DOCSLIB.ORG

Nankai Electric Railway Co., Ltd

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Nankai Electric Railway Co., Ltd Corporate Report 2020 If you have any questions or comments about this report, please contact: SDGs Management & Promotion Department Nankai Electric Railway Co., Ltd. (Secretariat of the Environmental Measures Promotion Committee) 2-1-41 Shikitsu-higashi, Naniwa-ku, Osaka 556-8503, JAPAN Tel : 06-6631-6300 Fax : 06-6632-6257 URL : http://www.nankai.co.jp/ Nankai Electric Railway Co., Ltd. Composition ratio of operating revenue by segment (Fiscal 2019) Note: The composition ratio is the ratio of operating revenues including transactions between segments. Corporate profile Corporate Outline As of March 31, 2020 Shiomi- Namba bashi Ebisucho Company Name: Nankai Electric Railway Co., Ltd. Tennoji Station Established: December 27, 1885 District Hankai Head Ofce: 2-1-41 Shikitsu-higashi, Naniwa-ku, Tramway Osaka, 556-8503, JAPAN Sakai Website: http://www.nankai.co.jp/ Hamadera Paid-in Capital: ¥72,983,654,121 Ekimae Nakamozu Operating Revenue: ¥104.508 billion (head corporation) ¥228.015 billion (consolidated) No. of Shareholders: 52,850 Takashinohama Transportation Business Sembokukosoku ％ No. of Employees: 2,639 (head corporation) line 37 companies 38.2 9,205 (all group companies) Railways, rail track management, buses, ocean Managed track: 154.8 km freight, cargo transportation, Izumi Chuo train maintenance Kansai Airport Rolling Stock: 696 Kishiwada Misakikoen Tanagawa Hashimoto Osaka Kada Wakayama Gokuraku- Wakayamashi bashi Wakayamako Koyasan ％ Real Estate Business 16.4 Corporate Philosophy 4 companies With wisdom and dynamism, forging the way to the future Real estate leasing, real estate sales Contributing to the Community Justifying public trust as an all-round lifestyle provider, and building a better society Putting the Customer First Providing excellent services for the customer, bringing living comfort and cultural enrichment Future Challenges Distribution Business Meeting the needs of coming generations with bold energy and creativity ％ 10 companies 12.2 A Dynamic Workplace Shopping Center management, Creating a workplace brimming with vitality, harnessing the expertise and personal Business operations inside the Station Concourse strengths of every employee Editorial Policy Contents We issue corporate reports as Corporate prole ................................... 1 Leisure Services Business communication tools to convey information Financial and nonnancial highlights ......... 3 16.3％ to all our stakeholders. This includes 22 companies business results, strategies and nances, Message from the president .................... 5 Travel agency, hotels and ryokan Japanese inns, along with our approaches to CSR and Medium and Long Term Business Plan .....11 Leasing of facilities for motorboat racing, related efforts. For CSR information, we refer building management and maintenance businesses, Business overview by sector ..................17 printing, advertising agency to GRI standard and provide comprehensive reporting. Applicable Term: Fiscal 2019 (Monday, April 1, ESG and SDG section ...........................24 2019 to March 31, 