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Bullets and Trains: Exporting Japan's Shinkansen to China and Taiwan
Volume 5 | Issue 3 | Article ID 2367 | Mar 01, 2007 The Asia-Pacific Journal | Japan Focus Bullets and Trains: Exporting Japan's Shinkansen to China and Taiwan Christopher P. Hood Bullets and Trains: ExportingJapan ’s Japan, like many other countries has a de facto Shinkansen to China and Taiwan two-China policy with formal recognition of the People’s Republic but extensive economic and By Christopher P. Hood other ties with the Republic. One example of this dual policy is the use of Haneda Airport by China Airlines (Taiwan), but the use of Narita It is over forty years since the Shinkansen Airport by airlines from China. (‘bullet train’) began operating between Tokyo and Osaka. Since then the network has The Shinkansen expanded, but other countries, most notably France and Germany, have been developing The Shinkansen is one ofJapan ’s iconic their own high speed railways, too. As other symbols. The image ofMount Fuji with a countries, mainly in Asia, look to develop high passing Shinkansen is one of the most speed railways, the battle over which country projected images of Japan. The history of the will win the lucrative contracts for them is on. Shinkansen dates back to the Pacific War. It is not only a matter of railway technology. Shima Yasujiro’s plan for thedangan ressha Political, economic & cultural influences are (‘bullet train’) then included the idea of a line also at stake. This paper will look at these linking Tokyo with Korea and China (1). various aspects in relation to the export of the Although that plan never materialised, the Shinkansen to China in light of previous Shinkansen idea was reborn nearly two Japanese attempts to export the Shinkansen decades later, as yume-no-chotokkyu (‘super and the situation in Taiwan. -
MIT Kendall Square
Ridership and Service Statistics Thirteenth Edition 2010 Massachusetts Bay Transportation Authority MBTA Service and Infrastructure Profile July 2010 MBTA Service District Cities and Towns 175 Size in Square Miles 3,244 Population (2000 Census) 4,663,565 Typical Weekday Ridership (FY 2010) By Line Unlinked Red Line 241,603 Orange Line 184,961 Blue Line 57,273 Total Heavy Rail 483,837 Total Green Line (Light Rail & Trolley) 236,096 Bus (includes Silver Line) 361,676 Silver Line SL1 & SL2* 14,940 Silver Line SL4 & SL5** 15,086 Trackless Trolley 12,364 Total Bus and Trackless Trolley 374,040 TOTAL MBTA-Provided Urban Service 1,093,973 System Unlinked MBTA - Provided Urban Service 1,093,973 Commuter Rail Boardings (Inbound + Outbound) 132,720 Contracted Bus 2,603 Water Transportation 4,372 THE RIDE Paratransit Trips Delivered 6,773 TOTAL ALL MODES UNLINKED 1,240,441 Notes: Unlinked trips are the number of passengers who board public transportation vehicles. Passengers are counted each time they board vehicles no matter how many vehicles they use to travel from their origin to their destination. * Average weekday ridership taken from 2009 CTPS surveys for Silver Line SL1 & SL2. ** SL4 service began in October 2009. Ridership represents a partial year of operation. File: CH 01 p02-7 - MBTA Service and Infrastructure Profile Jul10 1 Annual Ridership (FY 2010) Unlinked Trips by Mode Heavy Rail - Red Line 74,445,042 Total Heavy Rail - Orange Line 54,596,634 Heavy Rail Heavy Rail - Blue Line 17,876,009 146,917,685 Light Rail (includes Mattapan-Ashmont Trolley) 75,916,005 Bus (includes Silver Line) 108,088,300 Total Rubber Tire Trackless Trolley 3,438,160 111,526,460 TOTAL Subway & Bus/Trackless Trolley 334,360,150 Commuter Rail 36,930,089 THE RIDE Paratransit 2,095,932 Ferry (ex. -
Company Information PDF(3.9MB)
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Operating Results by Business Segment — —
Introduction Business Strategy and Operating Results ESG Section Financial Section The President’s Message Medium-Term Management Plan Operating Results by Business Segment — — Operating Results by Business Segment Transportation Operations JR-West’s transportation operations segment consists of railway Railway Revenues operations and small-scale bus and ferry services. Its railway operations encompass 18 prefectures in the western half of Japan’s Sanyo Shinkansen main island of Honshu and the northern tip of Kyushu, covering a total service area of approximately 104,000 square kilometers. Other Conventional Lines The service area has a population of approximately 43 million people, equivalent to 34% of the population of Japan. The railway network comprises a total of 1,222 railway stations, with an operating route length of 5,015.7 kilometers, almost 20% of passenger railway kilometerage in Japan. This network includes the Sanyo Kansai Urban Area Shinkansen, a high-speed