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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 Optimize Group management 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) 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 19
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