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Information for Investors Results for the Second Quarter of FY2020 November 9, 2020 Actual Performance in Second Quarter of FY2020 Overview Second Second quarter of quarter of Forecast Millions of yen FY2019 FY2020 at Jul. 2020 Change (actual) (actual) Change Revenue from 261,766 167,645 △ 94,120 △ 36.0％ 168,700 △ 1,054 △ 0.6％ operations Operating income 25,657 △ 19,193 △ 44,851 ー △ 25,800 ＋ 6,606 ー Ordinary income 24,907 △ 22,049 △ 46,957 ー △ 28,900 ＋ 6,850 ー Net income attributable 16,598 △ 21,280 △ 37,878 ー △ 25,500 ＋ 4,219 ー to owners of parent Capital investments 40,672 27,752 △ 12,920 Depreciation 24,012 25,032 ＋ 1,019 Interest-bearing debt 741,027※ 863,023 ＋ 121,995 * As of ending FY2019 2 Copyright 2020 Odakyu Electric Railway Co.,Ltd. All Rights Reserved. Actual Performance in Second Quarter of FY2020 Comparisons with Forecasts as of July 2020 Revenue from （Unit：Millions of yen） operations ＋ 90 ＋ 376 （△）Work commuters （＋）Resort hotels in （＋）Hakone Area Hakone △ 1,278 △ 2,194 ＋ 1,952 （△）Department Store （＋）Commercial facilities in suburban areas 168,700 △ 1,054 167,645 Forecast Transportation Merchandising Real Estate Adjustments Results ７月時点予想at Jul. 2020 運輸 流通 不動産 Otherその他 Businesses 調整額 実績 Operating income （Unit：Millions of yen） ＋ 6,606 △ 25,800 △ 19,193 （＋） Decrease in costs （＋） Decrease in costs （△）Decline in revenue ＋ 1,013 △ 74 （＋） Decrease in costs ＋ 1,148 ＋ 2,280 （＋） Decrease in costs ＋ 2,238 Forecast Transportation Merchandising Real Estate Other Businesses Adjustments Results ７月時点予想at Jul. 2020 運輸 流通 不動産 その他 調整額 実績 3 Copyright 2020 Odakyu Electric Railway Co.,Ltd. All Rights Reserved. Actual Performance in Second Quarter of FY2020 Monthly trends of major business Railways (Results of Railway Business of Merchandising Odakyu Electric Railway Co., Ltd) （Department stores・Stores） (%, year-on-year) (%, year-on-year) 10.0 10.0 0.0 0.0 △ 10.0 △ 10.0 △ 20.0 △ 20.0 △ 30.0 △ 30.0 △ 40.0 △ 40.0 △ 50.0 △ 50.0 △ 60.0 △ 60.0 Shinjuku Store 新宿店（店頭）Over-the-counter △ 70.0 Work △ 70.0 通勤定期commuters 町田店Machida Store Non- ふじさわFujisawa △ 80.0 定期外commuters △ 80.0 ストア既存店 総旅客Total Existing stores △ 90.0 △ 90.0 2月 3月 4月 5月 6月 7月 8月 9月※ Feb2月 Mar3月 Apr4月 5May月 6Jun月 7Jul月 Aug8月 9Sep*1月※ Feb Mar Apr May Jun Jul Aug Sep*2 Shinjuku Store 通勤定期Work 新宿店（店頭）Over-the-counter △ 20.7 △ 45.1 △ 84.6 △ 77.9 △ 33.8 △ 41.4 △ 38.4 △ 47.2 commuters 2.7 △ 8.7 △ 17.0 △ 22.0 △ 16.4 △ 18.2 △ 18.2 △ 30.0 定期外Non- 町田店Machida Store 7.1 △ 26.0 △ 75.9 △ 69.0 △ 5.8 △ 11.1 △ 12.2 △ 24.4 commuters △ 2.5 △ 33.6 △ 69.3 △ 66.2 △ 35.7 △ 34.1 △ 34.0 △ 26.0 ふじさわFujisawa △ 4.3 △ 20.5 △ 55.2 △ 52.9 △ 9.0 △ 12.2 △ 12.1 △ 20.4 総旅客Total 0.5 △ 23.9 △ 51.1 △ 50.3 △ 31.5 △ 30.4 △ 27.0 △ 35.2 ストア既存店 *1列 In2 September, rebound from the impact of the advanced purchasing of commuter passes in Existing stores 9.0 5.9 3.2 4.4 4.8 6.1 6.6 4.2 September of the previous fiscal year that accompanied the consumption tax hike *2 In September, rebound from the impact of the rush in demand in September of the previous fiscal year that accompanied the consumption tax hike 4 Copyright 2020 Odakyu Electric Railway Co.,Ltd. All Rights Reserved. Actual Performance in Second Quarter of FY2020 Monthly trends of major business Hotels (Occupancy rate) Hakone Area （％） (%, compared with 2018) 100.0 40.0 Hakone ＨＲＴHRT*1※１ 箱根３ホテルHakone Three※２ 箱根ＦＰ※３ １日きっぷone-day ※tickets*4４ Hotels*2 Freepasses*3 90.0 20.0 80.0 0.0 70.0 △ 20.0 60.0 50.0 △ 40.0 40.0 △ 60.0 30.0 △ 80.0 20.0 △ 100.0 10.0 0.0 △ 120.0 2月 3月 4月 5月 6月 7月 8月 9月 2月 3月 4月 5月 6月 7月 8月 9月 HRT*1 Hakone ＨＲＴ※１ 51.0 19.5 4.2 4.3 6.4 7.6 9.5 8.2 箱根ＦＰFreepasses※*3３ △ 51.8 △ 69.0 △ 91.5 △ 96.4 △ 93.8 △ 88.6 △ 73.2 △ 64.0 Hakone Three one-day 箱根３ホテルHotels*2 ※２ 54.4 50.2 13.9 0.0 39.2 40.1 75.1 66.2 １日きっぷtickets*4 ※４ 17.5 △ 100.0 △ 96.0 △ 100.0 △ 0.9 △ 69.1 △ 10.5 29.3 *３ Number of Hakone Freepasses sold *１ Hyatt Regency Tokyo *４ Number of pirate ship and ropeway one-day tickets sold (ropeway operations were suspended *２ Hotel de Yama・Hakone Highland Hotel・Hotel Hatsuhana in June 2018 for scheduled maintenance) 5 Copyright 2020 Odakyu Electric Railway Co.,Ltd. All Rights Reserved. Status of Response to the Post-COVID-19 Era Awareness of Business Environment 2020/4 2020/7 2020/10 2021/1 2021/4 2022/4～ Declaration Cycle of enforcing and easing regulations Gradual return to of state of Changing lifestyles due to the COVID-19 pandemic, normal emergency including social distancing FY2020 FY2021 FY2022～ new infections Number of Resolution of pandemic = Widespread Widespread = of pandemic Resolution use of preventative medicine, etc. medicine, preventative of use Level before the COVID-19 pandemic company Income of each Economy / Levels will not return to Gradual improvement before the COVID-19 alongside the reopening of pandemic, even after the economy the pandemic resolves Shift of residential Teleworking becomes Change in tourism areas to suburban Change in office needs commonplace areas trends Further expansion of Diversification of Digitalization of schools etc. e-commerce communication 6 Copyright 2020 Odakyu Electric Railway Co.,Ltd. All Rights Reserved. Status of Response to the Post-COVID-19 Era Direction of Management Promptly and steadily restore sound Respond appropriately to business conditions the Post-COVID-19 environment Reduce investments and promote Strengthen efforts based on cost structure reforms future fields ・Change business models to cater to new lifestyles Improve financial position and restore profitability ・ Promote efforts to spur demand with an understanding of new lifestyles 7 Copyright 2020 Odakyu Electric Railway Co.,Ltd. All Rights Reserved. Status of Response to the Post-COVID-19 Era Direction of Management Investments Costs <Operating expenses* reduction <Review of capital expenditures (FY2020)> (FY2020, compared with initial forecast)> -¥35.8 -¥18.9 -¥42.1 billion billion billion Additional ¥2.5 billion reduction Additional ¥6.3 ¥76.3 billion reduction ¥91.5 ¥78.8 billion billion billion ＊ 2019FY2019年度 Full-年間予想year forecast Full-年間予想year forecast Full年間予想-year forecast April４～９月実績-September Full-年間予想year forecast (As of July 2020) results (As of October 2020) results実績 (As（７月時点） of July 2020) (As （of 10October月時点） 2020) （７月時点） （10月時点） ＊ ¥15.2billion reduction from FY2019 results * Excluding cost of sales in merchandising and real estate businesses and including ¥2.5 billion in fixed costs transferred ¥41.3billion reduction from initial plans to extraordinary loss following temporary closures future policy future policy Continue to execute certain Promote dramatic reductions to Promote cost structure reforms based on the assumption investments that contribute to investments while still giving the that the profit scale will shrink going forward future growth utmost consideration to safety 8 Copyright 2020 Odakyu Electric Railway Co.,Ltd. All Rights Reserved. Status of Response to the Post-COVID-19 Era Direction of Management Improve financial position Restore profitability Efforts to Review unprofitable businesses Pursue initiatives improve Promote cost structure reforms in each that can generate EBITDA business, etc. Promote cost structure profit even under a Curtail investment reforms in each business Efforts to challenging business Liquify real estate and cross- reduce debt environment