Mid- To Long-term Business Plan Through 2022/3

2y ago
16 Views
2 Downloads
3.02 MB
33 Pages
Last View : 2m ago
Last Download : 2m ago
Upload by : Sabrina Baez
Transcription

Mid- to Long-term Business Plan through 2022/3Creating Value through Change

Framework of Mid- to Long-term Business PlanThis Mid- to Long-term Business Plansets forth the vision and policies the Nomura Real Estate Group will pursue over the 10 years throughthe fiscal year ending March 31, 2022, and establishes stepwise growth scenarios over 3 phases.Phase I, the first phase of the Plan, is regarded as “3-year Plan (through 2016/3)”for which quantitative goals will be set.3-year Plan(through 2016/3)Phase1Phase2Phase3Mid- to Long-term Business Plan1

ContentsI. Mid- to Long-term Business Plan- Creating Value through Change Recognition of Changes inEnvironment and Challenges Vision of the Plan Management Policies Priority Strategies Policies of ConstructingBusiness PortfolioIII. Business Strategies Three Management Indices Development of the Residential Development Business Stepwise Growth Plan Development of the Leasing Business Development of the Investment Management BusinessII. 3-year Plan (through 2016.3) Summary of the 3-year Plan Business Strategies Segment Operating Income Development of the Property Brokerage & CRE Business Development of the Property & Facility ManagementBusiness Strengthening of Development in Retail and LogisticsSectors Promotion of Global Business Expansion Strengthening of R&D Business Process Innovation2

ⅠⅡⅢⅠ. Mid- to Long-term Business Plan- Creating Value through Change -Ⅱ. 3-year Plan (through 2016/3)Ⅲ. Business Strategies3

ⅠRecognition of Changes in Environment and ChallengesⅡⅢEnvironment Surrounding Our GroupIncrease in the stock of social assets such asresidential and building propertiesUncertain and unstableeconomic / business environmentAdvance of globalizationChanges in social structureDiversification of customer needsComprehensive society andcustomer orientationStrengthened responses toenvironmental changes4

Vision of the Mid- to Long-term Business PlanⅠⅡⅢ– Creating Value through Change –Becoming an enterprise group that continues to createhigh value through sustainable changeWe will pursue change toward the future by constantly accepting new challenges,thereby continuing to create high value that can meetthe increasingly diverse needs of the society and customers.5

Management PoliciesⅠⅡⅢTo establish a “brand of trust” that continues to be chosen by customers- We will build a deep trust from customers through the provision of high value in each business.To create value through sustainable change filled with a challenging spirit- We will continue to challenge the task of creating values that are rich with innovation andoffering them to meet the increasingly diverse needs of the society and customers.To demonstrate the collective strength of the Groupthrough the organic coordination among group companies- We will make the best use of group-wide knowhow and resources and exercisea multi-faceted capability to develop products and provide services on a group-wide basis.6

ⅠPriority StrategiesⅡⅢConstruction of a highly profitable business portfolioRegarding the development area (residential and leasing businesses),We will improve the asset efficiency and expand the earnings base in the leasing business,in addition to sustaining stable growth of the residential development business, which is our core business.Furthermore, we will aggressively expand the businesses in the service and management areas(investment management, property brokerage and CRE, and Property & facility management businesses),thereby constructing a highly profitable business portfolio in the Group as a whole.Earnings growth through sustainable changeWe will aim at further earnings growth by continuing to provide high value in response to market needsand working to expand the business domain and create a new business model in each business.7

ⅠPolicies of Constructing Business PortfolioⅡⅢWe aim to create an optimal business portfolio through evaluating growth potential, stability, and risk.AggressiveGrowthTo aim an aggressive business expansionutilizing the know-how as a developer.PropertyBrokerage &CRE pmentBusinessService and Management AreasProperty &FacilityManagementBusinessTo aim an aggressive businessexpansion in a real-estate market wherethe stock of social assets is mentBusinessDevelopment AreasTo aim sustainable and stable growthas our core businessesGrowthNon-asset-typeAsset-type8

ⅠThree Management IndicesⅡⅢWe will develop into a corporate group with presence by establishing a highly stable financial base and a highly efficient profit structure.Shareholders’ Equity RatioROAOperating IncomeOver 30%Over 5.5%Earnings base for100.0 billion yen To secure financial foundation fornew investments and challengestoward the company’s sustainablegrowth. To construct a business portfolio thatpromotes improvement of assetefficiency and is characterized by highprofit efficiency. To attain a level at which businessactivities can be continued stablyeven amid the turbulence of anunstable economic and businessenvironment. To increase the earning power byaggressive expansion in service andmanagement areas in addition todevelopment areas. To become a corporate group with astrong presence as a comprehensivereal estate enterprise. To realize further earnings growthby expanding existing businessdomain and creating a newbusiness model.9

