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Nankai Electric Railway Company Profile 2020 Corporate Philosophy
Nankai Electric Railway Company Profile 2020 Corporate Philosophy Based on our Corporate Philosophy, which we have adapted to the latest social trends, and the message of our corporate symbol, the Company considers itself a comprehensive lifestyle provider centered on railway operations. As such, we aim to help build prosperity and contribute to society through broad-based businesses that support every aspect of people’s lifestyles. Corporate Philosophy (Drawn up April 1, 1993) With expertise and dynamism, forging the way to the future ◆ Contribution to the Community Justifying public trust as an all-round lifestyle provider and building a better society ◆ Putting the Customer First Providing excellent services for the customer and bringing living comfort and cultural enrichment ◆ Future Challenges Meeting the needs of coming generations with bold energy and creativity ◆ A Dynamic Workplace Creating a workplace brimming with vitality and harnessing the expertise and personal strengths of every employee Corporate Symbol Our logo symbolizes our striving for the future as a comprehensive lifestyle company. It features two wings, one vivid red and one bright orange. The red, like the sun shining on the southern seas, represents our passion, and the orange the optimism of the human heart. Message from the Management 2 Retail 11 Business Area 3 Leisure and Services 12 Construction and Other 12 Route Map 4 Segment Information 5 Key Themes of the Nankai Group 13 Contents Transportation 7 Management Vision 2027 Real Estate 9 Corporate Information 15 1 Nankai Electric Railway Company Profile 2020 Message from the Management President and CEO Achikita Teruhiko Founded in 1885, Nankai Electric Railway Co., Ltd. -
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. -
GETTING READY for TAKE-OFF How Generation Z Is Starting to Shape Corporate Travel of the Future
connectCWT’s business travel magazine | UK & Ireland | Spring 2019 GETTING READY FOR TAKE-OFF How Generation Z is starting to shape corporate travel of the future Osaka An economic and cultural powerhouse The state of the hotel market The effect of technology and mergers Health & travel Keeping fit & healthy when travelling connect 1/2019 – Editorial 3 Welcome to Connect magazine for spring 2019! egular readers will notice that I’m not the person you usually see when flipping open your issue of Connect. From this magazine onwards, we will be rotating the slot and featuring guest editors Rfrom across CWT. I’m privileged to be the first one of many to take this coveted position. As SVP and Chief Experience Officer at RoomIt by CWT my role is to ensure we match travellers with the right room at the right rate, while helping companies control their budgets and improve travel oversight. We touch on this in our feature on recent developments in the hotel market (page 18). In the same article, we show how innovative travel managers can achieve savings beyond negotiated rates at the same time as still maintaining compliance in travel programmes. In this issue we also compare the much-talked and -written about Millennials with their younger counterparts, Generation Z (page 8). We discover how they might shape the corporate travel of the future and what they expect in a travel programme, from hotel stays to long-haul flights. With destinations in mind, we head east to Japan and the city of Osaka (page 12), an exciting metropolis that works as hard as it plays. -
Off-Track Betting on Your Doorstep *Charges for Pay-Seats, Etc., Are Valid As of Nov
Ashiyu foot bath at WINS Isawa Excel Floor of WINS Shin-Yokohama Carousel at WINS Shin-Shirakawa WINS Kyoto Entrance to WINS Namba WINS Sasebo in Huis ten Bosch WINS – off-track betting on your doorstep *Charges for pay-seats, etc., are valid as of Nov. 13th, 2009. Did you know that you can place a bet without going to a racecourse? Just pop in to your local WINS off-track betting facility! With branches all over Japan, WINS are also convenient places for meeting spot or just taking a coffee break. Some WINS facilities are set up with comfortable sofas and PC and monitor for your personal use, allowing you to enjoy the whole day at the races! Of course, WINS also make payouts on winning bets. WINS Sapporo(some pay-seats) WINS Shizunai WINS Kushiro WINS Ginza-dori WINS Korakuen (some pay-seats) WINS Kinshicho (some pay-seats) Dodo-Biratori Shizunai Route JR Senmo Main Line Main Senmo JR ▲Sapporo Stn. Homac ▼ 391 Subway Ryogoku Ichikawa ▼ Hokkaido Sales WINS Posful Fujiya Toei Subway Hibiya Line Ginza Stn. Police box Kasuga Stn. Kinshicho Stn. WINS Sapporo Toho Subway Line Shizunai Kushiro Loop Road Setsuribashi Oedo Line JR Sobu Line Cosmo● Shizunai River Kushiro Timber Building B Higashi Ginza Mitsukoshi ● ● ● Subway Fire Station Reservoir ● Korakuen Stn. JR Yurakucho Stn. Hanzomon Line Stn. Dept. Store Expressway ● Suidobashi Stn. Plaza ▲ Miyuki-dori 44 Arche● ●Senshu-An Seiko Mart ● Shizunai Kushiro Rosai● Kushiro Ginza Stn. Tokyo Dome City Shopping Kinshicho Stn. Ginza-dori Kamotsu Showa-dori Attractions T street Police Hospital Yotsume-dori Municipal Nemuro o Marunouchi Line Subway e ● Jidosha Matsuya Dept. -
