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038 Safety
040 EnvironmentalIssues
043 ForSociety
044 Compliance
045 BoardofDirectorsandCorporateAuditors
046 CorporateGovernance
052 Organization
As a Corporate Citizen
AnnualReport2010 037
038 EastJapanRailwayCompany
Trends in Railway AccidentsYearsendedMarch31NumberofAccidents
0
100
200
300
400
1988 1990 2000 2010
Considerable decrease in accidents over 20 years
As a Corporate Citizen
Safety
2013 SAfETy VISIon
Infiscal2010,JREastbeganadvancingmeasuresbasedon
itslatest5-yearsafetyplan,2013 Safety Vision,JREast’sfifth
suchplansinceitsfoundingin1987.Asaresult,JREast’s
safetyrecordhasimprovedsteadily,withaconsiderable
decreaseinaccidentsoverthepast23years.
JREastwillmakeaconcertedeffort—fromthefrontlineto
HeadOffice—totacklesafetyissuesundertheslogan“think
andactforyourself.”Pursuingitsgoalof“zeroaccidents
involvingpassengerinjuriesorfatalitiesandzeroaccidents
involvingemployeefatalities(includingemployeesofGroup
companiesandpartnercompanies),”JREastwillcontinue
workingtirelesslytoimprovesafety.
CREATING A CULTURE OF SAFETY
Inordertoimprovesafety,itshighestpriority,JREastmust
buildandinculcateastrongsafetyculturewithinitsorganiza-
tion.Thatcultureshouldbebasedonmutualtrustandputting
intoactionlessonslearnedfrompastaccidentsandaccident-
relatedinformation.
Further,JREasttacklessafetyproblemsbasedonthe
“threeactualitiesprinciple”ofcorrectlyunderstandingand
respondingtosituationsbydealingwith“actuallocation,”
“actualobject,”and“actualpeople.”
Inaddition,JREastisrevitalizingtheChallenge Safety
Campaign,whichencouragesallemployeestothinkabout
safety,debatesafety,acttoincreasesafety,andfeelasense
ofachievementaboutsafety,therebyenhancingsafety
awareness.
Since its founding, JR East has consistently advanced initiatives for safety—the highest priority of its corporate management. Also, JR East 2020 Vision—idomu—calls on JR East to maintain an unflagging commitment to pursuing “extreme safety levels.”
Two Fresh Approaches in Relation to Safety1 Safety-related human resource development and system improvement
2 Evaluating possible risks to prevent accidents before they occur
�e Four Pillars of 2013 Safety Vision1 Creating a Culture of Safety
2 Rebuilding the Safety Management System
3 Taking Sure Steps to Reduce Risks
4 Promoting Priority Improvement Plans for Safety Equipment
zero accidents
• Accidents involving passenger injuries or fatalities
• Accidents involving employee fatalities (including Group companies and partner companies)
Targeting Further Improvement
Five Cultures
•Thecultureofproperreporting:Properreportingmakesitpossibletocorrectlyanalyzeaccidentsandincidents.
•Thecultureofnoticing:Noticingaccidentsatincipientstagesisthebasisforprevention.
•Thecultureofdirectconfrontationanddebate:Directlyandthoroughlyconfrontingeachother'sviewsisnecessaryfor
determiningcauses.
•Thecultureoflearning:Makinguseoflessonslearnedisthebasisforpreventingtherecurrenceofaccidents.
•Thecultureofaction:Takingactioniswhatmakesitpossibletomaintainsafety.
039AnnualReport2010
REBUILDING THE SAFETY MANAGEMENT SYSTEM
EmployeesrepresentthefrontlineofJREast’ssafetyefforts.
Therefore,fosteringkeyemployeeswithsafetyknowledge,
teachingskills,andtechnicalskillsatoperationalbodiesand
branchofficesisimportant.
Also,JREastismakingaconcertedefforttofurther
enhancesafetybyhelpingthesafetydivisionsofGroup
companiesimprovesafety,developingsystemstoimprove
facilitiesandequipment,andfosteringrelatedpersonnel.
TAKING SURE STEPS TO REDUCE RISKS
Previously,JREast’scountermeasuresinrelationtomajor
accidentsprimarilyreflectedmajoraccidentsthathad
occurred.Inadditiontothatapproach,JREasthasintro-
ducedanapproachtopreventionthatevaluatesrisksand
addressesthemintheorderofhighestpriority.Thisapproach
estimatesthemaximumdamagefromaccidentsandinci-
dentsthatJREastmayhaveunderratedbecause,while
theyoccurwithacertainfrequency,theyhave,happily,not
resultedinsignificantdamagetodate.
Further,JREastwillcontinuesteadilyimplementingcoun-
termeasuresinrelationtomajoraccidentsthathaveoccurred
inrecentyears.
PROMOTING PRIORITY IMPROVEMENT PLANS
FOR SAFETY EqUIPMENT
JREasthasinvestedapproximately¥2.4trillioninsafetyover
20yearssinceitsfoundingin1987.Under2013 Safety Vision,
JREastanticipatesaninvestmentofapproximately¥750bil-
lionoverthe5yearsfromfiscal2010.Infiscal2010,JREast
investedapproximately¥168billioninsafety.Majorsafetyini-
tiativesincludepreparingmoreATS-PandATS-Ps(automatic
train-stopsystems)topreventtraincollisionsandderailments,
undertakingconstructionandengineeringworktoreinforce
earthquakeresistance,introducingautomaticplatformgates
ontheYamanoteLine,andexaminingmeasurestoprevent
secondarydamageinrailwaycrossingaccidents.