shareholdings, etc. Improve interest-bearing debt/EBITDA ratio Improve ratio of operating income to revenue （％） (times) （％） 10.035.5 11.0 10.0 9.9 9.6 9.8 10.0 9.4 9.5 35.09.5 8.6 9.0 9.0 7.6 8.0 8.5 8.9 7.7 7.0 6.4 8.5 8.2 8.0 8.4 6.0 7.5 7.8 △ 6.05.0 7.6 7.4 7.0 7.3 4.0 7.2 △ 7.0 7.1 6.5 △ 8.03.0 10 11 12 13 14 15 16 17 18 19 20 （FY） 10 11 12 13 14 15 16 17 18 19 20 （FY） 9 Copyright 2020 Odakyu Electric Railway Co.,Ltd. All Rights Reserved. Status of Response to the Post-COVID-19 Era Future Field Worldview of future fields = Post-COVID-19 Mobility × Security and Comfort Creating a new mobility life for communities While making universal value in the form of security and comfort accumulated over 90 years an unshakable foundation, we will apply future technologies to Group ＜Future Fields＞ create a next-generation mobility life for communities that will enable people to Management get around and meet people they want to meet when they want to meet them. Principle “Four areas of value provision” Mobility × Security and Comfort Community Development × Attachment Community Development × Attachment Creating a new narrative for communities Living × Enjoyment We will create occupational, residential, commercial, academic, and recreational settings that take advantage of the individuality and characteristics of communities Tourism × Experiences and foster attachment to and pride in communities together with customers. Long-Term Vision Through resolution of issues facing customers and local communities, we will create 2020 and a new narrative for communities. “The organization necessary to Living × Enjoyment achieve them” Producing emotionally moving moments in uneventful everyday life Excitement × Innovation We will produce emotionally moving moments that go beyond a sense of Medium-Term security by speedily identifying changing trends and diversifying customer Management Plan wants and by co-creating together with various partners times and spaces that bring color and charm to uneventful everyday life.
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    JPX-Nikkei Index 400 Constituents (applied on August 30, 2019) Published on August 7, 2019 No. of constituents : 400 (Note) The No. of constituents is subject to change due to de-listing. etc. (Note) As for the market division, "1"=1st section, "2"=2nd section, "M"=Mothers, "J"=JASDAQ. Code Market Divison Issue Code Market Divison Issue 1332 1 Nippon Suisan Kaisha,Ltd. 3107 1 Daiwabo Holdings Co.,Ltd. 1333 1 Maruha Nichiro Corporation 3116 1 TOYOTA BOSHOKU CORPORATION 1605 1 INPEX CORPORATION 3141 1 WELCIA HOLDINGS CO.,LTD. 1719 1 HAZAMA ANDO CORPORATION 3148 1 CREATE SD HOLDINGS CO.,LTD. 1720 1 TOKYU CONSTRUCTION CO., LTD. 3167 1 TOKAI Holdings Corporation 1721 1 COMSYS Holdings Corporation 3197 1 SKYLARK HOLDINGS CO.,LTD. 1801 1 TAISEI CORPORATION 3231 1 Nomura Real Estate Holdings,Inc. 1802 1 OBAYASHI CORPORATION 3254 1 PRESSANCE CORPORATION 1803 1 SHIMIZU CORPORATION 3288 1 Open House Co.,Ltd. 1808 1 HASEKO Corporation 3289 1 Tokyu Fudosan Holdings Corporation 1812 1 KAJIMA CORPORATION 3291 1 Iida Group Holdings Co.,Ltd. 1820 1 Nishimatsu Construction Co.,Ltd. 3349 1 COSMOS Pharmaceutical Corporation 1821 1 Sumitomo Mitsui Construction Co., Ltd. 3360 1 SHIP HEALTHCARE HOLDINGS,INC. 1824 1 MAEDA CORPORATION 3382 1 Seven & I Holdings Co.,Ltd. 1860 1 TODA CORPORATION 3391 1 TSURUHA HOLDINGS INC. 1861 1 Kumagai Gumi Co.,Ltd. 3401 1 TEIJIN LIMITED 1878 1 DAITO TRUST CONSTRUCTION CO.,LTD. 3402 1 TORAY INDUSTRIES,INC. 1881 1 NIPPO CORPORATION 3405 1 KURARAY CO.,LTD. 1893 1 PENTA-OCEAN CONSTRUCTION CO.,LTD. 3407 1 ASAHI KASEI CORPORATION 1911 1 Sumitomo Forestry Co.,Ltd.
