JR CENTRAL Integrated Report 2022

CENTRAL JAPAN RAILWAY COMPANY

Integrated Report 2022

CENTRAL JAPAN RAILWAY COMPANY
Integrated Report 2022

INDEX
2
3
4

Ma na gement P hilo s o p h y
JR Cent ra l’s O p e ratin g R e v e n u e s C o m p o s ition
Market Area Characteristics and Transportation Capacity

Business Strategy

5
7
11
13

JR Cent ra l’s His to ry
TO P MESSAGE
P osit iv e Cy cle o f“ ESG Man age m e n t”
JR Cent ra l’s“ESG Man age m e n t”
Highlight

19
23
24

１. Reinforcement of earning power by utilizing the latest technology〜Aiming for safer, more convenient, and most comfortable railway〜
2. Targets toward carbon neutrality andinitiatives for the TCFD's recommendations
3. Initiatives for human resources to support
JR CENTRAL's sustainable growth〜Human resource development, creation of a rewarding
workplace, and health and productivity management〜
Generating“Economic Value”

33

Fina ncia l D a t aCreating“Social Value”

S
E G

37
65
71

Socia l77

Corpora t e D a t a

Env ironment
Gov erna nce

Japan’s Main Transportation Artery

Management Philosophy

Contribute to
the developmentof Japan’s maintransportationartery and social
infrastructure

JR Central’s mission is to undertake high-speed,large capacity passenger transport between Tokyo,
Nagoya, and Osaka.“Japan’s main transportationartery”refers to this passenger transport. Since theartery runs through this area of Japan, which plays animportant role as the center of the country’s economy
and culture, it is possible that stagnancy in the maintransportation artery will cause Japan’s economic
and societal movement in general to also stagnate.
JR Central will continue to carry out its mission ofmanaging Japan’s main transportation artery today
and in the future through operation of the Tokaido
Shinkansen and the Chuo Shinkansen.

Editorial policy

JR Central strives to enhance dialogue with its stakeholders, including
shareholders and investors, in order to contribute to sustainable growth andincrease corporate value over the medium to long term. The objective of
this report is to deepen readers' understanding of our company's financial
information and non-financial information such as business strategies and
ESG information. This report is edited with reference to the "International<IR> Framework" issued by the International Integrated Reporting Council(IRC) and the "Guidance for Collaborative Value Creation" issued by the
Ministry of Economy, Trade and Industry. For ESG information, we refer tothe“GRI Standards”issued by the Global Reporting Initiative.

[Remarks regarding forecasts, etc.]
Future plans, forecast figures, etc., in this report are an outlook
based on the information that is currently available to JR Central
and may contain risks and uncertainties. Examples of potential
risks and uncertainties include economic trends, businessenvironment developments, consumption trends, the competitive
situation for JR Central and its subsidiaries, and changes in
relevant laws and legal provisions. This report is compiled basedon information available as of the end of June 2022, in principle.
●In this report, figures of financial information are truncated,while statistical data and all percentages are rounded.
●FY2021 signifies the fiscal year ended March 31, 2022.

1

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

S oc ial Inf rastruc tur e
On a broader perspective, JR Central also
undertakes the mission of supporting the social
infrastructure. That is, along with the managementof Japan’s main artery, we take a locally oriented
approach in operating a network of conventionallines in the Tokai Region, centered on the Nagoya
and Shizuoka areas, and manage affiliated businesses
focused on the local communities, thereby supporting
the people in these areas. We will remain committed
to operating conventional lines while managing andfurther enhancing our affiliated businesses.

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

2

JR Central’s Operating Revenues Composition
Other

5

12

Other

10

Real Estate

%

4

%

Operating Area

Transportation Revenues (Non-Consolidated)

Operating Revenues (Consolidated)
Real Estate

Market Area Characteristics and Transportation Capacity%

Conventional Lines12%

Conventional Lines

10

%

Tokyo

%

Okayama

Hiroshima

Shin-Osaka

Merchandise and Other

10

Merchandise and Other

20

%

%

FY2021

FY2020

FY2021

823.5

935.1

476.1

657.2

billion yen

billion yen

billion yen

billion yen

FY2020Transportation

Transportation

%

%

64

Tokaido Shinkansen

76

88

%

Hakata366.0 km90

Manages JR Central's railway operations, such as the Tokaido Shinkansen andconventional railway operations in the Tokai area, bus operations, and others.
Major Affiliated Companies

Japan’
s population and economic activity
are concentrated in our market area
covering the Tokyo Metropolitan area, theNagoya region, and the Osaka region
Percentages of our market area in Japan as a whole
JR Central’s market area

23.7

JR Tokai Takashimaya Co., Ltd.
JR-CENTRAL PASSENGERS Co., Ltd.
Tokai Kiosk Company
JR Tokai Corporation

Real Estate

Includes real estate leasing business, such as station building
leasing, and real estate in lots.
Major Affiliated Companies
Central Japan Railway Company
JR CENTRAL BUILDING CO., LTD.
JR Tokai Real Estate Co., Ltd.
Shin-Yokohama Station Development Co., Ltd.

Tokyo Station Development Co., Ltd.
Nagoya Station Area Development Corporation
JR Development and Management
Corporation of Kansai

Japan

61.1

Germany
JR Central’smarket area

Includes hotels in our main stations, travel, advertising, rolling stock production,and construction which are not included in other reportable segments.
Major Affiliated Companies
JR Tokai Hotels Co., Ltd.
JR Tokai Tours, INC.
JR TOKAI AGENCY CO., LTD.
NIPPON SHARYO, LTD.

3

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

JR TOKAI CONSTRUCTION Co., Ltd.
CHUO LINEN SUPPLY Co., Ltd.
Nippon Kikai Hosen Co., LTD.
Tokai Rolling Stock & Machinery Co., Ltd.

FrancePrefectural GDP

India(Nominal GDP)

Italy

[FY2018]

050

Brazil100（%）*JR Central’s market area is calculated taking the following
prefectures into accountTokyo, Kanagawa, Chiba, Saitama, Ibaraki, Shizuoka, Yamanashi,
Nagano, Aichi, Mie, Gifu, Shiga, Osaka, Kyoto, Hyogo, Nara
[Source]Area: Geospatial Information Authority of Japan "Municipalities Area Statistics of Japan"
Population: Ministry of Internal Affairs and Communications“Population, Demographics
and Number of Households Derived from Basic Resident Registration”
Total production by prefecture: Cabinet Office“Report on Prefectural Accounts”

Within this market, we provide unrivalled transportation
capacity that is incomparable to other modes

Changes in daily transportation capacity(Comparison between the Tokaido Shinkansen and airline transportation
services operating between the Tokyo Metropolitan area and the Osaka region)(Ten Thousand seats/day)

Tokaido Shinkansen

20South Korea
0

About
times
that of airlines

16

200

Approximately
0

20,000seats’07.3 ’08.3 ’09.3 ’10.3 ’11.3 ’12.3 ’13.3 ’14.3 ‘15.3 ’16.3 ’17.3 ’18.3 ’19.3 ’20.3 ’21.3 ’22.3*1 Tokaido Shinkansen: The number of passenger seats provided (including
extra train services) on through-service“Nozomi”and“Hikari”lines operating
between Tokyo Station and Shin-Osaka Station in each respective fiscal year.
*2 A irlines: Calculated by JR Central based on information pertaining to specified Japanese
air carriers (Ministry of Land, Infrastructure, Transport and Tourism) for FY2006 to FY2021.
*3 Numbers for FY2021 have decreased because of the COVID-19 pandemic.

800 1,000 1,200 1,400

Market Share (against Airlines)

Railway

Tokyo area Nagoya area

JR CENTRAL

100 Nagoya Osaka

Tokyo

%

(26 thousand
passengers/day)

86%

Tokyo area Osaka area
(53 thousand
passengers/day)

76
68

%

Tokyo area - Okayama

*2

600

JR Central has established an overwhelming
market share within its market area

(3 thousand passengers/day)

10

400

*Calculated at a rate of 110.43 yen per dollar.
Source: United Nations database, Cabinet Office“Report on Prefectural Accounts”

Airlines

Approximately *1

320,000seats
30

Other

UK

65.5

%

40

2,266

China

Area

[As of January 1,
2022]

Population

Major Affiliated Companies(Trillion yen)USA[As of January 1,
2022]

Includes a department store in JR Central Towers, retail sales
in trains, and others.

JR Central’s market area equals
the economic size of major countries
Comparison with GDP of each country

Others%Merchandise and Other

Tokaido Shinkansen

1,174.9 km%%

Central Japan Railway Company
JR Tokai Bus Company

Representing a powerful presence in
the inter-city transportation market, onethat is unrivaled anywhere in the world.

552.6 km

Tokaido Shinkansen*1 Consolidated operating revenues composition is based on revenue from external customers*2 Operating revenues and transportation revenues for FY2021 and FY2022 have decreased because of the impacts of the COVID-19 pandemic.

Transportation

NagoyaTokyo area - Hiroshima(5 thousand passengers/day)Tokyo area - Fukuoka

Okayama Hiroshima Hakata

14%

24%
32%

%

11

%

Airlines

JR West89%(10 thousand passengers/day)*1 M arket share is calculated by JR Central based on the Inter-prefectural dataof the inter-Regional Passenger Mobility Survey, published by the Ministry ofLand, infrastructure, Transport and Tourism for FY2020.
*2 Numbers of passengers per day have decreased because of the COVID-19 pandemic.
*3 Tokyo area: Tokyo, Kanagawa, Chiba, Saitama, Ibaraki
Nagoya area: Aichi, Gifu, Mie
Osaka area: Osaka, Kyoto, Hyogo, Nara

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

4

Business Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data

JR Central’s History

Business Strategy

JR Central’s History

11,883

12,783

12,406●Shinagawa station is opened●Maximum speed of all Tokaido Shinkansen
trains increases to 270 km/h
●Shift to train scheduled centered on“Nozomi”

3,940

3,837

3,710

165

262

251

376

326

2,000

1,597

1,327
917
17

‘90.3

‘92.3

‘94.3

‘96.3

‘98.3

‘00.3

‘02.3

‘04.3

With the inauguration of the Tokaido
Shinkansen in 1964, the journey time
between Tokyo and Osaka was shortened
to 3 hours and 10 minutes (4 hours at thetime of inauguration) from 6 hours and 30
minutes. Furthermore, with the introductionof the “Nozomi”in 1992, that time wasshortened to 2 hours and 30 minutes.
In October 2003, the investment in rollingstock and ground facilities that we had
continuously engaged in for approximately
15 years culminated with the upgrading of
the maximum speed of all trains to 270 km/
h and the drastic timetable revision that
resulted in a maximum of seven Nozomi
services operating each hour.
With the introduction of the “10 Nozomi
Timetable (operating up to 10 Nozomi

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

‘12.3

‘14.3

Operating income (Loss)(billion yen)

-2,000

‘16.3

‘18.3

‘20.3

‘22.3

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

Establishment of a Solid Management Baseservices in both directions)” in 2014,
and 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
and 21 minutes. With the timetablerevision of March 2020, we realized
the “12 Nozomi Timetable” that runs
up to 12 services (1 every 5 minutes
on average) per hour during busy
hours. In July, we began commercial
operation of the new N700S series
Shinkansen, which incorporates theresults of our accumulated technologicaldevelopment, and we are making useof the Tokaido Shinkansen even moreconvenient.

FY2019FY1987
Railway operation accidents

60(incidents per year)

FY2021

17

26

Substantially reduced

Passenger volume

27.9

45.8

22.9

Number of services

231

378

336

Maximum speed

220

285

285

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

1.6 x
1.6 x

（+65km/h）

Operating revenues

8,746 ※1

18,446

9,351

Operating income

715

※1

6,561

17

Net income attributable toowners of the parent（ billion yen）

165

※1

3,978

△ 519

Long-term debt（trillion yen）

5.5

※2

1.8 ※3-3.6 trillion yen

1.9（billion yen）

Operatingresults

JR Central was born on April 1, 1987, following the privatization
and breakup of Japan National Railways (JNR).
JNR, the predecessor of JR Central, took over Japan’s railway
business, which was then a national enterprise, as a public enterprisein 1949. JNR supported the development of Japan through theprovision of efficient transportation for the Japanese people, but
due to poor management of the public corporation, it incurred debts
of over 30 trillion yen, largely as a result of the creation of newlines with unclear management responsibilities and a disregard forprofitability. At the same time, it was unable to respond quickly to
global trends.
Under these circumstances, the “JNR reform” was an effort toreview the role of the railway business operated by JNR for the
future. In 1987, as part of administrative reforms, the operations of
JNR were passed on to 11 succeeding corporations with the aim ofcarrying out sound corporate management by privatizing and breaking
up the transportation
operations of JNR, rebuilding
the railway business as ameans of transportation
for the people, and further
developing it for the future.
Since the privatization andbreakup of JNR, JR Central
has steadily progressed as a
private company, inheriting
the public and social
missions of JNR.

‘10.3

TokaidoShinkansen

Consistently Improve Transport Services on the Tokaido Shinkansen

Photographs from the time of privatization‘08.3

Operating revenues (billion yen)

Established by the Privatization and breakup of JNR“Hida #1”departure ceremony (April 1, 1987, at Nagoya Station)

‘06.3

0

△519

△1,847△2,015*1 Figures for the period between 88.3 and 89.3 are non-consolidated figures of JR Central as the period is before the announcement of consolidated financial results.
*2 Numbers for 20.3 and 21.3 have decreased because of the COVID-19 pandemic.

5

2,556

JR Central made NIPPON SHARYO, LTD.
a consolidated subsidiary

JR Central takes over theTokaido Shinkansen facilities

4,000

8,235

2008
1991

‘88.3

3,978

3,955

2,934

722

420

9,351

3,374

1,224

JR Central Towers are opened

1,143

6,561
6,000

3,725

The“EX-IC”service starts for the Tokaido Shinkansen

2000

6,620

4,946

2008

Central Japan Railway Company(JR Central) is established

1987

The“smartEX”service starts for the Tokaido
Shinkansen and the Sanyo Shinkansen

4,344

3,444

1987

564

8,000

2017

5,786

4,037

3,704
3,256

669

15,083“Express Reservation”service expands to the total
length of Tokaido and Sanyo Shinkansen lines

2,884

715

14,866

16,525

12,216“Express Reservation”is launched
for Tokaido Shinkansen

8,746

18,446

18,22017,3842013

13,840

2001

8,000

2014

Put N700A into commercial service

14,676“12 Nozomi Timetable”“10 Nozomi Timetable”

15,594
13,669

Put N700S into
commercial service

2020

2006

10,523

10,000

Increase of the maximum speed to 285 km/h

2003

Since its establishment, the JR Central Group has worked to improve its
transportation services and increase revenues placing top priority on safety,
while at the same time working to ensure operational efficiency and significantly
strengthen its management base. We will continue to maintain sound management
and stable dividends for the future and strive to further develop our business.
12,15320202015（billion yen）

2.1 x

9.2 x

24.1 x※3*1 Non-consolidated figures *2 Figures for FY1991 *3 Excluding long-term debt for the Chuo Shinkansen

Series 0

Series 100

Series 300

Series 700

Series N700

N700A

N700S

Transition of
Shinkansenrolling stock
CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

6

Business Strategy

Business Strategy

Top
Message

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data

TOP MESSAGE

Creating a positive cycle of “ESG Management” guided by a clear management philosophy
It has been a long time since the idea of "ESG" was put
forward to the world, and here let me tell you about our "ESGManagement." This is a management style where a company grows
by simultaneously generating“economic value”such as profits andcash flows, and by creating“social value”such as the realizationof a sustainable and prosperous society. It is something in which
I strongly believe. In light of the aforementioned understanding,we have been practicing “ESG Management” based on ourmanagement philosophy of “Contribute to the development ofJapan's main transportation artery and social infrastructure"
while simultaneously generating "economic value" and creating"social value”with solid governance where JR Central establishes
a corporate culture that places the highest priority on safety,
ensures the soundness of management, and pursues long-term
development to increase the trust of all stakeholders.
Specifically, on the Tokaido Shinkansen, the main transportationartery of Japan as well as conventional lines in the Tokai region,
punctual and comfortable railway transportation services have beenthoroughly refined with safety as the top priority. At the same time, wehave been tirelessly developing highly synergistic affiliated businesses
with railway business, working to reduce costs and improve efficiency,
and steadily increasing revenues and profits to secure cash flows,
generating“economic value.”and the development of local communities. Also, we have beentirelessly promoting the use of railway transportation, which
has inherently excellent environmental performance, while also
incorporating the latest technology to improve our environmental
superiority. The results of these business activities are linked tothe achievement of the“sustainable development”that the SDGs
aim to achieve through the construction of safe and resilient
infrastructure, the promotion of innovation, and the mitigationof climate change effects. Furthermore, we have been working
tirelessly to create "social value”by focusing on human resources
development to support the operation of the railway business, andby making daily efforts to achieve the SDGs from the perspectiveof promoting gender equality and rewarding employment, etc.
The abovementioned cash flows, i.e.,“economic value," are thesource of our funds for creating“social value”such as developing
safe, resilient, and environmentally superior infrastructure,
improving our services, and promoting human resource
development and innovation to support these efforts whileproviding better services. As a result, we have been attracting
more people to use our services, which leads to a positive cycle.
This positive cycle has made it possible to realize the Chuo
Shinkansen Project that is currently under way.

The Tokaido Shinkansen service grew 38% in terms oftransportation revenues from FY2002, before the opening of
Shinagawa Station, to FY2018, before the COVID-19 pandemic.
This was especially due to the opening of Shinagawa Station andthe shift to a Nozomi-centered schedule, a further improvementin the transportation service of the Tokaido Shinkansen, and thesubsequent extra Nozomi trains and raising the maximum speed to
285 km/h. This is much higher than the 14% real GDP growth rate
for the same period, and as a result, our consolidated operating
cash flows have grown by 57% during the period.
At the same time, we consider it important to pursue safe,
punctual and comfortable services in our business activities
centered on the mainstay Tokaido Shinkansen. In so doing, weare contributing to the realization of a more comfortable society

President and Representative Director“Contribute to the development of Japan’s main transportation artery and social
infrastructure.”COVID-19 has brought about a challenging business environment,but our mission remains unchanged. We are committed to strengthening ourmanagement base by efficiently providing safe and convenient services to as manycustomers as possible, and therefore we must practice“ESG Management”while
contributing to society as never before by sustainably developing JR Central.

7

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

Reinforcement of earning power by utilizing latest technologies~Aiming for safer, more convenient, and most comfortable railway~
In the midst of the COVID-19 disaster that haslasted for a long time, the JR Central Group has
experienced substantial financial damage Against
this background, we are fulfilling our mission asa transportation service operator for those whoneed JR Central's transportation while preventing
the spread of infection. We are also striving for
efficient operations. However, profits are declining
due to a decrease in the number of passengers,
and our ability to generate economic value is
temporarily impaired. As such, we must make great
efforts to overcome this hardship.
The situation, in which contact between people
has been significantly restricted due to the spread of
COVID-19, is expected to run its course as everyone
is vaccinated and treatment drugs are developed.
However, the changes that have emerged during the
COVID-19 pandemic, including greater use of telework,

web conferencing, etc. and a major shift of travel
reservations to online channels, will remain even after theoutbreak runs its course, provided they are reasonable.
Undoubtedly, COVID-19 has accelerated these kindsof changes. JR Central will face these changes headon in order to recover from the damage incurred amid
the pandemic through its own efforts, will continue topowerfully fulfill its social mission into the future, and wemust work to reinforce our earning power by increasing
passenger use through creativity and ingenuity toreconstruct the positive cycle of“ESG Management"
JR Central is promoting "business restructuring" to reduceroutine costs by 80 billion yen on a non-consolidated basis
over 10 to 15 years by establishing an efficient businessexecution system, and is taking on the challenge ofrealizing a new concept, "revenue growth," to reinforce ourearning power.

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

8

Business Strategy

Business Strategy

Top
Message
Positive cycle of investment and service improvement throughreinforcement of earning power
Reinforcementof earning
power
Revenue
growthBusiness
restructuring

Contribution to Society
Cash flow generation

In recent years, technologies such as sensing, image
recognition, big data transmission and analysis, AI, androbotics have evolved significantly. JR Central is committed
to providing safer, more convenient, and most comfortablerailway services with greater efficiency by proactively
incorporating these technologies to fundamentallytransf orm current transportation ser vices, addressing
f u t u r e d e c l i n e s i n t h e l a b o r f o r c e . T h i s w a y , w e w il lvigorously fulfill our social mission by integrally developing
the three generations of railway of the Conventional Lines,
Tokaido Shinkansen, and Chuo Shinkansen over the future
under our management philosophy of "contributing to thedevelopment of Japan’s main transportation artery andsocial infrastructure."

Efficientdelivery of safe
and convenientservices

Company
development

Positive
circleInvestment in
human resources,
technology, andfacilities

Chuo Shinkansen Project as a growth strategy that contributes
to the further development of Japan’s economy and society
We must continue to give top priority to safe and reliabletransportation, and fulfill our mission of maintaining and developing
Japan’
s main transportation artery. In order to achieve this, the Chuo
Shinkansen Project that we are currently working on needs to be strongly
promoted. The Chuo Shinkansen Project (assuming that we, as a privatecompany, will pay for it ourselves) will be implemented through the useof the Superconducting Maglev System that we have been developing
as a drastic measure to address the need for largescale renovation of
the Tokaido Shinkansen, which has been operating for more than halfa century, and major disasters. Therefore, we will manage the Tokaido
Shinkansen and the Chuo Shinkansen in an integrated manner. For
example, by shifting users of the Tokaido Shinkansen“Nozomi”to the
Chuo Shinkansen, the number of“Hikari”and“Kodama”services can beincreased on the Tokaido Shinkansen. We hope to construct the mostdesirable transportation system as a whole by combining the two highspeed railways. With this strategy, we will be able to ensure stable
management, reduce risk, and continue to forcefully fulfill our mission.

people and creating new demand for travel. In addition, new ways ofworking, such as telework, have become popular recently, and many
people are moving to areas with abundant nature, for example. The
premise for this is the existence of railways and other transportation
services that provide immediate access to the city center whenneeded.ICT and transportation services are complementary, andwe believe that the overwhelming time-saving effect of the Chuo
Shinkansen will bring a variety of choices to people’s lifestyles a​ ndcontribute to the realization of a more prosperous and sustainable
society.
We will continue to make every effort to carry out the Chuo
Shinkansen Project, sufficiently examining costs, maintaining soundmanagement and stable dividends, while focusing on construction
safety, environmental protection, and cooperation with local
communities, with the aim of opening the line as soon as possible.

I therefore believe that the opening of the Chuo Shinkansen will
have a big impact on the Japanese economy as well as on people’slifestyles. The government has also proposed the“Super Mega Region”
concept, and hopes are high that the opening of the Chuo Shinkansen
will have an extremel y significant effect, just as the Tokaido
Shinkansen did in the past, realizing the integration of the three urban
centers of Tokyo, Nagoya and Osaka. Due to the overwhelming timesaving effect of the Chuo Shinkansen, it will bring significant benefits
and potential for development to the Japanese economy and society,for example, by encouraging people to meet each other, which leads
to creation of innovation and expansion of business opportunities.
Furthermore, as society is rapidly changing through thedevelopment of ICT and other factors, the opening of the Chuo
Shinkansen will broaden various possibilities in people’s lives. The
development of ICT in recent years has been remarkable. ICT has the
aspect of accelerating and strengthening the connections between

Environmental superiority goes beyond the current situation
As I mentioned earlier, we have been working tirelessly topreserve the global environment based on the recognition that
it is an important issue for our sustainable growth. Railways
have always had the advantage of being more energy efficientand less harmful to the global environment than other modes oftransportation. Directly, JR Central has been striving to reduce theload on the environment by further improving the energy efficiency
of its railway operations through such measures as lowering
power consumption in rolling stock. Furthermore, we endorsed

9

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data

TOP MESSAGE

Of the CO₂ emitted by JR Central, about 95% is indirectly
emitted during the generation of the electricity wepurchase, and the remaining 5% is directly emitted by ourdiesel railcars, etc. As for the future, we will first consider
the electrification of diesel trains for approximately 5%of direct emissions from business activities. As for theremaining indirect emissions, in addition to carbonneutrality efforts across the entire power generation
sector, we will actively strive to reduce CO₂ emissions byadopting new technologies, such as improving the energy
efficiency of rolling stock and facilities, and considering theuse of renewable energy. Furthermore, in order to realizea recycling-oriented society, we are making effective useof limited resources, including the promotion of material
recycling of recycled aluminum for Shinkansen rollingstock. We will continue to contribute to the realization ofan environmentally sustainable society by establishing asystem and promoting these initiatives.

Initiatives to mitigate CO₂ emissions

Organization for environmental measures

Fuel: 70,000 tons (Approx. 5%)

Purchase electricity:
1,100,000 tons
(Approx. 95%)

Hybrid powered rolling stock

President

Research and preparation ofexperiments on battery andfuel cell railcars
Biofuel tests

Corporate Planning Division

Coordination

General Technology Division

Energy-saving

Renewable energy utilization, etc.
FY2021CO２ emissions:
1,170,000 tons

Conventional Lines
Operations Division

Shinkansen
Operations Division

Chuo Shinkansen
Promotion Division

Business
Promotion Division

Keep fulfilling our mission to “Contribute to the development of Japan's
main transportation artery and social infrastructure”
Severe financial conditions continue due to the impact of
COVID-19. However, the JR Central Group’s mission remains
unchanged into the future: to refine the safe, punctual, fast,
frequent and comfortable characteristics of the Tokaido
Shinkansen, which forms the main transportation artery ofJapan, and to strengthen the conventional lines in the Tokai
region that form the network with the Tokaido Shinkansen,
as well as affiliated businesses. At the same time, theconstruction of the Chuo Shinkansen will be promoted tofurther strengthen the realization of this mission henceforth. JR
Central must overcome the current difficulties through its own

efforts. Therefore, we will always return to our management
philosophy of “Contribute to the development of Japan’smain transportation artery and social infrastructure.” And inorder to achieve this at a higher level, we are determined totirelessly strengthen the three abilities of each division: the“ability to work safely,”the“ability to provide better service,”and the “ability to work efficiently.” We are committed toachieving sustainable growth by firmly maintaining soundmanagement and stable dividends, and by increasing the trustof all our stakeholders, including our shareholders, customers,
employees, and business partners.

Respond to the trust andmandate of a ll stakeholders
and pursue the mission of“Contribute to the developmentof Japan's main transportationartery and social infrastructure”
to recreate the positive cycle of“ESG Management" once again.

the recommendations of the TCFD (Task Force on Climate-related
Financial Disclosures) in May 2021. Rather than maintaining theexisting circumstances, we aim to realize a sustainable society.
And we are committed to further reducing CO₂ emissions, in linewith the “Carbon-neutrality by 2050” policy formulated by theJapanese government. For example, in July 2022, the Taketoyo
Line was operated with virtually zero CO₂ emissions, through thepurchase of a "FIT non-fossil fuel energy certificate.

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

10

事業戦略 Strategy
Business

Positive Cycle of“ESG Management”

Business Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data

JR Central’s“ESG Management”

Creating Social Value

Generating Economic Value

Sustainable growth

Priority Themes (social background)
Building a safe andresilient infrastructure(heavy earthquakes, intensiﬁcation of natural

disasters, new infectious diseases, cyber security)

Providing accessible
transportation infrastructure(barrier-free, inbound demand)

Local community
revitalization(communities along the line & economic expansion)(climate change, resource shortage)

1

Safety measures

2

Measures to improve services

3

Greater eﬃciency

4(ability to work safely)(ability to provide better service)Pursuit ofenvironmental superiority(economic growth, technology base establishment)● Human Resource Development● Technological Development

Shareholder return(long-term stable dividends)● Capital Investment
Tokaido Shinkansen

Network function

Chuo Shinkansen
Synergy(employee motivation, diversity of human resources)

Innovation advancement

Future investment(ability to work eﬃciently)

Synergy

Conventional LinesAﬃliated Businesses

Social Infrastructure

Comfortable workplaceestablishment

Key Business Activities

Japan’s Main
Transportation Artery

Global environment
preservation

Cash ﬂow
generation

Foundation building

Management capital (human resources, technology, equipment, etc.)
Appropriate governance

Local
communities

11

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

Globalenvironment

Employees

Stakeholders

Customers

Shareholders

Business
partners

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

12

Business Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data

JR Central’s“ESG Management”② M easur es t o impr ove ser vic es

JR Central’s“ESG Management”

to generate“economic value”such as profits and cash flows, whileat the same time creating“social value”to realize a sustainable andprosperous society. We have also achieved sound management, stabledividends, and sustainable growth as a company under solid governancein order to increase the trust of all our stakeholders.
The JR Central Group, whose core is the railway business, has along-term vision. Competitiveness enhancement is thus essential, with
top priority placed on ensuring safe and reliable transportation throughhuman resource development, capital investment, and technologicaldevelopment. To this end, our business activities are focused on (1)Safety measures, (2) Measures to improve services, (3) Greater efficiency,and (4) Pursuit of environmental superiority.

① Saf e t y m ea s ur es
The primary mission of the railway business is to ensure safety at all times andin all circumstances. Regardless of past achievements, once a major accident
occurs, trust in JR Central ​will be lost at once, and even its very existence will bethreatened. With this frame of mind, we have been concentrating our greatest
energy into safety assurance from both the hardware and software perspectives
ever since our establishment. In terms of non-physical measures, we have beentirelessly building systems to ensure safety, mainly by establishing rules andregulations. Furthermore, human resource development is indispensable toput these systems into practice. Therefore, we promote initiatives to deepen
employees' understanding of the nature of duties and rules by proactively
thinking about them, in addition to raising their awareness of discipline so thatthey can comply with the rules themselves. Additionally, we are repeatedly
performing practical training so as to be able to respond to various conditions
expected in the event of extraordinary situations such as natural disasters orcontingencies.
In terms of equipment, capital investment is also important to ensure safety.
The majority of JR Central’s capital investment to date has been safety-related,totaling more than 4.2 trillion yen since its establishment. For example, in
the Tokaido Shinkansen, we have been upgrading the ATC (Automatic Train
Control) and CTC (Centralized Train Control) systems, implementing earthquake
countermeasures such as derailment prevention guards and the earthquake

13

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022with railways can be expected, such as the uniform management of the JR Central
Towers and the JR Gate Tower. Leveraging fresh perspectives and flexible ideas,
we will continue to hone the“ability to provide better service”in the railway andnon-railway businesses, including the Chuo Shinkansen now under construction.

N700S③ G r eat er ef f ic ienc y

J R C e n t r a l ’s K e y B u s i n e s s A c t i v i t i e s
JR Central sets the highest priority on ensuring safe and reliabletransportation from a medium- to long-term perspective under its
management philosophy of“Contribute to the development of Japan’smain transportation artery and social infrastructure.”JR Central integrally
maintains and develops the Tokaido Shinkansen, which serves as Japan’s main transportation artery, and the conventional line network in the
Tokai region through continuous efforts, as well as operating the“three
generations of railways”by constructing the Chuo Shinkansen to makeJapan’
s main transportation artery a dual system. In addition, our basic
policy is to work together with Group companies to develop affiliatedbusinesses that have synergies with railways. Through business strategy
based on the basic policy, we have been practicing“ESG Management”

Since its establishment, JR Central has been working tirelessly to improve
its railway services. In the mainstay Tokaido Shinkansen, safety is of course
the top priority, and we are working to improve transportation services,focusing on speed and frequency, while introducing new types of rollingstock and improving ground facilities. In 2003, with the opening of Shinagawa
Station, all trains reached a maximum speed of 270 km/h, allowing us to shift
to a Nozomi-centered timetable, and in 2020, all trains achieved a maximum
speed of 285 km/h with the“12 Nozomi Timetable.”In addition to increasing
the speed and frequency of the services, we are also working to improvethe convenience of our“EX Service”“( Express Reservations”and“smartEX”),
an online reservation and ticketless boarding service. On conventional lines
as well, we have been working to improve our services by, for example,
launching new types of rolling stock and increasing the frequency of services.
We are also working to provide barrier-free access and support for overseas
visitors to make it easier for them to use our services.
On the other hand, in the non-railway business, we are striving to strengthen
our competitiveness and sales capabilities by enhancing our store assortments,
improving services, renovating commercial facilities at stations, and continuing to
make effective use of company-owned land, focusing on areas where synergies

prevention system, and carrying out large-scale renovation to maintain andimprove the integrity of Shinkansen infrastructure.
On conventional lines, we have been upgrading CTC, replacing ATS (Automatic
Traffic Stop) with ATS-PT, making various structures anti-earthquake, taking
measures against heavy rainfall and falling rocks, and improving safety devices
on grade crossings. In addition, we are working tirelessly on security measuresat railway stations, trains and important facilities, and technology development
is also focusing on safety-related themes to enable such equipment. Also, theChuo Shinkansen Project, which we are currently working on, is a project tofundamentally prepare for the need for large-scale renovation of the Tokaido
Shinkansen and potential major disasters. Looking ahead, we will continue towork on both physical or non-physical measures to hone our“ability to worksafely,”which is the key to the railways business.

Crew pointing and calling

Large-scale renovation

We will increase revenue by promoting the use of our services through safetymeasures and service improvement measures. Furthermore, we have beenworking on improving efficiency and lowering costs in all aspects of businessexecution, including capital investment, by utilizing the knowledge and technicalcapability cultivated and thoroughly pursuing the rationality of business practices,
without being bound by traditional ways of working. As a result, we have beenable to steadily improve our operating profit margin by reducing fixed costs evenwhen operating revenues were increasing, as in the decade or so before thepandemic.
Today, the pandemic impact has caused considerable business damage.
However, in addition to temporary cost control for the time being, we arepromoting "Reform of Business Operations”to build the most desirable operational
system by actively utilizing ICT in order for the JR Central Group to strongly fulfill its
social mission well into the future. Over the next 10 to 15 years, we aim to reduce
non-consolidated expenses for the Shinkansen and conventional lines by about
80 billion yen, or about 10% of our regular costs. Furthermore, with regard to the④

Chuo Shinkansen Project, we will continue to hone our“ability to work efficiently,”
for example, by continuously reducing costs while ensuring safety in all aspects ofconstruction, operation and maintenance.

Changes in operating revenues/expenses before pandemic (non-consolidated)(Billion yen)

1,600

1,464.8

1,400
1,200
1,000

1,143.9

869.8

797.1

800
600
400

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 (FY)Operating expenses

Operating revenues

Pur suit of envir onment al super ior it y

Global environmental preservation is a monumental challenge for JR
Central to achieve sustainable growth while earning the trust of society.
Inherently, railways have the outstanding characteristic of being highly
energy efficient compared to other transportation modes and having aminimal adverse impact on the global environment. However, in order tofurther reduce the load on the environment, JR Central is working to further
improve the energy efficiency of its railway operations, such as by making
its rolling stock more energy efficient.
In addition to the above, we will continue to make efforts to further reduce
CO₂ emissions in line with the“Carbon-neutrality by 2050”policy formulatedby the Japanese government. Specifically, we will consider electrification oftrains to reduce direct CO₂ emissions from business activities, which account for
approximately 5% of our total emissions. As for the remaining indirect emissions,which account for about 95% of the total, we will actively strive to reduce CO₂
emissions by adopting new technologies, while considering decarbonization efforts
across the entire power generation sector and technological trends. In addition tofurther energy efficiency of rolling stock and facilities, we will also work to utilize

renewable energy, through the purchase of a "FIT non-fossil fuel energy certificate"
to operate the Taketoyo Line with virtually zero CO₂ emissions. In addition, we
have endorsed the Task Force on Climate-related Financial Disclosures (TCFD)
recommendations established by the Financial Stability Board (FSB). We will
identify the financial impact of climate change risks and other factors, and promote
information disclosure based on the TCFD recommendations.

HC85 Series, hybrid express trains
CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

14

Business Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data

JR Central’s“ESG Management”

Positive Cycle of“ESG Management”
JR Central balances the generation of“economic value”with the creationof“social value”by practicing the above key business activities. The creationand generation of these two “values” are not independent, but mutually
reinforce each other, contributing to the positive cycle of ESG Management.
As mentioned earlier, we have been generating“economic value”in theform of profits and cash flows by striving for efficient business operations,while significantly increasing revenues by refining our services with safety as
the top priority.
And then using the value, we have been concentrating on strengthening
the foundation for our business operations by investing generously in humanresource development, technological development, and capital investment
from a long-term perspective, to enhance our management capital fordeveloping our business sustainably. We will use the management capital
accumulated to implement various measures while re-investing it mainly in
key business activities. For example, by tirelessly strengthening the threeabilities - the“ability to work safely,”the“ability to provide better service,”and the“ability to work efficiently”- we are further honing our business andgenerating greater“economic value.”

Creating“Social Value”
At the same time, honing our business by focusing on key businessactivities is directly related to the creation of “social value.” With thehighest priority on ensuring safe and reliable transportation, we will builda resilient infrastructure to support Japan’s main transportation artery andregional transportation as social infrastructure, and the development ofaffiliated businesses will itself contribute to the sustainable development of
the Japanese economy and local communities [S]. In addition, railways havethe advantage of higher energy efficiency compared to other transportation
modes, and lower impact on the global environment. In other words, we
believe that promoting the use of railways while pursuing environmental
superiority will greatly contribute to the preservation of the global
environment [E]. In addition, by conducting such corporate activities underappropriate governance [G], we believe that we can achieve sustainablegrowth as a company while increasing trust from all stakeholders bymaintaining sound management, returning profits to shareholders based on
our basic policy of maintaining stable dividends, and building long-term stable
relationships with employees and business partners.

