Chapter 5 Transformation
2004
2023
Section 1. Becoming a Consolidated Subsidiary of Mitsui O.S.K. Lines and Promoting Management Plans
6. Establishing Daibiru-3D Project Phase II, a New Medium-Term Management Plan
Under Daibiru-3D Project Phase I, we achieved our target for ordinary income with 26.6 billion yen (the target was also 26.6 billion yen) despite falling slightly short of our cumulative three-year operating revenue target of 101.9 billion yen with just 99.4 billion yen. On the basis of these results, we formulated a new medium-term management plan, Daibiru-3D Project Phase II (covering fiscal 2010 through 2012) in July 2010. This plan included the slogan “Enhancing services unique to Daibiru and taking on new business domains,” and the basic strategy it outlined consisted of aggressively developing the Daibiru business model and taking on new business domains. The plan established an operating revenue target of 38.0 billion yen for fiscal 2012, the final year of the plan, and it established the following six action plans.
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Granda Shakujii-Koen
- Investing in new assets within Japan
- Increasing the value of existing assets
- Expanding into growth markets
- Pursuing services that are unique to Daibiru
- Tackling environmental issues
- Training and enhancing human resources
For the “expanding into growth markets” item, the company devised a plan to enter the senior citizen care business, a market expected to see major growth due to population aging. The first step was to acquire Clara Saginuma, a private fee-based assisted-living facility in Kawasaki, Kanagawa Prefecture, in December 2011, followed by the acquisition of Granda Shakujii-Koen, a fee-based assisted-living facility in Nerima, Tokyo in October 2012.
The area where Clara Saginuma was located was a commuter suburb of Tokyo with a great living environment and good access to the city center. Facility management was to be handled by Benesse Style Care Co., Ltd., the largest company in the industry and a top-notch operator. This was expected to help ensure a stable revenue stream from the property. Granda Shakujii-Koen was also located in a quiet residential neighborhood with excellent access to central Tokyo and was surrounded by medium-sized detached homes. Here as well, facility management would be handled by Benesse Style Care with the expectation of long-term revenue generation.
One more means of expanding into growth markets was to expand into overseas markets, and so Daibiru acquired Saigon Tower Co., Ltd., the company that owned Saigon Tower in Ho Chi Minh City, Vietnam in January 2012. This was the company’s first property outside Japan.
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1923 1944 Beginnings
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Section 2. Launching a Building Management Business
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Section 4. Business Development in Wartime
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1945 1957 Reconstruction
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Section 2. Our Buildings Reopen
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1958 1988 Development
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Section 1. Expanding the Building Management Business
- 1. The End of the Requisition of the Hibiya Daibiru Buildings
- 2. Upgrading the Facilities of the Daibiru Buildings and Damage Caused by the 2nd Muroto Typhoon
- 3. The Completion of the North Wing of the Shin-Daibiru Building
- 4. The Completion of the Yaesu Daibiru Building
- 5. The Acquisition of the Midosuji Daibiru Building
- 6. The Completion of the Kojimachi Daibiru Building
- 7. The Completion of the Uchisaiwaicho Daibiru Building
- 8. The Completion of the Dojima Daibiru Building
- 9. The Completion of the Awajimachi Daibiru Building
- 10. The Completion of the Mita-Nitto Daibiru Building
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Section 2. Expanding the Business Through M&A
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1989 2003 Expansion (1989–2003)
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Section 1. Creating New Urban Spaces
- 1. The Bubble Economy and Daibiru
- 2. The Hibiya Daibiru Rebuilding Project
- 3. The Completion of the Rebuild
- 4. The Start and Execution of Renovation Plans
- 5. The Completion of the Kita-Umeda Daibiru Building
- 6. The Completion of the Yodoyabashi Daibiru Building
- 7. The Completion of the Estate Tosabori Building
- 8. The Completion of the Umeda Daibiru Building
- 9. The Completion of Violette Takarazuka
- 10. The Shinjuku Daibiru Building and Shiba Daibiru Building Acquisitions
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Section 2. The Development of a New Corporate Identity and a Name Change
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Section 3. Disaster Preparedness and Risk Management
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2004 2023 Transformation (2004–2023)
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Section 1. Becoming a Consolidated Subsidiary of Mitsui O.S.K. Lines and Promoting Management Plans
- 1. Becoming a Consolidated Subsidiary of Mitsui O.S.K. Lines
- 2. Concentrating Investment in the Tokyo Area
- 3. Expanding into Other Countries and Japanese Regions
- 4. Establishing Daibiru 3D-Project Phase I, a Medium-Term Management Plan
- 5. Establishing Our Management Philosophy and Mission Statement
- 6. Establishing Daibiru-3D Project Phase II, a New Medium-Term Management Plan
- 7. Ongoing Establishment of New Medium-Term Management Plans
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Section 2. Expanding Our Business
- 1. The Akihabara Station Redevelopment Project and the Completion of the Akihabara Daibiru Building
- 2. The Acquisition of the Toranomon Daibiru Building
- 3. The 3 Nakanoshima Joint Development Project and the Completion of the Nakanoshima Daibiru Building
- 4. The Completion of the Tosabori Daibiru Building
- 5. The Acquisition of Aoyama Rise Square
- 6. The 3 Nakanoshima Joint Development Project and the Completion of the Daibiru-Honkan Building
- 7. Rebuilding the Shin-Daibiru Building
- 8. Renovation Work
- 9. Multiple Awards
- 10. Delving into Commercial Facilities
- 11. Acquiring a Partial Interest in the Seavans South Building
- 12. Expansion to Sapporo
- 13. Selling Seven Residential Properties
- 14. Starting the Rebuild of the Midosuji Daibiru Building
- 15. Starting the Rebuild of the Yaesu Daibiru Building
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Section 3. Overseas Business Expansion
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Section 4. Further Strengthening of the Corporate Structure and Group Reorganization
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Section 5. Harmonious Coexistence with Society
- 1. Developing a Compliance System
- 2. Developing an Internal Control System
- 3. Risk Management Measures
- 4. Sustainability Initiatives
- 5. Social Contribution and Cultural Support Initiatives
- 6. Environmental Initiatives
- 7. Working Style Reform Initiatives
- 8. Launching the Brand Development Project
- 9. Launching the Head Office Renovation Project
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Section 6. Toward Our 100th Anniversary and Beyond
- 1. Becoming a Full Subsidiary of Mitsui O.S.K. Lines
- 2. Acquiring a Partial Interest in Otemachi First Square
- 3. Acquiring a Partial Interest in the Otemon Tower / ENEOS Building
- 4. Investment in an SPC for Logistics Facilities in the Nishinomiya Area
- 5. Project Participation in the United States
- 6. Project Development in Melbourne, Australia
- 7. Formulation of a New Medium- and Long-Term Management Plan
- 8. Implementing 100th Anniversary Projects
- 9. For Future Generations
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