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Business Topics

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 the measures mentioned above.
  • Promoted telework and staggered working hours to prevent the spread of infection.

■Urban Transportation and Regional

■Hotel and Leisure

  • Established “Guidelines for Preventing COVID-19 Infection” at Prince Hotels 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 (Sept. 1, 2020).
  • Opened Xpark , aquarium with cutting-edge technology, in Taoyuan, Taiwan (Aug. 7, 2020).
  • Opened “Prince Smart Inn Ebisu ,” the first hotel of the next-generation hotel brand (Oct. 8, 2020).
  • Rebranded the Grand Prince Hotel Kyoto as “The Prince Kyoto Takaragaike ,” the flagship brand of the Prince Hotels (Oct. 9, 2020).
    Joined the Autograph Collection of Marriott International, Inc.

■Real Estate

  • Operate commercial facilities implementing 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 (Sept. 2, 2020).
  • Opened LIONS DINER BIGFLAG  the first buffet restaurant produced by Seibu Lions, in Grand Emio Tokorozawa (Dec. 7, 2020).
  • Ran outdoor markets (farmer’s markets) by making use of open space in front of a Seibu's commercial facility.
  • Launched an online consultation service that allows customers to consult on purchasing and selling vacation homes and houses, lifestyle support, and purchasing burial plots, all while staying at their own home or when they are outdoors.


  • Conduct construction works, taking 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.
  • Launched a field trial for new digital technology at MetLife Dome to provide a stress-free viewing environment.
  • Izuhakone Railway and Ohmi Railway concluded sister station agreements with Taiwan Railway Administration.
  • Seibu Railway Series 101 (front car) installed in “Train Park,” a new area on the first-base side of MetLife Dome.

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 and conducted field trials for tourism oriented MaaS in the Kawagoe area (Sept. 14, 2020 - Nov. 30,2020).
  • Invited Mr. Tetsuya Shoji (Corporate Advisor to NTT Communications Corporation) as Executive Advisor.
  • Promotion of computerization of accounting operations and shift to paperless operations by using ICT in order to reform teleworking and other workstyles.
  • Implementation of in-house training for human resource development in the field of DX.

■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.
  • Announcement of comprehensive collaboration with East Japan Railway Company.
    Offering the following through a long term collaboration.
    (1)New work styles and lifestyles (2) Town development (3) Revitalization of rail line side areas
    We will promote a comprehensive range of initiatives centering on the three pillars as mentioned above.

■Sustainability Action