2020). Some information, ■ Safety .............................................27 however, is from outside this period. ■ The Environment ................................31 Organization covered: Nankai Electric Railway Other Society ............................................35 Co., Ltd. and consolidated companies ■ 15.6％ Governance ......................................40 Construction Business Guidelines referenced: Environmental ■ 1.3％ Reporting Guidelines, 2018 Edition by the 4 companies Ministry of the Environment, Environmental Financial report ....................................46 Construction Business Accounting Guidelines for Private Railway Businesses 2008 by the Association of Japanese Private Railways, and the GRI Standards. Company information by segment is current as of July 1, 2020. 1 The Nankai Electric Railway Corporate Report 2020 The Nankai Electric Railway Corporate Report 2020 2 Financial and nonfinancial highlights Number of passengers 1 Operating revenue* ¥228,015 mil. Ordinary income ¥31,677 mil. (Nankai Electric Railway only) 239 mil. Number of employees 9,205 (Consolidated) (¥ millions) (¥ millions) 31,677 (Thousands of people) (Individuals) 300,000 30,000 29,733 240,000 238,479 239,835 239,454 10,000 27,110 27,111 233,301 236,153 9,104 9,158 9,168 9,205 23,898 8,853 219,065 221,690 227,874 227,424 228,015 7,500 200,000 20,000 220,000 5,000 100,000 10,000 200,000 highlights 2,500 2,567 2,577 2,615 2,624 2,639 0 0 0 0 2015 2016 2017 2018 2019 (Fiscal Year) 2015 2016 2017 2018 2019 (Fiscal Year) 2015 2016 2017 2018 2019 (Fiscal Year) 2015 2016 2017 2018 2019 (Fiscal Year) nonfinancial and Financial Consolidated Nankai Electric Railway only Profit attributable to owners Number of female employees Number of new female hires of parent ¥20,811 mil. Net assets ¥256,003 mil. (16 main companies*4) 563 (16 main companies*4) 67 (¥ millions) (¥ millions) (Individuals) 20,811 (Individuals) （％） （％） 20,000 300,000 600 563 21 90 30 16,452 256,003 510 81 14,719 232,835 241,561 483 494 73 15,000 203,939 219,288 435 66 67 12,612 13,023 200,000 400 14 60 56 24.7 20 10,000 8.90 7.21 7.86 7.88 8.10 100,000 200 7 30 14.914.9 14.714.7 15.91 9 10 5,000 12.612.6 Message from the president 0 0 0 0 0 0 2015 2016 2017 2018 2019 (Fiscal Year) 2015 2016 2017 2018 2019 (Fiscal Year) 2015 2016 2017 2018 2019 (Fiscal Year) 2015 2016 2017 2018 2019 (Fiscal Year) Number of Ratio of female employees New female hires Female hiring rate female employees (number of female employees/number of all employees) Investments for safety Total assets Dividend per share*2 Number of “Customer’s Voice” cases ¥925,058 mil. ¥32.5 (Nankai Electric Railway only) 10.1 billion 2,264 (¥ millions) (Yen) (¥ millions) (Number of cases) Business Plan Business 1,000,000 918,385 925,058 40 12,000 3,000 894,621 890,798 902,045 10,093 2,563 2,719 32.5 9,755 Medium and Long Term 750,000 30 30 30 30 30 9,000 9,216 2,327 2,306 2,264 7,942 2,000 6,865 500,000 20 6,000 1,000 250,000 10 3,000 0 0 0 0 2015 2016 2017 2018 2019 (Fiscal Year) 2015 2016 2017 2018 2019 (Fiscal Year) 2015 2016 2017 2018 2019 (Fiscal Year) 2015 2016 2017 2018 2019 (Fiscal Year) CO2 emissions per unit of individual CO2 emissions