Generating“Economic Value”
We have used the“economic value”generated through our businessto create even more“economic value”by strengthening our profitability
and improving our operational efficiency while tirelessly honing ourbusiness, especially the Tokaido Shinkansen. Comparing FY2002, before
the opening of the Shinagawa Shinkansen Station, to FY2018, before thepandemic, operating cash flows (consolidated) grew 57%.
Such cash flows have been used to reduce the long-term debt thathas been incurred since establishment. By further enhancing investment
in human resources, technology and equipment while reducing theinterest burden, we have also promoted the construction of the Chuo
Shinkansen since FY2014. In the meantime, we have paid stabledividends to ensure shareholder return.
We have been able to maintain sound management and stabledividends, increase the trust of all stakeholders, and manage ourbusiness based on a long-term outlook, including that of the Chuo
Shinkansen. There is no doubt that the basic premise of this is our ability
to generate such“economic value.”JR Central is currently experiencing

significant management difficulties due to the COVID-19 pandemic, but
we are is working to boost our management strength so that we cancontinue to fulfill our social mission into the future.
Strong growth in operating revenue and operating cash flows (consolidated)(Billion yen)

2,500(Billion yen)

FY2002-2018

750● Operating revenue: up 38%● Operating cash ﬂows: up 57%

2,000

600

1,500

450

1,000

300

500

150

0

2002
Operating revenue (left axis)

2018

(FY)

S

SocialEnvironment

GovernanceS o ci a l

S B uil ding saf e and r esil ient inf r ast r uc t ur e
Since its inauguration in 1964, the Tokaido Shinkansen has
supported the growth of the Japanese economy for more than halfa century, with approximately 6.6 billion people using it as the maintransportation artery connecting Tokyo, Nagoya and Osaka, the threelargest metropolitan areas in Japan. This region comprises about 20%of the land area of Japan, but it is an unparalleled area globally interms of its concentrated population and production of more than
60% of Japan’s GDP. The Tokaido Shinkansen is an indispensable
infrastructure that boasts an overwhelming presence over othermodes of transportation, as it plays a role in providing transportation
services, which are the basic elements of the economy and society.
And we are aiming to build a safe and resilient infrastructure that canprotect Japan’s main transportation artery a​ t all times.
To this end, we have been concentrating our greatest energy in accident
prevention from both the hardware and software perspectives ever since its
establishment, establishing rules and systems to prevent accidents, nurturing
employees and improving their skills through training, and tirelessly upgrading
various safety equipment. As a result, the Tokaido Shinkansen has had noaccidents resulting in fatalities or injuries of passengers on board since
operations commenced, and the number of railway accidents, including onconventional lines, has decreased significantly since our establishment. In
response to the current COVID-19 pandemic, we have maintained sufficienttransportation capacity to allow our customers can use the railways with peaceof mind. We are also taking counter-infection measures, including ventilation oftrain cars, regular sterilization of parts of stations and trains that customers arelikely to touch, and wearing of face masks by staff servicing customers.
Of course, Japan is a major earthquake-prone country, and in the market
area of JR Central, there are concerns about the imminence of earthquakes
with epicenters directly under the Tokyo metropolitan area and the Nankai
Trough. In recent years, it has also become an urgent concern to respondto the intensification of natural disasters. We have been taking sufficientcountermeasures against earthquakes and natural disasters from boththe hardware and software perspectives ever since our establishment. By
working tirelessly to strengthen our facilities as well as to ensure timely andappropriate operations, we have built a resilient infrastructure ​t o withstandheavy earthquakes and intensification of natural disasters. In terms of systems,
we are taking measures, including achieving the redundancy of facilities andsecuring backups, to ensure that the provision of services to customers andthe execution of internal operations will not be disrupted due to earthquakes
or other natural disasters, or system failures. Furthermore, we have taken all
possible measures to protect against cyber attacks, including setting up an
independent system structure that eliminates any contact with the outside
world for systems that are vital for train operations.
Additionally, we are promoting the Chuo Shinkansen Project using theSuperconducting Maglev System ​t o make Japan’s main transportation arterya dual system, as a fundamental measure against the need for large-scalerenovation of the Tokaido Shinkansen and potential major disasters. This
project will allow us to further reduce management risk and thus stabilize ourmanagement base, then in the future, JR Central will continue to carry out its
mission since its establishment of managing Japan’s main transportation artery.
Distribution map of the estimated greatest seismic intensity of Nankai
Trough Large Earthquake

Chuo Shinkansen

Shinagawa

NagoyaSeismic intensity
class
Shin-Osaka

Tokaido Shinkansen

7
upper 6lower 6
upper 5lower 5
4

*Source: Prepared by JR Central based on“Countermeasure against a Nankai Trough Large
Earthquake (Final Report)”(May 2013)

0

Operating cash ﬂows (right axis)

S Ac c essibl e t r anspor t at ion inf r ast r uc t ur e
Based on relevant laws, such as the so-called Barrier-Free Act, JR Central has
been cooperating with governments and municipalities to jointly establish andimprove rolling stock and facilities to enable all passengers to use our services
safely and with a sense of security. We will make continuous efforts to address
the ever-changing demands of society as appropriate.
We also believe that providing overseas visitors with a chance to visit therich tourist attractions along our railway lines is an important issue from theperspective of increasing railway revenues and revitalizing local regions along
the lines. Therefore, JR Central is implementing a variety of sales measures ​toencourage tourists to Japan to enjoy the areas along our railway lines casuallyand conveniently. In addition, we are also working on the expansion of facilities
and services to ensure smooth access for overseas visitors to our stations andrailways. We will continue to make every effort to ensure that our stations andtrains are safe and accessible.

15

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

N700S wheelchair spaces (image)
CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

16

Business Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data

JR Central’s“ESG Management”

S Loc al com m uni t y r ev i t al i z at ion
In addition to the Tokaido Shinkansen, which supports Japan’s economy
and society, JR Central also undertakes the mission of supporting social
infrastructure. It supports people’s daily lives by operating conventionallines mainly centered on Nagoya and Shizuoka, and by developing affiliatedbusinesses in these areas in an integrated manner. The conventionallines operated by JR Central, encompassing 12 railway sections, cover
approximately 1,400 km in operating kilometers, which is approximately
2.5 times the distance of the Tokaido Shinkansen, and play a role as ameans of transportation for daily life, including commuting to work andschool. While increasing the frequency of services and launching new
types of rolling stock, we have been working to maintain our transport
network and provide services that are easy to use, complementing eachother in combination with the Tokaido Shinkansen. We are also working torevitalize the region through sales and marketing in coordination with local
communities along the line.

Stations, where many people gather, including railway passengers, areimportant nodes of the local community, and at the same time, they areimportant management resources for JR Central. By making the most ofthese management resources, and developing the office, commercial,hotel, and other businesses in good locations at stations will enliven
stations and expand the use of railways. On the other hand, if railway
use increases due to improvements in transportation services, it will
also contribute to the growth of our affiliated businesses developed
at stations. By working together with our Group companies to realize
synergies between railway and affiliated businesses, we believe that
we will be able to revitalize people’s travel and economic activities
in the region. In the past 15 years or so, skyscrapers have been built
around Nagoya Station, and the Nagoya region’s traffic flow has changed
dramatically, as one example. With the opening of the Chuo Shinkansen,
further development is expected.

History of development around Nagoya Station

GovernanceE G l obal envir onment pr eser vat ion
JR Central also mitigates the load placed on theenvironment across the entire transportation sector, brought
about by having as many passengers as possible opt to use
railway services, which have a smaller environmental impact
compared to other modes of transport. Railways account for
only 6% of CO₂ emissions despite providing 30% of Japan’soverall passenger transport volume. We have been working
on the introduction of energy-conserving rolling stock
to tirelessly refine these characteristics. The new N700S
Shinkansen rolling stock consumes 28% less energy when
operating from Tokyo to Shin-Osaka at a maximum speedof 285 km/h compared to the Series 300 (in commercial
service from March 1992 to March 2012), when runningat a maximum speed of 270 km/h. In addition, compared
to an aircraft (B777-200), the Tokaido Shinkansen (Series
N700 “Nozomi”) consumes approximately one-eighth of
the amount of energy per seat when traveling between
Tokyo and Osaka, and discharges about one-twelfth of
the CO₂ emissions. We will tirelessly continue to improve
our transportation services while contributing to global
environmental preservation as a corporate responsibility.
Not only that, but in line with the “Carbon-neutrality by2050” policy formulated by the Japanese government, we

will make efforts to further reduce CO₂ emissions and also
improve our environmental superiority.
JR Central also promotes the effective utilization of
resources through the 3Rs initiatives, etc: Reduce, Reuse andRecycle. In addition to minimizing the release of chemical
substances and waste, we are working to mitigate ourenvironmental impact by reducing food loss and material
recycling.
Trend of the ratio of Tokaido Shinkansen rolling stock and unit
energy consumption

（%）
100

Speed of all trains increased (to 270 km/h)

（%）
100

(to 285 km/h)

Compared to FY1990
Approx. 32% improvement

8060

Series 0 / Series 100

60

Series 300 / Series 700

40

Series N700 / N700A

40

N700S

20

20

0

80

’90 ’91 ’92 ’93 ’94 ’95 ’96 ’97 ’98 ’99 ’00 ’01 ’02 ’03 ’04 ’05 ’06 ’07 ’08 ’09 ’10 ’11 ’12 ’13 ’14 ’15 ’16 ’17 ’18 ’19 ’20 ’21

0

(FY)

After completion of JR Gate Tower

S Hu man r es our ce dev el opm ent a n d c re a ti o n o f a re wa rd i n g wo rk p l a c e
JR Central views its employees as its greatest
management resource. Our management philosophy
of“contributing to the development of Japan’s maintransportation artery and social infrastructure” canbe realized at higher levels when the management
philosophy and action guidelines are embodied in
the work of each employee and then put together as
teamwork for thorough implementation. Based on
this understanding, the Company strives to improveengagement* and maximize its corporate value by
actively promoting human resource development
and the creation of a rewarding workplace.

Environment

E n vi r o n m e n t

Ratio of Rolling StockAt the time of establishment

E

Social

It is also important for us to maintain and promote
the health of employees in order to make these
corporate activities sustainable.The Company isactively promoting initiatives
to enhance health andproductivity management
by establishing a “Health
Promotion Policy” and anorganization to support it,
which is headed by the officer
in charge of personnel affairs.

G

SocialEnvironment

Governance

Go ve r n a n ce

G Appr opr iat e gover nanc e
As for the railway business, we manage our business basedon the principle of steadily implementing the necessary
measures to ensure safe and reliable transportation, which
is an issue of utmost importance. We are also working
on the Chuo Shinkansen, a large-scale, long-term projectthat will further reduce our management risk, stabilize
management, and secure the interests of all stakeholders,
including shareholders. These initiatives require massive
long-term capital investment and technological developmentwith considerable lead times, and we believe it is vital tomanage our business based on a long-term outlook rather
than pursuing short-term profitability.
As such, JR Central will continue to work to establish a
corporate culture that places the highest priority on safety,
and ensures the soundness and transparency of management
while aiming for long-term corporate development. By
doing so, we will engage in business activities under solid
governance that increases the trust of all stakeholders.

* Meaning the state in which an employee is proud of being a member of the Company and is happy to work for it.

G Rel at ionships w it h st ak ehol der s
S In n ov at i on adv ancem ent
In order for JR Central to fulfill its mission and develop in
the future, it is essential to build the systems and hardwarethat will serve as the foundation to support daily safe, reliable
and comfortable transportation services through technologicaldevelopment. Thus, with the aim of addressing various technologicalissues in an integrated and comprehensive manner, we have beensystematically proceeding with technological development at
Komaki Research Center established in 2002, by setting issues that
contribute to company measures, such as ensuring safe and reliable

17

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

transportation, from a medium- to long-term perspective. These
approaches have resulted in many significant achievements, such as
safety measures against earthquakes and natural disasters, improved
services through enhancement of the functions of rolling stock andother equipment, and enhanced environmental performance. In
addition, the Chuo Shinkansen Project, as a fundamental measure
to strengthen the main transportation artery, has been promoted
through the accumulation of technological development at the
Komaki Research Center as well as the Yamanashi Maglev Line.

JR Central’s railway business is highly public and has amultifaceted array of stakeholders, including customers,
shareholders, employees, business partners, and local
communities. Therefore, we believe it is important to maintainan overall balance in our relationships with our stakeholders,rather than focusing on just one facet.
We believe that improving the convenience of many users,
contributing to the economic and social development of theregion and Japan, securing stable profits, returning profits toshareholders, and building long-term stable relationships with
employees and business partners will increase the trust of all

stakeholders and lead to our sustainable growth as a company.
Stakeholders
Customers●Safe and comfortable service for everyone●Innovative reduction of travel time by the Chuo Shinkansen

Shareholders ●Sustained increase of cash ﬂows

●Long-term stable dividends

E m p lo y e e s ●Long-term stable employment environment ●Active and rewarding workplace
Business partners ●Building long-term, stable, fair and equitable business relationships●Expansion of the Japanese economy
Local
communities ●Revitalization of local communities ●Building a resilient society●Conservation of the global environment by expanding
Globalenvironment the use of environmentally friendly railways

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 202218

Highlight 1

Management Revitalization by Utilizing Latest Technology〜Aiming for safer, more convenient, and most comfortable railways〜
JR Central is promoting "business restructuring" to reduce routine costs by 80 billion yen on a non-consolidated basis over 10 to 15 years by establishingan efficient business execution system, and is taking on the challenge of realizing a new concept, "revenue growth," to revitalize our management.
In recent years, technologies such as sensing, image recognition, big data transmission and analysis, AI, and robotics have evolved significantly. JR
Central is committed to providing safer, more convenient, and more comfortable railway services with greater efficiency by proactively incorporatingthese technologies to fundamentally transform current transportation services and address future declines in the labor force.
In Highlight 1, we have summarized our future vision of railways and the main initiatives to work toward it. Through these initiatives, we will
integrally develop the three generations of railway of the Conventional Lines, Tokaido Shinkansen, and Chuo Shinkansen over the future to vigorously
fulfill our mission of "contributing to the development of Japan’s main transportation artery and social infrastructure."・Expand our online reservation and ticketless boarding
service to provide customers with a smooth travelling
experience.
・Leverage ICT and other latest technologies to enhancemeans of communication with customers and improveARACthe convenience of transportation
services. H
NT
OT
RE
EL

・Strive to improve services by
understanding the needs ofcustomers and introducing new
perspectives and flexible ideas.

CO

FF

EE

・Improve safety from various angles to continue to provide transportation
services that can be used by customers with peace of mind.
・Improve the reliability of transportation services by introducing systems
and equipment that use the latest technologies in railway operation andmaintenance. Railway personnel will focus on more creative work, suchas reflecting local situations and data into planning.

XI
TA

XI
TA

19

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

20

Business Strategy

Highlight 1Generating“Economic Value”

Creating“Social Value” Corporate DataManagement Revitalization by
Utilizing Latest Technology

1. Safer Operation

2. More Convenience

Shinkansen

■Technologies used: Sensing, self-driving

In stall p l at for m door s at al l Shink a n s e n s ta ti o n s

Semi-automatic train operation (STO: GoA2) ※STO:Semi-automated Train Operation● To increase safety on the platform

GoA:Grade of Automation

Also introduce semi-automatic train operation to
support the work of train operators

・The train operator is stationed driver’s cab in the first car.
・The train operator starts the train manually.
・Speed control and stopping during operation are automated.

● Assisted by enhanced operations support, the train operator performs a safety check on

the platform and opens/closes the door when the train arrives at and leaves each station.
In an emergency, the train operator, as the
person in charge of the train, supervises
conductors and pursers in coping with thesituation.
● Conductors focus on supporting customers
who are not accustomed to traveling orotherwise need assistance in the train andon patrolling in the train to improve security.

Automation level(As defined by IEC (JIS)*)

Graphic illustration of operation mode([ ] indicates the operator’s main tasks)

Operator [Starting thetrain, bringing the train
to an emergency stop,
guiding evacuation, etc.]

GoA2

Semi-automatic train
operation (STO)[Reference] Automation levels of railways (excerpt from MLIT materials)

Install platform doors at all Tokaido Shinkansen stations

Conventional lines

Install cameras to the side of cars for certain trains of three or more cars to help the train operator ensure safety visually.
installed at each car. In addition, we are considering the use of image recognition
technologies to detect passengers who get caught in the train door, fall from the1

platform, etc.

● While considering such measures to increase safety, we will

introduce driver-only operation also to trains of three or more cars.

2

3

①

⑤

②

⑥

③

Increase safety and stability by using the latest technologies

⑦ ④

⑧

Use ⑤
through ⑧■Technologies used: Sensing, image recognition, big data analysis, etc.

Improve the quality of inspection and repair by actively using condition monitoring, image recognition, etc.
● We will improve reliability and efficiency by shifting from manual or visual

Data monitoring

will expand our services in a phased manner toenable passengers to use IC cards issued by railway
companies for transportation on all JR Central lines
without buying a ticket at a station in advance.

Internet reservation and ticketless services will be expanded● We will also introduce a service to enable passengers

to reserve seats or buy commuter passes using theirsmartphones anytime from anywhere.

or
Reserve a seat with your smartphone

Feeding catenary wires

Acquire image dataon railway tracks andrailway lines while
the train is running

Buy a basic fare ticketwith your IC card

Buy特急券はスマホで
a limited express ticketwith your smartphone

Typical mode of using limited express trains on conventional lines in the future● Passengers will be able to use limited express trains onconventional lines without stopping at the ticket office ina station to buy tickets.

We will expand opportunities for passengers to seek guidance,
buy tickets, etc., at stations by using video calls or other means.

■Technologies used: Data transmission
Follow
the guidance● W e will enhance remote guidance services, such as“reserved

seat ticket machines with support functions”and“centralized
passenger service system,”as well as support for ticket purchases.

テレビ電話等でご案内可能な
We will install more
券売機を拡大ticket machinesthat can● A s a result, we will adjust the deployment of station staff provide guidance throughvideo calls
appropriately in accordance with the actual mode of use.

The train operator ensures safety by inspecting the images of car-side cameras.

Appearance inspection equipment(above ground)● W ewill also be more stations at which passengers
can buy tickets early in the morning and late at night.

The train operator ensures safety by inspecting the images of car-side cameras.

inspection to diagnosis based on condition monitoring and image recognition
and using a system to assist the input of inspection and repair results.
● We will constantly monitor the conditions of railcars, railway track facilities, electric
equipment, etc., by acquiring data on them in order to make repairs before they
break down. As a result, rolling stock and facilities will be maintained in a soundcondition, and the occurrence of breakdowns and train delays will be less frequent.
● O ur employees will strive to further improve the quality ofinspection and repairs through verification based on data analysis.

TOICA service will be available on all JR Central lines● T here

4

Images of the car-side
cameras ① through ④

Use ①
through ④■Technologies used: Ticketless

We will enhance the means of communication with customers at stations■Technologies used: Image recognition● T he train operator ensures safety by inspecting the images of the cameras

Ticketless services for the smooth use of both Shinkansen and conventional lines

For more convenient business trips and leisure travel
W e ar e pr epar ing f or t he l aunc h of “EXM aaS (t ent at ive name)” in f al l 2 0 2 3

Station attendants will focus onservices that require in-person
interactions■Technologies used: EX-MaaS

Now● W eplan to start“EX-MaaS (tentative name)”service
in fall 2023 to enable customers to make reservations
and payments seamlessly for their entire trip, including
Shinkansen tickets, hotel rooms, local transportation,sightseeing plans, etc., at travel destinations. Reservations
and payments throughout the entire trip will be moreconvenient together with enhanced contents.

● C ustomers will be able to freely combine Shinkansen, hotels, andsightseeing plans. At the same time, we will also launch a value“EXDynamic Package (tentative name),”which will accommodate trainchanges until immediately before train departure for the first time in Japan.

From fall 2023

“EX-MaaS (tentative name)”will realize seamless reservations and “EX Dynamic Package (tentative
payments throughout the entire trip (with certain exceptions).
name)”will make it possible tochange trains until immediately
before train departure.

3. More Comfort
Provision of high value-added services to meet diverse needs

Trolley wires
Rails

We will consider enhancing Shinkansen seat categories

W e w il l pr ovide new wa ys to use Shi nka nsen

● We will consider providing a superior class to Green● We will provide a new service for groups of customers to charter a Shinkansen

Cars to make travel more comfortable and provide
seats with an enhanced business environment.

car and hold an event of their own in the car, including customized interior
decoration and in-car announcement and renting of equipment, such as monitors.

We will work to improve the business environment
in stations and Shinkansen trains

Railcar data (railcars)● We will work to further enhance the business environment to

Dr. Tokai

Monitor the condition of railcars using railcar data and data from appearance inspection equipment. Monitor the condition of tracks and railway line facilities using image recognition and other technologies.

21

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

enable passengers to work seamlessly before and after getting
on the train, such as the introduction of a station workspace“EXPRESS WORK”and the“business booth”in the train.

Business booth(Introduced on a pilot basis to some N700S trains)

Example of a new way to use in-train services(wedding party)

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

22

Highlight 2Highlight 3

Initiatives for Human Resources to Support
JR Central's Sustainable GrowthTargets toward carbon neutrality and addressing

the TCFD's Recommendations〜Human resource development, creation of a rewarding workplace, and health and productivity management〜With global environmental conservation as a key management theme, we have been constantly enhancing
the environmental superiority of railways, which are more energy efficient and have less environmental impact
than other modes of transportation, by proactively adopting energy-saving rolling stock and equipment.
Additionally, we strive to further reduce CO₂ emissions to achieve carbon neutrality in 2050. On the basis of
the Japanese government’s 2050 carbon-neutrality policy, JR Central and the JR Central Group aim to achieve
net zero CO₂ emissions in 2050 as well as reduce CO₂ emissions in FY2030 by 46% from FY2013 levels.
In addition, we endorsed the TCFD recommendations in May 2021 and are proceeding with the analysis ofclimate change-related risks and opportunities. We will continue to further deepen the risk analysis to support
stable business operations over the long term, while contributing to the realization of a sustainable society.

JR Central views its employees as its greatest management resource. Our management
philosophy of “contributing to the development of Japan’s main transportation artery andsocial infrastructure” can be realized at higher levels when the management philosophy
and action guidelines are embodied in the work of each employee and then put together as
teamwork for thorough implementation. Based on this understanding, the Company strives toimprove engagement* and maximize its corporate value by actively promoting human resource
development and the creation of a rewarding workplace.
It is also important for us to maintain and promote the health of employees in order tomake these corporate activities sustainable. The Company is actively promoting initiatives toenhance health and productivity management by establishing a“Health Promotion Policy”andan organization to support it, which is headed by the officer in charge of personnel affairs.

* TCFD stands for Task Force on Climate-related Financial Disclosures, established by the Financial Stability Board (FSB) in order to consider issues concerning climate-related disclosures, etc.
Its final report establishes the recommendation that companies, etc. understand and disclose information about the risks and opportunities that climate change presents to their business.
* See our website for the results of quantitative analysis on potential damage to

URLhttps://company.jr-central.co.jp/company/esg/environment/

Tokaido Shinkansen equipment in the event of a river flood.

President

1. Gove r nance
At JR Central, the Corporate Planning Division and the General Technology Division,
which oversee the management and the technology sectors, respectively, play a central rolein formulating and promoting environmental measures. The President and Representative
Director and related directors reflect the results of the study on climate change inmanagement, and oversee the efforts to address climate-related issues. In addition,
important matters are discussed and reported at the Board of Directors meetings, etc.

Corporate Planning Division

Cooperation

General Technology Division* Meaning the state in which an employee is proud of being a member of the Company and is happy to work for it.

Conventional Lines
Shinkansen
Chuo Shinkansen Business Promotion
Operations Division Operations Division Promotion Division
Division

Human capital management (schematic diagram)

The main climate change-related risks andopportunities that we recognize are as follows:
Transition
risks

・Increased costs from the introduction of carbon pricing(decarbonization tax, etc.)
・Increased costs to respond to stricter regulations on CO₂ and other emissions
・Increased costs to procure energy and materials

・Increased damage to railway facilities from more frequent wind and flood damage
・Increased suspension of service from more frequent wind
Physical risks and flood damage (decreased transportation revenue)
・Adverse impact on material procurement, etc. due to supply chain disruption
・Decreased revenue due to customers refraining from traveling under extreme weather conditions
Opportunities ・Customers who value environmental superiority shiftingfrom other modes of transportation to rail

(1) Transition risks
Of the 21.17 million tons of CO₂ emitted by JR Central (FY2021),
approximately 95% is indirectly emitted through our use of electricity,while the remaining 5% is directly emitted through our use of fuels, etc.
To address the 5% direct emissions from the use of fuels, we will introduce the Series
HC85 with reduced environmental impact as well as conduct research and prepare
experiments on battery railcars and fuel cell railcars and promote tests on biofuels.
To address the indirect emissions from the use of electricity, which accountfor the remaining 95% of the total, we will work to utilize renewable energy
while making further energy-saving efforts, such as introducing additionalenergy-efficient rolling stock including the N700S and Series 315, andaccelerating the replacement of platform lights with LED, in addition to making
decarbonization efforts across the entire power generation sector in Japan.
=>Refer to page 67 for information on specific measures.

23

JR Central’s CO₂
emissions:
1,170,000 tons
(FY2021)[Direct emissions] •Hybrid powered rolling stock
Fuel:
70,000 tons •Research and preparation(approx. 5%) of experiments on battery
and fuel cell railcars

Human resource development Creation of a rewarding workplace•Biofuel tests[Indirect emissions]Electricity
purchase:•Energy saving
1.1 million
tons•Renewable energy utilization(approx. 95%)

“Basic policy”(3) Opportunities
We see the recent rise in environmental awareness toward
decarbonization as an opportunity to further promote the use of train
services, a means of transportation that possess high environmental
superiority. JR Central intends not only to increase transportation revenues,
but also to contribute to the preservation of the global environment by
securing safe and stable transportation and improving transportation services.

4 . G o a l s a n d i n d i c a to rs

At JR Central, the Corporate Planning Division and the General
Technology Division assess and analyze the impact of climate changerisks and opportunities on its business in close cooperation withrelated departments, and formulate and promote countermeasures.
As part of measures to reduce physical risks, we are working on the constructionof the Chuo Shinkansen that utilizes the Superconducting Maglev System as afundamental measure to prepare for large-scale disasters, in addition to the measuresthat we have been taking since our establishment to strengthen our facilities to copewith natural disasters in general, not just those caused by climate change.
We will continue to deepen our risk analysis on climate change
to ensure the long-term and stable operation of the railway businessand also to contribute to the realization of a sustainable society.

On the basis of the Japaneseg o v e r n m e n t ’s 2 0 5 0 c a r b o n neutrality policy, JR Central and the
JR Central Group aim to achieve net
zero CO₂ emissions in 2050 as well
as reduce CO₂ emissions in FY2030
by 46% from FY2013 levels.
With these efforts, we willfurther elevate the environmental
superiority of railways andcontribute to the realization of asustainable society.

(thousand t) The JR Central Group’s CO₂ emissions

1,800

1,705

Scope 1

1,600
1,400

800
600

Sense Technicalof unity capability

Selfdevelopment

Group training

Develop diverse individuals
Overseas study andoverseas research dispatch
Application-based training
Internal application-based assignment
ICT education
Development of business experts

Active use of diverse human resources
Promotion of women's empowerment

New ideas and technologies

Support for maintainingbalance between childcare/nursing care and work
Employment of persons
with disabilities

Career development support
Goal management interview
Interview by
the Personnel Department

Ability to work safely
Ability to provide better service
Ability to work eﬃciently

Promotion of dialogue in workplace“Skills improvement and the creation of a lively workplace”“One STEP” activities

Health and productivity management
Mental healthcare Workplace vitality improvement projects

Engagement

Scope 2

1,311
vs
FY2013
-46％

1,200
1,000

OJT

Discipline(2) Physical risks
In the railway business, the largest climate change-related physical risk arises
from wind and flood damage. For this reason, we have taken various measuresin the past and strive to manage such risks more effectively going forward by
analyzing the impact of climate change using the framework of the TCFD. As
part of this effort, we have conducted a quantitative analysis of potential damage
to Tokaido Shinkansen equipment as a result of the increasingly frequent
occurrence of river floods, and the analysis results are disclosed on our website.

3. Risk m anag em ent

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

Reinforcement and accumulation of human capital

Realize our management philosophy at a higher level

2. S tr ateg i es

1,569
1,194

400
200
0

Net

zero
137 1172013 2021 2030 2050

(FY)

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

24

Business Strategy

Highlight 3Generating“Economic Value”

Creating“Social Value” Corporate Data

Initiatives for Human Resources to Support
JR Central's Sustainable Growth

1. Human Resource Development
General principles
The railway business can function as a safe and sound system as a whole
only when each employee is strongly committed to fulfilling his or her role andworks diligently on a daily basis with a high technical capability and accurate
knowledge, while various technical skills are highly integrated through thecoordination of various departments.
For this reason, JR Central has adopted discipline, technical capability, andsense of unity as its three general principles for human resource development,
which are particularly relevant to railway operation, and is working on humanresource development based on these principles in order to continue to fulfill
its social mission stably and sufficiently over a long term. More specifically, thebasic education and training system mainly involves on-the-job training (OJT), in
which employees learn the knowledge and skills required for work through daily

Initiatives to find and develop diverse individuals
operations in each workplace. They also acquire additional knowledge and skills
through group training, which is held in the General Education Center, etc., andvarious self-development opportunities, such as internal and external training
programs, etc., that help employees learn knowledge and skills on their own.
It is also necessary, particularly in administrative departments, to help diverse
employees fully demonstrate their ability and to create new value by responding
to various changes in both internal and external environments with newperspectives and flexible ideas.
Based on the premise of long-term employment, in order to enable
employees to attain the necessary abilities and demonstrate their capabilities
with enthusiasm, we are working to systematically develop human resources
with a broad perspective on personnel management.

Development of“leaders in railway business”who support the foundation of the Company’s businessAs many railway operation skills can be developed only through experience,
human resources cannot be developed in a short period of time.Therefore, JR Central

strives to offer ongoing employee education that is attentive to details through the
combination of on-the-job training (OJT), group training, and self-development.

( 1) On - t he-j ob t r aini ng (O J T )We offer various types of on-the-job training (OJT) including, for example, an“N-OJT”
program for employees of younger generations to attain specialized knowledge
and technical skills. Under this program, employees skilled in practice take a fine-tuned approach in developing younger employees by using a list that indicates therequirements needed to be regarded as qualified in the workplace and a record ofeach individual’s development plan, details of guidance, and results of the guidance.

( 2) Gr o up t r ai ni ng
We put effort into offering various training programs, including job-specifictraining for leaders in railway business who will support the foundation of theCompany’s business, selective training programs to develop core personnel inworkplace, and stratified training sessions for employees in specific positions. Jobspecific training is conducted to improve the knowledge and technical capabilityof employees by providing them with practical training that is suitable for their job
functions and required skill levels. At the General Education Center, we have put inplace, for both Shinkansen and conventional lines, life-size railcar simulators and test
lines with equipment that is equivalent to that of real lines and provide practicaleducation using various well-equipped training facilities for each transportation,
railcar, facility, and electric system. For employees in managerial positions, we
provide training on methods to maximize the performance of the workplace andteams by bringing out the strengths and abilities of each staff member. For midlevel employees, we also provide those in professional positions, for example, withselective training programs, such as leadership training, middle-leader training, andforerunner training, to develop future leaders. For new employees, we provide new
employee training that runs for about two months after they enter the Company.
We recognize this training as an“important opportunity for new employees toshift their awareness from being a student to being a JR Central employee”andimplement a curriculum that instills the discipline and norms required of employeesof JR Central and the awareness that safety is the top priority.

In order to continue to realize our management philosophy of“contributing to the development of Japan’s main transportation arteryand social infrastructure”into the future, we need to reinforce both thequality and quantity of our diverse human resources in order to respond(1 ) D evel opment of gl obal human r esour c es
With the economic and social environment surrounding companies becoming
increasingly globalized and complicated, we have established an Overseas Study
Program that is fully funded by the Company, with the aim of fostering human resources
who can take charge of its future management and play a role on a global stage. So far,
135 employees have studied abroad at various universities, including Harvard University,
the Massachusetts Institute of Technology, and the University of Chicago, to learn abroad array of knowledge and build a human network.

25

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

We have also established an Overseas Research Dispatch Program to send employees
to overseas companies and other organizations to conduct research on advanced
technologies, etc., and to utilize the results of the research in our business operations
upon their return. So far, 75 employees have been dispatched.
These programs are application-based. We strategically develop human resources
who will contribute to the promotion of our business and organizational change in the
future by accepting applications from motivated employees of a wide-range of job types.

(2) Career development through application-based training and programs
JR Central is working to enhance application-based training andprograms to help diverse human resources gain knowledge andexperience in accordance with their motivation, aiming to raise employee
engagement and further diversify our human resource portfolio.
Employees who are expected to play an active role as a senior management
member in the future are provided with education opportunities, including careerdevelopment training to teach them the necessary skills for leading their workplace
as a core employee, and opportunities to broaden their perspectives and external
human networks, such as participation in cross-industry events and seminars for
women and dispatching employees to external programs for working adults.
In addition, we have introduced an internal application-based careerdevelopment program in 2022 for the purpose of identifying motivated and able
employees and promoting them to the right positions and, taking this opportunity,
stimulating the motivation for self-development and challenging spirit of employees.
We also permit double employment (side job) depending on its
impact on work and the type of work at the other employer.

Career development training(3 ) D evel opment of ICT human r esour c es

General Education CenterWe understand that developing human resources who can actively use
new technologies, such as ICT, is urgently required for us to create newservices out of new ideas and promote the reform of business operations.
JR Central is strengthening the development of human resources who
can create new value using ICT by providing education to teach practicalskills, such as data analysis and system development, in addition to the
obvious efforts to raise the ICT literacy of all employees through stratified
training sessions, etc.
We also put considerable effort into the use of ICT as an educational
tool. For example, we are promoting the use of web conferencing tools
and a learning management system (LMS) to enable on-demand viewingof lectures.We also engage actively in other initiatives to deepen technicalskills and technologies, including the use of training materials that use VR
technology and a stereoscopic projection system in group training.

( 3) S e lf-dev el opm ent
With regard to promoting self-development, we are also enhancing various
support systems and actively supporting the development of the skills of
motivated employees. JR Central offers internal training programs (about 30
courses) to help employees systematically learn specialized knowledge and skills
that are necessary in their daily work, and many employees (including employeesof group companies) engage in self-development through such activities assubmitting monthly reports and taking review tests to measure their proficiency.

appropriately to changes in the business environment. JR Central
is developing human resources with a wide variety of knowledge
and experience as our management capital by providing motivatedemployees with opportunities to gain knowledge and experience.

We also offer a license incentive program that provides employees who haveobtained any of about 200 types of licenses designated as useful in work with an
incentive equivalent to the course fee and an external distance learning incentive
program that provides employees who have completed an external distancelearning course, including e-learning, with an incentive equivalent to 50% of thecourse fee. By taking advantage of these programs, more than 1,000 employees
work hard to obtain licenses or take external courses every year.

Group training that uses VR technology(4 ) D evel opment of business exper t s
JR Central has a job rotation program to systematically develop humanresources on the premise of long-term employment. On the other hand, in the
job areas in which employees are expected to produce high-quality output by

sharpening their expertise, such as new business development, we are developing
experts by identifying employees with high aptitude and assigning them mainly topositions in the Business Promotion Division and group companies.

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

26

Business Strategy

Highlight 3Generating“Economic Value”

Creating“Social Value” Corporate Data

Initiatives for Human Resources to Support
JR Central's Sustainable Growth

2. Creation of a Rewarding Workplace
JR Central, as a company that provides highly public andopen services, has a mission to continue to provide services toplease diverse customers. In order to continue to satisfy diverse
customer needs, each of our employees who have a diverse

background needs to be able to demonstrate his or her ability
to the fullest. We strive to maximize organizational performanceby creating a workplace that is rewarding to each employee andthereby extracting the maximum output from each individual.

Non-consolidated number of employees
and percentage of female employees

Total number of employees (non-consolidated)
Percentage of female employees(Number of persons)

20,00018,11618,148（％）

18,282

18,49912.0

18,723We are vigorously promoting women’s empowerment as part of the initiative tocreate a workplace that is rewarding and helps employees fully demonstrate their ability.
In accordance with the provisions of the Act on Securing, Etc. of Equal Opportunity
and Treatment between Men and Women in Employment (Equal Employment
Opportunity Act) and other relevant laws, we handle personnel matters, including
recruitment and assignments, without distinction between men and women. Currently,
female employees are engaged in a wide range of duties, including administrative
work, station front desk work, serving as conductors and drivers of Shinkansen andconventional lines, and hospital nursing work. Due to the characteristics of the work
involved, the railway business requires so-called late-night work (work between 10
p.m. and 5 a.m.). However, the Labor Standards Act at the time of the Company's
establishment prohibited late-night work by women in principle, except for some limited
job types. Due to this situation, the ratio of female employees as of the end of FY1996
was only 1.3%. Subsequently, in response to the revision of the Labor Standards Act
in 1997, we have actively employed female employees. As of the end of FY2021, thenumber of female employees was 2,214 (approximately 12% of all employees), reflecting
a significant increase. A female employee was appointed as a Corporate Officer in 2021
and as a Director in 2022 for the first time in the Company. Female employees are active

in many fields, including as Department General Managers and Section Managers.
In addition to our past efforts to enhance various programs to help realize diverseand flexible work styles, we have formulated an action plan based on Act on the
Promotion of Female Participation and Career Advancement in the Workplace, which
took effect in April 2021, under the leadership of the Women’s Empowerment Project
launched in July 2020, which is under the direct control of the General Manger of the
Personnel Department, in order to become a company
in which all employees, regardless of gender, canbalance work and childcare and fully demonstrate theirability in rewarding work more than ever.
Under the action plan, we have set numerical targets,
such as increasing the percentage of female employees
hired as new graduates to 25% or more and increasing
the number of female managers by a factor of 1.5 ormore (compared to the end of FY2020), and we arepromoting company-wide efforts to achieve these Eruboshi certification based on the Act on thetargets by March 31, 2026, when the plan period ends. Promotion of Female Participation and Career
Advancement in the Workplace (2022)

11.5

11.5

11.4

11.0

5,000

10.5

0

10.0

2017

2018

2019

2020

Number of employees hired by genderand percentage of females hired

(FY)

2021

Number of females hired
Number of males hired
Percentage of females hired（％）(Number of persons)

1,000

25

700

● Increase

We will increase
workplaces to which women are assigned inTarget: Increase workplaces to which women are assigned.
workplaces to whichview of the provision of facilities for women.
women are assigned, and2 i n c r e a s e p l a c e s w h e r e Target: I n c r e a s e p l a c e s w h e r e e m p l o y e e s w i t h ● Increases places where employees with restriction on
employees with restrictions
restriction on working styles can play an active
working styles due to childcare, etc. can play an active
in working styles can play
role.
role.
an active role.

We will increase the

3 number of women in

managerial posts.

Target: A ssign 1.5 times more women to managerial ● F oster professional mindset among female leaders andposts* (vs end of FY2020).
support networking outside the Company by sending them
* S um of Line Managers and employees in positions higher thanManagers (excluding Officers)

120

80

3.3
3.0
2.7

117

122

3.5

130

3
2.5

107
96

2

20.9
20

17.1

16.5
15.0

600

15.5
15

500
400

626

673

770

772

719

10

300
200

5

100
0

124

119

142

159

190

2017

2018

2019

2020

2021

60

1.5

40

1

20

0.5

0

(FY)

0

2017

2018

2019

2020

2021

0

(FY)

*Including section chiefs of non-field operations, assistant chiefs of field operations, andchief nurses (includes employees on leave, but excludes employees on secondment).

Number of days and percentage
of annual paid leave taken

Number of days of annual paid leave taken
Percentage of annual paid leave taken(Number of days)

（％）

20

18

800

● Strengthen public relations for recruitment so that womenW e w i l l i n c r e a s e t h e Target: R a i s e t h e h i r i n g r a t e o f w o m e n i n t h e
1
can envision themselves working at a railway company.
hiring rate of women.
recruitment of new graduates to at least 25%.
● Strengthen the hiring of women in all job types.

4

3.4

3.6

11.0

900

Positive action plan for promoting women’s empowerment

（%）

160

100

11.2

10,000

Number of female managers
Percentage of female managers(Number of persons)

140

11.8
15,000

Women’s Empowerment Project

Number of female managers
and percentage of female managers

16

93.3
82

85

87.6

100
90

86.5

80

14

70

12

60

10

50

8

15.9

16.5

16.9

16.7

18

40

6

30

4

20

2

10

0

2017

2018

2019

2020

2021

0

(FY)

* Percentage of mid-career hires: 2.5% (FY2018), 2.5% (FY2019), and 1.3% (FY2020)

on external training courses.

● H old seminars with successful women as lecturers in order

Target: A ssign 1.5 times more women to Assistant
to introduce role models.
Manager and Supervisor levels or higher (vs end ● P rovide training for women aimed at fostering professional
of FY2020).
mindset.