  • Construction of Ueno–Tokyo Line

    Construction of Ueno–Tokyo Line

    Special Feature Construction of Ueno–Tokyo Line JR East Construction Department Introduction to support through services between the Utsunomiya, Takasaki, Joban, and Tokaido lines (Fig. 1). The Council East Japan Railway Company (JR East) has a wide-ranging for Transport Policy Report No. 18 published in January operations area from Kanto and Koshin’etsu to Tohoku. When 2000, targeted opening of the Ueno–Tokyo Line (A1) by JR East was established in 1987, traffic conditions on most 2015. In November 2007, the Minister of Transport gave sections of conventional (narrow-gauge) lines in the Tokyo permission to change the basic plan to a plan for laying area, including major sections of lines radiating from central new tracks between Tokyo Station and Ueno Station and Tokyo (Tokaido, Chuo, Joban, Sobu lines), the Yamanote then permission was given in March 2008 to change the Line, etc., had morning rush-hour congestion rates in excess railway facilities. Construction started in May 2008 and was of 200%. As a result, enhancing transportation capacity completed in about 6 years. The line opened on 14 March to alleviate congestion was a major issue. Furthermore, 2015, following 5–month training run. with subsequent diversification of values accompanying social changes, users’ railway needs went beyond merely Expected Effects alleviating congestion to shorter travel times and improved comfort while travelling, etc., so problems related to Alleviating congestion on Yamanote and Keihin-Tohoku improving transportation in the Tokyo area also diversified. In lines this context, JR East has taken various initiatives to improve The sections between Ueno Station and Okachimachi the quality of railway services.
  • Railway and Area Development in Thailand 一般財団法人運輸総合研究所 タイにおける鉄道整備と沿線開発に関する国際セミナー Railway and Area Development

    Railway and Area Development in Thailand 一般財団法人運輸総合研究所 タイにおける鉄道整備と沿線開発に関する国際セミナー Railway and Area Development

    14 January 2020 JTTRI International Seminar on Railway and Area Development in Thailand 一般財団法人運輸総合研究所 タイにおける鉄道整備と沿線開発に関する国際セミナー Railway and Area Development Masai MUTO, Dr. Japan Transport and Tourism Research Institute Senior Research Fellow 運輸総合研究所 主任研究員 武藤 雅威 (C) Mr. MUTO Masai, Japan Transport and Tourism Research Institute, 2020 1 Profile Masai MUTO M.Eng., Department of Civil Engineering, Tokyo 1989 University of Science R&D of Superconducting Maglev Train System, 1989 Railway Technical Research Institute D.Eng., Department of Civil Engineering, Tokyo 2001 University of Science Laboratory Head of Transport Planning, 2005 Railway Technical Research Institute General Manager, Strategic Research Division 2013 Railway Technical Research Institute 2010-2019 Part-Time Lecturer, Keio University 2013-2018 Visiting Professor, Tokyo University of Science 2019 JTTRI, Senior Research Fellow (C) Mr. MUTO Masai, Japan Transport and Tourism Research Institute, 2020 2 Contents Introduction: Objectives and Directions of the Seminar Chapter 1: Challenges in Urban Railway Development Chapter 2: Considerations for Railway Development 2.1 Collaboration Between Railways and Area Development 2.2 Securing Financial Resources : Development-Based Value Capture 2.3 Providing a High-Quality Railway System 2.4 Integration of Railway Development with Social Infrastructure 2.5 Creating a sustainable urban railway system Chapter 3: Toward Responding to Urban Transport Issues JTTRI Future Prospect (C) Mr. MUTO Masai, Japan Transport and Tourism Research Institute, 2020 3 Introduction (1) Objectives • In order to solve problems such as serious traffic congestion caused by rapid population growth ASEAN cities, integration of railway and area development will be proposed based on the local conditions in each cities. This presentation is one of the research outcomes from: “Research Group on Railway and Area Development" sponsored by JTTRI • Dr.