Key safety leader
Head office
Branch offices, etc. Safety professional
Operational bodies
Key safety leader
Operational bodies
Key safety leader
Operational bodies
Key Safety Leaders and Safety Professionals
Safety-related InvestmentYearsendedMarch31BillionsofYen
0
100
200
300
400
1988 1990 2000 20142010
Under 2013 Safety VisionJR East anticipates an investment of approximately ¥750 billion.
Safety-relatedInvestmentOtherInvestment
Imageofautomaticplatformgates
Freq
uenc
y of
occ
urre
nce
high
lowD C B A
Maximum estimated damage ranking
Contact with rolling stock on station platform
Major earthquake in the Tokyo
metropolitan area
Derailment due to excess speed
Train crossing derailment accident
Low-speed derailment
Wheel-climbderailment on earth,
sand, and gravel
A:GreatHanshin-AwajiEarthquake,majorearthquake(envisioned)intheTokyometropolitanarea,etc.
B:Tsurumi,Mikawajima,FukuchiyamaLinederailmentaccidents,etc.C:ShigarakiHighlandsRailwayaccident,etc.D:Contactwithrollingstockonstationplatform,etc.
Frequency of Occurrence and Maximum Estimated Damage Ranking
040 EastJapanRailwayCompany
As a Corporate Citizen
EnvironmentalIssues
ENVIRONMENTAL PRESERVATION INITIATIVES
ReductionofEnergythatTrainOperationsUse
Energyusedbyitsrailwayoperationsaccountsforapproximately
70%ofthetotalenergyconsumedbyJREast.Bytheendof
fiscal2009,86%ofJREast’stotalrollingstock,or10,529rail-
cars,wereenergy-efficientrailcars,andenergyconsumption
perunitoftransportationvolumehaddecreased15%*from
fiscal1991levels.*BasedonthecalculationmethodpursuanttotheLawConcerningthePromotionof
MeasurestoCopewithGlobalWarming
EnergySavingandCO2Reduction
Aspartofinitiativestosaveenergybyreducingtheamountof
energythatitsrailwaystationsandofficesuses,JREast
installedroughly1,800informationdisplaysthatuseLEDsat
approximately120railwaystationsmainlyintheTokyometro-
politanarea,suchasatMejiroStationontheYamanoteLine
andatIchigayaStationontheChuoLine,fromJanuary2009.
Further,inordertomitigatethe“heatisland”phenomenon
andcurbtheenergyitusesforair-conditioning,JREastis
introducingplantstotherooftopsofitsrailwaystationbuild-
ingsandofficebuildings.Asaresult,JREasthasgreened
approximately8,900squaremetersin30projectsasofthe
endofMay2009.
Also,JREastpromotestheuseofsolarpowergeneration
andwindpowergeneration.Accordingly,ithasinstalledsolar
panelsatTokyoStation,TakasakiStation,theJREast
GeneralEducationCenter,andtheResearch&Development
CenterofJREastGroup.Moreover,itdoubledthenumberof
solarpanelsatTakasakiStationinMarch2004.Further,JR
Eastaimstoinstallandbeginusingsolarpanelsatthe
TokaidoLineplatformofTokyoStation,tracksNo.9andNo.
10,infiscal2011.
Inaddition,JREastpromotespark-and-rideandrent-a-car
servicesinordertoencouragetheuseofrailwaysasahighly
energyefficientenvironment-friendlymeansoftransportation
andtherebyreducetheCO2thattransportationproducesoverall.
JR East has developed a wide range of environmental initiatives that reflect its basic philosophy of promoting ecological activities—diligently striving to balance environmental protection with business activities. JR East will continue disclosing environmental information based on feedback from stake-holders, expanding and improving environmental preservation initiatives, and making railways even more environmentally friendly. Moreover, JR East will spare no effort to realize fully the environmental advantages of railways over other forms of transportation by making railways even easier to use.
ConceptillustrationofpanelsforsolarpowergenerationinstalledontheroofofaTokyoStationplatform
Trends in Energy-efficient RailcarsRailcars/%
Energy-efficientRailcars ConventionalRailcars
2004 2005 2006 2007 2008 2009 2011Target 35*40
86
60
80
100
0
7,500
15,000
041AnnualReport2010
ResourceRecycling
JREast’srecyclinginitiativescomeunderthreeheadings:
reduce,reuse,andrecycle.Infiscal2009,JREastproduced
approximately600,000tonsofwaste,ofwhich82%was
reusedorrecycled.Further,theSuicaICcardpassenger
tickethelpstoconservenaturalresourcessignificantly
because,unliketraditionalpassengertickets,passengerscan
usetheSuicaICcardrepeatedly.
