Sustainability Report 2010 Environment Safety Society
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
HO Scale Price List 2019
GAUGEMASTER HO Scale price list 2019 Prices correct at time of going to press and are subject to change at any time Post free option is available for orders above a value of £15 to mainland UK addresses*. Non-mainland UK orders are posted at cost. Orders to non-EC destinations are VAT free. *Except orders containing one or more items above a length of 600mm and below a total order value of £25. Order conforming to this exception will be charged carriage at cost (not to exceed £4.95) Gaugemaster Controls Ltd Gaugemaster House Ford Road Arundel West Sussex BN18 0BN Tel - (01903) 884321 Fax - (01903) 884377 [email protected] [email protected] [email protected] Printed: 06/09/2019 KEY TO PRICE LISTS The following legends appear at the front of the Product Name for certain entries: * : New Item not yet available # : Not in production, stock available #D# : Discontinued, few remaining #P# : New Item, limited availability www.gaugemaster.com Registered in England No: 2714470. Registered Office: Gaugemaster House, Ford Road, Arundel, West Sussex, BN18 0BN. Directors: R K Taylor, D J Taylor. Bankers: Royal Bank of Scotland PLC, South Street, Chichester, West Sussex, England. Sort Code: 16-16-20 Account No: 11318851 VAT reg: 587 8089 71 1 Contents Atlas 3 Magazines/Books 38 Atlas O 5 Marklin 38 Bachmann 5 Marklin Club 42 Busch 5 Mehano 43 Cararama 8 Merten 43 Dapol 9 Model Power 43 Dapol Kits 9 Modelcraft 43 DCC Concepts 9 MRC 44 Deluxe Materials 11 myWorld 44 DM Toys 11 Noch 44 Electrotren 11 Oxford Diecast 53 Faller 12 -
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. -
2018 Worldwide Rolling Stock Manufacturers
Extract 2018 WORLDWIDE ROLLING STOCK MANUFACTURERS Market Insights and Factsheets for Top 50 Manufacturers and Overview of 190 Companies and 370 Production Sites © SCI Verkehr GmbH • www.sci.de • Worldwide Rolling Stock Manufacturers 1 Extract WORLDWIDE ROLLING STOCK MANUFACTURERS Market Insights and Factsheets for the Top 50 Manufacturers and Overview of 190 Companies and more than 370 Production Sites Available in English from 06th November 2018. Now you can also purchase the data annex in Excel format (see overview data sheets on page no. 6 for more information). SCI Verkehr presents the current product and service range of around 190 rolling stock manufacturers and also offers company figures and information about the current and future orientation of the world leaders in the manufacture of rolling stock in this MultiClient study. Furthermore, the study shows their production sites in detail, analysed by regional distribution and capacities. The study “Worldwide Rolling Stock Manufacturers” analyses and explains the market along the revenues with new rolling stock. Previously to the publication of this study, SCI Verkehr surveyed the 50 largest manufacturers of rolling stock averagely from 2013 to 2017. In terms of sites, the production facilities of traditional rolling stock production are taken into consideration first of all. Sites at which the maintenance and/or refurbishment of the vehicles are performed are not taken into consideration. A site is defined as a geographical place or location where a company or an operating facility of a company is located. For smaller companies, the site is also generally the company headquarters. Within the scope of this study, SCI Verkehr is mainly focusing on the top of the value creation chain. -
Open Sound Data Catalog Created on 2021/04/17 19:22:02
Open Sound Data Catalog https://desktopstation.net/sounds/ Created on 2021/04/17 19:22:02 This catalog introduces a list of locomotives and sound data available on Open Sound Data, a project for distributing Japanese-style sound data for digital model railroads (DCC). Use of the data is free of charge, but compliance with the terms and conditions is required. Please refer to the Open Sound Data website for more information. Old Kokuden Type nose suspension drive Provided by MB3110A@zhengdao_X The sound of a suspended motor is something that we cannot hear around us anymore. The ESU sound decoder fulfilled my wish that the nostalgic sound of the suspension motor would remain in service forever. The sound source is based on the running sound of Tobu 3050 series, and various operation sounds such as old auxiliary equipment are added to make it highly versatile. The sound source is based on the running sound of Tobu 3050 series. This data can be used with the LokSound V4 series and LokSound 5 series, but the LokSound V4 rescue version has some limitations in sound quality and functions. URL https://desktopstation.net/sounds/osd2.html Kiha 40 series diesel car Provided by MB3110A@zhengdao_X, Tochigi General Rolling Stock Office This is the sound of the DMF15HSA internal combustion engine (original engine) used in the Kiha40 series. I wanted to preserve the sound of the original engine in a model, so I combined the sound recorded by MB3110A with my own sound. I would be happy if you could run it with the diesel sound. -