Target: F oster a workplace culture that empowers ● Provide training for managers, etc.
We will foster a
women to demonstrate their capabilities.
workplace culture ande n h a n c e p r o g r a m s Target: E nhance programs that support employees ● Enhance work arrangements, etc.
4balancing work and childcare.
to facilitate women
to demonstrate theirTarget: Raise the percentage of annual paid leave taken ● Encourage employees to take annual paid leave.
capabilities.
to at least 80%.
W e w i l l e n c o u r a g e Target: Raise the percentage of male employees taking ● S t r e n g t h e n t h e d i s s e m i n a t i o n o f i n f o r m a t i o n t o m a l echildcare leave or leave aimed at childcare to
employees on childcare-related programs.
childcare.
at least 30%.

5 men’s participation in▶︎Plan of action for general employers https://company.jr-central.co.jp/others/action_plan/

Percentage of childcare leave,
etc. taken

Percentage of childcare leave, etc. taken (female)
Percentage of childcare leave, etc. taken (male)

（％）

120

100

100

100

100

100

101

80

63
60

38

40

20

8
0

2017

14

2018

21

2019

2020

2021

(FY)

* Calculated including both childcare leave and leave aimed at childcare* Calculation from FY2021 onwards is based on the calculation method of the Child
Care and Family Care Leave Act (enforced in April 2023).

27

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

28

Business Strategy

Highlight 3Generating“Economic Value”

Creating“Social Value” Corporate Data

Initiatives for Human Resources to Support
JR Central's Sustainable Growth

Support system for maintaining balance between childcare, nursing care, and work
It is essential for us to enhance various programs to ensure that all
employees, regardless of gender, can maintain a good balance between workand childcare/nursing care and are motivated to work with enthusiasm in activeroles over many years. In 2006, JR Central became the first company in thetransport and railway industry to receive the“Minister of Health, Labour andWelfare Effort Award”as a Family Friendly Corporation.*1 We have continued
to make further efforts even after receiving the award, and many of ourprograms exceed the levels required by law.
For example, at JR Central, employees are entitled to longer maternity, childcare,and nursing care leave than the statutory periods. We are currently taking specificmeasures to maintain and increase the percentage of employees who take childcare
leave by setting targets.*2 In FY2021, the percentage of employees who tookchildcare leave was 101% for female employees and 63% for male employees.
We use flexible work arrangements, including flex time for office workers andcertain field office employees and reduced work days, which allows field office
employees who provide care to a child in the sixth grade of elementary schoolor younger to take multiple unpaid leave days each month, all with an eye tohelping employees achieve a good balance between work and childcare. We
also have a wide range of employee benefits, such as mediating the use ofcompany-led childcare centers and offering childcare support subsidies whenemployees use babysitters, etc., which are used by many employees.
In addition to these programs, we have a system designed to rehire former
employees who resigned for childcare or nursing care reasons or due to othersimilar circumstances, as long as a certain set of conditions is met. We also
have a system that allows an employee whose work location is limited to betransferred, upon request, to an area outside thecurrent area of work. These measures are all partof our efforts to create a better work environment
where employees can reach their full potential atdifferent life stages.
*1 A system introduced by the Ministry of Health, Labour and Welfare wherebycompanies are rewarded for taking initiatives to establish various programs
to support employees in achieving a good balance between work, childcare
and nursing care, and for putting in place a mechanism whereby employees
have the option of selecting diverse, flexible working styles.
*2 In the action plan from FY2021 to FY2022, we set targets for the percentage of
employees who take childcare leave, etc., of 100% for female employees and
30% or more for male employees. JR Central has been certified four times by
the Minister of Health, Labour and Welfare as a child-care supportive institution("Kurumin" certification), meeting certain requirements set forth in the Act on
Advancement of Measures to Support Raising Next-Generation Children.

Initiatives for supporting childcare, etc.
PregnancyChildbirth"Kurumin" certification

Employment of Persons with Disabilities
JR Central is actively promoting the employment of
persons with disabilities from the perspective of utilizing
diverse human resources and fulfilling its corporate social
responsibility. We place the right people in the rightpositions in a wide range of departments, including theadministrative and operational departments, while giving
consideration to the degree of individual disability andother factors.
In October 2006, the Company established a special
subsidiary, JR Tokai Well Co., Ltd., based on the Act on
Employment Promotion etc. of Persons with Disabilities.
This special subsidiary mainly engages in printing andenvelope-sealing operations for the JR Central Group.
Starting from October 2021, they have offered massage

services as part of the company’s initiative to provide
benefits and health management to employees.
As a result of these efforts, the employment rate ofdisabled persons as of June 1, 2021, was 2.74%, which ishigher than the statutory employment rate.
In accordance with the revised Act on Employment
Promotion, etc. of Persons with Disabilities, we will adhere
to our non-discrimination policy in recruitment and hiring
as well as continuing to improve the work environment
in an appropriate manner, while taking into accountrestrictions due to disabilities so that individuals withdisabilities can make the most of their skills even after
they are hired.

Initiatives beyond those called for by law, or voluntary initiatives

1 year old

2 years old

Flexible operation of opening and closing times

Enrollment End of May in End of September End of March End of March
1st gradein 1st gradein 3rd grade in 6th grade
3 years old in elementaryin elementary in elementary in elementary in elementary
schoolschoolschoolschoolschoolMaternity leave (unpaid)
Check-up leave (unpaid)
Accumulated leave (paid)* Entitled when the leave falls under check-up leave or maternity leave, when an employee intends to be present at a childbirth, and for childcare by an employee with a child under one year oldChildbirth leave (paid)
Working restrictions on pregnant womenInitiatives to support career development
At JR Central, based on the belief that active
communication in the workplace leads to improved
productivity, interviews are held every six months where
employees are given feedback from their managers andthe workplace targets are shared. While maintaining theprinciple of employee development through job rotation,
we conduct a survey every year on desired jobs andcareer paths of individual employees to support theircareer development. The personnel department also holds
interviews with employees.

Childbirth leave (unpaid)Childcare leave at the time of childbirth (unpaid)Childcare leave, etc.

Childcare leave (elementary school)

Childcare leave (paid)Childcare leave (elementary school)
Reduction of scheduled working hours (childcare shorter hours leave) (unpaid)・Reduction of standard working hours under flexible work arrangements
Nursing leave (unpaid)
Exemption from overtime work
Restriction on late-night work
Restrictions on overtime work
Late-night work relaxation system
Shorter day work (shorter day leave) (unpaid)Child rearing leave (unpaid)

Wage
Welfareassociation

29

Child dependency allowance (up to 22 years old)
Provision of at least 30% of the year-end
The Company bears the social insurance premium deducted frombonus even during childcare leave
the year-end bonus in line with the period of childbirth/childcare leave

Home help usage subsidy: Up to 5,000 yen/day (up to 20 days per year) (no age limit)
Childcare support subsidy; Up to 4,000 yen/day (up to 60 days per year)“One STEP”activities to improve employee skills and create a lively workplace
We promote “One STEP” activities in which multiple
employees work together as a team to discuss various
issues in the workplace with a sense of ownership, andresolve and improve the issues through their own creativity
and originality. The name of this program “One STEP”
reflects the idea that “one step made together by ten
persons is better than ten steps made by just one person.”
By implementing activities on a wide range of themes,such as service improvement, safety enhancement, andcost reduction, we aim to improve the skills of employees,
create a rewarding and lively workplace, boost the powerof the workplace, and develop the Company.

Scene of an activity (discussions visualized and participated in by all members)

Preschool center usage subsidy: 5,000 yen/month

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

30

Business Strategy

Highlight 3Generating“Economic Value”

Creating“Social Value” Corporate Data

Initiatives for Human Resources to Support
JR Central's Sustainable Growth

3. Health and Productivity Management

Measures

We are actively enhancing health and productivity management in order to maintain and improve the health of our employees,
which is the foundation for our continuing to fulfill our social mission.

PurposesIn order to achieve our mission to “Contribute to thedevelopment of Japan’s main transportation artery and social
infrastructure” shown in our management philosophy, it isessential that each and every employee demonstrate his/herfull potential. In order to maintain and promote employee
mental and physical health as its basis, we established the
Health Promotion Policy as our overall policy for healthpromotion measures in April 2018 for the Company to actively
support the maintenance and promotion of employees’health.

Purposes (Targets and actions)Management Philosophy“Contribute to the development ofJapan’s main transportation artery and social infrastructure”
Management target thatshould be achieved by health andproductivity management

Employees are able to exercise their full potential

Expected effectDecrease in employees with working restrictions,on leave, or resigning“Health Promotion Policy”〜For Working in a Lively and Continuous Way〜
1

Encourage employees to change their behavior andprevent them from getting sick

The Company shall establish frameworks for employees to work in a lively way.

2 Employees should promote their own health. The Company
3

Health management over
Daily health management
the medium to long term
[Conducting regular health checkups][Setting numerical health targets][Workplace support[Implementing
by occupational physicians, etc.]
health promotion measures]

Specific actions

shall support this.

We verify the effects of those efforts and further promote health based on
objective data that help us understand the status of workplaces and employees.

Organization
Headed by the officer in chargeof personnel affairs, health andproductivity management is beingenhanced through cooperation
among the Personnel Department,
the Company-managed medical
institute (Nagoya Central
Hospital), and the Occupational
Health Department (Health Care
Center).

Understanding the health status and sharing health issues and enhancement measures

W or k pl ac e vita li ty i m provem ent proj ects

In addition to stress checks for all employees (with morecheck items than those required by law), we carry out stresschecks with our own additional indicators for employees
who have newly joined the Company, have moved to anotherdepartment, or have been promoted. Furthermore, annual
meetings are held for new management staff (equivalent to
department heads) and health promotion staff to share healthissues faced by our employees and our promotion measures.

We are taking various voluntary and continuous
measures both for mental health and against lifestylediseases, based on employees’health status and work
environments, with assistance from internal medical
professionals, with the safety and health organization
at each workplace playing a central role. In doing so,
we are effectively utilizing the group analysis results ofhealth checks or stress checks.

S mok ing c essat ion suppor t

H abit uat ion o f exerci se support

We provide support including
having internal medical professionals
give health lectures, offering in-person
instruction during health checks orworkplace inspections, establishinginternal consulting services for quitting
smoking, and consolidating smoking
rooms. We are also encouraging
staff to utilize the Smoking Cessation
Support Program by JR-KENPO.

We hold the following events to improve awareness ofhealth promotion and support the habituation of exercise.
We have signed a corporate contract for an app that allows users to view a
total of more than 700 classes in 11 fields, such as yoga, walking, meditationand other programs. The contents include individual competitions whereparticipants aim to reach the goal by clearing designated tasks, as well asteam competitions where participants compete in terms of the number ofprograms viewed, making it a fun way to work on promoting health.

● Walking event“Minna de Arukatsu”

For the walking event held by the JR Group Health Insurance Association, weare making company-wide efforts by establishing an original incentive system.

Selected as a brand under the 2022 Health & Productivity Stock Selection
The Ministry of Economy, Trade and Industry (METI) and the Tokyo Stock Exchange (TSE)jointly select listed enterprises engaging in an outstanding health and productivity management
program, in which enterprises focus on and strategically carry out efforts with regard to theiremployees' and other workers' health from a management perspective, and recognize themas brands under the Health & Productivity Stock Selection. JR Central was selected as a brandunder the Health & Productivity Stock Selection for the first time forits various initiatives focusing on health and productivity management.
We will continue to make efforts to promote the maintenance andenhancement of physical and mental health of all of our employees
so that they can exercise their abilities to the fullest.

Personnel-related data
Organization for health and productivity management

Unit
Average age

Nagoya Central Hospital

2017

2018

2019

2020

2021

37.8

37.6

37.4

37.1

36.9

All

37

36.9

17.7

36.5

36.3

Male

17.9

36.7

Male

Officer in charge of personnel affairs
Personnel Department

Cooperate

Average years of service

FemaleFemaleAgeYear

Shin-Osaka

NagoyaShizuokaTokyo

Provide complete medical checkups,
highly advanced medical treatment, etc.

Provide health checkups,
health promotion support, etc.

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

Exercisehabit

Increase the percentage of employees
who walk an average of 8,000 steps ormore per day to 50% or more.

35.6%

Smoking
rate

Reduce the number of smokers by 25%
from the FY2018 level(FY2018: 25.8% ⇒ Target: 19.3%)

21.8%

16.8

10.1

10.2

10.4

34

36

35

33

Union membership rate (percentage of all employees
covered by collective bargaining agreements)

％

-

-

-

94.6

94.7

Employment rate of disabled persons

％

2.21

2.26

2.51

2.75

2.68

0.8

1.1

1.1

0.9

1.0

1.2

1.4

1.4

1.2

1.3

Female％Allovertime work in excess of statutory working hours

Hours/month

4.5

3.5

-

-

3.7
-

16.3

16

3.4

3.6

10

-

Results
R1

R2

R3

Percentage of employees receiving regular health checkups

100%

100%

100%

Employees maintaining normal weight *Aged 40 or older

61.6%

60.0%

61.8%

Percentage of employees with any problem observed

51.4%

52.3%

53.2%

Percentage of employees receiving the check

100%

100%

100%

Average comprehensive health risk
(national average: 100)
Employees subject to specific healthguidance among those aged 40 or older
Employees participating in specific health guidance*Participation rate of the first support program

90

86

87

20.3%

22.4%

20.2%

75.9%

83.1%

80.3%

Percentage of those receiving
detailed examination

50.2%

45.1%

40.5%

0.5%

0.6%

0.6%

50.1%

67,8%

72.0%

Stress check

Current level (FY2021)

17

9.7

16.5

Employees at high risk
(continuing to receive
health guidance)
Employees at high risk
(continuing to receive
treatment)

Percentage of employees on leave due to accident or sickness
Participation rate of Minnade Arukatsu *A walking event hosted by JRKENPO
Employee health literacy

(FY)

32.1

16.8

Item

Targets (until FY2023)

17.4

31.8

32

Each workplace (health promotion staff are assigned)

With the aim of reducing the number of employees who are unable toexercise their full potential due to health reasons, we are working to improvehealth-related indicators that are considered to have a high correlation withphysical and mental illness based on the findings of occupational physicians.
This is based on the concept of preventing disease by taking action at thestage before people are exposed to health risks, rather than providing
support after they become or are likely to become at high risk of illness.
Among several health-related indicators that are considered to have a highcorrelation with physical and mental illness, we focused first on developing
an exercise habit and reducing the smoking rate, and set numerical targets tobe achieved by FY2023 to encourage employees to change their behavior.

9.2

31.7

17

Turnover rate

Numerical targets

31.2

Hours

Male

Promote/support health-related measures

30.7

Average number of training hours per year

All
Health Care Center(Occupational physicians, public health nurses, nurses,
clinical psychologists, etc. are assigned at all of the four locations.)31●P romotion of health using an online fitness app

・ Mental health seminar (held in various training programs, etc.)
・ Lectures on health by occupational physicians or public health nurses (held at workplaces)
・ Appointing staff in charge of health promotion at each workplace and holding training sessions for them

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

32

Business Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data

Financial Data

Generating“Economic Value”

Financial Data
*1 Operating revenues of each segment include the amount of sales to other reportable segments as well as the amount of sales to external customers.
*2 Numbers for FY2019 and FY2020 have decreased because of the COVID-19 pandemic.

O p e ra t i ng R ev enues a nd Oper atin g In c o m e ( L o ss) o f e ac h S e g m e n t
Transportation(Operating revenues)(Billion yen)

1,200

-150

(Billion yen)
-400

’22.3

0

400

-8.3

’21.3

800

717.6

1,600

617.6

1,431.2

’19.3
’18.3
400

600

0

50

150

102.7

(Operating revenues)(Billion yen)

200

0

250

8.2
-10

-5

0

5

10

(Operating income/loss)

15

Operating Revenues
Railways Business
Affiliated Businesses
Operating Expenses
Railways Business
Affiliated Businesses
Operating Income (Loss)
Ordinary Income (Loss)
Income (Loss) before Income Taxes
Net Income (Loss)

FY2019. 3(Billion yen)

1,427.4
1,414.8
12.5
802.1
793.5
8.6
625.2
547.6
549.5
384.4

20

’19.3

255.3

’18.3

25

FY2022. 3(Billion yen)(Billion yen)(Billion yen)(Billion yen)

1,464.8
1,452.0
12.8
797.1
788.7
8.3
667.7
590.1
590.1
414.0

1,436.9
1,422.2
14.7
813.9
805.4
8.4
623.0
540.0
539.9
378.8

541.7
527.4
14.3
717.7
709.4
8.2
- 175.9- 256.6- 277.8- 202.3

726.0
711.3
14.6
727.3
719.0
8.2
- 1.2
- 74.0- 89.4- 68.1

Operating Expenses
Operating Income (Loss)
Ordinary Income (Loss)Net Income (Loss) before Income Taxes
Net Income (Loss) Attributable to Owners of the Parent(Billion yen)

1,822.0
1,160.0
662.0
583.5
561.8
395.5

30

0

5

10

Operating Income/Total Assets
Equity Ratio
Earnings per ShareDividend per Share

15

33

Of these assets, the Chuo Shinkansen Construction
Fund Management Trust
Fixed assets
Tangible fixed assets
Intangible fixed assets
Investments and other assets
Total assets
Current liabilities
Fixed liabilities
Of these liabilities, long-term debt for the Chuo Shinkansen
Out of these liabilities, long-term debt and payables

FY2022. 3

Total net assets(Billion yen)(Billion yen)(Billion yen)(Billion yen)

Total liabilities and net assets

1,878.1
1,168.3
709.7
632.6
630.2
438.7

1,844.6
1,188.4
656.1
574.2
573.4
397.8

823.5
1,008.2- 184.7- 262.0- 268.5- 201.5

9,351
9,334
17
- 672
- 667
- 519

225

251.6

1.3

’20.3

272.2

13.5

’19.3

16.1

’18.3

13.2
0

25

300

234.4

5

10

15

261.0
261.6
20

(Operating income/loss)

FY2019. 3

FY2020. 3

FY2021. 3

FY2022. 3

13.8%
21.7%
8.3%
34.3%
¥2,015
¥140

13.4%
23.4%
7.8%
37.3%
¥2,238
¥145

10.9%
21.6%
6.9%
39.9%
¥2,027¥150- 5.4 %

- 1.4 %

- 24.5 %- 5.6 %

- 1.9%
37.9%-¥1,025
¥130

0.1%
37.7%
-¥263
¥130

FY2018. 3

FY2019. 3

FY2020. 3

FY2021. 3

FY2022. 3(Billion yen)(Billion yen)(Billion yen)(Billion yen)(Billion yen)

3,804.7

3,630.6

3,382.6

3,023.8

2,682.7

2,840.9

2,670.5

2,435.0

2,076.1

1,813.0

5,103.9
4,544.7
55.6
503.5
8,908.6602.8
5,221.1
3,000.0
5,823.9
4,856.2
3,084.7
8,908.6

5,665.0
4,706.6
77.5
880.8
9,295.7
650.2
5,137.4
3,000.0
5,787.6
4,851.1
3,508.0
9,295.7

6,220.4
4,925.1
91.1
1,204.1
9,603.1
625.6
5,105.3
3,000.0
5,731.0
4,846.0
3,872.1
9,603.1

6,576.5
5,176.7
110.4
1,289.3
9,600.3
824.0
5,089.6
3,000.0
5,913.7
4,932.6
3,686.6
9,600.3

6,767.7
5,407.6
142.0
1,218.09,450.5
737.3
5,103.9
3,000.0
5,841.2
4,941.6
3,609.2
9,450.5

Comparat ive Cash Flow St at ement (Consolidat ed)
FY2018. 3

FY2019. 3

FY2020. 3

FY2021. 3

FY2022. 3(Billion yen)(Billion yen)(Billion yen)(Billion yen)(Billion yen)609.5
- 1,676.4- 306.9

600.3- 597.5- 397.8

595.2- 552.4- 459.0- 169.3

71.7- 134.7- 153.0- 493.5- 416.1

Proceeds/expenditures concerning the Chuo Shinkansen
Construction Fund Management Trust (net amount)- 1,368.1

170.3

235.5

358.8

263.0

Proceeds and expenditures from fund management (net amount)- 1.3
1,434.7
1,500.0
367.8
414.5
782.4

- 370.0- 328.9- 33.6- 32.9

-

9.7
751.6
761.3

262.6
- 41.4
761.3
719.9

Cash flows from investing activities

FY2018. 3

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

20

150

1.1

’21.3

79.9
19.0
82.1
20.2
78.0
18.5

Current assets

FY2021. 3* Some numbers for FY2020.3 and FY2021. 3 have been affected by the COVID-19 pandemic.

’22.3(Operating revenues)
75(Operating income/loss)

FY2020. 3

F in a n c i a l S t a t ement R a t i o s (C o n so lid ate d )Net income/Operating Revenues

0

100

69.1

Cash flows from operating activities

Return on Equity(Billion yen)

80

72.2

Total liabilities

C o m p ar a t i v e Inc o me S t a t em ent ( Co n so lid ate d )Operating Revenues

14.9
13.0

(Operating revenues)

Comparat ive Balance Sheet (Consolidat ed)
FY2021. 3

FY2019. 3

60(Operating income/loss)

FY2020. 3

FY2018. 3

40

’20.3

264.9

C o m p ar a t i v e Inc o me S t a t em ent ( No n - c o n so lid ate d )FY2018. 3

20

’21.3
263.2

9.6

’18.3

Other

’22.3

7.4

-15

300

174.7

-12.2

’19.3

800

100

-3.7

’20.3

1,461.3
664.8
1,424.0
623.0

200

-50

’21.3

’20.3

0

-100

’22.3

533.0

-183.3-200

Real Estate

Merchandise and Other

Payments for purchases of tangible/intangible fixed assets, etc.

Cash flows from financing activities
Proceeds from long-term debt for the Chuo Shinkansen
Net increase in cash and cash equivalents
Cash and cash equivalents at beginning of period
Cash and cash equivalents at end of period- 30.8

782.4
751.6

- 19.1- 100.4

719.9
619.5

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

34

Business Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data

Financial Data

Financial Data

Transportation and Financial Information
Transportation Revenues

Total

1,200
1,100

1,253.2

1,291.8

1,235.5

1,273.6(Billion yen)120

1,261.3

589.8
578.0

417.3
17.6

20

80

104.8

104.2

40

12.0

10

69.9

69.5

68.8

35.1

35.2

35.4

58.8

11.7

28.7

0

’18.3

’19.3

’20.3

’21.3

’22.3

’18.3

’19.3

Passenger-kilometers

Total

Shinkansen

50,00045,00054,75656,27753,27754,758(Million passenger-kilometers)

54,00952,467
18,19915,000
2,000

1,479

1,519

1,542

17,196
1,004

’18.3

’19.3

’20.3

’21.3

1,000
0

9,459

2,000

5,739

3,800

3,783

3,679

’18.3

’19.3

’20.3
Total

174

170

159

155

(Million
passengers)
400

168

6,411

6,840

84

152
64

15

15

16

53
11

’18.3

’19.3

’20.3

’21.3

300

73

200

10

100

’22.3

4,759

4,792

1,651

2,048

’21.3

’22.3

Ordinary Tickets

269

271

274

142

143

139

’19.3

74

231
89

’21.3

’22.3

232

’20.3

Chuo Shinkansen

660.0

650
600

533.5

550

499.6

500

521.3

448.8

450

384.5

400

277.4 265.2

250
200
150

120.3

100

159.5 174.3

197.8 211.1

166.9 164.8 171.3 172.6 159.2 156.8 151.5 157.6 161.5 169.8 155.5

209.8

330.8

288.8 298.4 301.6
244.8

229.0

257.2 259.1

128.5 128.3

50 50.1
0’88.3 ’89.3 ’90.3 ’91.3 ’92.3 ’93.3 ’94.3 ’95.3 ’96.3 ’97.3 ’98.3 ’99.3 ’00.3 ’01.3 ’02.3 ’03.3 ’04.3 ’05.3 ’06.3 ’07.3 ’08.3 ’09.3 ’10.3 ’11.3 ’12.3 ’13.3 ’14.3 ’15.3 ’16.3 ’17.3 ’18.3 ’19.3 ’20.3 ’21.3 ’22.3 ’23.3（plan）* The planned ﬁgures are those announced in March 2022.

Dividend per share

Dividend per share

Net income/loss (non-consolidated)(Yen / Year)
150
100
50

0

50

50

40.0

51.0

’00.3

’01.3

50

55

65

85

75

90

90

90

95

105

115

120

125

135

140

145

150

50

41.0

43.0

66.0

414.0
328.0 381.0 384.0
378.0
187.0 240.0 260.0
90.0 116.0 130.0 153.0 121.0 88.0 123.0 120.0

’02.3

’03.3

’04.3

’05.3

’07.3

’08.3

’09.3

’10.3

’11.3

’12.3

’13.3

130

130

(Billion yen)
600

50

’06.3

’14.3

’15.3

’16.3

’17.3

’18.3

8.0

3,665.8

6.35

6.01 6.08

6.53 6.39
6.19

5.90 5.84

5.43

5.21 5.16 5.08 5.01 4.91

3,455.7 3,415.6

4.75 4.62 4.51
4.30

3,260.1 3,177.6

3,369.0
3,117.0 3,001.5

2,829.1

6.0

2,614.9
2,351.7

2,136.3
4.08 3.91
3.71 3.54
1,915.6
3.36 3.24 3.14 3.13
3.10 3.12

4.0

’19.3

’20.3

1.66 1.65 1.64 1.60 1.60 2.00■ Long-Term Loan Using the Fiscal Investment and Loan Program (Long-term debt for the Chuo Shinkansen)

320

306

Capital Investment Amounts (Excluding the Chuo Shinkansen)

300

3,943.4

Commuter Passes(Billion yen)
700

350

4,125.5’88.3 ’89.3 ’90.3 ’91.3 ’92.3 ’93.3 ’94.3 ’95.3 ’96.3 ’97.3 ’98.3 ’99.3 ’00.3 ’01.3 ’02.3 ’03.3 ’04.3 ’05.3 ’06.3 ’07.3 ’08.3 ’09.3 ’10.3 ’11.3 ’12.3 ’13.3 ’14.3 ’15.3 ’16.3 ’17.3 ’18.3 ’19.3 ’20.3 ’21.3 ’22.3* Numbers for FY2019 and FY2020 have decreased because of the COVID-19 pandemic.

Capital Investment Amounts（Non-consolidated）

4,856.2 4,851.1 4,846.0 4,932.6 4,941.610.0
4,560.8

0

0

’18.3

4,801.0

1,000

413

414

410

6.81

Commuter Passes

Conventional Lines(Million passengers)

4,922.2

2.00

0

’22.3

Shinkansen

80
70
60
50
20
10
0

’22.3

Ordinary Tickets

4,000

979

5,045.2

9,418

5,676

5,656

6,000

24,1985,164.3

2,000

Passenger Ridership

180
160
140

’21.3

8,000

25,17625,00020,0009,456

10,0005,346.3 5,278.5

4,000

3,000

Conventional Lines(Million passenger-kilometers)
55,000’20.3

5,456.2 5,422.3 5,392.0

4,289.3

37.8
29.5

30.0

20

0

（％）

5,000

67.3

Inherited Liabilities
Corporate Bonds
Long-Term Debt
Long-Term Accounts Payable - Railway Facilities
Latent Liabilities Born by the Shinkansen Leasing System
Long-term debt for the Chuo Shinkansen
Average Interest Rate (Year-end)

12.0

5,269.3 5,223.0 5,232.7 5,195.6

60

405.2

18.4

18.1

105.1

Long-term Debt and Payables (Non-consolidated)(Billion yen)
6,000

100

1,242.9500
400Commuter Passes

Conventional Lines

Shinkansen(Billion yen)
1,300

Ordinary Tickets

400-202.0

’21.3

-68.0

’22.3

200
0
-200

In November 2016, JR Central applied for a longterm loan using the Fiscal Investment and Loan Program(hereinafter, “FILP Loan”) for 3 trillion yen (plan) toJapan Railway Construction, Transport and Technology
Agency “( JRTT”) to promote the construction of the
Chuo Shinkansen. We proceeded to borrow funds in fivelots sequentially thereafter and secured financing for aplanned total of 3 trillion yen in July 2017.
The advantage we gain from the FILP Loan lies in
mitigating three management risks, which are interestrate increase risk, financing risk, and redemption risk.
Specifically, since we can secure long-term, fixedand low-interest rate funds, we are able to mitigate therisk of interest rates rising in the future and fix interest
payments at a low level for a long period of time.
Furthermore, we expect that the construction cost for
the route between Shinagawa and Nagoya will be 7.04
trillion yen. However, by securing 3 trillion yen out of theamount expected to require new financing through the
FILP Loan, we were able to reduce our financing risk.
Furthermore, since the FILP Loan matures after theconstruction period of the Chuo Shinkansen, during
which time a large amount of funds is needed, we areable to build up cash from operating activities to provide
for the redemption of liabilities, thereby also mitigating
redemption risk.
In the material submitted to the Transport Policy
Council of the Ministry of Land, Infrastructure, Transport
a n d T o u r i s m i n 2 010 , w e i n d i c a t e d i n o u r o u t l o o kthat a period of eight years after start of operation in
Nagoya will be set to recover management strength.
After reducing long-term debt by a certain amount,
construction on the route between Nagoya and Osaka
will be initiated while seeing that sound management andstable dividends are strictly maintained, and ensuring thatthe balance of long-term debt does not exceed 5 trillion

yen throughout the project period until start of operationof the entire line. By utilizing this FILP Loan, we are able
to reduce this period for restoring management strengthand promote construction efforts in an aim to move up
start of operation of the entire line by up to eight years.
The Chuo Shinkansen Project is pursued based on thepremise that JR Central, as a private corporation, covers
the full cost of construction, while securing management
autonomy in investment and ensuring that soundmanagement and stable dividends are strictly maintained
until the construction work is fully completed. The FILP
Loan does not change this premise.
As for the terms of the FILP Loan, the weighted averagerate is 0.86%, which is fixed throughout the entire
period, and the annual interest expenses are 25.7 billion
yen. The repayment method is equal principal payment
over a period of roughly 10 years after deferring thepayment of principal for about 30 years.
The funds procured from the FILP Loan will be applied
only for the cost of construction of the Chuo Shinkansen,
and the transparency is ensured in fund management by
the trust.
Illustrated plan of moving up start of operation
Existing
plan

Construction between
Shinagawa and Nagoya

Management strength
restoration period(8 years)Move upstart ofoperation

Construction between
Shinagawa and Nagoya

Construction between
Nagoya and Osaka

Construction between
Nagoya and Osaka

Start of operationin Osaka

Start of operationin Osaka

Equal principal
redemption overMoving up start of operation by up to 8 years a period of about
FILP Loan

Deferred ﬁxed-/low-interest for about 30 years

10 years*1 With respect to the amount of dividend per share for FY2012, given the adoption of the unit share system of splitting 1 share of common stock into 100 shares and setting one (1) unit of shares as 100 shareseﬀective October 1, 2012, the amount was calculated on the assumption that the stock split was conducted at the beginning of the period.
*2 The amount of dividend per share for FY2011 and prior is shown by dividing the amount by 100 for the ease of comparison with the amount for FY2012 and thereafter.
*3 Net income (loss) for FY2019 and FY2020 have decreased because of the impacts of the COVID-19 pandemic.

35

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

36

SocialBusiness Strategy

Creating“Social Value” Corporate Data

Responsibility of key safety managers
Titl eBuilding Safe and Resilient Infrastructure

President

Ensuring safe and reliable transportation is a prerequisite for all business development and marks thefoundation of the railway business; therefore, we have consistently given top priority to this issue. Specifically, withregard to the Tokaido Shinkansen as the main transportation artery of Japan and the conventional lines as social
infrastructure, we are building a safe and resilient infrastructure by promoting various safety measures in both
physical and non-physical aspects to support Japan’s economic and social activities in a sustainable manner.

0

Total safety-related investment
since the company’s foundation:

4.2

General safety
manager● Ensures that all employees are fully aware of the importance of safety and comply with laws and regulations to ensure transportation safety.
● Provides opinions to the President on necessary improvements to ensure transportation safety.
● Confirms the status of systems related to ensuring transportation safety as needed, and expresses opinions on improvements
to head office managers who are in charge of the main operations related to ensuring transportation safety, as necessary.
● Supervises and manages other matters related to ensuring transportation safety.

Operation
manager

In order to ensure transportation safety, requests reports and gives instructions as necessary concerning the formulation of transportation plans, makes decisions
on the operation of train crews and rolling stock, train operation control, training of train crews and maintenance and management of their qualifications.

Crew guidance manager

trillion yen

Responsibil ity
Decides important matters related to operational safety.

Trains crew members and maintains and manages their qualifications.

Safety Promotion Committee
In order to have a focused deliberation of matters regarding the prevention ofrailway operation accidents, industrial accidents and disasters and design andpromote effective measures, we have the Railway Safety Promotion Committee atthe Head Office, which meets once every month, and sets up specialized committees

JR Central has the General Principles of Safety as the basic spirit
for employees involved in transportation safety. It was establishedfollowing a 1951 accident at Sakuragicho Station on the KeihinTohoku Line while we were operating as part of Japan National
Railways. The principles specifically state that the correct mindset
and moral awareness and attitude are needed for all employees todo their utmost to ensure safety and protect human lives before all
else, regardless of their job responsibilities, because the railway
business is an important service with the responsibility to safeguard
precious lives and assets.
As a result of various safety efforts, especially the Tokaido

Railway Safety Promotion Committee

Shinkansen line, which has
been used by about 6.7
billion passengers, has had noaccidents resulting in deaths ofpassengers since the start ofits operation in 1964. We willcontinuously work to maintainsafe and reliable transportation
as the top priority, aiming toachieve it at even higher levels.

Specialized committees

General Principles of Safety▶ Safety Report https://company.jr-central.co.jp/others/report/

Basic Approach to Safety
Under the philosophy of the General Principles of Safety, we establishedthe“Basic Approach to Safety”and are abiding by it. We maintain safety
through“people,”“structure”and“equipment,”and what forms the basis is
the culture of prioritizing safety. The diagram on right describes a structure
whereby a culture in which safety is prioritized above anything else is firmly
established and all individuals practice safety-first behavior, upon which
each of the three elements of“people,”“structure”and“equipment”ismade to function at high levels so that these three pillars can support safety.
The first pillar of“people”represents ongoing efforts to enhance theability of employees to detect risks and changes and deal with them without
fail on their own initiative, and the ability to deal with difficult situations witha sense of ownership and responsibility, etc., through effective educationand training.
The pillars of“structure”and“equipment”respectively represent ongoing
efforts to ensure adherence to, and review,“structures,”including rules andhandling, by accurately grasping situations on the ground from the correct
perspective regarding safety and looking into weaknesses based on changes

in the environment, signs and lessons learned from others, and improve thesafety of“equipment”by introducing new technologies, including fail-safe,
fool-proof and sign-management methods. We are working to maintainsafety while continuously reviewing and enhancing these two pillars, alongwith the pillar of“people,”as“structures for safety.”

Make our work safer

PeopleStructure Equipment

Ensure safety-ﬁrst behavior

Priority Execution Items for FY2022
In order to systematically and intensively promote train andindustrial accident prevention measures, priority execution items are
determined every fiscal year. For FY2022, we designated“adherence
to rules by everyone,”“thorough checks,”“pursuing higher safetyin people, structure, and equipment through (1) enhancement oftraining and (2) elimination of risks,”“enhancement of meetings
before work,” and “eradication of four key disasters” as the fivepriority execution items. All employees are working together toeradicate serious train accidents and industrial accidents from both
physical and non-physical perspectives.

Safety Management System
Ope r ati onal s y s t em t o ens ur e t r an s p o rta ti o n s a f e ty
Based on the Railway Business Act, JR Central established the Safety
Management Regulations in September 2006, which summarize the rules tobe observed for ensuring transportation safety, with the aim of maintaining
and improving safety levels. These regulations specify the operational systemfor ensuring transportation safety and the responsibilities of safety managers.
As the key safety manager, the President is the first to make important

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

whenever necessary to intensively deliberate on the matters assigned to them.
Furthermore, each Operations Division and Branch Office has a Safety Promotion
Committee. We make sure all staff at field offices are aware of the matters decided by
the Safety Promotion Committee through the Regional Safety Promotion Committee.

President

General Principles of Safety

37

Generating“Economic Value”

SocialCreating“Social Value”ーSocialー

Number of accidents resulting in fatalities
or injuries to passengers on board since
Tokaido Shinkansen began operations:

Highlight

decisions regarding operational safety. In addition, general safety managers,
operation managers, and crew guidance managers have been designated,
and their respective responsibilities have been determined. The roles of head
office managers in ensuring transportation safety have been clarified, andsafety measures have been systematically established and promoted under aconsistent system.

Conventional Lines Operations
Division Safety Promotion Committee

Shizuoka Branch Office Railway
Safety Promotion Committee

Shinkansen Operations Division
Safety Promotion Committee

Kansai Branch Office Safety
Promotion Committee

Regional Safety Promotion Committee

Regional Safety Promotion Committee

Regional Safety Promotion Committee

Regional Safety Promotion Committee

Field offices

Field offices

Field offices

Field offices

Construction Department
Safety Promotion Committee

Chuo Shinkansen Construction
Department Safety Promotion
Committee

Safety Audit
Safety audits are conducted at JR Central’s business organization andaffiliate companies to prevent train accidents and eliminate labor accidents.
These audits are performed based on three basic policies: confirmationof the level of compliance with laws and regulations, etc., confirmation of
measures in place to prevent train and industrial accidents, and prevention of
the kind of train and labor accidents whose details have been investigated.

In audits, we verify the actual status of daily operations by checking sites
where work is being carried out and the documents related to inspections,construction, etc., and share the results with the relevant departments andaffiliated group companies. Through these audits, we are working to prevent
violations of laws and regulations, the forgetting of past countermeasures in
response to past accidents, and lapses of rules before an incident occurs.

Initiatives for Human Resources to Ensure Safety
In order to support safety, it is important to continue to improveand refine facilities and to ensure the progress of work. However,as the basic premise, it is essential to develop human resources
with high technical capabilities, a strong will, and the correct values
to support safety. In developing human resources, we believe it is

T ec hnic al sk il l s t r aining
We implement safety education and training for staff engaging in train
operations and facility maintenance. We conduct education and training
especially for staff engaging in train operations (such as drivers, conductors
and directors) according to the content and time stipulated for each duty.
We introduce simulators, which can perform operations simulation
training, etc. for emergencies, to field offices for drivers and conductors.
We also conduct various training sessions using ground facilities, suchas actual rolling stock and railway lines, so that employees on eachsystem can swiftly and accurately respond to emergencies.

Emer genc y c ondit ion r esponse t r aining
We conduct various training every year
for the purpose of enhancing the systemfor quick response to and restoration from
accidents and strengthening cooperation
among related lines and departments.
We conducted practical training in
FY2021, such as training for recovery fromderailment, information communication
training, and line facility restoration training
sessions, based on the assumption ofnatural disasters and contingencies.
Training for recovery from derailment

important to observe our own rules “discipline”(), to maintain andimprove quality and prevent accidents “technical(capability”), and togain a“sense of unity”by collaborating and cooperating with related
employees and by fulfilling personal responsibilities. Focusing onthese issues, we are engaged in employee training and education.

Employee training in preparation for contingencies
We train all employees togo beyond the call of duty inworking together with staff, etc.,
to respond appropriately inensuring our customers’safety
should employees happen to
be present when unforeseen
circumstances occur while
commuting or on a business trip.