intercity railway line; the Kansai Urban (including the Urban Network) Area, serving the Kyoto–Osaka–Kobe metropolitan area; and other conventional railway lines (excluding the three JR-West branch offices in Kyoto, Osaka, and Kobe). The Sanyo Shinkansen is a high-speed intercity to the major stations of the Sanyo Shinkansen passenger service between Shin-Osaka Station in Line, such as Okayama, Hiroshima, and Hakata, Osaka and Hakata Station in Fukuoka in northern without changing trains. These services are Kyushu. The line runs through several major cities enabled by direct services with the services of Sanyo in western Japan, including Kobe, Okayama, the Tokaido Shinkansen Line, which Central Shinkansen Hiroshima, and Kitakyushu. -
Global Competitiveness in the Rail and Transit Industry
Global Competitiveness in the Rail and Transit Industry Michael Renner and Gary Gardner Global Competitiveness in the Rail and Transit Industry Michael Renner and Gary Gardner September 2010 2 GLOBAL COMPETITIVENESS IN THE RAIL AND TRANSIT INDUSTRY © 2010 Worldwatch Institute, Washington, D.C. Printed on paper that is 50 percent recycled, 30 percent post-consumer waste, process chlorine free. The views expressed are those of the authors and do not necessarily represent those of the Worldwatch Institute; of its directors, officers, or staff; or of its funding organizations. Editor: Lisa Mastny Designer: Lyle Rosbotham Table of Contents 3 Table of Contents Summary . 7 U.S. Rail and Transit in Context . 9 The Global Rail Market . 11 Selected National Experiences: Europe and East Asia . 16 Implications for the United States . 27 Endnotes . 30 Figures and Tables Figure 1. National Investment in Rail Infrastructure, Selected Countries, 2008 . 11 Figure 2. Leading Global Rail Equipment Manufacturers, Share of World Market, 2001 . 15 Figure 3. Leading Global Rail Equipment Manufacturers, by Sales, 2009 . 15 Table 1. Global Passenger and Freight Rail Market, by Region and Major Industry Segment, 2005–2007 Average . 12 Table 2. Annual Rolling Stock Markets by Region, Current and Projections to 2016 . 13 Table 3. Profiles of Major Rail Vehicle Manufacturers . 14 Table 4. Employment at Leading Rail Vehicle Manufacturing Companies . 15 Table 5. Estimate of Needed European Urban Rail Investments over a 20-Year Period . 17 Table 6. German Rail Manufacturing Industry Sales, 2006–2009 . 18 Table 7. Germany’s Annual Investments in Urban Mass Transit, 2009 . 19 Table 8. -
Notice of the 32Nd Ordinary General Meeting of Shareholders
(Translation) NOTICE OF THE 32ND ORDINARY GENERAL MEETING OF SHAREHOLDERS To Our Shareholders: We should like to extend our heartfelt gratitude for your continued understanding of business operations of West Japan Railway Group (the "Group"). The Group very seriously takes its responsibility for the train accident on the Fukuchiyama Line we caused on April 25, 2005 and the gravity of its consequences, and has continued to implement various measures in terms of both physical and intangible aspects to improve safety. In consideration of this, I, as well as all officers and employees of the Group, have determined to continue to faithfully perform our roles in our respective positions with a sense of responsibility to build a safer railway system. Last year, the Group launched a "JR-West Group Medium-Term Management Plan 2022" and its core component, a "JR-West Group Railway Safety Think-and-Act Plan 2022." Based on our resolve never to cause another accident like that on the Fukuchiyama Line, we will implement plans toward the realization of our corporate philosophy and management vision and contribute to the creation of "a safe and comfortable society filled with meetings among people and smiles" which is our vision. With regard to shareholder returns, we will pay stable dividends, aiming for a dividend payout ratio of approximately 35% in the fiscal year ending March 31, 2023. In addition, over the aggregate period up to March 31, 2023, the Company's yardstick will be a total return ratio of approximately 40%, and we will make flexible acquisitions of treasury stock. During the fiscal year under review, we acquired and cancelled 1,253,600 shares of common stock of the Company. -
View PDF Document
