JR East Group Management Vision V — Ever Onward [PDF/2.31MB]
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2012 Annual Report Pursuing Our Unlimited Potential Annual Report 2012
For the year ended March 31, 2012 Pursuing Our Unlimited Potential Annual Report 2012 Annual Report 2012 EAST JAPAN RAILWAY COMPANY JR East’s Strengths 1 AN OVERWHELMINGLY SOLID AND ADVANTAGEOUS RAILWAY NETWORK The railway business of the JR East Being based in the Tokyo metro- Group covers the eastern half of politan area is a major source of our Honshu island, which includes the strength. Routes originating in the Tokyo metropolitan area. We provide Kanto area (JR East Tokyo Branch transportation services via our Office, Yokohama Branch Office, Shinkansen network, which connects Hachioji Branch Office, Omiya Tokyo with regional cities in five Branch Office, Takasaki Branch directions, Kanto area network, and Office, Mito Branch Office, and intercity and regional networks. Our Chiba Branch Office) account for JR EAST’S SERVICE AREA networks combine to cover 7,512.6 68% of transportation revenue. kilometers and serve 17 million Japan’s total population may be people daily. We are the largest declining, but the population of the railway company in Japan and one of Tokyo metropolitan area (Tokyo, TOKYO the largest in the world. Kanagawa Prefecture, Saitama Prefecture, and Chiba On a daily basis, about 17million passengers travel a network of 70 train lines stretching 7,512.6 operating kilometers An Overwhelmingly Solid and Advantageous Railway Network Annual Report 2012 SECTION 1 OVERALL GROWTH STRATEGY Prefecture) continues to rise, mean- OPERATING REVENUES OPERATING INCOME ing our railway networks are sup- For the year ended March 31, 2012 For the year ended March 31, 2012 ported by an extremely sturdy Others 7.9% Transportation Others 6.1% Transportation operating foundation. -
East Japan Railway Company Shin-Hakodate-Hokuto
ANNUAL REPORT 2017 For the year ended March 31, 2017 Pursuing We have been pursuing initiatives in light of the Group Philosophy since 1987. Annual Report 2017 1 Tokyo 1988 2002 We have been pursuing our Eternal Mission while broadening our Unlimited Potential. 1988* 2002 Operating Revenues Operating Revenues ¥1,565.7 ¥2,543.3 billion billion Operating Revenues Operating Income Operating Income Operating Income ¥307.3 ¥316.3 billion billion Transportation (“Railway” in FY1988) 2017 Other Operations (in FY1988) Retail & Services (“Station Space Utilization” in FY2002–2017) Real Estate & Hotels * Fiscal 1988 figures are nonconsolidated. (“Shopping Centers & Office Buildings” in FY2002–2017) Others (in FY2002–2017) Further, other operations include bus services. April 1987 July 1992 March 1997 November 2001 February 2002 March 2004 Establishment of Launch of the Launch of the Akita Launch of Launch of the Station Start of Suica JR East Yamagata Shinkansen Shinkansen Suica Renaissance program with electronic money Tsubasa service Komachi service the opening of atré Ueno service 2 East Japan Railway Company Shin-Hakodate-Hokuto Shin-Aomori 2017 Hachinohe Operating Revenues ¥2,880.8 billion Akita Morioka Operating Income ¥466.3 billion Shinjo Yamagata Sendai Niigata Fukushima Koriyama Joetsumyoko Shinkansen (JR East) Echigo-Yuzawa Conventional Lines (Kanto Area Network) Conventional Lines (Other Network) Toyama Nagano BRT (Bus Rapid Transit) Lines Kanazawa Utsunomiya Shinkansen (Other JR Companies) Takasaki Mito Shinkansen (Under Construction) (As of June 2017) Karuizawa Omiya Tokyo Narita Airport Hachioji Chiba 2017Yokohama Transportation Retail & Services Real Estate & Hotels Others Railway Business, Bus Services, Retail Sales, Restaurant Operations, Shopping Center Operations, IT & Suica business such as the Cleaning Services, Railcar Advertising & Publicity, etc. -
SGH Summary Report 2014-2015