Employee training in preparation for contingencies

O t her t r aini ng
The General Education Center
offers education on specialized
knowledge and skills for eachfunction, and provides sessions
for various qualifications and train
conductors and drivers by using
a variety of training facilities thatcan simulate various events thatcan occur in actual situations.
Training for Shinkansen conductors

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

38

Business Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data
SocialBuilding Safe and Resilient Infrastructure

Capital Investment for Safety
JR has actively implemented capital investment related to safety
since its establishment. In the 35 years up to FY2021, we have madesafety-related investments totaling over 4.2 trillion yen, including
safety measures such as updating the Automatic Train Control (ATC)and Centralized Traffic Control (CTC) on the Tokaido Shinkansen,
introducing and updating CTC on conventional lines, and replacing theAutomatic Train Stop (ATS) with ATS-PT, as well as disaster prevention
measures such as seismic reinforcement, improvements in electricalequipment, replacement of rolling stock, and the introduction ofefficient and effective inspection machines and systems.
In FY2022, we will continue to place top priority on ensuring
safe and reliable transportation, which is the starting point of
our railway business. In order to further reinforce structures
along with earthquake countermeasures, JR Central will pursue
derailment and deviation countermeasures for the Tokaido
Shinkansen by implementing derailment prevention guards for theentire line. We will also proceed with the seismic reinforcementof platform sheds, the implementation of measures to prevent
suspended ceilings at stations from falling in the event of anearthquake, rebuilding of the Nagoya rolling stock repair andinspection depot, and reinforcing the quake resistance of elevatedtrack columns of conventional lines, etc. Furthermore, to enable
customers to use the railways with greater peace of mind, we areadvancing the installation of movable platform fences on Platform
20 at Shin-Osaka Station for Shinkansen and Platforms 5 and 6(outbound Tokaido line) at Nagoya Station for conventional lines.
As a result of these efforts, 80% of the total capital investment in

Cr ossing obst ac l e det ec t ion syst ems
Tokaido Shinkansen, conventional lines, and affiliated businesses,
or 238.0 billion yen, is planned as safety-related investment.
Trends in safety-related investment(Billion yen)

238.0

2,400
2,200

205.0 210.3

2,000

173.1 173.1

1,800
1,600

136.9

1,400

180.8

186.2
167.3 170.1

143.5

If any abnormality is detected by crossing obstacle
detection systems, related signals indicate “stop.” In
addition, a“crossing ATS system”that complements
the brakes manually operated by the driver has been
introduced in phases since FY2021.

1,000
800
600

39.1

200
0

（

FY
FY
1987
2012
At the timeof establishment

）

FY
2013

FY
2014

FY
2015

FY
2016

FY
2017

FY
2018

FY
2019

FY
2020

FY
2021

FY
2022
(plan)

renovations such as thereplacement of girders(overall renovation) are
implemented.
The reserve of 350 billion
yen accumulated by FY2012
has been appropriated at a
rate of 35 billion yen eachyear from FY2013. We
will continue to actively
incorporate the results of
our R&D efforts and make
improvements, etc. to ourconstruction methods,
thereby bringing down
related costs while steadily
advancing construction work.

Large-scale Renovation

Types of railway crossings
Type 1A particularly important factor for improving the safety of Conventional Lines
is measures to prevent accidents at railway crossings. We are working toinstall crossing gates, crossing obstacle detection systems, etc., and are taking
such drastic measures as eliminating crossings by, for example, elevating the
tracks, for which we negotiate with local governments. As part of effort toprevent crossing accidents, we are also actively working on activities to raiseawareness, including crossing accident prevention campaigns.

Type 3Alarm

Type 4

Alarm
Crossing bar

Historical number of railway crossings and crossing types
Type 1

FY
1987

1,512

FY
2021

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

257 363

1,768
6
0

39

Type 3

500

1,000

1,500

Type 42,000

Derailment prevention guards

Measures taken and progress

We have been implementing earthquake-resistancemeasures for various civil engineering structures andbuildings so as to prevent Shinkansen services frombeing suspended for a long period of time in the event ofan earthquake. Furthermore, starting in FY2021, we are
implementing seismic reinforcement of platform sheds.

Measures taken

Progress (as of the end of FY2021)

Elevated track columns, bridgepiers, and embankments

Completed * Except for some areas under discussion (Elevated track columns: Approximately
19,600; Bridge piers: Approximately 900; Embankments: Approximately 9.4 km)

Bridge railing(fall prevention)

Under way (completed 2,172 beams out of 2,215 target beams)

Station buildings/ station ceilings /platform sheds

Station buildings: Completed * except for some areas under discussion
Station ceilings: Under way (completed at eight out of a total of 17 stations)Platform sheds: Under way (at 16 stations excluding Shinagawa)

Rolling stock workshops, etc.

JR Central adopts an earthquake disaster prevention system* that
detects tremors, automatically stops power transmission, and issues
orders to moving trains to make an emergency stop. We have also
made improvements to the“Earthquake Brake”on rolling stock in aneffort to reduce the stopping distance at the time of an earthquake.
For the new model Shinkansen rolling stock N700S, which welaunched in July 2020, we made improvements to the ATC and thebrake system to further reduce the stopping distance by roughly 5%
compared to the stopping distance of the N700A (3rd edition).
*After introducing the “Urgent Earthquake Detection and Alarm System (UrEDAS)” in 1992 aheadof other companies, we continued to further accelerate the speed of the alarm by introducing the“Tokaido Shinkansen Earthquake Rapid Alarm System (TERRA-S)” in 2005 and started utilizing
information from the Seafloor Observation Network for Earthquakes and Tsunamis in April 2019.

Completed (Hamamatsu Workshop, buildings at rolling stock depots)

Tokaido Shinkansen Earthquake Rapid Alarm System (TERRA-S)

Distant
seismometer

Suspension of power transmission→ Emergency stop of train

Seafloor Observation Network
Earthquake early warning Information for Earthquakes (NIED)(Japan Meteorological Agency)
Seismometer
alongside railway lines
Relay Station

Substation
Vertical earthquakes

Trench-type earthquakes

Detects P-wave (primary tremors) and S-wave (secondary tremors), and once a certain level of tremors is detected, issues an order for trains to stop

Conventional Lines

Information from the aforementioned earthquake disaster prevention system
will be used for conventional lines to detect initial weak tremors in case of anearthquake, and provide a warning to the driver’s cabin of trains traveling insegments that are likely to be impacted significantly by the earthquake, instructing
the driver who receives the warning to apply the brakes immediately. Furthermore,
we have been strengthening the functions of seismometers alongside railway lines
since FY2016. We will be able to issue warnings to trains more quickly than before.

2,132

Initiatives to stop trains quickly

1,868

In order to also minimize the impact of earthquakes on Conventional Lines, we are implementing
earthquake-resistance measures on various civil engineering structures and buildings. Furthermore, aswith Shinkansen, starting in FY2021, we are implementing the seismic reinforcement of platform sheds.

94

stoppers,” which prevent a
major derailment of rolling stockin the event of a derailment,
have already been installed on
all of the Shinkansen rollingstock running in our servicearea.

S t r uc t ur al Reinf or c ement

Reinforcement of structures* The illustration shows an example.

Crossings are classified by the equipment they have into three
types: Type 1, which has crossing gates and alarms, Type 3, which
has only alarms, and Type 4, which has neither gates nor alarms.
Work to upgrade Type 3 and 4 crossings into Type 1 is underway, considering such factors as the amount of road traffic,
the amount of railway traffic, and the situation surrounding thecrossing.

T okaido S hinkansen

Init iat ives t o st op t r ains quic k l y

Railway Crossing Accident Countermeasures

Impr ovem ent s t o cr os s ing equi pm e n t

By FY2024, we will also install in phases a“crossing
deviation prevention stopper,”which will control the deviationof a train after it collides with an obstacle on a crossing andderails, thereby preventing it from colliding with another train
going in the opposite direction, in the Series 313 trains.

Earthquake-Resistance Measures

For the Tokaido Shinkansen, we are promoting derailment anddeviation countermeasures to prevent the expansion of damage
from derailment caused by an earthquake. In addition to installing a“derailment prevention guard”to prevent vehicle derailment as much as
possible, we are taking measures for civil engineering structures to makethem function effectively. We expect to complete the implementationof these measures on the entire line by FY2028.“Deviation prevention

Tokaido Shi nk ans en

Con venti onal L i nes

detection system (laser sensor type)

Impl ement at ion of der ail ment and deviat ion c ount er measur es

Large-scale Renovation

Our civil engineering structures are sufficiently maintained throughthorough daily inspections and repair. However, in future, it will be
inevitable to replace many of the facilities due to aging. We received
the approval of the Minister of Land, Infrastructure, Transport andTourism for our allowance reserve plan for the large-scale renovationof Shinkansen infrastructure for the Tokaido Shinkansen based on the
Nationwide Shinkansen Railway Development Act, and began building
the reserve from 2002. Along with this, we have advanced our research
on a new construction method, led by our Komaki Research Center. As
a result of our R&D efforts, we developed a new construction methodthat allows us to significantly reduce the impact on train operations
during construction work, and to considerably cut construction costs.
With this method in place, JR Central began the renovation work in
FY2013, ahead of the original schedule. In construction work, we begin
with the implementation of measures to extend the life of structuresby inhibiting the occurrence of cracking and other damage fromaging (measures to inhibit aging damage) and, if necessary, overall

train traffic is high and thatexperience high amounts ofpedestrian, bicycle, and othertraffic.We also have emergency
buttons (crossing trouble
alert systems), the pressing of
which causes related signals to
indicate“stop,”thereby alerting
train drivers of any abnormality
High-performance crossing obstacle
occurring at a crossing.

Pr event ion of c ol l ision w it h obst ac l es; der ail ment and deviat ion c ou nterm ea sures

1,200

400

For cases in which a vehicle obstructs a crossing, we
install crossing obstacle detection systems that can detect
stuck vehicles using infrared or laser beams, and systems
that can issue an alert if the crossing gates do not close. If
the crossing detects an abnormality, the related signals are
made to indicate“stop,”and trains are made to stop before
they reach the crossing. Starting in FY2022, we have been
introducing a high-performance laser sensor crossing obstacle
detection system, which has better performance at detecting
pedestrians, bicycles, wheelchairs, etc., at crossings where

Measures taken and progress
Measures taken

Progress (as of the end of FY2021)

Elevated trackcolumns, and bridgepiers*

Elevated track columns: Under way (completed 5,078 columns previously targetedby the end of FY2017. Since FY2019, 3,338 have been newly added and 852 havebeen completed for the purpose of further early recovery in the event of a disaster.)
Bridge piers: Completed (4 target piers)

Bridge railing* (fall prevention)

Completed (1,985 target beams)

Station buildings/ station ceilings /platform sheds
Rolling stock
workshops, etc.

Station buildings: Under way (completed for stations used by at least 5,000
passengers per day, excluding some areas under discussion)Station ceilings:
Under way (completed 20 stations of the 30 target stations used by at least
10,000 passengers per day)Platform sheds: Under way (completed one stationof the 20 stations used by at least 10,000 passengers per day, excluding
stations requiring no reinforcement and sheds constructed with rails)

Nagoya Workshop: Completed
Nagoya rolling stock section: Rebuilding of the repair and inspection depot under way*Earthquake-resistance reinforcements under way in sections including those where there are at least 10 departures
per peak hour and where a long, strong earthquake vibration is expected in the case of the Tokai Earthquake

2,500

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

40

Business Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data

安全・安定輸送の確保

SocialBuilding Safe and Resilient Infrastructure

Response to Other Natural Disasters
Tokaido Shi nk ans en

Trends in measures against disasters (extracts)

C onv enti on a l L i n e s… 1995～

2000～

2005～

2010～

2015～

2020～

(Year)

Jan. 1995 Great Hanshin-Awaji Earthquake

In addition to earthquakes, the prevention of accidents caused by natural disasters such as tsunamis, heavy rain,
typhoons and snowfall is one of the important pillars of our safety measures, and we are implementing various measures.

1996 ‒ Implementation of measures to prevent prolonged interruption of train service (reinforcement of elevated bridge pillars, etc.)
1996 ‒ Establishment of Shinkansen Second General Control Center2010 ‒ Reconstruction and reinforcement (Hamamatsu Workshop, Nagoya Workshop, etc.)

Earthquake-Resistance
MeasuresT sunami count ermeasures
JR Central defines the Conventional Line segments that a tsunami is expected to reach as
a“tsunami hazard expected area,”based on the tsunami hazard map of each municipality.
When a tsunami is expected, first of all, we make arrangements to ensure that no trains
enter the“tsunami hazard expected area.”For trains already in the area, we move them outof the area or guide passengers to a safe place. In addition, a“tsunami warning sign”hasbeen installed in the area to indicate the direction of evacuation. We also take measures
to evacuate quickly by displaying the evacuation route to the nearest evacuation center ontablet devices for conventional line train drivers distributed to train crews. Furthermore, toensure that these measures can be taken, we make sure that staff are aware of them andconduct evacuation training using actual rolling stock in cooperation with local municipalities.

Rain count er m eas ur es
We are taking measures such as protecting the slopes of embankments and cut sections
with concrete and other materials, laying drainage pipes to promote drainage, and installing
earth and sand stoppers to prevent the inflow of earth and sand. Furthermore, rain gauges
are installed along railway lines, and when the amount of rainfall exceeds the regulation
value, a warning is automatically issued to the control center, train station, etc., and operation
regulations such as suppressing or slowing down trains are carried out. Furthermore, in June
2020, we introduced an operation regulation using rainfall radars, which can finely capture“soilrainfall,”a superior indicator for grasping the extent of sediment disaster risk, and localized
heavy downpour, in all sections of Conventional Lines, thereby securing a higher level of safety.

2016 ‒ Implementation of countermeasures against falling of station ceilings
2021 ‒ Seismic reinforcement of platform sheds

Evacuation route display
on tablet terminal for
conventional line train
driverContinuous rainfall Simple aggregation fromthe beginning of rain

[New indicator] Soil rainfall (image)
Seeping water from current rainfall

Time rainfall

Four days Three days Two days
The
Day before
earlierearlierearlierday

Four days Three days Two days
The
Day before
earlierearlierearlierday

Operation regulation using“soil rainfall”
Anti-flooding doors

Waterproofing
treatment on walls

Anti-flooding doors (image)Wind pr ot ect i on
Anemometers are installed in areas where wind is concentrated, such as on mountains and bridges, or where
gusts are expected to occur. When the wind velocity exceeds a certain value, an alarm is automatically issued
to the control center, train station, etc., and as in the case of rain, operation regulations such as suppressing or
slowing down trains are carried out. In addition, due to geographical and other conditions, some anemometers
have an additional function of automatically displaying a stop signal when the wind exceeds the standard.

Me as ur es ag ai ns t r ock s l i des a n d a v a l a n c h e s
For Conventional Line routes where there is a risk of falling rocks or avalanches, we have installed
falling rock-retaining walls, rock cover works, and avalanche retaining walls as protective equipment. In
addition, if a rock fall or an avalanche is detected by a detector, the train is stopped to prevent accidents.
Falling rock retaining walls and alarm devices

S now pr ot ect i on

41

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

Rain and flooding
countermeasures
Wind
protection
Measures against
rockslides and avalanches

Oct. 2019 Typhoon 19 (Hagibis) (Burst of banks of the Chikuma River)2000 ‒ Protection of the slopesof embankments with concrete2020 ‒ Implementation of flooding countermeasures for Shinkansen

Dec. 2005 Derailment accident on JR East Uetsu Main Line

Oct. 2013 Typhoon 26 (Wipha)2005 ‒ Addition and relocation of anemometers2013 ‒ Relocation of anemometers

Installation of falling rock detectors and falling rock protection equipment
monitoring ITVs

2003 ‒ Installation of on-vehicle andground cameras

2012 ‒ Installation of snowfall
information system

2020 ‒ Trial of new sprinkler system

Operation Management and Safety Measures
Tokaido Shinkansen
The principle of Crash Avoidance
The biggest feature of the Tokaido Shinkansen and otherJapanese high-speed railway systems is the introduction ofan operation control system based on the principle of Crash
Avoidance. This principle has been derived to prevent thepossibility of a collision by using (1) dedicated tracks for highspeed passenger rail service, which have no grade crossings,
and (2) an Automatic Train Control (ATC) system, which
automatically controls the speed limit of high speed trains andprevents collisions from happening.

How ATC works③Creates ATC signals (train speed comparing patterns) frompositional information for the train ahead and one’s own train④Compares the
speed with the signal⑤When the train’s speed exceeds
the signal the brakes are applied

Speed of own train②Own train positional information

Ground facilities(for positional adjustments)

Receive the information

Preceding train①Preceding train positional information (rail)

Shinkansen General Control Center / Operational control systems

Anemometer

When snow falls or lies, Tokaido Shinkansen trains may operate at a lower speed to prevent theequipment below train floors from being damaged, hit by stones of ballast being lifted up when a massof snow, formed under the train floor by drifts caused by the train’s movement, drops onto the tracks. Asa countermeasure, we use rotary brush vehicles to remove snow before the first trains. In the particularly
snowy Sekigahara section, we have installed sprinklers to moisten snow to prevent drifts from being
lifted up. For N700S, measures on the train side to prevent snow from sticking to train bodies have beenenhanced, such as changing the shape of the bogie cover. Furthermore, we use ground-installed cameras
to monitor the situation of snow sticking to train bogies and ensure trains operate at an appropriate speed.
We have also installed at stations a high-pressure washing machine to quickly remove snow stuck to trains.

Sep. 2000 Tokai Heavy Rain

Snow protection Installation of snow accretion

Soil rainfall

Retained water

Flo oding count er m eas ur es

2009 ‒ Implementation of derailment and deviation countermeasures
Mar. 2011 Great East Japan Earthquake[Previous indicator] Continuous rainfall (image)For the Tokaido Shinkansen, we are working to relocate or elevate signal equipment rooms
and power equipment, which are important facilities, install anti-flooding doors, etc., and takemeasures to maintain the necessary vehicle inspection functions to ensure the stable operationof trains against flooding anticipated for railway facilities. In addition, we have plans to evacuate
trains in train-parking areas exposed to risk of being flooded, and evacuate trains according tothis plan if the risk of damage arises.

Oct. 2004 Mid Niigata Prefecture Earthquake

The safe and reliable transportation of the Shinkansen is supported by
the Shinkansen General Control Center in Tokyo, where directors workin close collaboration using various systems, such as Computer Aided
Traffic Control (COMTRAC*), to accurately grasp a significant amount of
information, including the operational status of trains and the utilization
status of facilities, control overall transportation services, and manage
their safety.
Moreover, the Shinkansen Second General Control Center has been

established in Osaka jointly by JR West, and is equipped with the samefunctions as the Shinkansen General Control Center in Tokyo so thatit can serve as an alternative control center should Tokyo’s General
Control Center become non-operational due to a disaster. Thus, we havestrengthened our crisis management in preparation for emergencies.

*COMTRAC (COMputer-aided TRAffic Control): A system that controls train routes, manages train operations,and operates and manages the allocation of staff (drivers and conductors) and rolling stock. Basedon input data prescribing the operational conditions for each train (such as station departure andarrival times, platforms, and order of movement) in the computer, the system can monitor the
status of all trains in operation at all times.

The Shinkansen Multiple Inspection Train (Dr. Yellow)
We have also introduced the“Shinkansen Multiple Inspection Train(Dr. Yellow)”to test electrical facilities such as overhead wires andground facilities such as tracks. This rolling stock, which is based on
the Series 700, aids safe and reliable transportation by efficiently
conducting high precision inspections at speeds of 270 km/h.
Dr. Yellow

Preventing snow drifts with sprinklers

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

42

Business Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data
SocialBuilding Safe and Resilient Infrastructure

Con venti onal L i nes
ATS-PT (A ut om at i c T r ai n St op)

ATS-PT function
Speed
Brake patterns

ATS-PT continuously checks the speed for conventional lines according
to the distance between the train and the signal, the curve, and thepoints. It ensures safety by automatically applying emergency brakes
when there is a risk that the train will exceed the safe speed. (We havecompleted the introduction of ATS-PT in all of our conventional lines.)

Tokai General Control Center (Nagoya) / Shizuoka General
Control Center / Operation management systems
The operation of our conventional lines is managed by the Tokai General
Control Center (in Nagoya) and the Shizuoka General Control Center. In theseControl Centers, directors work in close collaboration using various systems,
such as CTC (Centralized Traffic Control),* to accurately grasp a significant

Travel curve of train

・ A brake pattern is generated in theConsecutively comparing speeds.
train based on the distance to the
The emergency brakes are
signal derived from information fromapplied when excessive speed is
the ground.
detected, regardless of the speed. ・The emergency brakes are automaticallySignalGround unit (pattern occurrence)

Safety-Related Data

ATS-PT overview

applied to stop trains running at speedsin excess of this pattern by the timethey reach the signal.

・Continuous control is performed using
brake patterns.

Status of railway operation accidents*1,2(Number)60

Railway crossing accident

2

Number of railway
operation accidents
attributable to JR
Central in FY2021:

50
40
30

Train accident

50*CTC：T he CTC system not only remotely and integrally controls station signaling equipment, etc. in order
to efficiently manage train operations, but also has the function of conducting real-time monitoringof the operational status of trains.Multiple Inspection Train and Track Inspection Train (Dr. Tokai)

2

7

8

13

10

FY1987FY2011FY2012100Number of incident *³
occurrences in FY2021:

Railroad property damage accident

1
7

1

20

amount of information, including the operational status of trains and theutilization status of facilities, control overall transportation services, and manage
their safety to support safe and reliable transportation on conventional lines.

0

Train accident involving personal injury

5

6

6
6

8

13

FY2013

FY2014FY2015*1 Railway operation accidents Train accidents: Train collision, derailment, and fire accidents

Railway accident involving personal injury: An accident in which a person was killed or injured by the operation of a train or vehicle

1
3
5

FY2016981

FY20173
10FY2018

8

8
8
1

17
11

FY2019FY20201

FY2021

Railway crossing accident: A collision between a train or a vehicle and a pedestrian or a motor vehicle, etc. at a railway crossing
Railway property damage accident: An accident in which the operation of a train or vehicle causes damage to property of 5 million yen or more

*2: Nearly all of the railway operation accidents were not attributable to JR Central.
*3: Incident: Situation in which there is the risk that a railway operation accident may occur

Mu ltiple I ns pect ion T r ain and T r ac k I n s p e c ti o n
Tr ain ( D r . T ok ai)

Status of transport disruptions

We efficiently and thoroughly manage and maintainrailway tracks and electricalfacilities on conventional lines using the“Multiple
Inspection Train (Dr. Tokai).”(Number)
450
400
350

6
42

300

Dr. Tokai

Cyber security measures

250

100
50

In terms of systems, we are also working to build a safe and resilient
infrastructure. We are taking necessary measures, including achieving theredundancy of facilities and securing backups, to ensure that the provisionof services to customers and the execution of internal operations will not
be disrupted due to earthquakes and other natural disasters and system
failures. For example, the Shinkansen Operation Management System has analternative center in Osaka in case the system center in Tokyo is damaged,
and the Express Reservation System comprises multiple computers to ensuresufficient processing capacity even if one computer fails. In addition, we
regularly conduct drills to prepare for natural disasters and system failures.
Furthermore, we have taken all possible measures to ensure systemsecurity against cyber attacks, which have been increasing in recent years.
For example, for systems that require absolute safety, such as those related
to train operation, we have established an independent system structurethat eliminates any contact with the outside world, thereby avoiding external
attacks.

137

200
150

0

Railway attendant

7
43

4
57
24
55

14

FY1987

221

12

12

46

50

218

9
38

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

142

12

Natural disaster

Percentage of factors behind transport disruptions attributable to JR Central

12

10

8

44

53

3
38

45

174
18

172

186

220

15

15

14

9
34

（%）
45
40
35
30

218

25
20
15

11

10
5

153

157

128

166

80

126

109

86

115

107

138

FY2011FY2012FY2013

FY2014FY2015FY2016FY2017FY2018FY2019FY2020

FY20210*Transport disruption refers to cases that are not railway operation accidents, but those involved suspending operation of a train or those where a passenger train was delayed for 30 minutes or more (one hour or more for non-passenger trains).

Status of industrial accidents (JR Central and its affiliated companies)
Accident resulting in leave from work or more (JR Central employees)(Number)16

Number of industrial
accidents resulting
in deaths in FY2021:

12
10
8

Shinkansen Second General Control Center

Fatal accident involving an employee

17

14

7

6

0

7

6

5

15

10
7

4

Accident resulting in employee’s leave from work or more

5

6

5

2

Initiatives for Ensuring the Safety of Employees

43

192

17

16

4

Ensuring the safety of employees is also an important issue. At JR Central, we
have established internal regulations based on the Industrial Safety and Health
Act and put in place a safety and health management system. At our businessorganizations, etc., safety management officers and health management officers
are appointed, systems are in place to ensure safety at work and to manage
workplace hygiene, and careful safety and health examinations are conducted
as part of our active efforts to prevent industrial accidents and improve the work
environment. In addition,“safety audits”are performed to confirm the level ofcompliance with laws and regulations, etc., confirm systems in place to prevent
industrial accidents that have occurred in the past, and confirm the state of
implementation of accident prevention measures.
We are also promoting safety and health education throughout the Company.
In addition to conducting the induction course on safety and health for all new
employees at the General Education Center, we also provide classroom educationon laws and regulations at the General Education Center and at each site inaccordance with the nature, role and level of work, as well as safety and healtheducation through necessary practical training, including the use of equipment andtools and simulations of industrial accidents.
Regarding people, structure, and equipment, the three pillars that support
safety, we have been promoting various activities, such as the“Improve Safety!”campaign to make our work safer by identifying existing weaknesses and risks

Non-railway

9
34

169

14

12

Vehicle/equipment0and making improvements to them, and initiatives to raise employees’awarenessfor the prevention of train accidents and industrial accidents through the use of
essays for the prevention of train accidents and industrial accidents and soliciting
illustrations, photographs, and slogans related to accident prevention.

FY1987FY2011FY2012FY2013

FY2014FY2015FY2016FY2017FY2018FY2020FY2019FY2021* Excludes heatstroke

Accident resulting in leave from work or more (affiliated company)

Fatal accident involving an employee of aﬃliated company
Accident resulting in aﬃliated company employee’s leave from work or more

(Number)
40

41
35

35
30

25

25
20

21

20

21

18

25

25

FY2017FY2018

27

26

20

15
10
5

0

Collection of essays for the prevention oftrain accidents and industrial accidents

Posters promoting the prevention of train accidents
and industrial accidents

4
FY1987FY2011

1

1

FY2012FY2013

2
FY2014

1
FY2015FY2016FY2019FY2020

FY2021* Excludes heatstroke. * Industrial accidents that occurred in construction work or operations related to railway transportation are recorded.

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

44

SocialBusiness Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data
SocialCreating“Social Value”ーSocialー

The Chuo Shinkansen Project Using the Superconducting Maglev System～Drastic enhancement of main transportation artery～

500
40 67

Operating speed

km/hTokyo (Shinagawa) - Nagoya
Travel time
(maximum)minutesTokyo (Shinagawa) - Osaka

minutes

Flow of work based on the Nationwide Shinkansen Railway Development Act

Content of Development Plan

［Entities involved］●：JR Central ▲：Minister of Land, Infrastructure,Transport and Tourism■：Transport Policy Council◆：Japan Railway Construction, Transport and Technology Agency

Article 4

The Chuo Shinkansen Project using the Superconducting
Maglev System is a project to duplicate our arterytransportation system linking Tokyo, Nagoya and Osaka,
which is the lifeline of our business, and drastically prepare
for risks, such as aging in the future of and large-scaledisasters affecting the Tokaido Shinkansen. This projectwill allow us to further reduce management risk and thus
stabilize our management base and to continue to carryout our founding mission of undertaking high-speed, largecapacity passenger transport between Tokyo, Nagoya
and Osaka. This project will also dramatically improve
convenience by greatly reducing travel time due to its
high-speed operations, bring significant benefits to andpotential for development of the Japanese economy andsociety, and ensure the long-term interests of shareholders
and all other stakeholders over a long period of time.

Topological and geological surveys Ordered in February 1990 ▲Article 5 Research and Reports →Reported in October 2008●◆

Research on the residual 4 items *Ordered in December 2008 ▲→Reported in December 2009●◆

Article 14-2 The Transport Policy Council
Article 6 Designation of Operator and Constructor

Consulted on February 24, 2010 ▲We are promoting the Chuo Shinkansen Project using theSuperconducting Maglev System based on the Nationwide Shinkansen
Railway Development Act (hereinafter,“the Act”) to continually carryout our mission of operating a high-speed railway linking the Tokyo
Metropolitan area and the Chuo and Kansai regions (from Tokyothrough Nagoya to Osaka), which is the lifeline of our business, and toensure the future foundation of the company.
The Tokaido Shinkansen has been in operation for more than half acentury, and while we have been carrying out large-scale renovation,
there is the risk of suspension of services due to major facility
replacement caused by future aging. Furthermore, Japan is prone
to earthquakes, and although we have taken earthquake resistancemeasures for the Tokaido Shinkansen, there is the risk of potential
major disasters, including the undeniable possibility of long-term
disruption to Japan’s main transportation artery due to a possible
major earthquake. Therefore, as a drastic measure to prepare forthese future management risks, we decided to complete the Chuo
Shinkansen as quickly as possible, under the assumption that we bear
the cost of its construction, utilizing the Superconducting Maglev System

Distribution map of the estimated greatest seismic intensity of a
Nankai Trough Large Earthquake

Chuo Shinkansen

Shinagawa

NagoyaSeismic
intensity class
Shin-Osaka

Tokaido Shinkansen

7
upper 6lower 6
upper 5lower 5
4505 km/h

Approximate amountnecessary for the construction(including rolling stock costs)

9,030 billion yen

Other necessary items

Main areas
passed throughOutline of the Construction Implementation Plan (Part2)of the Chuo
Shinkansen section between Shinagawa and Nagoya→Designated on May 20, 2011 ▲SectionConsented on May 23, 2011●

Station Location

Construction Implementation Plan (Part1): Submission on August 26, 2014●

Line extension

285.6kmConstruction Implementation Plan (Part2) : Submission on September 25, 2017●→Approved on March 2, 2018▲

Construction costs

Article 8 Instruction to Construct Instructed on May 27, 2011 ▲Article 9 Construction Implementation Plan →Approved on October 17, 2014▲
Start of Construction

Expected completionyear

The realization of the Chuo Shinkansen using the Superconducting Maglev System will contribute to thevitalization of Japan’s economic and social activities, turning Japan’s main transportation artery between Tokyo,
Nagoya and Osaka into a dual system and merging the three major metropolitan areas into a“Super Mega Region.”
Mega-metropolitan area

66.15 million people GDP: 320 trillion yen *1

Kansai Region

Central Region

Tokyo Metropolitan Area

(Osaka, Kyoto, Nara, Hyogo)(Aichi, Gifu, Mie)

(Tokyo, Kanagawa, Chiba, Saitama)

18.14 million people GDP: 76 trillion yen

11.31 million people GDP:57 trillion yen*2Nagano Prefecture

Travel Time Reduction

Tokyo (Shinagawa) - Nagoya (min): 86 minutes → 40 minutes
Tokyo (Shinagawa) - Osaka (min): 134 minutes → 67 minutes*2

Gifu Prefecture
Chuo Shinkansen

NagoyaTokyo

36.71 million people GDP:187 trillion yen

Shinagawa*2*2

Yamanashi Prefecture Kanagawa Prefecture
Yamanashi Maglev Line
(42.8 km)(Operating speed: 500 km/h)(Trillion yen) Comparison of GDP between the three major

600 metropolitan areas and major countries
400

Shin-Osaka

320

Trillion yen

200

Chuo Shinkansen Project as a national project

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

2027

*In the“Notice Concerning Total Construction Costs for the Chuo Shinkansen Section between
Shinagawa and Nagoya”(April 2021), we announced that the total construction costs are
expected to increase to 7.04 trillion yen.

Tokaido Shinkansen

45

4,853.6 billion yen［Total construction costs of 5,523.5 billion yen※
（Includes rolling stock costs. Excludes the construction
costs for the existing Yamanashi Maglev Line.）］

New Value Provided by the Chuo Shinkansen

Source: Prepared by JR Central based on“Countermeasure against a Nankai Trough Large Earthquake (Final Report)”(May 2013)privately owned company, such as freedom of management andautonomy of capital investment, would not be hindered by applicationof the Act, we referred fundamental clauses regarding application of
the Act to the Ministry of Land, Infrastructure, Transport and Tourism(hereinafter,“MLIT”) and received a reply in January 2008 indicatingthat those principles would not be hindered.
In order to take steady steps towards the successful completion ofthis project, we will maintain sound management and stable dividends,
sufficiently examine costs and demonstrate our flexibility, and makenecessary investments to ensure safe and reliable transportationand to enhance the competitiveness of the Tokaido Shinkansen andconventional lines. We will first realize the project between Tokyo
and Nagoya, where we have received approval for the construction
plan, and strive to further extend the project to Osaka.

Between Shinagawa and Nagoya
Shinagawa Station, Kanagawa Prefecture Station(tentative name), Yamanashi Prefecture Station(tentative name), Nagano Prefecture Station (tentativename), Gifu Prefecture Station (tentative name),
Nagoya Station(Operating speed: 285 km/h)

The Chuo Shinkansen is being constructed in accordance with theAct, which is a legal system for developing infrastructure essential to
the nation in order to contribute to the development of the national
economy, the expansion of the area of Japanese people’s lives, andthe development of local communities. Based on the Act, we received
designation as the operator and an order for construction from the
Minister of Land, Infrastructure, Transport and Tourism in May 2011,
and then the construction implementation plan was approved by the
Minister of Land, Infrastructure, Transport and Tourism in October
2014. In the meantime, we have conducted environmental assessment
procedures and published the final environmental impact assessment
report between Tokyo and Nagoya, which is promoted as the firststage.
On the other hand, in order to confirm that the principles of a

Kofu City area, south-central Akaishi Mountains(Southern Alps), Nagoya City area, Nara City area

*The approximate amount necessary for the construction does not include interest.

Article 7 Development Plan →Decided on May 26, 2011 ▲Environmental
Impact Assessment

Superconducting magnetic levitation technology

Maximum design speedConsented on May 18, 2011●

・ Items related to the development of facility and rolling stock technologies
・ Items related to construction costs
・ Other necessary items

that we have developed. The Chuo Shinkansen will turn Japan’s maintransportation artery into a dual system, and JR Central will operate itin an integrated manner along with the Tokaido Shinkansen.

Tokyo - Osaka City

→Replied on May 12, 2011■*Research on the residual 4 items ・ Items related to transportation capacity in response to transportation demand

Outline and Significance of the Chuo Shinkansen

Chuo Shinkansen

SectionTechnology used forrunning

Decided in November 1973 ▲Basic Plan

Construction line

0285.6km*3
438km*4

Japan Three major
FranceUK
metropolitan areas
Source: United Nations database, Cabinet Oﬃce
“Annual Report on Prefectural Accounts”(FY2018)*Calculated using the exchange rate of USD1 = 110.43 yen*Three major metropolitan areas are calculated taking
the following prefectures into account:
Tokyo, Kanagawa, Chiba, Saitama, Aichi, Gifu, Mie, Osaka, Kyoto, Nara, Hyogo*1 Population: Ministry of Internal Affairs and Communications“Population, Demographics and Number of Households Derived from Basic Resident Registration”(January 1, 2022). GDP: Cabinet Office“Annual Report on Prefectural Accounts”(FY2018) *2 Intermediate
station names are tentative. *3 The Construction Implementation Plan (Part2) of the Chuo Shinkansen section between Shinagawa and Nagoya (March 2018) *4 The Survey Report of the Chuo Shinkansen section between Tokyo and Osaka (December 2009)

We will continue to fulfill our mission into the future by reducing
management risks and stabilizing our management base bycompleting the Chuo Shinkansen Project. Furthermore, by adopting
the Superconducting Maglev System for the Chuo Shinkansen, we
can expect a drastic reduction in travel time between cities, andthe three major metropolitan areas will be transformed into one
mega-metropolitan area, the so-called“Super Mega Region,”where
the interaction of people will be highly activated and economic
and social activities will be energized, which is expected to have asignificant positive effect on our business.

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

46

Business Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data
SocialThe Chuo Shinkansen Project Using the Superconducting Maglev System ～Drastic enhancement of main transportation artery～

Promotion of Construction❶ Creation of new demand
In the competition between the Shinkansen and air travel,
the shorter the travel time of the Shinkansen, the greater its
share. Demand is therefore expected to shift from air travel to
the Chuo Shinkansen due to the time reduction effect of theSuperconducting Maglev System. In addition, the dramatic time
reduction will greatly stimulate the flow between metropolitan
areas, which is highly expected to generate new demand.
Furthermore, in addition to the anticipated new use ofintermediate stations in Kanagawa, Yamanashi, Nagano andGifu Prefectures, there is a possibility of significantly improving
travel time and frequency between cities along the line and thethree major cities and increasing the flow of people if there
is room to increase the number of operations and the numberof stops for the “Hikari” and “Kodama” by taking advantageof the extra transportation capacity caused by the transfer of“Nozomi”passengers to the Chuo Shinkansen.

World’
s fastest speed brings each area along the line closer

Min 40 minutes

About 60 minutes

About 45 minutes

About 25 minutes

About 10 minutes

Gifu Prefecture(tentative name)

Nagano Prefecture(tentative name)Yamanashi Prefecture(tentative name)

Kanagawa Prefecture(tentative name)

About 15 minutes

About 25 minutes

About 45 minutes

About 60 minutes

NagoyaThe possibility of using the Tokaido Shinkansen will increase.
Tokyo

Stations where Hikari and Kodama stop

ShinagawaShin-Yokohama

Atami

OdawaraShin-Fuji

MishimaShizuoka

Kakegawa

Hamamatsu

Toyohashi

Mikawa-Anjo

Nagoya

Gifu-Hashima

MaibaraKyoto

Shin-Osaka

Stations where Nozomi, Hikari, and Kodama stop

Stations where Kodama stops

60

Progress of effort to acquire land
(at end of September 2022)
Approx.

ShinagawaMin 40 minutes

Image of the Number of Operations
Nozomi

Hikari and Kodama

Present

The number of“Hikari”and （Image）“Kodama”will increase.
After starting theNozomi● From “Nozomi” centered timetable to “Hikari” and “Kodama” centered timetable

Hikari and Kodama

operation of the Chuo
Shinkansen’s entire line

significantly changing lifestyles, such as the way people dobusiness and spend their leisure time, as well as expanding
various possibilities. The final report of the“Super Mega Region
Concept Study Group” established by MLIT titled “Creating a
Super Mega Region to Overcome a Declining Population: Creating
New Value through Liberation from Time and Place”(May 2019)presents the following as“impacts of the Chuo Shinkansen.”T ot al amount of ca pi ta l i nvestm ent*1%

Historical total capital investment（Billion yen）

400

Land acquisition rate*² = number of landowners from whom landis acquired*³ / total number of landowners*1 The percentage figure is rounded down to be shown in increments of 5 percentage points.
*2 T he figure may decrease due to a change in the number of landowners as aresult of changes in the scope of land being acquired, inheritance, etc.
*3 The number of landowners from whom land is acquired represents the numberof landowners with whom a contract has been signed.