WHITE PAPER on LAND, INFRASTRUCTURE, TRANSPORT and TOURISM in JAPAN, 2009 Ministry of Land, Infrastructure, Transport and Tourism (MLIT)
2009 WHITE PAPER ON LAND, INFRASTRUCTURE, TRANSPORT AND TOURISM IN JAPAN, 2009 Ministry of Land, Infrastructure, Transport and Tourism (MLIT) Contents Part II Trends in MLIT policies Chapter 1: New MLIT Policies Accommodating the Needs of the Times ................................................................... 1 Chapter 2: Realizing a Tourism Nation and Creating a Beautiful Country ................................................................... 7 Chapter 3: Promoting Regional Revitalization .......................................................................................................... 14 Chapter 4: Forming the comfortable living place ....................................................................................................... 27 Chapter 5: Construction of a Competitive Economic Society ..................................................................................... 36 Chapter 6: Building a Safe and Peaceful Society ....................................................................................................... 57 Chapter 7: Creating and Preserving a Beautiful and Favorable Environment ............................................................. 88 Chapter 8: Strengthening International Cooperation, Contributions and Competitiveness for the Sustainable Development of our Country ........................................................ 110 Chapter 9: Use of Information and Communication Technology (ICT) and Promotion of Technical Research and Development ...................................................................... -
Evolution of Male Self-Expression. the Socio-Economic Phenomenon As Seen in Japanese Men’S Fashion Magazines
www.ees.uni.opole.pl ISSN paper version 1642-2597 ISSN electronic version 2081-8319 Economic and Environmental Studies Vol. 18, No 1 (45/2018), 211-248, March 2018 Evolution of male self-expression. The socio-economic phenomenon as seen in Japanese men’s fashion magazines Mariusz KOSTRZEWSKI1, Wojciech NOWAK2 1 Warsaw University of Technology, Poland 2 Copernicus University in Toruń, Poland Abstract: Visual aesthetics represented in Western media by the name of “Japanese style”, is presented from the point of view of women’s fashion, especially in the realm of pop-culture. The resources available for non- Japanese reader rarely raise the subject of Japanese men’s fashion in the context of giving voice to self- expression by means of style and clothing. The aim of this paper is to supplement the information on the socio- economic correlation between the Japanese economy, fashion market, and self-expression of Japanese men, including their views on masculinity and gender, based on the profile of Japanese men’s fashion magazines readers. The paper presents six different fashion styles indigenous to metropolitan Japan, their characteristics, background and development, emphasizing the connections to certain lifestyle and socio-economic occurrences, resulting in an emergence of a new pattern in masculinity – the herbivorous man, whose requirements and needs are analyzed considering his status in the consumer market and society. Keywords: salaryman, kireime kei, salon mode kei, ojii boy kei, gyaru-o kei, street mode kei, mode kei, sōshokukei danshi, sōshoku danshi, Non-no boy, Popeye boy, the city boy, Japan, fashion, consumer market JEL codes: H89, I31, J17, Z00 https://doi.org/10.25167/ees.2018.45.13 Correspondence Address: Mariusz Kostrzewski, Faculty of Transport, Warsaw University of Technology, Koszykowa 75, 00-662 Warszawa, Poland. -
PDF/PPT You Submitted Via Owlspace Assignments
2014 NanoJapan: International Research Experience for Undergraduates (NSF-PIRE) 4 Program Overview 5 Program Administrators 6 NanoJapan Students 8 Piccell Phone Information 10 Dialing Instructions & ER Phone Numbers 12 Arrival in Houston 13 Rice Campus Map 14 Pre-Departure Orientation 15 International Flight Itinerary 16 Travel to Japan 17 Arrival in Tokyo and Sanuki Club Map 20 Pre-Paid Subway Cards 21 Orientation Schedule in Tokyo 30 Kyushu Trip 33 Orientation Schedule in Tokyo 36 Travel to Research Host Labs 37 Research Internships Part I 38 Mid-Program Meeting in Okinawa with Flight Itineraries 43 Mid-Program Meeting in Okinawa 44 Research Internships Part II 45 Research Symposium in Tokyo & Return to U.S. 46 Re-Entry Program & RQI Symposium 49 Travel Resources and Guides 50 Sanuki Club Rules 51 Money in Japan 52 Food in Japan 57 