Long-Term Business Plan
(10 years from FY2024/3 to FY2033/3)
May 12, 2023

Securities code 8818

Index

Looking Back on the Previous Business Plan

P2

Background to the Review

P4

Basic Policy of Long-Term Business Plan

P5

Targeted Results

P6

Trends in Profit (Business Profit Before Depreciation and Amortization)

P9

Business Strategy

P10

Real Estate Leasing Business

P12

New Businesses

P17

Financial Strategy

P20

Shareholder Returns

P21

Sustainability Strategy

P22

Copyright 2023 Keihanshin Building Co., Ltd. all rights reserved.

1

Looking Back on the Previous Business Plan
Impacted by stagnation in the economy and changes, etc., in workstyles and lifestyles due
to impacts caused by a surge in the real estate market and COVID-19, the Company built
foundations for existing businesses with occupancy rates as planned in the newly built
Toranomon Building and OBP Building amid significant changes in the businessenvironment surrounding the Company
䕔Results of the Previous Business Plan

Results

Business
operations

䞉Completed the Toranomon Building and OBP Building as planned, and achieved
full occupancy at an early stage
䞉Maintained a high occupancy rate with a thorough customer-oriented approach
䞉Established Investment Promotion Department in July 2022 to further promote
new investments, and acquired two new properties
䞉Acquired a residence for lease aimed at corporations as a new asset
䞉Performed advance studies on real estate fund business and overseas realestate investments

Managementbase䞉Enhanced the independence and diversity of the Board of Directors (Increased
the number of Independent Outside Directors to constitute a majority of theBoard of Directors and appointed a female director)
䞉Reduced cross-shareholdings (a total of approximately 10.0 billion yen was
reduced)䞉Built sustainability internal systems and strengthened initiatives

Shareholder
returns

䞉Increased annual dividends per share 9 yen, from 27 yen to 36 yen

Copyright 2023 Keihanshin Building Co., Ltd. all rights reserved.

2

Looking Back on the Previous Business Plan

䕔Progress of Targeted Results
2020/32021/32022/32023/32023/3(Result)

2023/3
Targetratio

2026/3
Targeted
results

15.3

15.3

17.8

18.8

18.6

101%

22.0

Operating profit (billion yen)

5.4

5.2

5.1

5.3

5.5

96%

8.0

Ordinary profit (billion yen)

5.2

5.0

4.8

5.0

5.1

98%

7.5

5.8

5.7

7.1

7.3

7.1

103%

10.0

136.6

154.0

149.9

152.3

166.6

91%

195.0

45.1

45.0

54.9

61.8

75.2

82%

92.0

5.9

6.0

6.2

6.7

8.2

-

7.3

Shareholder’s equity (billion yen)

64.2

70.4

70.3

70.7

73.7

96%

82.0

Equity ratio (%)

47.0

45.7

46.9

46.5

44.2

+2.3pt42.0

Net sales (billion yen)

Ordinary profit after tax before depreciation(billion yen)
Total assets (billion yen)
Net interest-bearing debt (billion yen)
Net interest-bearing debt/EBITDA ratio (times)

䕔Progress of Investment Plans
2020/3
Investments in real estate (billion yen)
Investments in renovations and repairs (billion
yen)
Total (billion yen)2021/32022/32023/3Cumulative2026/3
Targetratio

2026/3
Targeted
results

8.9

10.9

13.4

10.9

44.1

48%

92.0

2.4

1.2

1.6

2.4

7.6

95%

8.0

11.3

12.1

15.0

13.3

51.7

52%

100.0

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3

Background to the Review
䕔Awareness Towards External Environment
Economy䞉Real estate prices remaining high䞉Continued concentration in Tokyo䞉EXPO 2025 OSAKA, KANSAI䞉Attracting integrated resorts (IR) investments
䞉Expansion of ESG investment
䞉Changes in future interest rates outlook
䞉Soaring energy prices and commodity prices
䞉Destabilization of worldwide political affairs

Environment
䞉Intensifying climate change䞉Frequently occurring natural disasters
䞉Tougher environmental regulations

Society䞉Progression of population aging and low
birthrate
䞉Workstyle reforms
䞉Lifestyle changes
䞉Responding to life with COVID-19
䞉Increasingly complex international situation
䞉Pressure for a rise in wages in response toinflation
䞉More awareness towards sustainability

Technology
䞉Progress in technological innovation
䞉Spread of AI and IoT, and promotion of DX

