Maximizing asset value
—Diverse solution proposals
—Strengthening relations with owners
For current and potential shareholders
What is the status of initiatives in each business?
- Under the Sixth Mid-Term Management Plan (Fiscal 2023 - Fiscal 2025), we are implementing key initiatives for each business in line with the following matrix chart.
Strengthening our detached house brands by enhancing our strategies for each price range
We have divided our offerings into three price ranges. By implementing strategies and measures tailored to the price and product specifications of each, we will reinforce our detached house brands.
In addition, we will roll out life knit design, a new design concept aimed at proposing housing where attachment grows over time based on appeal to emotions through beautiful design and genuine materials.
At the same time, we will implement customer relationship management (CRM) to reinforce customer relationships.
Striving to supply high value-added properties based on area strategy and enhancing the Sha Maison brand
Further Enhancing the Added Value of Sha Maison:
Sekisui House’s Sha Maison ZEH allows residents to sell electricity generated onsite, accommodating resident needs for utility cost savings and ethically conscious lifestyles.
Constructing a stable foundation to create sustainable value for customers and society driven by eco-friendly measures and technical capabilities
Supplied Housing Business
Practicing property management that offers enhanced services to owners and tenants
Thorough providing high-quality and differentiated Sha Maison rental housing and executing area marketing strategy, we increase in units under management and enjoy consistently high occupancy rates. We are also practicing property management that offers enhanced services to owners and tenants.
—Creating services that utilize blockchains
Proposals to extend the life of our robust housing stock, backed by our track record in supplying a cumulative total of 2.5 million units, and to enhance its asset value
We proposal to extend the life of our robust housing stock, backed by our track record in supplying a cumulative total of 2.5 million units, and to enhance its asset value.
To strengthen large-scale remodeling of detached houses, we are advancing two types of remodeling: proposal-based remodeling to update residences in line with changes in family composition or lifestyle, and energy efficient remodeling to update thermal insulation and install the latest energy-conserving, energy-producing and energy-storing equipment.
We work to increase rents and maintain high occupancy rates by maintaining high-quality residential environments through proposals that meet tenant needs
Developing cities and rural areas through sophisticated area marketing and investment decisions from a medium to long-term perspective
Under the Sixth Mid-Term Management Plan, we will be focusing on supplying high asset-value properties in rigorously selected areas while advancing mid- and large-scale urban development projects that will become symbols of the surrounding communities, such as ZEB offices, hotels and commercial facilities tailored to urban centers. In suburban areas, we will work to develop beautiful and appealing residential land while advancing the regional revitalization-based hotel business, primarily focusing on the Trip Base Michi-no-Eki Stations Project.
Non-residential urban development
Residential land development
Regional revitalization facilities
Condominiums: Notable Projects
GRANDE MAISON Shin Umeda Tower The Club Residence
High-rise residence with a view to providing value for the next generation. Sky Terrace, an outdoor shared space rarely found in high-rise buildings, is on the 35th floor and exemplifies our commitment to high-quality comfort for residents.
Grande Maison The YAMATE 241
Urban redevelopment: Notable Projects
We will continue advancing the overseas business as a growth driver supporting the Sekisui House Group
To move from a development business-centered portfolio to one supported by the dual pillars of the development business and the homebuilding business, we will maintain a proactive growth strategy for homebuilding business.
We aim to achieve a supply of 10,000 units overseas by 2025 in the homebuilding business in the United States, Australia.
In the development business, we aim to maximize profit and achieve stability by diversifying partners and strengthening alliances with them.
Expanding our area into the southeastern region with the aim of an annual supply of 9,000 units Among our U.S. operations, the SHAWOOD business has just been launched on a full scale with the aim of an annual supply of 300 units
Master-planned community business
We will rigorously select new investments and aim for synergies through integrated management with the homebuilding business
Expanding our area into promising area with a collaboration with new partners while being mindful of the investment balance
Expanding business and engraining the SHAWOOD brand in the high-end market
Shift to a portfolio conscious of a balance between large projects, in which we can leverage our strengths, and medium projects focused on asset turnover
We will strengthen alliances with local partner companies, build an optimal business portfolio, and strive to maintain stable operations
Building a base for the homebuilding business with new business partners