Group Report 2014

Transcription

Group Report 2014

3
3,465,000
46,000
8,354,000
3,000
598,000
Tokyo Dome Group Report 2014
You
37,166,000
1
706,000
11
4,679,000
2
371,000
3
1,970,000
Corporate Profile—
Overview and Performance of
the Tokyo Dome Group
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2
Management Philosophy
Interview with the President
New Businesses Launched Based on the “Activate” Medium-Term Business Plan
List of Officers of TOKYO DOME CORPORATION(As of April 25, 2014)
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9
CSR Measures
Business Overview
Overview of Net Sales
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Overview of Group Services
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Reference Information for Main Facilities and Businesses
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Reference Information for TOKYO DOME CITY
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[Tokyo Dome City Segment]
TOKYO DOME
TOKYO DOME CITY HALL/KORAKUEN HALL/PRISM HALL
Tokyo Dome City Attractions
ASOBono!
LaQua
MEETS PORT
Yellow Building
SPO-DORI!
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Tokyo Dome Bowling Center/Tokyo Dome Roller Skate Arena
TOKYO DOME HOTEL
[Retail Segment]
shop in
[Real Estate Segment]
Ad Hoc Shinjuku, Petit Mall Futatsugi, Kakinokizaka BMW Building, etc.
[Atami Segment]
Atami Korakuen Hotel
[Sapporo Segment]
TOKYO DOME HOTEL SAPPORO
[Bicycle Racetrack Segment]
Matsudo Bicycle Racetrack
[Other Segment]
Other Business Operations
Financial Section
Consolidated Financial Highlights
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Financial Condition and Management’s Discussion and Analysis
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Corporate Data
Stock Information
Corporate History
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Consolidated Five-Year Financial Summary
Non-Consolidated Five-Year Financial Summary
• The future plans and earnings forecasts presented in this report are projections based on information available to the
Company at the time of publication. These projections include risks and uncertainties subject to economic trends, the
business environment and consumer behavior.
• This report was prepared, in principle, on the basis of information as of the end of the fiscal year ended January 31, 2014.
• Amount figures have been rounded down, while percentages have been rounded off.
Corporate Profile
Overview and Performance of the Tokyo Dome Group
Management Philosophy
Management Principle:
“Enriching society by thrilling and entertaining the public.”
Management Policy:
∞ Strive for the vitality and productive dialogue that creates new value ∞
M Start work fresh each day, and make progress.
M Achieve today’s goals, for further growth tomorrow.
M Listen to customers, and respond sincerely.
Safety Principle
“The Tokyo Dome Group thinks and acts with safety as its highest
priority in order to share in the excitement with its customers.”
Basic Safety Policy
•We will continue striving to provide safe and enjoyable facilities and services.
•We will set ourselves standards for safety and adhere to those standards.
•We will take a proactive approach to implementing safety training and
education programs.
The Aims of the Tokyo Dome Group:
TOKYO DOME CORPORATION’s management principle is “Enriching society by thrilling and entertaining
the public.”
In accordance with this principle, we consider it our mission to expand the frontier of urban leisure entertainment to thrill and delight as many people as possible, and over the years have continually taken the lead in
providing a wide range of leisure facilities and services. Moving ever onward, TOKYO DOME CORPORATION will continue to break new ground as a leading company in the field of leisure services.
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Interview with the President
Shinji Kushiro
Representative Director, President and COO
New Businesses Launched Based on the
“Activate” Medium-Term Business Plan
“SPO-DORI!” and “TeNQ” broaden our appeal
Q1.
Please summarize the Group’s operating results and dividend policy for
the fiscal year ended January 31, 2014.
We had a successful year, with increases in both revenue and earnings. At TOKYO DOME, earnings were positive for
music events, exhibitions and other attractions, while in professional baseball we hosted the World Baseball Classic
(WBC), as well as the post-season Climax Series and Nippon Series following the league victory by the Yomiuri Giants.
The Thunder Dolphin roller coaster was reopened at Tokyo Dome City Attractions, the renewal of LaQua for its 10th
anniversary was well received, and occupancy rates increased at the Group’s three hotels.
As a result, consolidated net sales amounted to ¥83,562 million (an increase of 3.5% year on year), with
operating income of ¥11,724 million (up 21.5%), and ordinary income of ¥9,318 million (up 25.7%). Net income
amounted to ¥8,077 million (up 106.3%) as a consequence of sales of shares in our consolidated subsidiary (sub-subsidiary) Tohwa Kouken Co., Ltd., and the recording of deferred tax assets following revisions to our earnings plan.
Dividends for the subject fiscal year comprised a year-end dividend of ¥5.00 per share, unchanged from the previous
fiscal year.
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Q2.
he fiscal year ended January 31, 2014, was the third year for the
T
“Activate” medium-term business plan. What were the principal successes,
and what are your strategies for the fiscal year ending January 31, 2015?
The biggest management issue in the “Activate” plan is to break free of the cycle of gradually diminishing returns. One
of the measures for this was the opening of the “SPO-DORI!” indoor sports complex, in September 2013. The attraction comprises the three areas of baseball, golf, and bouldering, and is part of the redevelopment project for the Yellow
Building. Along with being a place to enjoy sports, one of the main features of the facility is the accompanying training
schools for golf and baseball, where customers can receive full-fledged instruction and advice. With people becoming
more health conscious, the response has been positive, and the number of members and students has gradually increased just through word of mouth.
For the fiscal year ending January 31, 2015, in July 2014 we will open the space museum “TeNQ,” also in
the Yellow Building. This facility will comprise nine areas for visitors to encounter the mysteries of outer space, and we
expect that it will become a new business pillar for the Tokyo Dome Group. The museum will bring a science education
facet to the Tokyo Dome complex, and we anticipate that in combination with professional baseball games and hotel
accommodations, this will provide a multiplier effect to gain new customers for school trips from around Japan.
Q3.
What is the business outlook and dividend forecast for the fiscal year
ending January 31, 2015?
Although we expect revenue to be boosted by the opening of TeNQ, and full-year operation SPO-DORI!, we are forecasting a decline in sales overall as a result of fewer music events at TOKYO DOME, and because we are not assuming that we will host professional baseball’s post-season Climax Series and Nippon Series. In addition, because of the
increase in expenses for replacing the artificial turf at TOKYO DOME, we are also forecasting decreases in all earnings
categories, including operating income, ordinary income, and net income.
Accordingly, on a consolidated basis, we are forecasting net sales of ¥79,200 million, with operating income
of ¥8,900 million, ordinary income of ¥6,300 million, and net income of ¥3,800 million. As for dividends, because of
the rise in retained earnings, we plan to increase our year-end cash dividend to ¥6.00 per share, for a target payout
ratio of 30%.
Q4.
The Thunder Dolphin roller coaster has now reopened. Can you describe
your efforts to instill and maintain a culture of safety?
Thunder Dolphin had been closed since December 2010, when a piece of the ride became detached and fell off. We
have since conducted extensive safety checks, in terms of both facilities and operations, and reopened the ride in
August 2013. Thunder Dolphin is popular with customers of all ages, and we are extremely pleased to make it available
once more.
It has been three years since the Spinning Coaster Mai-Hime accident, and we are continuing to make a
concerted effort to instill and maintain a culture of safety for Attractions and throughout the entire Tokyo Dome City
Group. We regularly conduct measures to ensure safety, including training for Attractions operators and emergency
response procedures, safety inspection patrols of the various Tokyo Dome City facilities, and human error training
courses at all Group companies.
Q5.
hat are your thoughts on the various stakeholders connected with
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Tokyo Dome?
We need to return this goodwill in various ways. The most important is to provide businesses worthy of the Tokyo
Dome Group, and to continue to secure earnings. The Tokyo Dome Group began in 1936 as Korakuen Stadium, and
baseball has been at the center of our growth. Baseball is one of the best pastimes for bringing heartfelt excitement to
people.
The stands at TOKYO DOME, where professional baseball is played, are often the scene of families and
friends deepening ties, with children and parents enjoying a snack together, or older couples holding hands and smiling. We are determined to do all we can to create a facility where customers and all stakeholders, especially children
and older visitors, can relax and enjoy themselves.
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Q6.
What are your aspirations for the future of the Tokyo Dome Group?
When we formulated the “Activate” plan, we set a target for the third year of the plan, the fiscal year ended January
31, 2014, of ¥9.0 billion in operating income with ¥185.0 billion in interest-bearing debt, on a consolidated basis. We
achieved both of these goals, reaching ¥11.7 billion in operating income with ¥172.7 billion of debt. Our D/E ratio has
improved to 2.3 times, from 2.9 times in the previous fiscal year. However, we will continue to address the management issues of “break free of the cycle of gradually diminishing returns,” “research and development for new growth,”
and “measures to strengthen management foundations,” in an effort to further increase earnings and reduce interest-bearing debt.
In July 2015, Tokyo Dome City Attractions, the successor to Korakuen Amusement Park, will mark its 60th
anniversary. Considering the next few decades, we need to conduct research, in terms of both infrastructure and
services, to ensure businesses worthy of the Tokyo Dome Group, including the core facilities of TOKYO DOME and
Tokyo Dome Hotel, as well as Tokyo Dome City Attractions. While the times change rapidly, we will focus on what
customers want, and the facilities and services they desire, in order to provide excitement and a sense of togetherness.
Our long history of 78 years in business would not have been possible without the support of our stakehold-
ers. We deeply appreciate their continued encouragement and support for the Tokyo Dome Group.
May 2014
Shinji Kushiro
Representative Director, President and COO
List of Officers of TOKYO DOME CORPORATION (As of April 25, 2014)
Representative Director,
President and COO
Managing Directors
Shinji Kushiro
Kenji Honda
Yoshiyuki Taniguchi
Senior Managing Director
External Directors
Ryusuke Nomura
Tsutomu Nagaoka
Akihiro Yamazumi
Tomofumi Akiyama
Nobuhiro Mori
Yoshihisa Inoue
Full-Time
Corporate Auditors
Managing
Executive Officers
Masami Iwaida
Masaaki Tanaka
Yutaka Yamada
Akira Nishikatsu
External Corporate Auditors
Executive Officers
Junichi Tsutsumi
Yukio Nozaki
Yukiharu Kodama
Yoshitaka Odagiri
Yuhei Nagata
Kaoru Shibata
Hirotsugu Imaoka
Koichiro Hisaoka
Advisor
Yewkow Hayashi
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CSR Measures
The Tokyo Dome Group actively pursues CSR rooted in our management
principle of “Enriching society by thrilling and entertaining the public.”
