Urban Redevelopment in Osaka: the More Gentrified, the Less
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Investor Information 2016(4.7MB)
INVESTOR INFORMATION 2016 Connecting to the future Tokyo Broadcasting System Holdings, Inc. Consolidated Financial Highlights Net Sales Operating Income (Millions of Yen) (Millions of Yen) 354,338 346,538 352,351 347,817 348,539 17,179 16,188 15,696 15,728 12,162 12/3 13/3 14/3 15/3 16/3 12/3 13/3 14/3 15/3 16/3 Ordinary Income Prot Attributable to Owners of Parent (Millions of Yen) 22,678 (Millions of Yen) 18,915 14,497 18,096 17,671 12,811 11,671 14,313 9,173 9,644 12/3 13/3 14/3 15/3 16/3 12/3 13/3 14/3 15/3 16/3 Total Assets Total Net Assets (Millions of Yen) (Millions of Yen) 653,732 649,970 456,118 458,208 555,159 559,626 579,039 385,971 344,473 322,597 12/3 13/3 14/3 15/3 16/3 12/3 13/3 14/3 15/3 16/3 Contents 2 To Our Stakeholders 13 Major Indices 3 At a Glance 15 Segment Information 4 Organization 17 TBS Television 5 Corporate Data 20 Financial Data of Major Group Companies 6 Business Report 22 TBS Networks 9 Consolidated Financial Statements Financial Figures The nancial gures used in this report are those used in the Japanese ”Tanshin,” which has been created in accordance with the provisions set forth in the Japanese Financial Instruments and Exchange Act. Thus, all gures have been rounded down to the nearest million yen. Forward-Looking Statements This report contains forward-looking statements based on management’s assumptions and beliefs in light of the information currently available. -
This Sporting Life: Sports and Body Culture in Modern Japan William W
Yale University EliScholar – A Digital Platform for Scholarly Publishing at Yale CEAS Occasional Publication Series Council on East Asian Studies 2007 This Sporting Life: Sports and Body Culture in Modern Japan William W. Kelly Yale University Atsuo Sugimoto Kyoto University Follow this and additional works at: http://elischolar.library.yale.edu/ceas_publication_series Part of the Asian History Commons, Asian Studies Commons, Cultural History Commons, Japanese Studies Commons, Social and Cultural Anthropology Commons, and the Sports Studies Commons Recommended Citation Kelly, William W. and Sugimoto, Atsuo, "This Sporting Life: Sports and Body Culture in Modern Japan" (2007). CEAS Occasional Publication Series. Book 1. http://elischolar.library.yale.edu/ceas_publication_series/1 This Book is brought to you for free and open access by the Council on East Asian Studies at EliScholar – A Digital Platform for Scholarly Publishing at Yale. It has been accepted for inclusion in CEAS Occasional Publication Series by an authorized administrator of EliScholar – A Digital Platform for Scholarly Publishing at Yale. For more information, please contact [email protected]. This Sporting Life Sports and Body Culture in Modern Japan j u % g b Edited by William W. KELLY With SUGIMOTO Atsuo YALE CEAS OCCASIONAL PUBLICATIONS VOLUME 1 This Sporting Life Sports and Body Culture in Modern Japan yale ceas occasional publications volume 1 © 2007 Council on East Asian Studies, Yale University All rights reserved Printed in the United States of America No part of this book may be used or reproduced in any manner whatsoever without written permis- sion. No part of this book may be stored in a retrieval system or transmitted in any form or by any means including electronic electrostatic, magnetic tape, mechanical, photocopying, recording, or otherwise without the prior permission in writing of the publisher. -
Activia Properties Inc. (Code: 3279/API)
