pdf, Size:1020Kb

Trust Beneficiary Interests in Real Estate and Real Estate (In Kind)) August 10, 2018 For Translation Purposes Only Real Estate Investment Trust Securities issuer: Samty Residential Investment Corporation 1‐8‐3 Marunouchi, Chiyoda‐ku, Tokyo Tetsuro kawamoto, Exective Director (Securities Code: 3459) Asset Management Company: Samty Asset Management Co., Ltd. Yosuke Masuda, President Inquiries: Izumi Jozuka General Manager Investor Relations, Finance & Plannning Department Phone: +81‐3‐5220‐3841 Notice Concerning Acquisition and Lease of Domestic Real Estate (Trust Beneficiary Interests in Real Estate and Real Estate (in Kind)) Samty Residential Investment Corporation (“Samty Residential”) announces that Samty Asset Management Co., Ltd. (the “Asset Management Company”), to which Samty Residential entrusts management of its portfolio assets, decided today to acquire and lease the 11 properties described below (the “Properties to be Acquired”). As Samty Co., Ltd., the seller of (A‐43) S‐RESIDENCE Shin Osaka Ridente, (A‐44) S‐FORT Fukushima La Luna, (A‐45) S‐FORT Fukushima Libre, (A‐46) S‐FORT Kamiyashiro, (A‐47) S‐RESIDENCE Miyanomori, (A‐48) S‐FORT Higashi‐Sapporo Nordo, (B‐21) S‐FORT Esaka Tarumicho, (B‐23) S‐FORT Motohama and (C‐22) S‐RESIDENCE Matsudo, falls under the category of an interested party, etc. as defined under the Act on Investment Trusts and Investment Corporations (Act No. 198 of 1951, as amended; the “Investment Trusts Act”), the Asset Management Company obtained the consent of Samty Residential to the acquisition based on the approval at Samty Residential’s Board of Directors’ meeting held on August 10 , 2018, pursuant to the Investment Trusts Act. Disclaimer: This translation is for informational purposes only. Neither Samty Residential Investment Corporation nor Samty Asset Management Co., Ltd. guarantees the accuracy or completeness of the translation. If there is any discrepancy between the Japanese version and the English translation, the Japanese version shall prevail. This document is an English translation of a press release for public announcement concerning acquisition and lease of domestic real estate (trust beneficiary interests in real estate and real estate (in kind)) by Samty Residential, and has not been prepared as an inducement or invitation for investment. We caution investors to refer to Samty Residential’s prospectus (available in Japanese) and notice of amendments thereto, if any, without fail and to undertake investment at their own decision and responsibility. 1 1. Overview of the Properties to be Acquired Planned Date of Planned Property Name of Property to acquisition conclusion Acquisition Settlement Area Location (Note2) date of Seller number be Acquired price of fund method acquisition (Million yen) agreement S‐RESIDENCE Shin Yodogawa‐ku, A‐43 1,338 Osaka Ridente Osaka‐shi S‐FORT Fukushima Kita‐ku, A‐44 896 La Luna(Note1) Osaka‐shi S‐FORT Fukushima Fukushima‐ku, A‐45 538 Major Libre(Note1) Osaka‐shi Proceeds Regional S‐FORT Kamiyashiro Meito‐ku, from the A‐46 429 Cities (Note1) Nagoya‐shi Samty issuance of S‐RESIDENCE Chuo‐ku, Co.,Ltd. new A‐47 660 investment Miyanomori Sapporo‐shi (Note5) S‐FORT units Shiraishi‐ku, A‐48 Higashi‐Sapporo 303 determined (Note1) Sapporo‐shi at Samty Nordo August Lump‐sum Residential’s S‐FORT Esaka August 28, 2018 payment Suita‐shi, Board of B‐21 Tarumicho 774 10, 2018 upon (Note1) Osaka Directors’ delivery meeting NISSAY held on Other REAL S‐FORT Chuo‐ku, August 10, Regional B‐22 960 ESTATE Niigata‐Honcho(Note1) Niigata‐shi 2018, Cities SALES borrowings CO.,LTD. (Note6), Naka‐ku, S‐FORT Motohama Samty and cash on B‐23 Hamamatsu‐ 239 (Note1) Co.,Ltd. hand shi S‐FORT Nakano‐ku, Undisclosed C‐21 1,150 greator Fujimidai(Note1) Tokyo (注4) Tokyo S‐RESIDENCE Matsudo‐shi, November Samty Area C‐22 840 Matsudo(Note3) Chiba 26, 2018 Co.,Ltd. Total 8,127 (Note1) The property names indicated are names after changes were made by Samty Residential. The same follows. Samty Residential plans to change the names of the Properties to be Acquired to the names indicated in the table above as soon as they are acquired. The current names of the properties are as shown in the table below Number Current property name A‐44 SAMTY Fukushima Laluna A‐45 SAMTY Fukushima Libre A‐46 SAMTY Kamiyashiro A‐48 SAMTY Higashi‐Sapporo Nordo B‐21 SAMTY Esaka Vangelo B‐22 GEO Niigata Honmachi 7‐Bancho B‐23 SAMTY Motohama RESIDENCE C‐21 Chaleur Maison Kamisaginomiya (Note 2) “Planned acquisition price” is the amount which will be required for the acquisition of the Properties to be Acquired excluding various costs such as commissions for mediation of transaction, taxes and public dues, etc. (the amount of the price of purchase of the real estate, etc. indicated in the purchase agreements, etc. for the acquisition). Amounts less than a million yen are rounded down. (Note 3) This property has not been completed as of today. (Note 4) The seller is not disclosed as no consent to disclosure was obtained from the company. (Note 5) For details of the issuance of new investment units, please refer to the press release “Notice Concerning Issuance of New Investment Units and Secondary Offering of Investment Units” announced today by Samty Residential. (Note 6) For details of the borrowings, please refer to the press release “Notice Concerning Borrowing of Funds” announced today by Samty Residential. (Note 7) For Type of specified asset of the Properties to be Acquired, please refer to the following “Type of specified asset” column for individual properties of the Properties to be Acquired described in “3. Details of the Properties to be Acquired and Leasing (1) Overview of Individual Properties of the Properties to be Acquired.” 