Achieving No. 1 Customer Satisfaction in the Railway Industry
First written in FY2016. 20 of 25 entries say "Advanced", first in FY2017-Q2. Latest entry: FY2026.
0 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「We formulated the Group CX Strategic Vision 2030, which sets out the direction for service quality pursued across the Group.」
We updated the framework from the previous service quality reform vision to the Group CX Strategic Vision 2030, centered on customer experience value. - FY2022AdvancedAnnual report
「In June 2021, the company renewed えきねっと, adding integration with “JRE POINT” and support for reservations and purchases of discounted tickets. From March 2022, it also launched a service displaying a link to えきねっと in “Google Maps.”」
To improve service quality, we expanded customer touchpoints through specific initiatives, including the revamp of Ekinet, integration with JRE POINT, and the launch of a booking route from Google Maps. - FY2021ReframedAnnual report
「In March 2021, the company formulated the “Service Quality Reform Vision 2027,” which encourages each group employee to “think and act” and sets out the JR East Group’s direction for services.」
The company updated its framework from the former “Service Quality Reform Medium-Term Vision 2020” to the “Service Quality Reform Vision 2027,” aligned with the Group Management Vision “Transformation 2027.” - FY2021-Q3AdvancedAnnual report
「・The company established a system for providing early information on planned suspensions of train operations during natural disasters, and implemented it during the heavy snowfall in December 2020 ・The company began providing information on onboard congestion over approximately the previous 1 week for 13 lines and 15 sections in the Tokyo metropolitan area on its website and the JR East App ・For the JR East App service providing real-time congestion information for trains and other services, the lines covered were expanded in July 2020 from the Yamanote Line to major lines in the Tokyo metropolitan area ・Mobile phone services began in July 2020 across the entire Tohoku, Joetsu, Hokuriku and Akita Shinkansen lines, including inside tunnels, and across the entire Yamagata Shinkansen line in December ・A contactless AI guidance system was installed on a trial basis at 6 stations from December 2020」
Under the “Service Quality Reform Medium-Term Vision 2020,” the company advanced early information provision during disasters, expanded the scope of congestion information, introduced mobile phone services across all Shinkansen lines, and installed contactless AI guidance systems on a trial basis. - FY2021-Q2AdvancedAnnual report
「・The company began providing information on onboard congestion over approximately the previous 1 week for 13 lines and 15 sections in the Tokyo metropolitan area on its website and the JR East App ・For the JR East App service providing real-time congestion information for trains and other services, the lines covered were expanded in July 2020 from the Yamanote Line to major lines in the Tokyo metropolitan area ・Mobile phone services began in July 2020 across the entire Tohoku, Joetsu and Hokuriku Shinkansen lines, including inside tunnels」
The company expanded congestion information from approximately the previous 1 week to real-time information, and began mobile phone services across the entire Tohoku, Joetsu and Hokuriku Shinkansen lines. The scope of specific service quality reform initiatives was expanded. - FY2021-Q1AdvancedAnnual report
「Under the “Service Quality Reform Medium-Term Vision 2020,” the company sought to achieve “No. 1 customer satisfaction in the railway industry” and accelerated efforts to prevent transportation disruptions, limit the expansion of their impact on customers, and strengthen information provision.」
The company continued to pursue the goal of No. 1 customer satisfaction in the railway industry and advanced measures to improve service quality, including congestion information, mobile phone services and preparations to renew えきねっと. - FY2020AdvancedAnnual report
「Under the “Service Quality Reform Medium-Term Vision 2020,” the company sought to achieve “No. 1 customer satisfaction in the railway industry” and accelerated efforts to prevent transportation disruptions and limit the expansion of their impact on customers.」
While maintaining its goal, the company advanced measures to prevent transportation disruptions, limit their impact, provide information earlier, improve onboard services and develop barrier-free facilities. - FY2020-Q3AdvancedAnnual report
