ビンゴ5の結果
Daito Group has been able to grow by flexibly responding to social issues arising from changes in society, and producing unique added value. We analyze risks and opportunities in the impact of social and environmental changes on our Group in order to leverage external changes as opportunities for value creation. We have organized the various important management issues related to sustainability, including those concerning the environment, society, and governance, that lead to risk reduction and increased revenue, defining them as Daito Group's ビンゴ5の結果, and we are advancing initiatives to resolve them through our business activities.
Positioning of ビンゴ5の結果
We formulated the Daito Group VISION 2030, our vision for where we want our Group to be in 2030, to continue providing value by playing a role in achieving the sustainability of society. The Vision was developed by backcasting from our Group Purpose, "Link the Trust to Make a Better Future," and we have set forth our Medium-Term Management Plan (FY2024–2026) towards its realization. We position and defined ビンゴ5の結果, which are important for the resolution of social issues through our business activities and for sustaining corporate growth, as key matters we must address to achieve our Medium-Term Management Plan and to realize our vision for where we want to be in 2030.
ビンゴ5の結果
Our ビンゴ5の結果 include management-related issues for boosting the social value provided through our business activities, and business-related issues for promoting further expansion of Group businesses. We will address both sets of issues to enhance corporate value while resolving social issues through sustainability management.
| Where we want our ビンゴ5の結果 to be in 2030 | Key performance indicators (KPIs) | 2024 results | 2030 targets |
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| 1. Environment Taking action on climate risk through business activities | |||
| Finished formulating policies aimed at realizing a decarbonized society, and begin supplying renewable energy |
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| 2. Society Helping to create a society where no one is left behind | |||
| By resolving ビンゴ5の結果 in each community, we will contribute to society through our role in linking people to each other and to the community |
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| 3. Human Resources/Organization Fostering a corporate culture where everyone can grow and take on challenges | |||
| Develop an environment where everyone can work feeling motivated by our Vision |
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| 4. Corporate governance Building an industry-leading governance structure | |||
| Become a company trusted by all stakeholders |
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Note: Compared with FY2017
| Where we want our ビンゴ5の結果 to be in 2030 | Key performance indicators (KPIs) | 2024 results | 2030 targets |
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| 5. Land/Assets Supporting the most effective use of land and assets | |||
| Implement utilization proposals adapted for a variety of land and assets |
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| 6. Rental housing Improving asset value while also resolving social ビンゴ5の結果 | |||
| Add the value of addressing social ビンゴ5の結果 to all rental housing |
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| 7. Living/Lifestyles Improving convenience of living and neighborhoods | |||
| Embark upon community development that connects people, facilities, and services |
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Management-Related ビンゴ5の結果 Supporting Value Creation
In regard to the environment, we consider responding to the climate crisis a prerequisite for business continuity, and are promoting the reduction of our environmental impact across the entire lifecycle of buildings from construction to demolition. We are actively working to develop and accelerate the popularization of Net Zero Energy House (ZEH) rental housing and Life Cycle Carbon Minus (LCCM) rental housing complexes, striving for low-carbon community development in collaboration with local governments. In addition, we are focusing on resource recycling and biodiversity conservation. In regard to society, we are enhancing services that support a diversity of people including elderly and foreign residents. We are expanding our business fields from the rental housing business to lifestyle services and community support, deepening our coexistence with communities, and aiming for a society where no one is left behind. In regards to human resources and organization, we position employees as our most important management capital, and are promoting a transformation into an inverted-pyramid organization. We are advancing workplace-led decision-making while strengthening our systems and culture of health and productivity management, and diversity, equity, and inclusion (DE&I), as sources of competitiveness. Making human capital the driving force for corporate value enhancement is the most important measure in our Medium-Term Management Plan. Finally, in regard to corporate governance, we are building a governance structure that supports continuous growth by improving transparency, ensuring thorough accountability, and strengthening risk management and internal controls. In this way, we aim to lay the management foundation to be a 100-year company.