PreservationoftheEnvironmentsalongsideRailwayLines
Inareasalongsiderailwaylines,JREastadvancesarangeof
initiativestoreducenoise,conservelandscapes,preventpol-
lution,andpreservenaturalenvironments.Forexample,JR
Easthascompletedmeasurestoreducenoisefrom
Shinkansenlinesto75dBorlessinresidentialareasby
installingsoundproofwallsandusingsoundabsorbentmate-
rials.Moreover,JREastuseslow-noiseequipmentfor
maintenancework.Inaddition,JREastpreservesapproxi-
mately4,200hectaresofrailwayforest,comprising6million
trees,whichprotectrailwaylinesfromnaturaldisasters.
SYSTEMS FOR THE ADVANCEMENT
OF ENVIRONMENTAL MANAGEMENT
TheGroup’sAdvancementSystem
JREastestablishedtheCommitteeonEcologytosteadily
implementsurveysoftheenvironmentalimpactofJREast’s
operations,setenvironmentaltargets,undertakeenvironmen-
talpreservationactivities,checkprogresstowardtargets,and
conductsenior-management-levelmonitoring.Toconfirmthe
Group’senvironmentalpolicies,sincefiscal2004,JREast
hasregularlyconvenedtheJREastGroupEnvironmental
ManagementAdvancementConference,whichrepresenta-
tivesofallGroupcompaniesattend.
RailwayLineForestation
Railwaylineforestationprogramsundertakeninpartnership
withlocalcommunitieshadplantedapproximately280,000
treesandincluded40,000participantsoverthe16-year-
periodendedMarch2009.
AcquisitionofISO14001Certification
Atoperationalbasesthatplaceacomparativelyheavyburden
ontheenvironment,JREasthasbeenacquiringISO14001
certification,whichrecognizescompliancewithinternational
standardsforenvironmentalmanagementsystems.AllofJR
East’sRollingStockCenters,whichmaintainrailcars,have
acquiredISO14001certification.
ArailwayforestbesidetheYamagataShinkansenLine Adatarahometownforestationprogram
042 EastJapanRailwayCompany
Task Fiscal2011Target
TotalCO2emissionsofrailwaybusinessactivities
50%reductionbyfiscal2031(comparedwithfiscal1991)32%reductionbyfiscal2018(comparedwithfiscal1991)
Energy-efficientrailcarsutilizationrate 86%
Electricityusedfortrainoperation 2%reduction(comparedwithfiscal2007)
Trainelectricityusedperunittransportvolume 2%reduction(comparedwithfiscal2007)
Energysavingatstationsandoffices 4.5%reduction(comparedwithfiscal2007)
Recyclingrateforwastegeneratedatstationsandontrains 70%
RecyclingrateforwastegeneratedatGeneralRollingStockCenters,etc. 95%
Recyclingrateforwastegeneratedinconstructionprojects 92%
Environmental Targets
ENVIRONMENTAL RESEARCH AND DEVELOPMENT
EnvironmentalTechnologyResearchCenter
JR East 2020 Vision—idomu—,whichwasannouncedin
March2008,setsoutchallengingnumericaltargetsinrelation
totheenvironment.Toreachthosetargets,aswellashoning
existingtechnologies,JREastmustactivelyandstrategically
pursueresearchanddevelopmentthatwillenabletheintro-
ductionofnewenvironmentaltechnologiestoJREast’s
operations.Accordingly,onApril1,2009,JREastestablished
theEnvironmentalTechnologyResearchCentersothatJR
Eastcangrowsustainablywhilefulfillingitssocialresponsibil-
itytoprotecttheenvironment.
OperatingtheWorld’sFirstDieselHybridRailcars
ThekihaE200typerailcars,whichenteredserviceinJuly
2007,aretheworld’sfirstdiesel-powered,electricmotor-
drivenhybridrailcarstobeusedoperationally.Currently
operatingontheKoumiLine,thesedieselhybridrailcarshave
fuelefficiencythatisapproximately10%betterthanthatofa
standarddieselrailcar.Further,thesedieselhybridrailcarsare
approximately30dBquieterwhenidlingatstationsandhave
about60%lesshazardoussubstancesintheirexhaustgases.
RecognizingJREast’sdevelopmentandintroductionof
thenewhybridrailcars,theMinistryoftheEnvironmentpre-
sentedJREastwiththe2007EnvironmentMinister’sAward
forGlobalWarmingPreventionActivitiesinthetechnology
developmentandcommercializationcategory.
DevelopmentofCatenaryandBattery-poweredHybrid
RailcarSystem
JREastiscurrentlydevelopingarailcarthatincorporates
large-capacitystoragebatteries,whichitusesasapower
sourceonnon-electrifiedrailwaylinesegments.Moreover—
notwastingtheenergythatbrakingcreates—therailcaruses
ittochargethestoragebatteries.Runningtrialsarealready
underwayonrailwaylines.
EnvironmentalTargets
JR East 2020 Vision—idomu—,whichwaslaunchedinMarch
2008,callsonJREasttotakea positive and long-term
approach to global environmental problems.Accordingly,JR
Eastsetoutitsnumericaltargetsforfiscal2010andisstriving
toachievethem.
PleaseseeJREast’sSustainabilityReport2009forfurther
informationaboutinitiativesrelatedtocorporatesocial
responsibilityandtheenvironment.
http://www.jreast.co.jp/e/environment/index.html
Acatenaryandbattery-poweredhybridrailcar
As a Corporate Citizen
EnvironmentalIssues
043AnnualReport2010
As a Corporate Citizen
ForSociety
JR East’s core railway operations have extremely strong ties with society at large as well as with local communities. Consequently, in tandem with the development of its operations, JR East has fostered a corporate culture of meeting social responsibilities and benefiting society through its business activities. JR East’s Group Philosophy includes a social mission that requires it to “grow continuously and advance in harmony with customers by generating earnings while meeting social responsibilities as a Trusted Life-style Service Creating Group.” Accordingly, JR East will continue to meet the expectations of society and justify the trust of its stakeholders.