Transportation in Japan 63 Accommodation & Sight-seeing in Japan 65 Helpful Tokyo Subway Directions 66 Tokyo JR Lines and Tokyo Subway Map 68 Directions to Elionix 72 Emergency and Medical Resources 73 International SOS Japan Country Report 88 Medical Care in Japan & CISI Insurance 93 Disaster Preparedness Information 101 Safety Tips Abroad 102 U.S. Dept. of State Students Abroad - Alcohol Abroad 103 U.S. Dept. of State Students Abroad - Victim of a Crime 104 U.S. Dept. of State Students Abroad - Women Travelers 105 Japanese Language Resources 4 / Program Overview This National Science Foundation Partnerships in International Research and Education (NSF-PIRE) grant supports the expansion of a unique interdisciplinary U.S. - Japan research and educational partnership focused on terahertz (THz) dynamics in nanostructures (OISE #0968405). -
Operating Results by Business Segment (PDF, 787KB)
operating reSuLtS By BuSiness Segment Our Transportation Network contributes to the development of the Community we Serve. Transportation Operations oOPERATINGperating rRESULTSeSuLTs JR-West’s Transportation Operations segment consists of railway operations Billions of yen Billions of yen and small-scale bus and ferry services. Its railway operations encompass 18 1,000 200 prefectures in the western half of Japan’s main island of Honshu and the northern tip of Kyushu, covering a total service area of approximately 104,000 800 150 square kilometers. The service area has a population of approximately 43 million people, equivalent to 34% of the population of Japan. The railway 600 100 network comprises a total of 1,222 railway stations, with an operating route length of 5,012.7 kilometers, almost 20% of passenger railway kilometerage in Japan. This network includes the Sanyo Shinkansen, a high-speed intercity 400 50 railway line; the Urban Network, serving the Kyoto–Osaka–Kobe metropolitan ~ area; and other conventional railway lines (excluding the three JR-West branch 0 07 08 09 10 11 0 offices in Kyoto, Osaka, and Kobe). In fiscal 2011, operating revenues in this Operating Revenues Operating Income (right) segment were up 1.1% year on year, to ¥806.4 billion. While demand for domestic tourism declined following the Great East Japan Earthquake, which occurred on March 11, 2011, this decline was more than offset by the revenues generated due to the strong economic recovery trend seen up until the earth- quake, which contributed to an overall rise in revenues. Operating income also increased, rising 35.3%, to ¥61.1 billion. -
Open Science Conference 2019 21 - 25 April Sapporo - Japan
S LAS Open Science Conference 2019 21 - 25 April Sapporo - Japan www.solas-int.org Table of contents Table of contents Welcome note 3 Open Science Conference 2019 organisation 4 In memorioum: Ronald Kiene 5 Sponsors 6 Programme overview 8 General information Venue information 10 Directions and transport 12 Social events & Food 18 Programme of Sunday - 21 April Early career scientist day (ECSD) 22 Geoengineering Workshop 23 Programme of Monday - 22 April Daily overview Monday 24 Abstracts of the plenary sessions – Integrated topics I 25 Abstracts of the plenary sessions – Theme 4 28 Abstracts of the parallel discussion sessions 31 Poster titles 33 Programme of Tuesday - 23 April Daily overview Tuesday 36 Abstracts of the plenary sessions – Geoengineering / Science and Society 37 Abstracts of the plenary sessions – Theme 2 41 Abstracts of the parallel discussion sessions 43 Poster titles 45 Programme of Wednesday - 24 April Daily overview Wednesday 49 Abstracts of the plenary sessions – Theme 1 50 Abstracts of the plenary sessions – Theme 5 53 Abstracts of the parallel discussion sessions 56 Poster titles 58 Programme of Thursday – 25 April Daily overview Thursday 60 Abstracts of the plenary sessions - Integrated topics II 61 Abstracts of the plenary sessions – Theme 3 63 Contact list 66 2 Welcome note Welcome to Sapporo General for the 2019 SOLAS Open Science Conference! We have an exciting and interesting program lined up for our 7th installment of the SOLAS open science conferences, set in this cosmopolitan city at the wild end of Japan. During the coming week, you have the opportunity to explore the full range of SOLAS science, from the core themes of the science plan during plenary lectures, to emerging issues in discussion sessions, to the future wave during the Early Career Scientists’ Day. -
2011 Annual Report
