Transportation

Shinkansen Business

Policy
In addition to further improving the safety and punctuality of Shinkansen transportation, which are its greatest qualities, we will aim to improve profitability and address social challenges to create new value of the Shinkansen. Through technological innovations and structural reforms, we will transform how we work and achieve sustainable business operations.

Strategies

  • Improving Safety Levels

    Prevent serious safety and reliability issues and transportation disruptions by taking measures to further enhance the reliability of railcar equipment.

  • Generating Profits and Solving Social Issues

    We will improve transportation reliability and eliminate any Tohoku Shinkansen timetable constraints through the establishment of an inbound approach line at Fukushima Station. In addition, we will strive to improve profitability through the effective use of existing assets and strategic scheduling of special trains, while expanding the Hako-byun business following the start of Japan’s first Cargo-only Shinkansen in March 2026.

  • Technological Innovation and Structural Reform

    On the Tohoku and Joetsu Shinkansen, we are securing sufficient time for construction work by bringing forward the last train and taking other measure, while moving forward with various construction projects through increased use of machinery. Moreover, we are advancing the development of new dedicated Shinkansen inspection vehicles and conducting verification toward the establishment of efficient inspection systems using drones, monitoring equipment, AI, and other technologies, while making preparations for the introduction of driverless operations in FY2030.3.

  • Workstyle Reform for Employees

    We will ensure the steady improvement of environments to enhance employee engagement.

  • Fukushima approach line
    Cargo-only Shinkansen
    New Shinkansen-dedicated inspection train (E927 series) nickname: SOAR

Conventional Lines Business

Policy
We will implement safety measures from diverse and multilayered perspectives and strive to ensure steady improvements to transportation safety. At the same time, we will create frameworks to ensure the long-term soundness of railway cars and facilities.
Using the Group’s comprehensive strengths, we will aim to provide mobility services that bring even greater joy to our customers.

Strategies

  • Improving Safety Levels

    To strengthen the safety and reliability of our transportation services, we will steadily implement six initiatives, including a review of rules, standards, and operational flows (work procedures), and work as a Group to provide rail transportation services that provide passengers with peace of mind.

  • Generating Profits and Solving Social Issues

    We will improve transportation quality by preventing disruptions and strengthening our response capability to any abnormalities or emergencies. Moreover, we will create and communicate information on attractive destinations in collaboration with communities in each area covered by our 36 regional headquarters, and promote collaboration and cooperation within and outside the Group to create highly convenient and sustainable transportation systems.

  • Technological Innovation and Structural Reform

    We will implement structural reforms including the transformation of operations through use of monitoring equipment, robots, drones, AI, and other technologies, and the use of daytime hours for maintenance and construction work.

  • Workstyle Reform for Employees

    We will build systems that enable employees to approach their work with confidence, improve and strengthen the technological capabilities of frontline employees, and improve environments across the Group.

  • New overnight limited express train Luna Azul (service launch in FY2028.3)
    Construction work during daytime hours (Keihin-Tohoku Line)

Buses Business

Policy
We will aim to improve the safety and reliability of our transportation services, maximize revenue by strengthening collaboration within and outside the Group, and increase inbound visitors to the Tohoku area.

Strategies

  • Pursuit of Ultimate Safety

    • We will eliminate serious accidents by reinforcing the Challenge Safety Movement, utilizing the 4M4E analysis methodology, and rolling out new safety improvement measures through e-learning and other means.

    • Crew training

  • Maximization of Revenue through Internal and External Group Collaboration

    • We will work proactively to strengthen in-house transportation capabilities, further expand the highway bus alliance, and boost transportation for inbound visitors to the Tohoku area.

    • Bus in Oirase area

  • Contributing to Safety

    • We will contribute to internal and external Group safety by expanding our safe driving training projects and vehicle maintenance projects.

    • Training using a dedicated training vehicle.

Railcar Manufacturing Business

Policy
We will aim to maximize cash inflows by increasing orders from outside the JR East Group, and further improve productivity through the promotion of DX.

Strategies

  • Improving Safety Levels and Ensuring Thorough Compliance

    • In addition to continuing with initiatives for product safety and occupational safety, we will ensure even more thorough compliance in light of the incident involving the inappropriate handling of wheelset assembly data.