75

Progress of finding entities that use excavated soil
Approx.
(at end of September 2022)

300

255.2

Progress of finding entities that use excavated soil ： approx.
75% of the amount of excavated soil *6
In addition to the entities already enlisted to use about
75% of excavated soil, we are in negotiations with multiple
candidates regarding acceptance of excavated soil.
*5*4 The percentage figure is rounded down to be shown in increments of 5 percentage points.
*5 T he entities already enlisted to use excavated soil are entities, etc. with whom we havesigned agreements, etc. on the acceptance of excavated soil.
*6 T he amount of excavated soil is the target figure as of August 2014, the month in which
we published a corrected environmental impact assessment report.

270.1 268.8

228.2

*4

%

375.0

FY2014-2021
Total amount of capital investment :1.2969 trillion yen

200
134.2
102.9

100
32.1
5.0
0

2014

2015

2016

2017

2018

2019

2020

2021

2022

target）FY❷ Broad ripple effects on the economy and society

response to the“Interim Report on Oi River Water Resources”compiled in December last year by“Linear Chuo Shinkansen Shizuoka Construction Area Council of Experts”of the Ministry of Land,
Infrastructure, Transport and Tourism, a measure to send water back to the Oi River in the amountequivalent to water that leaks inside the tunnels and exceptionally flows outside the prefecture
for a specified period while the construction work is underway and have provided explanations
to the Shizuoka prefectural government and other parties since April. In addition, we began in Julyan effort to invite opinions and questions so that we can use such input in future efforts regarding
water resources of the Oi River and explanations to the local communities. Furthermore, discussions
have been underway since June at the expert council on ways to conserve the environment of
the Southern Alps, including ecosystems. We will remain committed to take measures in a sincere
manner to win understanding and cooperation of local communities.

（→ Travel time and frequency between the cities along the line and the three major cities improve significantly.

Due to the overwhelming time reduction effect of theSuperconducting Maglev System, Tokyo - Nagoya - Osaka will beconnected in about one hour, and the three major metropolitan
areas will become a“Super Mega Region”with a total populationof about 66 million, or over half of Japan’s total population.
This “Super Mega Region” is expected to become the coredriving new growth for Japan, which is experiencing a declining
population, by broadening the scope of activities and thereby

We are steadily carrying out the planned construction work in areas along the ShinagawaNagoya segment for which we obtained approval of the Construction Implementation Plan, placing
priority on safety at work, environmental conservation, and cooperation with local communities
and examining costs sufficiently. Capital investments have totaled 1.2969 trillion yen in the period
from FY2014, when we obtained approval of the Construction Implementation Plan, to FY2021.
The total length of construction areas that have already been contracted out reached about 90%of the Shinagawa-Nagoya segment, including the Yamanashi Maglev Line, totaling about 286 km, atthe end of September 2022.
In the Southern Alps Tunnel Shizuoka construction area, we have yet to convince Shizuoka
prefecture and other parties, due to which we have not been able to begin tunnel drilling work.
In such circumstances, with regard to impacts on water resources of the Oi River, we studied, in

Locations of construction work (at end of September 2022)
Gifu Prefecture (tentative name)Southern Alps Tunnel (Nagano construction area)

Elevated track passing the Tonegawa
Park in Yamanashi Prefecture

Nagoya (East construction area)

Southern Alps Tunnel(Yamanashi construction area)

Kanagawa Prefecture (tentative name)Shinagawa

From the Final Report of the“Super Mega Region Concept Study Group”(May 2019)● Opportunities for face-to-face interaction between people will increase, and the time for interaction will expand, which

will lead to opportunities to create new innovation.

●

It is expected to bring about changes in business styles and lifestyles by liberating people from“time”and“place,”
which have been factors that restrict working and living styles, and providing a variety of options.

● Due to the integration of the three major metropolitan areas, the entire Super Mega Region will create new value andgrowth industries, which will increase the attractiveness of the region in inviting people and investment from overseas.

●

By organically connecting the Chuo Shinkansen, Shinkansen and expressway networks, it is expected that themultiplicity and substitutability of the high-speed transportation network, which forms the framework of the national
land policy, will be enhanced, and a sustainable flow of people and goods will be secured.

● It is expected that new regional revitalization will begin in the areas around the intermediate stations located between

the three major metropolitan areas and that the effects of the Super Mega Region will spread widely beyond the areas
along the Chuo Shinkansen.

Tokyo Metropolitan Area Tunnel No. 1(Kajigaya construction area)*Extract and summary by JR Central of the final report of the“Super Mega Region Concept Study Group”established by MLIT (May 2019)

Furthermore, according to the “National Land Policy
Simulation Model” compiled by MLIT, the productivity
improvement effects of the formation of the Super Mega
Region as a result of the opening of the Chuo Shinkansen
are estimated to be 3.5 trillion yen per year for the
opening of the line up to Nagoya and 6.5 trillion yen peryear for the opening of the line up to Osaka. *47

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

In this way, the dramatic reduction in travel timebrought about by the opening of the Chuo Shinkansen will
have a major impact on the entire country and will leadto the creation of new value and the sustainable growthof Japan as a whole.
*N ational Spatial Planning and Regional Policy Bureau of MLIT “FY2017 Survey
Report on the Development of National Land Policy Simulation Model”(July 2018)*This map is copied from a Japanese map (with a scale of 1 to 1,000,000) published by the Geographical Survey Institute with their authorization. (Authorization number: H25 Jo Fuku, 310)
*See our website for the latest information on the progress of the construction work.
▶Publicly released materials regarding the Chuo Shinkansen Project (The progress of construction work in each prefecture can be viewed in“Construction safety,
environmental preservation, and cooperation with local communities.”) https://company.jr-central.co.jp/chuoshinkansen/▶Summary of Consolidated Financial Report https://company.jr-central.co.jp/ir/brief-announcement/ ▶Investor Meeting Presentation Handout https://company.jr-central.co.jp/ir/investor-meeting/

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

48

Business Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data
SocialThe Chuo Shinkansen Project Using the Superconducting Maglev System ～Drastic enhancement of main transportation artery～

Implementation of Environmentally Conscious Construction
Construction of the Chuo Shinkansen is proceeding, taking the surrounding environment into consideration.
The main environmental conservation measures being implemented are as follows.
（air quality, noise and vibration）（water quality, water resources and groundwater）

Water environment

Animals, plants, andecosystems

Reducing the impact of vehicles used totransport materials and machinery

The use of low-noise andlow-vibration construction
machinery with low exhaustemissions reduces thegeneration of nitrogen dioxideand suspended particulatematter, as well as noise andvibration.

Wastewater and turbid water
generated by construction work
are discharged into public waters
after measures are taken, such astreatment and neutralization to
reduce turbidity as necessary, bymeans of turbid water treatment
facilities, in accordance with
wastewater standards, etc., basedon laws and regulations, thereby
reducing the impact on public waters.

In the detailed planning of
construction, we avoid places
where important plant species
grow as far as possible, and if
construction in such places isunavoidable, we compensate
for the influence on the growing
environment of important
species by transplanting andseeding in places with similar
environments.

We reduce the generation ofdust by cleaning and watering
the entrances, exits andsurrounding roads for vehicles
used to transport materials
and machinery and by cleaning
their tires. In addition, we
reduce the number of vehicles
used in construction work byusing freight trains to transport
excavated soil in some locations.

Atmospheric environment

Overview and Development History of Superconducting Maglev System Technology
The Superconducting Maglev System is an advanced
technology unique to Japan. Instead of using the friction
between wheels and rails like conventional railways, it runs
in a non-contact manner due to the magnetic force between
the Superconducting Magnet mounted on the vehicle andthe coils mounted on the ground. In addition, to obtainthe strong power of the magnets, the technology uses a
superconducting magnet utilizing “the‘superconductivity’phenomenon, whereby electrical resistance vanishes
when a particular substance is brought below a certain
temperature,” which enables the vehicle to levitate about
10 cm, making it possible to operate safely in earthquakeprone Japan. These features make it possible to travel at
an ultra high speed of 500 km/h in a stable manner, unlike
conventional railways.
The level of the Superconducting Maglev System
Technology has been evaluated in multiple stages sincerunning tests began on the Yamanashi Maglev Line in April
1997. In July 2009, the Superconducting Magnetic Levitation
Technological Practicality Evaluation Committee of MLIT
(hereinafter, “Evaluation Committee”) confirmed that theSuperconducting Maglev System Technology had alreadyachieved levels sufficient for commercial service, and theMinister of Land, Infrastructure, Transport and Tourism
established technological standards for the Superconducting
Maglev in December 2011. Since then, we have continued
running tests, and in February 2017, the Evaluation
Committee confirmed its evaluation that the technology
development required for commercial lines was completed.
We will continue to make efforts to further brush up
Superconducting Maglev System Technology, including
improving comfort and enhancing the efficiency ofmaintenance. We will also conduct running tests using theSeries L0 improved version and develop commercial vehicle
specifications, as well as working to reduce costs for theconstruction, operation and maintenance of commerciallines.

Progress on the Superconducting Maglev System Technology
Jun-90

JR Central applies to the Minister of Transport for approval of theconstruction plan of the Yamanashi Maglev Line and gains approval.

Apr-97

Running tests start on the Yamanashi Maglev Line.

Mar-00The Superconducting Magnetic Levitation Technological
Practicality Evaluation Committee of the Ministry of Transport(hereafter, the“Evaluation Committee”) acknowledges that“there is potential from a technological standpoint that thetechnology could have practical applications.”

Nov-04

JR Central performs exercises of trains passing eachother at 1,026 km/h relative to one another.

Mar-05The Evaluation Committee of MLIT acknowledges that“the coretechnologies for practical application have been established.”

Jul-09The Evaluation Committee of MLIT acknowledges that“thetechnologies required for commercial services have been
established from a comprehensive and systematic standpoint,
and it is possible to move forward with detailing the specifications
for commercial services and the technical standards.”

Dec-11The Minister establishes technical standards forSuperconducting Maglev.

Aug-13Work to extend the Yamanashi Maglev Line to 42.8
km and update facilities are completed.

Apr-15

JR Central records a travel distance of 4,064 km in one day.
JR Central records the world speed record for a manned rail
vehicle at 603 km/h.

Feb-17The Evaluation Committee of MLIT evaluates that“the technology
development required for commercial lines has been completed.”Aug-20Running tests start using Series L0 improved version.

Superconducting Maglev test rides

History of Maglev Vehicles

Principles of the Superconducting Maglev System

Propulsion System

Levitation System

By passing current through the Propulsion Coilson the ground, a magnetic field (north andsouth poles) is produced, and thus the vehicle ispropelled forward by the attractive force of the
opposite poles and the repulsive force of the samepoles acting between the ground coils and theSuperconducting Magnets built into the vehicles.

The Levitation and Guidance Coils are installed
on both sides of the guideway (track). When the
on-board Superconducting Magnets pass throughat high speed, an electric current is induced in
the Levitation and Guidance Coils, causing them
to become electromagnets. This generates aforce that both pushes and pulls up the vehicle.

Guidance System
The Levitation and Guidance Coils on bothsides of the guideway keep the vehicle in thecenter of the guideway at all times by exerting
an attractive force on the far side of the vehicle
and a repulsive force on the near side whenthe vehicle moves off center to either side.

Total Construction Costs for Shinagawa-Nagoya Section
In the“Notice Concerning Total Construction Costs for the Chuo
Shinkansen Section between Shinagawa and Nagoya”(April 2021), weannounced that the total construction costs for the Shinagawa-Nagoya
section are expected to increase from 5.52 trillion yen estimated at
the time of the“Construction Implementation Plan (#2) of the Chuo
Shinkansen Section between Shinagawa and Nagoya”(March 2018)
to 7.04 trillion yen. The reasons for the increase in construction costs
include responding to challenging construction work, enhancing
earthquake countermeasures, and securing utilization sites of excavatedsoil.
The Company will prioritize sound management and stabledividends with regard to future management just as always and willfund the construction costs mainly through operating cash flow andthe remaining amount through repayable borrowings. If the Company
anticipates that it can no longer ensure sound management and stabledividends, the Company will aim to complete the construction byadjusting the pace of construction and fully restoring its management
strength.

As a reference, in order to confirm that the funds necessary forcompletion of the construction are secured, the Company calculated
the operating cash flow based on certain reasonable assumptions in
the event that the revenue recovers at a realistically expectable pacefrom the impact of the COVID-19 pandemic, and it confirmed that, if
approximately 1 trillion yen of new financing is added to such operating
cash flow, the cumulative amount of the funds available for constructionof the section between Shinagawa and Nagoya would exceed the total
construction costs of 7.04 trillion yen in FY2028. It should be notedthat this does not mean that a new target time for opening is set;
however, a trial calculation of the status of securing funds under certain
assumptions was made for reference purposes only.
Thus, we have confirmed that we will be able to secure the level offunds necessary to complete the construction even after incorporating
the increase in construction costs. The Company will continue toproceed with the Chuo Shinkansen project with the aim of early
realization of the Chuo Shinkansen while ensuring sound management
and stable dividends.

Estimates to confirm construction costs are secured (as of April 2021)(For confirmation, etc.)
Transportation
revenues(Shinkansen andconventional lines)

Transportation revenues will recover gradually to 66% in FY2021, 80%
in FY2022, and 90% in FY2023, and after FY2024 to 100% by FY2028.

Expenses

Essentially, personnel expenses will be maintained at the current scale ofpersonnel required for railways, and non-personnel expenses will be recordedat the five-year average of the results from FY2015 to FY2019. In addition, cost
reductions pursued through“Business Reforms”are considered to a certain extent.

Capital investments(Chuo Shinkansen)

7.04 trillion yen

Capital investments(Shinkansen andconventional lines)

Essentially, necessary capital investments will be accumulated, and considering
the cost reductions through“Business Reforms,”capital investments will remainunchanged at approximately 220 billion yen per year in and after FY2028.

Other(For reference: Results of confirmation)
Period in which the cumulative amount of thefunds available for construction of the Chuo
Shinkansen exceeds the total construction cost*
Operating revenues for the fiscal year
following the above period

1,530 billion yen

Ordinary income for the fiscal year
following the above period

240 billion yen

Long-term debt outstanding for the fiscal
year following the above period

6.0 trillion yen*

Note: In and after the period marked with an asterisk ( ) above, in
calculating the operating revenues and ordinary income, it isassumed that transportation revenues will increase by around
5% compared to previous periods and that depreciation
expenses and maintenance and operation costs will berecorded for assets related to the Chuo Shinkansen. This does
not mean that a new target time for opening is set; however,a trial calculation was made for reference purposes only.

Interest rate on financing: 3%

Note: The recovery in transportation revenues from the Shinkansen and conventional lines is compared to FY2018.

(For reference: Changes in ordinary income and long-term debt)(Billion yen)
600

Ordinary income (left axis)Long-term debt and payables (right axis)
240

400

MLX01-1

MLX01-901

Series L0

In order to establish commercial vehicle
specifications, in August 2020 we started runningtests using the Series L0 improved version, whichfurther brushed up the Series L0 based on the
results of the running tests so far.

49

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

200

Series L0 improved version

While steadily conducting runningtests, we have offered test rides
using the Series L0 improved version

FY2028

6.0(Trillion yen)
10.0
8.0
6.0

0

4.0

-200

2.0

-400

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

0.0
2030 (FY)CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

50

SocialBusiness Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data
SocialCreating“Social Value”ーSocialー

Tokaido Shinkansen: Constant Effort to Enhance Service

Number of services and passenger volume of the Tokaido Shinkansen (per day)Maximum number of the fastest train, “Nozomi” one way per hour1

Nozomi

160
140
120

111

130
128 129 126
124 121 123 127 126 122 120 122 125 123 126
118

100

100

231 23980

271 276 273 270 271 274 274 271 269 269 271 272 275
252 260

0

5

34

34

35

37

41

45

50

51

61

60

143 150 165 176 187 189 158 157 158 158 155 148 139 138 130 122

89

20

88

87

84

84

82

81

80

2

1

0

87

88

89

90

91

92

93

94

3

79

78

78

95

96

97

“Nozomi” (the Series 300) began commercial operation

290

137 138

143 141

78

80

80

80

79

98

99

00

01

02

134
130 133

311 314 319

0

accidents● N
 o accidents resulting in fatalities or injuries of● Average delay time: 0.9 minutes /passengers on board since operations commencedof safety awareness and skills
through human resources education and training● Ongoing investment for safety-related facilities

1 train in service● Im provement

Fast

285

Frequent andHigh Capacity

km/h

1/8

passengers● Number of train services per day: 336 *Results for FY2021 (including extra trains)● Between Tokyo and Shin-Osaka: 2 hours 21 minutes*Note: Accurate as of the March 2022 timetable revision(arrival time based on the fastest trains in service)

Approx.

336 229,000
trains360

187 193 188 185 188

9

10

10

300

75

194 201 209 217 220 226 230 193

188

180

53

120

93

65

65

64

64

66

66

66

66

66

65

65

65

65

65

65

65

65

65

80

80

80

80

80

81

82

82

82

82

83

83

83

83

83

83

83

83

83

03

04

05

06

07

08

09

10

11

12

13

14

15

16

17

18

19

20

21 （FY）“Express Reservation” was launchedShin-Osaka Station improvement work completed

240

60
0

“smartEX”was launched

Uniﬁed N700A type rolling stock and all trains at max. 285 km/h

Maximum number of the fastest train, “Nozomi” one way per hour
Figure 1

Travel Time of“Nozomi”between Tokyo and Shin-Osaka
Previous timetable

New timetable

Within 2 hr 30 min

3 trains

12 trains

2 hr 33 to 37 min

7 trains

None

We began in July 2020 to introduce the new N700S Shinkansen rollingstock, replacing the N700A type. The N700S is designed based on the resultsof years of technological development and is equipped with features suchas enhanced safety and stability, enhanced comfort and convenience, higher
emergency response capability, and a standardized design that can easily beconstituted to any length of trainsets.

● Number of passengers per day: 229,000 *Results for FY2021● Number of seats available:

1,323 seats/train

1/12

Approx.

● T he energy consumption amount per seat when traveling between

Tokyo and Osaka is approximately 1/8th that of an aircraft.
● The CO₂ emissions for the same condition are around 1/12th.

*1,319 seats/train for the N700S
type introduced in April 2021

*The numbers of train services and passengers per day in FY2021 were reducedby the impact of the COVID-19 pandemic.

Comfortable● Wide open,

quiet space

Number of Rolling Stock
Fiscal Year

2020

2021

2022 (plan)

2023 (plan)

2024 (plan)

2025 (plan)

2026 (plan)

Total

Number of Rolling Stock

12

13

13

4

7

7

3

59

Enhanced safety and stability

Enhanced comfort and convenience● Shorter braking distance in the● E quipped with a fully active

event of an earthquake Figure 2● Enhanced snow-resistant features“12 Nozomi Timetable”expected to significantly improve our services
When the Company was established in 1987, we were operating
the Tokaido Shinkansen at a maximum speed of 220 km/h. Since then,we have continued to work on enhancing our transportation serviceson the Tokaido Shinkansen. We put the Series 300“Nozomi”intooperation in 1992 with a maximum speed of 270 km/h, and, in 2003,
opened Shinagawa Station and raised the maximum speed to 270
km/h for all trains, which allowed us to shift to a Nozomi-centered
timetable. This timetable also underwent successive improvements tofulfill the needs of customers.
Then, in 2015, the speed of the Tokaido Shinkansen was increased
for the first time in 23 years, reaching a top speed of 285 km/h.
The Series 700 was retired in the spring of 2020, and we completed

the update to the N700A type* to allow all trains to run at the same
highest speed of 285 km/h. We also finished improvements toequipment and introduced the“12 Nozomi Timetable”in March 2020.
With the“12 Nozomi Timetable,”the maximum number of“Nozomi”
services per hour increased by two from 10 to 12 in either direction,
and“Nozomi”is now operated at an average interval of 5 minutes
during busy hours. Also, under the“12 Nozomi Timetable,”all“Nozomi”
services will travel between Tokyo and Shin-Osaka in less than 2 hours
and 30 minutes. Figure 1
Passengers can reduce their travel time by reserving train seats
online at their convenience and using the new, faster“Nozomi.”Thishas made the Tokaido Shinkansen even more convenient.
*Generic name of the Series N700 and N700A, and later reflecting the main functions adopted in the N700A

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

N700S

Main features of the N700S● Enhanced status monitoring function

51

420

Launch of new N700S Shinkansen rolling stock*Results for FY2021 (including delays caused bynatural disasters, etc.)● Maximum speed: 285 km/h

Environmentallyfeasibleminutes(Trains/day)
480

161

169

8

7

*1 Departures shown include extra trains.
*2 U sage status is shown by means of an index with the sectional transportation
volume for FY1987 as 100.
*3 S
 tation stops - Nozomi: Shinagawa, Shin-Yokohama, Nagoya, and Kyoto / Hikari:Same as“Nozomi,”plus a few additional stations / Kodama: All stations*4 T
 he sum of figures for“Nozomi,”“Hikari”and“Kodama”may not agree with thetotal due to rounding.
*5 D eparture figures in FY2020 and FY2021 and usage status figures for the period
from FY2029 to FY2021 were lower due to the impact of the COVID-19 pandemic.

0.9

157 159

152

164

12 12 12

Shinagawa Shinkansen Station opened and all trains at max. 270 km/h

Punctual

142

148

378
365 368 373
350 358
342 336
334 341 336 333 336 342

70 101 145 166 170 175

40

SafetyKodama(Index)Since its establishment, JR Central has constantly refined not only thesafe and punctual but also fast, frequent, high capacity, environmentallyfeasible, and comfortable characteristics of the Tokaido Shinkansen, whichplays the role of Japan’s main artery transportation, in order to maintainand strengthen its competitiveness. Specifically, we have constantly worked
to enhance services through the introduction of the“12 Nozomi Timetable,”the launch of new N700S Shinkansen rolling stock, and the expansion of
online reservation and ticketless boarding services, among others.

Characteristics of the Tokaido Shinkansen

Tokaido Shinkansen passenger volume (FY1987=100)

HikariFigure 2

damping control system● Additional outlets for mobile

devices

Shorter braking distance in the event of an earthquake (at 285 km/h)-25%

Figure 3

Lower running cost

N700A type

N700S

The braking distance during an earthquake is 5% shorter thanthe N700A type thanks to an improved ATC and brake system.
Figure 4

Battery-based self-propelled systemself-propelled
system Figure 4● Additional security cameras● Enhanced intercom functions● T oilet functions during power outage

Reduced power consumption

-7%

270

285

285

Series 700

N700A type

N700S

km/h

Series 700● B attery-based

consumption Figure 3● Reduced inspection/
repair work

-16%

-5%

Higher emergency response capability● Reduced power

km/h

km/h

Employing the Dual Supreme Wing design that reduces air
resistance and a drive system that uses next-generation
silicon carbide semiconductors, the N700S consumes 7%
less electricity than the N700A type.

TunnelThe N700S is the ﬁrst high-speed train equipped with a battery-based self-propelled system. It can travel to a location
where passengers can safely evacuate in the event of a long power outage following a natural disaster, etc.

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

52

Business Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data
SocialTokaido Shinkansen: Constant Effort to Enhance Service

Stimulating Tourist Demand

Promoting Online Reservation and Ticketless Boarding Services
In an effort to have customers more conveniently use the Tokaido
Shinkansen, JR Central takes the initiative in promoting greater useof online reservation and ticketless boarding services via“EX Service”“Express(
Reservation”and“smartEX”).
For customers who frequently ride the Shinkansen for businessor other reasons, we provide an“Express Reservation”service thatoffers a discounted member price throughout the year. Members of
the service can smoothly ride the Shinkansen by simply touching theirmember IC card at the automatic ticketing gates after reserving theirpreferred seats with a smartphone or other device beforehand. Thereis no need to stop at the ticket counter of a station, allowing customers
to significantly reduce their total transit time and potentially apply forthe“Green Program”(not applicable for some members), which allows
customers to utilize the points accumulated based on their usageof the Shinkansen to take a seat in a Green Car at the price of thereserved seat in a regular car. In addition, reservations can be changed
as many times as necessary before departure without any handlingfees, allowing customers to use the service without worry even if there
are sudden schedule changes.
We also offer“smartEX”with no membership fee for customers who
only occasionally use the Shinkansen, including people traveling to visit
their hometown, tourists, and foreigners visiting Japan, so that they
can also use the convenient online reservation & ticketless boarding
service. This ticketless service enables customers to immediately use
the service by simply registering their credit card and the nationwide
interoperable transportation IC card from their smartphone, etc. As aresult, we offer greater convenience to even more customers.
At the moment, reservations for reserved seats using these services
currently account for nearly half of all reservations.

Numbers of EX Service members and registered persons(10,000 persons)

900

886

Nearly 50%

850

of reserved seats
are booked online

800
750

764

(FY2021)

700
650
600

810

591

550
500
450
400

411

350
300
250
200
150
100
50
0

’18.3

’19.3

’20.3

’21.3

’22.3

53

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

“Zurashi Travel”poster

Illustration of using“smartEX”

1. Register

2. Book

3. Board

Commuting type IC card

currently accepting applications for reservation about a month
before the boarding date, but we will make it possible to makereservations about a year before the boarding date. This will not
only allow us to take reservations for events whose schedule is
known well ahead, including concerts, but also address requests
by visitors to Japan to make early reservations.
We aim to enhance our services in terms of both business andtourism by offering products attractive to customers under thesestructures so that we can increase future usage and revenues.
One-stop, seamless reservation for trips for business or pleasure will become possible.
Onlinereservation

Improving the Environment to Support New Ways of Working

Tap！

Creditcard

Further Enhancing Our EX Reservation Service
In March 2021, we launched a ticketless boarding service forgroup passengers, a ticketless boarding service using a QR codefor visitors to Japan, and a reserved seat reservation/change
service for delayed trains. Thanks to these services, passengers
who board trains in groups and visitors to Japan who do
not have commuting-type IC cards are now able to board
Shinkansen trains without the bother of obtaining a ticket.
Furthermore, in June 2022, we extended the service areas of
the EX Service to the Kyushu Shinkansen (Hakata - KagoshimaChuo section), beginning to offer the service along all of
the Tokaido, Sanyo and Kyushu Shinkansen lines (Tokyo Kagoshima-Chuo section).
In addition, in summer 2023, we plan to launch a new“EX-MaaS” (tentative name) service in which reservations
and payments for hotels, tour plans, etc., in addition to the
Shinkansen, can be seamlessly done for the entire trip. Aheadof this, we launched in November 2021 the“EX Travel Content
Portal,”a portal site linked to various contents of, for example,
hotels along our railway lines via the EX Service screen. Goingforward, we will work to prepare for the service launch insummer 2023 so that the entire process, from reservation to
payment, can be completed within the site.
In addition, we will provide a new EX travel product which willallow passengers to change trains according to their scheduleand board Shinkansen trains through a ticketless process,available for purchase. It will be the first travel product in Japanthat allows passengers to change Shinkansen trains online until
immediately before the boarding time. It will address the needsof customers who wish to travel on a flexible schedule. We are

Furthermore, targeting inbound tourists, we are working incooperation with municipalities located along our train lines and othertransportation companies to offer sightseeing value tickets covering
destinations that are popularamong international tourists, suchas “Takayama and Hokuriku.”
We also have travel products toencourage customers to travelin areas along the Tokaido
Shinkansen and other train lines ofour company, such as FLEX JAPAN,
which is a package that comeswith a roundtrip Shinkansen ticket,
accommodation, etc. We arethus actively working to capture
demand from inbound tourism
that remains strong. As a tool topromote these offerings, we post
about attractive features of Japanon the Central Japan Shinkansen/
Train Portal, a website packed
with information on our products
targeting visitors to Japan.

We are working to stimulate tourist demand by introducing
various campaigns for each region or target segment throughvarious information media and sales channels. For Kyoto and Nara,
which are the largest tourist resources in our market area, we havecontinuously implemented travel campaigns in collaboration withlocal governments and travel agencies, such as the Kyoto Campaign(launched in 1993), the Nara Campaign (from 2005 to 2021), andthe renewed Nara Campaign (launched in 2022), and are promoting
the use of the Shinkansen mainly from the Tokyo Metropolitan area
to the Kansai region. In addition, we are working on coming up withattractive products associated with Tokyo, Yokohama, Shizuoka,
Aichi, Hida Takayama, Ise-Shima and other locations.
Since summer 2020, we have been working to stimulate
demand by proposing“zurashi tabi”(shifting travel), a new way oftraveling whereby the times, locations, means of travel and action
at destinations are shifted from the“standard.”We are actively
introducing new promotional measures that capture customer
trends and needs. These include ”Oshi Travel Update,”a campaign
in which the content of“Oshi Travel”of going to see one’s own
recommendations is updated and suggested in collaboration withbusiness operators, and the“Tadaima Tokyo”campaign, which aims
to stimulate demand for travel to Tokyo in collaboration with All
Nippon Airways, Tokyo Metro, Japan Airlines and East Japan Railway.

Enhanced convenience for business trips on Shinkansen
Ticketless boarding

Needs at destinations

EX

Secondarytransportation

Contents

EX-MaaS

Contents with a special feel that can become the purpose of trips

Entry outsidebusiness hours

Preferential entry to
popular facilities

Departure station

Potential forfurther development
Working boothreservation

HotelsThe COVID-19 pandemic has led to the growth in new ways ofworking that does not discriminate between locations, including
telework and web conferencing using ICT. In response to such achange in work styles, JR Central aims to expand revenues by finetuning services and products that target individual needs, in addition
to existing initiatives, in providing them.
We are working to enhance the working environment in stations
and trains to allow passengers to spend their time on the train inways suitable to their work style by, for example, enabling them tocontinue working seamlessly before and after boarding a Tokaido
Shinkansen train.
Specifically, we have made Car No. 7 of the Nozomi train an“SWork Car”on a trial basis, for passengers wishing to do work on
mobile devices, etc. without worry. In addition, we plan to launch on
Cars No. 7 and No. 8 of Series N700S trains a new, free-of-charge“SWi-Fi for Biz”service, which has double the transmission capacity ofFree, semi-private, booth-style business corners andpoles ﬁtted with power outlets to be set up

Self-betterment
contents

Cars for businesspeople●●

Trial operation of“S Work Cars”● Launch of“S Wi-Fi for Biz”
Trial operation of“Business Booths”

Improving the Environment to
Support a New Way of Working

Eﬃcient use of time whilemoving and at destinations
Business corner

On train

Seamless travel using EX Service

Renovation of station waiting rooms●

existing free Wi-Fi services and sets no limit on the length of use, andhave introduced, on a trial basis, a“Business Booth”that passengers
can use for meetings, etc., by renovating the“smoking room”between
Cars No. 7 and No. 8 (in the deck part) of N700S trains.
Furthermore, we have set up semi-private work booths and poles
fitted with power outlets that are available free-of-charge in somewaiting rooms at all Tokaido Shinkansen stations where Nozomi
stops. We are also setting up at some stations box-style private
work spaces, called“EXPRESS WORK,”and office-style work spaces
incorporating private booths and meeting rooms that EX Service
subscribers can use for a variety of purposes, including working alone
in a booth or having meetings with several people, before or after
boarding Tokaido Shinkansen trains.
We aim to continue working to enhance our services in a variety of
aspects so that businesspeople who use the Tokaido Shinkansen canspend their travel time in more convenient and comfortable ways.

Pole ﬁtted with power outlets“S Work Car”logo“S Wi-Fi for Biz” “Business Booth”
logo“EXPRESS WORK”
Special entry

Other service enhancements● New EX travel product that allows passengers to board trains through a ticketlessprocess and change trains online until immediately before the boarding time
● Service for Shinkansen reservation well ahead of boarding time (about a year before)Box-style private work spaces to be set up● Oﬃce-style work spaces incorporating privatebooths and meeting rooms to be set up●

Destination station“EXPRESS WORK”(box style)Seamless travel using EX Service

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

54

SocialBusiness Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data
SocialCreating“Social Value”ーSocialーConventional Lines and Affiliated Businesses:
Maintenance and Development of Social Infrastructure
By continuing to strengthen conventional lines in the Tokai region thatform a network with the Tokaido Shinkansen, as well as affiliated businesses
that are expected to generate synergies with the railway business, such as
the JR Central Towers and the JR Gate Tower at Nagoya Station, JR Central
is working to expand business revenues and contribute to the maintenanceand development of the local social infrastructure.

The JR Central Group undertakes businesses in Transportation, Logistics,
Real Estate, and Other areas. The Transportation segment involves railway
and bus businesses. The Merchandise and Other segment manages
department stores and provides sales services for goods and food in
stations and trains, utilizing the merit of having good railway station locations

to attract customers. The Real Estate segment develops commercial facilities
in stations and areas under elevated tracks and also leases real estate,such as station buildings. In the Other segment, we manage hotels, travel
agencies, and advertising agencies, etc. We also manufacture rolling stockand maintain, inspect, and repair our railway facilities in this segment.

Uniform management of JR Central Towers and JR Gate Tower
The development of Nagoya Station, the largest station in our network,
is a pillar of our affiliated businesses. The JR Central Towers (hereinafter,
the“Towers”), opened in 2000, and the JR Gate Tower (hereinafter, the“Gate Tower”), opened in 2017, have been attracting large numbersof visitors. Already recognized as landmarks of Nagoya, these buildings

Mission as social infrastructure of the local community
JR Central undertakes the mission of supporting the social infrastructure. Thatis, in an integrated manner with the management of Japan’s main transportationartery, we take a locally oriented approach in operating a network of conventionallines in the Tokai Region, centered on the Nagoya and Shizuoka areas, thereby
supporting the people in these areas. The conventional lines operated by JR
Central, covering 12 railway sections, reach approximately 1,400 km in operating
kilometers, which is approximately 2.5 times the length of the Tokaido Shinkansen,
and play a role as a means of transportation for daily life, including commuting towork and school. In other words, they serve as the social infrastructure of the local
community. We have steadily improved our services by, for example, launchingnew vehicles and thereby increasing the speed and frequency of the services.
In order to enhance the convenience of limited express trains, we will continue
to develop an integrated network of the Shinkansen and conventional lines byimproving connections between the two and increase flexibility in the operationof major limited express trains by increasing the frequency of services or numberof cars per train to absorb demand fluctuations caused by seasonal factors andevents. In FY2022, we began putting the new hybrid powered limited express“Series HC85”into commercial service as a replacement for the Series 85 diesel
railcars currently used for our limited express trains“Hida”and“Nanki.”We plan
to introduce the new model to serve as“Hida”and“Nanki”express trains in the
period through FY2023. The Series HC85 has achieved commercial operation as
the first hybrid powered electric car in Japan to reach a top speed of 120 km/h.
Moreover, in order to offer convenient timetables for local train
passengers, we will continue to develop a convenient rapid train system,
operate trains at regular intervals, and increase the frequency of services
or the number of cars per train, especially during the morning and evening
commuting hours. Furthermore, we put a new type of commuter electricrailcar, the Series 315, which were introduced around the time of our

J R C e n t r a l G r o u p ’s a f f i l i a t e d b u s i n e s s e shave made a significant contribution to the economic developmentof the Chubu region. We will continue to operate the Towers and theGate Tower in a uniform manner and work to increase earnings bydemonstrating synergistic effects by segregating the concepts of thebusinesses of both facilities and promoting collaboration in sales.

JR Central Towers

establishment, into commercial service as a replacement of the Series
211, Series 213 and Series 311. We now have replaced all vehicles withvehicles that have been newly produced since our establishment. We plan
to gradually introduce it to conventional lines centered on the Nagoya and
Shizuoka City areas, including the Chuo Line, the Tokaido Line and the KansaiLine, in the period through FY2025. By launching these new vehicles, we will
improve services for our customers by providing safety, stability, comfort andconvenience and by further enhancing environmental performance.

Towers, the skyscraper complex with a height of 245 meters
and a total floor area of approximately 417,000 m², built rightabove Nagoya Station, is the core of our affiliated businesses.
Our three consolidated subsidiaries run a department store, ahotel, and offices. Ever since the opening of the facility, earningsof our affiliated businesses have increased significantly.
The office business has enjoyed a high occupancy rate since
its launch. All office spaces are almost fully occupied. JR Nagoya
Takashimaya, ideally located directly above the Nagoya station,
attracts large numbers of visitors. In the period between FY2021 andFY2022, we secured revenue
through measures such as alarge-scale renovation of the
kitchen and tableware section.
Nagoya Marriott Associa Hotelis rated highly for its convenient
location directly above thestation, its spectacular view
from the top floors, its upscale
facilities, and other features.

Renovated kitchen and tableware
section in Takashimaya

JR Gate Tower
JR Gate Tower is a high-rise complex building with a heightof approximately 220 m and a total floor area of approximately
260,000 m² that stands adjacent to JR Central Towers andconsists of commercial facilities, a hotel, offices, etc.
The office spaces are almost fully occupied due to theirprime location directly above Nagoya Station, which the
Chuo Shinkansen will serve in the future. Housing about 160
fashion stores, Takashimaya Gate Tower Mall offers products
in categories and price ranges not found in the adjacentdepartment store. Nagoya JR Gate Tower Hotel, together
with Nagoya Marriott Associa Hotel, is highly regarded bya wide range of guests as a hotel that focuses mainly on

accommodation, offering both comfort and functionality.
By integrating themanagement and operationof the entire building withTowers, we are pursuingefficient management as the
JR Central Group. In addition,
Gate Tower has added newcontent not found in the
Towers, further enhancing
the attractiveness of the twobuildings.

Takashimaya Gate Tower Mall

New Series HC85 limited express vehicle

Profitability improvement of JR Central Group’s affiliated businesses
Sales and marketing in coordination with local communities along our lines
Areas along our lines are blessed with many tourist resources.
While continuing to strengthen our relationships with local residents
and travel agencies at tourist spots in our operating areas, we areworking to stimulate tourist demand by publicizing attractive tourist
resources at stations, on trains, through our website and by othermeans and by taking various sales and marketing measures.
For example, we sell a special ticket package that includes a roundtrip limited express reserved seat ticket, tickets for buses, taxis andother means of mobility in the destination area, and shopping coupons,
improving the use of express services along conventional lines. We
also offer a train journey with a sense of the extraordinary by operating
the express train "Iida Line Secret Stations" on the Iida Line, which runs
through remote mountain stations and scenic sections, during periodsof high tourist demand. Furthermore, we are holding the“Sawayaka
Walking”service, offering free-of-charge walking tours requiring no55

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

reservation that start from our stations and visit wayside sightseeing
spots. We are also collaborating with local governments, travel agencies,
etc. through the Destination Campaign organized jointly by the six
JR companies todevelop attractive
tourism resources andproducts and operatesightseeing trains,
et c., con tri buti ng
t o r e g i o n a lrevitalization as wellas promoting the useof the Shinkansen andconventional lines.
Kowada Station and "Iida Line Secret Stations" express train

To respond to changes in the business environment, we will thoroughly
implement low-cost and efficient business operations and promote themanagement efficiency of each Group company. Furthermore, to ensure
further growth of our Group business, we will work on infrastructuredevelopment, including a review of operational structures of existing
operations and introduction of shared systems, and expand business
operations by taking advantage of our experience gained from synergistic
effects with the railway business, including new store openings incommercial districts, to improve our profitability further.
For example, in terms of a new store opening in acommercial district, we opened JR Nagoya Takashimaya
Watch Maison, one of the largest luxury watch sections inJapan, in the Dai Nagoya Building in July 2021. In addition, we
opened JR Nagoya Takashimaya Food Maison Okazaki in the
Aeon Mall in Okazaki City, Aichi Prefecture, in March 2022,
utilizing the know-how cultivated through operation of thebasement food section of JR Nagoya Takashimaya.