ⅠStepwise Growth PlanⅡⅢWe will achieve stepwise growth in 3 phases.5.5%3.7%ROAOperatingIncome49.9billionyen- 2012/32012/3Shareholders’equity ratio65.0billionyen80.0billionyenlevel- 2016/3- 2016/3Phase 1To build the foundationfor growth22.6%Shareholders’equity ratio30%100.0billionyenlevel- 2019/3- 2019/3-- 2022/32022/3Phase 2Phase 3To construct ahighly profitablebusiness portfolioTo build anearnings base foroperating incomeof about 100.0billion yenROA 5.5%【3-year Plan】Mid- to Long-term Business Plan10

ⅠⅡⅢⅠ. Mid- to Long-term Business Plan- Creating Value through Change -Ⅱ. 3-year Plan (through 2016/3)Ⅲ. Business Strategies11

ⅠSummary of the 3-year PlanSignificanceⅡⅢBasic Strategies To secure earnings growth in existing businessesPeriod for establishing afoundation for achievingprogressive growth- We will secure earnings growth in existing businesses through the steady implementationof their respective business strategies. To secure financial foundation toward further growth- In addition to improving the shareholders’ equity ratio through the accumulation ofperiodic profit, we will promote efforts toward the improvement of asset efficiency. To make aggressive efforts toward the realization of growth fromthe long-term perspective- We will make a strategic foothold leading to a progressive growth of the Grouptoward the realization of the long-term vision. Operating Income: 65.0billion yen Shareholders’ Equity Ratio: 30%Quantitative Goals12

Business StrategiesⅠⅡⅢSustainable and stable growth in our core residential development business Increase in business volume toward the realization of an annual residential sales of 7,000 units Provision of a broad product line-up meeting diverse customer needs and the effective use ofextensive business know-how Deepening of the brand value through providing services appropriate to housing life cycleAggressive pursuit of investment opportunities in the real estate leasing business More diverse development options Provision of operation services that effectively satisfy the needs of tenants and facility usersAggressive expansion in the service and management areas Strengthened responses to cross-border investment needs in the investment management business Property brokerage and CRE business- Retail Division: Workforce and branch network expansion and strengthening of the Internetstrategy, and the improvement of brand recognition- Wholesale Division: Strengthening of the ability to provide CRE solutions leveraging thefunctions within the Group Expansion and the effective use of asset stocks for management and service enhancements in theproperty & facility management business13

Business StrategiesⅠⅡⅢNew initiatives to accelerate the growth of each business from the long-term perspective Strengthening development in the retail and logistics sectors, and cooperationand mutual growth with existing business. Promotion of global business expansion leveraging inbound funds Strengthening R&D efforts aiming at highly competitive value creation Productivity improvement through business process innovation across groupcompanies14

ⅠSegment Operating Income12/3ActualConsolidationResidential DevelopmentBusinessLeasing BusinessⅡ13/3Forecast16/3PlanChangesfrom 12/3ⅢChangesfrom 13/349.955.065.0 15.1 10.0billion yenbillion yenbillion yenbillion yenbillion yen20.929.026.0 5.1 3.0billion yenbillion yenbillion yenbillion yenbillion yen19.624.025.0 5.4 1.0billion yenbillion yenbillion yenbillion yenbillion yenInvestment ManagementBusiness6.50.57.0 0.5 6.5billion yenbillion yenbillion yenbillion yenbillion yenProperty Brokerage &CRE Business1.93.56.0 4.1 2.5billion yenbillion yenbillion yenbillion yenbillion yenProperty & FacilityManagement Business4.44.56.0 1.6 1.5billion yenbillion yenbillion yenbillion yenbillion yen15

ⅠⅡⅢⅠ. Mid- to Long-term Business Plan- Creating Value through Change -Ⅱ. 3-year Plan (through 2016/3)Ⅲ. Business Strategies16

ⅠDevelopment of the Residential Development BusinessⅡⅢWe will strive to achieve steady growth as our core business by responding to diverse customer needs.Broad product line-up meeting diverse customer needs7,000unitsConstruction of a stable supply systemKnow-how capable of responding to various business opportunitiesRedevelopment BusinessRebuilding BusinessLand ReadjustmentBusinessComplex DevelopmentBusiness(Condominiums, detached houses,and commercial facilities)17