Formulate a new business plan aiming for further development of foundations and systems to respond to changes
in the external environment surrounding the Company together with the belief that radical reforms are necessaryfor establishing a foundation for growth focusing on the 100th anniversary of the Company’s founding under the
new system and sustainable management promotion
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4

Basic Policy of Long-Term Business Plan
Corporate Philosophy
1. To provide valuable commercial space to customers so as to contributeto the community through the advancement of customers’ and ourbusinesses
2. To earn and value our customers’, shareholders’, and employees’ trustby operating our company according to quality-first values
3. To act efficiently, evolve, and create a vital corporate atmosphere
Targetperiod10 years from FY2024/3 to FY2033/3

Basic
policy1. Aim to continuously enhance corporate value by realizing sustainable
management
2. Assess changes in the investment environment and expand our business sizeand create new profit models through increasing the portfolio

Corporatevision in 10
years’ time

A company that will continue to contribute to a sustainable society with each andevery employee growing through inventiveness and challenges and providing
valuable commercial space that meet the needs of the times

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5

Targeted Results䕔Targeted Results
Phase I
2024/3 to 2028/3

2023/3Business profit (billion yen)
*Operating profit + Share of profit (loss) ofentities accounted for using equity method

Business profit before depreciation (billion
yen)*Business profit + Depreciation andAmortization

Equity ratio
Net interest-bearing debt/EBITDA ratio
ROA*Business profit / Total assets

ROE*Profit / Equity

5.3

7.0

14.0

9.1

11.0

18.0

46.5%

30% or more

6.7 times

Approximately 10 times

3.6䠂

4.0% or more

5.0% or more

5.9䠂

6.0% or more

8.0% or more
Other
10.0 billion yen

Balance Sheet

Other
10.0 billion yen

Other
14.5 billion yen
Assets152.3 billion
yenInterestbearing debt
67.1 billion yen

Assets200.0 billion
yenInterestbearing debt
110.0 billion
yen

Equity80.0 billion yen

Equity70.7 billion yen

2023/3Phase II
2029/3 to 2033/3

Phase I 2028/3

Copyright 2023 Keihanshin Building Co., Ltd. all rights reserved.

Assets270.0 billion
yenInterest-bearing
debt
150.0 billion
yen

Equity110.0 billion
yenPhase II 2033/3

6

Targeted Results䕔Investment Plans

Investments inreal estate

Investments inrenovations
and repairs

Phase I

Phase II

2024/3 to2028/32029/3 to2033/3Total

Acquisition of
profitable properties

50.0

130.0

180.0

Equity investments

8.0

8.0

16.0

Overseas investments

5.0

20.0

25.0

Rebuilding existing
properties

4.0

5.0

9.0

Large-scale repairs toexisting properties

10.0

10.0

20.0

77.0

173.0

250.0

0.0

80.0

80.0

77.0

93.0

170.0

Subtotal
Investment
recovery

Unit: billions of yen

Sale of profitableproperties

Net investments
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7

Targeted Results
䕔Sustainability KPIs
KPIs
1. Reduce GHG emissions of Scope 1 and 2 portions by 46% by FY2031/3 compared to FY2020/3
including 10% reduction through energy conservation efforts
2. Use renewable energy
3. Raise the ratio of certified green buildings to all the owned properties by floor space to 50% or more
by FY2031/3 and acquire green building certifications for all newly constructed properties in the future
4. Achieve five-year average male-to-female ratio of 50% among new recruits

䕔Sustainability Investment Plans

Unit: billions of yen

Phase I
2024/3 to2028/3Phase II
2029/3 to2033/3

Total

Investmentsin theenvironment

䞉Investments in renovations and repairs forenergy-saving equipment and BCP measures
䞉Use of renewable energy
䞉Acquisition of green building certifications

3.0

4.0

7.0

Investments
in human
resources

䞉Development of work environments
䞉Investment in human resources training
䞉Hiring specialized human resources who haveexperience

1.0

2.0

3.0

4.0

6.0

10.0

Total
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8

Trends in Profit(Unit: billions of yen)䕔Phase I

䕔Phase II

Accumulation of long-term assets

Accumulation of long-term assets

Preparations towards profitable new
businesses

Realization of profitable new
businesses

5.0

New Businesses

Strengthen foundations for growth andstrengthen systems to respond to changes inbusiness environment(Investments in business environment + Investments
in human resources)

1.0

0.0
13.0
10.0

Real Estate Leasing Business

9.1

2023/32028/3Copyright 2023 Keihanshin Building Co., Ltd. all rights reserved.