GROUP STRATEGY REVIEW OF OPERATIONS AS A CORPORATE CITIZEN DOMESTIC AND INTERNATIONAL PERSPECTIVES FINANCIAL SECTION TION C For the year ended March 31, 2011 Annual Report 2011 ONSTRU C E R CREATIVE CREATIVE KEY FIGURES TO BETTER UNDERSTAND JR EAST *Figures are as of March 31, 2011 Consolidated operating revenues, ¥2,537.4 billion On a daily basis about 17 million passengers travel a network of 70 train lines stretching 7,512.6 operating kilometers 92 stations are used by more than 100,000 passengers a day Total safety-related investments in the 24 years since JR East’s founding, about ¥2.5 trillion Open inside cover Jr east’s serVICE AREA TOKYO The new Hayabusa Series E5 super express railcars on the Tohoku Shinkansen Line will ultimately operate at a maximal speed of 320km/h Retail stores and restaurants in the stations, about 2,500 The number of Suica prepaid, rechargeable IC cards issued, about 35 million About 140,000 Open inside cover stores accept Suica electronic money Annual Report 2011 001 East Japan Railway Company (JR East) is the largest passenger railway company in the world, serving about 17 million passengers daily. JR East operates a five-route Shinkansen network between Tokyo and major cities in eastern Honshu (Japan’s main island). JR East has the ability to leverage passenger traffic and railway assets to develop non-transportation businesses. JR East alone provides nearly half of the huge volume of railway transportation in the Tokyo metropolitan area. HISTORY OF JR EAST April 1987 July 1992 March 1997 The Fukushima–Yamagata segment of the Yamagata Hybrid Shinkansen Line opens and the Tsubasa super-express begins service, marking the first Shinkansen through service to a conventional line. -
Why Fair Use Should Extend to Fan-Based Activities
WHEN HOLDING ON MEANS LETTING GO: WHY FAIR USE SHOULD EXTEND TO FAN-BASED ACTIVITIES Nathaniel T. Noda† INTRODUCTION In a celebrated children’s song, Malvina Reynolds observes that love is “just like a magic penny, / hold it tight and you won’t have any. / Lend it, spend it, and you’ll have so many / They’ll roll all over the floor.” 1 Just as love sometimes means letting go, the doctrine of fair use recognizes that the purposes of copyright are sometimes better served by allowing certain forms of infringing activity to occur. The four-factor test for fair use, codified at 17 U.S.C. § 107, affords courts sufficient latitude to fine tune the analysis in light of changing circumstances. The recent surge of interest in anime and manga, or Japanese animation and comics, 2 brings with it distinctive examples of what may be dubbed “fan-based activities,” which indicate how courts can adapt the fair use analysis to best balance the public’s access to creative works with the interests of copyright holders. The joint popularity of anime and manga is no coincidence: the origin and evolution of manga is entwined with the origin and evolution of anime, representing a symbiosis between the † Mr. Noda is a J.D. Candidate 2009, William S. Richardson School of Law, University of Hawai`i at Manoa. This paper arose within the context of the WSRSL Second-Year Seminar. The author would like to thank Professor Charles D. Booth for his invaluable advice and guidance. 1 Charles H. Smith & Nancy Schimmel, Magic Penny , by Malvina Reynolds, available at http://www.wku.edu/~smithch/MALVINA/mr101.htm. -
Smartcard Ticketing Systems for More Intelligent Railway Systems
Hitachi Review Vol. 60 (2011), No. 3 159 Smartcard Ticketing Systems for More Intelligent Railway Systems Yuichi Sato OVERVIEW: The smartcard ticketing systems whose scope is expanding Masakazu Ito across Japan are now starting to be used not just for public transport Manabu Miyatake ticketing services but also to provide users with an infrastructure that they use in their daily lives including electronic money and mobile services, credit card integration, building access control, and student identification. Hitachi has already contributed to this process through the development and implementation of smartcard ticketing systems for different regions and is now working on the development of systems that support the implementation of smart systems that underpin society and combine information and control to provide new social infrastructure for the foreseeable future. INTRODUCTION TABLE 1. Smartcard Ticketing Systems in Japan A number of smartcard ticketing systems have been Smartcard ticketing systems have spread right across Japan introduced in different parts of Japan since the over the last 10 years. *1 Service Smartcard Suica service of the East Japan Railway Company Operator commenced operation in November 2001. As of March commenced name* 2009, systems of this type had been introduced at November, 2001 Suica East Japan Railway Company Nagasaki Transportation Bureau of Nagasaki January, 2002 about 25 companies including both JR (Japan Railway) Smartcard Prefecture and others IC Saitama Railway Co., Ltd. (switched to Group and private railway companies (see Table 1). March, 2002 The East Japan Railway Company is the leader TEIKIKEN PASMO) Monorail April, 2002 Tokyo Monorail Co., Ltd. in this field and its aims in introducing the Suica Suica service include providing its passengers with greater July, 2002 Setamaru Tokyu Corporation convenience, facilitating cashless operation at railway December, 2002 Rinkai Suica Tokyo Waterfront Area Rapid Transit, Inc.