INVOLVEMENT WITH LOCAL COMMUNITIES
Rediscovering the Region Projects
JREastwillinvigorateregionsthroughastrategyofstrength-
eningcollaborationwithlocalcommunitiesinorderto
facilitatejointeffortstothinkhardandcomeupwithideas.
Thoseeffortswillentailbringingtolightlocalproductsand
suchtourismresourcesastraditionalcultureandfestivals
whileleveragingtheuniquecharacteristicsofrailwaysandthe
advantagesofsaleschannelsintheTokyometropolitanarea.
SupportforParentsWorkingwhileRearingChildren
Aspartofitsinitiativestodeveloptownsinpartnershipwith
localcommunities,JREastsupportsworkingparentsby
developingStation Day Carefacilities,mostofwhichare
withinfiveminuteswalkofaJREastrailwaystation.Since
1996,JREasthasdeveloped34daycarefacilities,asof
April2010,andplanstoopenevenmore.JREast’sStation
Day Care facilitiesallowparentstodropoffandpickuptheir
childrenonthewaytoandfromwork.AtStation Day Care
facilities,fathersbringingtheirchildrentothefacilitiesisa
commonsight.Inthisway,thefacilitiesarehelpingfathers
takepartinchildrearing.Lookingahead,JREastwillbenefit
localcommunitiesandmakeline-sideareasevenmore
attractiveandconvenientbydevelopingservicescatering
toavarietyofchild-rearingneeds.
TheRailwayMuseum
InOctober2007,JREastcutthetapeonTheRailway
Museumastheflagshipprojectcommemoratingthe20th
anniversaryofJREast’sincorporation.Apublicinterestincor-
poratedfoundation,theEastJapanRailwayCulture
Foundation*builtthemuseumonlandthatJREastownsin
SaitamaCity.Themuseumsystematicallypreservesanddis-
playsartifactsanddocumentsrelatingtotherailwayheritage
ofJapanandothercountriesaswellasJREastandthe
restructuringofJapanNationalRailways(JNR).Lessthansix
monthsafteritsopening,themuseumwelcomedits1mil-
lionthvisitor.And,3,380,000peoplehadvisitedthemuseum
bytheendofMarch2010.*In1992,JREastestablishedtheEastJapanRailwayCultureFoundationtorealizeprograms
thatcontributecontinuouslytosociety.Thefoundationpromotesregionalculture,conductsrailway-relatedsurveysandresearch,andorganizesinternationalculturalexchanges.TheEastJapanRailwayCultureFoundationbecameapublicinterestincorporatedfoundationonApril1,2010.
INVOLVEMENT WITH INTERNATIONAL COMMUNITIES
CooperationwithOverseasRailwayOperators
Inordertobettercooperateandexchangeinformationwith
railwayoperatorsworldwideunderawiderangeofthemes
thatincludetechnology,management,andtheenvironment,
JREastisaffiliatedwiththeUnionInternationaledesChemins
deFer(UIC),theInternationalAssociationofPublicTransport
(UITP),andtheCommunityofEuropeanRailwayand
InfrastructureCompanies(CER),andparticipatesinrelated
initiativesandconferences.Also,JREastViceChairman
YoshioIshidabecametheChairmanoftheUICinApril2009.
Further,JREastcontributesinternationallybyacceptingvisi-
torsandtraineesfromoverseas.Infiscal2010,JREast
welcomed478visitorsandtraineesfrom47countries.ChildrenplayingataStation Day Carefacilityontheroofofarailwaystationbuilding
044 EastJapanRailwayCompany
As a Corporate Citizen
Compliance
JR East established the Legal Compliance and Corporate Ethics Guidelines (the Guidelines) as corporate conduct guidelines in 2005. Further, JR East has taken compliance-related measures including the establishment of compliance consultation desks inside and outside the Company as contact points for whistle-blowers. Also, the JR East Group is making a concerted effort to further promote compliance-based business management. As part of that effort, in 2009, JR East educated all Group employees in order to raise compliance awareness and conducted a comprehensive check of the legal compliance of overall operations.
COMPLIANCE-RELATED MEASURES
EstablishmentandRevisionofComplianceActionPlan
AimingtoheightentheeffectivenessoftheGuidelinesit
establishedin2005,JREastprepareditsfirstCompliance
ActionPlan,summarizingdesirableconductforallJREast
Groupemployees,anddistributedittoallemployees.
Subsequently,in2009,JREastpreparedanddistributeda
revisedComplianceActionPlan,whichdealtwithawareness
oflegalissuesandthecheckingofreportcontent.
ComprehensiveCheckofLegalMattersandContinuous
ReviewofOverallOperations
JREastcomprehensivelycheckedthelegalcomplianceof
theoveralloperationsoftheGroup,includingGroupcompa-
nies.Usingthosechecksasastartingpoint,JREast
continuouslyreviewsandrevisesoveralloperationsinlightof
statutorylawsandregulations,in-houserules,andsocial
norms.Goingforward,JREastwillscrutinizecheckitems
whilecontinuingtocheck,review,andreviseoperations.
