INTEGRATED REPORT 2024
INTEGRATED
REPORT 2024
Solutions to your Pursuits
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Strategy of
TC Transformation
Dialogue—Employee Roundtable
Visions for the Future of Tokyo CenturyThe future growth of Tokyo Century will be driven by the employees in their 20s and 30s today. The following is a discussion between four such employees who are currently tackling challenges together with our customers on the front lines of business that paints a picture of the types of people in these age groups working at Tokyo Century and their motivations toward their jobs.
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Strategy of
TC Transformation
Message from the President
of the Corporate Planning UnitWith reliable execution capabilities and progress being made toward growth, Tokyo Century will steadily raise the capital market’s appraisal of its corporate value.
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Having achieved a rapid recovery and thus moving
it closer toward finding a new growth track,
the Tokyo Century Group is now poised to tackle new challenges.In fiscal 2023, the year ended March 31, 2024, Tokyo Century achieved record-high net income attributable to owners of parent of ¥72.1 billion, thereby making a strong start in the first year of Medium-Term Management Plan 2027.
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Engagement
Interactive Dialogue
Dialogue between an Institutional
Investor and the PresidentTokyo Century’s future will be shaped through
dialogue-based engagement with investors.
Overview
Chapter2
Overview
Growth Strategies of Aviation Capital Group
Growth Strategies of Major U.S.-Based Aircraft Lessor Aviation Capital Group
Growth Strategies of CSI Leasing
Global Strategies of U.S. IT Equipment Leasing Company CSI Leasing
Partnership with the NTT Group
Expansion of Business Scope through Capital and Business Alliance with NTT
Unique Strengths Fostered throughout
Tokyo Century’s History
Throughout its history, Tokyo Century has developed a unique business model centered on the value it provides by combining asset value with services for improving customer convenience, on its capacity for co-creating new businesses together with partners, and on the people who are its most important form of non-financial capital. As we develop this business model, we have proceeded to grow by aggressively investing in growth fields where we can exercise our strengths.
Business Model Built on Tokyo Century’s Unique Strengths
Value Creation Driven by Discerning Eye for Asset Value and Excellence in Earning Trust of Customers
Strategy of TC Transformation
Chapter3
Strategy of TC
Transformation
Message from the President of the Corporate Planning Unit
With reliable execution capabilities and progress being made toward growth, Tokyo Century will steadily raise the capital market’s appraisal of its corporate value.
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Transformation Pursuing a Highly Profitable and Stable Portfolio
As we work toward the targets of return on assets (ROA) of 1.4% and return on equity (ROE) of 10% set for the final year of Medium-Term Management Plan 2027, we will push forward with portfolio transformation on a Companywide basis with a strong focus on income growth and ROA improvement.
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Human Resource and Organizational Strategies
Tokyo Century carries out human resource and organizational strategies to foster people with a propensity for self-transformation and who possess creativity and ambition and are thus capable of advancing its management and business strategies.
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Promotion of Carbon-Neutrality-Related Businesses
Green transformation is one type of transformation advocated under the TCX concept. In pursuing green transformation, the Tokyo Century Group seeks to achieve carbon neutrality and to create environment-related businesses that cater to society’s carbon-neutrality needs.
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Improvement of Customer Value Proposition Using Digital Technologies
Digital transformation is crucial for building the foundation necessary for implementing the TCX basic policy of Medium-Term Management Plan 2027.
Dialogue Employee Roundtable
― Visions for the Future of Tokyo Century
The future growth of Tokyo Century will be driven by the employees in their 20s and 30s today. The following is a discussion between four such employees who are currently tackling challenges together with our customers on the front lines of business that paints a picture of the types of people in these age groups working at Tokyo Century and their motivations toward their jobs.
Sustainability Management
Engagement
Chapter5
Engagement
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Interactive Dialogue Dialogue between an Institutional Investor and the President
Tokyo Century’s future will be shaped through dialogue-based engagement with investors.
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Stakeholder Engagement
Improving Corporate Value through Dialogue and Co-Creation
Governance
Chapter6
Governance
Evolution of Tokyo Century’s Corporate Governance System
Recognizing that effective corporate governance is a key for maximizing corporate value, Tokyo Century endeavors to create a sound and highly transparent management structure that swiftly responds to changes in the business environment and makes accurate decisions.
Segment Information
Chapter7
Segment
Information
Portfolio Transformation and Business Overview
Risk Management
Data Section
Chapter9