Government & NPOs
Corporate
Governance
Shareholders & Investors
Business Partners and Contractors
Together
with Employees
Safety Measures
Management
Philosophy
Customers
Community
Environmental
Measures
Employees
Relationship with
the Community
Environment
Corporate Governance
The Tokyo Dome Group believes that enhancing the transparency, soundness, and effectiveness of the Group’s business
through greater corporate governance is essential for sustainable growth in corporate value, and we consider this to be a key
management issue that forms the basis of corporate social responsibility. In particular, we believe that to build positive
relationships with all stakeholders, it is important to provide timely and accurate disclosure of information, and to ensure
transparency in our corporate activities.
(1) Structure for Decision-making, Execution, and Auditing
TOKYO DOME CORPORATION has a nine-person Board of Directors,
which decides management policy and business operations and supervises the conduct of business by directors and operating officers. Three of
the nine directors are external directors with high levels of expertise in
management supervision.
A Management Committee composed of all full-time directors
has been established as the foundation of a system to ensure the efficient
execution of duties by the directors. The Management Committee determines matters to be deliberated by the Board of Directors, and prepares
the necessary reports on the conduct of business by the President based
on resolutions of the Board of Directors.
The operating officers system was adopted in April 2002 to
realize strategic and flexible decision-making and the conduct of operations. Operating officers are appointed by the Board of Directors. They
have the responsibility and authority of an executive officer for the duties
delegated to them by the President, based on decisions by the Board of
Directors, and they execute business operations. An Operating Officer
Committee, comprised of all operating officers, has also been established
to convey the decisions of the Board of Directors and Management Committee, as well as to ensure the smooth exchange of information, reporting, and coordination with regard to the conduct of operations by the
President. Of note, to ensure that decision-making and oversight are
based on the actual conditions in the field, supervision and operations are
not intended to be completely separate, in favor of a system in which fulltime directors are responsible for implementing operations as operating
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officers, while also participating as members of the Board of Directors.
The Company has adopted an auditors system with a five-person Board of Auditors that receives reports, conducts deliberations, and
makes decisions regarding important matters concerning auditing. Of
note, to strengthen the auditing function, three of the five auditors are
outside auditors. In accordance with auditing policies determined by the
Board of Auditors and assigned duties, auditors attend meetings of the
Board of Directors and other important meetings, request reports on
operations from directors and other managers, inspect records of decisions and other important documents, personally inspect principal business offices, and assess the status of the Company’s business operations and finances.
(2) Internal Control Systems
The basic policy regarding the establishment of internal control systems
was adopted at a meeting of the Board of Directors held July 27, 2006.
Based on this policy, the Tokyo Dome Group has formulated and implemented the following internal control systems, built around the two main
structures for compliance and risk management.
i. Compliance structure
The Tokyo Dome Group, in order to build strong relationships with all
stakeholders, and to pursue compliance from a Companywide perspective, has established a Compliance Committee, headed by the President.
We have also formulated and follow a Compliance Code of Conduct establishing ethical guidelines for managers and employees.
The Tokyo Dome Group, through the Compliance Committee,
maintains a position of resolute opposition to organized crime groups
and other anti-social forces. In 2007, we established the “Tokyo Dome
City Council on Excluding Organized Crime Groups and Other Anti-Social Forces,” comprising the companies of the Tokyo Dome Group, as
well as the companies and organizations that conduct business and security activities within Tokyo Dome City. We adopted the “Declaration on
Exclusion of Organized Crime Groups,” and make efforts to ensure the all
employees of Tokyo Dome City comply with this declaration.
Following the enactment of the “Tokyo Metropolitan Ordinance
for Eliminating the Organized Crime Groups” in October 2011, on the
advice of law enforcement and legal counsel, the Tokyo Dome Group has
implemented such measures as thorough screening of new business
partners, and reconfirming the provisions in contracts and other documents excluding organized crime groups.
ii. Risk management structure
The Tokyo Dome Group has formulated Risk Management Regulations
to systematically implement risk management, and based on these regCompliance Code of Conduct
1. We will provide products and services that are safe and beneficial to society.
2.We will, in the course of our business activities, comply with laws and regulations, and conduct ourselves with high ethical standards.
3.We will comply with environmental treaties, laws, and regulations, and will act
with consideration for the global and local environment.
4.We will respect human rights, and will not engage in discrimination or harassment.
5.We will remember our place, such as maintaining a clear line between public
and private life, and treat people in a considerate manner.
6. We will not engage in acts contrary to the interests of the company.
7.We will maintain fair and transparent relationships with governments, administrations, and business partners, and will act within the appropriate bounds
of normal social conventions, without violating laws or regulations such as
those regarding gifts or entertaining.
8. We will not engage in improper trading of stocks (insider trading).
9.We will resolutely oppose anti-social forces, and will provide them with absolutely no profit.
10.We will properly manage information, and provide timely and appropriate
disclosure.
ulations, has established a Risk Management Committee chaired by the
President to ensure full awareness of and respond to risks that could
seriously affect corporate management.
Several subcommittees have been established under the Risk
Management Committee, including the Disaster Prevention Subcommittee to coordinate disaster prevention measures, the Safety Management
Subcommittee to oversee the safety of park visitors, the Information
Management Subcommittee to handle the timely disclosure and overall
administration of information, the Environmental Preservation Subcommittee to coordinate strategies regarding the surrounding environment,
and the Financial Reporting Subcommittee to ensure the reliability of financial reporting. Each of these subcommittees conducts risk management in the areas they cover.
The Risk Management Committee receives reports on the
activities of subcommittees, as well as the status of risk management at
each division and Group company. The Committee then reviews the risk
status of the corporate group overall, and reports its findings to the
Board of Directors or corporate auditors on a regular basis or as necessary. The Committee also prepares individual guidelines and manuals
aimed at ensuring the smooth and efficient conduct of risk management.
The Company also has a structure in place so that in the event
of an unforeseen occurrence (crisis situation), an emergency task force
headed by the President is immediately established to prevent escalation
and minimize damage.
Of note, in accordance with the rules for information management established by the Risk Management Committee, information and
documents pertaining to the execution of duties of the Board of Directors, such as records of shareholder meetings, records of meetings of
the Board of Directors, records of meetings of the Management Committee, and approval documents, are managed in a highly retrievable manner. The Tokyo Dome Group has also formulated a “Program for Protection of Personal Information,” and makes a concerted effort to protect the
personal information it holds.
Tokyo Dome Group’s Corporate Governance Structure (as of April 25, 2014)
General Meeting of Shareholders
•Decides policy and operations
•Supervises conduct of business by
directors and operating officers
Selection/dismissal
Selection/dismissal
Board of Directors
Decides conduct
of business
Compliance Committee
Fosters environment
for compliance
with laws and corporate ethics
Accounting auditor
Reporting
Refers important matters
Reports on conduct of business
Reporting
Advisor
Advises on conduct of business
Risk Management
Committee
Provides awareness of response to
risks with a potentially serious
impact on business
Reporting
Board of Auditors
(Management Supervision)
Selection/appointment/dismissal
Supervises conduct of business
Selection/dismissal
Education/
Instruction/
Monitoring
•Exchanges information, reports
and coordinates regarding conduct
of business by the President
Reporting
President
Management Committee
Auditing
(Advisory body to the President)
Members: Regular directors
Decides conduct
of business
Reports on conduct
of business
Operating Officer Committee
•Decides on matters for referral to
the Board of Directors
•Makes necessary reports on
conduct of business by the
President based on matters
decided by the Board of Directors
Members: Operating officers
Hearings
Business Divisions and Group Companies
(Conduct of business)
Auditing
Internal Auditing
& Legal Division
Supervises legal compliance and
rationality of business conduct
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Safety Measures
The Tokyo Dome Group adheres to various safety measures in order to continually provide its customers enjoyment with
peace of mind in all its businesses.
Safety Principle
“The Tokyo Dome Group thinks and acts with safety as its highest priority in
order to share in the excitement with its customers.”
Basic Safety Policy
• We will continue striving to provide safe and enjoyable facilities and services.
• We will set ourselves standards for safety and adhere to those standards.
• We will take a proactive approach to implementing safety training and education
Based on the “Safety Principle” and “Basic Safety Policy,” we will continue, with
a renewed sense of purpose each day, to establish a culture of safety.
M “Safety Awareness Day” and “Safety Awareness Week”
The Tokyo Dome Group has designated January 30th as annual
“Safety Awareness Day.”
This is a day for all employees of the Tokyo Dome Group to
renew their consciousness regarding safety at business offices and
facilities, based on the “Safety Principle” and “Basic Safety Policy.” A
ceremony is also held on this day in front of the “Monument to Our
Pledge for Safety.”
The one week period from January 30 to February 5 has
also been designated as “Safety Awareness Week,” during which
comprehensive safety inspections are conducted of all business sites
and facilities, and the Group’s Chief Safety Management Officer (the
company president) conducts a safety inspection tour of Group facilities.
M Group-wide Safety Measures
On June 1, 2011, the Tokyo Dome Group established the Safety
Promotion Office, under the direct control of the President, as the
department responsible for promoting the establishment of a comprehensive safety management system with regard to customers and
employees. Further, the President was designated as Chief Safety
Management Officer, with responsibility for making management
decisions that emphasize safety.
The responsibilities of the Safety Promotion Office include
formulation of the annual comprehensive safety plan, developing
plans related to comprehensive safety activities, promotion of comprehensive safety activities, safety audits, and preparation of the annual comprehensive safety report. The office also creates, implements, and maintains a plan-do-check-action (PDCA) cycle to realize
continual improvement in the corporate group’s safety systems.