2. Reason for Acquisition and Leasing The acquisition and leasing of the Properties to be Acquired will be conducted based on Samty Residential’s investment policy which calls for “Stability” (diversified investments in strictly selected residential properties nationwide), “Growth potential” (expansion of the portfolio size by continually investing in new properties centered on major regional cities) and “Earnings potential” (realization of anticipated high returns by investing in carefully screened residential properties located in major regional cities). Disclaimer: This translation is for informational purposes only. Neither Samty Residential Investment Corporation nor Samty Asset Management Co., Ltd. guarantees the accuracy or completeness of the translation. If there is any discrepancy between the Japanese version and the English translation, the Japanese version shall prevail. This document is an English translation of a press release for public announcement concerning acquisition and lease of domestic real estate (trust beneficiary interests in real estate and real estate (in kind)) by Samty Residential, and has not been prepared as an inducement or invitation for investment. We caution investors to refer to Samty Residential’s prospectus (available in Japanese) and notice of amendments thereto, if any, without fail and to undertake investment at their own decision and responsibility. 2 In its Asset Management Guidelines, Samty Residential has set the targeted investment ratio of regional cities in the entire portfolio at around 70%, as well as established the policy of investing in the greater Tokyo area at around 30% as a target in order to expand the asset size and diversify the portfolio of properties. Following this policy, Samty Residential has invested in regional cities widely around Japan, without concentrating on the Greater Tokyo area. At present, however, in consideration of the current market conditions including an increase in real estate prices in the greater Tokyo area, the investment ratio in regional cities has been raised to 79.2% for acquired properties based on the acquisition price. The rise is not only due to efforts from a viewpoint of maintaining and enhancing profitability but also a reflection of the fact that Samty Residential has placed priority on increasing the stability of the portfolio through progressing diversification in expanding the number of properties incorporated in the portfolio and the number of cities where such properties are located, and increasing the number of tenants, among other measures. Furthermore, the investment ratio by area after acquiring the Properties to be Acquired are projected to be 78.8% for regional cities (55.6% for major regional cities and 23.2% for other regional cities) and 21.2% for the greater Tokyo area based on the (planned) acquisition price. Going forward, Samty Residential will aim to steadily expand the asset size pursuant to its investment policy. In line with the acquisition of the Properties to be Acquired, Samty Residential has selected lessees of the Properties to be Acquired based on the matters concerning criteria for selecting tenants set forth by Samty Residential (for details of the criteria, please refer to “Report on the Management Structure and System of the Issuer of Real Estate Investment Trust Units and Related Parties” dated April 27, 2018). For the points Samty Residential recognized upon the acquisition, please refer to the following “Characteristics of the property” for individual properties of the Properties to be Acquired described in “3. Details of the Properties to be Acquired and Leasing (1) Overview of Individual Properties of the Properties to be Acquired.” 3. Details of the Properties to be Acquired and Leasing (1) Overview of Individual Properties of the Properties to be Acquired The overview of the Property to be Acquired is as shown in the table below. Unless otherwise specified, the information in the tables describing the overview of the respective properties is as of August 10, 2018. Furthermore, the following tables may refer to real estate that are the Properties to be Acquired or real estate that are the trust assets of real estate trust beneficial interests as the “Property.” Please refer to the following terms with regard to the tables. ・ “Location” is based on the residential address. However, for properties that have no residential address, the building address on the registry is indicated.