StrengtheningofComplianceEducation
AlthoughJREasthasconductedcomplianceeducationcon-
tinuously,itissteppingupthoseefforts.Specifically,witha
viewtoraisingcomplianceawareness,JREasteducatedall
GroupemployeesbasedontherevisedComplianceAction
Planin2009.From2010,JREastwillcontinueeducationthat
directlyreflectsconditionsineachworkplace.
Inaddition,in2010,JREastwillconductacompliance
questionnairetargetingitsemployeesandworktoraise
employees’complianceawareness.
Complianceactionplanhandbook
045AnnualReport2010
As a Corporate Citizen
BoardofDirectorsandCorporateAuditors
Executive Directors
Yoichi MinamiRailwayOperationsHeadquarters;MarketingDepartment,RailwayOperationsHeadquarters;CustomerServiceQualityReformationDepartment,RailwayOperationsHeadquarters
Toru OwadaCorporatePlanningHeadquarters;Inquiry&AuditDepartment;FinanceDepartment
Yuji FukasawaPublicRelationsDepartment;PersonnelDepartment;Health&WelfareDepartment;LegalDepartment;GeneralAffairsDepartment
Yasuo HayashiRailwayOperationsHeadquarters;TechnologyPlanningDepartment,CorporatePlanningHeadquarters;ShinanogawaPowerStationImprovementDepartment,RailwayOperationsHeadquarters;ConstructionDepartment;Research&DevelopmentCenterofJREastGroup
Shigeru TanabeTokyoBranchOffice
Shinichiro KamadaLife-styleBusinessDevelopmentHeadquarters
Yoshitaka TauraIT&SuicaBusinessDevelopmentHeadquarters
Naomichi YagishitaRailwayOperationsHeadquarters;FacilitiesDepartment,RailwayOperationsHeadquarters;Electrical&SignalNetworkSystemDepartment,RailwayOperationsHeadquarters
Naoto MiyashitaRailwayOperationsHeadquarters;TransportSafetyDepartment,RailwayOperationsHeadquar-ters;Transport&RollingStockDepartment,RailwayOperationsHeadquarters
Directors
Yuji MorimotoPersonnelDepartment;JREastGeneralEducationCenter
Osamu KawanobeGeneralAffairsDepartment
Toshiro IchinoseManagementPlanningDepartment,CorporatePlanningHeadquarters
Masayuki SatomiSendaiBranchOffice
Kimio ShimizuLife-styleBusinessDevelopmentHeadquarters
Tsukasa HaraguchiMarketingDepartment,RailwayOperationsHeadquarters
Tadami TsuchiyaElectrical&SignalNetworkSystemDepartment,RailwayOperationsHeadquarters
Yasuyoshi UmeharaTokyoStation,TokyoBranchOffice
Takeshi Sasaki2
Tomokazu Hamaguchi2
Full-time Corporate Auditors
Toshiaki Omori3
Jiro Bando3
Corporate Auditors
Kiyomi Harayama
Toshiaki Yamaguchi3 (CertifiedPublicAccountant)
Mutsuo Nitta3 (Attorney)
Mutsutake OtsukaChairman
Yoshio IshidaViceChairmanTechnologyandOverseasRelatedAffairs
Satoshi Seino1
PresidentandCEO
Tetsuro Tomita1
ExecutiveVicePresidentCorporatePlanningHeadquarters
Masaki Ogata1
ExecutiveVicePresidentIT,ServiceQualityandOverseasRelatedAffairs
Yoshiaki Arai1ExecutiveVicePresidentLife-styleBusinessDevelopmentHeadquarters
1Representativedirector2Outsidecorporatedirector3Outsidecorporateauditor
Tsugio Sekiji1ExecutiveVicePresidentRailwayOperationsHeadquarters
AsofJuly2010
046 EastJapanRailwayCompany
JR EAST’S BASIC CORPORATE GOVERNANCE PHILOSOPHY
Tocontinuetobeacompanytrustedbyitsshareholders
andallothergroupsofstakeholders,JREasthasmadethe
strengtheningofitscorporategovernanceatop-priority
managementtask.
Specifically,withaviewtoaugmentingthesoundness
andtransparencyofmanagement,JREastiscreatingappro-
priatesystemsformanagementdecisionmaking,operational
executionandauditing,Groupmanagement,information
disclosure,andotherimportantmatterswhilealsoimple-
mentingthevariousmeasuresrequiredinconnectionwith
thosesystems.
BecauseofthespecialcharacteristicsofJREast’smain-
stayrailwaytransportationoperations,JREastemphasizes
themakingofmanagementdecisionsbasedonalong-term
perspective.Accordingly,JREastbelievesthemostappropri-
atecourseistoenhancecorporategovernancebasedonits
currentauditorsystemofgovernance.
CURRENT STATUS OF CORPORATE
GOVERNANCE SYSTEMS
ReasonforAdoptingCurrentCorporateGovernanceSystem
Railwayoperations,JREast’sprincipalbusiness,require
judgmentsthatarebasedonarangeofknowledgeand
experienceaboutsafetyandotherareasaswellasdecision
makingthatreflectslong-termperspectives.Accordingly,
decisionsonimportantmanagementmattersarereached
throughconsultationamongmultipledirectors.Further,JR
Eastadoptsasysteminwhichcorporateauditorsthatare
independentfromtheBoardofDirectorsandhavetermsof
serviceoffouryearsconductaudits.