In addition, we are working to strengthen our e-commercebusiness by, for example, opening JR Tokai Market, a new
shopping site that stocks products proven popular at our
stations and hotels and original railway goods. Going forward,
we will work on initiatives to make our stations more convenientand comfortableby expanding
collaboration withcompanies outside
the JR Central
Group, increasing
the number of shops
and products, andlinking this website
and physical shops.
Main visual of JR Tokai Market

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

56

SocialSocialCreating“Social Value”ーSocietyー

space that will be required for the city’s plan in order to turn the surrounding areaof the station into a hub
and thereby contributeto the local community.
As a railway company
that contributes tolocal communities anddevelops together withthe communities, we willcontinue to enhance theconvenience of stations
and other facilities incooperation with thelocal municipalities
concerned.
Image of Kariya Station

Initiatives to improve the level of accessibility

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

Creating“Social Value” Corporate Data
SocialInitiatives to vitalize local communities

Enhanced convenience of stations, etc.

57

Generating“Economic Value”

Cooperation with Local Communities

Improving the Convenience of Facilities

Based on relevant laws, such as the so-called Barrier-Free
Act, JR Central cooperates with the central government
and local municipalities to jointly establish and improve
facilities to enable all passengers, including persons withdisabilities and elderly passengers, to use our services
safely and with a sense of security.
As part of our initiatives taken in stations, we are proceeding with
our plan to eliminate level differences by installing elevators, etc. and to
install barrier-free toilets sequentially in stations used by 3,000 or morepassengers per day, as well as those used by 2,000 or more passengers
per day that are positioned as facilities necessary for people’s daily lives
in the general plans of local municipalities. Basically, in all of the stations,installations have been completed or are under way. Going forward, we
will promote the installation of barrier-free facilities in cooperation withthe central government and local municipalities and in accordance withthe central government’s improvement goals. We have completed theinstallation of guiding blocks for visually impaired persons and brailleblocks that prevent such persons from falling from platforms in all
stations. In regard to braille blocks, we are sequentially replacing themwith the type of braille blocks that indicate where platform edges arelocated. In addition, we are working to install movable platform fences
to further enhance safety on platforms. On the Tokaido Shinkansenline, installation work commenced in FY2011, aimed at fencing off
platforms at busy stations where the Nozomi stops. In FY2022, weplan to install fences on Platform 20 at Shin-Osaka Station, after which
all of the platforms at stations where the Nozomi stops will be fenced

Highlight

Creating“Social Value”ーSocietyー

Improving the Convenience of Facilities(Use of Barrier-Free Designs, Etc.)

The improvement of railway stations is important for local communities since
they serve as a connecting point with the local community and secondarytransportation, such as buses, private cars and taxis, as well as a gathering spot
for the community. In response to requests from local municipalities, JR Central
makes improvements to stations, including the installation of passages forpedestrians and bicycles and the building of over-track stations, creates plazas
in front of stations, establishes new stations, and promotes railway elevation
projects, thereby contributing to the development of local communities. For
example, since the number of passengers using Kariya Station on the Tokaido Lineis increasing, particularly during morning and evening commuting hours, we are
currently carrying out work to widen the platforms, install movable platform fences,and improve the concourse based on discussions with Kariya City regarding
improvements to ensure safety and comfort. Kariya City plans to establish andoperate a local community exchange center and a tourist information facility tocoincide with the station’s improvements. JR Central has decided to create a new

Business Strategy

off. On conventional lines, installation work at Kanayama Station
was completed for Platform 3 (inbound Tokaido Line) and Platform
4 (outbound Tokaido Line). In addition to Kariya Station mentioned
earlier, we are promoting the installation of fences at Nagoya Station
for Platforms 5 and 6 (outbound Tokaido line) and are considering
installation on Platforms 1 and 2 (inbound Tokaido line) and Platforms
7 and 8 (Chuo line) to coincide with construction work of the Chuo
Shinkansen and the timing of rolling stock renewal. Furthermore, we are
studying specific ways of utilizing a new pricing system to support the
installation of barrier-free equipment at stations.
In an effort for train cars, we additionally introduced a new N700S
train car equipped with wheelchair spaces accommodating six
passengers on the Tokaido Shinkansen line. We are testing a web
reservation service using the EX Service to enhance convenience ofcustomers making reservations for the wheelchair space. In terms of
conventional lines, weare introducing new
Series 315 commutervehicle and new Series
HC85 limited express
vehicle models withexpanded wheelchair
spaces. We willcontinue to enhancebarrier-free equipment.
Installation of platform fences on Platform 4 of Kanayama Station

Initiatives in coordination with communities located along our lines

IIMONO TANBOU

As part of sales and marketing, we are deepening our ties with
communities located along our lines while rolling out initiatives such as“Sawayaka Walking”and“Destination Campaign (hereinafter,“DC”).”
The purpose of Sawayaka Walking is to promote the use ofrailways on Saturdays, Sundays and public holidays throughout theyear. This walking event allows visitors to experience the attractive
nature, history and culture of each area along the railway line, and it
also contributes to promoting the good health of the participants. The
program started in 1991, with the total number of participants now
exceeding 5 million. The program commemorated its 30th anniversary
in 2021.
One of the largest tourism campaigns in Japan, DC targets a different
region every three months in spring, summer, fall and winter and is aimed
at attracting customers by rail by promoting new tourist attractions of
the region in cooperation with the local municipalities concerned, six JRGroup railway companies and travel agencies. For the DC implemented
along the lines we operate, we have operated sightseeing trains thatenable passengers to enjoy the charmsof the region and sold travel productsthat incorporate tourist attractions andspecial offers in cooperation with thelocal communities. For the DC conductedalong railway lines operated by anothercompany, we advertise the campaign at
our railway stations to raise awarenessof the tourist attractions and work withvarious parties concerned to attract
Sawayaka Walking 30th
tourists in locations across Japan.

As an initiative aimed at vitalizing local communities through related
businesses, we operate the“IIMONO TANBOU”website, which sells delicacies
and selected crafts produced along the railway lines we operate to bedelivered directly from the place of production. By introducing the attractionsof the areas along our railway lines through the sale of products that are notyet known nationwide, JR Central and the producers work together to vitalize
local communities. In order to pass on to the future the culture and traditions
that have been handed down, we
implement measures to support
producers working hard in eachregion to develop original products,
etc. We are also expanding thescope of our activities so that people
can feel closer to the areas along ourrailway lines by, for example, holding
events bearing the name“IIMONOTANBOU”at department storesand offering hands-on-type tours to
the areas. Going forward, we willcontinue to add various products
representative of the areas along ourrailway lines to the product lineup
and work with producers to revitalize
the local communities along thoselines.

SCMAGLEV and Railway Park - A museum of memories and dreams -Discover the Shinkansen Day

We opened the SCMAGLEV and Railway Park in March 2011 in Kinjo
Futo, Minato-ku, Nagoya, as part of our participation in the Monozukuri(manufacturing) Culture Exchange Area Project hosted by the city of
Nagoya. The SCMAGLEVand Railway Park introduces
the progress of high-speed
railway technology throughdisplays of rolling stock mainlyof the Tokaido Shinkansen,
as well as conventionallines and Superconducting
Maglev. The total number ofvisitors through FY2021 wasapproximately 5.53 million.

Every year at the Hamamatsu Workshop, we hold“Discover the
Shinkansen Day”* so that people can become more familiar with
the Tokaido Shinkansen. We open our Hamamatsu Workshop
to the public for free, and visitors can get a closer look at thefeatures of the Shinkansen, which are usually not visible fromstation platforms or along railway lines. Specifically, we offer
programs such as a tour of the Shinkansen driver's platform, a tour
inside the Dr. Yellow train, an exhibition and boarding experienceof maintenance vehicles, a hands-on experience as the conductor
and the purser, and a chance to experience in-train cleaning andmaintenance work, all of which are very popular.

IIMONO TANBOU

anniversary logo

*The event was canceled in FY2022.

SCMAGLEV and Railway ParkCENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

58

Business Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data
SocialCooperation with Local Communities

Contribution to local communities through support for recovery from large-scale disasters
For electric power companies to swiftly recover from large-scaledisasters, it is necessary to reinforce the support system to enable
those engaged in recovery efforts to work safely. In December 2020,
Hotel Associa Takayama Resort, which is operated by JR Tokai Hotels
Co., Ltd., a JR Central Group company, entered into a disaster support
agreement, together with two other hotels in the Takayama district, with
the Takayama Office of Chubu Electric Power Grid Co., Inc., recognizing
such support activities as an important role of a hotel rooted in thelocal community. Based on this agreement, we contribute to the local
community by supporting recovery from large-scale disasters, such as
through preferential provision of accommodation.

Hotel Associa Takayama Resort

Disaster prevention and recovery activities in coordination w i t h l o c a l c o m m u n i t i e s
In preparation for a large-scale disaster or other unforeseen contingencies
that might occur on the Tokaido Shinkansen Line, we conduct
comprehensive accident response training, etc., with the aim of enhancing
the technical capabilities of and strengthening cooperation among
employees on each line of operation and affiliated companies in order toprovide relief to customers and establish a system for early restoration.
As for our conventional lines, we conduct drills to quickly guide customers on
the assumption that a Nankai Trough earthquake has occurred and trains havestopped between stations. We are engaged in disaster prevention efforts incooperation with local communities. In the past, we invited high school children andstaff members of local governments along our railway line to participate in our drills.

As a railway operator responsible for managing Japan’s maintransportation artery, JR Central has also responded to the
expectations of society in the form of international exchange, suchas receiving observation visits and developing human resources.
In Japan, we have taken officials from foreign governments, overseas
railway operators, and other related persons on tours of railway-related
facilities, primarily of the Tokaido Shinkansen, to introduce the businessof JR Central and exchange opinions on railway management andother matters. Furthermore, in collaboration with several universities in
the U.S., we have established and are operating a summer internshipprogram for students, providing them with opportunities to learn
about the railways and culture of Japan, thereby increasing theirunderstanding of our company. We have been actively promotinginternational exchange, despite restrictions on face-to-face exchange
due to the impact of COVID-19, by leveraging online methods. The
diverse knowledge gained through these visits and programs is alsoutilized in our initiatives, for example, to attract inbound travelers.
Outside Japan, JR Central maintains three overseas offices in Washington
D.C., London and Sydney, where it undertakes a wide range of international
operations, such as gathering mainly railway information from countries
around the world, exchanging information with specialists and persons
in the railway industry in various countries, and engaging in PR activities
for overseas markets. We are also actively taking part in international
exchanges in these countries. In the U.S. for example, we hold exhibitions

on the superconducting maglev system at STEM (science, technology,
engineering and mathematics) education events and provide local children
with opportunities to experience cutting-edge science and technology.
Meanwhile in the U.K., we operate an exchange training program in which
executives are dispatched to and from a local railway operating company,
etc., as a way of providing opportunities for employees of both companies
to gain further knowledge and develop their skills in railway management
and technology through such exchange.
The internship program for university students in the U.S. and theexchange training program with U.K. firms have been held more than
20 times since their inception. When reunions for the participants ofthese programs are heldin both countries, many
alumni gather, forming a
network of people whoshare a good understandingof JR Central overseas. The
strong relationships of trustthat we have nurtured withpeople who have visited ourcompany over many years
support the various activities
we conduct overseas.
Online exchange with university students in the U.S.

Promotion of culture, art and lifelong learning (JR Central Lifelong Learning Foundation)
Comprehensive accident
response training

Tsunami evacuation guidance training

Earning trust from customers and offering user-friendly services
JR Central is committed to providing services that are trusted andwelcomed by local communities and customers, based on our belief
that providing safe and reliable transportation and high-quality services
to customers and earning customer satisfaction lead to our own joy.
For the Shinkansen, we are implementing the “Brand
Quality Service Campaign” to improve the level of ourcustomer service at stations and on our trains so as toprovide customers with a sense of security, satisfaction
and joy. While in recent years the number of online
reservations has been increasing, the JR Central Group ismaking concerted efforts to enhance its knowledge andskills and foster a service-oriented mindset so that we canaccurately respond to the traveling needs of a wide rangeof customers, including those who are accustomed totraveling on business and travelers visiting Japan.
On our conventional lines, we are aiming to provide customers
with truly valuable services, or what we call“Real Value Services.”
The conventional lines that we operate run in a wide range ofareas, each of which has its own unique characteristics. Therefore,
each of our employees is required to think independently and take

International exchanges

the initiative to provide services that best suit the purposes andsituations of our customers. In order to encourage customers tochoose our railway, we encourage employees to enhance theirability to notice the needs of customers and proactively and sincerely
provide services that could give customers a sense of security alongwith a sense of affinity, such as warmth and familiarity.

The JR Central Lifelong Learning Foundation is a public interest
incorporated foundation established in October 1990 with the purpose ofcontributing to society through the promotion of culture, art and lifelong
learning. The Foundation’s main activities include holding exhibits of theartwork of Hoshun Yamaguchi, a pioneer of new Japanese-style painting whodrove the Japanese art scene, at Hoshun Yamaguchi Memorial Hall (Hayamamachi, Kanagawa), which opened in October 1991, and opening the ateliers
and gardens, which offer seasonal flowers and trees loved by Hoshun andhis wife, for public viewing. In 2022, a special exhibition will be held to exhibit
the works of young Hoshun, who would later become the foundation of new
Japanese-style painting, and his relationship with the Imperial Family. Further,in an effort to support lifelong learning, the Foundation engages in a wide
range of cultural business activities, including holding classes on Japanesestyle painting and organizing classes to learn about history and culture.
<<Boukyo - small sketch>>by Hoshun Yamaguchi, 1953

Initiatives in human rights (JR Central Group Human Rights Policy)

Customer service role-play

Customer service scene

JR Central operates on the basis of respect for human rights, and webelieve that enhancing employees’awareness of and sensitivity to humanrights is important also from the perspective of fulfilling our corporate social
responsibility. Moreover, the human rights issues that companies must
address have become increasingly diverse and complex, including issues
on race, nationality, gender, sexual minorities and disabilities, in addition
to the“dowa”issue. JR Central has been addressing human rights issues
appropriately by taking human rights into consideration when hiring,ensuring appropriate customer response, incorporating new human rights
issues, such as harassment, in training and awareness raising activities,
sharing information on human rights promotion with group companies, andrequesting material suppliers to comply with the law and respect humanrights. We have also established the JR Central Group Human Rights Policy,
which is disclosed on our website together with information on the system
to promote the policy and the specific details of activities such as training,as a guide for conducting business based on respect for human rights.

JR Central Group Human Rights Policy

Establishment of a medical institution rooted in the local community (Nagoya Central Hospital)
As an acute care hospital, Nagoya Central Hospital, located in
Nakamura-ku, Nagoya, performs over 1,700 surgeries year round,providing some of the most advanced medical care services available
using the latest medical equipment. The hospital is also a committed
emergency health care provider, coordinating with local ambulanceservices to take in over 3,600 ambulance calls per year. Looking
ahead, Nagoya Central Hospital will look to leverage its distinctive
features and expertise to further contribute to the local community.

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

■ Respect for human rights■ Dialogue with stakeholders■ Scope of application■ Remedy and correction

The JR Central Group conducts its business activities with respect for the human rights of all people, including
customers, business partners and employees, based on international principles related to human rights.
This Policy is applied to all companies of the JR Central Group.

■ Training and awareness raising

The JR Central Group engages in appropriate training and extensive awareness-raising activities
so that the Policy is understood and effectively implemented in all business activities of the Group.

■ Human rights due diligence
Nagoya Central Hospital

59

Hoshun Yamaguchi painting in his atelier

The JR Central Group strives to prevent and alleviate negative impact
on human rights in view of international principles, among others.

September 1, 2022

The JR Central Group engages in dialogue with stakeholders, basedon which it works to respect human rights in its business activities.
In the event a business activity of the JR Central Group causes a negative
effect on human rights or it becomes clear that its business activity has
been involved in a negative effect on human rights, efforts for remedy andcorrection will be made through appropriate procedures.

■ Information disclosure

The JR Central Group appropriately discloses information on its
initiatives on human rights through its website, etc.

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

60

SocialBusiness Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data
SocialCreating“Social Value”ーSocialー

Development of technologies, enhancement of technological capabilities and human resource development for the future

Promotion of Technological Development

Technological development to support JR Central’s growth
In order for JR Central to fulfill its mission and develop into the future, it isessential to constantly work to ensure daily safe and reliable transportation,
to pursue comfortable transportation services, and to build the hardware andsystems that will support these efforts through technological development. In
regard to technological development in railways, it is necessary to bear in mind
that only when each physical and non-physical research result is integrated
and reflected in actual transportation services and management systems will it

generate value for the business and that the railway business is greatly affectedby social and economic conditions. In order to address various technologicalissues in a more integrated and comprehensive manner, we have set issues that
contribute to company measures from a medium- to long-term perspective at
the Komaki Research Center, established in 2002, and systematically proceedwith technological development to ensure safe and reliable transportation in
the railway business.

Field-based veriﬁcation

External view of Komaki Research Center

At JR Central, we are developing technologies to advance, reduce labor,
and reduce costs of operations, such as mechanizing and systemizing
maintenance operations, on the basic premise that safety is ensured.
Specifically, we are working to develop technologies based on the threepillars of introduction of new technologies, data analysis and evaluation, and(From testing on main lines, etc.)(From rolling stocks in commercial
services, above-ground facilities,
test rolling stock, etc.)

Divisions, which manage daily train operations, and the Technology Research and Development
Department have worked closely together to respond to the technological challenges facing theRailway Operations Divisions and conduct regular technical exchanges. In addition, employeesof the Railway Operations Divisions and the Technology Research and Development Department
work together to enhance the technological capabilities of the entire company. We are also
promoting efforts to develop engineers by, for example, supporting research by free-mindedresearchers who take on new challenges. Going forward, we will monitor technological trends
in other industries and fields, broaden our scope of inspiration and application capabilities, andactively incorporate external
knowledge to enhance ourorganizational capabilities
so that we can address
the difficult technologicalchallenges we face in therailway business.

Major technological developmentsーSophistication and labor saving of maintenance operations, cost
reduction in maintenance and replacement of equipmentー

Basic railway R&D cycle
Acquisition of large
amounts of ﬁeld data

To proactively deepen railway technologies for the Shinkansen and conventionallines, JR Central pursues the development of technologies that support the futureof our company and takes initiatives to enhance technical capabilities and develop
human resources. At the Komaki Research Center (Komaki City, Aichi Prefecture),by using actual-size testing equipment, which is the main distinctive feature of
the research center, we have made various accomplishments in technology
development, including new rolling stock, countermeasures against derailment anddeviation for the Shinkansen, large-scale renovation methods for civil engineering
structures in relation to our Shinkansen trains, and high-speed heavy simple catenary
for our Shinkansen trains. Furthermore, in light of the recent rapid advances in
information communications technology (ICT) and the progression of digitaltransformation, we have established a special unit within the Technology Researchand Development Department to further strengthen our efforts to formulate ICT
strategies, gather needs, and execute highly challenging development projects.
Since the opening of the Komaki Research Center, JR Central’s Railway Operations

Understanding
phenomena
occurring in the ﬁeld

active maintenance. In recent years, we have been utilizing new technologies
such as sensing, image recognition, information communication, mass data
analysis, and robotics, as well as developing technologies that will lead tothe consolidation of equipment, extension of service life and optimization ofstandards, which we will utilize in our business reforms.

(Example of technological development (1)) Development of technology for measuring ground equipment using N700S commercial rolling stock
Theoreticalanalysisand simulation

Examination using
testing equipment

Veriﬁcation using full-scalelarge testing equipment

Theoretical analysis

Key themes of technology development
We are promoting technological development based on the following
pillars, namely "Ensuring safe and reliable transportation,”“Specifying themeans to achieve operational reforms,”“Creating a next-generation railway
system”and“Contributing to business operation of the Chuo Shinkansen,”while actively utilizing ICT and other advanced technologies.

In order for JR Central to be sustained and develop into the future, it isalso working to broaden the scope of its technological fields to a wider rangeof areas and to promote further innovation of the railway system. We will
strive to develop new value and future visions that we want to create andwill take on the challenge of research and development to realize them.

Major technological development results
Major technological development results
Series N700
Establishmentof Komaki
Research Center New ATC

2002

2005

Seismic
countermeasure
for concrete
viaducts

61

ATC performance
improvements(FY)

New movable
platform fence for
Tokaido Shinkansen

2007

2009

Next-generation track monitoring system
Contact wire status monitoring system
ATC signal and track circuit status monitoring system

High-speed heavy
simple catenary

2012

2013

2014

Derailment
N700A
prevention guard
and deviation
The method for large-scale renovation
prevention stopper of Shinkansen infrastructure

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

New-type electronic
New alarm contact wirelevel crossing controller abrasion detection system

2017

Hybrid powered
limited express
train rolling stock(Test car)

2019

N700S

2020

Development of function tomaintain overhead wire voltage
by Shinkansen rolling stock

2021

2022〜

Introduction of millimeterwave train radio

Movable platform fenceof conventional lines

On the Tokaido Shinkansen, tracks and electrical equipment aremeasured about once every 10 days using Dr. Yellow, a train dedicatedto measurement. We have also developed technology to reduce the size
and weight of measuring instruments that can be installed in the N700S,
the commercial rolling stock of the latest model, in order to grasp thecondition of facilities more frequently to perform maintenance work in atimely manner.
As for measurements of the condition of tracks, we developed anext-generation track status monitoring system with improved accuracy
by using our own calculation program. This will make it possible tomonitor the condition of tracks more frequently and more accurately bymeasuring the condition of tracks while trains are running and sending
data to the General Control Center and others in real time.
In measuring the condition of overhead wires and signaling
equipment, we developed a contact wire status monitoring system
and an ATC signal and track circuit status monitoring system, which
are smaller and lighter. This will enable the measurement of contact
wire conditions (abrasion amount, height, etc.) on commercial trains,eliminating the need for periodical measurements of the entire lines thatworkers performed once a month at night to achieve significant laborsaving. This will also enable frequent checking of ATC signals and track
circuit integrity, achieving early detection of signs of abnormality andprompt implementation of necessary measures and maintenance forsignal equipment and track circuits.
After the accuracy of the measurements and durability of thesesystems were confirmed through a series of running tests using theN700S verification test car, commercial operation of the N700S
equipped with measuring instruments was launched in FY2021.
ATC signal and track circuit
status monitoring system
Car No. 1

Contact wire statusmonitoring system
Car No. 12

Car No. 4

Verticalmeasuring
instrument

Measuring instrument for
distance and height difference between
left and right rails

Car No. 16

ATC signal andtrack circuit
status monitoring
systemNext-generation track monitoring system

Measurement of ground equipment by N700S commercial rolling stock(Example of technological development (2)) Development of function to maintain overhead wire voltage by Shinkansen rolling stock
For the Tokaido Shinkansen, we have maintained overhead wire voltage byenhancing electrical equipment on the ground to prevent failure to maintainthe necessary voltage to ensure stable operation of trains due to a drop in
overhead wire voltage caused by operating trains on a high-density schedule.
As a technology to replace the maintaining of overhead wire voltage by
the ground equipment, we have developed a function in rolling stock that
reduces declines in overhead wire voltage by improving the software of themain converter installed on N700S cars. This is the world’s first technology tomaintain overhead wire voltage through rolling stock.
By realizing a function to maintain overhead wire voltage in rolling stock,
we can reduce certain substations and power compensators. When thisfunction has been introduced in all Tokaido Shinkansen trainsets, we expect
to be able to reduce the number of substations by approximately 10%
and power compensators by about half. The introduction of this system is
expected to reduce our power consumption by approximately 20 million kWhannually.
Since FY2022, this function has been installed on certain N700S
commercial rolling stock to verify and test the function. After the results ofthe test have been confirmed, we plan to install the function on other N700S
rolling stock.
Substation

Standard 25,000 V
Electricity ﬂow Voltage

Main converter(1) Drop in voltage(2) Main converter
reduces drop in voltage

Development of function to maintain overhead wire voltage by Shinkansen rolling stock

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

62Social

New York
Baltimore,
Washington D.C.

Creating“Social Value”ーSocialーOverseas Deployment of High-Speed
Railway Systems

Dallas
HoustonThe Northeast Corridor Project(Washington D.C. - New York)The Texas Project(Dallas - Houston)Socialdeployment are countries and regions where the introduction of total systems
involving new high-speed passenger railway lines can be expected, on which
our superior high-speed railway systems can be used to their full potential.
Furthermore, we realize the need for the target countries and regions to havea complete legal system where intellectual property rights and the sanctityof agreements are established as socially accepted ideas, a stable politicalsituation, and the economic strength to invest in large-scale infrastructure
investments. Therefore, the U.S. is currently the target for promotional activities.

railways as a total system, which includes civil engineering structures,tracks, electrical equipment, signaling equipment, rolling stock, operation
management systems, and maintenance and repair, to overseas markets.
We not only provide support and consultation to ensure safe and reliable
operation of the high-speed railways by formulating technical specifications,
supplying various manuals regarding operations and maintenance, andconducting education and training for staff, but we also coordinate with
relevant Japanese companies when projects become concrete.

In itiativ es in t he hig h-s peed r ai l w a y p ro j e c t i n th e U . S .
We have been working on the Texas Project, which aims to get theTokaido Shinkansen system, the high-speed railway system with the highest
level of safety and precision in the world, up and running in the state of Texas,
and the Northeast Corridor Project, which aims to introduce the SCMAGLEV,
our superconducting maglev system that is capable of an operating speed of
500 km/h, to the Northeast Corridor.
The Texas Project is a private business venture that aims to link two
major cities in the state of Texas, Dallas and Houston, via the Tokaido
Shinkansen rail system. The key development players in the project, Texas
Central Partners and its subsidiary (hereinafter collectively referred to as“TC”), are currently proceeding with business development activities,
including the formulation of technical specifications and processes, thecreation of the schematic design of facilities and operation & maintenanceplans, and the procurement of construction funds. We provide consulting toassist TC’s business development activities from a technological standpoint
through a local subsidiary, High-Speed-Railway Technology Consulting
Corporation (HTeC), founded in 2016. Furthermore, in 2018, we launchedanother local subsidiary, High-Speed-Railway Integration Corporation (HInC),
to make preparations for signing contracts for core systems in cooperation

with other Japanese manufacturers.
In the Northeast Corridor Project, we are aiming to introduce our
SCMAGLEV to the Northeast Corridor connecting Washington, D.C.
to New York City and have been engaged in promotional activities torealize cooperation between the Japanese and U.S. Governments for thedevelopment of the Washington, D.C.-Baltimore section. Currently, theFederal Railroad Association and other relevant organizations are making
preparations for environmental impact assessment and other procedures,using a federal grant provided to the State Government of Maryland, while
the Government of Japan is conducting research to introduce the SCMAGLEVin the U.S. Meanwhile, both the Japanese and U.S. governments are showing
more understanding and support for this project, in part because we provided
the U.S. Secretary of Transportation andother leading officials with an opportunity
to ride on a Maglev train and realize thestrong potential of the technology. We
are planning to provide comprehensive
technical support when the project is put
into action.
U.S. Secretary of Transportation Chao visits Tokyo Station

Te ch n ic al cons ul t i ng for T ai w an Hi gh S p e e d R a i l
In response to a request for technical assistance from Taiwan High Speed
Rail Corporation, which operates Taiwan’s high-speed rail system basedon the Japanese high-speed rail system, we started providing technicalconsulting in FY2014. We have completed nine individual projects to date.

Generating“Economic Value”

Creating“Social Value” Corporate Data
SocialBuilding Relationships with Material Suppliers

Policy on material procurement

Consulting & coordination business
Based on the belief that huge infrastructure, such as a high-speed
railway, which serves as the foundation of local communities and theeconomy, should be owned and operated responsibly by the governments
and companies of the country or region where such infrastructure islocated, JR Central’s policy regarding the overseas deployment of highspeed railway systems is that we do not lead the implementing body ofdevelopment projects. Instead, we contribute to the projects by providing
consulting services. Specifically, we propose the deployment of high-speed

Highlight

Creating“Social Value”ーSocialー

Significance of overseas expansion
The overseas deployment of high-speed railway systems that JR Central
pursues is expected to expand the markets of related domestic manufacturers
and maintain and strengthen their technological capabilities, in turn fed backto JR Central in the form of a stable supply of materials and equipment andtechnological innovation and cost reductions in railway-related equipment. We
therefore believe that the overseas deployment of high-speed railway systems
is an important initiative for JR Central to fulfill its mission of maintaining anddeveloping Japan's main transportation artery into the future. The candidates for

Business Strategy

Going forward, the construction work that we have been consulting on in
the planning stage will be in full swing. We will continue to respond to therequest from Taiwan High Speed Rail Corporation and contribute to the safeand reliable transportation of Taiwan High Speed Rail.

Making efforts to promote Japanese high-speed railsystems as a global standard

As it is necessary to procure higher-quality and reliablematerials at reasonable prices to support safe and reliable railway
transportation, JR Central procures quality materials in Japanand from overseas based on its Basic Philosophy of Material
Procurement. In particular, we recognize that quality is the mostimportant factor and inspect our suppliers' technological standards
and manufacturing capabilities as well as their efforts to maintainand improve such standards and capabilities. We also constantly
strive to reduce costs by promoting the entry of new suppliers,
placing orders that take into account economies of scale andstrictly assessing manufacturing costs, among other efforts. In therailway business, which requires us to continue to fulfill our social
mission in a stable and sufficient manner over a long period of time,
it is also necessary to maintain the quality of materials used in thebusiness over the long term. For this reason, we ask our suppliers

Basic Philosophy of Material Procurement

to provide us with a stable supply and after-sale services. In
particular, we place orders with multiple suppliers for materials thatare indispensable for our daily operation in order to disperse the
manufacturing locations geographically so that we can avoid therisk of supply disruption due to an earthquake or other disasters.
Furthermore, we ask our suppliers to comply with the relevant laws
and regulations and to respect human rights. We investigate theirefforts in those matters not only when starting business but also
during quality audits at their plants.
Suppliers are business partners in constantly making efforts to
reduce costs while maintaining and improving product quality. We
believe that building continuous and stable business relationships
will enable us to procure high-quality products at low prices and,as a result, will contribute to the enhancement and development of
all railway-related businesses in Japan, including our suppliers.

1

Procurement prioritizes the maintenance of safe and reliable transportation

7

Pursuit of suppliers capable of adapting to diverse usage environments

2

Procurement of high-quality materials

8

Establishment of a satisfactory communication framework

3

Procurement of materials at reasonable prices

9

Appropriate handling of information

4

Pursuit of suppliers possessing a supply system capable of strictly
adhering to contractual delivery deadlines

10

Fair and equitable transactions

5

Pursuit of suppliers capable of building a continuing and stable business relationship

11

Pursuit of suppliers giving consideration to reducing the environmental burden

12Compliance with relevant laws and regulations

13

Providing and updating website information on procurements

6

Pursuit of suppliers capable of supplying satisfactory after-sale care regardlessof whether such service is needed during normal or emergency times

Actual procurement amount of main materials (FY2021)
Machinery
and work
tools

Fuel and chemical
products
Miscellaneous%materials

The amount of materials
procured in FY2021 was 188.6
1billion yen, with the major items 5%
1%
including rolling stock, rails,
and othermaintenance cars (cars used for Rails
track materials
Rolling
the maintenance, etc., of railway
9%
stock andfacilities) and railway sleepers. Signals andcommunications
rolling stock
Purchase
Since we procure a wide range of materials
components
amount JPY
materials, including rolling stock
10%
188.6
and rolling stock components,
58%
billionrails and other track materials,
and power transmission materials,%
w e m a k e p r o c u r e m e n t s f r o m Power 16
numerous suppliers. In FY2021, transmission
we engaged in transactions with materials
approximately 400 suppliers.

Quality management initiatives
JR Central recognizes that quality management of the procured
materials is extremely important from the viewpoint of ensuring safe andreliable railway transportation.
Therefore, in addition to reviewing
the management status of
suppliers, we conduct rigorous
inspections of their technologicalstandards and manufacturing
capabilities, perform quality audits
at our suppliers' plants, and takeother steps to ensure that thequality required for our products
is maintained.
Conducting a quality audit of rolling stock components

Declaration of Partnership Building
In support of the “Declaration of Partnership Building” promoted by thegovernment and economic organizations, JR Central declares that it will concentrate
its efforts on co-existence and co-prosperity throughout the supply chain, newbusiness tie-ups transcending corporate scales and affiliations, and compliance withdesirable trade practices between parent enterprises and subcontractors.

We will continue to promote initiatives to establish the Japanese high-speed
rail system, which is based on the core principle of“Crash Avoidance,”as aglobal standard through the International High-Speed Rail Association (IHRA).
IHRA International Forum (left: main conference, right: technical visit)）

63

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

64

Environment

Business Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data
Environment

Creating“Social Value”ーEnvironmentー
Promotion structure

Contribution to
Global Environment Preservation

JR Central promotes initiatives for global environment
preservation through a structure headed by the President,
under which the Corporate Planning Division and theGeneral Technology Division, in charge of the management
units and technology units respectively, cooperate toformulate policies for efforts to achieve carbon neutrality,
resource recycling and biodiversity, as well as policies fortechnological development, and the Operations Divisions of
the two railway businesses, the Chuo Shinkansen Promotion
Division and the Business Promotion Division roll out the
specific efforts.

President

Corporate Planning Division

Cooperation

General Technology Division

Business
Conventional Lines
Shinkansen
Chuo Shinkansen
Operations Division Operations Division Promotion Division Promotion Division

Guidelines

46

Environmental Action Guidelines

vs FY2013

Goals toward carbon neutrality*

CO₂ emissions in 2050NetZero

CO₂ emissions in FY2030

JR Central has established a set of Environmental Action Guidelines consisting of the following seven items as part of its engagement in global environment preservation.
1 Provide comfortable transportation services topromote further use of railways, which offer
superior global environment preservation
2 Promote technological development that
contributes to global environment preservation
3 Use fuel and energy efficiently% reduction

With global environmental conservation as a key
management theme, we have been constantly enhancing
the environmental superiority of railways, which are moreenergy efficient and have less environmental impact thanother modes of transportation, by proactively adoptingenergy-saving rolling stock and equipment.
Additionally, we strive to further reduce CO₂ emissions
to achieve carbon neutrality in 2050. On the basis of theJapanese government’s 2050 carbon-neutrality policy, JR
Central and the JR Central Group aim to achieve net zeroCO₂ emissions in 2050 as well as reduce CO₂ emissions in
FY2030 by 46% from FY2013 levels.

Environmental superiority of railways

Distribution of passenger transportation share, in terms oftransportation volume, energy consumption, and CO₂ emissions(Series N700“Nozomi”) consumes approximately one-eighth of theamount of energy per seat when traveling between Tokyo and Osakaand discharges about one-twelfth of the CO₂ emissions, proving that
the Tokaido Shinkansen has overwhelming environmental superiority.
JR Central believes that having as many passengers as possible opt
to use railway services, which have a smaller environmental impact
compared to other modes of transport, will mitigate the load placedon the environment across the entire Transportation section andcontribute to global environment preservation.
Comparison of the Tokaido
Tokyo and Osaka)

Shinkansen and aircraft (between

Bus

Less than

Aircraft1%

1%

Automobile

Other

Shinkansen

3%

Series N700
“Nozomi”

B777-200

80%

Passenger
kilometers

Shinkansen

8%
3%
4%
Energyconsumption

8%

Series N700
“Nozomi”
%

90MJ

*1

3

Series N700
“Nozomi”

6%

CO₂
B777-200
emissions

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

Approximately
1/8 of aircraft

Shinkansen
Series N700
“Nozomi”

746MJ

*2

B777-200*1

4.2kg-CO2

Aircraft

746MJ

B777-200*1

4.2kg-CO2

Approximately
1/12 of aircraft

Aircraft

Aircraft*The items in the breakdown may not add up to 100% due to rounding.
Source: Handbook of Energy & Economics Statistics (2019) for transportation volume and energy consumption.
2019 data from the National Institute for Environmental Studies, Greenhouse Gas
Inventory Office of Japan for CO₂ emissions.

65

Shinkansen

CO2 emissions per seat

7%

30%

Approximately
1/8 of aircraft

*2

83%
5%

90MJ

*1

Aircraft

58%

Appropriately manage chemical substances

6 Procure environmentally friendly goods and materials
7

Contribute to society and raise awarenessfor global environment preservation(thousand t)

1,800

1,705

The JR Central Group’s CO₂ emissions

Scope 1

Scope 2

1,600
1,400

1,311

1,200
1,000
800

1,569
1,194

600

-46% vs
FY2013

400
200
0

137
2013

Net Zero

117
2021

2030

2050

(FY)

Contribution to global environment preservation and the achievement of a decarbonized society

Energy consumption per seat
Railway

Promote waste control and recycling

5

Goals toward carbon neutrality*Based on the Japanese government’s policy to achieve carbon neutrality by 2050

The problem of global warming is an issue that should be
addressed on a global scale. While it is regarded that CO₂ has
the largest emissions and thus the largest impact on global
warming among greenhouse gases, railways have the outstanding
characteristic of being highly energy efficient compared to othertransportation modes and having minimal adverse impact on the
global environment. Railways account for only 6% of CO₂ emissions
despite undertaking 30% of Japan’s overall passenger transportvolume. Compared to an aircraft (B777-200), the Tokaido Shinkansen

450kg-CO2*2*1 Calculation based on running performance (by JR Central) of Series N700 Nozomi (Tokyo - Shin-Osaka).
*2 Calculated by JR Central for B777-200 (Haneda - Itami/Kansai Airport) using ANA's“Annual
Report 2011”for reference.

50kg-CO2*2

Approximately Of the 21.17 million tons of CO₂ emitted by JR Central,
approximately 95% is indirectly emitted through our use of
1/12 of aircraftelectricity, while the remaining 5% is directly emitted throughour use of fuels, etc. To address the 5% direct emissions fromthe use of fuels, we will introduce the Series HC85 with reduced
environmental impact as well as conduct research and prepare
experiments on battery railcars and fuel cell railcars and promote
tests on biofuels. To address the indirect emissions from the useof electricity, which account for the remaining 95% of the total, we
will work to utilize renewable energy while making further energysaving efforts, such as introducing additional energy-efficient rollingstock, including the N700S and Series 315, and accelerating the
replacement of platform lights with LED, in addition to making
decarbonization efforts across the entire Power Generation sectionin Japan.
We also endorsed the recommendations of the Task Forceon Climate-related Financial Disclosures (TCFD)* in May 2021,
based on which we are analyzing the risks and opportunities
related to climate change so that we can utilize them for stablebusiness operations over the long term. We have so far disclosed
qualitative information on the four elements specified by the TCFD
as well as the results of a quantitative analysis on facility damageof the Tokaido Shinkansen due to flooding. Going forward, we
will continue to add depth to our risk analyses and consider

strengthening our facilities to prepare against natural disasters.
We will also cooperate with external companies andorganizations to contribute to the preservation of the global
environment and achievement of a decarbonized society by further
enhancing the environmental superiority of railways through newtechnologies and initiatives that contribute to the reduction ofenvironment impact.
*Refer to page 23 for information on the TCFD.