BASELINE REVIEW OF THE HUDSON-BERGEN LIGHT RAIL TRANSIT SYSTEM The following is a baseline review of the Hudson-Bergen Light Rail Transit System (System) in northern New Jersey. The purpose of our baseline reviews is to track the progress of planned fixed guideway systems of national significance, which will enable us to perform timely audits of those projects experiencing cost, schedule, or financing problems. The specific objectives of this review were to determine the current status, estimated cost, funding sources, and completion schedule of the project, and to identify major issues that may affect the project. We selected this system for review because it is the first transit project in the United States in which the contractor will design and build the System and will also operate and maintain it for an established period before turning operations over to the local transit authority. Summary The System is estimated to cost $2 billion and will be constructed in three phases (see Figure 1). New Jersey Transit Corporation (NJT) reported that, as of June 30, 1999, it had paid over $613 million for the first phase of the System. NJT estimated that this phase will cost $950 million, $42.1 million less than the $992.1 million originally estimated in the October 1996 full funding grant agreement. The potential savings resulted primarily from lower financing costs. In addition, the System’s alignment has been changed from the east side of Hoboken to the west side. According to the NJT Project Director, rerouting the alignment will result in savings by reducing the need for track to be embedded into streets and by reducing property acquisition costs. -
FY2010.3 Semi-Annual Investors Meeting(Presentation Handout)
Central Japan Railway Company Semi-Annual Investors Meeting FY2010.3 (Fiscal Year ending March 31,2010) Oct. 29th, 2009 1 Semi-Annual Investors Meeting for FY2010.3 1. Financial results for the 1st half of FY2010.3 and performance forecast for FY2010.3 ①Summary of financial results for the 1st half of FY2010.3 ②Current state of Tokaido Shinkansen passenger volume ③Future plans ④Points for modifying performance forecast for FY2010.3 2. Policy review and future policy development ①Key policies for improving Shinkansen Service ②Introduction results of Series N700 rolling stock and increasing the number of direct services to the Sanyo Shinkansen ③Usage status of Express Reservation Service and expansion of TOICA Service ④Progress of the Tokaido Shinkansen Bypass Project 2 1.Financial Results for the 1st half of FY2010.3 and Performance Forecast for FY2010.3 3 Summary of Financial Results for the 1st half of FY2010.3 (Consolidated) (billions of yen) The 1st half of The 1st half of Breakdown of the 1st half of FY 2010.3 (Apr.-Sep.) Increase/ FY2009.3 FY2010.3 Decrease ** Apr.-Jun. Jul.-Sep. (Apr.-Sep.) (Apr.-Sep.) B-A A B Inc./Dec.** Inc./Dec.** Operating Revenues 772.9 730.6 △42.3 346.3 △ 33.5 384.3 △ 8.8 (Transportation Revenues)* (598.0) (533.8) (△64.1) (253.9) (△39.6) (279.8) (△24.5) Operating Expenses 531.5 554.1 22.6 265.5 10.6 288.5 11.9 Operating Income 241.4 176.4 △65.0 80.7 △ 44.1 95.7 △ 20.8 Non-operating Revenues 1.7 8.6 and Expenses (net) △68.7 △58.3 10.4 △ 28.8 △ 29.5 Ordinary Income 172.6 118.1 △54.5 51.9 △ 42.4 66.2 △ 12.1 Net Income 102.6 69.6 △32.9 30.8 △ 24.7 38.8 △ 8.2 * The numbers in parenthesis are for transportation revenues of JR Central. -
JR Central's History
Business Strategy Special Feature ESG Activity Report Financial Information Corporate Data JR Central’s History 2020 2015 Business Strategy 2020 Put N700S into Increase of the maximum speed to 285 km/h commercial service “12 Nozomi Timetable” 2014年 JR Central’s History 2003 “10 Nozomi Timetable” 1,844.6 ●Shinagawa station is opened 1,822.0 Since its establishment, the JR Central Group has worked to improve its transportation ●Maximum speed of all Tokaido Shinkansen 1,738.4 services and increase revenues placing top priority on safety, while at the same time working trains increases to 270 km/h 2013 ● Shift to train scheduled centered on“Nozomi” Put N700A into commercial service 1,652.5 to ensure operational efficiency and significantly strengthen its management base. We will 800 continue to maintain sound management and stable dividends for the future and strive to 1,559.4 develop our business. 1,486.6 1,508.3 2017 1,467.6 The“smartEX” service starts for the Tokaido 1,384.0 Shinkansen and the Sanyo Shinkansen 1,366.9 2008 662.0 1,278.3 The “EX-IC” service starts for the 1,240.6 Tokaido Shinkansen 1,215.3 1,221.6 656.1 600 1,188.3 578.6 1,052.3 2006 1,000 2001 “Express Reservation” service expands to the total 494.6 length of Tokaido and Sanyo Shinkansen lines “Express Reservation” is launched 874.6 for Tokaido Shinkansen 434.4 403.7 395.5 800 394.0 383.7 400 371.0 370.4 372.5 397.8 344.4 325.6 337.4 293.4 288.4 2008 JR Central made NIPPON SHARYO, LTD. -
Nippon Sharyo Manufacturing, LLC Project Administration, Procurement, Manufacturing, Quality Control and Warranty Service
