DOCSLIB.ORG

Environmental & Social Report 2014

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Environmental & Social Report 2014 Environmental & Social Report 2014 Introduction ▲ 1 3 Message from the Chairman ▲ 6 JGC’s Basic CSR Policy ▲ 8 Relationships with Major Stakeholders About this Environmental & Social Report ▲ 9 Corporate Governance ▲ 12 Risk Management ▲ 14 Operations of the JGC Group Feature Article Feature Initiatives at the JGC Group Aimed at Initiatives at the JGC Group Realizing a Sustainable Society Guidelines Used as a Reference in ▲ 17 Efforts to Address China’s Environmental Problems Connection with the Disclosure of ▲ 20 Efforts to Mitigate the Effects Global Warning Editorial Policy Non-Financial Information The purpose of this report is to present to our ● ISO 26000, an international guidance stakeholders the CSR efforts of the JGC Group, standard for social responsibility issued by the with a focus on environmental conservation. International Organization for Standardization JGC aims to be the No. 1 contractor in HSE. ● HSE This year’s feature article covers our “Initiatives The Sustainability Reporting Guidelines Aimed at Realizing a Sustainable Society.” In Version 3.0 (G3), an international guideline this context, we report on our efforts to address concerning corporate sustainability reporting environmental issues in China as well as details issued by the Global Reporting Initiative (GRI) ▲ 24 Close-up JGC Aims for Zero Incidents and Injuries of global warming countermeasures. ● The Environmental Reporting Guidelines 2007 ▲ 27 Occupational Health and Safety In addition, we provide details of the Group’s issued by Japan’s Ministry of the Environment endeavors as they relate to three pillars of our business: “HSE—Becoming the Leading Global Health, Safety, and the Environment Contractor;” Scope of Reporting “the Environment—the JGC Group’s The JGC Group’s Environmental Technologies Technologies Environmental The JGC Group’s and Environmental Conservation Activities and Environmental In principle, this report covers consolidated The Environment ▲ Environmental Technologies and Environmental 31 Close-up Environmental contributions in China subsidiaries and affiliates accounted for by the ▲ Conservation Activities;” and “Society—Activities 33 Environmental Policy equity method. However, details of activities ▲ as a Corporate Citizen.” 34 Environmental Considerations Associated with Business Activities that fall outside the aforementioned scope of ▲ 38 Safety and Environmental Consideration in Investment Projects and Research & Development reporting are clearly identified in each case. ▲ 40 Continuous Improvement of Management Systems ▲ 41 Environmental Objectives, Targets, and Achievement ▲ Publication of Next Scheduled 43 Environmental Report on Office Activities This Issue Publication ▲ 45 Using JGC’s Environmental Technology to Solve Difficult Issues August 2014 August 2015 Society Activities as a Corporate Citizen Reporting Period Publisher This report is compiled principally on the basis of data for fiscal Corporate Administrative & Financial Affairs Division ▲ 2013 (from April 1, 2013 to March 31, 2014). Important matters Public Relations & Investor Relations Department/Corporate 49 Close-up On-site personnel training initiatives ▲ (those regarded as highly significant) concerning activities Administration Department 51 Personnel Development and Communication with Employees outside the reporting period (up to July, 2014) are also included Quality Assurance, Safety & Environment Office ▲ within the scope of this report. 53 Our Contributions to Society Contact telephone number: +81-45-682-8026 JGC website URL: http://www.jgc.com Introduction 2 About JGC The JGC Group Feature Article Feature Name: Employees (approx.): As an engineering contractor, the JGC Group’s core business is providing planning, design engineer- ing, equipment procurement, construction (EPC), and commissioning services for various industrial JGC: 2,200 persons JGC Corporation plants and facilities. The JGC Group is also involved in enterprise investment businesses, management 10,000 Domestic EPC Affiliates: 3,000 persons services, the manufacture and sale of catalysts and fine chemicals, and others. persons (as of March 2014) The scope of this report mainly includes the JGC Group