Challenge to Enhance Earnings Power
First written in FY2017-Q2. 8 of 16 entries say "Advanced", first in FY2018. Latest entry: FY2026.
12 other companies' latest entry also says "Raised".
- FY2026RaisedAnnual report
「We achieved two years ahead of schedule our target of doubling lifestyle solutions revenue and profit from fiscal 2023 levels by fiscal 2033, and will seek further increases of ¥150 billion in operating revenue and ¥100 billion in operating profit.」
Regarding the lifestyle solutions growth targets, presented additional targets of increasing operating revenue by ¥150 billion and operating profit by ¥100 billion after achieving the goal of doubling revenue and profit two years ahead of schedule. - 2026-04-15AdvancedM&A and Subsidiary Changes
「This agreement is intended to give concrete form to the strategic partnership between the two groups in the real estate business and to achieve dramatic growth in both groups’ real estate businesses.」
The strategic partnership in the real estate business was given concrete form through a merger as a means of improving earnings power, together with a growth target for the integrated company. - FY2026-H1ReframedAnnual report
「We will pursue growth strategies that leverage our strengths in both mobility, centred on railways, and lifestyle solutions. In addition, we will evolve Suica as the foundation for all businesses and generate synergies through a two-pillar management model.」
Reorganised its efforts to improve profitability under Yusho 2034 around two pillars, mobility and lifestyle solutions, with Suica as the foundation for generating synergies. - FY2025AdvancedAnnual report
「In June 2024, we formulated a new business growth strategy, Beyond the Border. We will dramatically expand our Group's business sphere and realise rich, fulfilling lives for all.」
Advanced efforts to improve profitability to the stage of expanding the business sphere under the new business growth strategy, Beyond the Border. - FY2024AdvancedAnnual report
「We will further advance the creation of services that integrate mobility and lifestyle solutions. In addition, we will accelerate our aggressive strategy, including diverse and attractive community-development projects such as Takanawa Gateway City, which is scheduled to open in March 2025, and the asset-turnover business in real estate.」
Concretised the drive to improve profitability through aggressive initiatives including the integration of mobility and lifestyle solutions, Takanawa Gateway City, and the asset-turnover business in real estate. - FY2024-Q3RestatedAnnual report
「Through this, we aim to achieve at an early stage a 5:5 ratio between businesses related to mobility, centred on railways, and businesses linked to customers' lifestyle solutions.」
Continues to target improved profitability by combining the mobility and lifestyle solutions businesses, as well as the early achievement of a 5:5 business mix. - FY2023AdvancedAnnual report
「Based on the view that customer usage will not return to previous levels, in September 2020 we announced Speeding Up Transformation, our policy for responding to the post-pandemic society. Going forward, while steadily advancing various initiatives, particularly in fiscal 2023 we will make a major shift to a more aggressive stance and accelerate progress towards achieving Transformation 2027 by pursuing the creation of new value.」
Signalled a shift in the approach to improving profitability from conventional recovery measures to an aggressive growth strategy that includes taking on new products, services and business fields. - FY2022AdvancedAnnual report
「・Established JRE MALL showrooming hubs in station spaces and introduced online assisted sales and other services. ・Determined the name of the train-based parcel delivery service as Hakobyun and began full-scale development as a new business, including expanding parcel volumes.」
Regarding improved profitability, advanced the integration of JRE MALL's physical and online channels and the full-scale development of the Hakobyun train-based parcel delivery service. - FY2022-Q3AdvancedAnnual report
「・Determined the name of the train-based parcel delivery service as Hakobyun and began full-scale development as a new business, including expanding parcel volumes. ・Established JRE MALL showrooming hubs in station spaces and introduced online assisted sales and other services.」
To improve profitability, advanced the commercialisation of train-based parcel delivery as a new business and sales initiatives combining JRE MALL's station-based and online channels. - FY2019RestatedAnnual report
「We will seek to improve profitability by advancing community development, including Global Gateway Shinagawa, and terminal-station development.」
Continues to pursue improved profitability through enhancing the appeal of stations and towns, terminal development, and lifestyle services. - FY2019-Q1AdvancedAnnual report
「In the distribution and services business, integrated the JRE MALL shopping site with JRE POINT and conducted direct marketing for JRE POINT members.」
To improve profitability in the lifestyle services business, conducted direct marketing for members by linking JRE MALL with JRE POINT. - FY2018AdvancedAnnual report
「Regarding the Challenge of improving profitability, also designated as a priority issue, based on the Lifestyle Services Business Growth Vision (NEXT10) announced in November 2017, we will pursue community development that increases the appeal of towns, including their stations, in addition to our existing station-centred business development. Through this, we aim to increase operating revenue and operating profit in the lifestyle services business by approximately 1.5 times over 10 years from fiscal 2016. Specifically, in March 2018, we opened the JRE MALL shopping site, which offers collection at stations.」
Regarding the NEXT10 target of increasing operating revenue and operating profit in the lifestyle services business by approximately 1.5 times over 10 years, advanced to specific execution, including the opening of JRE MALL. - FY2018-Q3RaisedAnnual report
「In November 2017, we formulated the Lifestyle Services Business Growth Vision (NEXT10). While enhancing our existing station-centred businesses, we will pursue community development that increases the appeal of towns, including their stations, by providing high-quality services through the use of IT and collaboration with other companies. Based on this vision, we aim to increase operating revenue and operating profit in the lifestyle services business by approximately 1.5 times over 10 years from fiscal 2016.」
Concretised its efforts to improve profitability through the Lifestyle Services Business Growth Vision (NEXT10) and newly presented a numerical target of increasing operating revenue and operating profit by approximately 1.5 times over 10 years. - FY2018-Q2RestatedAnnual report
「◆ Challenge of improving profitability We will seek to improve the value of our Group's network and enhance profitability. Specifically, we will seek to expand interaction between and within regions while working to increase the added value centred on stations. In addition, leveraging synergies among our transport, lifestyle, and IT and Suica services, we will seek to expand our business areas.」
Continues to target improved profitability through the value of its network, added value centred on stations, and synergies among its transport, lifestyle, IT and Suica services. - FY2017RestatedAnnual report
「◇ Challenge of improving profitability」
Continues to pursue the cross-functional priority issue of maximising operating revenue by increasing added value. - FY2017-Q2First statedAnnual report
「◇ Challenge of improving profitability」
In light of the opening of the Hokkaido Shinkansen and JR Shinjuku Miraina Tower, stated that it would seek to maximise operating revenue by increasing the added value provided to customers.