2033/39

Business Strategy
The Company’s Strengths
Diversified asset
types

Sound financialbalance

Meticulous building
management

Highly efficient realestate leasing
business

Functionality Supplemented by New Businesses䞉Aim to maximize profits by increasing the number of properties and rearranging assets
and aim to enhance ROA and ROE by maintaining financial balance䞉Diversify acquisition and investment methods through alliances with other companies
䞉Expand a stable revenue base by decreasing economic change risks through further
diversification of asset types
䞉Aim to achieve medium-to long-term growth by investing overseas where populationand economic growth is expected, as there is a concern that the domestic market will
shrink in the futureWith high efficiency, construct a business portfolio that can withstand market fluctuations
Copyright 2023 Keihanshin Building Co., Ltd. all rights reserved.

10

Business Strategy
䞉Transition to a revenue structure that maintains balance between stock businesses andflow businesses
䞉Expand a stable revenue base by decreasing economic change risks through diverse asset
types

Existing businesses
Revenuestructure

New businesses

Stock business

Flow business䞉Real estate leasing
business

䞉Revolving-type investment
business
䞉Equity investments
䞉Overseas investments

Existing businesses

Asset type

䞉Office buildings
䞉Datacenter buildings
䞉WINS buildings
䞉Commercial buildings
䞉Logistics warehouses

Copyright 2023 Keihanshin Building Co., Ltd. all rights reserved.

New assets
䞉Residences for lease
aimed at corporations
䞉Healthcare buildings䞉Other asset types

11

Business Strategy
Real Estate Leasing Business
Real Estate Leasing Business䞉Strive to maintain and strengthen the competitiveness of the real estate leasing business
which is our foundation of business䞉Assess locations and profitability to expand assets that will be carried over to the next
generation
䞉Aim to raise the regional portfolio ratio of the Tokyo metropolitan area, etc., to 30% asassets are concentrated in the Kansai area
䞉Aim to establish a stable revenue base by achieving a balanced asset portfolio

Asset Portfolio Net Sales

Regional Portfolio Net Sales
Tokyo metropolitanarea, etc.

14.4%2023/3Kansai area

85.6%

Tokyo metropolitanarea, etc.

30.0%

Commercial buildings andLogistics warehouses

5.3%
WINS buildings
Office buildings
18.5%
23.7%

2033/3
Target Kansai area
70.0%

Investment scale (Cumulative 10 years)

Copyright 2023 Keihanshin Building Co., Ltd. all rights reserved.

2023/3

Datacenter buildings

New acquisitions
Commercial
buildings andLogistics
warehouses, etc.

20.0%

Office buildings

20.0%

2033/3
WINS buildingsTarget
10.0%
5.0%

52.5%

Datacenter buildings

45.0%

180.0 billion yen
12Business Strategy
Real Estate Leasing Business䕔Strategy by Asset
Office Buildings[Priority measures]
䘠Promote investment in the central Tokyo area from the perspective of diversifying the portfolio
䘠Based on diverse workstyles, provide offices of choice by developing buildings incorporating BCP
measures with advanced features cultivated through developing new offices and the datacenter building
business䘠Achieve enhanced customer satisfaction through improving soft services
䘠Appropriately take measures such as selling unprofitable or older properties
䘠Pursue profitability of existing properties

Existing Properties

Property

Midosuji Building

Kawaramachi Building

Y odoy abashi Building

Azuchimachi Building

Toranomon Building

Onarimon Building

Fuchu Building

Y oy ogi-koen Building
Shibuy a-ku, Toky oAddress

Chuo-ku, Osaka-shi

Chuo-ku, Osaka-shi

Chuo-ku, Osaka-shi

Chuo-ku, Osaka-shi

Minato-ku, Toky oMinato-ku, Toky oFuchu-shi, Toky oSite area

2,033 ႄ1,818 ႄ1,790 ႄ

590 ႄ

899 ႄ

551 ႄ

18,460 ႄ

1,318 ႄTotal f loor area

19,872 ႄ

16,520 ႄ

12,136 ႄ

3,505 ႄ7,263 ႄ3,885 ႄ35,907 ႄ

5,079 ႄStructure

B1/14F

B3/9F

B1/11F

B1/7F

B1/13F

B1/9F

6F

B1/6F

Completion

April 2007

April 1962
(Renewed in December 1999)

March 2001

March 1964
(Renewed in December 1999)

Completed in Nov ember 2020

April 2009

Purchased in May 2014

Purchased in April 2015

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13

Business Strategy
Real Estate Leasing Business䕔Strategy by Asset
Datacenter Buildings
Changes in the Business1980s to early 1990s
Developed as storage areas forcompany office computers, andstarted business1990s to early 2000s
Developed as a communicationrelated base station, etc.