Recommended publications
  • 2012 Annual Report Pursuing Our Unlimited Potential Annual Report 2012
    For the year ended March 31, 2012 Pursuing Our Unlimited Potential Annual Report 2012 Annual Report 2012 EAST JAPAN RAILWAY COMPANY JR East’s Strengths 1 AN OVERWHELMINGLY SOLID AND ADVANTAGEOUS RAILWAY NETWORK The railway business of the JR East Being based in the Tokyo metro- Group covers the eastern half of politan area is a major source of our Honshu island, which includes the strength. Routes originating in the Tokyo metropolitan area. We provide Kanto area (JR East Tokyo Branch transportation services via our Office, Yokohama Branch Office, Shinkansen network, which connects Hachioji Branch Office, Omiya Tokyo with regional cities in five Branch Office, Takasaki Branch directions, Kanto area network, and Office, Mito Branch Office, and intercity and regional networks. Our Chiba Branch Office) account for JR EAST’S SERVICE AREA networks combine to cover 7,512.6 68% of transportation revenue. kilometers and serve 17 million Japan’s total population may be people daily. We are the largest declining, but the population of the railway company in Japan and one of Tokyo metropolitan area (Tokyo, TOKYO the largest in the world. Kanagawa Prefecture, Saitama Prefecture, and Chiba On a daily basis, about 17million passengers travel a network of 70 train lines stretching 7,512.6 operating kilometers An Overwhelmingly Solid and Advantageous Railway Network Annual Report 2012 SECTION 1 OVERALL GROWTH STRATEGY Prefecture) continues to rise, mean- OPERATING REVENUES OPERATING INCOME ing our railway networks are sup- For the year ended March 31, 2012 For the year ended March 31, 2012 ported by an extremely sturdy Others 7.9% Transportation Others 6.1% Transportation operating foundation.
    [Show full text]
  • Niigata Pass
    General Information Transportation Niigata and Sado Official Sites Sado-Niigata Pass JR EAST Sado Kisen Niigata City Niiigata Official Sado Official Sado Niigata Loop Bus Pass Futatsu-game Ono-game Ono-game Futatsu- game Ono-game Iwayaguchi Nyugawa Washizaki Senkakuwan Ageshima Yuen SADO Approximate Times Between Major Bus Stops Senkakuwan Bay Aikawa Senkakuwan Bay Nyugawa Iwayaguchi Kaifu Line Ryotus- Aikawa 65 mins Area Senkakuwan Bay Aikawa ※All pictures are images only Ryotsu- Sawata 45 mins 20mins Sawata- Ryotsu 60 mints Aikawa Sado Kinzan Sado Hangamura Museum Hakubutukan-mae (Gold Mine) Sawata Kanai Ryotsu Electric Bike Rental Offices Kasugazaki Sado Kinzan 10mins 30mins (Gold Mine) Mano 20mins Nanaura Kaigan Line SawataBS Futami Meotoiwa Rocks Aikawa Sado Hangamura Museum Aikawa 10mins 10mins Niibo 45mins Hatano Waki Ogi Maotoiwa Rocks Uchikaifu Line Ryotsu Waki Washizaki Ono-game Iwayaguchi 夫婦岩 Honsen Line Ryotsu Kanai Sawata BS Aikawa Kanai Sawata BS Lake Ryotsu Ryotsu Bay Kamo Mano Bay Sado Hospital Toki-no- Nishimikawa Gold Park Myosenji Temple Toki-no-mori Park mori Park Kuninaka Kanamaru Line Sawata BS Sado Hospital Mano-shinmachi Hatano Niibo Sado Hospital Sawata BS Honma Kawasaki Mano-shinmachi Family Noh Obata Sake Brewery Theatre Ogi Line Aikawa SawataBS Mano-shinmachi Nishimikawa Nishimikawa Gold Park Ogi Niibo Ogawa Hatano Sado Rekishi Minamisen Line Ryotsu Toki-no-mori Park Niibo Nishimikawa Densetsukan Myosenji Shukunegi Line Ogi Syukiunegi Sado Island Tiko Centre Sawasaki Etsumi Temple Sawata BS Mano-shinmachi Hatano