Initiatives to mitigate CO₂ emissions

JR Central’s CO₂
emissions1.17
million tons(FY2021)[Direct emissions]
Fuel: 70,000 tons ○Hybrid powered rolling stock(approx. 5%)○Research and preparation ofexperiments on battery andfuel cell railcars○Biofuel tests[Indirect emissions]Electricity purchase: ○Energy saving
1.1 million tons ○Renewable energy utilization(approx. 95%)

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

66

Business Strategy

Highlight

Generating“Economic Value”

100(Basis)

Series 211

Contribution to Global Environment Preservation

72
65

Series 313
Series 315

Initiatives to reduce direct CO₂ emissions

Approx. -35%

*Based on a simulated run from Toyohashi to Ogaki and from Nagoya to
Nakatsugawa at a maximum speed of 120 km/h (rapid operation)

Hy br id p ow er ed r ol l i ng s t ock
We began introducing the new, hybrid powered limited express Series HC85 in FY2022
as a successor to the Series 85 diesel railcars used for our limited express trains“Hida”
and“Nanki.”The Series HC85 achieves an approximately 30% reduction in diesel fuelconsumption and CO₂ emissions and an approximately 40% reduction in NOx emissions incomparison to the Series 85
diesel railcars by making use of
the power stored in the batteries
when accelerating and stopping.

■ Comparison of diesel fuel consumption of conventional diesel cars
(Series KiHa 85) and hybrid cars (Series HC85)*

100(Basis)

Conventional diesel cars
(Series KiHa 85)

70

Hybrid cars
(Series HC85)

Approx. -30%

*Based on a simulated run from Nagoya to Toyama at a maximum speed of 120 km/h

Research and preparation of experiments on battery and fuel cell railcars
At Komaki Research Center, we are making preparations for simulated runningtests of fuel cell railcars, which are expected to mitigate environmental impact, suchas by achieving zero CO₂ emissions when running. The tests will be conducted underconditions that simulate actual railway sections. Although the practical applicationof fuel cell railcars still poses various challenges, including safe handling of hydrogenas fuel, transportation and storage of hydrogen, reduction of size and weight ofequipment, durability, and cost effectiveness, we are committed to make steady efforts.
We are also conducting research toward the practical application of battery railcars,
which are equipped with a large running battery and can run on sections where there

are no overhead wires. Although
the current battery performanceposes limitations in travel distance,
which are a challenge that cannot
easily be overcome, we will
advance our research, including
verification of durability and costeffectiveness.

Ener gy- saving - Fac il it y impr ovement We have developed a function that can maintain overhead
wire voltage by achieving a function in rolling stock that
reduces the decline in overhead wire voltage, which had
previously been enabled through power compensators on
the ground, by improving the software of the main converter
installed on N700S cars. We will install this function on
certain N700S commercial rolling stock and verify and test

the function until February 2023. After the results of the test
have been confirmed, we plan to install the function on other
N700S rolling stock. When this function has been introduced
in all Tokaido Shinkansen trainsets, we expect to be able toreduce the number of substations by approximately 10% andpower compensators by about half and cut down on electricity
consumption by approximately 20 million kWh per year.

Renew abl e ener gy ut il izat ion

Image of experiment of fuel cell railcars
using a simulated train body

Biofu e l t es t s
In January 2022, we cooperated with Euglena to examine the impact ofnext-generation biodiesel fuel on engine performance and conducted runningtests using a Series HC85 test car to verify the practicality of next-generation
biodiesel fuel. Furthermore, as described in the“FY2022 New Technological
Development Issues of the Railway Technology Development and Promotion

Creating“Social Value” Corporate Data
Environment■ Comparison of electricity consumption of electric railcars on conventional lines*

Framework”by the Ministry of Land, Infrastructure,
Transport and Tourism, we will conduct
demonstration tests with the Railway TechnicalResearch Institute and other JR companies for the
introduction of biofuel.

Electric Power Development Co., Ltd. In this initiative,the electric railcars on the Taketoyo Line will run on
power virtually entirely generated by renewable energy
by purchasing and using FIT non-fossil fuel energy
certificates* worth approximately 2 million kWh, theannual electricity volume used for the operation ofelectric railcars on the Taketoyo Line, from Electric Power
Development Co., Ltd. This will result in approximately
760 tons of net zero CO₂ emissions per year.

*The FIT non-fossil fuel energy certificate is a certificate of the non-fossil fuel energy
value of the renewable electricity purchased under the FIT (Feed-in Tariff) system.

Target route(Route distance: 19.3 km between Obu and Taketoyo stations)Contribution to compliance and the achievement of a recycling society

Next-generation biodiesel fuelInitiatives to reduce indirect CO₂ emissions

Of our facilities, the SCMAGLEV and Railway Park andthe Hamamatsu Workshop have installed solar power
generation systems. The system generates power ofapproximately 450,000 kW per year at the SCMAGLEVand Railway Park and approximately 470,000 kWh peryear at the Hamamatsu Workshop. We will continue toconsider solar power generation and other systems using
new plots of land held by the company.
On July 1, 2022, we also embarked on efforts toachieve net zero CO₂ emissions in the operation ofelectric railcars on the Taketoyo Line in cooperation with

JR Central ensures compliance with various
envir onment al law s and r egulat ions w hile st r iving
to appropriately manage chemical substances andreduce waste. We also promote the effective use ofresources to reduce environmental impact through the
3Rs initiative (Reduce, Reuse and Recycle), etc.

Energy-saving - Introduction of energy-conserving rolling stock We are actively developing and introducing energy-conserving rolling stockin an effort to further reduce the Tokaido Shinkansen's energy consumption.
To replace the Series 300 and the Series 700, we have introduced a totalof 80 Series N700 trainsets since FY2007 and 51 N700A trainsets since
FY2012. Furthermore, we have been introducing the N700S since FY2020 toreplace Series N700, with a plan to introduce 59 trainsets by FY2026.
When running between Tokyo and Shin-Osaka at a maximum speedof 285 km/h, the N700S consumes 28% less electricity than the Series
300 when running at a maximum speed of 270 km/h thanks to its
silicon carbide semiconductor drive system, lighter car body, reduced
running resistance, and other features. It also consumes 7% less energy
than the N700A type*1 when running at a maximum speed of 285
km/h. As a result, the unit energy consumption*2 as of the end of

FY2021 decreased by approximately 32% from what it was in FY1990.
JR Central has also been striving to reduce the energy
consumption of rolling stock on conventional lines. We have been
introducing the new type commuter train Series 315 since FY2021
to replace Series 211, with a plan to introduce 352 cars by FY2025.
With further improvements ■ Comparison of electricity consumption of electric railcars on conventional lines*
made in energy efficiency
100(Basis)through the use of silicon Series 211
72
carbide for the power Series 313
converter, the Series 315 Series 315
65
consumes approximately
Approx. -35%
35% less electricity than the *Based on a simulated run from Toyohashi to Ogaki and from Nagoya to
Nakatsugawa at a maximum speed of 120 km/h (rapid operation)
Series 211.

■ Comparison of diesel fuel consumption of conventional diesel cars
(Series KiHa 85) and hybrid cars (Series HC85)**1 Generic name of N700A and the Series N700 (enhanced version)*2 J R Central defines unit energy consumption as the amount of energy consumed when running one car for
one kilometer, as total rolling stock kilometers is the value that is the most relevant to its business activities.

Comparison of electricity consumption by type of
Tokaido Shinkansen rolling stock
270km/h-28％
270km/hSeries 300(1992)

92％

Series 700(1999)

285km/h

77％

72％

N700A
（2013）

（%）
100

N700S
（2020）

Approx. -30%

*Based on a simulated run from Nagoya to Toyama at a maximum speed（%）
of 120 km/h
Speed of all trains increased (to 270 km/h)(to 285 km/h)

100

Approx. 32% improvement

8060

Series 0 & Series 100

60

Series 300 & Series 700

40

Series N700 & N700A

40

N700S

20

20

0

80

’90 ’91 ’92 ’93 ’94 ’95 ’96 ’97 ’98 ’99 ’00 ’01 ’02 ’03 ’04 ’05 ’06 ’07 ’08 ’09 ’10 ’11 ’12 ’13 ’14 ’15 ’16 ’17 ’18 ’19 ’20 ’21(FY)

To further advance our efforts to preserve the global environment, we issued Green
Bonds in March, May and October of 2022. The funds procured through these Green
Bonds have been appropriated for investment in the replacement of Shinkansen rolling

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

In 2021, we donated our head office’s stockpile
food that was approaching its expiration dateto a certified NPO engaged in the food bankbusiness, with the aim of contributing to local
communities and reducing food loss.

fuubo

M anagement of c hemic al subst anc es and w ast e
As part of our efforts to preserve the global environment, we conduct anannual compliance survey of all workplaces in order to ensure compliance withvarious environmental laws and regulations and appropriately manage chemical
substances, etc. We also conduct internal audits to check compliance at each
workplace and provide feedback on the results to the workplace to ensure
thorough compliance.
Furthermore, while we had been using oil-based paint containing volatileorganic compounds (VOC) for full body painting of trains on the Shinkansen
and conventional lines, we introduced the country’s first water-based paint0

M anagement of c hemic al subst anc es
Based on the PRTR system*1 under the Act on Confirmation, etc. of Release Amounts ofSpecific Chemical Substances in the Environment and Promotion of Improvements to theManagement Thereof (Pollutant Release and Transfer Register Law), we report the amount ofemissions and transfer of relevant substances and manage those substances appropriately.

M easur es against soil c ont aminat ion
We submit a report to the relevant organizations should any substances
exceeding the standard value set be detected in soil surveys conducted at thetime of landform changes or land sales, and we will take appropriate measures
as instructed by laws and regulations and the administrative authorities.

Measures against water contamination

Issuance of G r een B onds *67

By installing“fuubo,”which is a vending machine operated
by ZERO company, at the facilities of the JR Central Group(five locations in total, including Takashimaya Gate Tower
Mall), we strive to reduce waste of snack foods, etc. thathave passed their delivery date and may be discarded.

coating robot for the Shinkansen in
our Hamamatsu Workshop in 2017,enabling environmentally friendly
water-based painting. We also
introduced the country's first waterbased paint coating robot for the frontof trains on conventional lines in the
Nagoya Workshop in 2020, enablingwater-based painting of some bodies.

Train body painting

vs FY1990*3-7％

Notes:1. Based on a simulated run from Tokyo to Shin-Osaka at the maximum speed above
2. Figures in brackets represent the year in which the series was introduced.
3. Includes the eﬀect of optimization of air conditioning control method

70

Hybridstock
cars
Trend of the ratio of Tokaido Shinkansen rollingand unit(Series HC85)
energy consumption

Rolling Stock Ratio

100％

285km/h100(Basis)

Conventional diesel cars
(Series KiHa 85)

Reduc ing f ood l oss

stock with the N700S, which contributes to the preservation of the global environment.

*See our website for further details.

URL

https://company.jr-central.co.jp/ir/greenbond/Some of our offices use vehicle washingequipment that falls under the category of
specified facilities under the Water Pollution
Control Act. We are working to prevent waterpollution by installing devices to treat wastewater
generated by cleaning and regularly measuring
Wastewater treatment device
the pollution status of such wastewater.

M easur es ag a i nst a i r polluti on
Our measures to prevent air pollution in regard to boilers, which
are soot and smoke emitting facilities,*2 include introducing burners
that reduce the generation of NOx and devices adopting an exhaustgas recirculation system that reduces the generation of NOx byrecirculating combustion exhaust gas and regularly measuring andrecording the amount and concentration of soot and smoke.
Furthermore, in accordance with the Act on Rational Use andAppropriate Management of Fluorocarbons (Fluorocarbons
Recovery and Destruction Act), we manage class-1 specified
equipment properly by inspecting and keeping records on it.
*1 A s y s t e m w h e r e b y b u s i n e s s o p e r a t o r s i d e n t i f y t h e a m o u n t o f c h e m i c a l
substances that may be harmful to human health or the ecosystem that are
released from their business sites into the environment (air, water and soil) andare transferred outside of business sites as part of waste and report it to thenational government. The government then tabulates and discloses the amounts
released and transferred based on such reported data and estimates.
*2 S oot and smoke emitting facilities refer to facilities installed at workplaces thatgenerate and emit soot and smoke and that can cause air pollution throughsuch soot and smoke.

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

68

Business Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data
Environment

Contribution to Global Environment Preservation

Re du c in g w as t e

The aluminum from scrapped Shinkansen rolling stock is recycled into
interior materials and interior parts of the N700S. For example, recycled
aluminum from scrapped Series 700 Shinkansen rolling stock was used tocreate the pillars and ceilings of concourses and other parts of Tokyo Gift
Palette, a commercial facility at the Yaesu North Exit. (The project wasawarded the 2019 Japan Aluminum Association Development Prize andthe 2021 Good Design Award.) We also provide recycled aluminum from
Shinkansen rolling stock as store interior materials to The Body Shop, a
U.K. cosmetics brand. Recycled aluminum from Shinkansen rolling stock

reduces environmental impact compared
to when producing new aluminum since
it can reduce CO₂ emissions by 97% as it
eliminates the use of energy for production.
Other initiatives include reducing thegeneration of waste during construction,utilizing rainwater, and recycling train Reuse of aluminum used in a train bodytickets and station staff uniforms.
URL

https://www.tokyoeki-1bangai.co.jp/700aluminum/

Su stain a bl e publ i c pr ocur em ent
JR Central implements a green procurement policy, prioritizing the procurementof environmentally friendly materials. To this end, we established the JR Central
URL

Green Procurement Guidelines to enhance coordination with our suppliers andwork with them to contribute towards global environment preservation.

https://company.jr-central.co.jp/company/material_procurement/_pdf/green_guide_line.pdf

Initiatives by JR Central Group companies that contribute to compliance and global environment preservation
JR Central Group companies are also implementing initiatives that contribute to compliance and global environment preservation.
J R T ok ai B us C om pany
In 2017, JR Tokai Bus began introducing
vehicles that conform with the 2016
Emissions Control. Approximately 30% of thevehicles it currently owns comply with thisregulation. These vehicles also adopt AMT(automated manual transmission). AMT buses
can improve fuel economy by up to 15% ormore compared to MT (manual transmission)
buses, thus reducing diesel fuel consumption
during operation. We will continue to
implement initiatives that contribute to
global environment preservation.

JR To k a i H o te l s C o . , L td .
JR Tokai Hotels is working to rationalize theuse of plastic products in accordance withthe criteria of the Plastic Resource Circulation
Act, which was enacted on April 1, 2022.
We strive to reduce the amount of plastic
products provided by offering knives, forks andspoons made of an alternative material andstraws made of paper and by confirming thewill of customers in providing shower caps.
Through these initiatives, we aim to reduce theprovision of plastic products subject to the Act
by 27% in FY2022 compared to FY2018.

JR-CENTRAL PASSENGERS Co., Ltd.
More than 50% of the coffee beans used in the coffeesold on the Tokaido Shinkansen“Nozomi”and“Hikari”
trains are grown on farms certified by the Rainforest
Alliance. The Rainforest Alliance was established in 1987
as an international non-profit environmental protection
organization, and their activities cover more than 60
countries. With the aim of improving the lives of farmers andmanaging tropical rain forests sustainably, the Alliance gives
certification to farms that meet the criteria for forest andriver protection, pesticide restrictions, waste management,
and the like. Through the procurement of certified coffee
beans, we contribute to global environment preservation.

■ Environment-related data
Ac t ivit y st at us and envir onment al ac c ount ing f or FY 2 0 2 1

Environmental load in business activities

The investments, costs, and their principal effect involved in environment
preservation activities during FY2021 are estimated as listed below.
Environmental accounting
Category

Environment preservation cost(100 million yen) *1

Main Initiatives

Investment Expenses

INPUT and OUTPUT

Notes

Figures in parentheses are for consolidated subsidiaries.

Percentage of energy-conserving rollingstock: 100% (Shinkansen electricrailcars), 100% (conventional line
(electric railcars and diesel railcars))● New production of N700S rolling stock● New production of Series 315 rolling stock● Energy consumption by N700S: -28% (vs Series 300)**Comparison between Series 300(traveling at 270 km/h) andthe N700S (traveling at 285 km/h)

953.9

12.9

Research and ● Development of energy-conserving rolling stock
development ● Development related to environment
preservation along railway lines
cost

0.0

107.5

● Proper disposal and recycling of station and train refuse
Resource●
recycling cost Proper disposal and recycling of items generated
from workshops and construction work

0.4

79.3

Environment ● Countermeasures against noise and vibrationconservation ●Proper management of environmentally
cost along
hazardous substances
railway lines

80.5

50.5

1034.9

250.4

●

●

Recycle rate of Shinkansen rolling stock:
Approximately 90%
Recycle rate of uniforms: Basically 100%●

Protection of the environment along railway
lines by modifying noise-blocking walls andincreasing their height, shaving rail surfaces, etc.

*1. Fractions below 10 million yen are omitted. *2. Totals do not add up due to rounding.
[Approach to environment preservation cost]● Compilation is applicable only to JR Central. ● The applicable period is April 1, 2021 to March 31, 2022.
●“Environmental Accounting Guidelines 2005,”a publication of the Ministry of the Environment, was consulted with regard to aspects of style.
● Depreciation is not included in the calculations for expenditures.
● In the event of multiple-purpose expenditures, the full amount with greater environment preservation eﬀect is included in the calculation.

CO₂ emissions(thousand t)

1,600

1,362 1,338

1,432
1,303

Electricity

Fuel(Crude oil equivalent)

Water

A4-sized
copier paper

2.69 billion kWh 31,000 kL 3.049 million m³ 110million sheets(0.19 billion kWh)

(31,000 kL)(1.772million m³) (70million sheets)

Note: For railway operation: electricity 1.98 billion kWh(Shinkansen: 1.67 billion kWh, conventional line: 0.31 billion kWh),fuel 15,000 kL (all for conventional lines)

OUTPUT
CO₂ emissions

1.173 million t(0.138 million t)

Refuse and waste

420,000 t

Station, train and oﬃce refuse 11,000 t
Construction waste
396,000 t
Rolling stock waste
13,000 t

Notes: The electricity and fuelCO₂ emission coeﬃcients are
based on a report under the Act
on Rationalizing Energy Use.
The
recycled
amountisreprinted. Items conﬁrmed tohave been reused by manifest
or vendor have been recorded.

Recycled

322,000 t(Includes internal reuse)

Electricity consumption
Scope 1

1,400

INPUT

●

● Introduction of energy-conserving
Globalenvironment rolling stockpreservation ● Improved energy-efficiency
cost
at stations and office buildings

T o t a l *2

The main resources and energy
consumed as well as waste generated
in JR Central’s business activities during
the year FY2021 are as shown below.

1,529 1,530 1,514 1,480 1,476

Scope 2

(million kWh)

1,413

1,245

3,500

1,354
1,220 1,173

1,200

3,000

2,960 2,970 2,910 2,790 2,750 2,790 2,790 2,850 2,850 2,860 2,860 2,900 2,720 2,690

2,500

1,000

An AMT bus

Products using an alternative material

Onboard service

Conservation of biodiversity and coexistence with local communities
In order to mitigate the impact of business activities on theecosystem and to contribute to local communities, JR Central
strives to conserve biodiversity in cooperation with outsidecompanies and organizations.
Co ns er v at i on of al pi ne fl or a
In Japan’s Southern Alps, there have been issues of loss of flower
fields due to deer depredation and sediment discharge, among others. In
Nagano Prefecture, the Southern Alps Counter-Depredation Association
has been implementing measures to protect alpine flora by installingdeer-proof fencing and capturing Japanese deer, among other measures.
JR Central entered into a Biodiversity Partnership Agreement with theSouthern Alps Counter-Depredation Association and Nagano Prefecturein March 2022 to provide partial support for the expenses necessary for
alpine plant conservation activities conducted by the Association. Our
employees also take part in the installment of deer-proof fences.

In the areas centered around the Southern Alps UNESCO Eco
Park, JR Central is supporting efforts of the local communities
to maintain forests. In March 2022, we entered into a Forest
Maintenance Agreement in Yamanashi Prefecture with themunicipality of Fujikawacho and the Kyounan Forest Owner’s Cooperative and a Forest Foster Parent Agreement in Nagano
Prefecture with the municipality of Ooshikamura. Through support
efforts based on these agreements, we will aim to“protect, utilize
and nurture” the natural environment of the Southern Alps as awhole, together with the people in the local communities involved.

1,500

600

1,000

400
200
0

For example, to further advance the conservation of thenatural environment of Japan’s Southern Alps, JR Central isengaged in the following initiatives that support the efforts oflocal communities to conserve alpine flora and maintain forests.
Forest maintenance

2,000

800

76

78

79

80

80

80

77

73

71

74

71

73

71

73
71

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 (FY)

4,500
4,000

2.00

1.62
1.50

1.10 1.17 1.11 1.05 1.15 1.20 1.17 1.11 1.07 1.03 0.96 0.94
1.00

69

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

3,500
3,000

4,106

3,917

3,685 3,732

3,541 3,445

3,331 3,287 3,325

3,143 3,148

3,353

3,016 3,049

2,500
2,000
1,500
1,000

0.00

Environmental Partnership Organizing Club (EPOC)
EPOC is a group that was established in 2000 mainly by the industry
sector in the Chubu region, with the aim of building a sustainableeconomy and society by leveraging the environmental achievementsof companies. (Please see EPOC’s website for more details.)

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 (FY)

(thousand m³)

2.25

0.50

Cooperation with external entities

0

Amount of water used

Carbon intensity(t CO₂/million yen)

2.50

500

We joined EPOC in FY2002 and are currently involved in theoperation of the organization as a core company. We will continue
to contribute to global environment preservation through EPOC incooperation with member companies, among others.

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 (FY)500

Note: Carbon intensity rose in FY2020 as operating revenues (non-consolidated)decreased significantly due to the impact of COVID-19.

02008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 (FY)CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

70

GovernanceBusiness Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data
Governance

Creating“Social Value”ーCorporate Governanceー

Board of Directors, Audit and Supervisory Board Members and Corporate Officers(as of June 23, 2022）
Representative Director
Chairman

Representative Director
President

Representative Director
Executive Vice President

Representative Director
Executive Vice President

Koei Tsuge

Shin Kaneko

Shunsuke Niwa

Akihiko Nakamura

Overseeing
administration

Director General of theBusiness Promotion
Division, overseeing
special matters

Director(except for the Business
Promotion Division)

Representative Director
Executive Vice President

Representative Director
Executive Vice President

Representative Director
Executive Vice President

Mamoru Uno

Mamoru Tanaka

Atsuhito Mori

Full-time Audit andSupervisory Board
Member (Outside)

Audit and Supervisory
Board Members(Outside)

Tatsuhiko Yamada

Hajime Ishizu

Fumio Yamashita

Shigeo Kifuji

Kunihiro Nasu

Overseeing technology
and overseas highspeed railway projects

Director (Outside)

Director (Outside)

Director (Outside)

Director (Outside)

Haruo Kasama

Taku Oshima

Tsuyoshi Nagano

Hiroko Kiba

Overseeing the
Chuo Shinkansen
Promotion Division

Full-time Audit andSupervisory Board
Member (Outside)

Audit and Supervisory
Board Members(Outside)

Torkel Patterson

Overseeing the Shinkansen
and Conventional Lines
Operations Divisions andmanagement of safety(Ph.D.)

Full-time Audit
and Supervisory
Board Member

Senior Corporate Executive Officers

Kentaro Takeda
Takanori Mizuno
		Motoaki Terai		Hiroshi Suzuki
		Directors’skills matrix

Corporate
Technological
Personnel,
Governance,
Finance,management,
development,
education,complianceaccounting
Business Strategy
environment
labor affairs

Community relations,International aspects●●

Position and Responsibilities
in the Company

Koei Tsuge

Chairman and Representative Director

●

●

●

Shin Kaneko

President and Representative Director

●

●

●

●

●

Shunsuke
Niwa

Executive Vice President and Representative Director
Overseeing administration (except for the Business
Promotion Division)

●

●

●

●

AkihikoNakamura

Executive Vice President and Representative Director
Director General of the Business Promotion
Division, overseeing special matters●

Mamoru Uno(Ph.D.)

Executive Vice President and Representative Director
Overseeing the Chuo Shinkansen Promotion Division

MamoruTanakaExecutive Vice President and Representative Director
Overseeing the Shinkansen and Conventional Lines
Operations Divisions and management of safety

Atsuhito
Mori

Executive Vice President and Representative Director
Overseeing technology and overseas
high speed railway projects

TorkelPatterson
Haruo
KasamaDirector

●

●

●

●

Director●

Taku Oshima

Director●●

Tsuyoshi
NaganoDirector●●

Hiroko Kiba

Director

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

●
●

●

●

●

●

●

●

●

Corporate Officers

●

●

●
●

●
●

●

●

Naoki Hayakawa		
		Kenji Fukami				Takahide Saito		Kei Sakanoue (Ph.D.)●

Note: The above matrix does not represent all the expertise and experience of the directors.

71

RailwaysafetyName●

Mitsuhiro Aoki				Masaru Yosano				Hisao Sawada
		Hiroshi Shigeta		
Yoichiro Dendo		
Hiroshi Tahata		Toru Futamura				Corporate Executive Officers

Director General of the Corporate Planning Division Manabu Ishibashi
Director General of the Chuo Shinkansen Promotion 		Division and overseeing management of construction Tatsuya Okajima
Director General of the Maglev Systems Development 		
Hajime Ikuta		Division of the Chuo Shinkansen Promotion Division
Shigeki Miyamoto
Director General of the Conventional Lines Operations
Division, overseeing management of tracks and structures 		
Kenichi Niimi				
Hiroto Takeuchi (Ph.D.)						Ataru Kimura		
Masami Nitta				
Masaya Sugiura		Atsushi Tsujimura		Masami Owaki

Deputy Director General of the Corporate Planning Division
and General Manager of the Investment Planning Department
Director General of the General Technology Division,
overseeing management of electrical engineering
Deputy Director General of the Chuo Shinkansen Promotion Division
Deputy Director General of the Maglev Systems Development
Division of the Chuo Shinkansen Promotion Division
Deputy Director General of the Chuo Shinkansen Promotion Division
and General Manager of the Chuo Shinkansen Construction Department
Deputy Director General of the Chuo Shinkansen Promotion Division,
General Manager of the Electrical Construction Subdivision of the Chuo Shinkansen
Construction Department, and General Manager overseeing the Nagoya Construction
Subdivision of the Chuo Shinkansen Construction Department
General Manager of the Public Relations Department
General Manager of the Administration Department,
overseeing the Legal Affairs Department
Director General of the Marketing Division
Director General of the Shinkansen Operations Division,
overseeing management of transportation
Director General of the Shizuoka Branch Office

Overseeing the Secretarial Department, the Audit
Chuo Shinkansen Construction Department, General Manager overseeing the Nagoya
Department and the Property Management Department
Construction Subdivision of the Chuo Shinkansen Construction Department and
Deputy Director General of the Corporate Planning Division, 		General Manager overseeing the Environment Preservation Subdivision ofGeneral Manager of the Planning & Development Department and 		the Chuo Shinkansen Construction Department
General Manager of the Tokyo Planning & Development Department Dai Koyama Deputy Director General of the Chuo Shinkansen Promotion Division, General
Deputy Director General of the Corporate Planning Division andManager of the Machinery Construction Subdivision of the Chuo Shinkansen
General Manager of the Information Systems Department
Construction Department and General Manager overseeing
Deputy Director General of the General Technology Division and General
the Nagoya Construction Subdivision of the Chuo Shinkansen Construction
Manager of the Technology Research and Development Department
Department overseeing machinery construction
Deputy Director General of the General Technology Division 		 Yuichi Hanahara General Manager of the Personnel Department
and General Manager of the Technology Planning Department Kazushi Ide General Manager of the Finance Department
Deputy Director General of the General Technology Division Hirotaka Kawada Deputy Director General of the Business Promotion Divisionand Head of the Overseas High Speed Railway Project C&C 		 Takeya Tanitsu Deputy Director General of the Business Promotion Division
Kenji Hagihara Deputy Director General of the Business Promotion Division
Business Office of the Technology Planning Department
Deputy Director General of the Chuo Shinkansen Promotion Division Hitoshi Kato General Manager of the Construction Department and General Manager ofand General Manager of the Planning and Promotion Department
the Nagoya Construction Subdivision of the Chuo Shinkansen Construction Department
Deputy Director General of the Chuo Shinkansen Promotion Division
Kazuma Tsukamoto Deputy General Manager of the Construction Department
and Deputy General Manager of the Planning and Promotion Department Yoichi Inoue General Manager of the Transportation Safety Department
Deputy Director General of the Chuo Shinkansen Promotion Division
Chika Takeda General Manager of the General Education Center
and General Manager overseeing the Planning and Promotion Department Masafumi Kondo Deputy Director General of the Shinkansen Operations Division and
Deputy Director General of the Chuo Shinkansen Promotion Division
General Manager of the Transportation and Marketing Department
and General Manager overseeing the Planning and Promotion Department Akifumi Horaguchi Deputy Director General of the Shinkansen Operations Division
Deputy Director General of the Chuo Shinkansen Promotion Division, Generaland General Manager of the Electrical Engineering Department
Manager of the Civil Engineering Subdivision of the Chuo Shinkansen Construction Shunichi Usui Director General of the Kansai Branch Office
Department, General Manager overseeing the Civil Engineering Subdivision of theoverseeing management of rolling stock

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

72

GovernanceBusiness Strategy*The Corporate Governance Report can be found on our website.

https://company.jr-central.co.jp/company/esg/governance/_pdf/governance.pdf

Based on its policy to ensure the most appropriate system for executing
the duties of the company, JR Central appoints four outside directors
and four outside Audit and Supervisory Board members. The level of
independence of each outside director and outside Audit and Supervisory
Board member is judged in accordance with the criteria for independence
established by the Tokyo Stock Exchange, Inc. in order to ensure that theopinions provided are formed from an independent standpoint and are
based on the high degree of experience and insight accumulated outside
the Company.
From their independent standpoints and based on the high degree ofexperience and insight accumulated outside the Company, JR Central
receives opinions from outside directors at meetings of the Board of
Directors and the Personnel Remuneration Committee and from outside● Main concurrent posts held by outside directors
and outside Audit and Supervisory Board members

JR Central's Corporate Governance System[As of March 31, 2022]

General Meeting of Shareholders
Selects

Name
Selects

AuditsBoard of Directors

Selects

Audit and Supervisory Board (Members)

Cooperates

Cooperates

Reviews

Internal Audit (Audit Department, Transportation Safety Department)

Controls, instructs

AuditsCooperates

Reports

Taku
OshimaCENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

Toppan Printing
Co., Ltd.

Kunihiro
Nasu

NGK Insulators,
Ltd.

HyojitoCo., Ltd.

[FY2021]

Principal activity

TakashiSaeki

He attended all 12 meetings of the Board of Directors held in FY2021. In the Board of Directors’
meetings, he has stated his opinions based on his experience in corporate management and otherexpertise. He also attended the meetings of the Personnel Remuneration Committee and expressed
his opinions based on his extensive experience and deep insight into corporate management. In
addition, through various briefing opportunities prior to Board of Directors’meetings, he has provided
valuable advice on economic and social developments and overall business management. Throughthe abovementioned activities, he has contributed to the maintenance and further development of
the sound management of the Company from the standpoint of an independent outside director.

Haruo
KasamaHe attended 11 of the 12 meetings of the Board of Directors held in FY2021. In the Board of
Directors’meetings, he has stated his opinions based on his experience as a public prosecutor
and lawyer and other expertise. He also attended the meetings of the Personnel Remuneration
Committee and expressed his opinions based on his extensive experience and deep insight in law. In
addition, through various briefing opportunities prior to Board of Directors’meetings, he has provided
valuable advice on economic and social developments and overall business management. Throughthe abovementioned activities, he has contributed to the maintenance and further development of
the sound management of the Company from the standpoint of an independent outside director.

Chairman and
Representative
Director

Taku
OshimaHe attended 10 of the 12 meetings of the Board of Directors held in FY2021. In the Board of Directors’
meetings, he has stated his opinions based on his experience in corporate management and otherexpertise. He also attended the meetings of the Personnel Remuneration Committee and expressed
his opinions based on his extensive experience and deep insight into corporate management. In
addition, through various briefing opportunities prior to Board of Directors’meetings, he has provided
valuable advice on economic and social developments and overall business management. Throughthe abovementioned activities, he has contributed to the maintenance and further development of thesound management of the Company from the standpoint of an independent outside director.

OutsideDirector

He attended all 12 meetings of the Board of Directors and all 14 meetings of
the Audit and Supervisory Board held in FY2021. In the Board of Directors’andAudit and Supervisory Board meetings, he has stated his opinions based on his
experience in transportation administration and other expertise.
He attended all 12 meetings of the Board of Directors and all 14 meetings ofFumio
the Audit and Supervisory Board held in FY2021. In the Board of Directors’andYamashita Audit and Supervisory Board meetings, he has stated his opinions based on his
experience in police administration and other expertise.
He attended all 12 meetings of the Board of Directors and all 14 meetings ofShigeothe Audit and Supervisory Board held in FY2021. In the Board of Directors’andAudit and Supervisory Board meetings, he has stated his opinions based on his
Kifujiexperience as a public prosecutor and lawyer and other expertise.
He attended all 12 meetings of the Board of Directors and all 14 meetings ofKunihiro the Audit and Supervisory Board held in FY2021. In the Board of Directors’andAudit and Supervisory Board meetings, he has stated his opinions based on his
Nasuexperience as a lawyer and other expertise.

External
Auditor

Audit and Supervisory Board members73

we adopted an executive system in June 2012 that is aimed at further
accelerating decision-making and enhancing discussions by the Boardof Directors and at further clarifying the roles of directors and corporate
officers, who are responsible for business execution, in order toappropriately respond to changes in the business environment surrounding
the Company in a timely manner. Audit and Supervisory Board members
not only attend important meetings, such as the Board of Directors’
meetings and the Management Meeting, but also perform rigorous audits
based on plans formulated by the Audit and Supervisory Board throughaudits of head office departments, railway operation divisions, branch
offices, field offices, subsidiaries, etc., as well as examination of the state ofbusiness execution by directors, corporate officers and employees throughexchanges of opinions with them. To ensure effective audits by Audit andSupervisory Board members, JR Central also provides an assistant system
whereby its employees are assigned as full-time staff to support the workof the Audit and Supervisory Board members.
Internal audits are performed by the Audit Department on the overall
work of JR Central, its major subsidiaries, and other related companies
from the perspective of compliance, efficiency and effectiveness ofbusiness operation. The audits are performed by such methods aschecking business materials, contracts and other documents, observing
operations, and interviewing related persons, and the results are reported
to management. In addition, to prevent operational and labor accidents,
safety audits are performed by the Transportation Safety Department, theresults of which are also reported to management.
JR Central receives appropriate accounting audits that are based on
generally accepted audit standards by Deloitte Touche Tohmatsu LLC,
which has been selected as its accounting auditor.
Audit and Supervisory Board members, internal audit departments,
and the accounting auditor cooperate with each other by exchanging
information periodically or as necessary, and they receive necessary
information from each department involved in internal control to confirm
the status of implementation of each item stipulated in the Fundamental
Corporate Governance Policies.

Audit and Supervisory Board members

Overview of corporate governance system

Name

Title

External
The Ogaki
Kyoritsu Bank, Ltd. Auditor

Audits

Subsidiaries, etc.

JR Central’s Board of Directors is composed of 12 directors (including
four outside directors, one of whom is female) and is chaired by thecompany’s chairman. JR Central also employs an auditor system, and its
Audit and Supervisory Board consists of five members (four of whom areoutside auditors). (The figures are as of June 23, 2022.)
The Board of Directors meets at least once a month to make legal andappropriate decisions upon fully discussing matters stipulated by law
as well as important management matters. It also supervises the workof directors. A Management Meeting is held for in-depth discussion ofimportant management issues. Chaired by the president, the Management
Meeting is attended by all full-time directors, Audit and Supervisory Board
members, and some corporate officers. By deliberating on a wider range ofmanagement matters ahead of Board of Directors’meetings, discussions
at the subsequent Board of Directors’meetings are enhanced. We request
members of the Audit and Supervisory Board to attend meetings of theBoard of Directors, the Management Meeting and other important meetings
as we endeavor to ensure the legality of management measures during
the deliberation process. In addition to these initiatives, each director andmember of the Audit and Supervisory Board performs self-assessmenton the effectiveness of the Board of Directors, the results of which are
discussed by the Board to further enhance its functions. Further, JR Central
strives to ensure the appropriate execution of business by managing andproviding guidance to subsidiaries, etc. where necessary.
From the perspective of ensuring the enhancement of objectivity
and transparency in the determination of personnel changes and the
remuneration of officers, JR Central has established the Personnel
Remuneration Committee (chaired by an outside director) consistingof a total of five members: four independent outside directors and thepresident. The Committee deliberates twice a year with the attendanceof all of its members prior to the decision of the Board of Directors on
personnel changes and remuneration. Decisions made by the Boardof Directors regarding the determination of personnel changes andremuneration are based on the content of deliberation by the Committee.
Although we introduced the corporate officer system in May 2003,

Haruo
KasamaName of othercompany, etc.

Audit and Supervisory Board members at meetings of the Board of
Directors and the Audit and Supervisory Board. In addition, through thevarious opportunities to provide briefing on our operations prior to Boardof Directors’meetings, they provide us with valuable advice on economic
and social developments and overall business management.
The advice given by outside directors and outside Audit and Supervisory
Board members are utilized to perform audits by Audit and Supervisory
Board members, internal audits, safety audits, and accounting audits, aswell as to implement the items stipulated in the Fundamental Corporate
Governance Policies.
Each outside director and outside Audit and Supervisory Board member
is registered with the Tokyo Stock Exchange as an independent officer
with no risk of conflict of interest with general shareholders.

● Activity status of outside directors
and outside Audit and Supervisory Board members

Director

AuditsDirector

AuditsTakashi
Saeki
Accounting Auditor

Personnel Remuneration
Committee

Management Meeting
Head oﬃce, branch oﬃces, ﬁeld oﬃces

Creating“Social Value” Corporate Data

O ut side dir ec t or s and out side Audit and S uper visor y B oar d members

JR Central strives to enhance its corporate governance to ensure the soundness,
efficiency and transparency of its business management, thereby ensuring long-term
development of the company and continuous enhancement of corporate value. We
have announced our stance on, and the initiatives put in place in relation to, theCorporate Governance Code in the Corporate Governance Report.*

President and Representative Director

Generating“Economic Value”

Governance

Creating“Social Value”ーCorporate Governanceー

Corporate
Governance

Highlight

HajimeIshizuEnsur ing t he ef f ec t iveness of t he B oar d of D ir ec t or s and t he Audit a nd Supervi sory Boa rd
The appointment of directors is conferred to General Shareholders Meetings
following a resolution of the Board of Directors concerning the appropriate
election of candidates deemed to be the most fitting for the role as selectedbased upon a general consideration of their abilities, knowledge, work history, etc.,
irrespective of age, sex or nationality. The number of directors elected, the divisionof director roles, etc., are determined based on a comprehensive considerationof the progress of ongoing projects based on a policy of establishing the mostappropriate system for the execution of the Company’s operations. From theperspective of ensuring the enhancement of objectivity and transparency in thedetermination of personnel changes, etc. of officers, JR Central established the
Personnel Remuneration Committee (chaired by an outside director) consisting ofa total of five members: four independent outside directors and the president. The
Committee deliberates twice a year with the attendance of all of its members prior
to the Board of Directors’decision on personnel changes, etc. Decisions made by
the Board of Directors regarding the determination of personnel changes, etc. arebased on the content of deliberation by the Committee.
The important concurrent positions held by directors and Audit and Supervisory
Board members are as described in the business reports and General Shareholders
Meeting Reference Materials. All concurrently held positions bear no hindrance on
the directors’or Audit and Supervisory Board members’ability to fulfill the roles
and responsibilities of such positions for the Company.