transportation income Return on equity (ROE) 8.8% Return on assets (ROA) 2.3% (Nankai Electric Railway only) 118,431 t-CO2 (Nankai Electric Railway only) 1.409 t-CO2 / ¥ millions （％） （％） (t-CO2) (t-CO2 / ¥ millions) (t-CO2 / ¥ millions) 2.3 Business overview by sector 10.0 2.0 300,000 2.10 3 8.8 1.8 1.88 1.79 1.71 8.1 1.6 2.240 2.091 7.5 6.5 6.8 1.5 1.4 1.4 1.43 2.059 5.8 200,000 1.40 2 1.740 177,806 171,266 170,258 1.13 1.409 5.0 1.0 142,899 100,000 0.70 1 2.5 0.5 118,431 0 0 0 0 0 2015 2016 2017 2018 2019 (Fiscal Year) 2015 2016 2017 2018 2019 (Fiscal Year) 2015 2016 2017 2018 2019 (Fiscal Year) 2015 2016 2017 2018 2019 (Fiscal Year) CO2 emissions rate (CO2 emissions/operating revenue CO2 emissions (Nankai Electric Railway only)) ESG and SDG section CO2 emissions per km Rolling stock energy Railway Revenue of individual travel t-CO2/million km consumption rate*5 *3 Interest-bearing debt/EBITDA ratio 7.2 (Nankai Electric Railway only) ¥57,636 mil. (Nankai Electric Railway only) 20.7 of individual travel (Nankai Electric Railway only) 5.68 kl/10,000 km (¥ millions) (t-CO2/million km of individual travel) (million km of individual travel) (kl/10,000 km) 12.0 60,000 55,911 57,187 57,953 58,445 57,636 40 3,881 3,941 3,971 3,976 3,922 4,000 7.00 9.0 8.4 8.3 8.5 30 3,000 6.12 7.6 7.2 40,000 6.00 6.12 6.05 5.91 32.3 30.3 30.0 5.68 6.0 20 25.6 2,000 20,000 20.7 5.00 3.0 10 1,000 0 0 0 0 0 reportFinancial 2015 2016 2017 2018 2019 (Fiscal Year) 2015 2016 2017 2018 2019 (Fiscal Year) 2015 2016 2017 2018 2019 (Fiscal Year) 2015 2016 2017 2018 2019 (Fiscal Year) CO2 emissions per km of individual travel Km of individual travel (Nankai Electric Railway only) (Nankai Electric Railway only) *1 Operating revenue does not include consumption tax, for example. *4 Nankai Electric Railway Co., Ltd., Semboku Rapid Railway Co., Ltd., Nankai Bus Co., Ltd., Kansai Airport Transportation Enterprise Co., Ltd., Tokushima Bus Co., Ltd., *2 Values reflect adjustments for reverse stock split made October 1, 2017. Nankai Ferry Co., Ltd., Nankai Vehicles Service Engineering Co., Ltd., Nankai Fudosan Co., Ltd., Nankaishoji Co., Ltd., Nankai FD Service Co., Ltd., Nankai Food System *3 EBITDA (earnings before interest, taxes, depreciation and amortization) = Operating Income + Depreciation and Amortization Co., Ltd., Nankai Travel International Co., Inc., Suminoe Enterprise Co., Ltd., Nankai Building Service Co., Ltd., Nankai Tatsumura Construction Co., Ltd., Nankai “Operating Income” for fiscal 2017, 2018 and 2019 were calculated using values that included dividend income. Management Service Co., Ltd. *5 Energy used by railway business (kl)/total operating distance of all railroad cars (10,000 km) 3 The Nankai Electric Railway Corporate Report 2020 The Nankai Electric Railway Corporate Report 2020 4 Message from the president As a unified company we will overcome the crisis of the coronavirus pandemic and continue to seek sustainable growth and increased corporate value over medium and long terms. highlights If we exclude the impact of the coronavirus pandemic, I believe Financial and nonfinancial nonfinancial and Financial that we were able to achieve our target values for the Kyoso 136 Plan a year early.