(証券コード:3279/API) Activia Properties Inc. (Code: 3279/API) Financial Results Presentation for the 18th Fiscal Period Ended November 2020 – January 2021 Section1 1. Executive Summary 2. Financial Results・Forecasts Section2 3. Internal Growth 4. External Growth 5. Finance・ESG Appendix Relaxing green courtyard (A-PLACE Shinagawa Higashi) 1. Executive Summary Measures to Reiterate “Unitholder Value Improvement” ~ Keys Points for Future Operation ~ 3 ➢ Moving to the new phase where API would be able to demonstrate unique advantages, such as prime location & high quality, after finishing the phase of supporting our tenants to continue their business operations ➢ Occupancy rate is expected to improve after marking its lowest rate during the first half of 2021. Thereafter, as soon as possible, we aim to return to the normalized operation level for all the property types excluding hotels. Business environment Operational results Key points • Potential size of the negative • Fulfilled our social impacts from COVID-19 re- responsibility with minimizing • Leasing strategy aiming at expansion in Japan and overseas negative impact on DPU internal growth is the priority Response to remains uncertain • Implement measures to improve • Continue to grant relief to COVID-19 • Vaccination will raise positive our unitholder value including retailers in response to expectations for post COVID-19 additional provision on sales- circumstances economic recovery linked rent to contract • Leasing activities prolonged due to • Continued to achieve steady increased -
The Banquet for ICHEP2000
The Banquet for ICHEP2000 You are cordially invited to the Banquet for ICHEP2000 to be held a Hotel New Otani Osaka at 6:30 PM on July 31, 2000. Your ticket for the banquet is in your name tag holder. If you have ordered a banquet for your accompanying person, it is also in your name tag holder. Please have your n tag attached at the banquet. How to get to the Hotel New Otani Osaka Hotel New Otani is only a 3 minute walk from the subway Osaka Business Park (OBP) station. Take EXIT 1, walk straight ahead for 200m, and you will find the hotel on your left. 1. From the Conference Site (International House, Osaka), Hotel the Live Artex, Miyako Hotel Osaka, Hotel Awina Osaka Tanimachi 9-chome [platform 2, for Dainichi]--(Tanimachi Line)--> Tanimachi 6-chome [platform 1, for Kyobashi, Kadoma Minami] -(Nagahori Tsurumi Ryokuchi Line)--> Osaka Business Park, 230 Yen. Another way is to take a taxi from Uehonmachi, which costs about 1500-2000 Yen. 2. From Holiday Inn Nankai-Osaka, Hotel Nankai Namba Namba [platform 2, for Umeda, Shin-Osaka, Senri-Chuo] --(Midosuji Line)--> Shinsaibashi [platform 1, for Kyobashi, Kadoma Minami] --(Nagahori Tsurumi Ryokuchi Line)--> Osaka Business Park, 230 Yen. Taxi would cost about 2500 - 3000 Yen. 3. From Osaka Namba Washington Hotle Plaza Nipponbashi [platform 2, for Tenjinbashisuji 6-chome, Kitasenri, Takatsuki]--(Sakaisuji Line)--> Nagahoribashi [platform 1, for Kyobashi, Kadoma Minami] -(Nagahori Tsurumi Ryokuchi Line)--> Osaka Business Park, 230 Yen. 4. From Nissin Namba Inn Daikokucho [platform 4, for Namba, Umeda, Senri-Chuo] --(Midosuji Line)--> Shinsaibashi [platform 1, for Kyobashi, Kadoma Minami] --(Nagahori Tsurumi Ryokuchi Line)--> Osaka Business Park, 270 Yen. -
Prime Retail Markets Across Japan
A CUSHMAN & WAKEFIELD RESEARCH PUBLICATION THE CONTINUALLY CHANGING LANDSCAPE OF PRIME RETAIL MARKETS ACROSS JAPAN SEPTEMBER 2017 INSIGHTS INTO ACTION A CUSHMAN & WAKEFIELD RESEARCH PUBLICATION CONTENTS SUMMARY PRIME RETAIL MARKETS ACROSS JAPAN RANKING 4 The landscape of Japan’s mature SILVER SEAT TAKES THE GOLD 5 retail market is gradually changing. RANKINGS DANCE TO THE BEAT OF REDEVELOPMENT & TOURISM 6 Area redevelopment projects will change the pedestrian flow and AMBITIOUS SHIBUYA REDEVELOPMENT HAS THE POTENTIAL TO CHANGE THE LANDSCAPE 8 each submarket’s fundamentals, OUTLOOK 10 continue to show change. Trends like community oriented retail, pop- TOWARDS AN EXPERIENCE BASED RETAIL MARKET 12 up shops, athleisure and food halls COMMUNITY ORIENTED STORES BUILD A SENSE OF BELONGING 13 are reflecting changing consumer HEALTH & WELLNESS TREND PROVIDING TAILWIND FOR ATHLEISURE 14 preferences. Subsequently retail POP-UP SHOPS CREATE BUZZ 15 markets are shifting and we are seeing FOOD HALLS DRAWING IN CONSUMERS 16 changes in the relative positions of Japan’s major retail markets. While the Top Tier Ginza market is showing no signs of relinquishing the number one position, the 56 markets below are due for some exciting changes. INSIGHTS INTO ACTION 2 THE CONTINUALLY CHANGING LANDSCAPE OF 3 PRIME RETAIL MARKETS ACROSS JAPAN A CUSHMAN & WAKEFIELD RESEARCH PUBLICATION This section outlines the shifts happening in Japan’s retail markets through Street examination of the changes in rental rates. When THE SILVER SEAT TAKES GOLD analyzing retail markets, One Way the typical approach is Ginza commands the highest retail Further, Ginza continues to reinvent to look at Tier 1 streets rents in Japan and this comes as no itself and evolve. -