Development of the Residential Development BusinessⅠⅡⅢCustomer base for a stable supply / Construction of a “residential value chain” that responds to owners’ trustNew CustomerDevelopmentStrengthening of Relationships with Owners (Existing Customers)Expansion of PROUDCLUB membersExpansion of PROUDOWNERS CLUB membersProvision of services tailored to the housinglife cycleServices by GroupcompaniesMaintenance ProgramManagementLeasing/RelocationRelocation, SaleComprehensive Interior Service etc.Reform180,000 people 270,000 people 320,000 people350,000 people(2016/3)(2016/3)Offer value to owners by responding to diverse residential needsNewcustomersReferred and repeatcustomersPROUD that customersrepeatedly chooseValue every customer relationship as one tobe maintained over a lifetime18

ⅠDevelopment of the Leasing BusinessⅡⅢWe will expand the leasing business by drawing on the Group’s wealth of management know-how and the platforms of individualGroup companies.The Group’s Management AssetsOfficesEach Group Company’s PlatformLogisticsFloor space:Floor space:about 360,000 tsuboabout 180,000 tsuboNumber of properties :Number of properties:116 properties18 propertiesDevelopment/OwningNomura Real Estate DevelopmentNREG TOSHIBA BUILDINGHousingsCommercial FacilitiesNumber of Units:Floor space:about 12,000 unitsabout 125,000 tsuboNumber of houses:Number of properties:204 houses38 propertiesProperty ManagementNomura Building Management*1 tsubo 3.3 square metersNomura Living SupportFund ManagementNomura Real EstateAsset ManagementGEO AKAMATSU19

ⅠDevelopment of the Leasing BusinessⅡⅢWe will take a more aggressive stance in the development of lease properties.Diversification ofdevelopment optionsDiverse initiatives in 4 sectorsApplication of complex development,redevelopment, and other sophisticateddevelopment approachesOfficesLogisticsPMO, etc.Land PortHousingsCommercialFacilitiesPROUD FLATGEMS, etc.* PROUD FLAT is divided into the Residential Development Business.Agile business development on boththe “owning” and “sale” sidesAsset portfolio enhancement through the inclusion ofprime propertiesRealization of development profits and increase in assetefficiencyHold within theNomura Real Estate GroupSales in the investment market20

ⅠDevelopment of the Leasing BusinessⅡⅢWe will deliver property management services that win high satisfaction based on their customer orientation. Strengthening of total management through coordination among group companies Provision of operation services that effectively satisfy the needs of tenants, facility users, and local communities. Strengthened responses to changing and diverse customer needsPREMIUMMIDSIZEOFFICETenant mix tailored to the lifestyles of area residentsFoster communication among tenantsPromote electric power efficiency“bono”SagamionoSupport BCP manual preparationサービスServicesServicesPMOEvents that invigorate the local economyCreating a space that contributes to the strengthening oflocal communitiesNeedsニーズNeedsニーズBusiness ActivitySupportConveniencePleasureSaving CostComfortSafety & SecurityDevelopment/OwningProperty ManagementOperationDevelopment/OwningProperty ManagementNomura Real EstateDevelopmentNomura BuildingManagementGEO AKAMATSUNomura Real EstateDevelopmentNomura BuildingManagement21

Development of the Investment Management BusinessⅠⅡⅢWe will strengthen our fund management and origination capabilities. Exercise of the management capabilities of a comprehensive real estate groupFurther strengthening of fund management capabilities applying the expertise of Group companies inareas such as real estate development and management Further enhancement of a product line benefiting from a wealth of fund origination experienceOrigination of listed and private placement, equity and debt, and other types of products to meet thediverse investment needs of investors in Japan and abroadListedREITPrivateREITPrivateFundOverseasFund ofFundsDebtFund22

Development of the Investment Management BusinessⅠⅡⅢWe will expand our business by responding to cross-border investment needs. Strengthening of identification on the domestic real estate investment needs of foreign investorsBusiness expansion based on global capital from rapidly rising countries and other sources Offering of products for the overseas real estate investment needs of Japanese investorsOffering of a wide selection of investment opportunities through the development of overseas funds offunds and other such productsCreation of business opportunities for Group companies through the expansion of thebalance of assets under managementStrengthening of fund managementand origination capabilitiesResponses to cross-border investmentExpansion of assetsunder managementExpansion of business opportunitiesfor Group companies such asdevelopment, management, etc.23