OverviewofCorporateGovernanceUnits
JREast’sBoardofDirectorscomprised26directors,including
2outsidecorporatedirectorsasofJune23,2010.Meeting
onceamonthinprinciple,theBoardofDirectorsdecideson
keyoperationalissuesrelatingtostatutoryrequirementsand
othermattersandsupervisesoveralloperations.Createdby
theBoardofDirectors,theExecutiveCommitteeincludesall
directorswithexecutivefunctions.Meetingonceaweekin
principle,theExecutiveCommitteedeliberatesonmattersto
bedecidedbytheBoardofDirectorsandotherimportant
managementissues.Inaddition,theGroupStrategy
FormulationCommittee,whichmainlyconsistsofdirectors
withexecutivefunctions,convenesasrequiredandconsiders
managementstrategyforrespectiveoperationalareasand
othersignificantGroupissueswithaviewtodevelopingthe
JREastGroupasawhole.
TheBoardofCorporateAuditorscomprises5corporate
auditors,including2full-timeand3part-timecorporateaudi-
torsofwhom4areoutsideauditors.Inaccordancewith
guidelinesestablishedbytheBoardofCorporateAuditors,
thecorporateauditorssupervisethedirectors’implementa-
tionofoperationsbyattendingmeetingsoftheBoardof
Directors,theExecutiveCommittee,andothercommitteesas
wellasbymakinginquiriesregardingJREast’soperations
andassets.
East Japan Railway Company (As of June 23, 2010)
Collaboration and cooperation to ensure the efficient performance of business activities
Subsidiaries
President
Executive CommitteeConsists of all directors with executive functionsDeliberates on resolutions to be submitted to
the Board of Directors and major management issues
Board of Corporate AuditorsConsists of 2 full-time and 3 part-time
corporate auditors (of whom 4 are outside auditors)Audits the activities of the Board of Directors,
company operations, and assets
Board of DirectorsConsists of 26 directors (of whom 2 are outside directors)
Decides and oversees major business activities
General Meeting of Shareholders
Independent AuditorKPMG AZSA & Co.
Performs independent audits in and at the end of each fiscal year
Head Office Departments,Branches, and Operational Bodies
Inquiry & Audit Department (Head Office)
and Inquiry & Audit Divisions (branches)
Performs oversight functions to ensure that business
activities are conducted in compliance with applicable
laws and regulations
Group Strategy Formulation Committee
Consists of directors with executive functions
and others Deliberates on major issues affecting the
entire Group
As a Corporate Citizen
CorporateGovernance
047AnnualReport2010
OverviewofInternalControlSystems
JREast’sbasicpolicyregardinginternalcontrolsystemsand
itsprogresstowardenhancingsuchsystemsareasfollows.
1)Systemsforensuringthatcorporateofficersandemploy-
eesperformtheirdutiesinaccordwithrelevantlawsand
regulationsaswellaswiththearticlesofincorporation
a.JREastanditsconsolidatedsubsidiaries(hereinafter
“Groupcompanies”)havedraftedtheLegalCompliance
andCorporateEthicsGuidelines,whichservesascorpo-
rateactionguidelinesfortheJREastGroup,and
distributedhandbooksthatexplaincodeofconductstan-
dardsinconcretetermstoeachcorporateofficerand
employeeinordertopromotelegalcomplianceandhigh
corporateethicalstandards.
b.JREast’sLegalDepartmentandGeneralAffairsDepartment
togetherhandleoverallcontroloverhorizontallyintegrated
compliancemattersthroughouttheCompany.
c.Aunithasbeenestablishedtoprovidecompliance-related
adviceandreceivewhistle-blowerreportsandother
reportsrelatedtocomplianceissues.
d.Asupervisionsystemhasbeenestablishedinrelationto
theexecutionofinternalauditstoensuretheappropriate-
nessandefficiencyofoperationalexecution.
2)Systemsforpreservingandadministeringinformation
relatedtotheperformanceofdirectors
Documentsrelatedtodirectors’performanceoftheirduties
areappropriatelypreservedandadministeredinaccordance
withrelevantlawsandinternalregulations.Directorsand
auditorscanviewthesedocumentswhenevernecessary.
3)Riskmanagementrulesandsystems
a.JREasthasestablishedtheTransportationOperations
Center,whichoperates24hoursaday,withthetaskof
ensuringrapidandappropriateresponsesintheeventof
anaccidentordisasteraffectingrailwayoperations.JR
Easthasalsoestablishedspecializedinternalcommittees
focusedonmaintainingsafetyandimprovingreliability.
b.AllJREastdepartmentsundertakeriskmanagementto
managetherisksofsignificantadverseinfluencesoncor-
porateoperationsduetosuchincidentsasexternal
criminaloffensesorinternalscandalsandlegalviolations.
Inaddition,JREasthasestablishedriskmanagementunits
aswellasimplementedcrisismanagementrelatedinternal
regulations.Intheeventofamajorproblem,JREast’scri-
sismanagementsystemcallsfortopmanagementto
participateintheimmediateestablishmentofapreliminary
taskforcethatrapidlyundertakessuchactionsasneces-
sarytogathertherelevantinformationandimplement
countermeasures.
