- 1-1 Business Model of Core Businesses
- 1-2-1 Results Trend
- 1-2-2 Highlights of Results Trend
- 1-3 Investigation and repair works on properties constructed by Leopalace21
- 1-4-1 Preventive Measures for Constructive Defects and Progress
- 1-4-2 Preventive Measures for Construction Defects-1
- 1-4-3 Preventive Measures for Construction Defects-2
- 1-4-4 Preventive Measures for Construction Defects-3
- 2-1 Highlights of Results
- 2-2 Results of Business Segments
- 2-3-1 Main Indicators of Leasing
- 2-3-2 Occupancy Rate Trend
- 2-3-3 Occupancy Rate after Announcement of Construction Defects
- 2-4-1 Main Indicators of Development
- 2-4-2 Orders and Sales
- 2-5 Reduction in SGAE
- 2-6-1 Finance (Balance Sheets)
- 2-6-2 Finance (Cash Flows)
- 3-1 Mid to Long-term Strategies
- 3-2 Structural Reforms
- 3-3 Roadmap for Short Term and Mid to Long Term
- 3-4 Financial Plans up to FY23/3
- 3-5 Structural Reforms Perspective
- 3-6 Financial Plans up to FY23/3 by Segment
- 3-7-1 Mid to Long-term Strategy for Leasing Business
- 3-7-2 Major Indicators for Leasing Business
- 3-7-3 Plan for Occupancy Rates
- 3-7-4 Measures on Corporate Customers/Foreign National Customers
- 3-8 SGAE Reduction Perspective
- 3-9 Number of Employees and Productivity(Sales per Person)
- 3-10 Cash flow Plan
- 4-1 Demand of Leasing Clients
- 4-2-1 Indicator (Occupancy by Group)
- 4-2-2 Indicator (Shares of Occupied Units by Group)
- 4-2-3 Indicator (Occupied Units by Industry)
- 4-2-4 Indicator (Foreign National Tenants)
- 4-3-1 Leasing Strategy (Office Expansion)
- 4-3-2 Leasing Strategy(WEB agreements, Leo-sign, AI room searching)
- 4-3-3 Leasing Strategy (my DIY and Security Systems)
- 4-3-4 Leasing Strategy (Tenant Services)
- 4-3-5 Leasing Strategy (IoT, AI)
- 4-3-6 Leasing Strategy (Subsidiary Businesses)
- 4-3-7 Leasing Strategy (Minpaku)
- App.1-1 CorporateProfile
- App.1-2-1 Quarter Comparison
- App.1-2-2 Results of Leopalace21 Group
- App.1-3-1 Indicator (Occupancy by Group)
- App.1-3-2 Indicator (Foreign National Tenants)
- App.1-3-3 Indicator (Units and Occupancy Rates by Area)
- App.1-3-4 Indicator (Occupancy Rates by Building Age)
- App.1-3-5 Indicator (Contract Type)
- App.1-3-6 Indicator(Solar Power Systems)
- App.1-3-7 Indicator (Resources of finance for construction)
- App.1-3-8 Indicator (“Azumi En” Area Disposition)
- App.1-4 Finance (Cash/Deposits and Interest-bearing Debt)
- App.1-5 Shareholder Composition
- App.2-1 Future Estimate of Population of Japan
- App.2-2 Number of Households
- App.2-3 New Housing Starts
- App.2-4 New Housing Starts (Leased Units)
- App.2-5 Vacant Rental Dwellings
- App.2-6 Population Inflows and Outflows
- App.2-7 Rental Housing Starts and Leopalace21 by Area
- App.2-8 International Students in Japan
3-6:Financial Plans up to FY23/3 by Segment
Wealth Management Department was established and the functions of apartment construction sub-contracting sales department, under former Development Business, were shifted to Wealth Management Department to strengthen relationship with apartment owners and restore their trust. Leasing Segment and Development Segment were integrated to (New) Leasing Segment in the reorganization.Although operating loss of Elderly Care Business will increase in FY21/3 due to COVID-19 effect, gross profit will steadily improve from FY22/3 (operating profit will be flat due to a burden of common expenses)