companies listed at right. Overseas EPC Affiliates: 4,800 persons Locations: Total Engineering Business Catalyst and Fine Chemi- Other Businesses (EPC Business) cals Business (IT and Consulting Businesses) Yokohama World Operations Center Research and Development Center HSE 2-3-1 Minato Mirai, Nishi-ku, Yokohama-shi, Kanagawa 2205 Narita-cho, Oaraimachi, Higashi-ibaraki-gun, Ibaraki JGC JGC Catalysts & Chemicals JGC Information Systems Tokyo Corporate Office Domestic Office JGC Plant Innovation Nikki-Universal Japan NUS 2-2-1 Otemachi, Chiyoda-ku, Tokyo Osaka JGC Philippines Japan Fine Ceramic JGC Energy Development and MM Park Building Office Overseas Offices others 3-6-3 Minato Mirai, Nishi-ku, Yokohama-shi, Kanagawa Beijing, Jakarta, Hanoi, Perth, Almaty, Abu Dhabi, Paris and others JGC Gulf International and others Kamiooka Office Overseas Affiliates 1-13-1 Saido, Konan-ku, Yokohama-shi, Kanagawa Philippines, Vietnam, Saudi Arabia, Italy, U.S. and others The Environment Consolidated Net Sales (2009~2013) Net Sales by Industry (2013) Net Sales by Region (2013) (Billions of yen) 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 Oil and Gas Development 23.4% Petroleum Refining8.2% 2013 6,758 Japan 13.0% LNG 47.7% Southeast Asia 19.0% 6,246 Petrochemicals and Chemicals 5.6% 2012 Net Sales The Middle East 21.2% Net Sales Power Generation/Nuclear Power/ 675.8 New Energy 2.9% 675.8 Africa 6.5% 2011 5,569 billion yen billion yen Society Living and General Production 2.8% Oceania 31.9% 2010 4,472 Environmental Protection, Others 8.4% Social Development and IT 2.0% 4,142 2009 Others 1.9% Catalyst and Fine Chemicals 5.5% Introduction 3 Message from the Chairman Feature Article Feature HSE Channeling our engineering capabilities, a sustainable The Environment society is well within our grasp. Society Introduction 4 Message from the Chairman A world in need of greater energy Is it possible to balance growth in energy consumption Feature Article Feature reserves and resources with efforts to secure a sustainable society? The world’s population is rapidly increasing. In By geographic region, capital investment Against the backdrop of a rapid increase in The JGC Group remains committed to 2011, the number of people inhabiting the planet has extended across the full gamut of energy the world’s population, the global economy, ongoing steps aimed at resolving this issue totaled seven billion. This figure is projected to resources, from upstream fields including and in particular the economies of newly by leveraging its engineering expertise. These surpass nine billion in 2050. Led by such nations petroleum and natural gas to downstream fields emerging nations, is experiencing robust efforts are consistent with the Group’s core as China and India, countries with substantial in the Middle East. Conscious of export activity growth. At the same time, greenhouse gases philosophy which emphasizes its mission to populations, the emerging markets that make up to the Asia region, which remains the world’s emissions, attributable to the consumption of “contribute to the prosperity of the economy and the Group of 20, including Southeast Asia, the most prominent destination for LNG, projects fossil fuels, have resulted in a broad range of society while protecting the global environment, HSE Middle East and Latin America, are experiencing continue to progress throughout Southeast Asia. climate change issues which attract widespread and aim for sustainable development as a remarkable growth. As a consequence, demand In North America, multiple projects are currently concern. In its fifth assessment report, covering globally active company with its core business in for energy continues to expand at a robust in the planning stage. These projects include the period from 2013 to 2014, the United engineering-based services.” pace. According to the International Energy gas chemicals and LNG, which adopt affordable Nations’ Intergovernmental Panel on Climate For example, engineering is an essential Agency, investments aimed at increasing the shale gas a primary feedstock. Change has issued a warning that a greenhouse process in the construction of facilities for the supply of energy totaled US$1.6 trillion (¥164 While there are indications of light at the end gas-induced increase in the global temperature production