Annual Report2007
A Brief History of JR East 1987 April 1 • JR East established through division and privati- 1989 April 1 • Safety Research Laboratory and General zation of JNR Training Center established • Tokyo Regional Operations Headquarters, • Fares revised in connection with introduction of Tokyo Region Marketing Headquarters, Tohoku Japan’s national consumption tax Regional Headquarters, Niigata Branch, and May 20 • New-type ATS-P (Automatic Train Stop) devices Nagano Branch established introduced to enhance safety April 9 • Railway Safety Promotion Committee meeting October 23 • JR East InfoLine English-language information convened for the first time service began April 24 • American Potato new-style directly operated December 1 • ATS-SN devices introduced beer garden restaurant opened in Shimbashi Station 1990 March 7 • First Safety Seminar held May 20 • Casualty insurance agency business begun March 10 • Timetable revised May 25 • Catch phrase “From your neighborhood all the • Tokyo–Soga section of Keiyo Line opened way to the future” adopted March 25 • ATS-P use begun on Tokyo–Nakano section of June 7 • Green Counter customer feedback desk opened Chuo Rapid Line and Nakano–Chiba section of Chuo/Sobu Local Line July 1 • Domestic travel marketing business begun April 1 • Morioka Office and Akita Office upgraded to July 21 • Tokyo Ekikon station concert series begun branches October 1 • Huasa di Croma voluntary tip system rest room April 28 • Resort Limited Express Super View Odoriko facility opened at Shimbashi Station debuted October 15 • General -
Railway Systems Business Strategy Hitachi IR Day 2011
Railway Systems Business Strategy Hitachi IR Day 2011 June 16, 2011 Hiroshi Nakayama President & CEO, Rail Systems Company Hitachi, Ltd. © Hitachi, Ltd. 2011. All rights reserved. Railway Systems Business Strategy Contents 1. Overview 2. Market Environment 3. Policy and Strategy 4. Performance and Targets 5. Conclusion © Hitachi, Ltd. 2011. All rights reserved. 1-1 Revenues by Systems and Products & Services Transport management & control systems Rolling stock systems Signaling/traffic management systems Rolling stock/Overseas maintenance Signaling/train control systems High-speed trains Limited express trains 32% FY2010 consolidated revenues ¥133.1 billion 68% Traffic management systems/ Commuter trains Monorails power management systems Electrical components Main circuit/ Air-conditioning/ Overseas maintenance Power supply systems Platform gates main motor air-moving systems © Hitachi, Ltd. 2011. All rights reserved. 3 1-2 Organization Rail Systems Company Rail Systems Division Sales & Marketing Division Kasado Rail Systems Product Div. Rail Systems Sales Div. (Domestic market) (Rolling stock) Global Sales & Marketing Div. (Overseas market) Mito Rail Systems Product Div. (Electrical components, signaling/ train control systems, traffic management systems/ Global Rail Business power management systems) Development Division Hitachi Works (Main motors, IGBT modules) Kokubu Engineering & Product Div. (Power supply systems) Omika Works (Traffic management systems/ Power management systems, Business support systems) © Hitachi, Ltd. 2011. All rights reserved. 4 Railway Systems Business Strategy Contents 1. Overview 2. Market Environment 3. Policy and Strategy 4. Performance and Targets 5. Conclusion © Hitachi, Ltd. 2011. All rights reserved. 2-1 Market Trends Japan Increase investment in services and environment-related areas, but major growth in capital expenditures cannot be expected Drop off construction of new Shinkansen lines, and increase demand on replacement/upgrading aging lines, etc. -
Society Relationship with Passengers …………… 55
JR EAST GROUP CSR REPORT 2017 CONTENTS Society Relationship with Passengers …………… 55 Relationship with Society ………………… 74 Column: Development of rolling stock manufacturing business ………………… 89 Relationship with Employees …………… 90 Column: In preparation for Tokyo 2020 Olympic and Paralympic Games ……… 97 Relationship with Passengers Our fundamental concept of service quality The "JR East Group Management Vision V" states that "Service Quality Reform" is one of the group's eternal missions. In order to become a corporate group that is the preferred choice of passengers and local communities, JR East will reform service quality through cross-divisional and cross-sectional teamwork with the aim of becoming Japan's number- one railway in terms of passenger satisfaction. In order to achieve this, we will work to increase safety and convenience and further improve transport quality while promoting the creation of railways that passengers can use confidently and pursuing the comprehensive delivery of passenger-friendly railway services. 