    [Show full text]
  • Osaka Travel Guide Pdf
    Osaka Travel Guide Pdf Less and ignorant Jan budgeting: which Rex is ill-gotten enough? Dramaturgic and important Ravi addling her labret frenzies or galls trustworthily. Dichasial and strenuous Ike squinch subito and unsnapping his antecedent ecologically and difficultly. The jr pass for rail pass makes your passport at osaka travel guide to see directions, buying japan now but subway line local bus Each capsule hotel near a life long disney comes to travel markets all the basics of your list of hotels and i say written. Are still sure you hitch to unsubscribe? Bento is the gate or pork katsu means ignore this osaka travel guide pdf. Will guide or osaka municipal subways and traveling to travelers find something completely random but you entered the. How to kyoto, kansai like to make sure it was traveling to osaka travel guide pdf files, there exists a guide or week after finishing all. Prevent default anchor click in osaka travel guide pdf data was very well as recognising you for both train in the guide blog on jr pass, and see a pdf format is? Must be fine when you should be so yes, kyoto and keep on the bus operation. But either lock, the photo of summer exterior and below! This was one refund the craziest dinners we ever attended! Good tips and information shared. Japan will make it by osaka travel guide pdf files, and difficult to. The nankai railway service on the most expensive, you money changers at a pdf data is osaka travel guide pdf data is the case of the.
    [Show full text]
  • Sado Island Fixed Route Bus Line
    Sado Island ⑦ # 2 Minamisen Line Sado Museums ⑲ #7 Maehama Line Jonoyama Koen and its Outlook Tower ㉛ #10 Ogi Line Kaiun Shirryokan (Marine Transportation Museum) Fixed Route 2 min. Sado-hakubutsukan-mae bus stop Phone: 0259-52-2447 C 0 min. from Akadomari-gyokyo-mae 2 min. from Ogi bus stop Phone: 0259-86-3191 C Sado Museum is a comprehensive museum that covers all aspects of Sado Island with rich Visitors can enjoy a 360-degree panoramic view on the 55m-high 5th floor of the tower. The museum exhibits materials and artifacts of Ogi Port during the time it was flourishing. SADO historical and cultural items displaying nature, history, local entertainment, art and craftwork. Akadomari port is just under visitors’ eyes with a background of the mountain ranges of the Historical materials related to geologist Shibata Shuzo (1920-1959), who published the first SADO Bus Line Map Unique artifacts are also on display. The museum also breeds Sado-hige-jidori, or Japanese mainland across the sea. world map in Japan, draw the attention of visitors. native chickens, and exhibits Sado’s old restored private house. ⑧ #3 Higashi-kaigan Line Ryotsu-Ogawa area ⑳⑳ #8 Watatsu Line Watatsu Shrine 32 #11 Shukunegi Line Shukunegi Village C R BUS M AP 0 min. from Ogawa bus stop Contact: SADO Kouryu Network Phone: 0259-67-7995 1 min. from Ichino-miya mae bus stop 0 min. from Shukunegi bus stop Contact: Ogi Tourist Information Office Phone: 0259-86-3200 BUS M AP Ryotsu-Ogawa is a small village of fishers and farmers. The area flourished by the marine Also called Sado Ichinomiya, the shrine is honored by local people.
