JR West Group Medium-Term Management Plan 2017

「The JR West Group Medium-Term Management Plan 2030, formulated in April 2026, sets as its basic policies for “co-creation and challenge” toward the future the realization of “transformation to safe, high-quality and sustainable mobility” and “transformation of the business portfolio” by leveraging the Group’s strengths, including customer touchpoints and data, as well as technology and know-how.」

「Going forward, we updated the JR West Group Medium-Term Management Plan 2025. To respond to rapid and structural changes in the business environment, we will improve safety as our foundation, revitalize and structurally reform the mobility services field, and create new businesses in the life design field, thereby accelerating the realization of “Our Purpose” and the “JR West Group Long-Term Vision 2032” and creating social and economic value.」

「The Group updated the JR West Group Medium-Term Management Plan 2025 in April 2024. To respond to rapid and structural changes in the business environment, it will improve safety as its foundation, revitalize and structurally reform the mobility services field, and create new businesses in the life design field, thereby accelerating the realization of “Our Purpose” and the “JR West Group Long-Term Vision 2032” and creating social and economic value.」

「To address these management challenges, we updated Medium-Term Management Plan 2025 in April 2024. Based on the updated plan, while making improved railway safety our foundation, we will revitalize and structurally reform the mobility services field centered on railways through co-creation and innovation with various partners, and accelerate the realization of “Our Purpose” and the “Long-Term Vision” through business activities including the creation of new businesses in the life design field, thereby creating social and economic value.」

「Going forward, based on the JR West Group Long-Term Vision 2032 and Medium-Term Management Plan 2025, the company will create social and economic value by prioritising safety improvements in its railway business, revitalising the mobility services business and restoring it to pre-COVID levels as soon as possible, and actively expanding its life-design business.」

「Going forward, based on the JR West Group Long-Term Vision 2032 and Medium-Term Management Plan 2025, the company will create social and economic value by prioritising safety improvements in its railway business, revitalising the mobility services business and restoring it to pre-COVID levels as soon as possible, and actively expanding its life-design business.」

「From the current fiscal year, the Group launched the JR West Group Long-Term Vision 2032 and Medium-Term Management Plan 2025. With improving railway safety remaining its top priority, it is working to revitalize the mobility services field centered on railways and recover to pre-COVID levels as soon as possible, while actively expanding its life design businesses to create value in close alignment with customers’ lives.」

「Under the JR West Group Medium-Term Management Plan 2025 (the “Medium-Term Management Plan 2025”), positioned as the first step toward realizing the Long-Term Vision, the Company established 5 priority strategies to accelerate growth by making maximum use of current opportunities to recover to pre-COVID levels as soon as possible.」

「In this revision, the process of rebuilding management and reforming the business structure following the COVID-19 pandemic is viewed in 3 phases: the Transformation and Recovery Period (Phase I) (through fiscal 2022), the Transformation and Recovery Period (Phase II) (fiscal 2023–2027), and the Evolution and Growth Period (fiscal 2028 onward), with priorities assigned according to each phase.」

「In this revision, the process of rebuilding management and reforming the business structure following the COVID-19 pandemic is viewed in 3 phases: the Transformation and Recovery Period (Phase I) (through fiscal 2022), the Transformation and Recovery Period (Phase II) (fiscal 2023–2027), and the Evolution and Growth Period (fiscal 2028 onward), with priorities assigned according to each phase.」

「In light of these circumstances, we revised the JR West Group Medium-Term Management Plan 2022 to restore our financial foundation over the medium to long term, drive transformation in response to social change, and present a path toward safety and growth.」

「With regard to the JR West Group Medium-Term Management Plan 2022, based on this review, we will proceed with revisions from the perspectives of providing new value in light of priority business areas, the business portfolio, the allocation of management resources and changes in behavior, while maintaining safety and security as our foundation.」

「In light of changes in the business environment facing the Group, we are reviewing anew the JR West Group Medium-Term Management Plan 2022, our medium- to long-term management strategy, while maintaining the premise of ensuring the safety of railways, our core business, and will fulfill our mission as a corporate group providing social infrastructure over the medium to long term.」

「Based on the JR West Group Medium-Term Management Plan 2022 and the JR West Group Railway Safety Action Plan 2022 (the “Railway Safety Action Plan 2022”), the Group steadily promoted various initiatives to enhance corporate value over the medium to long term.」

「From fiscal 2018, the Group launched the JR West Group Medium-Term Management Plan 2022 (the “Medium-Term Plan 2022”), together with the JR West Group Railway Safety Action Plan 2022 (the “Railway Safety Action Plan 2022”), a specific safety plan forming its core.」

「From the current fiscal year, the Group launched the JR West Group Medium-Term Management Plan 2022 (the “Medium-Term Plan 2022”), together with the JR West Group Railway Safety Action Plan 2022 (the “Railway Safety Action Plan 2022”), a specific safety plan forming its core.」

「In light of these circumstances, the Company launched the JR West Group Medium-Term Management Plan 2022 from fiscal 2018, together with the JR West Group Railway Safety Action Plan 2022, a specific safety plan forming its core.」

「The Company positioned the current fiscal year, the final year of the plan, as “a year to further refine the results achieved to date and achieve our targets,” and worked as one group toward achieving its targets.」

「These initiatives are beginning to produce results. To make them more certain, the Company has positioned the current fiscal year, the final year of the plan, as “a year to further refine the results achieved to date and achieve our targets.”」

「As the fourth year of the plan, the current fiscal year saw steady implementation of initiatives relating to safety and CS, among others, toward achieving the targets for the final year, as well as active implementation of initiatives to enhance corporate value over the medium to long term, including strategic investments and efforts to coexist with local communities.」

「As the fourth year of the plan, the current fiscal year is seeing steady progress on existing initiatives to achieve the targets for the final year and enhance corporate value over the medium to long term, together with active implementation of strategic investments and initiatives for regional coexistence.」

「As the fourth year of the JR West Group Medium-Term Management Plan 2017, the current fiscal year is seeing steady implementation of the initiatives required to enhance corporate value and achieve the targets for the final year.」

「In April last year, based on a review of progress to date and changes in the business environment, the Company updated the JR West Group Medium-Term Management Plan 2017 and revised and added initiatives aimed at achieving its targets. It also identified 3 cross-segment strategic topics, namely the Hokuriku Shinkansen and revitalization of the Hokuriku area, LUCUA osaka, and capturing demand from inbound tourists, and is focusing on these areas.」

「In March 2013, the company formulated the JR West Group Medium-Term Management Plan 2017 and its core plan, Railway Safety Action Plan 2017. It positioned the five years through fiscal 2017 as a period for building a solid management foundation and advanced the three basic strategies and four business strategies as priority strategies.」