SGH Summary Report 2014-2015 Saitama Prefectural Urawa High School Saitama Prefectural Urawa High School Designated Year 2014 SGH Summary Report (2014 - 2015) Printed: March, 2016 Editor: the Research and Development committee of SGH at Urawa High School Cooperation: Scott Aikin, Kai Osawa Publisher: Saitama Prefectural Urawa High School Principal: Takeshi Sugiyama Address: Ryoke 5 - 3 - 3, Urawa-ku, Saitama City, Saitama, 330 - 9330, Japan Tel: 048 (886) 3000 Fax: 048 (885) 4647 Preface Urawa Prefectural High School was designated as a Super Global High school in 2014. In this report, we have put together a record of activities from the past two years. We applied for SGH for the following reasons. First, we aim to equip Urawa High School students to become global leaders. Students should always try to overcome the difficulties they face. With this in mind I want our students, who are expected to play an important role in the world, to strengthen themselves by nurturing more global views and interacting with various kinds of people. Second, we want to share our approach to education with the world. There are 56 high schools designated as SGHs in Japan, and we want to share our approach with these other schools. Also, the designation as an SGH has increased the number of visitors to our school. I believe transmitting the approach of our school’s all-around education to others will have a positive effect on the future direction of education in Japan. Third, I think being an SGH will augment the education of our school. If you already think that your education is satisfactory, there is little room for improvement. -
Impressive Amenity Spaces and Structural Engineering
SSpecialpecial featurefeature articlearticle IMPRESSIVE AMENITY SPACES AND STRUCTURAL ENGINEERING Akira Wada Professor at the Integrated Research Institute and Human beings live through a variety of situations: sometimes happy, and some- the Structural Engineering Research Center, times sad; sometimes on top of the world, and sometimes in the doldrums. People Tokyo Institute of Technology also visit many places and meet many people in their lives. In times of peace, we spend most of our childhood near our birthplaces, growing up guided by the tender hand of our mothers. After entering school, we sometimes go to places far away on school excursions or family trips. And we may go further than usual for family events such as weddings and funerals. In high school, we gradually put some distance between ourselves and our family, making trips with friends more often. On entering university or getting a job, we may start a new life away from our hometown. We come to often make business trips, and we travel abroad as well as domestically. As adults, we commute between home and work- place every day, regardless whether we live in a big city or in a rural town. People move about using various modes of transport throughout their lives, from buses, the most familiar system, to even airplanes and large passenger ships on occasion. Transport systems that are well maintained, support people's activities, and make them more prosperous are one of the important features of a peaceful civilized society. Above all, railway transport systems from streetcars and subways Profile to high-speed rail transport without doubt play the most important role. -
Annual Report 2018
ANNUAL REPORT 2018 For the year ended March 31, 2018 OUTLINE Our Origin We Will Continue to Embrace the Cha llenge… ©KOTSU SHIMBUNSHA 1987 Restructuring of Japanese National Railways Expanding the Business Field The division and privatization of Japanese National Railways (JNR) aimed to rehabilitate Since its establishment, the JR East Group has upgraded the services it provides customers and revitalize railways. This reorganization and rehabilitated and revitalized railways by leveraging railway infrastructure, technology, and only produced benefits because employees expertise. The Group has expanded and improved the Shinkansen network and other railway adopted a new attitude that was based on a networks. Further, while increasing railway traffic volume through service quality enhancement, commitment to being autonomous, customer the Group has significantly broadened its business field by developing the life-style service focused, and regionally rooted. business, the IT & Suica business, and overseas businesses. East Japan Railway Company We Will Continue billion to Embrace the Cha llenge… ¥2,950.2 Realizing Sustainable Growth as a Group * Fiscal 1988 figures are nonconsolidated. Further, other billion operations include bus services. billion Transportation (“Railway” in fiscal 1988) Other Operations (in fiscal 1988) Retail & Services Real Estate & Hotels Others ¥1,565.7 ¥481.3 billion ¥307.3 Operating Revenues 1988* 