Keihan Holdings

Japanese

Long-term management strategy

Overall structure of the Keihan Group's long-term strategic concept

Overview of the Long-term Management Strategy

Main strategies for FY2031

Main strategy 1:Redevelop Keihan areas

Basic policy
With railway stations as a base, we will promote urban development featuring the characteristics of local history, culture, and industries, as well as area management involving local communities. By connecting the areas with a traffic network, we will revitalize attractive and beautiful areas along the Keihan Railway lines to increase the value of, and attract more residents and visitors to, these areas.

Priority measure(1) Regaining the glory of Osaka's east-to-west axis

  • Promoting urban development by taking advantage of regional characteristics along Osaka's east-to-west axis, from Kyobashi, the gateway to Kyoto and close to Osaka Castle, through Nakanoshima, which is planned to become a hub for regenerative medicine, to the bay area, where the IR project is under way

～Main efforts～

Nakanoshima 4-chome International Hub for Medical Innovation Project
  • Contributing to the industrialization and globalization of medical innovation by developing facilities that promote the “circulation of knowledge” where people involved in medical innovation and cutting-edge information gather
Own site development in Nakanoshima 4-chome
  • Considering joint development with adjacent landowners in anticipation of the opening of the Naniwasuji Line
Joint reconstruction of Keihan Midosuji Building and Nittochi Yodoyabashi Building
  • Building a high-standard office building, the highest in the area at 150 meters high, in Yodoyabashi, the gateway to Midosuji, with advanced eco-friendly technology
Redevelopment of the Kyobashi Station area
  • Advancing consideration of the launch of development as a critical area for regaining the glory of Osaka's east-to-west axis
Redevelopment of the Temmabashi Station area and extension of the Nakanoshima Line
  • Deepening discussions with a view to 2030 and beyond

left:Nakanoshima 4-chome International Hub for Medical Innovation Project/right:Joint reconstruction of Keihan Midosuji Building and Nittochi Yodoyabashi Building

Priority measure(2)Carrying out community building starting from railway stations

  • Concentrating urban functions around railway stations and continuously implementing community building that takes advantage of regional characteristics, including history and culture, in cooperation with local businesses and communities
  • Evolving railway stations from mere boarding and alighting spots to spaces where people gather and new communication is inspired by integrating the station and the community

～Main efforts～

Type-1 urban redevelopment project in Hirakatashi Station area
  • Building “a walkable community” by developing a large-scale commercial facility, offices, a hotel, and rental high-rise residences, which will be connected to the commercial space under the elevated railway tracks, in an integrated manner with the station
  • Participating in area management and other intangible aspects of community building around the station as a member of the Hirakata HUB Council, a community development organization formed through industry-government-academia collaboration
Station area development along with the consecutive grade separation project on the Keihan Main Line (Neyagawa City and Hirakata City)
  • Considering the development of new elevated stations and areas under the elevated tracks for regional development through the integration of urban areas now divided by tracks
Development of the Hashimoto Station area
  • BPromoting the development of a sustainable community where multiple generations can gather and continue to live with peace of mind, utilizing company-owned land near the station
Redevelopment of the areas in front of Kadomashi Station and north of Furukawabashi Station
  • Participating in projects such as the redevelopment of Kadoma Plaza, a commercial facility in front of Kadomashi Station, and the development of Kadoma City's first high-rise condominium, a commercial facility, and a large plaza open to the community on city-owned land north of Furukawabashi Station

Type-1 urban redevelopment project in Hirakatashi Station area

Main Strategies 2:Co-create experience value

Basic policy
We will discover and improve valuable resources mainly along the Kyoto Tourism Golden Route, and co-create attractive, experience-based content with local communities. By utilizing these for advancing tourism-based community building and themed tourism, we will promote sustainable tourism and increase the number of visitors, including repeat visitors, from Japan and abroad.