「For planned suspensions of train operations to prevent the spread of damage from typhoons and other events, the company began providing information earlier and strengthened inspection systems to facilitate the prompt resumption of operations.」
As part of its service quality reform efforts, the company advanced early information provision and strengthened inspection systems during disasters, and began distributing train operation information via Twitter in English from December 2019. - FY2020-Q2AdvancedAnnual report
「JR East Service Creation Co., Ltd., which provides comprehensive comfortable and convenient onboard services and enhances the value of the travel environment, began operations in July 2019.」
As a specific service quality reform measure aimed at achieving No. 1 customer satisfaction in the railway industry, the new company responsible for onboard services began operations in July 2019. - FY2020-Q1AdvancedAnnual report
「Under the “Service Quality Reform Medium-Term Vision 2020,” the company sought to achieve “No. 1 customer satisfaction in the railway industry” and accelerated efforts including preventing transportation disruptions and limiting the expansion of their impact on customers.」
With the goal of No. 1 customer satisfaction in the railway industry, the company accelerated efforts to prevent transportation disruptions and limit their impact. Rolling stock modifications addressing the Tohoku Shinkansen rolling stock failure in June 2018 were also completed. - FY2019AdvancedAnnual report
「As a specific service quality reform measure, the company began sequentially modifying rolling stock to minimize the effects of ground faults (short circuits) caused by the rolling stock failure between Sendai and Furukawa on the Tohoku Shinkansen in June 2018, targeting completion by the end of June 2019.」
As a specific service quality reform measure, the company set a completion deadline for rolling stock modifications and advanced measures to limit the impact of transportation disruptions. - FY2019-Q3AdvancedAnnual report
「Under the “Service Quality Reform Medium-Term Vision 2020,” the company sought to achieve “No. 1 customer satisfaction in the railway industry” and accelerated efforts to prevent transportation disruptions, limit the expansion of their impact on customers, and strengthen information provision.」
With the goal of No. 1 customer satisfaction in the railway industry, the company accelerated efforts to prevent transportation disruptions, limit the expansion of their impact, provide information through social media and other channels, and analyze causes and prevent recurrence. - FY2019-Q2AdvancedAnnual report
「Under the “Service Quality Reform Medium-Term Vision 2020,” the company accelerated efforts to achieve “No. 1 customer satisfaction in the railway industry,” including preventing transportation disruptions, limiting the expansion of their impact on customers, and strengthening information provision.」
Under the “Service Quality Reform Medium-Term Vision 2020,” the company accelerated efforts to prevent transportation disruptions, limit their impact and strengthen information provision. - FY2019-Q1AdvancedAnnual report
「In terms of service quality, the company advanced measures under the “Service Quality Reform Medium-Term Vision 2020,” which began in April 2018. Specifically, to reduce the frequency of transportation disruptions caused by the company, it strengthened electrical equipment and other facilities on conventional lines in the Tokyo metropolitan area. In addition, it proceeded with construction on the Tohoku, Joetsu and Hokuriku Shinkansen lines, targeting completion of measures to eliminate sections in tunnels without mobile phone coverage by around summer 2020.」
Under the “Service Quality Reform Medium-Term Vision 2020,” the company advanced electrical equipment upgrades to reduce the frequency of transportation disruptions and measures addressing sections without mobile phone coverage. - FY2018AdvancedAnnual report
「With the aim of further accelerating efforts to improve service quality, the company formulated the “Service Quality Reform Medium-Term Vision 2020,” a three-year plan beginning in fiscal 2018.」
The company updated its efforts to achieve “No. 1 customer satisfaction in the railway industry” as the three-year plan beginning in fiscal 2018, the “Service Quality Reform Medium-Term Vision 2020.” - FY2018-Q3AdvancedAnnual report