Graduation Thesis
Graduation Thesis Bachelor’s Degree ”Metcha suki ya nen” A sociolinguistic attitude survey concerning the Kansai dialect Author: Susanne Södergren Supervisor: Mariya Niendorf Moderator: Herbert Jonsson Högskolan Dalarna Subject: Japanese linguistics Course code: JP2009 791 88 Falun Credits: 15 Sweden Date of defense: 2014-06-04 Tel 023-77 80 00 Abstract: 西日本にある関西弁はたくさん色々な形で標準語と異なる。関西弁は1970年代の後に、全 国で人気を得た。この社会言語学の研究の目的は現在の関西弁に対する感情を調査することで ある。これは関西弁の話し手ではなくて日本語の母語話者に配ったアンケートで調査された。質 的また量的な分析である。結果は一般的に関西弁に好意的であったが、人気がある理由もいろ いろあり、それらをさぐるために歴史的なそして文化的な見方を通して議論する。 Keywords: Japanese, Sociolinguistics, Language attitudes, Dialects, Dialectology, Kansai dialect, Questionnaire survey i Table of Contents Abstract:................................................................................................................................................i Conventions.........................................................................................................................................iii Preface.................................................................................................................................................iv Introduction..........................................................................................................................................1 Method..................................................................................................................................................3 Method and theory of choice...........................................................................................................4 -
Activia Properties Inc. Financial Results Presentation for the Period Ended May 2018 (The 13Th Period)July 2018 (Ticker Symbol: 3279/API) 1
View of central Tokyo from DECKS Tokyo Beach Activia Properties Inc. Financial Results Presentation for the Period ended May 2018 (the 13th Period)July 2018 (Ticker symbol: 3279/API) 1. Financial Highlights 2. External Growth, Internal Growth and Financial Strategies 3. Financial Forecasts 4. Others 5. Appendix Portfolio Strategy backed by High Asset Management Capability and External & Internal Growth Strategy generating Virtuous Cycle 2 Construct the most appropriate portfolio through property acquisition reflecting closely the changing market Jun. 2012 Nov. 2015 Jun. 2018 End of Beg. of at IPO 8th period 14th period ¥170.4bn Focused Focused Focused investment ¥292.9bn investment ¥431.5bn investment 79.7% 81.3% 80.6% 24.4% 55.3% 37.2% 44.2% 45.6% 35.0% Diversified portfolio Increased office Continues to through properties promising 28.5% 43.3% 44.9% acquire both retail enhancement of AUM contribution to and office through PO aiming at internal growth by properties of high 71.5% stabilization of 56.7% grasping at early 55.1% 20.3% quality, even after revenue timing the needs in 19.4% important tenants’ 18.7% market, backed by departure stability of retail properties Inner circle : Office Retail Outer circle : Tokyo Office (TO) Activia Account (AA) Urban Retail (UR) Continual external growth created virtuous cycle reinforcing portfolio and generating growth capability API’s strategy for Reinforcement of stability Reinforcement of growth capability external & internal growth cycle Breakdown of area with rent Ratio of rent of top 10 -
Japan Retail Marketbeat
