Highlight

Business Strategy

Generating "Economic Value"

Corporate Data

Creating "Social Value"

JR Central’s History

Business Strategy

JR Central’s History

Increased the maximum speed to 285 km/h

1,215.3

1,240.6

1,052.3

1,000

1,278.3"10 Nozomi Timetable"

394.0

383.7

1,221.6

66.9

371.0

370.4

403.7
344.4

16.5

26.2

25.1

32.6

1991

1987

‘88.3

‘90.3

‘92.3

‘94.3

42.0

37.6

494.6
397.8

395.5

372.5

‘96.3

‘98.3

‘00.3

2008

122.4

255.6

219.4
200

159.7

132.7
91.7

72.2
2008

1.7

‘04.3

‘06.3

‘08.3

‘10.3-184.7‘12.3

Operating revenues (billion yen)

JR Central Consistently Improving Transport
Services on the Tokaido Shinkansen

Series 0

Series 100

‘16.3

-200

‘18.3

‘20.3

‘22.3

‘23.3

Net income (loss) attributable to owners of the parent (billion yen)

Operating income (loss) (billion yen)

JR Central Establishes a Solid Management Baseand the increase in maximum speed to 285 km/
h in 2015, the shortest travel time between Tokyo
and Osaka has now been reduced to 2 hours and21 minutes. With the timetable revision of March2020, we realized the "12 Nozomi Timetable,"which operates up to 12 Nozomi trains per hour
(1 every 5 minutes on average) during busy hours.
In July of the same year, we began commercial
operation of the new N700 Series Shinkansen,
which incorporated the results of our accumulated
technological development over the years, making
the Tokaido Shinkansen even more convenient touse.

Series 70060(cases per year)

FY2022

1724

45.8

36.0

378

356

285

285

(significantly decreased)

Passenger volume

27.9

Number of services

231

Maximum speed

220

Operating revenues

874.6

※1

1,844.6

1,400.2

Operating income (loss)

71.5※1656.1

374.5

Net income (loss) attributable toowners of the parent (billion yen)

16.5

※1

397.8

219.4

Long-term debt (trillion yen)

5.5

※2

1.8 ※3(-3.6 trillion yen)

1.9

(10,000 people per day)(trains per day)(km/h)(billion yen)(billion yen)

※1 Non-consolidated figures

Series 300

FY2019FY1987
Railway operation accidents

Operatingresults

With the inauguration of the Tokaido Shinkansen in1964, the travel time between Tokyo and Osaka wasreduced to 3 hours and 10 minutes (4 hours at the time ofinauguration) from 6 hours and 30 minutes. Furthermore,with the introduction of the "Nozomi" in 1992, that time
was reduced to a minimum of 2 hours and 30 minutes.
In October 2003, the investment in rolling stock andground facilities that we had constantly engaged in for
approximately 15 years culminated with the upgradingof the maximum speed of all Tokaido Shinkansen trains
to 270 km/h and the drastic timetable revision, whichallowed a maximum of seven "Nozomi" services operatingeach hour.
With the introduction of the "10 Nozomi Timetable(operating up to 10 Nozomi trains per hour) in 2014‘14.3

0-51.9-201.5TokaidoShinkansen

On April 1, 1987, JR Central was established as a result of the privatization
and breakup of the Japan National Railways (JNR).
JNR, the predecessor of JR Central, was created in 1949, taking over Japan's
railroad business, which was a state-run business at the time, as a public entity.
Although JNR supported Japan's development through the provision of efficienttransportation for the Japanese people, due to its poor management in theform of a public corporation, it incurred debts of over 30 trillion yen, largely asa result of the creation of new lines with unclear management responsibilities
and a disregard for profitability. At the same time, it was in a serious condition
where it was unable to respond quickly to the market trends.
Under these circumstances, the "JNR reform" was undertaken to review therole of the railroad business operated by JNR for the future. In 1987, as partof administrative reform, JNR's operations were taken over by 11 successor
corporations, with the objective of restructuring the railroad business as ameans of transportation for thepeople and further developing it
for the future by breaking up andprivatizing JNR's transportation
operations to ensure soundcorporate management.
Since the breakup andprivatization of JNR, JR Central
has steadily progressed as a
private company while taking
Photograph from the time of privatization
over the public and social
mission that JNR had assumed. “Hida #1”departure ceremony (April 1, 1987, at Nagoya Station)

400

293.4

Made Nippon Sharyo, Ltd. a
consolidated subsidiary

‘02.3

935.1
823.5
374.5

JR Central Towers were opened.

JR Central Established by the Privatization and Breakup of JNR

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2023

656.1

337.4

*1 The figures for the period between ‘88.3 and ‘89.3 are non-consolidated figures of JR Central because consolidated financial results had not yet been announced in this period.
*2 The figures for the period between '21.3 and '23.3 decreased because of the impacts of the COVID-19 pandemic.

51,400.2
662.0

600

434.4

2000

Took over the Tokaido Shinkansen
facilities

Started the "Smart EX" service for the Tokaido
Shinkansen and the Sanyo Shinkansen

578.6

Started the "EX-IC" service for theTokaido Shinkansen● Shinagawa station was opened.
● The maximum speed of all Tokaido Shinkansen trains increased to 270 km/h.
● The train timetable was shifted to that centered on Nozomi.

56.4

800

2017

Expanded the "Express Reservation" service to thetotal length of Tokaido and Sanyo Shinkansen lines

2003

114.3
71.5

1,508.3

2006

325.6

Central Japan Railway Company (JRCentral) was established.

1,652.5

1,384.0

288.4
1987

1,486.6

1,467.6
1,366.9

Launched the Express Reservation
service for Tokaido Shinkansen

800

1,738.4

Put N700A into commercial service

1,559.4

1,844.6

1,822.02013

2001874.6

Put N700S into commercial service"12 Nozomi Timetable"

2014

Since its establishment, the JR Central Group has worked to improve its
transportation services and increase revenues, placing top priority on safety, while atthe same time working to ensure operational efficiency and significantly strengthen
its management base. We will continue to maintain sound management and stabledividends for the future and strive to further develop our business.
1,188.3

2020

2020

2015

Series N700

※2 Figures for FY1991

N700A(1.6 x)(1.6 x)(+65km/h)(2.1 x)(9.2 x)(24.1 x)※3

※3 Excluding long-term debt for the Chuo Shinkansen

N700S

Transition ofShinkansenrolling stock
CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2023

6