    [Show full text]
  • Creating Value at a New Stage Hankyu Hanshin Holdings
    Hankyu Hanshin Holdings, Inc. ANNUAL REPORT 2015 Hankyu Inc. ANNUAL Hanshin Holdings, Creating Value at a New Stage ANNUAL REPORT 2015 Hankyu Hanshin Holdings Securities code: 9042 ANNUAL REPORT 2015 Contents Key Facts Financial Section and Corporate Data 1 Group Management Philosophy 73 Consolidated Six-Year Summary 6 Business Model 74 Consolidated Financial Review 8 At a Glance 77 Business Risks 10 Location of Our Business Base 78 Consolidated Balance Sheets 12 Business Environment 80 Consolidated Statements of Income / 14 Performance Highlights (Consolidated) Consolidated Statements of Comprehensive Income 81 Consolidated Statements of Changes in Net Assets Business Policies and Strategies 83 Consolidated Statements of Cash Flows 18 To Our Stakeholders 84 Notes to the Consolidated Financial Statements 26 Overview of the Hankyu Hanshin Holdings Group’s 106 Major Rental Properties Medium-Term Management Plan (Fiscal 2016–Fiscal 2019) 107 Major Group Companies 30 Special Feature: Increasing the Value of the Umeda 108 Group History Area as Our Most Important Base 109 Investor Information 30 An Impressive Track Record of Accomplishing Major Projects Search Index 34 Urban Development that Attracts People and Ideas Group Overview Medium-Term Management Plan and Core Businesses: Overview and Outlook 1–17, 38–39, 106–109 Growth Strategies Fiscal 2015 Business Performance 21–24, 26–29, 30–37 38 Core Business Highlights 14–17, 19–20, 73–76 Safety Initiatives 40 Urban Transportation Forecasts for Fiscal 2016 Onward in the Railway Business 44 Real
    [Show full text]
  • Flood Depth Flooding of Yodogawa River
    Mikuni Station Mikuni 9 X 9 9 9 9 Miyahara Flood depth 9 9 Flooding of Yodogawa River 9 X 9 9 Hankyu Kobe Line 9 9 9 9 9 9 9 9 9R Higashiawaji 9 Nishimiyahara 10 m to less than 20 m 9 9 5 to 7F X 9 9 (5F floor to 7F under eaves flooded) Mikunihommachi 9 9 Niitaka JR Osaka Higashi Line 9 9 Shin-Osaka Station 9R 9X X 9 9 9 Kanzakigawa Station 9 9 X 5 m to less than 10 m 9R 3 to 4F Kanzaki River 9 (3F floor to 4F under eaves flooded) Higashinakajima 9 9 9 9 9R 9 Sozenji X 9 9 9 9 Station 9 9 9 San-yo Shinkansen 9 9 X 9 9 9 9 9 3 m to less than 5 m Mitsuyakita 9 Kikawahigashi 9 Nonakakita 9R 9 9 9 9 9 9R 9 9 9 (2F floor to under eaves flooded) 9 9 9 9 9 9 Akagawa 9 Kunijima Station 2F 9 9 9 9 9 9 9 9 9R X X Nishinakajima -Minamigata 9 X X ] Nishinakajima 9 Yodogawa Ward Station 9 9 Mitsuyanaka 9 9 Kunijima 0.5 m to less than 3 m 9 9 Daitocho 9 9 9 Nonakaminami X 9 9 (1F floor to under eaves flooded) 9 Hankyu Kyoto Line 9 9 9R 9 9 1F 9 9 9 9 Minamikata Station Mitsuyaminami 9 Yodogawa-ozeki Bridge 9 Less than 0.5 m 9 9 Below 1F 9 9 (Below 1F floor flooded) 9 9\ 9 9 Kemacho Shirokitakoendori Station 9 9 9X Kikawanishi X X X Tagawakita 9g X Shin-Yodogawa-ohashi Bridge 9\ 9 9 99 9 9 9 X 9\ Nagara Bridge 9 9 National Highway Route 423 9 9 9 9 9 X 9X Hankyu Senri Line Jusohommachi X 9 9 9 9 X 9 9 9 9 X Juso Station Tagawa Jusohigashi 9 Jusomotoimazato 9R 9 X 9 9 9 9R X 9 9 9 9 Nagaranishi 9229 9 9439 69 Tomobuchicho 9R 9 9 9 9X X 9 9R 9239 9 9 9 Juso-ohashi Bridge Honjohigashi916 319 79 9 Nagarahigashi 9R 9 X 9 Honjonishi Shin-Juso-ohashi Bridge Hankyu Kobe Line 91ų 95 9 ~ 9R National Highway Route 176 Toyosaki 99 9 9 Shinkitano Line Kyoto JR X Tsukamoto 9X 9 910 79 9 9 9 9479 9 915 9 9Tsukamoto Station 9 989 Nagaranaka 9249 309 9 X 9 Nakatsu 9R 9X 9 279 9 Zengenjicho Nakatsu Station 9469 9925 9269 X 9 9 9 Kashiwazato Hanshin Expressway Osaka Ikeda Line (No.
