Contents of this document
- Establishment of a new asset management department specializing in hotel operations
- Expansion of the domestic real estate asset management business by leveraging the capital and business alliance with the Dai-ichi Life Group
- Strengthening sourcing capabilities
- Full-scale pursuit of short-term cash recovery projects, including conversions and rebranding
- Utilization of mid-sized and local general contractors and development of a platform for hotel operations and development
- Expansion of the shareholder benefits program
- Inbound visitors to Japan4,283 10,000 people
- Hotel operations business revenue10,453 Millions of yen
- AUM
- Hotel Operations BusinessNet SalesFiscal year ending March 2025 ¥78.8 million / Fiscal year ending March 2026 ¥104.5 millionOperating profitFiscal year ending March 2025 ¥9.6 million / Fiscal year ending March 2026 ¥23.5 million
- Asset Management BusinessNet SalesFiscal year ending March 2025 ¥13.3 million / Fiscal year ending March 2026 ¥21.2 millionOperating profitFiscal year ending March 2025 ¥2.9 million / Fiscal year ending March 2026 ¥11.8 million
- Real Estate BusinessNet SalesFiscal year ending March 2025 ¥38.1 million / Fiscal year ending March 2026 ¥84 millionOperating profitFiscal year ending March 2025 ¥13.4 million / Fiscal year ending March 2026 ¥-14.6 million
| Item | Details |
|---|---|
| Document type | Financial Results Presentation |
| Fiscal Period Covered | Fiscal year ending March 2026 |
| Net Sales | ¥151 million |
| Operating profit | ¥-1 million |
| Ordinary income | ¥-20 million |
| Net income | ¥-11 million |
| Full-year earnings forecast | Net Sales ¥210 million / Operating profit Not disclosed / Ordinary income Not disclosed / Profit attributable to owners of the parent ¥18 million |
| Self-assessment against the plan | Plan not achieved |
| Segment results | Segment Hotel Operations Business / Net Sales Fiscal year ending March 2025 ¥78.8 million / Fiscal year ending March 2026 ¥104.5 million / Operating profit Fiscal year ending March 2025 ¥9.6 million / Fiscal year ending March 2026 ¥23.5 million, Segment Asset Management Business / Net Sales Fiscal year ending March 2025 ¥13.3 million / Fiscal year ending March 2026 ¥21.2 million / Operating profit Fiscal year ending March 2025 ¥2.9 million / Fiscal year ending March 2026 ¥11.8 million, Segment Real Estate Business / Net Sales Fiscal year ending March 2025 ¥38.1 million / Fiscal year ending March 2026 ¥84 million / Operating profit Fiscal year ending March 2025 ¥13.4 million / Fiscal year ending March 2026 ¥-14.6 million |
| Key KPIs | Indicator name Inbound visitors to Japan / Value 4,283 10,000 people / Year on year against the same period last year Not disclosed, Indicator name Hotel operations business revenue / Value 10,453 Millions of yen / Year on year against the same period last year Not disclosed, Indicator name AUM / Value Not disclosed / Year on year against the same period last year Not disclosed |
| Annual Dividend | Fiscal year ending March 2026 ¥20 per share / Fiscal year ending March 2027 To be determined |
| New initiatives | Establishment of a new asset management department specializing in hotel operations, Expansion of the domestic real estate asset management business by leveraging the capital and business alliance with the Dai-ichi Life Group, Strengthening sourcing capabilities, Full-scale pursuit of short-term cash recovery projects, including conversions and rebranding, Utilization of mid-sized and local general contractors and development of a platform for hotel operations and development, Expansion of the shareholder benefits program |
Items this document does not state (19)
These are items the company does not state in this document. We do not leave them blank, nor fill them in from other sources or by inference.
The reasons the company gives
The company's own explanation, not something inferred from the numbers.The timing of multiple projects shifted into later periods, development projects were delayed, AUM accumulation was insufficient, real estate transaction revenue made only a limited contribution because projects were concentrated in small-scale transactions, and upfront costs increased due to extensions of construction start dates and design changes.