The Board of Directors meets at least once a month to make legal andappropriate decisions upon fully discussing matters stipulated by law as wellas important management matters. It also appropriately supervises the work of
directors by holding discussions based on reports on business execution from thedirectors in charge of each operation. JR Central receives valuable broad-viewadvice on management from outside directors, which is brought into considerationin regulating the management of the Company.
Furthermore, each director and Audit and Supervisory Board member performs
self-assessment of the effectiveness of the Board of Directors. The Company
makes continuous efforts to further enhance the Board’s functions by periodicallyreporting important matters in executing the business of the Company, suchas the implementation state of internal audits and the occurrence of train andlabor accidents, based on the content of discussions by the Board of Directors
on the results of the aforementioned self-assessments. Additionally, round-tableconferences for opinion exchanges between outside directors, outside Audit
and Supervisory Board members (part-time) and members of management areheld ahead of meetings of the Board of Directors in order to further improve theeffectiveness of the Board.
Based on the above details, we find that, at meetings of the Board of Directors,
the effectiveness of the entire Board of Directors is ensured to a satisfactory
degree.
CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

74

Business Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data
GovernanceCorporate GovernanceRe mu n er at i on for offi cer s
Directors’remuneration is comprised of fixed basic compensation
paid on a monthly basis and a bonus paid in June each year. The
basic compensation amount is determined through a comprehensive
assessment of a director’s position, length of service, and other factors,
while the bonus amount is determined mainly in consideration of theoperating performance, such as ordinary income, as well as shareholder
return and other factors. The specific bonus amount for each individual
is determined in consideration of the degree of responsibility attached tothe director’s position, performance in ensuring safety, and performanceof assigned duties. The ratio of the basic compensation and bonus we
use as a guide is 3 to 1. The operating performance for FY2021 andother fiscal years is as described in the financial data on pages 43 to 46.
Outside directors’remuneration consists only of the fixed basic
compensation paid on a monthly basis.
The Board of Directors has passed a resolution on the policy on
determining the above directors’remuneration, as well as to leave thedecision of the specific remuneration amount for each director to thediscretion of President and Representative Director Shin Kaneko, who
has knowledge of the performance of duties assigned to each director.
For FY2021, however, bonuses will be unpaid since significant losses
have been recorded. A decision was made at the 25th Ordinary General
Meeting of Shareholders held on June 22, 2012 to keep the total annual
amount of directors’remuneration at 1.2 billion yen or less (of which
remuneration for outside directors is 50 million yen or less) and at the35th Ordinary General Meeting of Shareholders held on June 23, 2022
to keep the total annual amount of outside directors’remuneration
at 100 million yen or less. The amounts are ultimately decided by thepresident within these limits. The number of directors at the time of theconclusion of the 25th Ordinary General Meeting of Shareholders heldon June 22, 2012 was 14 (three of whom were outside directors) and
12 (four of whom were outside directors) at the time of the conclusionof the 35th Ordinary General Meeting of Shareholders held on June 23,
2022.
The remuneration of Audit and Supervisory Board members consists
only of fixed basic compensation paid on a monthly basis, and theappropriate amount is determined via discussions among Audit andFundament al Cor por at e G over nanc e Pol ic ies
Supervisory Board members. A decision was made at the 20th Ordinary
General Meeting of Shareholders held on June 22, 2007 to keep
the total annual amount of Audit and Supervisory Board members’
remuneration at 250 million yen or less. The final amount is set within
this limit. The number of Audit and Supervisory Board members at thetime of the conclusion of this Ordinary General Meeting of Shareholders
was five.
The Company established the Personnel Remuneration Committee on
February 1, 2021. From the perspective of ensuring the enhancementof objectivity and transparency in the determination of remunerationof officers, the Committee consists of a total of five members: four
independent outside directors and the president. The Committee
deliberates on the policy on deciding officers’remuneration twice a yearwith the attendance of all of its members, prior to the Board of Directors’decision on remuneration. Decisions made by the Board of Directors
regarding the policy on deciding remuneration are based on the content
of deliberation by the Committee. Delegated by the Board of Directors,
the president decides the specific amounts of directors’remuneration.
As the amount of remuneration of each director is determined throughthe abovementioned procedures, the Board of Directors deems that theamounts conform with the decision policy.

Total amount of remuneration by officer category, total amount of
remuneration by type, and number of target officers [FY2021]
Basic compensation

Category

Director(Excluding outside
director)

Bonus

Total

amount of
NumberNumberTotal
Total
of target amount of target amount remuneration(Million yen)officers (Million yen) officers (Million yen)

13

532

0

0

532

(Excluding outside Audit andSupervisory Board member)

1

47

-

-

47

Outside officer

7

144

-

-

144

Audit and Supervisory
Board member

Polic y concer ning cr os s -s har ehol d i n g s

Note: Directors (excluding outside directors) and the Audit and Supervisory Board members(Excluding outside Audit and Supervisory Board members) have voluntarily returned
10% of their basic compensation. The amount of basic compensation in the table above
includes the amount of compensation that was voluntarily returned.

Our strategy for cross-shareholdings is based on a generalconsideration of the necessity thereof and is grounded in the belief thatmaintaining and bolstering long-term and stable business relationships
through holding other companies’stock facilitate our operations andenhance our corporate value over the medium to long term. If any of ourcross-shareholdings are deemed to be unnecessary in light of this policy,
we will assess and possibly divest from them.
Additionally, our Board of Directors examines whether it is beneficial

to retain specific cross-shareholdings after scrutinizing them in light ofthe medium- to long-term economic rationale and outlook, the purposeof continuing to own such cross-shareholdings, and other factors.
Furthermore, in exercising the voting rights of cross-held shares, JR
Central closely examines the details of each agenda item and decides
how to vote in consideration of the improvement of corporate value of
the Company over the medium to long term, the continuous growth ofits business partners, etc.

Policy for pr om ot i ng cons t r uct iv e d i a l o g wi th s h a re h o l d e rs
JR Central positions the General Meeting of Shareholders as animportant opportunity for dialog with shareholders and strives toimprove the quality of question-and-answer sessions in the meeting asa means of contributing to sustainable growth and enhancing corporate
value over the medium to long term. All dialog with shareholders isoverseen by the general manager of the Administration Department, andquestions, opinions and requests from shareholders are responded to,to the extent reasonable, in the form of an individual meeting or over the
telephone, etc.
Of this, dialog with institutional investors is overseen by the director
general of the Corporate Planning Division, and the IR team that is placedin the Business Administration Department, Corporate Planning Division,is in charge of the dialog response. The IR team strives to further improveshareholder dialog by organically coordinating with the Administration,
Finance, Legal and other Departments. It also strives to improve upon
dialog measures by not only holding individual meetings but also
implementing online meetings and facility tours, etc., where necessary, in
addition to holding quarterly financial results briefings. Dialog response ismade, to the extent reasonable, together with senior management anddirectors or Audit and Supervisory Board members, based on a generalconsideration of the requests and interests put forth by the institutional
investor. We conduct a questionnaire survey of institutional investors
after individual meetings and financial results briefings and analyze the75

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

feedback and investor needs obtained to be used to enhance disclosure,consider the content of briefing materials, and enrich IR activities.
We also strive to enrich the broader provision of information toshareholders by posting the information presented at financial results
briefings on TDnet and our website and enhancing the content of the
convocation notice of the General Meeting of Shareholders,. Moreover,
we work to ensure that a sufficient degree of information concerning
decisions made on important measures and important capital
investments reaches as large a number of stakeholders as possibleusing the mass media services to deliver detailed information at press
conferences held by the president and by presenting such information to
the press.
The content of dialog with shareholders is reported to senior
management and, if necessary, feedback is given to the Board of
Directors.
Main activities (FY2021)
・Number of dialogs held with institutional investors and analysts:
・Number of financial results briefings and small meetings
with institutional investors and analysts:
・Number of items of feedback from institutional investors:

JR Central passed a resolution on the Fundamental Corporate Governance Policies* at its Board of Directors’meeting.
*Please refer to the following URL for the Fundamental Corporate Governance Policies.

URL

https://company.jr-central.co.jp/en/company/about/governance.html

Compl ianc e & w hist l ebl ow ing syst em
JR Central not only stipulates internal regulations
based on laws and other regulations but also conducts
employee education on various occasions with the aimof thoroughly complying with laws and regulations when
executing business. In addition, we have also establisheda whistleblowing system, which enables employees, etc.
to report any violation of laws or regulations they discoverin the course of their work by providing contact points not
only within the Company but also at an external law firm.

We make thorough efforts to protect whistleblowers byallowing anonymous whistleblowing and clearly indicatingin our internal regulations that the names of whistleblowers
will not be disclosed and that whistleblowers will not be
subject to disadvantageous treatment for whistleblowing.
We also strive to disseminate information of thesystem by posting fliers in all workplaces describing thewhistleblowing system, the protection of whistleblowers,
and contact information of the contact points.

Risk management syst em
JR Central has established the Railway Safety Promotion
Committee, etc., at the head office, in the Shinkansen andConventional Lines Operations Divisions, at branch offices,
and in each area to prevent train and labor accidents anddisasters, and it formulates and promotes safety measuresthrough integrated organization that extends from the head
office to each field office.
JR Central also manages a control center, which plays
a key role in information communication, on call 24hours a day in the Shinkansen and the Conventional Lines

Operations Divisions to respond to emergencies, such asaccidents and disasters, and has also established a fastresponse restoration system in which employees can begathered at any time according to the scale or impact ofan accident or disaster. Additionally, in preparation for
emergencies, such as large-scale natural disasters, we haveestablished the Second General Control Center, which cansubstitute for the General Control Center for the Tokaido
Shinkansen.

Response t o int er nal c ont r ol r el at ed t o f inanc ial r epor t ing
We periodically investigate the system and state of
execution and other elements of internal control related tofinancial reporting within JR Central and JR Central Group
companies in accordance with the basic framework offeredby the Business Accounting Council in order to confirm thatthe internal control is effectively functioning. We are also
engaged in efforts to maintain the level of internal control
related to financial reporting by providing feedback fromthe investigation to our operations.

Capit al pol ic y and appr oac h t o shar ehol der r et ur n
We will finance our projects by issuing corporate bonds andborrowing, in addition to a long-term loan totaling 3 trillion yen
acquired using the Fiscal Investment and Loan Program (FILP) to
promote the construction of the Chuo Shinkansen. We do notplan to use treasury stock or pursue a capital increase at thispoint.
Due to the nature of the railway business, which operates
from a long-term perspective, the specific dividend amount isdetermined considering the business environment and operating
results of each fiscal year based on the Company’s consistentand basic policy for the continuation of stable dividends. JR
Central considers that shareholder returns through dividends
are appropriate in principle and does not plan to purchaseadditional treasury stock at this point. When we say“from along-term perspective,”we mean that we will not cut corners
to take the necessary steps to ensure that our rail services
continue to operate steadily over the long term. For example,
we will undertake such measures as large-scale renovations
as well as derailment and deviation countermeasures for the
Shinkansen, along with working on the Chuo Shinkansen,
a major long-term project. We believe that continuing astable dividends policy is necessary to gain shareholders’
understanding toward the above approach. We will maintainthis principle of stable dividends during the construction of the
Chuo Shinkansen.

191
7
193
CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

76

Business Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data
Governance

Respond to the Corporate Governance Code
JR Central has announced its stance on, and the initiatives it has
put in place, in relation to the Corporate Governance Code(hereafter, “the Code”) found within Corporate Governance
Report*.

employees, irrespective of gender, to exchange ideas and exercise their abilities to the full. Basedon this concept, we established the Positive Action Plan for Promoting Women’s Empowerment
and the General Employer Action Plan in Accordance with the Act for Measures to Support theDevelopment of the Next Generation, following discussions in the women’s empowerment project.
The Positive Action Plan, which covers FY2021 to FY2025, includes numerical targets such asa hiring rate of women of at least 25%, and at least 1.5 times more female managers (AssistantManagers and Supervisors or higher) compared to the end of FY2020. We will make efforts toachieve these goals going forward. Please refer to the following for details on the numericaltargets and our efforts in human resources development based on the targets.

Further, The reasons for not implementing the principles of thecode and matters disclosed based on each principle of the code
are as follows.
* Corporate Governance Report can be found on the Japan Exchange Group, Inc. website.

Th e r e as ons for not im pl em ent ing th e p ri n c i p l e s o f th e c o d eGeneral principle

Principle 4-1
Roles and responsibilitiesof the Board of Directors (1)Principle 5-2
Establishing andDisclosing Business
Strategies andBusiness Plans

Supplementary
principle

Disclosed contents• In the railway business, the core pillar of JR Central’s business, ensuring safe and reliabletransportation is an issue of utmost importance, and all aspects of our business, from our daily
business operations, to employee training and capital investment, are implemented with the
Supplementary
highest priority given to increasing the level of reliability of the services we provide and, as such,principle
we do not implement a system of management whereby company-wide mid-term businessplans are formulated and managerial targets are pursued in a manner that can neatly serve as a
4-1 2cross-sectional look at the state of the business at set moments.
• While JR Central neither formulate mid-term management plans nor establish numerical targets
in this manner, the Company does promote its railway business from a long-term perspective.
Specifically, in addition to the construction of the Chuo Shinkansen, which is now underway,
other measures that require a long-term capital investment, such as large-scale renovation
for the Tokaido Shinkansen, the implementation of earthquake countermeasures, and plans
to upgrade rolling stock in service, are established with a long-term perspective in mind, andwe are steadily proceeding forward these projects. Plans and results of other major measures
are announced publicly as appropriate, and steady progress continues to be made in theseareas. We will continue to announce annual income and expenditure plans, key measures, andcapital investment plans each year in light of our immediate management environment, and willcontinue to steadily enhance our management foundation in order to firmly maintain a soundmanagement outlook based on efficient operational management stemming from the securing ofsafe and reliable transportation.

Principle 1-4
Cross-shareholdings

Principle 1-7
Related party transactions

Principle 2-4
Ensuring internal diversity
including the utilization of
women

77

Supplementary
principle

Principle 2-4
Ensuring internal diversity
including the utilization ofwomen

Principle 2-6

Disclosur e bas ed on C or por at e G o v e rn a n c e C o d e p ri n c i p l e s
General principle

Positive Action Plan for Promoting Women’s Empowerment
https://company.jr-central.co.jp/others/action_plan/_pdf/woman.pdf
G eneral Employer Action Plans in Accordance with the Act for Measures to Support
the Development of the Next Generation
URL
https://company.jr-central.co.jp/others/action_plan/_pdf/nurturing.pdf
URL

Disclosed contents

Roles of Corporate Pension
Funds as Asset Owners

At JR Central, we believe that it is extremely important from the perspective of management toemploy diverse human resources and maximize their capabilities to drive sustainable corporate
growth. With this in mind, in our recruitment process we carry out employment without making
distinctions in terms of gender, nationality, or the like.
With regard to women, we have actively employed female employees in response to the revisionof the Labor Standards Act in 1997, which prohibited late-night work by women in principle. As a
Supplementary result of appropriately evaluating employees’ competence and skills without regard to gender andappointing them to jobs that suit their evaluations, the number of female employees as of the end
principleof FY2020 was approximately 2,130 (of whom 122 were in managerial posts). In addition to theappointment of JR Central’s first female corporate officer in June 2021, women play an active role
2-4 1
in various lines of duty, such as General Managers and Managers.
In order to further promote women’s participation and career advancement, we established a
project team for promoting women’s empowerment in FY2020 under the General Manager of
the Personnel Department. In order to enhance the quality of human resources, it is essential
to become a company where all employees, irrespective of gender, can fully demonstrate theirabilities with enthusiasm. Especially for us as a railway company aiming to provide services thatwould satisfy a wide range of customers, we believe it is important for a diverse variety of

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

Since we do not offer a corporate-type defined benefit corporate pension plan, this principle
does not apply to us.
We use a defined contribution pension plan instead. We provide employees who participate in
the defined contribution pension plan with adequate training on asset management since the plan
affects their asset accumulation.
[1]• JR Central was founded in 1987 as part of the reform of the national railway system with a
mission of integrally maintaining, developing and future-proofing the Tokaido Shinkansen,
which serves as Japan's main transportation artery linking Tokyo, Nagoya and Osaka, andthe conventional line network in the Tokai region with a central focus around Nagoya and
Shizuoka.
Furthermore, JR Central established its management philosophy to “Contribute to the developmentof Japan’s main transportation artery and social infrastructure” to reflect the direction the Company
should aim at in line with the expanding scope of business activities going forward, including theoperation, etc. of the three generations of railways, i.e. conventional lines, the Tokaido Shinkansen,
and the Chuo Shinkansen. This management philosophy can be found on our website.

[1] Policy concerning cross-shareholdings
Our strategy for cross-holdings is grounded in the belief that maintaining and bolsteringbusiness relationships through holding other companies’ stock facilitates our operations andenhances our corporate value over the medium to long term. If any of our cross-holdings are
deemed to be unnecessary in light of this policy, we will assess and possibly divest in them.
[2] Assessment of cross-holdings
Our Board of Directors examines whether it is beneficial to retain specific cross-holdings after
scrutinizing them in light of the medium- to long-term economic rationale and outlook, purposeof owning such cross holdings, etc.
[3] Criteria for the exercising of voting rights
In terms of the exercising of cross-shareholding voting rights, JR Central closely examines thecontent of each resolution and decides how to vote in consideration of improving the corporate
value of the Company over the mid- to long-term and the sustainable growth of business partners,
etc.
All transactions involving Directors which may pose a conflict of interest, and transactions between
Directors and the Company, require the approval of, and reporting to, the Board of Directors as
stipulated in relevant laws and regulations and rules governing the Board of Directors. Every year
confirmations are made on a regular basis with officers as to whether related party transactions havebeen made between officers or relatives and the Company.

At the same time, JR Central has been making efforts to enhance the work environment by
creating an environment where employees can be motivated to work with enthusiasm in active
Supplementary roles over many years. For example, to support employees’ childcare, we offer our employees
longer childcare leave than the statutory period set, as well as flexible work arrangements, a
principle
system designed to rehire former employees who have resigned for childcare, etc., and a program
2-4 1
that deems employees’ childcare leave until their child is one year of age as attended work interms of eligibility for promotion assessments. We also offer various subsidies. We will continue toactively make efforts to enhance various programs so that employees, irrespective of gender, canbe motivated to work with enthusiasm in active roles over many years.
Please refer to the following URL for details of JR Central’s initiatives in ensuring diversity andother efforts concerning human resources, which are described in “Initiative for human resources
to support JR Central's sustainable growth” of the Integrated Report.
Integrated report: https://global.jr-central.co.jp/en/company/ir/annualreport/
JR Central has been striving to hire human resources with the skills and capabilities necessary tosupport our future business without making distinctions in terms of nationality, etc. Therefore, it is
our recognition that we are not in a situation where we must implement measures or set targets forthe specific appointment of foreign nationals in managerial posts.
We also believe that long-term employment will prove to be effective as high levels of mostrailroad technologies can only be achieved through the accumulation of experience. Therefore, we
do not recruit mid-career employees en masse, and recognize that we are not in a situation where
we must implement measures or set targets for the appointment of mid-career hires in managerial
posts at this point. However, we will consider doing so accordingly if the need arises due tovarious measures in response to changes in the business environment surrounding the Company.

URL

https://global.jr-central.co.jp/en/company/about/outline.html• In the railway business, JR Central sets the highest priority on ensuring safe and reliabletransportation. JR Central's fundamental policy is to stably and fully execute the long-termsocial mission described in detail above through the continuous efforts of providing services
that are preferred by customers as well as the streamlining of work, etc. This Management
Philosophy is included in the Business Strategy of the Integrated Report, and can be found at
the following URL.

Principle 3-1
Full disclosure

Integrated Reporthttps://global.jr-central.co.jp/en/company/ir/annualreport/

URL• Specific measures to be implemented in the current business year based on this Management
Philosophy are described in Key Measures and Capital Investment, and can be found at the
URL below.
Key Measures and Capital Investment
https://company.jr-central.co.jp/company/achievement/capital-investment/

URL[2] The basic outlook on corporate governance is described in I.1. Basic Outlook in the Corporate
Governance Report.
[3] Details on the policy and procedures concerning the setting of Director compensation are
described in “Disclosure of Policy for Determining the Amount of Compensation and the
Calculation Method for Such” under II.1. Matters Concerning the Composition and Operation of
the Organization in the Corporate Governance Report.
[4] It is our policy to appoint individuals who are most fit to perform the given duties for thecompany as directors and Audit and Supervisory Board members. In accordance with thispolicy, we select candidates based on a comprehensive review of their abilities, knowledge,
work history, etc., regardless of age, sex and nationality, via a resolution of the Board of
Directors and appoint them upon approval at a General Meeting of Shareholders. In appointing
or dismissing a representative director, we follow the same policy as well as the provisions of
relevant laws and the rules of the Board of Directors.

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

78

Business Strategy

Highlight

Generating“Economic Value”

Creating“Social Value” Corporate Data
Governance

From the perspective of ensuring the improvement of objectivity and transparency in thedetermination of personnel, etc. of officers, JR Central established the Personnel Remuneration
Committee comprising all independent outside directors (3 persons) and the President. The
Committee is held twice a year for deliberation, attended by all committee members, prior
to the personnel-related decisions of the Board of Directors, and decisions made by the
Board of Directors regarding the determination of personnel, etc. are based on the content ofdeliberation by the Committee.
[5] Director and Audit and Supervisory Board member candidates are appropriately selected inconsideration of their career background provided in the General Meeting of Shareholders
material. We disclose information concerning the change of a representative director as
required by the Tokyo Stock Exchange’s Timely Disclosure Rules.

Principle 3-1
Full disclosure[1] Initiatives in sustainability
JR Central’s specific initiatives in sustainability are described in “Positive Cycle of “ESGManagement”” and “JR Central’s “ESG Management,”” as well as “Building Safe and Resilient
Infrastructure,” “Building Relationships with Material Suppliers,” “Improving the Convenienceof Facilities,” “Cooperation with Local Communities,” and “Contribution to Global Environment
Preservation” in the Integrated Report.
[2] Investments in human capital and intellectual property
JR Central’s investments in human capital and intellectual property are described in“Initiative for human resources to support JR Central’s sustainable growth” and “Promotion oftechnological development” in the Integrated Report.
Supplementary[3] Risks and opportunities related to climate change
principle
With regard to climate change, we have been making efforts to further reduce CO2 emissionsin accordance with the government’s 2050 carbon-neutrality policy. We also endorsed the3-1 3
recommendations of the TCFD in May 2021. By analyzing the risks and opportunities related toclimate change, we will strive to ensure stable business operation over the long term, as wellas contributing to the achievement of a sustainable society. For further information, please refer
to “Positive Cycle of “ESG Management”” and the Integrated Report.

Candidates for outside directors have been nominated for having the skills, knowledge andcareer history required to perform an outside director’s important role of appropriately supervising
the work of directors. They are expected to do so by providing valuable advice on the economy,
Supplementarysocial situation and all aspects of management with regard to corporate management, finance,
principle
accounting, the maintaining of compliance, and the development of local communities from a4-11 1 legal standpoint, including corporate governance and compliance, based on their broad-ranging
experience gained outside the Company and their deep insight.
The specific skills, knowledge and career history of each director are described in the Appendix.
Upon our next nomination, we plan to disclose the skills, etc. of each director in a skills matrix.
Supplementary
The status of Directors and Audit and Supervisory Board Members holding important concurrent
positions is as described in business reports and General Shareholders Meeting Reference
principle

Principle 4-11
Premises for ensuring theeffectiveness of the Boardof Directors and the Audit
and Supervisory Board

The Integrated Report can be found at the following
https://global.jr-central.co.jp/en/company/ir/annualreport/

URL

Our approach to global environment conservation can be found at the following
https://global.jr-central.co.jp/en/company/environment/

URL

Principle 4-1
Roles and responsibilities of
the Board of Directors (1)Principle 4-9
Independence standards
and qualification for
Independent Directors

Principle 4-10
Utilization of arbitrary
mechanism

Principle 4-11
Premises for ensuring theeffectiveness of the Boardof Directors and the Audit
and Supervisory Board

79

The Board of Directors is involved in decision making processes concerning matters stipulated in
relevant laws and regulations and the articles of incorporation, matters put in their charge at a general
Supplementary shareholders’ meeting, and important matters related to the execution of business. A specific outlineof such matters is established in the rules governing the Board of Directors.
principle
Further, the Board of Directors clearly defines the division of duties and job functions for each
4-1 1
department based on internal regulations, clarifies the scope of authority for Directors and corporate
officers, while also defining the division of roles of Directors and areas in which corporate officers are
put in charge.

Principle 4-14
Director and Audit andSupervisory training

The Company determines the level of independence of Outside Directors and Outside Audit andSupervisory Board Members based on the criteria for independence established by the Japan
Exchange Group, Inc. in order to ensure that the opinions provided by Outside Directors and Outside
Audit and Supervisory Board Members on matters raised are formed from an independent standpoint,
and are based on the high degree of experience and insight accumulated outside the Company.
From the perspective of ensuring the improvement of objectivity and transparency in the determinationof personnel and the remuneration of officers, JR Central established the Personnel Remuneration
Committee consisting of a total of four members: 3 independent Outside Directors (Takashi Saeki,
Supplementary
Haruo Kasama and Taku Oshima) and the President (Shin Kaneko). The Committee is held twice a year
principle
for deliberation, attended by all committee members, prior to the decision of the Board of Directors
4-10 1 regarding personnel and remuneration. The independent Outside Directors provide opinions basedon their past experience in corporate management or careers as prosecutors and lawyers. Decisions
made by the Board of Directors regarding the determination of personnel and remuneration are basedon the deliberations of the Committee. The secretariat is placed within the Secretarial Department.
The appointment of Directors is conferred to General Shareholders Meetings following a resolutionof the Board of Directors concerning the appropriate election of candidates deemed to be the mostfitting for the role as selected based upon a general consideration of their abilities, knowledge,
and work history, etc., regardless of age, sex and nationality. The number of Directors elected, andthe division of Director roles, etc. is determined based on a comprehensive consideration of thelevel of progress of each project at the time based on a policy of establishing the most appropriate
management structure for the execution of the Company’s business activities.
Furthermore, from the perspective of ensuring the improvement of objectivity and transparency inthe determination of personnel, etc. of officers, JR Central established the Personnel Remuneration
Committee consisting of a total of four members: 3 independent Outside Directors and the President.
Supplementary
The Committee is held twice a year for deliberation, attended by all committee members, prior to theprinciple
decision of the Board of Directors regarding personnel, etc. Decisions made by the Board of Directors
4-11 1 regarding the determination of personnel, etc. are based on the deliberations of the Committee.
Of the director candidates, candidates for internal directors have been nominated for having
the skills, knowledge and career history required to powerfully tackle JR Central’s various
management issues, such as ensuring safe and reliable transportation of the Tokaido Shinkansen
and conventional lines and steadily promoting the Chuo Shinkansen project. They are expected
to do so by exercising strong leadership to lead the administrative and technological departments
and the overseas high speed railway project as well as the departments and organizationsof the Conventional Lines Operations Divisions and the Chuo Shinkansen Promotion Division
toward realizing our management philosophy of contributing to the development of Japan’s maintransportation artery and social infrastructure at a higher level, with the ultimate aim of maintaining
the sound management and further development of the Group.

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

4-11 2

Materials. All currently held positions bear no hindrance on the Director or Audit and Supervisory
Board Member’s ability to fulfill the roles and responsibilities of such a position for the Company.

The Board of Directors of the Company meets once or more a month to make legal andappropriate decisions upon fully discussing issues stipulated by law as well as important matters,
following conscientious briefings that are given to bring all concerned up to speed on the policy
objectives discussed and the progress on such matters. Further, the status of the execution ofduties by Directors is monitored by having the Directors report back on business functions under
their charge when needed. JR Central receives valuable broad-view advice on managementfrom Outside Directors, which is brought into consideration in regulating the management of the
Supplementary
Company.
principle
Directors as well as Audit and Supervisory Board members also self-evaluate the effectiveness
4-11 3 of the Board of Directors, and after discussing the self-evaluation results and other matters at theboard meetings, implement initiatives that will help improve the functions of the Board of Directors.
Additionally, round-table conferences for opinion exchanges between Outside Directors, Outside
Audit and Supervisory Board Members, and members of management are set up ahead of
meetings of the Board of Directors in order to further improve the effectiveness of the Board of
Directors.
Through the above-mentioned initiatives, we find at meetings of the Board of Directors that theeffectiveness of the entire Board of Directors is ensured to a satisfactory degree.
All Directors and Audit and Supervisory Board Members of the Company have the sufficientability and insight to fulfill their roles and responsibilities, and perform their duties with anappropriate sense of responsibility as entrusted by all shareholders, while continuing to refine theirSupplementary skills and knowledge by actively participating in external training programs, etc.
JR Central takes necessary measures to ensure that all Directors and Audit and Supervisory
principle
Board Members perform the duties required of them, such as in instances where relevant laws
4-14 2 and regulations are revised, for example, by making the content of such revisions commonly
known through meetings, etc., and by holding training events to share management issues
faced by the Company so that the Company can make decisions concerning such issues in an
appropriate manner.
JR Central has established a Policy for Promoting Constructive Dialog with Shareholders as follows.

Principle 5-1
Policy for constructive dialog
with shareholders• JR Central positions the General Meeting of Shareholders as an important opportunity for dialog
with shareholders and strives to improve the quality of questions and answers sessions in themeeting as a means of contributing to sustainable growth and enhancing corporate value overthe mid- to long-term. All dialog with shareholders is overseen by the General Manager of the
Administration Department, and questions, opinions and requests are fielded from shareholders
and responded to in the form of an individual meeting or over the telephone, etc. where it isreasonable to do so.
• Of this, dialog with institutional investors is overseen by the Director General of the Corporate
Planning Division, and the IR team that is placed in the Management Supervision Department,
Corporate Planning Division is in charge of the dialog response. The IR team strives to further
improve shareholder dialog by organically coordinating with the Administration, Finance, Legaland other Departments. It also strives to improve upon dialog measures by not only holding
individual meetings but also implementing web conference and facility tours, etc., where
necessary, in addition to holding quarterly financial results briefings. Dialog response is made,to the extent reasonable, together with members of management and Directors or Audit andSupervisory Board members, based on general consideration of the requests and interests put
forth by the institutional investor.
• We also strive to enrich the broader provision of information to shareholders, on top of posting
this information on TDnet and our website and enhancing the content of the convocation noticeof the General Meeting of Shareholders. Moreover, we work to ensure that a sufficient degreeof information concerning decisions made on important measures and important capital
investments reaches as large a number of stakeholders as possible using the mass media
services to deliver detailed information at press conferences held by the President, and bypresenting such information to the press.
• The content of discussions with shareholders is reported to members of management and,if necessary, feedback is given to the Board of Directors.
• Under no circumstances is insider information communicated during discussions withshareholders. Furthermore, the 14-day period in the lead up to the day in which financial results
are announced each quarter is designated as a silent period, in which the Company refrainsfrom discussing financial results.

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

80

Business Strategy

C o r p o r a t e▶

▶

CENTRAL JAPAN RAILWAY COMPANY (JR Central)
Central Japan Railway Company（ JR Central）

JR Central Towers, 1-1-4 Meieki, Nakamura-ku,
Head office Head office
Nagoya-shi, Aichi 450-6101, Japanand othermain offices Head office (in Tokyo) JR Central Shinagawa Building A Wing, 2-1-85 Konan,

Established 1-Apr-87
Business activities Railways business and related businesses
Key data▶

(As of the end of March 2022)
C a p i t a l

112.0 billion yen

Operating revenues

726.0 billion yen

Number of shares outstanding

206 million

Share listings

Nagoya and Tokyo Stock Exchanges

Number of shareholders

121,666

Number of employees

18,723Operating kilometers

1,970.8km

Number of stations

405

Number of rolling stock

4,857

Double- and multi-tracked sections

55.1%（1,086.8km）

Electrified sections

76.7%（1,511.0km）

CTC system adoption rate

97.5%（1,922.3km）

Automatic signaling system
adoption rate

97.8%（1,927.3km）

ChairmanPresident

(Yen)

(Yen)

Conventional Lines JR Central Taiko Building, 1-3-4 Meieki, Nakamura-ku,
Operations Division Nagoya-shi, Aichi 453-8520, Japan

2,600,000

26,0002,400,000

24,0002,200,000

22,0002,000,000

20,000

Shizuoka Branch
Office4 Kurogane-cho, Aoi-ku, Shizuoka-shi,
Shizuoka 420-0851, Japan

Mie Regional
OfficeUst-Tsu 12F, 700 Hadokoro-cho, Tsu-shi,Mie 514-0009, Japan

Iida Regional
Office5356 Kami-Iida, Iida-shi, Nagano
395-0000, Japan

Marunouchi Chuo Building, 1-9-1 Marunouchi,
Shinkansen
Operations Division Chiyoda-ku, Tokyo 100-0005, Japan
Shin-Osaka Hankyu Building 10-11F, 1-1-1 Miyahara,
Yodogawa-ku, Osaka-shi, Osaka 532-0003, Japan

1,800,000

18,000

Washington D.C.
Office900 17th Street, N.W., Suite 520, Washington,
DC 20006, U.S.A.

1,600,000

16,000London Office

6th Floor, 4 Eastcheap, London, EC3M 1AE, U.K.

Sydney Office

Suite 5.01A, Level5, 20 Hunter Street, Sydney,
NSW 2000, Australia

1,400,000

14,0001,200,000

12,0001,000,000

10,000800,000

8,000

600,000

6,000

Secretarial Department
Corporate Planning Division

Supervision Department

General Technology Division

Transportation and Marketing Department

Conventional Lines Operations Division

Chuo Shinkansen Promotion Division

Rolling Stock Department

400,000

Tracks and Structures Department
Electrical Engineering Department

Administration Department

Note: On October 1, 2012, the Company implemented a 100-for-1 stock split for its ordinary stock and employed a share unit system by which one share unit equals 100 shares.
Please refer to the left axis for stock prices before September 2012 and the right axis for stock prices after October 2012.

Mie Regional Oﬃce
Iida Regional Oﬃce

Personnel Department
Finance Department

Planning Department

Property Management Department

M ajor shar ehol der sSupervision Department

Marketing Division

Transportation and Marketing Department

Shinkansen Operations Division

Business Promotion Division

Rolling Stock Department

Construction Department

Electrical Engineering Department

Overseas Oﬃces: Washington D.C., London, Sydney

Kansai Branch Oﬃce

General Education Center
Nagoya Central Hospital
Health Care Center
Administration Management Center
SCMAGLEV and Railway Park

JR CENTRAL

Shinkansen

Inotani

Conventional lines

JR Central operates the Tokaido
Shinkansen, the main transportationartery linking Tokyo, Nagoya
and Osaka, and a network of 12
conventional lines centered on the
Nagoya and Shizuoka City areas.

Takayama Line

Gifu

Shin-Osaka

Kameyama
Meisho Line

Ise-Okitsu

Area of Japan: Approx. 380,000 km²
Population: 126 million(As of January 1, 2022)

Kisei Line

Tajimi

Kyoto

Nagoya Tokyo

Shin-Osaka

Shizuoka

JR CENTRAL

Kofu

Shinagawa
Minobu Line

Gotemba Line

Fuji

NagoyaNumazuObu

Taketoyo
Taketoyo Line Toyohashi

Matsusaka
Taki

Tokyo

Shin-Yokohama
Iida Line

Kansai Line

Kyoto

Tokaido Shinkansen 552.6km

TatsunoChuo Line

Taita Line

Mino-Akasaka Mino-Ota

500km

Operating kilometers by line

Shiojiri

Ogaki
MaibaraNumber of shares held

Percentage of total shares outstanding(excluding treasury stock)

The Master Trust Bank of Japan, Ltd. (Trust Account)

25,882,200

13,14%

Custody Bank of Japan, Ltd. (Trust Account)

12,326,800

6.26%

Mizuho Bank, Ltd.

7,832,300

3.98%

The Nomura Trust and Banking Co., Ltd. (Holder in Retirement Benefit Trust for MUFJ Bank, Ltd.)

7,125,000

3.62%

MUFJ Bank, Ltd.

5,878,100

2.98%

Nippon Life Insurance Company

5,000,000

2.54%

The Norinchukin Bank

3,350,000

1.70%

JR Central Employee Stock Ownership Program

2,995,400

1.52%

STATE STREET BANK WEST CLIENT-TREATY 505234（Standing proxy: Settlement & Clearing Services Department, Mizuho Bank, Ltd.）2,614,940

1.33%

Sumitomo Mitsui Banking Corporation

2,502,800

1.27%

75,507,540

38.33%Name

Tracks and Structures Department

Transportation Safety Department

O p e r a t i ng A r ea s

4,000Jan. Mar. May. Jul. Sep. Nov. Jan. Mar. May. Jul. Sep. Nov. Jan. Mar. May. Jul. Sep. Nov. Jan. Mar. May. Jul. Sep. Nov. Jan. Mar. May. Jul. Sep. Nov. Jan. Mar. May. Jul. Sep. Nov. Jan. Mar. May. Jul. Sep. Nov. Jan. Mar. May. Jul. Sep. Nov. Jan. Mar. May. Jul. Sep. Nov. Jan. Mar. May. Jul. Sep. Nov. Jan. Mar. May.
2012 2012 2012 2012 2012 2012 2013 2013 2013 2013 2013 2013 2014 2014 2014 2014 2014 2014 2015 2015 2015 2015 2015 2015 2016 2016 2016 2016 2016 2016 2017 2017 2017 2017 2017 2017 2018 2018 2018 2018 2018 2018 2019 2019 2019 2019 2019 2019 2020 2020 2020 2020 2020 2020 2021 2021 20212021 2021 2021 2022 2022 2022

Shizuoka Branch Oﬃce

Legal Aﬀairs Department

Audit and Supervisory Board

28,000Kansai Branch
OfficePublic Relations Department

Audit and Supervisory Board members

St ock I nformat ion

J R Cent r al ’s st oc k pr ic e
2,800,000

Audit Department

0

Creating“Social Value” Corporate Data

Minato-ku, Tokyo 108-8204, JapanO rga ni z a t i on C ha r t
Board of Directors▶

Generating“Economic Value”

D a t aC o m p a ny P r o f i l e

NameHighlight

Toba
Sangu Line

Tokaido Line

Tokaido Shinkansen

Shizuoka

Kozu
Atami

Conventional lines
360.1km
Tokaido Line
Gotemba Line

60.2kmMinobu Line

88.4kmIida Line

195.7km

Taketoyo Line

19.3kmTakayama Line

189.2km

Chuo Line

174.8km

Taita Line

17.8kmKansai Line59.9kmKisei Line

180.2km

Meisho Line

43.5kmSangu Line

29.1kmConventional lines total 1,418.2km
Total

1,970.8km

Total
Note: In addition to the above, JR Central holds 8,999,231 shares of treasury stock.

[As of March 31, 2022]

For more information, please visit the following:・Safety Reporthttps://company.jr-central.co.jp/others/report/
・Linear Chuo Shinkansen
https://linear-chuo-shinkansen.jr-central.co.jp/
・Fact Sheet
https://company.jr-central.co.jp/ir/factsheets/

URL: https://global.jr-central.co.jp/en/
Tel: +81-52-564-2413, Fax: +81-52-587-1300
E-mail: ir.msd@jr-central.co.jp

Shingu81

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

CENTRAL JAPAN RAILWAY COMPANY Integrated Report 2022

82