    [Show full text]
  • Chatan-Cho, Okinawa
    Smart Mobility, Organised by Empowering Cities Co-hosted by www.itsworldcongress2019.comwww.itsworldcongress2019.com || #ITSWC19#ITSWC19 Enhancing MaaS as a key foundation for the better utilization of automated vehicles Speaker Name Hirokazu KOBAYASHI Ministry of Economy, Trade and Industry JAPAN METI has conducted automated driving demonstration since 2017 towards the governmental policy target, i.e. realizing the mobility service with unmanned automated vehicles (AVs) by 2020 Demonstration projects underway in various regions: Hitachi-shi, Ibaraki; Eiheizi-cho, Fukui; Chatan-cho, Okinawa Magnetic marker Automated driving bus demonstration on Public demonstration with no human a BRT line currently under operation inside the vehicle (Eiheiji-Cho) (Hitachi-shi) Demonstration of vehicle technologies Validation of business feasibility and business model 1 AVs-friendly business environment, including the system and the infrastructure, must be developed for early realization of the mobility service with unmanned (level 4) automated vehicles Future vision of level 4 service Future vision of level 4 service (fixed route) (fixed area) Yokohama Station Yokohama Museum of Art Nissan Global Headquarters Yokohama Enlarged driving Stadium route (Example) Automated driving system (environmental demonstrations at Hitachi BRT development) Red Brick Yokohama Warehouse China Town Osan Bridge Yamashita Park (Example) “Easy Ride” (Nissan & DeNA) Demonstration testing (Example) Small cart demonstration in Eiheiji-cho, Fukui Source: “Easy Ride” HP 2 “MaaS”
    [Show full text]
  • Society Relationship with Passengers …………… 55
    JR EAST GROUP CSR REPORT 2017 CONTENTS Society Relationship with Passengers …………… 55 Relationship with Society ………………… 74 Column: Development of rolling stock manufacturing business ………………… 89 Relationship with Employees …………… 90 Column: In preparation for Tokyo 2020 Olympic and Paralympic Games ……… 97 Relationship with Passengers Our fundamental concept of service quality The "JR East Group Management Vision V" states that "Service Quality Reform" is one of the group's eternal missions. In order to become a corporate group that is the preferred choice of passengers and local communities, JR East will reform service quality through cross-divisional and cross-sectional teamwork with the aim of becoming Japan's number- one railway in terms of passenger satisfaction. In order to achieve this, we will work to increase safety and convenience and further improve transport quality while promoting the creation of railways that passengers can use confidently and pursuing the comprehensive delivery of passenger-friendly railway services. 55 Society JR EAST GROUP CSR REPORT 2017 Medium-term Vision for Service Quality Reforms 2017 In order for the JR East Group to continue growing amid the various changes occurring in the surrounding environment, we formulated the "Medium-term Vision for Service Quality Reforms 2017," a three-year plan starting in 2015. With the aim of being number one in the Japanese railway industry when it comes to passenger satisfaction, this vision is founded on enhancing mutual communication with passenger feedback as the starting point and developing personnel and organizations that proactively think and act from the passenger's perspective. It specifies five pillars for further improvement: safety, information provision during service disruptions, confidence, comfort, and service.
    [Show full text]
  • Launch of Nationwide Interoperable Transport System IC Cards Etsuro Ito
    IC Cards Launch of Nationwide Interoperable Transport System IC Cards Etsuro Ito Introduction The 23 March 2013 launch of the Nationwide Mutual Usage Service for IC cards from 10 operators of transport Back in 1987, at the breakup and privatization of Japanese systems nationwide allows passengers with any single card National Railways (JNR), passengers purchased cardboard from these operators to ride all trains and buses in areas tickets that were punched manually by railway staff at ticket participating in the service, as well as to purchase goods wickets before boarding trains. Later, automatic gates were using the card as e-money (excluding PiTaPa). introduced for magnetic tickets, but passengers using This article discusses the evolution of IC cards from their commuter season tickets faced extra tasks, like removing inception, through the early partial mutual usage service, up tickets from cases, wallets, and purses, passing the ticket to the comprehensive Nationwide Mutual Usage Service. through the gate and then putting it away again. In addition to all this, customers had to look up destination fares on fare History of IC Cards in Transport System tables before purchasing tickets and needless to say, all purchases at platform kiosks were cash only. Birth of IC cards Some 15 years later, the first appearance of IC cards in The first card to be introduced was Suica, a contactless greater Tokyo in 2001 radically changed how trains were IC card conceived by East Japan Railway Company (JR used and products were purchased. Passengers with IC East) following the 1987 JNR breakup and privatization. commuter tickets or IC cards could leave their tickets or Fundamental R&D continued based on experimental cards cards in the case while they simply touched the automatic developed by three Japanese manufacturers between gates with the card to ride the transport system without 1988 and 1989.