Load more

Recommended publications
  • Nankai Electric Railway Company Profile 2020 Corporate Philosophy
    Nankai Electric Railway Company Profile 2020 Corporate Philosophy Based on our Corporate Philosophy, which we have adapted to the latest social trends, and the message of our corporate symbol, the Company considers itself a comprehensive lifestyle provider centered on railway operations. As such, we aim to help build prosperity and contribute to society through broad-based businesses that support every aspect of people’s lifestyles. Corporate Philosophy (Drawn up April 1, 1993) With expertise and dynamism, forging the way to the future ◆ Contribution to the Community Justifying public trust as an all-round lifestyle provider and building a better society ◆ Putting the Customer First Providing excellent services for the customer and bringing living comfort and cultural enrichment ◆ Future Challenges Meeting the needs of coming generations with bold energy and creativity ◆ A Dynamic Workplace Creating a workplace brimming with vitality and harnessing the expertise and personal strengths of every employee Corporate Symbol Our logo symbolizes our striving for the future as a comprehensive lifestyle company. It features two wings, one vivid red and one bright orange. The red, like the sun shining on the southern seas, represents our passion, and the orange the optimism of the human heart. Message from the Management 2 Retail 11 Business Area 3 Leisure and Services 12 Construction and Other 12 Route Map 4 Segment Information 5 Key Themes of the Nankai Group 13 Contents Transportation 7 Management Vision 2027 Real Estate 9 Corporate Information 15 1 Nankai Electric Railway Company Profile 2020 Message from the Management President and CEO Achikita Teruhiko Founded in 1885, Nankai Electric Railway Co., Ltd.
    [Show full text]
  • Kansai, Attracting the World
    Kansai, Attracting the World Hosting many international Osaka is #3 in the world Global-scale events and major regional developments are planned in Kansai conferences in the near future, and expectations are increasing for Kansai as a global destination. Osaka was ranked the #3 most livable city Japan hosted the greatest number of international worldwide in 2018 (overall rating), after Vienna conferences in the Asia-Oceania region in 2017. International Events and Melbourne. Osaka's stability, healthcare, Within Japan, approximately 20% of 、the conferences and education were highly rated. were held in Kansai. ł-XQH*2VDND6XPPLW Held for the first time in Japan at Intex Osaka (Osaka City) Overall Culture/ Ranking City Stability Healthcare Education Infrastructure rating Environment Kansai ł6HSWHPEHU1RYHPEHU5XJE\:RUOG&XS-DSDQ 20％ Held for the first time in Asia at the Hanazono Rugby Stadium (Higashi Osaka City), 1 Vienna 99.1 100.0 100.0 96.3 100.0 100.0 Kobe Misaki Stadium and other locations Kyoto City #2 nationwide 2 Melbourne 98.4 95.0 100.0 98.6 100.0 100.0 in international conferences held. ł-XO\$XJXVW*DPHVRIWKH;;;,,2O\PSLDG 7RN\R G20 Summit (2019) to be held in Osaka! ł$XJXVW6HSWHPEHU7RN\R3DUDO\PSLF*DPHV 3 Osaka 97.7 100.0 100.0 93.5 100.0 96.4 Other 80％ ł0D\:RUOG0DVWHUV*DPHV.DQVDL 4 Calgary 97.5 100.0 100.0 90.0 100.0 100.0 International lifelong sports competition held for the first time in Asia throughout Kansai 5 Sydney 97.4 95.0 100.0 94.4 100.0 100.0 ł0D\1RYHPEHU([SR2VDND.DQVDL-DSDQ Source: “The Global Liveability Index 2018”,
    [Show full text]
  • 32 Katsuragi Katsuragi 33
    32 33 Katsuragi Katsuragi Relax in an onsen hot spring and enjoy time in Katsuragi! Fresh vegetables, etc. at low prices! ➊ ➋ ➌ #060 #061 ➊Indoor hot springs constantly draw abundant hot water from four source springs. The fifth source spring that is used for the large daiyokujo hot spring is sea water Kaki no Chaya Road Station Kinokawa Manyo no Sato from tens of thousands of years ago called fossil salt water. ➋A guest room in its Locally-grown fresh vegetables and fruits are available at A road station along National Route 24. Its local produce lodging Happu Bekkan. Each room has a private outdoor hot spring rotenburo. affordable prices. You can get local info from shop keepers store offers locally-grown vegetables, etc. at discounted ➌Rotenburo allows you to enjoy the scent of seasons. while chatting at the cafe section. prices. The very popular kakinoha-zushi is available at #058 ❖612-1 Nishiiburi, Katsuragi-cho ☎0736-22-7024 Mahoroba on the second floor. 9:00 - 17:00 Closed: Wed ❖487-2 Kubo, Katsuragi-cho ☎0736-22-0055 Katsuragi Onsen Happuno-Yu MAP/P62.A-7 8:30～18:00 (Summer) 8:30～17:00 (Winter) Closed: None This hot spring facility offers quintessential Japanese style MAP/P62.D-2 indoor and outdoor roten hot springs, accommodating both day use and overnight guests. Its restaurant featuring locally- produced ingredients is also very popular. It makes a great base location to tour around the Katsuragi area. ❖702 Saya, Katsuragi-cho ☎0736-23-1126 10:00 - 22:00 (Last check-in at 21:00) Closed: None MAP/P62.C-3 Trips are for hot springs and gourmet meals! Hit the green in Katsuragi! #062 #063 #059 Road Station Katsuragi Nishi Katsuragi Chamber of Commerce Kiikogen Golf Club A road station located at inbound PA on Keinawa Expressway.