「In terms of service quality, under the “Service Quality Reform Medium-Term Vision 2017,” the company advanced measures to achieve “No. 1 customer satisfaction in the railway industry.” It also proceeded with construction on the Tohoku, Joetsu and Hokuriku Shinkansen lines, targeting completion of measures to eliminate sections in tunnels without mobile phone coverage by around summer 2020. In addition, it worked to expand the number of stations equipped with displays providing guidance during disruptions, mainly on the Nambu, Yokohama and Keiyo lines. For the “声かけ・サポート” initiative, under which staff speak to and assist customers who need help, the company conducted an enhanced campaign from September 2017 in cooperation with other railway operators and others.」
While maintaining the goal of No. 1 customer satisfaction in the railway industry, the company indicated the planned completion date for measures addressing sections without mobile phone coverage and conducted an enhanced campaign. - FY2018-Q2AdvancedAnnual report
「In terms of service quality, under the “Service Quality Reform Medium-Term Vision 2017,” the company advanced measures to achieve “No. 1 customer satisfaction in the railway industry.” It also proceeded with construction on the Tohoku, Joetsu and Hokuriku Shinkansen lines to eliminate sections in tunnels without mobile phone coverage. In addition, it worked to expand the number of stations equipped with displays providing guidance during disruptions, mainly on the Nambu, Yokohama and Keiyo lines. For the “声かけ・サポート” initiative, under which staff speak to and assist customers who need help, the company began an enhanced campaign in September 2017 in cooperation with other railway operators and others.」
The company maintained the goal of No. 1 customer satisfaction and advanced specific measures relating to sections without mobile phone coverage, displays providing guidance during disruptions, and the “声かけ・サポート” initiative. - FY2018-Q1AdvancedAnnual report
「In terms of service quality, under the “Service Quality Reform Medium-Term Vision 2017,” the company advanced measures to achieve “No. 1 customer satisfaction in the railway industry.” It also proceeded with construction on the Tohoku, Joetsu and Hokuriku Shinkansen lines to eliminate sections in tunnels without mobile phone coverage. In addition, it worked to expand the number of stations equipped with displays providing guidance during disruptions, mainly on the Nambu, Yokohama and Keiyo lines. The company also continued its “声かけ・サポート” initiative, under which staff speak to and assist customers who need help.」
While maintaining the goal of No. 1 customer satisfaction, the company advanced measures to eliminate sections without mobile phone coverage and expand the number of stations with displays providing guidance during disruptions. - FY2017AdvancedAnnual report
「For the JR East App, the company expanded the lines covered by its train location information. As of the end of the fiscal year under review, cumulative downloads had reached approximately 2.46 million.」
The company expanded the lines covered by the app’s information services, bringing cumulative downloads to approximately 2.46 million. - FY2017-Q3AdvancedAnnual report
「For the JR East App, the company began providing train location information for the Keiyo and Chuo Main lines in December 2016. As of the end of the third quarter of the fiscal year under review, cumulative downloads had reached approximately 2.30 million.」
The company expanded the lines covered by the app’s train location information, bringing cumulative downloads to approximately 2.30 million. - FY2017-Q2AdvancedAnnual report
「For the JR East App, the company improved how information is displayed during periods of concentrated access and other times. As of the end of the second quarter of the fiscal year under review, cumulative downloads had reached approximately 2.13 million.」
As a specific service quality reform measure, the company improved the app’s information display, bringing cumulative downloads to approximately 2.13 million. - FY2017-Q1RestatedAnnual report
「In terms of service quality, under the “Service Quality Reform Medium-Term Vision 2017,” the company advanced measures to achieve “No. 1 customer satisfaction in the railway industry.”」
The company continued to pursue the “Service Quality Reform Medium-Term Vision 2017” and the goal of No. 1 customer satisfaction in the industry. - FY2016First statedAnnual report
「Under the “Service Quality Reform Medium-Term Vision 2017,” which began in April 2015, the company advanced measures to achieve “No. 1 customer satisfaction in the railway industry.”」
Measures include the early resumption of operations after transportation disruptions, enhanced information provision and improved customer support.