Development of the Property Brokerage & CRE BusinessⅠⅡⅢ[Retail] We will enhance our service-offering and brand power by strengthening our net and branch-opening strategies.Expansion ofbranch networknomu.comInformation networkArea networkEnhancement100 storesin 10 years Strengthening of purchase needs identificationIntergrowth of2 networks Strategic branch openings with clear targets(Existing area where privately owned housing areconcentrated, central Tokyo, etc.) Further enhancement of property informationquality and volume Pursuit of SNS and smart phone strategies Strengthening of services for existing PROUDcustomers looking to sell and then purchase anotherhome. Enhancement of website for investorsNet-based RelocationInformationprovisionenhancement Strengthening of sale-needs identificationBrand formationCustomerconvenienceenhancement24

Development of the Property Brokerage & CRE BusinessⅠⅡⅢ[Wholesale] As a group of professionals, we will offer valuable services by responding to all client needs.Public corporationsCorporations in thepublic interestGeneral businesscorporationsFundsOverseas fundsDiversification and expansion of needs related to the buying/selling andeffective application of assets Strengthening of customer relationships from a long-term perspective and abilities toidentify needs Business recommendations (Development, asset management, property management)applying the capabilities of Group companies Strengthening of ties to the Nomura GroupOffering of enhanced solutions25

Development of the Property & Facility Management BusinessⅠⅡⅢWe will expand the business base through increasing the stock of properties under management and pursue business opportunitiesleveraging stocks.Business Base ExpansionExpansion of the stock of properties under managementthrough ties with Group businessesExpansion of the stock of properties under managementthrough the use of expertise and technical capabilities(Residential development, Leasing, Investment ortscommercialfacilitiesPublicfacilitiesExpansion of ancillary businessesthrough leveraging the stock of propertiesHome renovationLarge-scale repair/maintenance, andrenovation projectsTenant move-in/move-outconstructionCleaning ofexclusive space26

ⅠDevelopment of the Property & Facility Management BusinessⅡⅢWe will enhance comprehensive services in ways that win high customer satisfaction.Development andadministration ofmanagement associationorganizationsEnhancement of Services for Exclusive Space Increase in number of properties offering Living Q CallManagementof public spaceRenovation work Expansion of the Living Q Call service menu Active development of renovation and housecleaning servicesCommunity formationReformComprehensive HomeServicesBuilding and facilitymanagementService forexclusive spaceLiving Q CallDaily life servicesAmenity serviceStrengthening of Comprehensive Services to Increase BuildingOwner/Tenant Satisfaction Promotion of integrated property management and building maintenanceService for elderly peopleRenovation workEnergy-efficiencyconsultingBuilding maintenancemanagementSecurityMove-in/ move-outconstructionComprehensive OfficeServices Recommendation of space designs to meet tenant needsEquipment managementSpacerecommendationsRelation with tenants Recommendation of renovation work to increase facility user satisfactionProperty managementCleaning of exclusive space27

ⅠStrengthening of Development in Retail and Logistics SectorsⅡⅢWe will achieve growth for all concerned businesses through the expanded development of the retail and logistics sectors.Development/OperationTies to and Intergrowth withTrack RecordEach Concerned BusinessCommercial FacilitiesGreater Added Value for the Residentialand Office Sectors Urban Commercial Facilities(Complex Development)GEMS Shibuya, etc. Suburban Supply ChainConstruction of Business ModelsFocused on Operationsbono Sagamiono, etc.DevelopmentCapabilitiesOperation by GEO AKAMATSULeasingCapabilitiesTies to Asset Management Businessthrough the Provision of DevelopmentProjects to FundsLogistics FacilitiesDevelopment Track RecordLand Port series 6 properties,90,000 tsuboOperation by fund managementTies to Property Management throughthe Management of DevelopmentProjectsTies to Brokerage and CRE Businessthrough site procurement and leasing28

Promotion of Global Business ExpansionⅠⅡⅢWe will pursue global business development through opportunities provided by taking in inbound capital.Inbound (Intake of overseas capital)OverseasFundsInvestment Management BusinessProperty Brokerage ServiceDomesticReal EstateSale of developmentsOutboundOverseasReal EstateResponse to the global development needs of domesticcorporations and investorsDomesticFundsSearch for own-account opportunities to invest in overseasreal estate Ties to the Nomura Group’s global network Strategic location of overseas branches, mainly in high-growth Asia29

ⅠStrengthening of R&DⅡⅢWe will promote Research & Development unrestricted to particular projects from a long-term perspective.SmartEnergySafety /SecurityHealth /ComfortHigh Added ValueDifferentiationOriginalityLeading EdgePassiveDesignCommunityDesignValue RetentionMarket DevelopmentLeasing住宅事業BusinessBasic / Applied R&DProperty &運営管理事業FacilityManagementProduct DevelopmentResearch & DevelopmentCustomer needs, Seeds of leading-edge technology, Manufacturers, General contractorsArchitect offices, External research institutes, UniversitiesResidentialDevelopmentBusiness30