Shinmachi 1
Building

Toyosaki
Building

Shin-Esaka
Building

Nakatsu
Building[Priority measures]䘠Establish business strategy for older datacenterbuildings (convert to office buildings, etc., attract
tenants related to datacenters, etc.)

Shinmachi 2
Building

Late 2000s to the present
Developed as server centers fordatacenter operators
Kitahorie
Building

The present onward
Develop new datacenterbuildings[Priority measures]
䘠Maintain stable operations
䘠Carry over operations management
expertise cultivated throughout the years
䘠Systematic renewals based on BCP
measuresNishishinsaibashi OBP
Building
Building[Priority measures]䘠Construct a business model that grasps the needs of the times
䘠Develop new datacenter buildings that match customer needs
䘠Consider investment in datacenter buildings through alliances with othercompanies, etc., leveraging our high public profile in the datacenter industry

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14

Business Strategy
Real Estate Leasing Business䕔Strategy by Asset
Commercial Buildings and Logistics Warehouses, etc.
[Priority Measures]
䘠Acquire urban-type commercial buildings located near the commercial centers or terminal stations in theTokyo metropolitan area and regional core cities
䘠Acquire highly convenient logistics locations to meet the expansion in the scale of the EC market
䘠Appropriately rebuild or sell older properties
䘠Examining efficiency, expand new assets types such as apartment buildings and healthcare buildings

Existing Properties
Recent investment“Sekime-Takadono
Apartment Building”

Property

Nagano Shopping Facility

Shinjo-Kaw aramachi Building

Fujisaw a Shopping Facility

Hirakata Warehouse

Kaw agoe Distribution Center

Address

Nagano-shi, Nagano

Nakagyo-ku, Kyoto-shi

Fujisaw a-shi, Kanagaw a

Hirakata-shi, Osaka

Kaw agoe-shi, Saitama

Site area

12,198 ႄ751 ႄ3,493 ႄ8,604 ႄ15,729 ႄ

Total floor area

34,381 ႄ

4,968 ႄ7,354 ႄ11,123 ႄ

11,201 ႄCompleted in March 1983

Purchased in December
2015

Completion/
Acquisition

Purchased in April 1996
Purchased in October 1998

(Renew ed in October 2014)

Purchased in October 2016

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PurposeResidence for lease aimed atcorporations

Address

4-22 Takadono, Asahi-ku,
Osaka-shi

Site area

1,360 m2

Total floor area

3,496 m2

Structure

4F

Acquisition

Purchased in January 2023

15

Business Strategy
Real Estate Leasing Business䕔Strategy by Asset
Acquisition of Sites for Development[Priority Measures]
䘠Acquire sites for development expected to increase in real estate value in the future from thevarious perspectives of not only transportation convenience, but potential value, future prospects,
suitability of the location, and terrain
䘠Consider participating in redevelopment and diversifying and expanding business throughalliances, etc., with other companies
Recent investment towards the future,“Site in Minamiaoyama”

An area expected to flourish further as there areplans to redevelop the Jingu Gaien area, withlarge-scale sports facilities, etc. around, and as atown where many local and foreign people gather

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Address

2-22-16 Minamiaoyama,
Minato-ku, Tokyo

Site area

589.80 m2

Acquisition

Purchased in November 2022

16

Business Strategy
New Businesses
Revolving-Type Investment Business[Purpose]
Aim to enhance ROA and ROE by aiming for the maximization of profits through selling assets andreinvesting acquired funds in areas of growth
Aim to maximize profits by maintaining financial balance along with rearranging assets[Priority Measures]
䘠In Phase I, establish internal systems and begin businesses in order to sell assets that haveincreased in value through tenant replacements and renovation work, etc.
䘠In Phase II, achieve further growth and enhanced fund efficiency by launching the asset
management business and establishing the fund business, an outlet for the revolving-type
investment business

Road Map
Phase I (2024/3 to 2028/3)
Accumulate assets and begin the increasing
value of assets business

Phase II (2029/3 to 2033/3)
Enter the asset management industry
Establish a business

Investment recovery scale(cumulative 10 years)