Introduction to Nippon Sharyo, Ltd. (Japan) Corporate Profile (March, 2011) Head Office: Nagoya, Aichi, Japan Established: September 1896 Paid-in capital: US$ 131 million (11.8 billion yen ) Sales: US$ 1.1 billion (94.8 billion yen) Employees: Approx. 2,000 ISO Certification ISO9001 ISO14001 2 Nippon Sharyo, Ltd. (Japan) Sales from Each Division 8.5% 14.8% 52.6% 24.0% 3 Nippon Sharyo, Ltd. (Japan) Overview of the Toyokawa Rolling Stock Plant • Main Products: Rolling Stock (EMU including High Speed Rail, DMU, LRV, Locomotives) • Plant Opening: April, 1964 • Total Land Area: 77.5 Acres (314,000 m2) • Area of Building: 1,307,000 Sq. Ft. (101,000 m2) • Manufacturing Capability: Max. 600 Cars / Year (As of March 2011) • Direct Employees: Approx.1,100 Toyokawa Rolling Stock Plant 4 Toyokawa Rolling Stock Plant Profile • Administration • Design • Engineering • Carbody and Truck Production • Final Assembly • Quality Assurance • Purchasing • Material Storage (all types of material including stainless steel, aluminum, mild and HTLA steel sheets and plates) • Test and Inspection (including watertightness test facility, inspection pits, climatic test chamber for complete vehicle) • Test Track: 0.5 mile (800 m) Rolling Stock Plant of Nippon Sharyo 5 High Speed Rail 1964 1986 1997 1999 2005 Taiwan Series 0 Series 100 (130mph) Series E2 (143mph) (171mph) Series 700 Series 700T (177mph) (186 mph) 1982 1992 1997 2007 Series 200 (137mph) Series 300 Series 500 (168mph) (186mph) Japan Series N700 (186mph) Over 3,200 cars completed as of Dec. 2011 6 Express -
Trams Making Way for Light Rail Transit
Feature New Promise of LRT Systems Trams Making Way for Light Rail Transit Shigenori Hattori medium-capacity, electric cars running on key part of medium-capacity urban transit Introduction rails. The cars are about 2.65-m wide and systems supplemented by links to cars, operate on their own right of way over buses and other transportation modes In 1978, the city of Edmonton in Canada elevated track, underground, etc., through Transportation Demand opened the world’s first urban transport permitting higher operating speeds. This Management (TDM) strategies. system based on the Light Rail Transit (LRT) type of definition could also include many LRT systems fulfil their role as medium- concept discussed in this article. Over suburban railways. capacity urban transit systems by the next 25 years, LRT systems have been In Japan, LRT systems are typically viewed operating articulated cars that can be up built in more than 70 cities worldwide. as sharing the road with motor vehicles, to 40-m long and sometimes the entire Of the approximately 350 tram systems like the trams in Grenoble and Strasbourg. train set can total 100 m. now in operation, about 30% can be Although such systems are known as trams Although some tram operators in Japan described as LRT systems, because they or streetcars in Europe and North America, are modernizing by introducing low-floor have been refurbished and modified to it is often assumed that even low-floor light rail vehicles (LF-LRVs), trams are still LRT standards. trams are not LRT systems. not highly regarded as an urban transit Due to historical differences and different Many Japanese cities had tramways in the mode because most rolling stock consists approaches taken when introducing light early 20th century but most abandoned of 13-m or so bogie cars that are similar rail systems, the term ‘LRT’ means one them in the postwar period of rapid growth to buses. -
Railway Technologies & Services Japan Market Study
Railway Technologies & Services Japan Market Study JULY 2019 © Copyright EU Gateway | Business Avenues The information and views set out in this study are those of the author(s) and do not necessarily reflect the official opinion of the European Union. Neither the European Union institutions and bodies nor any person acting on their behalf may be held responsible for the use which may be made of the information contained therein. The contents of this publication are the sole responsibility of EU Gateway | Business Avenues and can in no way be taken to reflect the views of the European Union. The purpose of this report is to give European companies selected for participation in the EU Gateway | Business Avenues Programme an introductory understanding of the target markets countries and support them in defining their strategy towards those markets. For more information, visit www.eu-gateway.eu. EU Gateway to Japan Central Management Unit Japan Market Study July 2019 Submitted to the European Commission on 22 July 2019 Railway Technologies & Services - Japan Market Study - Page 3 of 143 Table of contents LIST OF ABBREVIATIONS ........................................................................................................................................ 7 EXECUTIVE SUMMARY ............................................................................................................................................. 9 2. WHAT ARE THE CHARACTERISTICS OF JAPAN? .........................................................................................