55 Society JR EAST GROUP CSR REPORT 2017 Medium-term Vision for Service Quality Reforms 2017 In order for the JR East Group to continue growing amid the various changes occurring in the surrounding environment, we formulated the "Medium-term Vision for Service Quality Reforms 2017," a three-year plan starting in 2015. With the aim of being number one in the Japanese railway industry when it comes to passenger satisfaction, this vision is founded on enhancing mutual communication with passenger feedback as the starting point and developing personnel and organizations that proactively think and act from the passenger's perspective. It specifies five pillars for further improvement: safety, information provision during service disruptions, confidence, comfort, and service. -
Jr East Group Csr Report 2016
JR East Group CSR Report 2016 Aiming for a Sustainable Society JR EAST GROUP CSR REPORT 2016 CONTENTS Society Group Philosophy/Basic Principles/ Ⅱ-2 Relationship with Society …………………………66 Corporate Profile/Editorial Policy …………………………… 3 Ⅱ-2-1 Life-style Business of JR East ………………………66 Top Message …………………………………………………… 4 Ⅱ-2-2 Strengthening Collaboration JR East Group Management Vision V with Communities and Local Revitalization …… 66 ― Ever Onward ― …………………………………………… 6 Ⅱ-2-3 Rediscover the Region Project ……………………68 GRI Content Index (General Standard Disclosures) …10 Special For Regional Revitalization Topic Ⅲ Materiality (material aspects) and 〜"Oyatsu TIMES"〜 …………………………………70 Key CSR Activities of the JR East Group …………………12 Ⅱ-2-4 Childcare Support Services HAPPY CHILD PROJECT …72 GRI Content Index (Specific Standard Disclosures) …… 14 Ⅱ-2-5 Development of COTONIOR ………………………73 JR East Stakeholders …………………………………………15 Ⅱ-2-6 Cultural Activities ……………………………………73 Safety Ⅱ-2-7 Developing Our Business around the World …74 Ⅰ-1 Our fundamental concept of safety ………………17 Ⅰ-1-1 General principles of Safety ………………………17 Ⅱ-3 Relationship with Employees ……………………80 Ⅰ-1-2 Group Safety Plan 2018 ……………………………18 Ⅱ-3-1 Demonstrating the power of human resources ……80 Ⅰ-1-3 Group Safety Plan 2018 4pillars Ⅱ-3-2 Promotion of Diversity Management ……………81 ① Ingraining the cultures of safety ……………19 Ⅱ-3-3 To Improve Working Environment ……………………85 Ⅰ-1-4 Group Safety Plan 2018 4pillars Special Employee Development Initiatives ………………86 Topic Ⅳ ② Improving safety management -
East Japan Railway Company (JR East) Management Planning Department
20 Years After JNR Privatization Vol. 2 East Japan Railway Company (JR East) Management Planning Department Introduction to cut costs and increase productivity across the board. JR East has worked to reduce long-term debt inherited Immediately after the JNR reforms a little more than 20 from JNR—one of the company’s most important tasks— years ago, there was a sense of crisis in the air at JR East and although total long-term debt increased temporarily over whether the new company would be profitable and at purchase of the Tohoku and Joetsu shinkansen could really recapture the glory days of rail. Nevertheless, infrastructure in 1991, we have repaid about ¥2.7 trillion all JR East employees were determined to show in 20 years. The resultant drop in interest payments has unrelenting resolve and determination from the outset helped stabilize the company’s operations. with the intent of creating a new railway era. Thanks to such efforts, JR East has continually posted Since those first days, we have striven to enhance the favourable operating results and became fully privatized competitiveness of our railway operations despite the following listing on the Tokyo Stock Exchange, three effects of the collapse of the Japanese economic ‘bubble’ sales of government-held shares, and amendment of the in 1991, the Lost Decade period of low growth, and JR Law. It is no exaggeration to say that we have intensifying competition with other transport modes. achieved the objectives of the JNR reforms with Specifically, we have expanded our shinkansen network, independent management of a profitable company and increased carrying capacity in the Tokyo metropolitan have helped restored railways in Japan to their former area, and in recent years, enhanced seamless glory (Figs. -
Status and Update of Priority Initiatives Going Forward for “JR East Group