80.0 billion yen

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17

Business Strategy
New Businesses
Equity Investments[Purpose]
Promote diverse investment methods other than sole acquisitions by the Company such as
acquisition through alliances with other companies[Priority Measures]
䘠In Phase I, begin equity investments and expand equity investments
䘠In Phase II, realize achievements of investment scale through accumulated equity
investments

Road Map
Phase I (2024/3 to 2028/3)
Begin accumulating equity

Phase II (2029/3 to 2033/3)
Achieve investment scale ofaccumulated equity

Investment scale (cumulative 10 years)

16.0 billion yen

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18

Business Strategy
New Businesses
Overseas Investments[Purpose]
Aim to acquire overseas properties as a medium- to long-term growth strategy due to concerns thatthe domestic market will shrink in the future[Priority Measures]
䘠Discerning countries where an increase in the population and economic growth is forecasted andmake investments
䘠In Phase I, make investments centered around minority investments in SPCs for the purpose ofoperating designated properties through alliances with Japanese companies that have alreadyentered the local markets
䘠In the latter half of Phase I, with local systems in place, consider actual real estate investments

Road Map
Phase I (2024/3 to 2028/3)
Build internal systems
Investments in funds, SPCs, and actual realestatePhase II (2029/3 to 2033/3)
Stable investments in SPCs and actual realestateInvestment scale (cumulative 10 years)

25.0 billion yen

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19

Financial Strategy
䞉Pay attention to the balance between direct financing and indirect financing, andstrive for stable financing at low interest rates
䞉Aim to realize improvement of ROE as a result of aiming for enhanced ROA throughflow business initiatives
2033/3 Targeted Results
Equity ratio

30% or more

Policy for Improvement of Management Efficiency

ROA ј

Financial leverage

ProfitTotal assets

×

Total assets
EquityROE ј=ProfitEquityNet interest-bearing debt/EBITDA ratio

Approximately 10 times
FY2033/3 ROA (Business profit / Total assets)

5.0% or more at the end

Making ROA improvement the top priority

Restraining excessive burden of financial leverage

FY2033/3 ROE (Profit / Total assets)

8.0% or more at the end
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Realizing improvement of ROE as a result

20

Shareholder Returns
䞉Continue stable dividends and increased dividends with an emphasis on profit per share
䞉Raise the current dividend payout ratio of 35% to 40% to approximately 45%
䞉Consider shareholder returns with an awareness of capital efficiency of shareholder repurchases,
etc., comprehensively taking into account the economic situation and the Company’s stock price

Dividend payout ratio

2023/3Long-Term Business Plan Target

42.5%

Approximately 45%

Trends in annual dividend per share and dividend payout ratio
(yen)
ṞṚ
ṝṚ

42.5
36.2
27.0 30.4

29.6

ṜṚ
ṛṚ

Approximately
45% (%)

Dividend
Dividend payout ratio

14

14

15

23.9

16

28.0

27.0

35.2

18

ṞṚ

30.8
19.5

17

ṟṚ

23

27

31

ṝṚ

36

36

ṜṚ
ṛṚ

Ṛ

Ṛ
13/3

14/3

15/3

16/3

17/3

18/3

19/3

20/3

21/3

22/3

23/3

to 33/3(Target)Copyright 2023 Keihanshin Building Co., Ltd. all rights reserved.

21

Sustainability Strategy
䕔The Company’s Materiality (Key Sustainability Issues)
ESG

Theme

E
(Environmental)

Balancing between arich environment in the
future and businessactivities
Provision of optimal
space keeping abreastof changing external
environment and times

S(Social)Co-existence and coprosperity withstakeholders
Establishment of theorganization where
diverse humanresources achieve theirpotential

G(Governance)

Reinforcement of the
management base that
supports thesustainable
management

MaterialityStrengthening of resilience to climate change
Sustainable use of resources by measures to reduce theburden on the environmentProvision of safe, secure, and comfortable space
Promotion of the business keeping abreast of changing
environment and times

Conduct of constructive dialogue with investors andshareholders in line with the sustainable management
Collaboration with partner companies with an emphasis on
ESG issues
Co-existence and co-prosperity with local communities

Respect of human rights, diversity and inclusion
Improvement of human capital

Financial strategy to adapt to a changing businessenvironment
Strengthening of organizational resilience
Improvement of the effectiveness of the Board of Directors
Implementation of compliance that supports the sustainable
management







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22

Sustainability Strategy
GHG Emission Reduction Target
Aim to reduce Scope 1 and 2 emissions 46% compared to FY2020/3 by FY2031/3*Scope 1: Green-house gas emissions that are direct emissions by using fuel at the Company*Scope 2: Green-house gas emissions that are indirect emissions by using electricity, heat, and steam provided byother companies

Copyright 2023 Keihanshin Building Co., Ltd. all rights reserved.