    [Show full text]
  • Community Development and Local Public Transportation Systems
    Community Development and Local Public Transportation Systems Shunsuke Kimura Professor, Faculty of Law, Graduate School of Law, Hitotsubashi University I Introduction The term public transportation is generally used to mean “common carriers (businesses that offer their services to all people who request transportation)”1, and local public transportation systems indicate buses and other means of public transportation provided for the daily movement of people within a region. Local public transportation systems are an important area of local administration and it can be said that it is gaining further importance in recent years. Then, why are local governments getting involved in local public transportation systems? The reason has to do with the idea of “livelihood support.” It is essential for residents in leading their daily lives related to food, clothing and shelter, to move, including going shopping, medical care facilities and educational facilities. Particularly, for people who have difficulty in traveling by private vehicles (hereinafter referred to as “people with limited mobility”), local public transportation systems, such as vehicles and other means of transportation, are an essential element in their lives as residents. For these reasons, in order to respond to the administrative demand to secure the “means of transportation for livelihood,” local governments have, to date, played a part in local public transportation systems as a basic administration service to support residents’ livelihood. It should be noted here that focusing on the vehicle transportation business, private bus operators account for the bulk (98%) of vehicle transportation operators in Japan because they can be operated with smaller capital investment than the railway business (Figure 13 shown below).
    [Show full text]
  • Preferential Treatment Systems to Promote Establishment of New Business Facilities
    Preferential treatment systems to promote establishment of new business facilities *2: Examples of growth industry fields（For more details, please contact us.） Tax Reduction System for Promoting Investment in Sakai City ・ ICT-related field: Products and services utilizing advanced digital technologies, including AI, big data and the IoT, and robotics ・ Next-generation healthcare-related field: Pharmaceuticals, medical devices, long-term-care devices, welfare devices, and products and services related to health maintenance and enhancement Sakai City Ordinance for Promoting Innovative Investment ・ Environmental and energy-related field: New energy technologies, including fuel cells and storage batteries, and products and services related to environmental impact reduction and environmental improvement ・ Next-generation transportation-related field: Aircraft, drones, electric vehicles, autonomous vehicles, and products and services related to space A tax reduction system under this ordinance aims to attract new investment to sites suitable for manufacturing as well as urban business sites in order development to increase employment and business opportunities and contribute to the sustainable development of industries in Sakai City and improvement of ・ Disaster management-related field: Products and services related to disaster management, disaster risk reduction, and the provision and citizens’ lives. collection of information in the event of emergencies *3: Target areas are outlined by solid lines in the respective maps below. For details,please
    [Show full text]
  • Umekita Second Zone (Tentative Name) Development Project” New Area with Approx