On January 30, 2012, a Safety Education Office was established within the office of the Amusement Division, which operates
Tokyo Dome City Amusements.
Environmental Measures
The Tokyo Dome Group takes concerted action as a corporate group with various environmental conservation efforts aimed
at lessening the environmental load from its business activities. We continue to take proactive measures to prevent global
warming and other types of sustainable environmental conservation, including introducing environmentally friendly systems,
and establishing a specialized division.
M Solar panels installed at Matsudo Bicycle Racetrack
As part of the efforts by the Tokyo Dome Group to rationalize energy
use and counter global warming, Matsudo Kousan Co., Ltd., the
consolidated subsidiary that operates the Matsudo Bicycle Racetrack (Matsudo-shi, Chiba Prefecture), installed solar panels at the
facility. This follows a similar initiative to install solar panels in the
parking lot of Satellite Taiwa, an off-site betting facility in Miyagi Prefecture.
The solar panels were installed on the roof of the main and
back stands of the racetrack. All of the power generated will be sold
to Tokyo Electric.
The Tokyo Dome Group will continue to implement measures to lessen its environmental load.
Solar panels at Matsudo Bicycle Racetrack
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Relationship with the Community
The Tokyo Dome Group conducts a wide range of measures with close connections to residents of the local community,
including organizing events, disaster preparedness, regular community beautification activities, support for cultural projects,
and issuing invitations to company facilities.
M Collaboration Project with Students
A Graduation Festival for graduating students was held at Tokyo
Dome City Attractions from March 1 to April 6, 2014.
This was a collaborative project with the members of “Tokyo Dome City Student Ambassador*,” including joint planning and
promotion. It comprised selling special tickets with various perks,
events and benefits to students graduating in spring 2014.
The Tokyo Dome Group values opportunities to engage
with the community through events such as this.
*Tokyo Dome City Student Ambassador is a group of approximately 100 university
students in the Tokyo area. The student team planned and implemented the promotional activities and special program for the festival for the enjoyment of graduates.
M Awards from the Local Fire Department
On November 8, 2013, the Tokyo Dome Group held a “Fire Prevention Meeting” as part of its autumn disaster preparedness campaign,
during which Tokyo Dome received a certificate of appreciation from
the local Koishikawa Fire Department for its efforts to voluntarily install
and maintain facilities to supply water for firefighting. Tokyo Dome
City maintains a local water supply for firefighting using the rainwater
tank beneath Tokyo Dome, the fountain water around Crystal Avenue
and Tokyo Dome Hotel, and the fountain water at LaQua Garden.
In addition, on November 25, 2013, the Tokyo Dome
Group received a certificate of appreciation from the Tokyo Fire Department and the Koishikawa Fire Department for its contribution to
saving the life of a person using the Bunkyo Ward Sports Center,
managed by Tokyo Dome Group. A customer suddenly lost consciousness and collapsed while playing sports, but was saved by two
employees who quickly contacted emergency services, performed
CPR and applied an AED device.
Members of the Tokyo Dome City Student Ambassador group
Certificate of appreciation
received for lifesaving
Award presentation for
installation and maintenance
of water sources for fire
fighting
Together with Employees
The Tokyo Dome Group strives to provide a work environment where everyone, regardless of gender, age, or disability, is able
to work with peace of mind and perform to the best of their abilities.
M Human resources data at TOKYO DOME CORPORATION
Regular employees
Average age
Average length of employment
Turnover rate
(within the first 10 years of joining)
No. of new graduate hires
Fiscal year ended January 31, 2013
Fiscal year ended January 31, 2014
531 (350 men, 181 women)
518 (336 men, 182 women)
43.3 (men 43.1, women 43.7)
43.6 (men 43.2, women 44.1)
22.4 years
22.5 years
0%
1%
8 men, 0 women
3 men, 4 women
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Business Overview
Business for the Tokyo Dome Group is comprised of seven
segments, each providing a variety of valuable services.
Net sales for the fiscal year ended January 31, 2014
¥83,562 million
Net sales for each business segment
Tokyo Dome City
Segment
62,169
Core Businesses of
the Tokyo Dome Group
Operation of facilities within
TOKYO DOME CITY
Retail Segment
7,317
Operation of shop-in
select cosmetics shop
Real Estate Segment
1,501
Selling, purchasing, brokering, leasing,
and management of real estate,
primarily conducted by our subsidiary
Matsudo Kousan Co., Ltd.
Atami Segment
4,464
Operation of Atami Korakuen Hotel
Sapporo Segment
2,751
Operation of TOKYO DOME HOTEL
SAPPORO
Bicycle Racetrack
Segment
2,422
Leasing and contracted operation of
Matsudo Bicycle Racetrack by our
subsidiary Matsudo Kousan Co., Ltd.
Other Segment
2,936
Contracted operation of sports facilities
by our subsidiary Tokyo Dome Sports Co.,
Ltd., insurance agency services, holding
and management of securities, and cable
television broadcasting business.
0
9
10,000
20,000
30,000
40,000
50,000
60,000
70,000
(Millions of yen)
Overview of Group Services
Event Halls
Amusement
TOKYO DOME/ TOKYO DOME CITY HALL/
KORAKUEN HALL/ PRISM HALL/G-Rosso
p TOKYO DOME: Notable for its versatile features that can handle a wide
variety of large-scale events, from field sports, to concerts, conventions,
and exhibitions.
p TOKYO DOME CITY HALL: Equipped to host various performances,
such as concerts and other events, the Hall boasts a state-of-the-art
sound and lighting system.
p KORAKUEN HALL: Opened in 1962, the Hall has been the site of many
celebrated fighting matches.
p PRISM HALL: Equipped to handle exhibitions, sales conferences, seminars, and a diverse array of similar functions.
Tokyo Dome City Attractions/ ASOBono!/
G-Rosso/ Space Museum TeNQ
p Tokyo Dome City Attractions: The park is arranged so that visitors can
enter free of charge and stroll about at their leisure. There are a host of
attractions that appeal to all visitors, from families with young children to
couples on dates.
p ASOBono!: Facilities include indoor kids’ attractions where parents can
play together with their children in a variety of entertaining ways, such as
physical activities, educational activities, and activities suited to different
ages and personalities.
p G-Rosso: An action theater hosting musicals and shows primarily featuring heroic fighting squads. The three tiers (upper, middle, and lower) of
the theater are complemented by video and other special effects, plus
high wire rigs, and other entertainment features.
p Space Museum TeNQ: A new area slated to open on July 8, 2014.
Hotels
Health Spa
TOKYO DOME HOTEL/
Atami Korakuen Hotel/
pT
OKYO DOME HOTEL: A 43-floor, 1,006room high-rise hotel in a prime location, for
both business and leisure travelers, within a
six-minute walk from four train stations on five
major metropolitan train lines. The hotel’s accommodation plans are popular as tie-in
packages with TOKYO DOME CITY events.
pT
he Atami Korakuen Hotel faces out over Atami Bay, while TOKYO DOME HOTEL SAPPORO faces out over Odori Park. Both properties
boast prime locations and, over and above accommodation plans, offer high-level services for
banquets, meetings, and lectures.
Sports
SPO-DORI!/
Tokyo Dome Bowling Center/
Tokyo Dome Roller Skate Arena/
Fitness Club Tokyo Dome/
Korakuen Sports Club Chofu/
Korakuen Swimming School Hibarigaoka
p S PO-DORI!: Indoor facilities for playing
baseball, golf, and bouldering.
p Tokyo Dome Bowling Center: A 54-lane
bowling with automatic scorers and several
lanes with gutter bumpers, suitable for children and beginners alike.
p Tokyo Dome Roller Skate Arena: The
largest roller skating rink in Tokyo, with a
main arena plus a dedicated area for beginners and kids.
Spa LaQua
Tenant Facilities
LaQua/MEETS PORT/ Yellow Building/
Ad Hoc Shinjuku/ Petit Mall Futatsugi/
Kakinokizaka BMW Building
p LaQua/MEETS PORT: In addition to their
prime location in the city center, these facilities have the appeal of drawing large
crowds thanks to the offerings of TOKYO
DOME CITY and its events.
Horse Racing &
Bicycle Racing
WINS Korakuen/ offt Korakuen
Matsudo Bicycle Racetrack/
Satellite Taiwa/ Satellite Funabashi
p The Yellow Building leased to the Japan
Racing Association.
p Leasing, management, and offsite betting
for the Matsudo Bicycle Racetrack.
The spa offers relaxation and high quality,
natural hot spring waters tapped from 1,700
meters below ground. Customers are able to
escape from the din of the metropolis to enjoy
a leisurely and luxurious stay.
Retail
shop in
p 45 stores across Japan under the shop-in
brand, handling cosmetics and beauty
items as a select cosmetics shop. (Store
count current as of January 31, 2014.)
Contracted
Operations
Total solution
With the superior service and cost performance
created by the comprehensive strength of the
Tokyo Dome Group, we engage in contracted
operation of sporting and other events held at
the TOKYO DOME, in addition to taking on the
contracted operation of various private buildings, private facilities, and public facilities.
10
Reference Information for Main Facilities and Businesses (Years ended January 31)
*1 Figures for TOKYO DOME CITY facilities are excerpts only representing the main facilities for the purpose of showing overall trends of the TOKYO DOME CITY business.
As a result, net sales totals for each facility do not match the segment-specific totals for TOKYO DOME CITY businesses given on page 9.
*2 Visitor numbers to TOKYO DOME CITY Attractions are for the total number of riders on amusement rides.
Facility name / Business name
Net sales (units: millions of yen)
Visitor numbers (units: thousands of people)
2012
2013
2014
2012
2013
2014
TOKYO DOME
(includes sales from independent entertainment events)
11,842
13,326
13,672
6,237
8,202
8,354
Restaurants and Souvenir Sales
11,829
14,615
16,545
—
—
—
10,172
1,657
12,777
1,838
14,730
1,815
—
—
—
—
—
—
LaQua
5,382
5,617
5,968
11,690
13,180
13,600
Spa LaQua
3,117
3,270
3,445
620
660
706
1,353
2,169
2,667
1,798
4,039
—
—
—
240
249
333
169
359
375
171
358
371
5,398
—
—
5,280
—
—
4,753
—
—
—
3,970
1,080
—
4,120
1,090
—
3,910
1,040
SPO-DORI!
