Optimizing the Use of Owned Assets and Improving Profitability
First written in FY2017-Q1. 29 of 38 entries say "Advanced", first in FY2017-Q2. Latest entry: 2026-07-31.
The whole theme swung hardest in 2026: 1 of 7 companies on the "Worse" side.
5 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「To realize the capital recycling model pursued by the Group, a four-company structure comprising 株式会社西武不動産, 株式会社西武不動産投資顧問, 株式会社西武不動産プロパティマネジメント and 株式会社西武不動産ビルマネジメント was launched in April 2025. In addition to the securitization of properties held, capital recycling initiatives included ongoing property acquisitions, including equity investments, and value enhancement of acquired properties.」
The business progressed from the previous asset-light model and securitization of assets held to a four-company real estate structure sharing responsibility for ownership, management, development and investment management, and to a capital recycling model that cycles through acquisition, value enhancement, securitization and reinvestment. - FY2026-H1AdvancedAnnual report
「Operating revenue in the real estate business increased by ¥5,341 million, or 13.6%, year on year to ¥44,584 million, despite the loss of rental income following the securitization of Tokyo Garden Terrace Kioicho on 28 February 2025, due in part to the securitization of properties held.」
The company proceeded with the securitization of properties held and carried out the securitization of Tokyo Garden Terrace Kioicho on 28 February 2025. Despite the loss of rental income, the real estate business reported higher revenue and profit. - FY2025-H1Lower revenue and profit due to a decrease in construction progressAnnual report
「Although sales of residential subdivisions increased and Karuizawa Prince Shopping Plaza performed well, operating revenue in the real estate business decreased by ¥306 million, or 0.8%, year on year to ¥39,242 million due to a decrease in construction progress at 西武造園株式会社. Operating profit decreased by ¥1,563 million, or 21.2%, to ¥5,822 million, while operating profit before depreciation and amortization decreased by ¥1,600 million, or 12.2%, to ¥11,546 million.」
Although residential subdivision sales and commercial facilities performed well, the real estate business reported lower revenue and profit due to a decrease in construction progress at 西武造園株式会社. - FY2024-Q3AdvancedAnnual report
「In the real estate leasing business, completion of “Emibase Kotesashi,” the second rental garage-house project using vacant land along the Seibu Railway line, is scheduled for the end of February 2024.」
The scheduled completion date for the second rental garage-house property using vacant land was specified as the end of February 2024. - FY2024-Q3AdvancedAnnual report
「In addition, we selected Mizuho Financial Group as a collaboration partner as we use a property-turnover business model, remain focused on capital efficiency, fund redevelopment of existing owned assets and invest in new development opportunities.」
In addition to the effective use of owned assets and the shift to an asset-light model, the property-turnover business and collaboration with Mizuho Financial Group were made more concrete. - FY2024-Q1AdvancedAnnual report
「In the real estate leasing business, we began construction of “Emibase Kotesashi,” the second rental garage house under the “Emibase” brand, using idle land along the Seibu Railway lines, with completion targeted for autumn 2023. The facility is intended to allow residents to enjoy their hobbies and daily lives safely, securely and comfortably.」
Regarding the effective use of owned assets, construction began on the second rental garage house using idle land, advancing the project toward completion in autumn 2023. - FY2023-Q3AdvancedAnnual report
「In particular, regarding “asset-light operations,” based on the basic agreement concluded with Reco Pine Private Limited, an affiliate of GIC Private Limited, on 10 February 2022, Seibu Realty Solutions Co., Ltd., our consolidated subsidiary, entered into an agreement dated 30 June 2022 to transfer certain assets related to the Hotel and Leisure business to multiple companies directly or indirectly funded by Reco Sky Private Limited, an affiliate of GIC Private Limited. On 30 September 2022, we transferred 4 properties, including The Prince Park Tower Tokyo, and on 1 December 2022, we transferred 15 properties, including Naeba Prince Hotel.」
Regarding the shift to an asset-light model, the transfer of hotel and leisure assets to GIC affiliates progressed from 4 properties to the implementation stage involving an additional 15 properties. - FY2023-Q2AdvancedAnnual report
「On 30 September 2022, we transferred 4 properties, including The Prince Park Tower Tokyo.」
As part of the move toward asset-light operations, 4 hotel and leisure business properties were securitized and transferred. - FY2023-Q1AdvancedAnnual report
「In particular, regarding “asset-light operations,” based on the basic agreement concluded with Reco Pine Private Limited, an affiliate of GIC Private Limited, on 10 February 2022, Seibu Realty Solutions Co., Ltd., our consolidated subsidiary, entered into an agreement dated 30 June 2022 to transfer certain assets related to the Hotel and Leisure business to multiple companies directly or indirectly funded by Reco Sky Private Limited, an affiliate of GIC Private Limited.」
