Rebuilding the Growth Strategy Following COVID-19 and Fundamentally Strengthening the Operating Structure

「Against this backdrop, the Group will pursue new value creation through the integration and coordination of transport services, lifestyle services, and IT and Suica services based on a “people-first” perspective. Management will be supported by 2 pillars: mobility centered on railways, and lifestyle solutions offering broad points of contact with customers and local communities.」

「We implemented initiatives aimed at achieving a more flexible cost structure, including accelerating DX through the use of AI in maintenance operations.」

「During the first 3 quarters of the current fiscal year, because the area covered by facilities was expanded for the “Construction Associated with One-Person Train Operations on Major Lines in the Tokyo Metropolitan Area,” which involves transport improvements and other measures in the transportation business, the planned total amount has been changed to ¥48,485 million.」

「Against this backdrop, the Group will create new value and services centered on people by deepening “integration and coordination” and venturing into new business areas, while combining our strengths, our physical network and digital capabilities.」

「Against this backdrop, the Group will combine our strengths, our physical network and digital capabilities, evolve our railway-centered business model based on a “people-first” perspective, and promote structural reform. We will also pursue new value creation through the integration and coordination of transport services, lifestyle services, and IT and Suica services, while transforming our business portfolio by actively allocating management resources to businesses with significant growth potential.」

「We will combine our strengths, our physical network and digital capabilities, evolve our railway-centered business model based on a “people-first” perspective, and promote structural reform.」

「Under “Accelerating Transformation,” the policy for the post-pandemic society announced in September 2020, the Group continued to position safety as management’s top priority, worked to improve profitability, fundamentally strengthen its management structure and practice ESG management, and accelerated progress toward achieving the Group Management Vision “Transformation 2027.”」

「Under “Accelerating Transformation,” the policy for the post-pandemic society announced in September 2020, the Group continued to position safety as management’s top priority, worked to improve profitability, fundamentally strengthen its management structure and practice ESG management, and accelerated progress toward achieving the Group Management Vision “Transformation 2027.”」

「Because the area covered by facilities was expanded for the “Construction Associated with One-Person Train Operations on Major Lines in the Tokyo Metropolitan Area,” which involves transport improvements and other measures in the transportation business, the planned total amount has been changed to ¥21,712 million.」

「We used new technologies to further accelerate digital transformation (DX), including smart maintenance, and worked to improve productivity. We also advanced 3 reforms, “business process reform,” “work-style reform” and “workplace reform,” to create a rewarding work environment for all Group employees.」

「We will further accelerate DX, including ticketless services, driverless operations and smart maintenance, particularly in the railway business, which has a high fixed-cost ratio, to build a flexible and robust management structure.」

「We will further accelerate DX, including ticketless services, driverless operations and smart maintenance, particularly in the railway business, which has a high fixed-cost ratio, to build a flexible and robust management structure.」

「Under “Accelerating Transformation,” the policy for the post-pandemic society announced in September 2020, the Group continued to position safety as management’s top priority, worked to improve profitability, fundamentally strengthen its management structure and practice ESG management, and accelerated progress toward achieving the Group Management Vision “Transformation 2027.”」

「Under “proposals for new lifestyles,” we will support diverse working styles such as telework and workations, develop new services centered on “JRE POINT,” strengthen “JRE MALL,” promote the “Beyond Stations” concept to create convenient and attractive station spaces, propose new forms of travel using MaaS and digital technologies, and implement a Group-wide customer strategy.」

「・We will rebuild our growth and innovation strategy by combining the Group’s strengths, its physical network and digital capabilities, to pursue “proposals for new lifestyles” and “ventures into new business areas.” ・We will undertake fundamental management strengthening initiatives, including reforming the cost structure and improving productivity, particularly in the railway business, which has a high fixed-cost ratio. We will further accelerate digital transformation (DX), including ticketless services, driverless operations and smart maintenance. We will also examine more flexible operations for the basic elements of business management, such as fare systems and train timetables, based on usage patterns and other factors.」

「In light of these circumstances, while taking every possible measure against the infection, our Group will work toward an early recovery in business performance and, under the “Speeding Up Transformation” policy announced in September 2020, raise the level and speed of initiatives to achieve the Group management vision “Transformation 2027,” with the aim of becoming a corporate group that contributes sustainably to the development of society.」

「We will rebuild our growth and innovation strategy and provide new services that respond to changes in customer behavior and values, including through the rollout of MaaS and the use of digital marketing.」

「To respond appropriately to these changes, we will rebuild our growth strategy in line with changes in customer behavior and values, and fundamentally strengthen our management structure, centered on the railway business, which has a high proportion of fixed costs. On this basis, we will raise the level and speed of initiatives for the future and work to achieve “Transformation 2027.”」