—
—
70
—
—
62
Tokyo Dome Roller Skate Arena
21
92
86
14
70
84
335
345
337
217
221
214
1,241
1,447
1,423
3,042
3,318
3,465
TOKYO DOME CITY HALL
570
679
632
431
494
598
KORAKUEN HALL
484
515
503
352
373
359
PRISM HALL
418
475
526
623
500
569
10,717
12,491
13,410
1,588
1,812
1,970
7,501
7,586
7,317
—
—
—
1,552
1,548
1,501
Tokyo Dome City Segment
*1
(includes direct product sales, concert product sales, etc.)
TOKYO DOME area
Other
G-Rosso
ASOBono!
Yellow Building
WINS Korakuen (tenant)
offt Korakuen (tenant)
4,679 *2
TeNQ! (a new area slated to open on July 8, 2014.)
Tokyo Dome Bowling Center
MEETS PORT
TOKYO DOME HOTEL
Retail Segment
shop in
Real Estate Segment
Ad Hoc Shinjuku, Petit Mall Futatsugi,
Kakinokizaka BMW Building, etc.
Atami Segment
Atami Korakuen Hotel, etc.
3,661
4,286
4,464
2,551
2,655
2,751
Bicycle Racetrack Segment
Matsudo Bicycle Racetrack, Satellite
Taiwa, Satellite Funabashi, etc
90.1
82.1
Sapporo Segment
TOKYO DOME HOTEL SAPPORO, etc
Hotel Utilization Rate
(%)
100
75
65.3
50
2,456
2,052
2,422
69.1
72.9
71.3
77.2
75.8
60.5
25
Other Segment
Contracted operation of sports facilities,
life, non-life, and medical insurance
agency services, etc.
11
0
4,362
3,968
2,936
2012
2013
2014
TOKYO DOME HOTEL
Utilization Days for Each TOKYO DOME Event Category
Facility Overview
Opened
March17, 1988
Area
(day)
400
Scale
Six floors above ground, two below; height: 56.19 m
Building area 46,755m2 above ground; grounds: 61.69 m; cubic capacity:
2
Grounds13,000m 1.24 million m3; capacity (approximate): 46,000
people (baseball use), 55,000 people (concert use)
*Including the day of the event, plus installation and removal days
12
12
266
63
59
109
120
129
124
2013
2014
30
200
Restaurants and stores inside and outside the TOKYO DOME, including BASEBALL Café,
TOKYO TAKARAJIMA, BALL PARK STORE, etc.
315
313
300
55
90
May1, 2003
100
Site area
16,000m2
Nine floors above ground, two below
Total floor area 55,500m2
May1, 2003
July9, 1955
Site area
30,000m
2
Floors five through nine of the LaQua Building
Spring quality: sodium-chloride strong saline spring
water
Number of attractions: 25
0
2012
•WBC: 5 days
•The Climax Series: 3 days
•The Japan Series: 3 days
•Intercity Baseball
Tournament: 0 days
Floors B1–G1 of Geopolis
Capacity: 765 people
April25, 2009
—
August19, 2011
Site area
Play areas: five
1,720m2 Target demographic: 0–12 year olds
Capacity: 500 people
April20, 1973
Site area
11,735m2 Ten floors above ground, one below
April16, 1949
—
Floors B1–G9 of Yellow Building
June14, 1987
—
Floors G1 of Yellow Building
July8, 2014
Floor area
2,600m2 Floors G6 of Yellow Building
September14, 2013
Floor area
2,600m2
•The Climax Series: 6 days
•The Japan Series: 3 days
Baseball game
Exhibitions, trade shows
Music events
Sports and other
Event Hall Utilization Rate
(%)
120
*Including the day of the event, plus installation and removal days
Golf area, Baseball area, Bouldering area, Rental field
December22, 2011
Floor area
1,600m2
40 m x 24 m main rink, half pipe, dancing area
April16, 1962
Total floor area
3,600m2
Floors G4–G5 of Yellow Building
54 lanes
March19, 2008
Site area
6,579m2
Five floors above ground, four below
March19, 2008
April16, 1962
Hall575m2
Floors G5–G6 of Blue Building
Exhibition hall
198m2
December17, 1990
Floor area
June1, 2000
Site area
15,865m
Total floor area105,856m2
43 floors above ground, three below
Height 155m
1,006 guest rooms
First store (Shinjuku)
December1, 1971
—
45 stores (as of January 31, 2014)
101.6
101.1
96.7
88.8
85.5
86.3
96.2
90
89.6
72.9
60
66.3
63.1
55.6
Floors B3–G2 of MEETS PORT
Capacity: 3,000 people
30
0
2,809m2 Ceiling height five meters
2
91
2012
TOKYO DOME
KORAKUEN HALL
2013
2014
PRISM HALL
Tenant Sales for each Main Facility
(Million of yen)
15,000
11,232
11,959
12,568
10,000
Facility name
Number of guests
(thousands of
people)
2012
2013
TOKYO DOME HOTEL
388
468
TOKYO DOME HOTEL
SAPPORO
120
134
161
192
2014
Number of banquets Number of weddings
2012
2013
2014
521 1,959 2,194 2,308
264
290
282
141 2,713 2,639 2,649
196
192
211
201
2012
—
2013
—
2014
—
—
—
—
5,000
2,776
2,914
1,490
1,708
1,802
2012
2013
2014
2,199
0
LaQua (73 stores)
Other (20 stores)
MEET PORTS (11 stores)
12
Reference Information for TOKYO DOME CITY
The Potential of
TOKYO DOME CITY
The multipurpose City is one of the
largest spaces in Tokyo providing
more than just enjoyment, but also
an all-in-one response to a diversity
of event needs.
TOKYO DOME CITY goes beyond its function as an entertainment facility
and boasts great potential thanks to its commercial facilities, event facilities, and hotel accommodations.
Komagome Station
Travel time
Approx. 7 min. from Ikebukuro Station
Kasuga Station
on the Toei Oedo line
and Toei Mita line
Ikebukuro Station
Korakuen Station
on the Tokyo Metro
Marunouchi line and
Nanboku line
ion
at
t
eS
a
om
ch
To
Travel time
Approx. 8 min.
from Tokyo Station
Passengers
Approx.
93,000/day
Powerful Draw for Customers
Resting on the crowd-drawing appeal of numerous events and attractions,
we generate a synergistic cycle of entertainmentrRshoppingrRdining.
The 37 million annual visitors are proof positive of TOKYO DOME CITY’s
strong potential.
TOKYO DOME
Superior Location
Our business takes place on prime real estate in a high volume, high quality urban market. Moreover, with our convenient access approximately 10
minutes from Tokyo Station on a total of five JR and subway lines, we can
claim strong competitiveness as a venue for business-related events.
Versatile Event Facilities
TOKYO DOME CITY’s large and small event facilities alone total seven
halls*1 with the ability to accommodate a wide variety of sports, concerts,
exhibitions, and business events.
In addition to these event facilities, we can leverage our entertainment and lodging facilities to provide all-in-one solutions for the more
complex needs of MICE*2 business users.
*1 TOKYO DOME, TOKYO DOME CITY HALL, KORAKUEN HALL, PRISM HALL, THEATRE
G-Rosso, LaQua Garden Stage, and TOKYO DOME HOTEL.
*2 MICE is a word formed from Meetings (for corporations, etc.), Incentives (for company
awards and training events), Conventions (for international institutions, large-groups, and
academic societies), and Events/Exhibitions (including trade fairs) and is a general term
for business events that anticipate a high degree of networking among participants.
TOKYO DOME CITY visitors
37,166,000/year
*Aggregate total for three areas
TOKYO DOME, Yellow Building,
Blue Building area visitors
Blue Building
Korakuen Hall
16,217,000/year
Urban market
Meguro Station
Entertainment
Attracting
customers
Attracting
customers
Mutual
benefits
Dining
Shopping
Attracting
customers
Convenient access
13
Shinjuku Station
Travel time
Approx. 13 min. from Shinjuku Station
Approx. 20 min. from Shibuya Station
Yellow Building
T
shim
aka
ir
ada
Age and Gender Distribution for LaQua Visitors
tatio
aS
Passengers
Approx.
(%)
30
n
111,000/day
Some facilities strongly attract
a female demographic
24.5
20
19.8
19.5
Tokyo Station Women
Men
10
9.0
4.6
LaQua
3.2
4.2
2.7
1.1
0.4
0
Teens
Parking lots
5.5
2.3
20s
30s
40s
50s
60s
2.1
0.6
70+
*Figures were drawn from TD point card members who used LaQua from April 2013 to March 2014.
5 lots, 953 total spaces
LaQua Garden Stage
Number of commercial shops inside TOKYO DOME CITY
Fashion and general merchandise
LaQua, Tokyo Dome City
Attractions area visitors
53 shops
15,513,000/year
Food and beverages
G-Rosso
GO-FUN
Travel time
Approx. 7 min. from Sugamo Station
Suidobashi Station
on the Toei Mita line
PRISM HALL
Health and beauty
Passengers
Approx.
43,000/day
TOKYO DOME HOTEL
Approx.
167,000/day
n
Passengers
tatio
Suidobashi Station on the JR Sobu line
ro S
5,435,000/year
13 shops
* In addition, there are two convenience stores,
one super market, and one drug store.
u
Meg
TOKYO DOME HOTEL,
MEETS PORT area visitors
Travel time
Approx. 6 min. from Hibiya Station
Approx. 40 min. from Haneda Airport
MEETS PORT
66 shops
Ochanomizu Station Travel time
Approx. 10 min. from Tokyo Station
Approx. 12 min. from Ueno Station
Approx. 60 min. from Narita Airport
* Numbers of passengers using each station are those
reported on the railway companies’ web sites and are
the average passengers per day during fiscal year 2012.
