The Seibu Group concentrates operations in three main areas—Urban Transportation and Regional, Hotel and Leisure, and Real Estate—while also benefiting from synergies with the Construction and Other business segments.
We have reorganized our reportable business segments from FY2020, by adding “Sports Business” as one of our focused area for growth and integrated “Hawaii Business” with “Hotel and Leisure” for efficient and synergistic management.
For more details, please refer to P11 of the following material.
Notice Regarding the Cancellation of Formulation of “FY2020-FY2022 Seibu Group’s Medium-term Management Plan” and Withdrawal of “FY2019-FY2021 Seibu Group’s Medium-term Management Plan”
Initiatives to ensure safety and security of customers and employees, and to recover earnings
- Seibu Group business management policy during COVID 19 pandemic
（１）Place safety and security of customers and employees as our top priority in conducting our business.
（２）Grasp changing needs quickly and accurately from the customers perspective, and work swiftly to develop services.
（３）Actively pursue profits through above measures.
- Promoted telework and staggered working hours to prevent the spread of infection.
■Urban Transportation and Regional
- Took infection prevention measures such as sterilization, ventilation, antiviral, antibacterial coating inside trains/buses and at the stations.
- Started providing teleworking space service at BIGBOX Higashi-Yamato and Hatara-kuukan (in front of Seibu-Chichibu station) using via-at app.
- Closed Toshimaen at the end of August and entered an agreement to develop a facility of Warner Bros. Studio Tour Tokyo - The Making of Harry Potter in part of the former site of Toshimaen.
■Hotel and Leisure
- Established “Guidelines for Preventing COVID-19 Infection” at Prince Hotel to put safety and security of guests and employees first in operations.
- Established “Prince Safety Commitment,” new standards for health safety and disinfection, to ensure a peace of mind stay in a safe environment and made guidelines for our guests easier to understand.
- As part of our new standard for safety, we started new services, such as affixing “safety stickers” on cleaned guest room doors and creating an environment for customers to feel safe in restaurants.
- Expanded stay plans such as “Nearby Travel” and “Campaign for Tokyo residents” that are safe, offer peace of mind, and are easy to enjoy, using the Go To Travel Campaign as a hook.
- Developed workation plans for corporations to support company problem-solving and “local workations” that also offer the opportunity to enjoy unique local experiences.
- Proposed remote wedding plans that “connect” with wedding facilities nationwide. Offered “NEW BANQUET EXPERIENCE,” which incorporates wagon services, communication space, and other services.
- Opened Tokyo Bay Shiomi Prince Hotel, hotel under a management contract. (September 1)
- Reopened commercial facilities having implemented measures to prevent infection such as restricting entry with an awareness of avoiding the “three Cs” and ensuring social distancing.
- Worked with business clients to overcome this difficult period, such as offering rent relief for facilities.（mostly during the first quarter）
- Opened “Grand Emio Tokorozawa” phase II and started shared use of new station facilities.（September 2）
- Conducted construction works, having taken thorough measures to prevent infection.
- Took thorough measures to prevent infection of Seibu Lions athletes, staff and spectators.
- Held live concerts with no spectator and accepted spectator events with a capacity usage rate of 50% or lower at Yokohama Arena.
- Seibu Group companies (Seibu Kanko Bus, Izuhakone Bus, Ohmi Railway and Kokoku Bus) jointly produced and distributed a video on COVID-19 infection countermeasures on sightseeing buses.
Proceeding with key initiatives envisaged in the new medium-term management plan
■Offensive strategy towards DX (digital transformation), marketing strategy
- Started official smartphone app membership services for “SEIBU PRINCE CLUB” and “SEIBU PRINCE CLUB emi.”
- Seibu Group’s MaaS app “SeMo,” brought into service.
→Started examination and field trials for tourism oriented MaaS in the Kawagoe area.
- Invited Mr. Tetsuya Shoji (Corporate Advisor to NTT Communications Corporation) as Executive Advisor.
- The Seibu Group set Environmental Footprint Reduction Target.
→Aiming to reduce its CO2 emissions per basic unit (CO2 emissions per operating revenue) by 25% over fiscal 2018 by fiscal 2030.
- In order to prepare a framework to sustainably, aggressively and systematically promote Sustainability Actions, the Group established the “Seibu Group Sustainability Committee” and “Seibu Group Council for Promotion of Sustainability Actions.”
- Posted Seibu Group's environmental data on the Company's website. (including CO2 emissions and water consumption of all companies in the Seibu Group)
- Established SEIBU AGRIBUSINESS INC., entering the agricultural and solar sharing businesses.
→Aiming to start the businesses from fiscal 2021 on the Seibu line.
- Started the project “LOSS TO VALUE,” aimed at converting all “loss” into “value.”
→With the key concept of utilizing various losses in apparel, food, and housing, cooperated with local communities and companies in other industries and fields to create networks for sharing issues, expertise, and ideas.
■Collaboration inside and outside the Group
- Blue Incubation Co., Ltd., and operating company Blue Muse Co., Ltd. were established to invest in and manage new business fields.
- Selected 6 proposal ideas from a total of 171 submissions under the Seibu Group new business creation program, “SWING OPEN” and started examination and field trials for commercialization.