of liquefied natural gas (LNG), a trillion) in 2013. This was twice the investment of the tunnel for both the United States and the of two or more degrees will lead to a serious form of clean energy, the effective utilization of undertaken in 2000 after adjusting for inflation. European economies, the global economy as a decline in food production. Despite these grave previously unused resources such as low-rank whole remains stagnant. Despite the uncertainty concerns, Japan’s consumption of fossil fuels coal, development of renewable energy such as surrounding a significant number of industries, for thermal electric power generation use are on photovoltaic and solar thermal power, and the The Environment the energy field stands virtually alone in terms of the rise, mainly the result of the suspension of implementation of systems for water and soil its brisk capital investment. operations at nuclear power plants. Greenhouse purification, air pollution prevention, and energy gas emissions have subsequently
Load more

Recommended publications
  • Yokohama Reinventing the Future of a City Competitive Cities Knowledge Base Tokyo Development Learning Center
    COMPETITIVE CITIES FOR JOBS AND GROWTH CASE STUDY Public Disclosure Authorized YOKOHAMA REINVENTING THE FUTURE OF A CITY COMPETITIVE CITIES KNOWLEDGE BASE TOKYO DEVELOPMENT LEARNING CENTER October 2017 Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized © 2017 The World Bank Group 1818 H Street NW Washington, DC 20433 Telephone: 202-473-1000 Internet: www.worldbank.org All rights reserved. This volume is a product of the staff of the World Bank Group. The World Bank Group refers to the member institutions of the World Bank Group: The World Bank (International Bank for Reconstruction and Development); International Finance Corporation (IFC); and Multilater- al Investment Guarantee Agency (MIGA), which are separate and distinct legal entities each organized under its respective Articles of Agreement. We encourage use for educational and non-commercial purposes. The findings, interpretations, and conclusions expressed in this volume do not necessarily reflect the views of the Directors or Executive Directors of the respective institutions of the World Bank Group or the governments they represent. The World Bank Group does not guaran- tee the accuracy of the data included in this work. Rights and Permissions This work is a product of the staff of the World bank with external contributions. The findings, interpretations, and conclusions expressed in this work do not necessarily reflect the views of the World Bank, its Board of Executive Directors, or the governments they represent. Nothing herein shall constitute or be considered to be a limitation upon or waive of the privileges and immunities of the World Bank, all of which are specifically reserved. Contact: World Bank Group Social, Urban, Rural and Resilience Global Practice Tokyo Development Learning Center (TDLC) Program Fukoku Seimei Bldg.
    [Show full text]
  • YOKOHAMA TRAVEL Info SPOT LIST (As of Dec 20
    YOKOHAMA TRAVEL info SPOT LIST (as of Dec 20. 2018) Welcome to Yokohama! May I help you? Yokohama Travel Info Spot offers services such as sightseein maps of Yokohama, pamphlets, and information about nearby attractions. Look for the logo right side and stop by anytime. You can also check the list below for the location nearest you. Have a nice trip!! Locations Service Available Provide Tourist Internet- Money Free No multi- sightseeing Free Public Rest Copy Nursing Facilities Maps connected Exchange Telephone Toilets Rental of Others Area lingualization information of Wi-Fi Space Service Room Available Computer ・ATM Umbrella Yokohama Sightseeing Facilities Japan International Cooperation Agency (JICA) 1 1 Yokohama International Center English Multilingual ● ● Minato Mirai 21 2-3-1, Shinko, Naka-ku, Yokohama Area ℡ 045-663-3251 *closed on Mondays Yokohama Cosmoworld 2 2 2-8-1, Shinko, Naka-ku, Yokohama Japanese ● ● ● ● ℡045-641-6591 *closed on Thursdays Nogeyama Zoological Gardens 63-10, Oimatsu-cho,Nishi-ku Yokohama Sakuragicho/ chargeable 3 3 ℡045-231-1307 English Japanese ● ● ● ● Noge Area call *closed on Mondays (open if holiday, except May & Oct.) Zou-no-Hana Terrace 4 4 1, Kaigan-dori, Naka-ku, Yokohama English Multilingual ● ● ● ● ℡045-661-0602 Osanbashi Yokohama International pay 5 5 Passenger Terminal English Japanese ● ● ● ● ● ● 97-4, Yamashita-cho, Naka-ku, Yokohama service Yamashita ℡045-681-5588 Park/Chinatown Area Yokohama Daisekai 6 6 1-1-4, Kaigan-dori, Naka-ku, Yokohama English, Chinese Japanese ● ● ℡045-211-2304 Yokohama