Since JR only reports the number of passenger boarding their trains, we have multiplied these numbers by
two.
* Travel times from station to station assume that standard routes are taken.
14
Business Overview: Tokyo Dome City Segment
TOKYO DOME
TOKYO DOME CITY HALL/
KORAKUEN HALL/PRISM HALL
TOKYO DOME is Japan’s first all-weather, multipurpose
stadium, opened in 1988. In addition to professional baseball games for the Yomiuri Giants, the Tokyo landmark is
also the venue for a wide range of major events, including
sports competitions, concerts, and conventions. The artificial turf was replaced in March 2014 in order to provide a
safe and comfortable environment for both users and
customers.
Tokyo Dome City includes event halls able to host a wide
range of events according to budget, audience size, and
type. Along with the exceptional event hall facilities and
our expertise in managing events, the convenient location
in Tokyo Dome City provides a considerable advantage.
Business summary and results for the fiscal year
ended January 31, 2014
Tokyo Dome generated sales of ¥13,672 million in the fiscal year
TOKYO DOME CITY HALL generated sales of ¥632 million in the fis-
ended January 31, 2014 (up 2.5% from the previous fiscal year), with
cal year ended January 31, 2014 (down 6.9% from the previous fiscal
capacity utilization at 86.3% (up 0.8 percentage points). In profes-
year), KORAKUEN HALL ¥503 million (down 2.3%), and PRISM
sional baseball, the Yomiuri Giants won the Central League pennant
HALL ¥526 million (up 10.5%).
for the second consecutive year in 2013, and despite three few
games in the Climax Series compared to the previous year, the same
decreased to 324 from 354 in the previous fiscal year, but the total
number of games were played in the Japan Series. Attendance at
number of visitors increased to 598,000 from 494,000 a year earlier.
regular games also remained at a high level, exceeding 44,000 visi-
tors per game. Revenue was further boosted from hosting the World
sports,” hosted 321 competitive events during the subject period,
Baseball Classic, and a steady stream of concerts and convention
down eight from 329 in the previous fiscal year. By type, there were
events.
four additional boxing matches, three fewer additional professional
For the fiscal year ending January 31, 2015, various events
KORAKUEN HALL, known as the “mecca of combat
wrestling matches, and nine fewer kickboxing matches.
will be held to mark the 80th anniversary of the founding of the Yomi-
uri Giants. However, we anticipate a decline in revenue reflecting a
ous fiscal year, on an increase in employment recruitment-related
slight decline in the number of operating days, as we do not incorpo-
events. The total number of visitors also increased to 569,000 from
rate hosting the Climax Series or Japan Series as in the subject fiscal
500,000 in the previous fiscal year.
year.
Restaurant and souvenir sales, the revenue from the direct-
ly operated restaurants and retail businesses located in Tokyo Dome
City, amounted to ¥16,545 million (up 13.2% year on year), boosted
in the Tokyo Dome area by the Yomiuri Giants games, and in the
Tokyo Dome City Attractions area by the reopening of the Thunder
Dolphin roller coaster.
15
The number of events held at TOKYO DOME CITY HALL
PRISM HALL hosted 247 events, up from 235 in the previ-
ASOBono!
Tokyo Dome City Attractions is an urban entertainment
and amusement park facility, continuing the heritage of
Korakuen Amusement Park with attractions for couples,
as well as children and families. Entrance to the park is
free, allowing it to be easily enjoyed by local residents as
a place for relaxation.
ASOBono is one of the largest indoor playground facilities
in Tokyo, enjoyed by both adults and kids alike. The facilities comprises several areas suited to the size and personality of children, including a ball pool and trampoline
area for physical play, as well as a game corner for mental
challenges, and a place for playing house.
Tokyo Dome City Attractions generated sales of ¥2,667 million in the
ASOBono generate sales of ¥375 million in the fiscal year ended
fiscal year ended January 31, 2014 (up 22.9% year on year), with the
January 31, 2014 (up 4.5% from the previous fiscal year). This was
total number of amusement ride users at 4,679,000 (up 15.8%).
due mainly to greater demand for indoor facilities during periods of
The Thunder Dolphin roller coaster, which had been closed
inclement weather from summer, such as exceptionally hot days and
since December 2010 when a part fell off the ride, reopened in
typhoons. The number of visitors increased to 371,000 from 358,000
August 2013 following safety checks for facilities and operating
in the previous fiscal year.
procedures, including improvements to the cars, and installation of
protective nets. The resumption of operations for all attractions made
preschool children, and as such the number of visitors is steadily
a significant contribution to the revenue gain. Despite a large number
increasing. Recently there has been greater appreciation of places in
of typhoons and other days of inclement weather in September-
Tokyo where children can play safely, with an increasing number of
October, the park received many visitors from November, mainly
families, including grandparents, visiting the center.
on weekends and during the year-end holidays.
positive results to continue as a result of these factors.
The Hero Action Show held from March 2013 to January
ASOBono is one of the few full-fledged indoor facilities for
For the fiscal year ending January 31, 2015, we expect the
2014 was particularly popular, with the number of visitors to the Theatre G-Rosso rising to 333,000 (up 33.9% year on year).
16
LaQua
MEETS PORT
LaQua is an entertainment-style integrated facility comprising three zones—a natural hot spring (Spa LaQua),
shops and restaurants, and attractions. The area was extensively remodeled to mark its 10-year anniversary,
evolving into a facility that better “stimulates the five
senses.” Designed around the concept of “enjoying rest
and refreshment in the heart of Tokyo,” LaQua provides
refined, high-quality, and high value-added services.
MEETS PORT welcomes visitors through a lush promenade garden to TOKYO DOME CITY HALL, an entertainment hall with cutting-edge features, and a wide variety of
quality places for shopping and dining. It is a green garden space for relaxation, and serves as the eastern gateway to Tokyo Dome City.
LaQua generated sales of ¥5,968 million in the fiscal year ended
MEETS PORT generated sales of ¥1,423 million in the fiscal year
January 31, 2014 (up 6.2% from the previous fiscal year), with the
ended January 31, 2014 (down 1.6% from the previous fiscal year).
number of visitors to Spa LaQua increasing to 706,000 (up 7.4%). For
This was due mainly to fewer events held at TOKYO DOME CITY
the 10th anniversary of the facility, Spa LaQua and the shops and
HALL, a decline of 30 events compared to the previous fiscal year,
restaurants were renovated, resulting in the number of visitors to
despite the “5th Anniversary MEETS PORT Where’s Wally” event held
LaQua rising to 13.6 million (up 3.2% year on year), and sales of ten-
in March 2013 to mark the 5th anniversary of the facility.
ants at the shops and restaurants reaching ¥12,568 million (up
5.1%).
inside MEETS PORT, and the 23 shops inside Tokyo Dome City, such
The principal renovations for the 10th anniversary of the
as GO-FUN. Revenue rose steadily, mainly during times when events
opening in May 2013 included the following.
where held, such as Nodogoshi Yume-no Pro Yakyu, Furusato Festi-
• Spa LaQua: Creation of a space for higher-dimension healing, in-
val Tokyo 2014, and the 13th TOKYO International Great Quilt Festi-
cluding renovation of the relaxation space with a new couch and sofa
val.
area, redesigned spa wear, and the introduction of the KooNe service
to recreate the sounds of nature in the healing baden.
PORT 6th Thanks Fair was held in March 2014. Special events in-
• Shops and restaurants: A total of 58 of the 73 shops and restau-
cluding distributing scratch cards with a chance for visitors to win
rants were newly opened or remodeled between February and July
gifts, and triple shopping points on the TD Point Card.
2013, to better meet customer needs.
17
Tenant sales increased overall, including the 11 shops
For the fiscal year ending January 31, 2015, the MEETS
Yellow Building
SPO-DORI!
The Yellow Building, located at the west exit to JR Suidobashi Station, has long been a center of activity as an offtrack betting venue for horse racing. Two new entertaining
amusements, SPO-DORI! and TeNQ, have now been added in an effort to enhance the visitor flow and repeater rate
for Tokyo Dome City overall, as well as to gain new customers and expand demand from groups.
SPO-DORI! is one of the few indoor sports complexes in
Tokyo, comprised of three areas for baseball, golf, and
bowling. Customer needs for the enjoyment, learning, and
training in sports are met with leading-edge facilities and
high-quality space, along with professional staff who
share the excitement.
The Yellow Building generated sales of ¥4,753 million in the fiscal year
SPO-DORI!, opened in September 2013, generated sales of ¥70
ended January 31, 2014 (down 10.0% from the previous fiscal year),
million in the fiscal year ended January 31, 2014.
due mainly to the return of two floors that had been leased to the
Japan Racing Association for WINS Korakuen, when the contract
single facility, all in the heart of the city. The high-quality space unusu-
expired at the end of April 2013.
al for a sports center, a range of facilities and options to meet the
In terms of off-track betting, the number of visitors to WINS
needs of both amateurs and serious athletes, and the patient and
Korakuen, one of the largest such venues in Japan, totaled 3.91
professional guidance from instructors, has made the facility popular
million (down 4.9% year on year), with 106 race days (one fewer than
since opening.
the previous fiscal year). Visitors to offt Korakuen totaled 1.04 million
(down 4.5%), with 270 race days (an additional one day).
year of operations. We plan to further increase the number of general
The vacated floor space is being used for the development
users, as well as students for the baseball and golf schools, including
of new amusement facilities. The first of these, the indoor sports
hiring another former player from the Yomiuri Giants as a baseball
complex SPO-DORI!, was opened on the third floor of the building in
coach. We plan to increase sales by utilizing a synergistic effect to
September 2013. The second attraction is TeNQ, a space museum
attract sports enthusiasts using other sports facilities in the Yellow
with a large, high-resolution theater, opening on the sixth floor in July
Building, such as the bowling alley and roller skate arena.
SPO-DORI! is a place to enjoy three different sports at a
The fiscal year ending January 31, 2015, will be the first full
2014. This amusement will appeal to broad range of customers as a
way to make outer space a more accessible part of our
everyday lives.
