Chosen Railway Corridors and “One Tokyu”
First written in FY2016. 11 of 17 entries say "Restated". Latest entry: 2026-05-13.
4 other companies' latest entry also says "Advanced".
- 2026-05-13AdvancedEarnings presentation
「To create a fun, prosperous and beautiful “Shibuya, a city the world aspires to,” and increase the working, resident and visiting populations」
The Company has specified targets to increase the working, resident and visiting populations by combining redevelopment with local communities, entertainment and information dissemination to realize “a city the world aspires to.” - FY2026-H1RestatedAnnual report
「2) From a long-term perspective, focus on urban development that is "enjoyable, prosperous and beautiful" through recycling investment, secure management stability, and work to create a conglomerate premium by deepening collaboration among the businesses.」
The direction of enhancing corporate value through urban development funded by recycling investment, management stability and the creation of a conglomerate premium through collaboration among the businesses has been reaffirmed. - FY2024ReframedAnnual report
「In addition, we established "Creative Act. Creating, with flexibility, a city the world aspires to" as a vision statement extending beyond the period of this plan.」
In addition to the existing long-term visions of "a railway-line area of choice" and "One Tokyu," the vision has been redefined to include "a city the world aspires to" as a vision statement extending beyond the period of the plan. - FY2024-Q3RestatedAnnual report
「3) From a long-term perspective, continue to further promote development along our railway lines and the real estate business, while promoting mobility across wider areas and having the Group's businesses, including transportation, retail and lifestyle services, operate in an integrated manner to revitalize cities and communities.」
The direction of revitalizing local communities through development along our railway lines, promotion of the real estate business, and the integrated development of transportation, retail and lifestyle services has been reaffirmed. - FY2024-Q2RestatedAnnual report
「3) From a long-term perspective, continue to further promote development along our railway lines and the real estate business, while promoting mobility across wider areas and having the Group's businesses, including transportation, retail and lifestyle services, operate in an integrated manner to revitalize cities and communities.」
The direction of revitalizing areas along our railway lines and local communities through development along our railway lines, promotion of the real estate business, and the integrated development of transportation, retail and lifestyle services has been reaffirmed. - FY2023AdvancedAnnual report
「In addition, we launched the redevelopment plan for the former site of the Tokyu Department Store Honten, which ended operations at the end of January 2023, as the "Shibuya Upper West Project," targeting completion in fiscal 2027. In partnership with L Catterton Real Estate, the real estate development and investment company of the LVMH group, which offers Louis Vuitton, we aim to create a new landmark for Shibuya combining retail, hotels, residences and cultural facilities.」
With regard to urban development in Shibuya, the redevelopment plan for the former site of the Tokyu Department Store Honten was launched, and the specific new project, joint business partner and facility mix targeting completion in fiscal 2027 were disclosed. - FY2023-Q3RestatedAnnual report
「3) From a long-term perspective, continue to further promote development along our railway lines and the real estate business, while promoting mobility across wider areas and having the Group's businesses, including transportation, retail and lifestyle services, operate in an integrated manner to revitalize cities and communities.」
The direction of revitalizing local communities through development along our railway lines, promotion of the real estate business, and the integrated development of transportation, retail and lifestyle services has been reaffirmed. - FY2023-Q1RestatedAnnual report
「3) From a long-term perspective, continue to further promote development along our railway lines and the real estate business, while promoting mobility across wider areas and having the Group's businesses, including transportation, retail and lifestyle services, operate in an integrated manner to revitalize cities and communities.」
The direction of revitalizing local communities through development along our railway lines, promotion of the real estate business, and the integrated development of transportation, retail and lifestyle services has been reaffirmed. - FY2022AdvancedAnnual report
「In response to changes in patterns of consumption and mobility and growing concern about environmental issues in the area around Shibuya Station and the wider Shibuya area, we formulated the Shibuya urban development strategy "Greater SHIBUYA 2.0" in July 2021.」
A new urban development strategy covering the area around Shibuya Station and the wider Shibuya area was formulated in July 2021 to enhance the value of the railway-line areas and local communities. - FY2022-Q2RestatedAnnual report
「3) From a long-term perspective, continue to further promote development along our railway lines and the real estate business, while promoting mobility across wider areas and having the Group's businesses, including transportation, retail and lifestyle services, operate in an integrated manner to revitalize cities and communities.」
The direction of revitalizing areas along our railway lines and local communities through development along our railway lines, promotion of the real estate business, and the integrated development of transportation, retail and lifestyle services has been reaffirmed. - FY2021ReframedAnnual report
「We believe it is necessary to shift from the conventional structure of "suburban-centered housing and central-city-centered offices and commercial facilities" to businesses based on the concept of an "autonomous, decentralized urban structure" that captures diversifying and multilayered needs, thereby linking this shift to growth in each of the Group's businesses.」
The approach to enhancing the value of areas along our railway lines has been redefined as a shift from the conventional suburban-residential and central-city office-and-commercial model to businesses based on an autonomous, decentralized urban structure. - FY2021-Q3RestatedAnnual report
「3) From a long-term perspective, continue to further promote development along our railway lines and the real estate business, while promoting mobility across wider areas and having the Group's businesses, including transportation, retail and lifestyle services, operate in an integrated manner to revitalize cities and communities.」
The direction of revitalizing communities through the integrated development of development along our railway lines, the real estate business, transportation, retail and lifestyle services has been reaffirmed. - FY2021-Q1RestatedAnnual report
「From a long-term perspective, continue to further promote development along our railway lines and the real estate business, while promoting mobility across wider areas and having the Group's businesses, including transportation, retail and lifestyle services, operate in an integrated manner to revitalize cities and communities.」
The direction of enhancing the value of areas along our railway lines through development along our railway lines, the real estate business, mobility across wider areas, community revitalization and the integrated development of the Group's businesses has been reaffirmed. - FY2020-Q1RestatedAnnual report
「3) From a long-term perspective, continue to further promote development along our railway lines and the real estate business, while promoting mobility across wider areas and having the Group's businesses, including transportation, retail and lifestyle services, operate in an integrated manner to revitalize cities and communities.」
The direction of enhancing the value of areas along our railway lines through development along our railway lines, promotion of the real estate business, and the integrated development of transportation, retail and lifestyle services has been reaffirmed. - FY2018-Q3RestatedAnnual report
「Since fiscal 2015, we have been implementing a three-year medium-term management plan based on the policy of "deepening our engagement with areas along our railway lines and taking on the challenge of new growth as a step toward the next leap forward."」
The policy of deepening our engagement with areas along our railway lines and taking on the challenge of new growth has been reaffirmed. - FY2018-Q2RestatedAnnual report
「Since fiscal 2015, we have been implementing a three-year medium-term management plan based on the policy of "deepening our engagement with areas along our railway lines and taking on the challenge of new growth as a step toward the next leap forward."」
The policy of deepening our engagement with areas along our railway lines and taking on the challenge of new growth has been reiterated. - FY2016First statedAnnual report
「Continuing from the previous medium-term plan, the Company aims to realize two long-term visions: “ensuring that the Tokyu railway corridor continues to be a preferred corridor” and “forming a strong corporate group as ‘One Tokyu,’”」
The value of the railway corridor and Group integration are presented together as long-term visions.