    [Show full text]
  • Shaping Smart Cities -Experience of UR, Japan
    Shaping Smart Cities -Experience of UR, Japan- NAKAYAMA Yasufumi Director General of Business Strategy Office Urban Renaissance Agency (UR) History of Urban Renaissance Agency (UR) Transition of the Organization 1955 1981 1999 2004 JHC HUDC UDC Japan Housing Corporation Housing and Urban Urban Development 1975 Urban Land Development Corporation Development Corporation Renaissance Corporation Agency 1974 • Staff: 3,152 Japan Regional Development Corporation • Capital: 10 billion USD Businesses in line with Policy Purposes (as of March, 2019) Mass supply of Houses and Residential Land Improvement of Living Environment Urban and City Functions Revitalization Economic and Social Situation of Japan Rapid Economic Growth Steady Economic Growth Maturation Period Economy: from 1950s to 1970s from 1970s to 1990s from 2000 Declining Birthrate Population: Population Bonus Population Peak and Aging Population Tokyo Baby Boom Privatization of in 2010 Great Hanshin-Awaji Great East Japan Events: Olympic in 1970s Japan National Earthquake in 1995 Earthquake in 2011 In 1964 Railway in 1987 Copyright© Urban Renaissance Agency All rights reserved. 1 Business fields of UR in Japan Urban Renewal In cooperation with private businesses and local authorities. To coordinate Vision, Planning and Conditions To join the project as a partner Minato Mirai 21 （Yokohama） New Town Development Safe and comfortable life in the suburbs To advance safe, secure, and eco-friendly city building coping with aging population and lower birthrate To realize attractive suburban life or local living Tama New Town（Tokyo） Rental Housing Manages and provides rich living space. To manage rental housing through cherishing trust relationship with 720,000 units To promote to live in the urban center, to secure stable rental housing for elderly, to improve child care environment.
    [Show full text]
  • Environmental & Social Report 2013
    2013 Environmental & Social Report Introduction Feature Article HSE The Environment Society ▲ 2 Editorial Policy Initiatives at the JGC Group Aimed at Becoming the Leading Global Health, The JGC Group’s Environmental Activities as a Corporate Citizen ▲ Realizing a Sustainable Society Safety, and the Environment Contractor Technologies and Environmental 3 Message from the Chairman 41 Sustainable Development for Both ▲ Conservation Activities ▲ 15 Efforts to Promote Renewable Energy 20 JGC Aims for Zero Energy-Consuming Countries and ▲ 5 JGC Group’s CSR Policy ▲ Incidents and Injuries 30 Development of NOx Removal Catalysts Resource-Producing Countries ▲ ▲ 17 Our Efforts to Develop Relationships with Major Stakeholders ▲ for Overseas Markets 7 Smart Communities 22 Health, Safety, and Environmental 43 Personnel Development and ▲ ▲ Considerations Associated with Communication with Employees 8 Corporate Governance ▲ 31 The JGC Group’s ▲ Business Activities ▲ ▲ Environmental Management 44 Our Contributions to Society 10 Risk Management ▲ 26 Occupational Health and Safety ▲ 32 Continuous Improvement of ▲ 11 Operations of the JGC Group Management Systems 28 Safety and Environmental ▲ 13 The JGC Group’s Environmental Measures Consideration in Investment Projects and Environmental Objectives, Targets, ▲ 33 ▲ Research & Development and Achievement ▲ 35 Environmental Report on Office Activities ▲ 37 Using JGC’s Environmental Technology to Solve Difficult Issues About JGC The JGC Group Name: Employees (approx.): As an engineering contractor, the JGC Total Engineering Business (EPC Business) Group’s core business is providing planning, JGC JGC Corporation 12,000 persons (as of March 2013) design engineering, equipment procurement, JGC Plant Innovation Co., Ltd.* JGC: 2,200 persons JGC Philippines Domestic EPC Affiliates: 3,200persons construction (EPC), and commissioning JGC Gulf International and others Overseas EPC Affiliates: 4,600persons services for various industrial plants and Catalyst, Fine Chemicals and Other Businesses 2,000 persons facilities.