2018 Operating Income 1988* 2018 Annual Report 2018 1 OUTLINE Our Direction Evolving Railways and Pursuing New Possibilities Transportation Retail & The Transportation segment includes Services passenger transportation operations, which are centered on railway opera- The Retail & Services segment consists tions, as well as travel agency services, of the part of JR East’s life-style service cleaning services, station operations, business that includes retail sales and facilities maintenance operations, restaurant operations, wholesale railcar manufacturing operations, and business, a truck transportation busi- railcar maintenance operations. -
Integrated Report 2020 01
社員2800名から集めた「大切にしたい信条」を表す漢字一文字を使用して、 表紙について 社員一人ひとりの想いが礎となってつくり上げてきた東急建設のまちづくりを表現しています。 Integrated Report 経営戦略本部 経営企画部 コーポレート・コミュニケーショングループ 〒150-8340 東京都渋谷区渋谷1-16-14 TEL: 03-5466-5008 FAX: 03-5466-5069 E-mail: [email protected] www.tokyu-cnst.co.jp Our Value Creation Story 02 As a Member of the Tokyu Group 04 The History of the Tokyu Construction Group 06 The Strengths of the Tokyu Construction Group (Our Source for Value Creation) 08 Feature Article 1: Tokyo Metro Ginza Line Shibuya Station Railroad Switching Diversion Project 10 The Value Creation Process 12 Material Issues (Materiality) in Achieving “Our Ideals for 2026 — The Company We Hope to Be in 2026” Contents 14 Tokyu Construction Group’s Vision of “Our Ideals for 2026 — The Company We Hope to Be in 2026” Value Creation Initiatives 16 A Message from the President 22 Financial and Capital Strategies 24 Financial and Non-financial Highlights 26 Mid-Term Management Plan 2018-2020: Shinka 2020 Urban Solutions Business 30 Feature Article 2: Aiming at sustainable corporate management that can cope with the changing business environment 32 At a Glance (Business Overview) 34 Overview of each Business 34 Civil Engineering Business 36 Building Construction Business 38 Real Estate Business 40 International Business TOKYU CONSTRUCTION CO., LTD. Integrated Report 2020 01 The Foundation Supporting Value Creation 42 Corporate Governance 47 External Director Interview 48 Board of Directors 50 Risk Management 52 Compliance 54 Human Resources 58 Occupational Safety (Safety and Health) 60 The Environment About the Cover 64 Quality Control We approached 2,800 employees and asked them to suggest one 65 Initiatives to fulfill other social responsibilities Chinese character that they feel represents a principle they hold dear. -
FY2013.3 Capital Expenditure Plan (Non-Consolidated) [PDF/889KB]
East Japan Railway Company April 12, 2012 FY2013.3 Capital Expenditure Plan (non-consolidated) East Japan Railway Company (JR East) today announced the formulation of its FY2013.3 capital expenditure plan (non-consolidated). Under this plan, JR East will focus on recovery from the Great East Japan Earthquake and the new priorities the disaster made apparent, with the aim of ensuring railway operations are resistant to disaster. At the same time, JR East will continue to steadily promote ongoing capital expenditures in enhancing safety, increasing customer satisfaction, and paving the way for future growth. Planned capital expenditure (non-consolidated) for FY2013.3 is ¥395 billion, an increase of ¥100 billion from the planned capital expenditure for FY2012.3. Major capital expenditure ●We will expand the scope of seismic reinforcement measures for viaduct columns, bridge piers and stations, as we implement these measures ahead of schedule. At the same time, we will begin implementing measures such as reinforcing embankments, preventing the collapse of electric poles and other initiatives in preparation for an earthquake directly beneath the Tokyo metropolitan area. In addition, we will further strengthen our seismic observation system such as by stepping up the installation of seismometers. ●We will steadily implement safety measures, such as installing ATS-P and ATS-Ps (automatic train-stop system) and steps to prevent rail crossing accidents. Furthermore, as part of the ongoing installation of platform doors on the Yamanote Line, platform doors will enter service at two more stations: Osaki and Ikebukuro. ●We will continue to introduce the E5 series Shinkansen train to the Tohoku Shinkansen, with the view to increasing the maximum operational speed of certain trains to 320 km/h by the end of FY2013.3—the fastest speed in Japan. -
