Investor Presentaiton
We will earn the trust of our customers as a whole group by aiming for ultimate safety
levels as our top priority.
We will strengthen our network capabilities focusing on technologies and information,
and we are committed to helping our customers and people in communities to realize affluent
lives.
2.
Changes to the Business Environment
Although we expect that COVID-19 will subdue to a certain extent, people in Japan
and abroad will become more active, and customer usage will steadily recover in the future,
the level of usage will not fully return to what it was prior to COVID-19 due to the
transformation in people's lifestyles. In addition, there are concerns about risks such as rising
prices and interest rates, supply constraints, and fluctuations in the financial and capital
markets.
In addition, over the medium to long term, Japan's population is anticipated to further
decline and age. At the same time, significant changes to the business environment are
expected, including automated operation and other technological innovations as well as
changes in globalization.
Further, as more than 36 years have passed since its establishment, the Group faces
various changes, including changes to railway systems and the rapid transition to the next
generation of employees.
3.
Medium-Term Management Strategies
The Group had been managing its operations in line with the "Move Up" 2027
management vision in anticipation of changes to its business environment, but in September
2020, based on our belief that customer use of railways will not return to the pre-COVID-19
level, the Group announced Speed Up "Move Up" 2027, a policy tailored to the post-
COVID-19 society. In addition to steadily implementing various measures, we will
accelerate our progress toward the realization of "Move Up" 2027, especially in fiscal 2023,
by making a major mode change to an aggressive stance and working to create new value.
The Group will combine physical networks, an area of the Group's strength, and
digital technologies. In conjunction, the Group will evolve the railway-centered business
model by placing greater emphasis on people and work to reform our corporate structure.
In addition, we will work to create value by integrating the three businesses of
transportation services, lifestyle services, and IT & Suica services, and transform our
business portfolio by proactively allocating management resources to businesses with large
growth potential. Through these efforts, we aim to achieve a ratio of 5:5 as soon as possible
between the "Mobility Business” centered on railroads and “Lifestyle Solutions Business"
for our customers.
4.
Management Benchmarks
In our Group management vision “Move Up" 2027, we had set numerical targets for
fiscal 2025, but considering the subsequent changes in the management environment, which
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