ⅠBusiness Process InnovationⅡⅢWe will achieve greater business productivity and added-value creation through Group-wide business process innovation.Organic ties to eachGroup companyStrengthenedcommunicationReconstruction of an ITplatform that spans theGroupGroup HR exchange“Know-how”“Information”“Human Resources”Business process innovation forthe most effective application ofall Nomura Real Estate GroupresourcesDiscovery ofnew-businessseedsService h ration riskminimization31

DisclaimerThis document has been prepared for the purpose of information only, and should not beconstrued as an offer, solicitation or commercial conduct of any nature associated with anyspecific products. The forward-looking statements with respect to the future financialresults contained in this document should not be construed as a guarantee of actualperformance in the future. Although the information contained in this document is intendedto be complete and thorough, there is no assurance of precision and safety of the same.Please note that the contents of this document is subject to change or cancellation withoutprior notice. It is prohibited to make duplication, reproduction, distribution or use of anypart or whole of the information contained in this document without express written consent.Nomura Real Estate Holdings, Inc.Corporate Communications & Investor Relations Dept.General ManagerManagerDaisuke KitaiYusuke HiranoHideaki ChikusaAkari NishiyamaTEL 81-3-3348-8117info@nomura-re-hd.com32

Mid- to Long-term Business Plan This Mid- to Long-term Business Plan sets forth the vision and policies the Nomura Real Estate Group will pursue over the 10 years through the fiscal year ending March 31, 2022, and establishes stepwise growth scenarios over 3 phases. Phase I, the first phase of the Plan, is regarded as “3-year Plan (through .

Related Documents:

MITSUBISHI METALWOOD CUSTOM SHAFTS OPTIONS mitsubishirayongolf.com Model Flex Weight Torque Tip Size Butt Size Launch Spin Tip Stiffness Fubuki J 60 X 66 3.9 0.335 0.600 Mid Mid Mid S 64 3.9 0.335 0.600 Mid Mid Mid R 61 3.9 0.335 0.600 Mid Mid Mid Fubuki J 70 X 74 3.6 0.335 0.600 Mid

Low Mid High Launch Spin Low Mid High Launch Spin KBS Hi-Rev 2.0 Wedge Flex R S X Tip.355" .355" .355" Weight (g) 115 125 135 Torque N/A N/A N/A Launch Mid Mid Mid Program Stock Stock Stock KBS TOUR 105 Flex R S X Tip.355" .355" .355" Weight (g) 105 110 115 Torque 2.5 2.5 2.5 Launch Mid-High Mid-High Mid-High Spin Mid-High M

3.0 MID- AND LONG-TERM IMPLEMENTATION ACTION PLANS . 5 Strategy 1: Continue to acquire/develop sufficient knowledge, technical skills . In these cases, the NRC will work with developers on design-specific licensing project plans and the NRC may accelerate specific near-term and mid-term readiness activities, as needed, to support these .

Decisional Balance Worksheet Good things Not so good things Current Behavior Short Term Long Term Short Term Long Term Change Short Term Long Term Short Term Long Term . Thinking About Drinking Here is an example of someone exploring their ambivalence about alcohol use. Everyone’s decisional balance will look a little different.

work/products (Beading, Candles, Carving, Food Products, Soap, Weaving, etc.) ⃝I understand that if my work contains Indigenous visual representation that it is a reflection of the Indigenous culture of my native region. ⃝To the best of my knowledge, my work/products fall within Craft Council standards and expectations with respect to

Bottom rail, mid & top railS Top Rail Mid-Rail Bottom Rail how to measure mid-rail height When measuring the mid-rail height it is important to measure to the center point of where you would like the mid-rail to be placed. As the mid-rail is the same size as an individual louver, it will be placed approximately /- 1” for the specified height.

SHORT-TERM VERSUS LONG-TERM PROFITABILITY 4. Introduction. Deriving value from both short-term and long-term visitors to a website is equally important. Short-term . visitors are often misunderstood to be people who visit a site just once (e.g., a "one-hit quitter" or a "hit-and-run" user).

Archaeological excavation is the primary means in which we gather information. It is critical that it is carried out carefully and in a logical manner. The flow chart below has been provided to show the steps required for fully excavating and recording a feature. 3 Identify feature Clean area to find the extent of the feature Consider if pre-excavation photos and plan are required Select .