    [Show full text]
  • Petroleum Refining Projects
    >> ENGINEERING THE FUTURE ANNUAL REPORT 2008 April 1, 2007 — March 31, 2008 >> PROFILE JGC Corporation was founded in 1928, and in the ensuing years has completed over 20,000 projects in approximately 70 countries, making it one of the world’s top engineering contractors. The Company has developed proprietary engineering technology and has displayed unsurpassed project management capabilities in the fields of oil and gas development, petroleum refining, natural gas processing, petrochemicals and other hydrocarbons, chemicals, power generation and new energy, as well as general production, environmental protection, IT and other industrial fields. In response to the diverse needs of its clients, JGC has moved beyond its role as contractor, and has begun to invest in busi- nesses such as resource development, power generation and desalina- tion. JGC is moving beyond the framework of the traditional engineering contractor to become a “Standout Engineering Enterprise.” JGC CORPORATION ANNUAL REPORT 2008 01 02 JGC CORPORATION ANNUAL REPORT 2008 >> CORPORATE PHILOSOPHY The JGC Group, with its core business of engineering- Management Policies based services, reaffirms its corporate policy of pursuing Sharing these core values, the JGC Group seeks to con- the highest standards of performance and achieving tinuously provide services and products based on the enduring growth as a globally active company, while highest standards of technology and in compliance with contributing to world economic and social prosperity as the following management policies: well as to the conservation of the earth’s environment. 1. Secure profit and realize continuous growth Core Values 2. Strengthen power of JGC Group technologies and Each and every person working in the JGC Group, from establish innovative technologies, as well as develop lines director to employee, full-time or part-time, understands of business with vertical and horizontal diversification and adheres to the core values stated below as integral to 3.
    [Show full text]
  • ENGINEERING the FUTURE
    JGC CORPORATION ANNUAL REPORT 2009 REPORT ANNUAL JGC CORPORATION Engineering ThE Future Annual Report 2009 APRIL 1, 2008 — MARCh 31, 2009 PROFILE JGC Corporation was founded in 1928, and in the ensuing years has completed over 20,000 projects in approximately 70 countries, making it one of the world’s top engineering contractors. The Company has developed proprietary engineering technology and has displayed unsurpassed project management capabilities in the fields of oil and gas development, petroleum refining, natural gas processing, petrochemicals and other hydrocarbons, chemicals, power generation and new energy, as well as general production, environmental protection, IT and other industrial fields. In response to the diverse needs of its clients, JGC has moved beyond its role as contractor, and is also investing in businesses such as resource development, power generation and desalination. JGC is moving beyond the framework of the traditional engineering contractor to become a “Standout Engineering Enterprise.” JGC Corporation annual report 2009 01 02 JGC Corporation annual report 2009 Corporate philosophy The JGC Group, with its core business of engineering- ManaGeMent poliCies based services, reaffirms its corporate policy of pursuing Sharing these core values, the JGC Group seeks to con- the highest standards of performance and achieving endur- tinuously provide services and products based on the high- ing growth as a globally active company, while contributing est standards of technology and in compliance with the to world economic and social prosperity as well as to the following management policies: conservation of the earth’s environment. 1. Secure profit and realize continuous growth Core Values 2. Strengthen power of JGC Group technologies and establish Each and every person working in the JGC Group, from innovative technologies, as well as develop lines of business director to employee, full-time or part-time, understands and with vertical and horizontal diversification adheres to the core values stated below as integral to real- 3.
    [Show full text]
  • Main Business Districts in Yokohama, There Are 9 Main Business Districts, Each with Distinct Characteristics and Functions
    Main Business Districts In Yokohama, there are 9 main business districts, each with distinct characteristics and functions. Here we will introduce each area, dividing them into two major categories: Office Districts and Industrial Areas. Office Districts 1 Minato Mirai 21 2 Yokohama 3 Kanna i Di stri ct 4 Shi n-Yok oh ama 9 K oh ok u Ne w District Station District Station District Town District Industrial Areas 5 Keihin Waterfront Area 6 Southern Waterfront Industrial Area 7 Southern Industrial Area 8 Northern Industrial Area Source : Business Development Division, Economic Affairs Bureau, City of Yokohama, “Main Business Districts,” Investing in Yokohama at http://www.city.yokohama.lg.jp/keizai/yuchi/sinsyutu-e/districts.html (as of March, 2016) Office of the City of Yokohama Representative to the Americas | www.BusinessYokohama.com Office Districts 1. Minato Mirai 21 District • The new gateway of Yokohama, Japan's leading international city • Multiple functions, such as business, commerce, culture and entertainment are concentrated in this district • Construction of many new corporate headquarters and rental office buildings are expected Minato Mirai 21 (Future Port 21) is the name of a project launched with the intention to dramatically transform the metropolitan area of Yokohama. This project aims for the integration of the city's two major business districts (the Yokohama Station District and the Kannai District), the creation of new business and vitalization of the city. Its final goal is to create a district where 190,000 people work and 10,000 people live. This project has 3 visions: "A Round-the-Clock International Cultural City", "A 21st Century Information City", and "An Inviting City Offering an Ample Waterfront, Open Space and Heritage".
