Investor Presentaiton

communities by solving social issues through its businesses. At the same time, the Group will also promote efforts geared toward achieving the Sustainable Development Goals (SDGs). With respect to the environment, the Group will pursue reducing CO2 emissions by fiscal 2030 to zero in the Tohoku Region toward “Zero Carbon Challenge 2050." With respect to regional revitalization, the Group will promote a range of initiatives, including opening of new stations, town-building centered around regional core stations, and promoting sixtriary industrialization, i.e., diversification by primary producers, to stimulate local economies. In addition, for the purpose of further expediting decision-making and business execution, as well as strengthening the supervisory function of the Board of Directors, the Company will shift to a "Company with an Audit and Supervisory Committee," subject to approval at the 36th Ordinary General Meeting of Shareholders. By steadily promoting these strategies to create economic value, and by making efforts to solve social issues through our business to contribute to the development of local communities, the Group will enhance the trust our customers and our local communities place in us, and aim for a sustainable group that continuously provides value to the world. (2) Overview In the consolidated fiscal year ended March 31, 2023, despite signs of gradual recovery, the Japanese economy remained sluggish due to the effects of COVID-19, rising prices of goods and services, supply constraints, changes in the financial and capital markets, and other factors. In light of this situation, under Speed Up "Move Up" 2027 announced in September 2020 as a policy tailored to the post-COVID-19 society, the JR East Group worked to enhance profitability, fundamentally strengthen our management culture, and implement ESG management, thereby accelerating our progress toward the achievement of "Move Up" 2027, our Group management vision, while positioning “Safety" as the top management priority. Aiming to achieve “the best in safety," the Group united as one group based on the “Group Safety Plan 2023" toward the enhancement and innovation of “safety conduct" and "safety management” by each employee through initiatives such as the reforming of rules and systems in view of large-scale disasters and other new risks and focusing on "what is working well.” The Group also promoted the installation of safety equipment that actively leverages new technologies, including the introduction of vehicles for replacement of utility poles in fiscal 2022 to implement anti-earthquake measures for utility poles of Shinkansen. With respect to "enhancing profitability (restructuring our growth and innovation strategies)," while the business environment surrounding the railway business is becoming increasingly severe, aiming to stimulate demand for travel and transportation, the Group launched various initiatives in connection with the "RAILWAY 150th Anniversary" and "SHINKANSEN YEAR 2022" projects including by utilizing ideas from field operation employees. In addition, under our belief that diversification of lifestyles presents a significant opportunity, the Group reestablished its growth and innovation strategies, combined physical networks, an area of the Group's strength, with digital technologies, and worked to propose new lifestyles and take on the challenge of entering new fields through initiatives such as advancing digitization, ticketless services and promotion of startup businesses. 39

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