  • Profitability Improvements and Technological Innovation

    • While working to improve profitability through the promotion of DX and initiatives to further standardize the specifications of our stainless steel vehicle, sustina, we will aim to create products that customers desire by developing railway vehicles and containers that meet their needs.

    • Next-generation sustina concept

Shinkansen Business

Policy
We aim to further strengthen the foundations of safety and punctuality, which are the greatest values of Shinkansen transportation, in order to enhance trust from customers and local citizens and build a sustainable business. To achieve this, we will work to transform our work processes by implementing new technologies without being bound by conventional thinking through integration and collaboration, digital transformation (DX), and human resource development, and will push forward with the continuous improvement of Shinkansen services.

Strategies

  • Pursuing Trust in the Shinkansen’s High Level of Safety and Punctuality

    We will instill in all employees the awareness that safety, which is the foundation of Shinkansen transportation, is achieved through the combined efforts of all employees and all operations, while also identifying the causes of accidents and incidents that have occurred and eliminating hidden obstacles.

  • Creating New Value for the Shinkansen

    In addition to making travel more convenient, comfortable, and enjoyable, we will create demand for travel by running special trains tied to specific seasons and events, and promoting local attractions.

Transforming Operations and Advancing Sustainability

  • We aim to achieve sustainable business by promoting technological innovation, such as the expansion of smart maintenance and the introduction of driverless Shinkansen trains and facial recognition ticket gates.

  • Development of the next-generation Tohoku Shinkansen Series E10 rolling stock
    Introduction of Shinkansen monitoring vehicles

Conventional Lines Business

Policy
We are catering to customers’ seating needs by expanding new seating services on limited express trains and introducing Green Cars to the Chuo Rapid Line, predicated on the pursuit of ultimate safety. We also aim to achieve sustainable railway operations by advancing driverless operation technology, expanding driver-only operations, and actively introducing new technologies to reduce the labor required for inspection and construction.

Strategies

  • Understanding the Essence of Work and Taking on the Challenge of Putting Safety First

    Based on the Group Safety Plan 2028, we will focus on “taking the nature of railway work to heart, imagining the unexpected, reaching for safety!” We aim to improve safety levels by identifying and resolving work-related issues from this awareness.

  • Business Growth in Collaboration with Society and Local Communities

    We aim to revitalize the economy and optimize transportation systems by increasing the number of visitors, including inbound tourists, through the promotion of tourism in collaboration with local communities, strengthening profitability by using owned assets, and holding discussions with local citizens to build sustainable railway transportation systems.

Sustainable Railway Management

  • We will build an efficient operational system through structural reform and technological development.

  • Long train driver-only operations on the Joban Line and Nambu Line
    Start of seating services on the Chuo Rapid Line and Ome Line

Buses Business

Policy
We are working to improve the safety and reliability of our transportation services and aim to maximize cash flow by strengthening collaboration not only with railways but also with parties outside the Group.

Strategies

  • Pursuit of Ultimate Safety

    • We will carry out operations safely and reliably, and eradicate serious accidents by revitalizing the Challenge Safety Movement and utilizing the 4M4E analysis methodology.

  • Expanding Revenues by Strengthening Collaboration both Within and Outside the Group

    • We will expand our new bus network through alliance operations with other companies in the industry, promote alternative transportation and modal change/mix for regional conventional lines, and strengthen collaboration with railways to increase the number of visitors, including inbound tourists.

    • Double-decker bus Scania

Railcar Manufacturing Business

Policy
We will promote thorough awareness of safety and compliance, and aim to increase orders by further strengthening the cost competitiveness of our stainless steel vehicle brand, sustina.

Strategies

  • Thorough Compliance in Operations

    • We will provide high-quality products by remembering the lessons learned in our wheelset assembly operations and ensuring thorough compliance in daily operations.

  • Expanding Market Share through Cost Reduction

    • By standardizing the specifications of the stainless steel vehicle, sustina, and reducing costs through enhanced productivity, we aim to expand our domestic market share and actively expand overseas.

    • Stainless steel vehicle, sustina