October 28, 2014 East Japan Railway Company Status and Update of Priority Initiatives Going Forward for “JR East Group Management Vision V – Ever Onward” Two years ago, the JR East Group formulated “JR East Group Management Vision V – Ever Onward,” and set forth a management direction of “Thriving with Communities, Growing Globally.” Based on this, the JR East Group meets the expectations of customers and local communities by fulfilling its “Eternal Mission,” and continuing the ongoing challenge of pursuing the “Unlimited Potential” of its railway service. In October 2013, a set of “Priority Initiatives Going Forward” was announced to accelerate the realization of the tenets in “JR East Group Management Vision V.” In view of the progress over the last year, JR East has given those priority initiatives a further update. Details are as follows. ◆ Priority Initiatives Going Forward for “JR East Group Management Vision V - Ever Onward” *Items underlined are new additions to “Priority 1. Eternal Mission Initiatives Going Forward” (1) KIWAMERU (Excel): Pursuing “extreme safety levels” ○Build a railway capable of withstanding natural disasters ・Expect to complete approximately 80% of the planned seismic reinforcements by the end of FY2017.3 ・Appropriately renew aging facilities such as structures, track equipment, and station buildings ○Formulate a phase 2 plan for installing automatic platform gates ・Prioritize stations many passengers use in expanding the installation of automatic platform gates to outside of the Yamanote Line ・Reduce costs -
Promoting JR EAST Group's Inbound Initiatives ~Ongoing Activities To
December 28, 2016 East Japan Railway Company Promoting JR EAST Groupʼs Inbound Initiatives Ongoing activities to create an environment that accommodates foreign visitors East Japan Railway Company will introduce Japanese-English bilingual station numbering displays and announcements to in-train information service systems (in-train Visual Information Service (VIS) and LED monitors (LED) installed above doors) and in-train automated announcements. In addition, multilingual emergency information service will be introduced, in voice and text formats, to VIS-equipped trains operating in the Tokyo metropolitan area. In collaboration with JR Hokkaido and JR West, JR East will expand the scope of trains covered by JR-EAST Train Reservation, its online seat reservation service for foreign visitors. To ensure a more comfortable experience at stores in railway stations, activities will be undertaken to create a better sales floor through such measures as providing store information in multiple languages. As part of these activities, information delivery and purchase bonus campaigns will be launched at Ueno Station, Shinagawa Station, Tokyo Station, and Sendai Station. *VIS・・・Visual Information Service 1. Introducing station numbering to in-train information service systems and in-train automated announcements A station numbering system has been gradually installed at 276 stations in the Tokyo metropolitan area. In the future, station numbering will be displayed in Japanese and English on the in-train information service systems (VIS and LED). In addition, in-train automated announcements will be made in Japanese and English. Applicable trains: E231 series, E233 series, E235 series, and others operating in areas where station numbering is introduced Introduction schedule: To be introduced gradually from Spring 2017 Visual image (In-train VIS) (In-train LED) (In-train automated announcements) The next station is Shinjuku, JY17. -
JR East Group INTEGRATED REPORT 2020
ENVIRONMENT Aiming to Realize Measures to Prevent Global Warming a Sustainable Society Further enhancing railways’ Formulation of environmental goals •CO2 emissions, by scope (non-consoridated) superior environmental friendliness With the 21st Conference of the Parties to the United Nations Item Scope 1 Scope 2 Scope 3 CO2 emissions in 1.29 million t-CO2 1.21 million t-CO2 4.74 million t-CO2 Environment As one pillar of its ESG management, on the environmental front Framework Convention on Climate Change (COP21) held in FY2020 the JR East Group aims to help realize a carbon-free society. To December 2015 adopting the Paris Agreement, JR East has set * Scope 1 All CO2 emissions directly attributable to fuel consumed in the operation of diesel prevent global warming and diversify our energy use, we are intro- environmental goals to be achieved in FY2031. railcars, operation of JR East thermal electric power plant, etc. * Scope 2 CO2 emissions indirectly emitted from the use of electricity purchased from electric ducing renewable energy, engaging in energy-saving technological In May 2020, we formulated a new target: achieving “net zero CO2 power companies. innovation, and working to use hydrogen as energy when operating emissions by FY2051. We also revised upward our targets for reduc- * Scope 3 CO2 discharged by the other companies which are related to our business activities. * The sum of the Scope 1 and Scope 2 emissions and the total CO2 emissions do not match, railways and developing cities. ing CO2 emissions and energy consumption in the railway business since the former includes emissions associated with the production of electricity supplied to other companies.