Work Style Reform and More Efficient Organizational Management

「In July 2026, we will reform our operating structure into 36 business headquarters, each providing more detailed and responsive operations based on the market conditions and customer usage in its respective region, thereby achieving business operations that put customers first and are more closely rooted in local communities, while transforming how employees work.」

「Representative Director and Executive Vice President WATARI Chiharu; executive responsibilities: overall support to the President; overall supervision of railway and mobility; Chief Safety Management Officer」

「At the same time, we will undertake a fundamental review of our personnel and compensation systems to reflect each employee's approach to their work and growth in their compensation and strongly support employees' willingness to take on bold challenges.」

「As of 31 March 2023, cross-organisational projects were active at a total of 34 locations, generating ideas close to customers across departmental and organisational boundaries and taking on challenges to resolve issues in each area and railway line.」

「To respond flexibly to the rapidly changing business environment and strengthen our management structure by improving job satisfaction and productivity for each employee, we have been implementing organisational changes since June 2022. From 1 October, we divided the organisation into 3 areas, “Tokyo Metropolitan Area,” “Tohoku” and “Niigata,” based on the territories overseen by the respective branch offices, and changed the Tokyo Branch to the “Tokyo Metropolitan Area Headquarters” and the Sendai Branch to the “Tohoku Headquarters.”」

「To respond flexibly to the rapidly changing business environment and strengthen our management structure by improving job satisfaction and productivity for each employee, we have been implementing organisational changes since June 2022. From 1 October, we divided the organisation into 3 areas, “Tokyo Metropolitan Area,” “Tohoku” and “Niigata,” based on the territories overseen by the respective branch offices, and changed the Tokyo Branch to the “Tokyo Metropolitan Area Headquarters” and the Sendai Branch to the “Tohoku Headquarters.”」

「To respond flexibly to the rapidly changing business environment and strengthen our management structure by improving job satisfaction and productivity for each employee, we will reform our organisation from June 2022. We will delegate authority and integrate line operations with planning divisions, working to create value and resolve issues quickly in locations close to customers.」

「Implemented temporary leave of absence from July to September 2021 for head-office employees and others.」

「Implemented a “new job rotation system” from April 2020 to respond flexibly to employees’ diverse aspirations and enable each employee to play a more active role and grow in a range of fields.」

「To improve safety and service levels by providing employees with diverse experience, proceeded with preparations to implement a new job rotation system from April 2020 that revises the uniform career path from station staff through train drivers.」

「To create a rewarding work environment for all group employees as the foundation for the sustainable growth targeted by “Transformation 2027,” we pursued “business process reform,” “work style reform” and “workplace reform,” working to strengthen our corporate structure and achieve “happiness for employees and their families.”」

「• Raising work standards and improving productivity across all business fields through work style reform, diversity initiatives, technological innovation and other measures」

「• Creating a workplace environment conducive to work, primarily at group companies」

「Work style reform and more efficient organisational management」