18
Tokyo Dome Bowling Center/
Tokyo Dome Roller Skate Arena
TOKYO DOME HOTEL
The Tokyo Dome Bowling Center is a 54-lane bowling alley with automatic scorers and several lanes with gutter
bumpers, suitable for all types of customers, from families
with small children, to tournaments with large numbers of
people. The Tokyo Dome Roller Skate Arena is the largest
indoor roller rink in Tokyo.
The Tokyo Dome Hotel features 1,006 spacious guest
rooms on 43 above-ground stories, a variety of restaurants and bars, and a menu of services that includes highly original wedding plans. The hotel also has good transportation access, and can be used for both leisure and
business.
The Tokyo Dome Bowling Center generated sales of ¥337 million in
The Tokyo Dome Hotel generated sales of ¥13,410 million in the fiscal year ended
the fiscal year ended January 31, 2014 (down 2.3% from the previous
January 31, 2014 (up 7.4% from the previous fiscal year), with a record guest oc-
fiscal year). Usage was firm for reserved lanes, mainly from compa-
cupancy rate of 90.1% (up 8.0 percentage points). The number of hotel guests to-
nies, as well as for bowling packages combining games with food
taled 521,000 (up 11.3%), with 282 weddings (down 2.8%) and 2,308 banquets
and drink. However, revenue declined overall because of a fall in the
(up 5.2%).
number of visitors to 214,000 (down 3.1%), and fewer games played
per person.
ment was established to provide efficient control of guest rooms. Further, in an effort
In the Guest Accommodation Division, a marketing and sales depart-
The Tokyo Dome Roller Skate Arena generated sales of
to gain business from foreign tourists to Japan, with the decline in the value of the
¥86 million (down 6.5% from the previous fiscal year), on a decrease
yen we focused on expanding our overseas sales area to include such countries as
in spending per person. However, efforts to generate a synergistic
Thailand, Vietnam, and Singapore. As a result, both sales and the occupancy rate
effect, such as distributing discount coupons and placing posters at
rose from the previous fiscal year.
other facilities in Tokyo Dome City, had a tremendous impact, with a
considerable rise in the number of visitors to 84,000 (up 20.1%).
sales declined year on year, despite renovation of the patio terrace. However, the
In the Banquet Division, the number of wedding ceremonies and total
number of regular banquets and total sales increased.
In the Restaurant Division, the breakfast service rate increased from the
previous fiscal year along with the high occupancy rate, while customer numbers
were also boosted by holding a springtime version of the annual “Hokkaido Fall Fair.”
For the fiscal year ending January 31, 2015, to generate excitement for
guests we plan to develop “concept rooms” linked to events held at Tokyo Dome City.
We will also focus on expanding business from school trips held in fall, and promote
sales of combination packages, including the education-oriented TeNQ space museum, and restaurant meals.
19
Business Overview: Retail Segment
Business Overview: Real Estate Segment
shop in
Ad Hoc Shinjuku, Petit Mall Futatsugi,
Kakinokizaka BMW Building, etc.
The shop-in chain of select cosmetic shops offers a line of
high-quality cosmetics and seasonal beauty items under
the concept of “Stylish Beauty.” The shop-in cosmetiica
outlets in train stations feature best-selling items from
shop-in, and a range of convenient, everyday goods.
Tokyo Dome seeks to steadily increase real estate income, centered on the tenant buildings and commercial
facilities held by Matsudo Kousan Co., Ltd.
Retail segment sales amounted to ¥7,317 million in the fiscal year
Real Estate segment sales amounted to ¥1,501 million in the fiscal
ended January 31, 2014 (down 3.5% year on year), with average
year ended January 31, 2014 (down 3.0% year on year).
spending per customer at ¥2,447 (down 0.3%). Average monthly
sales per tsubo (3.3 square meters) of store space were ¥341,000
Matsudo Kousan Co., Ltd., there was no decline in rents similar to
(down 1.7%).
those at the Yoyogi East Building (Shibuya-ku, Tokyo) and Ichigaya
Four new locations were opened (a shop-in cosmetiica at
Building (Shinjuku-ku, Tokyo) in the previous fiscal year, while the
Atre Kichijoji, and shop-in stores at Shapo Motoyawata, Nanba Walk,
Kakinokizaka BMW Building acquired in January 2013 made a full-
and Lumine Yurakucho), though overall sales declined mainly due to
year contribution to earnings.
the impact from the opening of a large-scale commercial center in the
Kansai region.
overall as a result of contract termination and vacancy of tenants in
the Sagamihara Building held by Tokyo Dome Corporation.
There were 45 stores in operation nationwide at the end of
Among the properties held by consolidated subsidiary
However, revenue in the Real Estate segment declined
January 2014. We plan to open additional store in the fiscal year
ending January 31, 2015, with due consideration to the sales condi-
tain the asset value of held properties through enhanced facilities
For the fiscal year ending January 31, 2015, we will main-
tions of each area.
management, and continue to conduct research aimed at the acquisition of prime properties.
20
Business Overview: Atami Segment
Business Overview: Sapporo Segment
The Atami Korakuen Hotel is an oceanfront hotel approximately 50 minutes from Tokyo by Shinkansen. It is popular
for its seafood, natural hot springs, and warm hospitality
combining the best of a hotel and traditional ryokan inn.
The complex also includes the entertainment aspects for
which the Tokyo Dome Group is known.
TOKYO DOME HOTEL SAPPORO is a resort-style urban
hotel along Odori Park, the most well-known feature of
Sapporo. The hotel is a space offering both excitement and
relaxation, with an open design that includes an atrium
lobby extending 50m from the ground floor to the top 14th
floor. Guest rooms afford a close-up view of Odori Park
throughout the seasons. The hotel’s central location makes
it extremely convenient for both leisure and business use.
The Atami Korakuen Hotel recorded sales of ¥4,466 million in the
The TOKYO DOME HOTEL SAPPORO recorded sales of ¥2,779
fiscal year ended January 31, 2014 (up 4.2% year on year), with a
million in the fiscal year ended January 31, 2014 (up 3.0% year on
guest room occupancy rate of 75.8% (up 4.5 percentage points), and
year), with a guest room occupancy rate of 77.2% (up 4.3 percentage
a total of 201,000 hotel guests (up 4.6%).
points), and a total of 141,000 hotel guests (up 5.0%).
Revenue rose on increased use of accommodations from
In the Guest Accommodation Division, on the domestic
both individuals and group customers. The number of guests staying
side there was an increase in use for school trips and academic con-
in the tower building rose particularly sharply, up 10.6% from the
ferences, and a recovery in both individual and group travel, while
previous fiscal year to 83,000 persons.
from overseas the weaker yen led to increase in overseas tourists
from such countries as Taiwan, Singapore, and Thailand. In the Wedding Division the number of wedding ceremonies was up 19 from the
previous fiscal year, while in the Banquet Division revenue increased
on a rise in catering for academic conferences, and a higher number
of regular banquets such as social gatherings and general meetings.
The Restaurant Division also recorded revenue gains from breakfast
services as a result of the greater number of guests, as well as an
increase in sales from private dining rooms.
For the fiscal year ending January 31, 2015, we will utilize
the Tokyo Dome brand to strengthen sales and online promotions,
secure stable sales from accommodations, weddings, banquets, and
restaurants, and strengthen our operating structure to achieve profitability. We will also take steps to further enhance customer satisfaction, and improve service quality based on customer surveys and
online comments.
21
Business Overview: Bicycle Racetrack Segment
Business Overview: Other Segment
Other Business Operations
Matsudo Kousan Co., Ltd. utilizes its expertise in bicycle
racetrack management to lease and operate the Matsudo
Bicycle Racetrack, and to offer offsite betting. In August
2013, solar panels were installed in parking lot of the offsite betting facility Satellite Taiwa as a new business venture for electric power sales, part of a proactive effort to
diversify revenue sources.
Other business operations comprise various businesses
to expand the scope of the corporate group, including
securities holdings and management, video content production, cable television broadcasting, golf courses, and
contracted operation of sports facilities.
Bicycle Racetrack segment sales amounted to ¥2,422 million in the
Other segment sales amounted to ¥2,936 million in the fiscal year
fiscal year ended January 31, 2014 (up 18.0% year on year).
ended January 31, 2014 (down 26.0% year on year), due mainly to
The number of race days at Matsudo Bicycle Racetrack
the transfer in March 2013 of all share holdings in Tohwa Kouken Co.,
declined to 258 from 262 in the previous fiscal year, but revenue rose
Ltd., engaged in system building, parking garage design, construc-
on a considerable jump in sales of commemorative betting tickets.
tion, sales, leasing, and maintenance. As a result of the share transfer,
Revenue also rose at the offsite betting facility Satellite Taiwa (Miyagi
the company was removed from the scope of consolidation.
Prefecture), with steady gains from betting tickets, and the solar pow-
er generation business launched in August 2013.
sports facilities, steadily increased sales with new contracts for three
clubs, including the Minami-nagasaki Sports Center (Toshima-ku,
For the fiscal year ending January 31, 2015, with business
conditions difficult amid falling sales of betting tickets, we will
Tokyo Dome Sports Co., Ltd., a designated manager for
Tokyo).
strengthen the electric power generation business by installing solar
panels on the roof of the Matsudo Bicycle Racetrack, in an effort to
secure new sources of earnings. These solar power facilities are
scheduled to begin operating in July 2014.
22
Financial Section / Consolidated Financial Highlights
TOKYO DOME CORPORATION / Consolidated Subsidiaries and Affiliated Companies
Years ended January 31
Thousands of
U.S. dollars*1
Millions of yen
2010
2014
2013
¥ 81,404
¥ 73,208
¥ 80,763
¥ 83,562
Operating income
8,398
8,663
5,248
9,646
11,724
113,987
Net income (loss)
(1,004)
(873)
362
3,914
8,077
78,525
307,992
302,864
297,848
300,690
304,595
2,961,262
51,501
49,042
52,427
61,455
74,432
723,627
Total assets
Total net assets
2011
2014
2012
¥ 81,924
Net sales
$
Yen
2010
2011
812,394
U.S. dollars*1
2012
2014
2013
2014
Per share amounts:
¥
Net income (loss)*2
Cash dividends
(5.27)
¥
(4.58)
5
¥
—
1.90
—
¥
¥
20.53
42.36
$
0.41
5
5
0.05
Notes: 1. The U.S. dollar amounts are translated from Japanese yen at the rate of ¥102.86=US$1, the prevailing exchange rate at January 31, 2014.