M A R K E T B E AT JAPAN Retail Q1 2020 YoY 12-Mo. Weakened Consumption Further Hit by Warm Winter and COVID-19 Outbreak Chg Forecast Overall retail sales were impacted by warmer winter weather and reduced tourist arrivals, but slid just 0.6% y-o-y (Dec-Feb) as consumers stocked -6.7% (YoY) up amid coronavirus concerns. Drug store sales rose 18.9% y-o-y in February, with hygiene goods and household products surging 46.5% and Rent Growth Shinsaibashi 30.6% respectively. However, demand for non-essential goods remained low post-tax hike, and was further diminished by travel cancellations and government coronavirus containment actions. The warmer winter also blunted general merchandise and fabrics apparel and accessories sales, 0.0% (YoY) both recording five consecutive months of contraction. The COVID-19 crisis deepened after March, dashing hopes of a prompt recovery. Rent Growth Ginza Inbound-led Markets Turn as International Arrivals Plunge, Rent of Shinsaibashi Dropped -0.6% (Win., YoY) Retail Sales Growth The inbound tourism industry was impacted first by the COVID-19 outbreak, as China banned group travel at the start of the CNY period. China tourists, with 36.8% of spend in the 2019 inbound market, fell by nearly 90% y-o-y in February. Trips from other Asian countries were also cancelled. The MLIT survey shows the Japan city hotel occupancy rate fell to a preliminary 60.2% in February, down 19.2 bp y-o-y. Retail leasing sectors highly reliant on foreign visitor spending have been hard hit. -
Translation Purpose Only
Translation Purpose Only June 21, 2021 To All Concerned Parties 6-8-7 Ginza, Chuo-ku, Tokyo Frontier Real Estate Investment Corporation Takao Iwadou, Executive Director (Securities Code: 8964) Asset Management Company: Mitsui Fudosan Frontier REIT Management Inc. Shintaro Ono Chief Executive Officer and Representative Director Inquiries: Mitsui Fudosan Frontier REIT Management Inc. Teruyuki Hayashi Chief Finance Officer and Director Tel: +81-3-3289-0440 Notice Concerning the Acquisition of Real Estate Properties and Trust Beneficiary Rights to Real Estate Property in Japan (Three Properties including Mitsui Shopping Park LaLaport SHIN-MISATO (Main Building) (34% Co-Ownership Stake): Additional Acquisition) Frontier Real Estate Investment Corporation (the “Investment Corporation”) hereby announces the decision of Mitsui Fudosan Frontier REIT Management Inc., the Investment Corporation’s asset management company (the “Asset Management Company”), reached on June 21, 2021, to additionally acquire co-ownership stake in the main building of Mitsui Shopping Park LaLaport SHIN-MISATO. The Asset Management Company also decided to acquire Ginza 5-chome GLOBE and Takeshita-dori Square (the acquisition of the above three properties shall be hereinafter referred to as the “Acquisition,” with the properties hereinafter referred to individually as the “Asset to Be Acquired” or collectively as the “Assets to Be Acquired”), as detailed below. With this Acquisition, the Investment Corporation will be entitled to the entire ownership of Mitsui Shopping Park LaLaport SHIN-MISATO. In addition, the seller of Ginza 5-chome GLOBE and Takeshita-dori Square is a related party of the Asset Management Company as defined by the latter’s internal rules regarding transactions with related parties. -
Grow and Coexist with Local Communities Urban Development with ESG Model Stores at the Core Support for the Next Generation and Local Revitalization
JFR Sustainability Report 2020 TOP 054 Contribution to Management Operating Top Sustainability JFR Coexistence with Promotion of Realization of a Low-Carbon of the Entire Companies' Governance Data Commitment Promotion System Materiality Issues Society Supply Chain Local Communities Diversity Work-Life Balance ESG Initiatives Grow and Coexist with Local Communities Urban Development with ESG Model Stores at the Core Support for the Next Generation and Local Revitalization Grow and Coexist with Local Communities Long-term targets 2050 2019 The Group will develop an area using local assets, ESG which is the Group’s area of expertise, while resolving model store environmental issues, through mutual cooperation among the local community, government and retailer opened to create a sustainable and advanced area. Urban Dominant Strategy Business model that pursues growth with Settlement of Kobe to revitalize not the “points” but the Daimaru Kyoto store and expanded and developed into local communities “area” as a whole. Such shop development started with the “Urban Dominant strategy.” our own buildings. And then, the Daimaru Kobe store Positioning five areas including Shinsaibashi, Kyoto, The Group’s Urban Dominant strategy is a business actively invited some brands to open their boutiques Kobe, Nagoya and Ueno as its key areas, we will model to enhance the appeal of the entire area with in other buildings in the Former Foreign Settlement to continue to promote the “Urban Dominant strategy.” the stores at its core and pursue growth with local further revitalize the area and draw more customers to communities. Promoting the Urban Dominant strategy the entire area. leads to enhancing the appeal of the area and local contribution. -