    [Show full text]
  • Energy Efficiency and GHG Reduction Final Report
    Public Disclosure Authorized Study of Japanese Experiences Public Disclosure Authorized on Sustainable Urban Development including Pollution Control and Management, Resource/Energy Efficiency and GHG Reduction Public Disclosure Authorized FINAL REPORT February 2011 Public Disclosure Authorized THE WORLD BANK JAPAN INTERNATIONAL COOPERATION AGENCY STUDY OF JAPANESE EXPERIENCES ON SUSTAINABLE URBAN DEVELOPMENT INCLUDING POLLUTION CONTROL AND MANAGEMENT, RESOURCE / ENERGY EFFICIENCY AND GHG REDUCTION FINAL REPORT The First East Asia Eco2 Program, including this study, was funded by the Cities Alliance through a non-core contribution of the Japanese Government, Japan International Cooperation Agency (JICA), and the World Bank February 2011 ALMEC CORPORATION TABLE OF CONTENTS MAIN TEXT 1 SUMMARY 1.1 Context of the Study.......................................................................................................1-1 1.2 Study Objectives............................................................................................................1-2 1.3 Analytical Framework of the Eco2 Initiative....................................................................1-3 1.4 Urban Development Process, Urban Management, and Environmental Initiatives in Japan..........................................................................................................................1-5 1.5 Responses of Stakeholders...........................................................................................1-8 1.6 Lessons from Japanese Experiences..........................................................................1-11
    [Show full text]
  • Minato Mirai 21 Iconic Image Yokohama, Japan
    Minato Mirai 21 Iconic Image Yokohama, Japan Minsoo Doo, Kristina Feliciano Image Sources: Above: Jupiter Images website, http://www.jupiterimages.com/Im- age/royaltyFree/200505106-001 Left: Yokohama, Japan”, Pixdaus website, http://pixdaus.com/single. php?id=144040 Below: Japan - “A Guide to Japan”, http://www.hcteurope.com/japan/ travel.htm; Yokohama - “Yokohama Minato Mirai 21: Plans and Proj- ects” Brochure, vol. 81, 2010 Minato Mirai 21 is a 1.2-mile urban redevelopment of the waterfront of Yokohama, “MM21’s ambition is to Japan’s second largest city behind Tokyo. Minato Mirai 21 literally translates to become an international “the future port city of the 21st century”. Since the mid-19th century, Yokohama has cultural centre active remained Japan’s main trading port and industrial base, the country’s “gateway around the clock, an to the world” 1. Minato Mirai 21 is the core of Yokohama’s comprehensive ‘Plan for information city of the the 21st century’, an initiative by the municipal government in 1981 to revitalize 21st century, and a human Yokohama’s port area, establish the city’s independence from Tokyo, and environment surrounded by water, greenery, and decentralize business functions from central Tokyo. This vibrant development history”. continues to evolve and grow, exhibiting “elements of smart growth, public/private partnerships, an extensive transportation network, mixed-use programming, and - Zhong-Jie Lin, “From Megas- 24-hour nodes of activity” 2, which attract new businesses, residents, and more tructure to Megalopolis: than 50 million visitors every year. Formation and Transformation of Mega-projects in Tokyo Bay”, 1, 2 Journal of Urban Design, Vol.