4)Systemsforpromotingtheefficientperformanceofdirectors
a.Internalregulationshavebeenestablishedthatallocate
authoritybyclearlydefiningtheauthorityandrolesofeach
organizationalunittopromoteefficiencythroughoutJR
East’soperations.
b.Actionprogramshavebeenestablishedforeachorganiza-
tionalunittoincreasethetransparencyoftheimplemen-
tationofJR East 2020 Vision—idomu—whicharticulates
commongoalsfortheentireJREastGroup,andtopromote
theefficientimplementationofmeasurestorealizethe
vision’sobjectives.Progressinactionprogramimplemen-
tationisperiodicallyevaluatedasameansofpromoting
theefficientimplementationofstrategicmeasures.
5)Systemsforpromotingoperationalproprietythroughout
theJREastGroup
a.TheGroupcompanieshavedraftedtheLegalCompliance
andCorporateEthicsGuidelines,whichservesascorpo-
rateactionguidelineswithregardtolegalcomplianceand
corporateethics,anddistributedhandbooksthatexplain
codeofconductstandardsinconcretetermstoeachcor-
porateofficerandemployee.Inaddition,anexternal
complianceconsultationandreportingunithasbeen
establishedtoservetheentireJREastGroup.
b.TheGroupcompanieshaveestablishedriskmanagement
unitsaswellasregulationsandotherprovisionsrelatedto
riskmanagement.Intheeventofaproblem,theseregula-
tionscallfortheimmediateestablishmentofapreliminary
taskforcethatrapidlytakessuchactionsasnecessaryto
gatherrelevantinformation,reportsuchinformationtothe
parentcompanywhenappropriate,andimplement
countermeasures.
c.JREastparticipatesinthemanagementofGroupcompanies
bydispatchingdirectorstothosecompaniesandbyother
meanstopromoteoperationalproprietythroughouttheJR
EastGroup.Inaddition,JREast’sInquiry&AuditDepartment
performsauditsofGroupcompaniesatregularintervals.
6)Itemsrelatedtoemployeeswhoassistcorporateauditors
intheperformanceoftheirduties
SpecializedstaffareassignedtotheCorporateAuditors
Officetoassistcorporateauditorsintheperformanceof
theirdutiesinordertoincreasetheefficiencyofauditsand
enableauditstobeperformedsmoothly.
048 EastJapanRailwayCompany
7)Independencefromdirectorsofemployeeswhoassist
corporateauditorsintheperformanceoftheirduties
ThestaffoftheCorporateAuditorsOfficearetoonlyfollow
instructionsfromthecorporateauditorsandarenotsubject
toordersfromdirectorsorotheremployees.
8)Systemsforenablingdirectorsandemployeestoreport
tocorporateauditorsandothersystemsforreportingto
corporateauditors
ForitemsthattheBoardofDirectors’regulationsstipulate
aretobedecidedbytheBoard,deliberationstandards
havebeenestablished,andthesestandardsprovidefor
appropriatedeliberationstobeconductedatBoardmeet-
ings.Further,thecontentofimportantitemsotherthan
thosethattheregulationsstipulatearetobedecidedby
theBoardmayalsobeconfirmedbycorporateauditors
atmeetingsoftheBoardandoftheExecutiveCommittee.
9)Othersystemsforpromotingtheeffectiveperformanceof
corporateauditors’audits
Thecorporateauditorsholdmeetingsatregularintervals
withthepresidentandtheindependentauditorto
exchangeinformationandopinions.
BasicInternalControlPolicyforFinancialReports
TheCompany’sbasicinternalcontrolpolicyforfinancial
reportsisasfollows.
1)TheCompanywillestablishandoperatesystemsrequired
toensuretheappropriatenessofdocumentsrelatingtothe
financialstatementsandotherinformation.
2)Regardingtheestablishmentandoperationofthesystems
indicatedinthepreviousitem,theCompanywilladhereto
generallyacceptedstandardsfortheevaluationofinternal
controlsinrelationtofinancialreportsandevaluateinternal
controlseachfiscalyear.
CURRENT STATE OF RISK MANAGEMENT SYSTEMS
JREasthasestablishedtheTransportationOperations
Center,whichoperates24hoursadayandhasthetaskof
ensuringrapidandappropriateresponsesintheeventofan
accidentordisasteraffectingrailwayoperations.JREasthas
alsoestablishedspecializedinternalcommitteesfocusedon
maintainingsafetyandonimprovingreliability.
Withregardtotheriskofasignificantadverseinfluence
oncorporateoperationsduetosuchincidentsasexternal
offensesorinternalscandalsandlegalviolationsintheGroup
companies,allJREastdepartmentsundertakeriskmanage-
mentactivities.Inaddition,JREasthasestablishedtheCrisis
ManagementHeadquartersaswellasimplementedcrisis
managementrelatedinternalregulations.Intheeventofa
problem,JREast’scrisismanagementsystemcallsfortop
managementtoparticipateintheimmediateestablishmentof
apreliminarytaskforcethatrapidlyundertakessuchactions
asthosetogathertherelevantinformationandimplement
countermeasures.