23

Sustainability Strategy
Acquisition of Green Building Certifications
Aim to raise the ratio of certified green buildings to all the owned properties by floor space to 50% or more by
FY2031/3, a certification that comprehensively assesses building quality, including interior comfort and attention to
the surrounding scenery, in addition to care for the environment such as use of materials and equipment thatconserve energy with a minimal environmental impact

Trend of certified green buildings byfloor space

50.0% or more

37.3%

Fuchu Building
Midosuji Building

Yodoyabashi Building

20.2%
5.9%
0.0%
2020/32021/32022/32023/32031/3(Target)Yoyogi-koen Building

Copyright 2023 Keihanshin Building Co., Ltd. all rights reserved.

Onarimon Building Toranomon Building䕦Our S-Rank properties

24

Sustainability Strategy
Human Resources Development
䞉Focus on human resources development, the core of corporate atmosphere, towards achieving
continuous growth in the future with “To act efficiently, evolve, and create a vital corporate
atmosphere,” prescribed in our corporate philosophy
䞉Actively work to secure diverse human resources and develop human resources according to anindividual employee’s personality, individuality, and values with the belief that “The growth of acompany is nothing other than the sum of the growth of its individual employees”
䞉Encourage diverse human resources to make self-directed growth by putting the right person in
the right place, regardless of whether they were recruited as a new graduate or one withexperience, gender, or age

Details of Key Initiatives
Securing Diverse Human Resources
䞉Continue recruiting new graduates(50% five-year average male-to-female
ratio among new recruits)
䞉Recruiting those with experience andactive use of the senior generation, etc.
Copyright 2023 Keihanshin Building Co., Ltd. all rights reserved.

Improving Skills of Employees
䞉Expand training of employees divided by
duties and levels on a large scale
䞉Expand the system to support employees inacquiring qualifications with the aim ofproviding opportunities for self-improvement
25

Sustainability Strategy
Composition of Personnel Supporting the Long-Term Business Plan

Aim to achieve the Long-Term Business Plan of the Company by improving skills ofeach personnel together with securing diverse human resources
Development of Work Environment

䞉Develop a work environment where all employees can play an active role according
to their potential and employees’ diverse personalities, individualities, and values arerespected in order to realize effective business management with a small number ofstaff members
䞉Strive to create a safe and pleasant work environment where each employee canmaximize their potential through aiming to improve productivity and operational
efficiency together with developing a system that takes into account employees’ worklife balance and where diverse workstyles are made possible
Details of Key Initiatives
Maintain a Sound Work Environment Without
Discrimination
䞉Creating a corporate culture that is more receptive
to the diversity of employees
䞉Promote internal awareness-raising activities suchas human rights training
Copyright 2023 Keihanshin Building Co., Ltd. all rights reserved.

Develop a System Where Diverse Workstyles are
Made Possible
䞉Enhancing support systems such as leave
programs for childcare and family nursing
䞉Digitalization of documents and adoption ofvarious systems that meet the needs of the times
26Sustainability Strategy
DX Promotion
Phase I (2024/3 to 2028/3)
Digitization

Phase II
(2029/3 to 2033/3)

Digitalization

Digital Transformation

Digitization of paper documents(analog information)

Digitalization of operatingprocesses

Digitization of some aspects ofoperations

Business model transformation

Creation of new values
and culture
Model that will impact
society as a whole

Details of Key Initiatives
Centralizing data in cloud storage

Creation of New Business Models

䞉Electricity usage of the central monitoring systems of various
buildings is uploaded to a shared cloud and data is stored in astandardized format
䞉Manage personnel in charge of projects and various operationsof promotion duties, overall progress, and approaches
䞉Integrate registration forms, notifications, and chat throughtwo-way communication by establishing a user site for eachtenant䞉Creation of new businessmodels that takeadvantage of digitaltechnologies

Copyright 2023 Keihanshin Building Co., Ltd. all rights reserved.

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Financial outlooks, projections, and targets, etc., included in this presentation wereprepared based on information available at the time of the release of this presentation.
Actual performance may differ from forecasts due to various factors in the future.

Copyright 2023 Keihanshin Building Co., Ltd. all rights reserved.

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