Regarding the shift to an asset-light model, the process advanced to the execution of an agreement to transfer hotel and leisure assets to affiliates of GIC. - FY2022AdvancedAnnual report
「Regarding “sales and securitization,” the shares of Seibu Kenzai were transferred on 1 July 2021 and office buildings including Shin-Yokohama Square Building were securitized in December 2021. In addition, as a further review of the business portfolio, 95% of the shares of Seibu Construction Co., Ltd. were transferred to Mirait Holdings Corporation on 31 March 2022.」
Regarding the shift to an asset-light model, the shares of Seibu Kenzai were transferred, office buildings were securitized and 95% of the shares of Seibu Construction were transferred. In addition, an intra-Group reorganization separating ownership from operations was carried out on 1 April 2022. - FY2022-Q3AdvancedAnnual report
「Regarding management reform, we worked on “asset-light operations,” “lowering the break-even point” and “transforming services to fit the new normal.” In particular, regarding “asset-light operations,” we reviewed the portfolio and transformed the business model to build a more resilient structure against crises expected to recur. On 1 July 2021, we transferred the shares of Seibu Kenzai Co., Ltd., and in December 2021, we securitized office buildings including Shin-Yokohama Square Building.」
Regarding the shift to an asset-light model, the shares of Seibu Kenzai were transferred and office buildings including Shin-Yokohama Square Building were securitized. - FY2022-Q2AdvancedAnnual report
「In the real estate business, we will generate cash through securitization and advance the shift to an asset-light model. For assets subject to securitization, Seibu Realty Solutions, our consolidated subsidiary, will continue to participate in some management operations, enabling us to acquire broad expertise as we pursue an integrated real estate business and thereby strengthen the real estate business going forward.」
Regarding the shift to an asset-light model, the securitization of 3 owned properties was decided, with an operating model presented under which the company would remain involved in some management operations after the asset sale. The gain on transfer was approximately ¥13.3 billion, with delivery scheduled for December 2021. - FY2022-Q1AdvancedAnnual report
「Regarding “asset-light operations,” we decided to proceed without exception in determining, for every business and asset, whether to sell or securitize it or continue holding it, while also formulating a policy of intra-Group reorganization aimed at maximizing the value of assets designated for continued ownership, and advanced consideration of its implementation.」
The asset-light strategy progressed to the determination of whether to retain or sell and securitize all businesses and assets, as well as the formulation of a policy for intra-Group reorganization. - FY2021ReframedAnnual report
「We will transform our business model under the theme of “asset-light,” moving away from the integrated structure of owning and operating assets.」
The policy shifted from the effective use of owned assets to an asset-light operating model involving the sale and securitization of assets and businesses and the separation of ownership from operations. Functional separation between Prince Hotels and Seibu Properties was also scheduled for around April 2022. - FY2021-Q2AdvancedAnnual report
「We also pursued measures aimed at growth after the situation subsided, including the opening of Phase II of the Tokorozawa Station East Exit station building plan, “Grand Emio Tokorozawa,” on 2 September 2020.」
The effective use of owned assets is described through the opening of Phase II of Grand Emio Tokorozawa on 2 September 2020. - FY2021-Q1AdvancedAnnual report
「In the hotel and sports businesses, we were forced to temporarily close most facilities, except for certain facilities, mainly during the state of emergency. Even under these circumstances, we worked to make effective use of owned assets to help prevent the spread of infection throughout society, including by accepting people with mild symptoms at Shinagawa Prince Hotel.」
A new example of effective use of owned assets is described: accepting people with mild symptoms at Shinagawa Prince Hotel. - FY2020-Q3AdvancedAnnual report
「In the real estate leasing business, Daiya Gate Ikebukuro, which opened in April 2019, contributed to higher revenue, while commercial facilities including Karuizawa Prince Shopping Plaza performed well as a result of active promotional and sales initiatives. In addition, rental residences, including Emilev Higashi-Nagasaki, which began accepting residents in September 2019, maintained high occupancy and performed well.」
In addition to Daiya Gate Ikebukuro, the start of occupancy at Emilev Higashi-Nagasaki and high occupancy at rental residences are described as progress in monetizing owned assets. - FY2020-Q2RestatedAnnual report