    Construction Begins for “Umekita Second Zone (Tentative Name) Development Project” New Area with approx. 45,000m2 of urban park space to be created in front of Osaka Station TOKYO, Japan ‐ December 21, 2020 ‐ The joint venture of nine companies*1 (“JV9”) serving as the developers for the Umekita Second Zone led by MITSUBISHI ESTATE CO., LTD., after being selected as developers through the “Umekita Second Zone Development Project Recruitment” effort implemented in December 2017 by the Urban Renaissance Agency (“UR”), collaborated with the UR, Osaka Prefecture, Osaka City, and other entities on the “Umekita Second Zone (Tentative Name) Development Project” (“the project”) to formulate a plan for said project, and it announced that construction has begun (see attached for plan details). In addition, the official website for the project went live today, and new information will be released when deemed necessary. JV9 aims to achieve a new urban model for Osaka that incorporates the concepts of the new normal/next normal, Society 5.0, SDGs, and so on based on the philosophy inherent in the urban development policy for a “base for fusing “midori”*2 and “innovation” that was formulated by the Osaka Station Area/Nakanoshima and Midosuji Area Urban Renaissance Emergency Development Council. Based on the plan concept, JV9 will continue to promote this project in collaboration with the public and private sectors. Panoramic view of Umekita Second Zone (Concept image for completed project) ■ Plan Concept Creation of “Osaka MIDORI LIFE” JV9 will go beyond the traditional paradigm for urban development to contribute to the creation of a society that accepts diversity, including that of nationality, age, gender, and disability, where people share their wisdom and each person can feel an improvement in their QOL (quality of life).
    [Show full text]
  • Handbook for International Exchange Students 2020-2021
    Handbook for International Exchange Students 2020-2021 International Centre Momoyama Gakuin University (St. Andrew’s University) Osaka, Japan Spring 2020 CONTENTS Introduction ・・・・・・・・・・ 3 Campus Map ・・・・・・・・・・ 4 Academic Calendar 2020-2021 ・・・・・・・・・・ 5 Offices and Facilities ・・・・・・・・・・ 7 1. The International Centre 2. The Student Affairs Section 3. The Health Care Room 4. The Information and Communication Technology Centre 5. The Momoyama Gakuin University Library 6. The Financial Affairs Section 7. The Gymnasium and Athletic Field Extracurricular Activities ・・・・・・・・・・ 8 Immigration ・・・・・・・・・・ 9 1. Resident Management System 2. Resident Card 3. Special Re-Entry Permit 4. Permit for Part-Time Work Insurance ・・・・・・・・・・11 Financial Affairs ・・・・・・・・・・12 1. Banks 2. Post Offices 3. Paying Bills 4. Credit and Debit Cards 5. Security Accommodation ・・・・・・・・・・14 1. Location 2. Furniture 3. Rent 4. Utilities 5. Internet 6. Term of Tenancy 7. The Layout and Photos of the Flats Daily Life ・・・・・・・・・・18 1. Weather and Climate 2. Telephones 3. Dining 4. Shopping 5. Local Hospitals and Clinics 6. Traffic 7. Cars and Motorcycles 8. Trains and Subways 9. Security 10. Law and Order 11. Crisis Management 1 From late March through early April, cherry blossoms (sakura) are in full bloom in Osaka, Kyoto, and Kobe, and many people go out to enjoy them (hanami). In fact, “hana” (flower) often means cherry blossoms in Japan. This picture was taken in Sakura-no-miya (meaning “cherry blossoms’ palace”) in downtown Osaka. 2 Introduction Welcome to you from all of us at Momoyama Gakuin University! We hope that you will learn more about Japanese language, culture, and people during your exchange programme.