Priority measure(1)Developing new tourist bases

  • Developing tourist bases that will provide new options for Kyoto visitors in the area southeast of Kyoto Station near Kyoto City University of Arts (which will be relocated to the east of Kyoto Station in 2023) and the Sanjo area near tourist attractions in Higashiyama, among other areas

～Main efforts～

Kyoto Station Southeast Area Project
  • Participating in an LLP led by teamLab Inc. to establish and operate a cultural complex that connects the area with the world with a focus on art as a “base for creating and sharing new value”
Redevelopment of the Sanjo Station area
  • Developing a complex facility in front of Sanjo Station, which will serve as a tourist base in Higashiyama and promote Japanese and Kyoto culture, thereby enhancing its function as a terminal station
Redevelopment of Kyoto Tower
  • Deepening discussions about the redevelopment of Kyoto Tower for FY2031 and beyond
Renovating facilities at the top of Mt. Hiei
  • Renovating facilities at the top of Mt. Hiei to make the area more attractive to tourists

Kyoto Station Southeast Area Project

Priority measure(2) Establishing the Kyoto Tourism Golden Route through themed tourism

  • Establishing the Kyoto Tourism Golden Route by co-creating story-based tourist experiences with local communities under such themes as traditional industry, art, food, history, and nature, as well as by providing comfortable area-wide tours using MaaS and other methods in Kyoto and surrounding areas

～Main efforts～

Higashiyama–Kyoto Station Area
  • Developing craft and art tourism in cooperation with local communities, in conjunction with the Sanjo Station area redevelopment project, to provide a deeper experience of traditional industry nurtured over generations and of newly emerging art forms
Fushimi/Uji Area
  • Developing gastronomy tourism in cooperation with local communities based on sake, vegetables, and Uji tea, which are produced by the excellent water of Fushimi, and other related culture and traditions
Mt. Hiei/Lake Biwa/Oku-Kyoto Area
  • Establishing adventure tourism in cooperation with Hieizan-Biwako DMO and other organizations, featuring the rich natural surroundings and scenery, as well as learning of the history and culture, of Mt. Hiei and Oku-Kyoto (inner Kyoto area)

Priority measure(3) Creating tourism content that connects Kyoto and Osaka

  • Focusing on the “Flow of Water,” which runs from Lake Biwa to Kyoto and Osaka Bay through the Yodogawa River with its rich history, culture and scenery, to create tourism and experience-based content centered on waterway transportation (river and sea boats), while taking advantage of the extension of the Lake Biwa Canal Cruise to Otsu Port, improvement of the flow conditions between Fushimi and Hirakata for the launch of large boats, and construction of the Yodogawa Ozeki Lock
  • Encouraging use of the Keihan Line by creating and promoting tourism content unique to the Keihan area, based on the theme of art, in cooperation with museums and other facilities in Kyoto and Nakanoshima, Osaka

Main Strategies 3:Conserve the global environment

Basic policy
To achieve our CO2 emission reduction target, we will steadily reduce energy consumption through thorough energy saving and introduction of new technologies, and consider promoting energy creation, such as PV power generation, and procuring renewable energy. We will also work on developing products and services that will be chosen in a decarbonized society.

Priority measure Promoting "BIOSTYLE Environmental Action 2030"

  • Promoting BIOSTYLE Environmental Action 2030, the Keihan Group's medium- to long-term environmental plan released in May 2022

～Main efforts～

Thorough energy saving and introduction of new technologies
  • Reducing energy consumption and CO2 emissions through capital investment and more efficient business operations
Promotion of energy creation
  • Promoting the installation of PV power generation equipment, etc. at Group-owned facilities
  • Considering participation in a program to install PV power generation equipment outside of the Group's premises
Procurement of renewable energy
  • Purchasing J-Credits, non-fossil certificates, etc.
  • GOOD NATURE STATION starts operation with virtually 100% renewable electricity (FY2024)
Developing products and services that will be chosen in a decarbonized society
  • Developing new products and services that will be chosen in a decarbonized society through the promotion of energy creation and the procurement of renewable energy
  • Launching a service to install PV power generation equipment at no initial cost to residents in newly built detached houses for sale in the real estate sales business

GOOD NATURE STATION

Quantitative targets

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Management indicators FY2023 result FY2031 target level
Operating income 20.4 bn. yen -> 43 bn. yen or more
Profit attributable to owners of parent 17.6 bn. yen -> 30 bn. yen or more
EBITDA(operating income + depreciation) 40.5 bn. yen -> 70 bn. yen or more
Net interest-bearing debt/EBITDA multiple 8.02x -> 6x level
ROE 6.8% -> 8% level