Business-Related ビンゴ5の結果 Maximizing Value Creation
Our greatest strength in community development is that we offer an integrated response in our rental housing business, from construction and tenant recruitment to management, and support for our customers throughout their lives. Furthermore, by investing the capital built over the past 50 years through our rental housing business into our real estate development business, we are increasing our value-creation capabilities and expanding both revenue and business opportunities. We are also promoting resource utilization throughout the Group, not limited to rental housing, balancing economic value with social value as well as optimizing utilization of land and assets, while pursuing enhanced quality of life. By developing services that meet the ビンゴ5の結果 faced by all of our stakeholders, starting with property owners and tenants, and the changes in society, and through community development that is unique to the Daito Group, we are accelerating our provision of value in the fields of living and lifestyle. We aim to further evolve and enrich our business by advancing the value we offer society and expanding our business fields.
Process for Defining ビンゴ5の結果
We divided our Group's business activities into multiple categories, and organized their present condition in-house and externally. Then, we identified an ideal condition based on their present condition and societal changes, and analyzed the gap between the current and ideal conditions to clarify the elements of ビンゴ5の結果. We evaluate their impact on cash flow and on the environment and society.
| Step 1 Identifying and organizing the present condition | We divide our ビンゴ5の結果's business activities into ten categories, and identify and organize their present condition in-house and externally, including the market environment, social background, degree of challenge, and our strengths and weaknesses. |
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| Step 2 Identifying and organizing the ideal condition | Based on the results of Step 1, as well as our business and resources, each considered in combination with social changes and megatrends, we identify and organize what our ビンゴ5の結果 should pursue and our ideal condition. |
| Step 3 Determining the gap between the present and ideal conditions | We identify and organize the gap between the present conditions determined in Step 1 and the ideal conditions found through Step 2. |
| Step 4 Identifying and organizing the elements of ビンゴ5の結果 | For gaps between the present and ideal conditions of elements of ビンゴ5の結果, we identify and organize the actions needed to eliminate the gap. For areas where no gap exists, we take actions to further boost these strengths. |
| Step 5 Evaluation of the elements of ビンゴ5の結果 (1) Evaluation of impact on cash flow | To evaluate the elements of ビンゴ5の結果, we use a business strategy-oriented model that prioritizes elements we committed to addressing in our Medium-Term Management Plan (FY2019–2023), and those directly linked to profit creation. |
| Step 6 Evaluation of the elements of ビンゴ5の結果 (2) Evaluation of impact on environment and society | We identify important Environmental, Social, and Governance (ESG) issues for our company by referencing external initiatives, evaluation agencies, and various indices, and evaluate the degree to which elements of ビンゴ5の結果 contribute to addressing these issues. |
| Step 7 Defining and approving ビンゴ5の結果 | Based on our evaluation, we define our ビンゴ5の結果, which are then forwarded to the Board of Directors for approval. |
System for Defining ビンゴ5の結果 (as of 2020)
In order to define ビンゴ5の結果, we formed a project team in 2020, with the aims of defining more viable ビンゴ5の結果 and nurturing awareness of sustainability management. The team comprises all executive officers, who led the execution of duties in the Medium-Term Management Plan (FY2019–2023), and persons in charge of the Corporate Planning and Business Strategy Departments at the three main companies* in the Lease Management Trust System responsible for our ビンゴ5の結果's core business.
* ビンゴ5の結果 Trust Construction Co., Ltd., ビンゴ5の結果 Kentaku Partners Co., Ltd., and ビンゴ5の結果 Kentaku Leasing Co., Ltd.
Key Feedback from Stakeholders
In the process of defining ビンゴ5の結果, we gathered feedback from our stakeholders while identifying and organizing present conditions in-house and externally. This assessment included the market environment, social background, degree of challenge, and our strengths and weaknesses. We define our ビンゴ5の結果 based on the opinions we received. When formulating our next Medium-Term Management Plan, we plan to revise our ビンゴ5の結果 to reflect feedback from outside directors and investors. They highlighted a lack of clarity regarding how our ビンゴ5の結果 relate to the Medium-Term Management Plan, which is focused on realizing our Vision and Purpose.