    [Show full text]
  • JICA Experts Study for the Operations and Maintenance Structure Of
    Republic of India Mumbai Metro Rail Corporation JICA Experts Study for the Operations and Maintenance Structure of Mumbai Metro Line 3 Project in India Final Report October 2015 Japan International Cooperation Agency (JICA) Japan International Consultants for Transportation Co., Ltd. PADECO Co., Ltd. 4R Metro Development Co., Ltd JR 15-046 Table of Contents Chapter 1 General issues for the management of urban railways .............................. 1 1.1 Introduction ........................................................................................................................ 1 1.2 Management of urban railways ........................................................................................ 4 1.3 Construction of urban railways ...................................................................................... 12 1.4 Governing Structure ........................................................................................................ 17 1.5 Business Model ................................................................................................................. 21 Chapter 2 Present situation in metro projects ............................................................ 23 2.1 General .............................................................................................................................. 23 2.2 Metro projects in the world ............................................................................................. 23 2.3 Summary........................................................................................................................
    [Show full text]
  • Mie Aichi Shizuoka Nara Fukui Kyoto Hyogo Wakayama Osaka Shiga
    SHIZUOKA AICHI MIE <G7 Ise-Shima Summit> Oigawa Railway Steam Locomotives 1 Toyohashi Park 5 The Museum Meiji-mura 9 Toyota Commemorative Museum of 13 Ise Grand Shrine 17 Toba 20 Shima (Kashikojima Island) 23 These steam locomotives, which ran in the This public park houses the remains of An outdoor museum which enables visitors to 1920s and 1930s, are still in fully working Yoshida Castle, which was built in the 16th experience old buildings and modes of Industry and Technology order. These stations which evoke the spirit century, other cultural institutions such as transport, mainly from the Meiji Period The Toyota Group has preserved the site of the of the period, the rivers and tea plantations the Toyohashi City Museum of Art and (1868–1912), as well as beef hot-pot and other former main plant of Toyoda Automatic Loom the trains roll past, and the dramatic History, and sports facilities. The tramway, aspects of the culinary culture of the times. The Works as part of its industrial heritage, and has mountain scenery have appeared in many which runs through the environs of the park museum grounds, one of the largest in Japan, reopened it as a commemorative museum. The TV dramas and movies. is a symbol of Toyohashi. houses more than sixty buildings from around museum, which features textile machinery and ACCESS A 5-minute walk from Toyohashikoen-mae Station on the Toyohashi Railway tramline Japan and beyond, 12 of which are designated automobiles developed by the Toyota Group, ACCESS Runs from Shin-Kanaya Station to Senzu on the Oigawa Railway ACCESS A 20-minute bus journey from as Important Cultural Properties of Japan, presents the history of industry and technology http://www.oigawa-railway.co.jp/pdf/oigawa_rail_eng.pdf Inuyama Station on the Nagoya Railroad which were dismantled and moved here.
    [Show full text]
  • Keihan Group's Long-Term Strategic Concept
    Keihan Group’s Long-Term Strategic Concept May 9, 2018 Keihan Holdings Co., Ltd. Table of Contents 01 Reflections on the past 2 03 Long-term management strategy (until FY2027) Reflecting on the previous management vision 3 Reflecting on the previous medium-term management plan “Bravely Pursuing Creation” 5 Medium-term management plan (FY2019–2021) 12 Long-term management strategy Overview 13 02 Update of the management vision 7 Main strategies 14 Preparations for the management vision 19 Changes in the business environment Image 20 considered important by the Keihan Group 8 New management vision 9 Medium-term management plan Business strategies 21 Initiatives toward realization of the new Idea of fund usage 30 management vision 10 Shareholder return policy, capital policy 32 Overall structure of the Keihan Group’s Quantitative target 33 long-term strategic concept 11 Medium-term management plan Income plan, segment information 34 Contribution to the achievement of SDGs 35 1 01 Reflections on the past 2 Reflecting on the previous management vision Overview of the previous vision “Our Challenge to Keihan as First Choice” With the aim of becoming a “large and [Background of establishment of the vision] successful company” , we aggressively The Keihan Group’s management vision “Our Challenge expanded business mainly in the real estate, to Keihan as First Choice” was established in 2006 with retail distribution and hotel businesses. the aim of transitioning from a “successful company” to a “large and successful company” , with an eye toward FY2021. [Basic policy] We established a resilient management “To create a Keihan Group worthy of being chosen by foundation through management reforms, despite more customers, with a mission of supporting and events that had a significant effect on our initial enriching people’s lives.” growth strategy, namely the financial crisis in 2008 and the Great East Japan Earthquake in 2011.