An Application of the Node Place Model to Explore the Spatial Development Dynamics of Station Areas in Tokyo
UvA-DARE (Digital Academic Repository) An application of the node place model to explore the spatial development dynamics of station areas in Tokyo Chorus, P.; Bertolini, L. DOI 10.5198/jtlu.v4i1.145 Publication date 2011 Document Version Final published version Published in Journal of Transport and Land Use License CC BY-NC Link to publication Citation for published version (APA): Chorus, P., & Bertolini, L. (2011). An application of the node place model to explore the spatial development dynamics of station areas in Tokyo. Journal of Transport and Land Use, 4(1), 45-58. https://doi.org/10.5198/jtlu.v4i1.145 General rights It is not permitted to download or to forward/distribute the text or part of it without the consent of the author(s) and/or copyright holder(s), other than for strictly personal, individual use, unless the work is under an open content license (like Creative Commons). Disclaimer/Complaints regulations If you believe that digital publication of certain material infringes any of your rights or (privacy) interests, please let the Library know, stating your reasons. In case of a legitimate complaint, the Library will make the material inaccessible and/or remove it from the website. Please Ask the Library: https://uba.uva.nl/en/contact, or a letter to: Library of the University of Amsterdam, Secretariat, Singel 425, 1012 WP Amsterdam, The Netherlands. You will be contacted as soon as possible. UvA-DARE is a service provided by the library of the University of Amsterdam (https://dare.uva.nl) Download date:04 Oct 2021 http://jtlu.org . -
FY2018.3 Capital Expenditure Plan (Non-Consolidated) [PDF/672KB]
East Japan Railway Company April 28, 2017 FY2018.3 Capital Expenditure Plan (non-consolidated) East Japan Railway Company (JR East) today announced the formulation of its FY2018.3 capital expenditure plan (non-consolidated). Aiming to realize three priority groupwide tasks, namely, to improve the safety and reliability of transportation, take on the challenge of enhancing profitability, and advance “TICKET TO TOMORROW” initiatives, JR East will take measures to install and further improve safety equipment and steadily promote ongoing capital expenditure to increase customer satisfaction and pave the way for future growth. Planned capital expenditure (non-consolidated) for FY2018.3 is ¥455.0 billion, an increase of ¥28.0 billion from capital expenditure in FY2017.3 ○ Major capital expenditure We will proceed with the installation of automatic platform gates to enhance the safety of railway station platforms, and we will begin using automatic platform gates at five railway stations on the Keihin-Tohoku Line: Saitama-Shintoshin Station, Urawa Station, Ueno Station, Oimachi Station, and Tsurumi Station. We will work to improve the reliability of transportation. We will steadily advance safety measures, including measures to protect against major earthquakes and measures to prevent railway crossing accidents, while making progress in renewing aging facilities and equipment and taking measures to install equipment and facilities to prevent snow from disrupting our train services in the Tokyo metropolitan area. We will install security cameras inside Shinkansen railcars and continue such measures as strengthening the security of railway stations, railcar storage locations, track-side areas, and electrical facilities to ensure that customers use our services with peace of mind. -
Haneda Airport Route(*PDF File)
1 of 3 Bus stop valid for Airport Limousine Bus Premium Coupon(Haneda Airport route) required required Area Bus Stop Useable Area Bus Stop Useable number number Century Southern Tower ○ 1 coupon The Capitol Hotel Tokyu ○ 1 coupon Hotel Sunroute Plaza Shinjuku ○ 1 coupon Grand Hyatt Tokyo ○ 1 coupon Hilton Tokyo ○ 1 coupon ANA InterContinental Tokyo ○ 1 coupon Shinjuku Washington Hotel 1 coupon The Okura Tokyo 1 coupon ○ Akasaka Roppongi, ○ Park Hyatt Tokyo ○ 1 coupon Toranomon Hills × × Hyatt Regency Tokyo 1 coupon Andaz Tokyo 1 coupon ○ Toranomon ○ Shinjuku Keio Plaza Hotel ○ 1 coupon HOTEL THE CELESTINE TOKYO SHIBA ○ 1 coupon Shinjuku Station/West ○ 1 coupon Shiba Park Hotel ○ 1 coupon Shinjuku Expressway Bus Terminal ○ 1 coupon Tokyo Prince Hotel ○ 1 coupon 【Early Morning Service】Shinjuku Expressway Bus Terminal ○ 2 coupons The Prince Park Tower Tokyo ○ 1 coupon 【Early Morning Service】Higashi Shinjuku Station ○ 2 coupons The Westin Tokyo ○ 1 coupon T-CAT Tokyo City Air Terminal ○ 1 coupon Sheraton Miyako Hotel Tokyo ○ 1 coupon Ikebukuro Sunshine Bus Terminal ○ 1 coupon Tokyo Marriott Hotel ○ 1 coupon Sunshine City Prince Hotel 1 coupon Shinagawa Prince Hotel 1 coupon ○ Shinagawa Ebisu, Shiba, ○ Hotel Metropolitan ○ 1 coupon The Prince Sakura Tower Tokyo ○ 1 coupon Ikebukuro Ikebukuro Station/West ○ 1 coupon Grand Prince Hotel Takanawa ○ 1 coupon 【Early Morning Service】Ikebukuro Station/East ○ 2 coupons Grand Prince Hotel New Takanawa ○ 1 coupon Hotel Chinzanso Tokyo ○ 1 coupon Shibuya Excel Hotel Tokyu × × Tokyo Dome Hotel ○ 1 coupon -
Battery-Powered Drive Systems: Latest Technologies and Outlook
138 Hitachi Review Vol. 66 (2017), No. 2 Featured Articles II Battery-powered Drive Systems: Latest Technologies and Outlook Yasuhiro Nagaura OVERVIEW: Recently, progress is being made on the practical application Ryoichi Oishi of technologies for installing high-capacity lithium-ion batteries in rolling Motomi Shimada stock and using them for traction power. In particular, use of batteries in rolling stock that runs on non-electrified sections of track can save energy, Takashi Kaneko minimize noise, and reduce maintenance requirements compared with conventional diesel railcars. Hitachi has successfully commercialized a battery-powered train that can run on non-electrified sections of track by using energy stored in batteries that are charged from the alternating current overhead lines, and delivered it as the JR Kyushu Series BEC819. For hybrid rolling stock that supply power using a diesel engine and batteries, Hitachi has also developed a function that enables them to operate as electric railcars by fitting them with low-capacity emergency batteries that can be used when the main batteries are unavailable. The hybrid rolling stock have been delivered as the JR East Series HB-E210 and Series HB-E300 trains (fleet expansion trains). In the future, Hitachi will continue to meet a wide range of customer needs by drawing on the experience it has accumulated in battery-based technologies through its work on trains powered by batteries. East Japan Railway Company (JR East) to work INTRODUCTION on technology for rolling stock that travels on non- LOOKING for ways to reduce the energy consumption electrified lines. It developed a hybrid drive system and environmental impact of rolling stock, Hitachi, that combines an engine-generator and batteries(1), Ltd. -
Fact Sheets 2011 (Managerial Data & Financial Data)
WEST JAPAN RAILWAY COMPANY Fact Sheets 2011 1 Corporate Overview JR-Hokkaido Sapporo JR-West’s Corporate Profi le, Service Area, Revenue Composition COrpOrate prOfIle (as Of MarCh 31, 2011) reVenUe COMpOsItIOn Date of establishment: April 1, 1987 Boundary Stations between Omishiotsu (fy enDeD MarCh 31, 2011) JR-West and Other JR Companies OPEraTiNg rEvENuEs Common stock: ¥100 billion Shinkansen Line (Bullet Train) (rEvENuEs FrOm THird ParTiEs) Shares outstanding: 2 million Intercity Lines JR-Hokkaido Regional Lines Maibara Employees: 26,705 (non-consolidated) Sapporo • Transportation .........¥806.4 billion • Sales of Goods and 45,703 (consolidated) Tanigawa Total Food Services .........¥201.3 billion Number of subsidiaries: 145 ( incl. 65 consolidated Yamashina Kusatsu ¥1,213.5 Kyoto • Real Estate ................¥75.7 billion subsidiaries) billion Shin-Osaka Kameyama • Other Businesses ....¥129.9 billion Aioi Himeji Kakogawa Tsuge BUsInesses Shin-Kobe Kyobashi JR-East Amagasaki Nara Kobe Transportation Nishi-Akashi Osaka Tennoji OPEraTiNg iNCOmE Oji • Railway Takada Kansai Airport Total route length: 5,012.7 kilometers • Transportation ...........¥61.1 billion Shinkansen 644.0 kilometers Kyoto-Osaka-Kobe Area Total “Urban Network” • Sales of Goods and Conventional lines 4,368.7 kilometers Food Services .............¥3.5 billion Wakayama ¥95.9 Tokyo JR-Central • Real Estate ................¥22.2 billion * The total route length is the sum of the Shinkansen and conventional lines. billion JR-West Kyoto Nagoya Shinagawa• Other Businesses