2. Net income (loss) per share is based on the weighted average number of shares of common stock outstanding during each year.
Operating Income
(Millions of yen)
12,000
10,000
6,000
4,000
6,000
5,248
40,000
2,000
362
3,000
20,000
0
’10
’11
’12
’13
’14
–2,000
’10
’11
’12
’13
’14
’10
-873
-1,004
0
0
23
8,000
8,077
9,646
8,663
83,562
80,763
9,000
8,398
60,000
73,208
81,404
81,924
11,724
100,000
80,000
Net Income (Loss)
(Millions of yen)
3,914
Net Sales
(Millions of yen)
’11
’12
’13
’14
Financial Section / Financial Condition and Management’s Discussion and Analysis
Financial Position for the Fiscal Year Ended January 31, 2014
Results for the Fiscal Year Ended January 31, 2014 (Consolidated)
(February 1, 2013–January 31, 2014)
Fiscal Year Ended
January 31, 2013
(Millions of yen)
Fiscal Year Ended
January 31, 2014
Increase (decrease)
¥ 300,690
¥ 304,595
¥ 3,904
239,235
230,163
(9,072)
Total net assets
61,455
74,432
12,977
Cash flow from operating activities
18,165
17,296
(869)
Cash flow from investing activities
(4,881)
(4,624)
256
Cash flow from financing activities
(11,446)
(11,428)
18
11,852
13,095
1,243
Total assets
Total liabilities
Cash and cash equivalents at end of period
Assets, Liabilities and Net Assets at January 31, 2014
Current assets amounted to ¥21,357 million (up ¥2,110 million year on year), due
mainly to an increase in cash and deposits stemming from early receipt of revenue
from annual seat of Tokyo Yomiuri Giants regular season games purchases.
Non-current assets totaled ¥281,568 million (up ¥1,931 million), due mainly
to a gain in investment securities holdings, stemming from a rise in share prices. As a
result, total assets amounted to ¥304,595 million (up ¥3,904 million year on year).
Steady progress has been made in reducing interest-bearing debt (the total of longterm and short-term borrowings, along with corporate bonds), for a total of ¥172,769
million at the end of the subject fiscal year (a decrease of ¥8,461 million year on year).
As a result, total liabilities amounted to ¥230,163 million (down ¥9,072 million).
Retained earnings increased as a result of the recording of net income, with total
owners’ equity amounting to ¥13,683 million (up ¥7,074 million year on year).
Accumulated other comprehensive income amounted to ¥60,748 million (up
¥5,903 million), due mainly to an increase in valuation difference on available-for-sale
securities, stemming from gains in share prices.
As a result, total net assets amounted to ¥74,432 million (up ¥12,977 million
year on year).
Cash Flows
Cash and cash equivalents (“cash”) on a consolidated basis at the end of the subject
fiscal year increased ¥1,243 million from the end of the previous fiscal year, to
¥13,095 million, as a result of the following.
Cash Flow from Operating Activities
Net cash provided by operating activities was on a par with the previous fiscal year,
amounting to ¥17,296 million, a decrease of ¥869 million year on year. This was due
24
mainly to solid sales stemming in part from the Yomiuri Giants winning the Central
League pennant.
Cash Flow from Investing Activities
Net cash used in investing activities amounted to ¥4,624 million, a decrease of ¥256
million from the previous fiscal year. This was due mainly to the sale of shares in
subsidiaries.
Cash Flow from Financing Activities
Net cash used in financing activities amounted to ¥11,428 million, a decrease of ¥18
million from the previous fiscal year. This was due mainly to steady reductions in
interest-bearing debt.
Outlook for the Fiscal Year Ending January 31, 2015
Forecast Performance for the Fiscal Year Ending January 31, 2015 (Consolidated) (As of March 13, 2014)
Net sales
(Millions of yen)
Operating income
(Millions of yen)
Fiscal year ending
January 31, 2015
¥79,200
¥ 8,900
¥3,800
¥19.93
Fiscal year ended
January 31, 2014
¥83,562
¥11,724
¥8,077
¥42.36
(5.2)
(24.1)
(53.0)
(53.0)
Increase (decrease) (%)
Net income
(Millions of yen)
Net income per share
(Yen)
For the fiscal year ending January 31, 2015, TOKYO DOME CORPORATION anticipates that positive factors for earnings will include the opening of the TeNQ spacethemed museum, the hosting of various events to commemorate the 80th anniversary
of the establishment of the Yomiuri Giants baseball team, and the generation of electric power from the solar panels installed on the roof over the stands at Matsudo
Bicycle Racetrack. On the other hand, we are not including such factors as the prospect of hosting the Climax Series or Nippon Series professional baseball games, and
anticipate slightly fewer music events. We also anticipate an increase in expenses for
facility repair and maintenance, including a full replacement of the artificial turf at
Tokyo Dome.
As a result, TOKYO DOME CORPORATION is forecasting net sales of
¥79,200 million (down 5.2 percent from the previous fiscal year), with operating income of ¥8,900 million (down 24.1 percent) and net income of ¥3,800 million (down
53.0 percent).
Note Regarding Results Forecasts of Performance
The statements in this report concerning forecasts for the fiscal year ending January 31, 2015, are based
on determinations made from data available to the Company and its Group companies at the time of
disclosure, and include certain risks and uncertainties. Accordingly, actual performance may differ significantly from forecasts due to a variety of factors. Major factors that may affect actual performance include,
but are not limited to, the business environment for the Company and its Group companies, market trends
and foreign exchange rate fluctuations.
25
Financial Section / Consolidated Five-Year Financial Summary
Thousands of
U.S. dollars
(except where
noted)*1
Millions of yen
(except where noted)
Balance sheet data:
Total assets
Total current assets
Total noncurrent assets
Deferred assets
Total current liabilities
Total long-term liabilities
Total net assets
Income statement data:
Net sales
Cost of sales and operating expenses
General and administrative expenses
Operating income
Income taxes
Net income (loss)
Per share amounts (in yen and U.S. dollars):
Net income (loss)*2
Cash dividends
Net assets
Liquidity:
Working capital
Equity ratio (percent)
Current ratio (percent)
Other:
Capital expenditures
Capital expenditures as a % of net sales (percent)
2010
2011
2012
2013
2014
¥ 307,992
20,002
287,054
935
86,536
169,953
51,501
¥ 302,864
21,937
279,646
1,280
76,242
177,579
49,042
¥ 297,848
18,752
277,553
1,543
80,558
164,862
52,427
¥ 300,690
19,247
279,637
1,806
75,944
163,291
61,455
¥ 304,595
21,357
281,568
1,668
76,580
153,582
74,432
$ 2,961,262
207,638
2,737,398
16,225
744,511
1,493,123
723,627
¥
81,924
67,094
6,432
8,398
2,990
(1,004)
¥
81,404
66,425
6,315
8,663
3,521
(873)
¥
73,208
62,016
5,943
5,248
549
362
¥
80,763
65,306
5,810
9,646
1,574
3,914
¥ 83,562
66,424
5,413
11,724
244
8,077
$ 812,394
645,778
52,628
113,987
2,381
78,525
¥
(5.27)
5
270.20
¥
(4.58)
—
257.41
¥
1.90
—
275.10
¥
20.53
5
322.19
¥
$
¥ (66,534)
16.7%
23.1%
¥ (54,305)
16.2%
28.8%
¥
¥
8,312
10.1%
9,423
11.6%
¥ (61,806)
17.6%
23.3%
¥
8,804
12.0%
¥ (56,697)
20.4%
25.3%
¥
5,309
6.6%
2014
42.36
5
390.42
0.41
0.05
3.80
¥ (55,223)
24.4%
27.9%
$ (536,872)
¥
$
5,244
6.3%
50,989
Total Liabilities and Total Net Assets
300,000
150,000
4,000
5,244
6,000
150,000
5,309
200,000
230,163
239,235
245,421
200,000
8,000
253,821
250,000
10,000
256,490
304,595
300,690
297,848
302,864
307,992
300,000
(Millions of yen)
8,804
350,000
250,000
Capital Expenditures
(Millions of yen)
9,423
(Millions of yen)
8,312
Total Assets
’13
’14
’11
’12
’13
’14
’10
52,427
0
’10
49,042
0
51,501
50,000
50,000
’11
’12
’13
Total Liabilities
Total Net Assets
74,432
100,000
61,455
100,000
2,000
0
’14
’10
’11
’12
26
Financial Section / Non-Consolidated Five-Year Financial Summary
TOKYO DOME CORPORATION
Thousands of
U.S. dollars
(except where
noted)*1
Millions of yen
(except where noted)
Balance sheet data:
Total assets
Total current assets
Total noncurrent assets
Deferred assets
Total current liabilities
Total long-term liabilities
Total net assets
Income statement data:
Net sales
Cost of sales and operating expenses
General and administrative expenses
Operating income
Income taxes
Net income (loss)
Per share amounts (in yen and U.S. dollars):
Net income (loss)*2
Cash dividends
Net assets
Liquidity:
Working capital
Equity ratio (percent)
2010
2011
2012
2013
2014
¥ 315,021
12,482
301,604
935
84,083
177,408
53,530
¥ 308,727
12,260
295,186
1,280
73,604
184,130
50,992
¥ 303,694
11,375
290,775
1,543
78,187
171,778
53,728
¥ 305,573
12,573
291,193
1,806
73,605
170,144
61,824
¥ 307,879
14,340
291,870
1,668
74,193
160,447
73,239
$ 2,993,193
139,419
2,837,548
16,225
721,301
1,559,862
712,029
¥
56,985
43,715
4,620
8,649
2,686
(4,348)
¥
55,970
43,040
4,465
8,464
3,525
(1,058)
¥
51,222
40,947
4,237
6,037
198
(163)
¥
57,055
43,570
4,236
9,249
1,236
3,254
¥
59,256
45,067
4,008
10,181
205
6,875
$ 576,091
438,141
38,967
98,982
1,993
66,843
¥
(22.77)
5
280.36
¥
(5.55)
—
267.18
¥
(0.86)
—
281.57
¥
17.05
5
324.02
¥
36.04
5
384.04
$
¥ (71,601)
17.0%
14.8%
Current ratio (percent)
¥ (61,344)
16.5%
16.7%
¥ (66,811)
17.7%
14.5%
¥ (61,032)
20.2%
17.1%
2014
¥ (59,853)
23.8%
19.3%
0.35
0.05
3.73
$ (581,881)
Total Liabilities and Total Net Assets
10,000
234,640
243,749
249,965
200,000
200,000
8,000
150,000
6,000
100,000
4,000
’10
’11
0
0
’10
27
’11
’12
’13
’14
’10
’11
’12
’13
Total Liabilities
Total Net Assets
73,239
61,824
53,728
50,000
50,000
50,992
100,000
53,530
6,037
150,000
10,181
250,000
9,249
12,000
8,464
(Millions of yen)
300,000
257,735
307,879
305,573
303,694
308,727
250,000
315,021
350,000
300,000
Operating Income
(Millions of yen)
261,491
(Millions of yen)
8,649
Total Assets
2,000
0
’14
’12
’13
’14
Corporate Data
(As of January 31, 2014)
Company Name
TOKYO DOME CORPORATION
Head Office
1-3-61, Koraku, Bunkyo-ku, Tokyo 112-8575, Japan
Tel
+81-3-3811-2111
URL
http://www.tokyo-dome.jp
Established
December 25, 1936
Corporate Representative
Representative Director, President and COO Shinji Kushiro
Common Stock
¥2,038 million
Number of Employees
810
Number of Shares Outstanding
190,709,239 (excludes treasury stock of 1,005,601)
Consolidated
subsidiaries and
affiliated companies
for which the equity
method is applied
Consolidated subsidiaries
Company Name
Business Segment
Main Business
TOKYO DOME HOTEL CORPORATION Tokyo Dome City Segment
Operation of TOKYO DOME HOTEL
Tokyo Dome Facilities Co., Ltd.