    [Show full text]
  • Yokohama Baycourt Club Hotel & Spa Resort
    September 23,2020 FOR IMMEDIATE RELEASE Company name Resorttrust, Inc. Representative Ariyoshi Fushimi, President Code 4681, First Section of the Tokyo and Nagoya Stock Exchanges Announcement of Opening of “YOKOHAMA BAYCOURT CLUB HOTEL & SPA RESORT” Exclusive Membership Resort on September 23 Resorttrust, Inc. (“the Company”) today opened the “Yokohama Baycourt Club Hotel & Spa Resort,” an exclusive membership resort in Yokohama City, Kanagawa Prefecture. This is the fourth facility of “Baycourt Club” after the Tokyo, Ashiya, and Laguna facilities. “Yokohama Baycourt Club” is located in the Minato Mirai 21 area, close to the waterfront in Yokohama, a popular destination and one of Japan’s foremost international cities. The design of the hotel’s exterior, a new landmark in the Minato Mirai 21 area, is reminiscent of the perpetual movement of waves on the shore. The structure is formed from bold curves expressing layers of towering surf out to sea, inspired by “The Great Wave off the Coast of Hotel Exterior Kanagawa,” from the series “Thirty-six Views of Mount Fuji,” by the ukiyo-e artist Katsushika Hokusai. The solid glass walls reflect drenching sunlight during the day and ethereal views at night. The hotel contains 138 rooms, with three room grades: “Royal Suite,” “Luxury Suite,” and “Bay Suite.” All rooms are suites featuring a bath with a view, where members can experience refined indulgence while enjoying beautiful views of Yokohama. The Chinese restaurant presents innovative and delicately-crafted dishes with beautiful presentation and flavor, which embody the essence of genuine Cantonese cuisine. In the Japanese restaurant, members can enjoy the minimalist culture of Japanese food, bringing out the intrinsic flavor of each ingredient, while they gaze Example of Chinese cuisine over the shimmering water garden.
    [Show full text]
  • Urban Design Yokohama
    URBAN DESIGN CITY OF YOKOHAMA YOKOHAMA ENGLISH Urban Design within Yokohama The urban design of Yokohama originated in the late 1960s as one of the strategies used to promote postwar reconstruction as well as to cope with various urban problems arising during the high economic growth period, with the ultimate goal of making Yokohama a self-reliant city. The urban design approach has also played a role in identifying the balance between functional and economic needs from urban development on one hand, and aesthetic/human values such as beauty, enjoyment and grace on the other, thus helping to produce characteristic and attractive urban spaces. 7 Aims and Principles of 1940s−1960s: Occurrence of Late 1960s−: 3 basic strategies toward the creation of a Urban Design various urban problems self-reliant city 1 Supporting pedestrian activities 1945: Devastating destruction of Project production by ensuring safe and comfortable urban area resulting from the war Production of 6 flagship projects to walking spaces. 41% of the urban area was burnt down construct the main skeleton of the city 2 Taking into consideration natural from air raids characteristics such as the 1945−: Signifi cant delay in the topography and vegetation of the reconstruction process due to area concerned. requisition of urban area/port 3 Placing value on the historical facilities and cultural assets of the area 90% of port facilities and 27% of the concerned. entire urban area were requisitioned 4 Increasing and expanding open around 1949 spaces and greenery zones. 1950s: Disordered urbanization 1 Subway Development 5 Placing value on waterfront associated with urban expansion of Plan spaces of the sea and rivers.
    [Show full text]
  • PR June 30, 2015 Announcement of Stock Acquisition in Yokohama
    June 30, 2015 Mitsubishi Corporation Urban Development Inc. Announcement of Stock Acquisition in Yokohama Akarenga Mitsubishi Corporation Urban Development Inc. (MCUD) is pleased to announce that it has acquired a stake in Yokohama Akarenga Co. Ltd. (Yokohama Akarenga), a company owned by Mitsubishi Corporation (MC). Our June 30, 2015 purchase amounts to 67% of the total number of shares issued. 1. About the New Subsidiary, Yokohama Akarenga Yokohama Akarenga is a retail properties operator that manages the Yokohama Red Brick Warehouse, a historical building that was constructed in the late 19 th century. The building, which is located in Yokohama Harbor, includes a cultural facility (Building No. 1) that is used as a venue for art exhibitions, film festivals, plays and other events, and a retail property (Building No. 2) that features a shopping mall and restaurant arcade. Every year, the Yokohama Red Brick Warehouse hosts a wide variety of events, and since its opening in 2002, it has become one of Yokohama’s most popular and widely recognized landmarks. The facility continues to attract tourists from Japan and around the world, welcoming its 70 millionth visitor in December 2014. 2. Reason for Stock Acquisition As an income-generating property developer, MCUD has already launched seven projects, three involving retail properties, and four involving logistics facilities. Our overarching mission is to develop blue chip properties for consumers, tenants, investors, and local communities. By applying our diverse expertise and experience, we hope to add further vitality to the Yokohama Red Brick Warehouse, and in turn, leverage that vitality to contribute to a more prosperous Yokohama Harbor.
    [Show full text]