
Chapter 5 Transformation
2004
2023
Section 6. Toward Our 100th Anniversary and Beyond
1. Becoming a Full Subsidiary of Mitsui O.S.K. Lines
Daibiru became a consolidated subsidiary of Mitsui O.S.K. Lines in October 2004 and has been developing its business as a member of the MOL Group ever since. In November 2021, Mitsui O.S.K. Lines decided to conduct a tender offer for 55,156,001 shares of common stock at 2,200 yen per share in order to develop Daibiru’s business with a stronger sense of unity amidst the increasingly difficult business environment.
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Mitsui O.S.K. Lines
As a shipping company, demand for Mitsui O.S.K. Lines’s business was susceptible to fluctuations in the economy and market conditions, and in the medium- to long-term, the company was under pressure to become carbon neutral, so it needed to expand into new business areas that would allow the strengths and network effect of its group companies to be utilized.
At the same time, Daibiru believed that becoming a full subsidiary of Mitsui O.S.K. Lines would eliminate concerns about conflicts of interest with minority shareholders and would enable the company to achieve synergies that would enhance its corporate value over the medium- to long-term through the use of the MOL Group’s extensive management assets and other assets. In specific terms, these are (1) strengthening Daibiru’s ability to achieve “expansion of investment targets” within Japan: achieving further investment expansion in regional core cities and expansion of investment targets, including logistics facilities, by utilizing Mitsui O.S.K. Lines’s extensive human resources, networks, and management expertise as a logistics service provider, and conducting large-scale investments through fund-raising that uses Mitsui O.S.K. Lines’s lines of credit, and (2) strengthening overseas operations: strengthening and expanding overseas operations by leveraging the MOL Group’s broad network and extensive business experience in various parts of the world.
With the determination that these synergies were possible, the Board of Directors resolved on November 30, 2021 to approve the tender offer. The application period was established as the period from December 1, 2021 to January 18, 2022.
As a result of the tender offer, Mitsui O.S.K. Lines’s shareholder stake was 82.60%, falling short of the 90% necessary. Thus, for the next step in the procedure, a reverse stock split was approved at the extraordinary general meeting in March with the purpose of allowing Mitsui O.S.K. Lines to acquire all remaining shares. The reverse stock split took effect on April 28, and Daibiru became a full subsidiary of Mitsui O.S.K. Lines. Daibiru’s shares were delisted on April 26 in advance of the reverse stock split and acquisition.
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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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