JAPAN REAL ESTATE Fourth Quarter 2019
Marketing Material* October 2019 / Research Report JAPAN REAL ESTATE Fourth Quarter 2019 The brand DWS represents DWS Group GmbH & Co. KGaA and any of its subsidiaries, such as DWS Distributors, Inc., which offers investment products, or DWS Investment Management Americas Inc. and RREEF America L.L.C., which offer advisory services. There may be references in this document which do not yet reflect the DWS Brand. Please note certain information in this presentation constitutes forward-looking statements. Due to various risks, uncertainties and assumptions made in our analysis, actual events or results or the actual performance of the markets covered by this presentation report may differ materially from those described. The information herein reflects our current views only, is subject to change, and is not intended to be promissory or relied upon by the reader. There can be no certainty that events will turn out as we have opined herein. For Professional Clients (MiFID Directive 2014/65/EU Annex II) only. For Qualified Investors (Art. 10 Para. 3 of the Swiss Federal Collective Investment Schemes Act (CISA)). For Qualified Clients (Israeli Regulation of Investment Advice, Investment Marketing and Portfolio Management Law 5755-1995). Outside the U.S. for Institutional investors only. In the United States and Canada, for institutional client and registered representative use only. Not for retail distribution. Further distribution of this material is strictly prohibited. In Australia, for professional investors only. *For investors in Bermuda: This is not an offering of securities or interests in any product. Such securities may be offered or sold in Bermuda only in compliance with the provisions of the Investment Business Act of 2003 of Bermuda which regulates the sale of securities in Bermuda. -
The Art of Tsukkomi: Its Origin and Role in Contemporary Japanese Society
The Art of Tsukkomi: Its Origin and Role In Contemporary Japanese Society An Honors Thesis for the Department of German, Russian and Asian Languages and Literatures Zesheng Xiong Tufts University, 2015 i Table of Contents Introduction............................................................................................................................... 1 Chapter I ................................................................................................................................... 4 1.1 How Tsukkomi Works ........................................................................................................ 4 1.2 Tsukkomi as a Word in the Japanese Language ................................................................. 11 1.2.1 How Japanese Works ................................................................................................ 12 1.2.2 What Does Tsukkomi Mean? What Forms Does It Appear In? ................................... 13 Chapter II ................................................................................................................................ 18 2.1 The Culture of Laughter ................................................................................................... 19 2.2 An Introduction to Manzai and Its History ....................................................................... 21 Chapter III .............................................................................................................................. 31 3.1 How to Become a Well-Liked Person .............................................................................