「In the real estate leasing business, Daiya Gate Ikebukuro, which opened in April 2019, contributed to higher revenue, while Karuizawa Prince Shopping Plaza performed well as a result of active promotional and sales initiatives.」
The contribution of Daiya Gate Ikebukuro to higher revenue and the strong performance of Karuizawa Prince Shopping Plaza driven by sales initiatives continue to be described. - FY2020-Q1AdvancedAnnual report
「In the real estate leasing business, Daiya Gate Ikebukuro, which opened in April 2019, contributed to higher revenue, while Karuizawa Prince Shopping Plaza performed well as a result of active promotional and sales initiatives.」
The opening of Daiya Gate Ikebukuro and its contribution to higher revenue are newly confirmed, while strong performance driven by sales initiatives at existing commercial facilities is also described. - FY2019-Q3RestatedAnnual report
「In the real estate leasing business, office rental revenue increased at Tokyo Garden Terrace Kioicho, which fully opened in July 2016, while Grand Emio Tokorozawa Phase I and Emilev Saginomiya, which opened in March 2018, contributed to higher revenue. Karuizawa Prince Shopping Plaza also performed well as a result of active promotional and sales initiatives.」
The use and contribution to earnings of Tokyo Garden Terrace Kioicho, Grand Emio Tokorozawa Phase I, Emilev Saginomiya and Karuizawa Prince Shopping Plaza are described, as in the previous quarter. - FY2019-Q2AdvancedAnnual report
「In the real estate leasing business, office rental revenue increased at Tokyo Garden Terrace Kioicho, which fully opened in July 2016, while Grand Emio Tokorozawa Phase I and Emilev Saginomiya, which opened in March 2018, contributed to higher revenue. Karuizawa Prince Shopping Plaza also performed well as a result of active promotional and sales initiatives.」
In addition to increased rental revenue from existing facilities, promotional and sales initiatives at Karuizawa Prince Shopping Plaza contributed to strong performance. - FY2019-Q1AdvancedAnnual report
「In the real estate business, we advanced construction work and leasing for Daiya Gate Ikebukuro, while Seibu Lions advanced construction toward converting the MetLife Dome area into a ballpark.」
Specific progress on the effective use of owned assets has been added, namely construction work and leasing for Daiya Gate Ikebukuro. - FY2018AdvancedAnnual report
「Regarding value enhancement of existing businesses, we will continue to make value-enhancement investments in guest rooms, lobbies and restaurants at existing hotels, while promoting large-scale development projects including the provisional Seibu Railway Ikebukuro Building plan, Grand Emio Tokorozawa Phase II and the Tokorozawa Station West Exit development plan.」
Specific development projects, including the Ikebukuro Building, Grand Emio Tokorozawa Phase II and the Tokorozawa Station West Exit development plan, have been added in connection with the effective use of owned assets. - FY2018-Q3AdvancedAnnual report
「In the Omi business, the opening of the Omi Railway Building in front of Moriyama Station and strong performance at the Tsuchiyama Service Area contributed to higher revenue.」
The use of owned assets and improved profitability are described more specifically through the opening of the Omi Railway Building in front of Moriyama Station and the contribution to higher revenue from the Tsuchiyama Service Area. - FY2018-Q1AdvancedAnnual report
「In the real estate leasing business, rental revenue from offices, residences and commercial facilities increased at Tokyo Garden Terrace Kioicho, which opened fully in July 2016. In addition, we sold residences in front of Seibu-Tachikawa Station.」
The effective use of owned assets is described in concrete terms through increased rental revenue at Tokyo Garden Terrace Kioicho and residential sales in front of Seibu-Tachikawa Station. - FY2017RaisedAnnual report
「Specifically, we will seek to maximize the value of owned assets from three perspectives: “value enhancement of existing businesses,” “portfolio restructuring” and “concentration of management resources on core businesses.”」
Effective use of owned assets is broken down into three specific measures: enhancing the value of existing businesses, restructuring the portfolio and concentrating on core businesses. - FY2017-Q3AdvancedAnnual report
「We also worked to make effective use of owned assets and improve profitability, including by attracting tenant companies to the Seibu No. 2 Building in Tokorozawa.」
The effective use of owned assets is described in concrete terms through the attraction of tenants to the Seibu No. 2 Building in Tokorozawa. The disclosure also describes the partial sale of hotel real estate in the Hawaii business. - FY2017-Q2AdvancedAnnual report
「We carried out redevelopment through portfolio restructuring based on the “Seibu Group Asset Strategy.”」
In addition to the previous reference to effective use of owned assets, the disclosure specifies redevelopment through portfolio restructuring. - FY2017-Q1First statedAnnual report
「We worked to make effective use of owned assets based on the “Seibu Group Asset Strategy.”」
The asset strategy is presented as a framework for making effective use of owned assets.