    [Show full text]
  • Hoshino Resorts' New City Tourism Hotel in Shin-Imamiya, Osaka
    Hoshino Resorts Press Release Hoshino Resorts’ New City Tourism Hotel in Shin-Imamiya, Osaka A location to fully experience the potential of Osaka Hoshino Resorts (Location: Karuizawa, Nagano Prefecture, Japan. CEO: Yoshiharu Hoshino) will be targeting urban tourists with the opening in 2022 of a large-scale city tourist hotel in front of Shin-Imamiya station in Osaka. The planned development is located in front of Shin-Imamiya station and close to Shinsekai, which is an area with high tourism potential as it is heavily influenced by charm and playfulness of Osaka. The location is within walking distance of symbolic destination of Osaka such as Tsutenkaku and the Shinsekai area, making it an attractive location for tourists who enjoy urban sightseeing. The site is next to Shin-Imamiya station on the Nankai Electric Railway and JR Osaka Loop Line, providing a direct access from the Kansai International Airport. It is also connected to the Dobutsuen-mae station on the Midosuji and Sakaisuji subway lines. The planned construction site is about 14,000 square meters and faces the platform of Shin-Imamiya station on the JR Osaka Loop Line. The creation of a green area integrated with the hotel building will make the hotel attractive to travelers and, at the same time, will create a landscape that will give commuters coming and going at Shin-Imamiya station a sense of greenery within the city. The hotel is designed to allow tourists to get more enjoyment out of sightseeing in Osaka and its surroundings. A plan for a public area will be available to include services that give a sense of Osaka's history and local culture, such as restaurants and cafeterias where guests can experience Osaka's famous food culture, public baths to ease away the stress and tiredness of traveling, amusement facilities, and venues that will host events aimed at hotel guests, such as seasonal entertainment and public viewing of different events.
    [Show full text]
  • Namba Parks Osaka, Japan
    Namba Parks Osaka, Japan Project Type: Mixed-Use/Multi-Use Case No: C035006 Year: 2005 SUMMARY Namba Parks is an urban lifestyle center fitted onto a 3.37-hectare (8.33-acre) underutilized parcel in the heart of Osaka’s central business district (CBD). The site is part of a narrow strip of land owned by Nankai Electric, which has been progressively developing it over the course of half a century, starting from the densest end. Surrounded by raised railroad tracks to the east and an urban boulevard and elevated viaduct to the west, Namba Parks offers green space atop an eight-level assemblage of 108 shops and restaurants arranged to form an indoor-outdoor urban retail and entertainment complex visually anchored by a 30-floor office tower. FEATURES Pedestrian-Friendly Design Transit-Oriented Development Infill Development Shared Parking Underground Parking Namba Parks Osaka, Japan Project Type: Mixed Use/Multiuse Volume 35 Number 06 January–March 2005 Case Number: C035006 PROJECT TYPE Namba Parks is an urban lifestyle center fitted onto a 3.37-hectare (8.33-acre) underutilized parcel in the heart of Osaka’s central business district (CBD). The site is part of a narrow strip of land owned by Nankai Electric, which has been progressively developing it over the course of half a century, starting from the densest end. Surrounded by raised railroad tracks to the east and an urban boulevard and elevated viaduct to the west, Namba Parks offers green space atop an eight-level assemblage of 108 shops and restaurants arranged to form an indoor-outdoor urban retail and entertainment complex visually anchored by a 30-floor office tower.
    [Show full text]