Cleaning and maintenance contracting; general building
maintenance; real estate brokerage services
Tokyo Dome Sports Co., Ltd.
Tokyo Dome City Segment;
Other Segment
Operations/management,and contracted management of
sports clubs and bathing facilities
Korakuen Jigyou Co., Ltd.
Alcohol sales
Matsudo Kousan Co., Ltd.
Real Estate Segment;
Leasing and contracted operation of Matsudo Bicycle Racetrack; Real estate sales, brokerage services, leasing, and
management
Korakuen Real Estate Co., Ltd.
Real Estate Segment
Real estate leasing and management
Tokyo Dome Resort Operations Corp.
Atami Segment
Operation of Atami Korakuen Hotel
Sapporo Korakuen Hotel Co., Ltd.
Sapporo Segment
Operation of TOKYO DOME HOTEL SAPPORO
Susumu Shoji Co., Ltd.
Other Segment
Insurance agency services; office equipment sales agency
services
Olympia Kogyo Co., Ltd.
Other Segment
Holding and management of securities
affiliated companies for which the equity method is applied
Company Name
Business Segment
Main Business
Kagetsuen Kanko Co., Ltd.
Facility leasing and contracted operation of dedicated off-track
bicycle rate betting offices
Tokyo Cable Network Co., Ltd.
Other Segment
Cable television and radio broadcasting, production and sales
of broadcast programs and video content; digital data transmission services; information processing services
TERREY HILLS GOLF AND COUNTRY
CLUB HOLDINGS LTD.
Other Segment
Management of private golf course in Australia
28
Stock Information
(As of January 31, 2014)
Total Number of Shares Authorized to Be Issued
396,000,000
Total Number of Shares Outstanding
190,709,239
(excludes treasury stock of 1,005,601)
Stock Price Range and Stock Trading Volume
(Yen)
900
800
700
600
Number of Shareholders
16,192 (excludes treasury stock)
500
400
Securities Traded
Tokyo Stock Exchange (First Section)
Stock Code: 9681
300
200
100
0
Annual Meeting of Shareholders
The annual meeting of shareholders is
normally held in April in Tokyo, Japan.
120
100
80
Shareholder Agent and Registrar
Sumitomo Mitsui Trust Bank, Limited
1-4-1, Marunouchi, Chiyoda-ku, Tokyo
100-8233, Japan
60
40
20
Jan.
2009
Jan.
2010
Jan.
2011
Jan.
2012
Jan.
2013
0
Jan.
2014
(Millions of
shares)
Major Shareholders (10 Largest)
Name
Equity participation
Number of
shares held
Voting stake
(Thousand
(%)*
shares)
23,320
12.22
The Master Trust Bank of
Japan, Ltd. (Trust Account)
13,926
7.30
Mizuho Bank, Ltd.
9,064
4.75
Fukoku Mutual Life Insurance
Company
8,553
4.48
11.58%
Takenaka Corporation
6,686
3.50
Other domestic
corporations
Nipponkoa Insurance Co., Ltd.
3,720
1.95
BNP Paribas Securities (Japan)
Limited
2,985
1.56
Nippon Life Insurance Company
2,935
1.53
Sumitomo Mitsui Trust Bank, Limited
2,556
1.34
Asahi Mutual Life Insurance Company
2,489
1.30
3.62%
Notes:Figures for percentage of shares held are calculated excluding
treasury stock (1,005,601 shares), and are shown rounded down
to two decimal places.
Acquisition, Disposal and Holding of Treasury Stock
1. Stock acquired
Common stock
Total acquisition cost
97,930 shares
¥71 million
2. Stock disposed and canceled
Not applicable
3. Shares listed as expired
Not applicable
4. Stock held at the fiscal year-end
29
Percentage of Shares Held
Japan Trustee Services Bank, Ltd.
(Trust Account)
1,005,601 shares
Securities companies
12.59%
Foreign investors
27.89%
Individuals
and others
44.29%
Financial
institutions
Note:Figures for percentage of shares held are calculated excluding treasury
stock, and are shown rounded down to two decimal places.
Corporate History
December 25,
1936
Korakuen Stadium Co., Ltd. founded.
January 18,
1937
Korakuen Baseball Club, Ltd. founded (Team name: The Eagles) Shares transferred in 1938. *Disbanded in 1943.
September 11,
Korakuen (Baseball) Stadium opened. Closed in 1987.
September 26,
1942
Korakuen Real Estate Co., Ltd. founded.
October 11,
1946
Go and shogi area opened on the 3rd floor of Korakuen Stadium, after which, the Company began diversified business operations.
May 12,
1949
Listed on the Tokyo Stock Exchange.
July 27,
Listed on the Osaka Securities Exchange. Delisted in 2009.
October 31,
Korakuen Bicycle Racetrack opened. After discontinuing municipal bicycle races in 1973, name changed to Korakuen Kyogijo and
operated as a swimming pool (in summer) and a golf practice range (in winter). Closed in 1984.
July 9,
1955
Started operating Korakuen Amusement Park (presently Tokyo Dome City Attractions).
December 20,
1959
Started operating the Ishiuchi Korakuen Ski Resort. Ishiuchi Korakuen Country Club opened in October the following year, after
which, the Company entered the resorts business. Ishiuchi Korakuen business, assets, and liabilities transferred in 2007.
April 16,
1962
Korakuen Bowling Assembly Hall (presently Blue Building) opened all floors.
August 1,
1965
Atami Korakuen (presently Atami Korakuen Hotel) opened.
July 9,
1969
Susumu Shoji Co., Ltd. founded.
December 1,
1971
SHOP IN KORAKUEN (presently shop in) first Shinjuku store opened. Closed in 1989.
April 20,
1973
Started operating the Yellow Building.
November 30,
1977
Started operating an annex to the Yellow Building.
February 1,
1980
Korakuen Finance Co., Ltd. founded. Stocked transferred in 2006.
March 31,
1981
Korakuen Sports Co., Ltd. (presently Tokyo Dome Sports Co., Ltd.) founded.
July 14,
1984
Atami Korakuen Co., Ltd. founded. Liquidated in 2002.
January 17,
1985
Korakuen Sogo Service Co., Ltd. (presently Tokyo Dome Facilities Co., Ltd.) founded.
October 28,
October 24,
Osaka Korakuen Hotel Co., Ltd. founded. Liquidated in 2002.
1986
Started operating the Osaka Korakuen Hotel, after which, the Company entered the urban hotel business. Closed in 2001.
February 1,
1987
Sapporo Korakuen Hotel Co., Ltd. founded.
March 17,
1988
Started operating the TOKYO DOME.
June 20,
September 1,
Started operating the Sapporo Korakuen Hotel (presently TOKYO DOME HOTEL SAPPORO).
1990
December 17,
Changed the Company name to TOKYO DOME CORPORATION.
Started operating BIG EGG Plaza I and PRISM HALL.
July 1,
1992
Started operating BIG EGG Plaza II and Geopolis.
February 1,
1996
TOKYO DOME MERCHANDISING CORPORATION founded.
February 1,
1999
TOKYO DOME HOTEL CORPORATION founded.
January 1,
2000
Changed name to Tokyo Dome City.
March 17,
Tokyo Dome Resort Operations Corp. founded.
June 1,
Started operating the TOKYO DOME HOTEL.
May 1,
2003
Started operating LaQua.
December 1,
2004
Matsudo Kousan Co., Ltd., became a wholly owned subsidiary through a stock swap.
March 19,
2008
Started operating MEETS PORT.
March 29,
2013
All shares of Matsudo Kousan Co., Ltd. subsidiary Tohwa Kouken Co., Ltd. transferred.
30
1-3-61, Koraku, Bunkyo-ku,
Tokyo 112-8575, Japan
Tel: +81-3-3811-2111
URL: http://www.tokyo-dome.jp

Group Report 2014

Transcription

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