Three Pillars of the JR West Group's Digital Strategy Reconfiguration
First written in FY2021. 7 of 9 entries say "Advanced", first in FY2023. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「While usage associated with the Osaka-Kansai Expo and by inbound visitors remained solid, we continued to introduce electricity generated from renewable energy into railway operations and advanced initiatives to protect the global environment, including the launch of commercial train operations using diesel railcars powered entirely by next-generation biodiesel fuel, the first such operation in Japan.」
The company reported achievements in implementing new environmental technologies in railway operations, in addition to digital and technological innovation and service transformation. - FY2025AdvancedAnnual report
「Specifically, while seeking to further revitalize the western Japan region by leveraging the Osaka-Kansai Expo, we aim to create even greater value through group-wide synergies. We will actively pursue initiatives across the group that are not limited to individual fields, using digital services such as the WESTER app, mobile ICOCA and Wesmo!, centered on WESTER members, the group's common membership base.」
The company developed its digital strategy into group-wide services centered on WESTER members and the app, mobile ICOCA and the new payment service Wesmo!. - FY2024AdvancedAnnual report
「・Launch of the wide-area MaaS app "KANSAI MaaS," developed through collaboration among railway operators, a first in Japan (September) ・Introduction of new EX services ("EX Travel Reservations," "EX Travel Packages" and one-year advance reservations for Shinkansen tickets) (October) ・Launch of the online commuter pass application service "My Teiki" (March)」
The company advanced its digital strategy through customer service implementations including KANSAI MaaS, EX Travel Reservations, EX Travel Packages and online commuter pass applications. - FY2023AdvancedAnnual report
「• Launch of the group-wide points service “WESTER Points” (March) • Began a demonstration test of facial-recognition ticket gates at Osaka Station’s Umekita area and introduced “Midori no Ticket Vending Machine Plus + AI,” equipped with AI-based automated response functions (March) • Launch of the “Mobile ICOCA for Android™” service (March)」
The company advanced its digital strategy through customer experience and service implementations including WESTER Points, facial recognition, AI customer service and mobile ICOCA. - FY2022RestatedAnnual report
「<Digital Strategy Pillars: Three “Rebuilds”> ① Rebuilding the customer experience (pursuing the ideal services based on customer needs) ② Rebuilding the railway system (realizing the technology vision) ③ Rebuilding the employee experience (work-style reform)」
The company continues to pursue a digital strategy focused on rebuilding the customer experience, railway systems and employee experience. - FY2021First statedAnnual report
「<Digital Strategy Pillars: Three “Rebuilds”> ① Rebuilding the customer experience (pursuing the ideal services based on customer needs) ② Rebuilding the railway system (realizing the technology vision) ③ Rebuilding the employee experience (work-style reform)」
The company presented a group digital strategy to rebuild the customer experience, railway systems and employee experience as a new pillar of corporate reform.