Investor Presentaiton
Structural Reform
(Drastic Strengthening of Management Structure) (5)
Productivity
Improvement (2)
FY2022.3 initiatives
FY2021.3 initiatives
System
changes
Increase maintenance
efficiency through
structural reinforcement
Advance renewal of facilities aimed at reducing maintenance costs and work
(Installation of labor-saving track, integrated overhead contact lines, etc.)
Increase maintenance
efficiency through new
technologies
Introduce ATACS to the Tokyo metropolitan area
Introduce train control system that uses GNSS and mobile wireless
communication network
Provide services based on changes in customer usage
Reform
basic
Transportation timetables
and transportation modes
business
items
Flexible fares and
surcharges, etc.
Investment in and
management
of railcars
Replacement cycles, etc.
Streamline
facilities
Transportation facilities
Railway station facilities
post-COVID-19 era
Revise timetables for Consider transportation timetables with a view to the
last-train and first-
train services
Begin awarding points for
off-peak use
Consider appropriate transportation modes for
regional areas
Consider systems for fares and
surcharges
Lengthen railcar replacement cycles through life-extension
work, etc.
Reduce railcars owned
Reduce facilities along tracks and consider de-electrification and introduction of single tracks
Revise the specifications of and reduce facilities on platforms and reduce the number of tracks
Revise the specifications of and reduce ticket vending machines and automatic ticket gates
JR
JR-EAST
Medium- and long-
term targets
FY2025.3 Labor-saving track
Tokyo metropolitan area Install approx. 400 km
FY2026.3 Integrated overhead contact lines
Tokyo metropolitan area Install approx. 970 km
FY2025.3
Introduce GNSS to the Hachiko Line
(level crossing control)
Provide train timetables that reflect
customer usage
Realize a new commuter pass
service as soon as possible
FY2022.3-FY2026.3 Railcar investment
Reduce investment by ¥30.0 billion
(versus the FY2020.3 plan)
FY2028.3 Cost reduction
¥3.0 billion (versus FY2020.3)
Optimize Group management
Structural
JR East Foods Co., Ltd.
Reorganize companies
JR East Cross Station Co., Ltd
JR Chuo Line Community Design Co., Ltd.
Increase efficiency by revising work content and personnel allocation and introducing multitasking
reform of
Group
companies
Cost reduction
Reduce the Group's external consignment expenses by revising contracts and bringing work in-house
Consolidate and relocate operating bases and streamline the organization
Reorganize companies
for optimization
Create Group value by
improving productivity
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