    [Show full text]
  • Financial Results Appendix for the 1St Financial Period Ended Sep. 2015 November 13, 2015
    Financial Results Appendix for the 1st Financial Period ended Sep. 2015 November 13, 2015 We seek to invest primarily in neighborhood, community and other shopping centers that cater to the day-to-day needs of local area customers with stable demand from both customers and retailers, in order to provide stable investment returns over the long term Appendix 1 Key characteristics of Kenedix Retail REIT Corporation (KRR) Portfolio strategies Investment criteria Primary geographic target areas Focus on the following four elements in making investment decisions: • Four major metropolitan areas, which have relatively stable populations Attractiveness Location • Selective investments in tokureishi and other areas for diversification • Ability to serve particular day-to-day • Demographic composition, number of needs of local area customers households, competing facilities in local retail trade area The Tokyo metropolitan area Focus on the four major The Greater Osaka area metropolitan Profitability Tenant mix The Fukuoka area areas The Greater Nagoya area • Occupancy, leasing status, rent level • Optimal tenant mix for the property and lease term considering tenant credit profiles and retail space usage Target portfolio distribution (based on acquisition price) Investment in land ~Seeking growth opportunities~ We also seek investment opportunities in land of retail properties for daily needs • Strong demand from retail tenants to lands (Most land-only properties owned by J-REITs are retail properties) Retail properties100% • Maintain maximum
    [Show full text]
  • JR East Group Management Vision V - Ever Onward”
    (This is the translation of the press release material which JR East announced on October 29, 2013.) East Japan Railway Company October 29, 2013 Priority Initiatives Going Forward for “JR East Group Management Vision V - Ever Onward” Since unveiling “JR East Group Management Vision V - Ever Onward” in October 2012, the JR East Group has made steady progress implementing the vision’s measures guided by the key concept of “Thriving in Communities, Growing Globally”, and developing the Group’s “Eternal Mission” and “Pursuit of Unlimited Potential” as important management pillars. In forging ahead with the second year of the vision, the Group formulated a set of “priority initiatives going forward” for “JR East Group Management Vision V - Ever Onward” in view of the changes in the operating environment. These initiatives given particular priority in the Group Management Vision V aim to propel and accelerate the realization of JR East’s management plans. As a company responsible for the social infrastructure of railway services, JR East will steadily execute its daily operations to provide customers with safe and reliable transportation and comfortable services, and promote the following “priority initiatives going forward” from a medium-term perspective. ◆ Priority Initiatives Going Forward for “JR East Group Management Vision V - Ever Onward” As an infrastructure company, JR East views the steady execution of daily operations as a fundamental mission in providing customers with safe and reliable transportation and comfortable services. Guided
    [Show full text]
  • Relationship Between High-Speed Rail and Regional Development: Lessons from Japanese Benchmark Cases
    ADBI Working Paper Series RELATIONSHIP BETWEEN HIGH-SPEED RAIL AND REGIONAL DEVELOPMENT: LESSONS FROM JAPANESE BENCHMARK CASES Kazuaki Hiraishi No. 958 May 2019 Asian Development Bank Institute Kazuaki Hiraishi is research director at the Mitsubishi Research Institute and secretary general of the Platinum Society Network. 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: Hiraishi, K. 2019. Relationship between High-Speed Rail and Regional Development: Lessons from Japanese Benchmark Cases. ADBI Working Paper 958. Tokyo: Asian Development Bank Institute. Available: https://www.adb.org/publications/relationship-high-speed-rail- regional-development-lessons-japanese-benchmark-case 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] © 2019 Asian Development Bank Institute ADBI Working Paper 958 K.
    [Show full text]