Urban Decentralization (Rebalancing Between Urban and Rural Areas)
First written in FY2021. 6 of 7 entries say "Advanced", first in FY2022. Latest entry: FY2027-H1.
No other company in this theme has enough history to compare yet.
- FY2027-H1AdvancedAnnual report
「In Nagoya’s Sakae area, the Company opened HAERA, a new commercial facility combining a department store and PARCO, on 11 June to further enhance the area’s appeal. To create vibrancy in the area, it also held “POP IS YOU SAKAE26,” a circulation-style promotional event centred on entertainment content, jointly organised by Matsuzakaya, PARCO, and HAERA in cooperation with surrounding companies.」
The response to urban decentralisation and interregional competition was translated into enhancing the integrated appeal of the Nagoya Sakae area through the opening of HAERA and a joint circulation-style promotion by Matsuzakaya, PARCO, and HAERA. - FY2026AdvancedAnnual report
「In early summer 2026, the Group will open HAERA, a commercial facility combining a department store and PARCO, at “The Landmark Nagoya Sakae.” Together with the nearby Matsuzakaya Nagoya store and Nagoya PARCO, it will establish an overwhelming presence in the Sakae area.」
The response to urban decentralisation and disparities between cities was translated into the integrated development of HAERA, Matsuzakaya Nagoya store, and Nagoya PARCO in Nagoya Sakae, as well as priority-area development in Osaka Shinsaibashi, Fukuoka Tenjin, and Kobe. - FY2025AdvancedAnnual report
「In the 7 priority areas where the Group has business operations, the Company will expand its customer base and maximise regional value by harnessing group synergies, focusing on the department store and shopping centre businesses while promoting the developer business and expanding the platform for the payments and financial services businesses.」
The response to urban decentralisation and disparities between cities was translated into integrated development of customer, real estate, and payments functions across the 7 priority areas of Sapporo, Tokyo, Nagoya, Kyoto, Osaka, Kobe, and Fukuoka. - FY2023AdvancedAnnual report
「In October 2022, as part of the reorganisation of the developer business, the Company announced that it would establish a new developer company, 「Ｊ.フロント都市開発株式会社」, directly under JFR, and it began operations in March 2023.」
The response to the risk of urban decentralisation was advanced through the establishment and launch of the new developer company and the establishment of the CRE Strategy Management Department, strengthening the strategic utilisation of owned real estate. - FY2023-Q1AdvancedAnnual report
「The Company established the CRE Planning Department to promote strategies for maximising the value of the Group’s owned real estate.」
The response to urban decentralisation and the utilisation of owned real estate was translated into the establishment of the CRE Planning Department, which is responsible for maximising the value of the Group’s owned real estate. - FY2022AdvancedAnnual report
「In March 2022, the Group newly established the CRE Planning Department to formulate strategies for real estate development across the Group and for its owned real estate, and to maximise the value of its owned real estate.」
The response to the risk of urban decentralisation was advanced through the establishment of the CRE Planning Department, plans for the acquisition, disposal, and sale of owned real estate, and the development of new development schemes. - FY2021First statedAnnual report
「The risk had previously been identified as “a return to cities and contraction of regional and suburban areas,” but the COVID-19 pandemic reversed that trend, prompting the Company to reassess its view.」
The outflow of urban populations caused by the COVID-19 pandemic, changes in working styles and consumer behaviour, and the potential for revitalising regional and suburban areas were identified as new corporate risks, replacing the previous risk of a return to cities.