OVERVIEW OF LIMITED LIABILITY AGREEMENTS
Pursuanttoarticle427,paragraph1oftheCompanyLaw,
JREastconcludesagreementslimitingliabilityasstatedin
article423,paragraph1oftheCompanyLawwithoutside
directorsandoutsidecorporateauditorsasofJune23,2010.
Theliabilitylimitamountbasedonthesaidagreementsis
pursuanttotheCompanyLaw.
CurrentStateofInternalAudits,CorporateAudits,and
AccountingAudits(SystemsforInternalAudits,Corporate
Audits,andAccountingAudits)
Regardinginternalaudits,JREasthasestablishedaninternal
auditingsysteminvolvingapproximately100full-timeemploy-
eesintheInquiry&AuditDepartmentatHeadOfficeand
Inquiry&Auditdivisionsatbranchoffices,andtogetherthey
worktoensurethatcorporateoperationsareexecutedlaw-
fullyandefficiently.Internalauditsareimplementedbasedon
planspreparedatthebeginningofeachfiscalyear,requests
aremadeforthesubmissionofprogressupdatesforitems
requiringimprovement,andtheauditresultsarereportedto
representativedirectorsattheendofeachfiscalyearandat
othertimesdeemednecessary.Inaddition,theInquiry&
AuditDepartmentauditsGroupcompanies.
Regardingcorporateaudits,corporateauditorsexchange
informationatmonthlymeetingsoftheBoardofCorporate
Auditors,andtheyalsoexchangeauditinginformationwith
corporateauditorsofGroupcompaniesatliaisonmeetings
heldatregularintervals.Theauditsofcorporateauditorsare
supportedbyapproximately10specializedstaff.Thesystem
fortheoversightoftheimplementationofoperationsbydirec-
tors,carriedoutinaccordancewiththerulesestablishedby
theBoardofCorporateAuditors,centersonfull-timecorpo-
rateauditorswhoattendmeetingsoftheBoardofDirectors,
theExecutiveCommittee,andotherimportantin-house
meetingsaswellasinvestigatefinancialsituationsandother
items.Further,corporateauditorToshiakiYamaguchiisacer-
As a Corporate Citizen
CorporateGovernance
049AnnualReport2010
tifiedpublicaccountantandhasextensiveexpertisewith
regardtofinanceandaccounting.
Regardingaccountingaudits,theconsolidatedaccounts
ofJREastareauditedundercontractbyanindependent
auditor(accountingauditor),KPMGAZSA&Co.,inandatthe
endofeachfiscalyear.Thefollowingisabreakdownofthe
certifiedpublicaccountants(CPAs)whoconductedaccount-
ingauditsinthefiscalyearunderreviewaswellastheir
auditingassistants.
•Designatedcertifiedpublicaccountants:
MasanoriSato,TeruhikoTanaka,andMamoruTakamura
•Breakdownofauditingassistants:
certifiedpublicaccountants 16
other 24
JREastfacilitatescoordinationandinformationsharing
topromoteefficientandeffectiveauditing.Forexample,
full-timecorporateauditorsandthedirectorresponsible
forinternalauditingunitsholdmonthlyliaisonmeetings,
andfull-timecorporateauditorsreceiveregularupdates
onauditimplementationfromtheaccountingauditor5
timesayearandatanyothertimedeemednecessary.
OutsideDirectorsandOutsideCorporateAuditors
JREasthastwooutsidedirectors.Also,JREasthasfour
outsidecorporateauditors.
Outsidedirectorsandoutsidecorporateauditorsdonot
haveanybusinessrelationshipwithJREast.
JREastelectsoutsidedirectorsinordertotakeadvantage
ofextensiveknowledgeandexperiencegarneredoutsideJR
Eastinitsmanagementandwithaviewtostrengtheningcor-
porategovernancesystemsthroughoversightofbusiness
managementfromindependentstandpoints.
JREastelectsoutsidecorporateauditorsinorderto
takeadvantageofextensiveknowledgeandexperiencegar-
neredoutsideJREastinauditoperationsandwithaviewto
strengtheningcorporategovernancesystemsthroughaudit-
ingofdirectors’implementationofdutiesfromindependent
standpoints.
Inaddition,becauseJREast’soutsidedirectorsand
outsidecorporateauditorsdonotoriginatefromprincipal
businesspartnersofJREast,JREastisoftheviewthatthey
aresufficientlyindependentandthatthereisnoconcernover
possibleconflictofinterestswithgeneralshareholders.
Furthermore,twoofJREast’soutsidecorporateauditors
performdutiesasfull-timecorporateauditors.Coordination
betweenoutsidecorporateauditorsandauditdivisionsand
departmentsisasstatedin“CurrentStateofInternalAudits,
CorporateAudits,andAccountingAudits(Systemsfor
InternalAudits,CorporateAudits,andAccountingAudits).”
COMPENSATION OF DIRECTORS AND
CORPORATE AUDITORS
JREast’sTotalRemunerationofDirectorsandCorporate
AuditorsbyClassification,TotalRemunerationbyType,and
NumberofDirectorsandCorporateAuditorsReceiving
Remuneration
TotalAmountofRemune-rationbyType(¥Million)
Position
TotalamountofRemuneration
(¥Million)
Basic
Remuneration
Bonuses
NumberofRecipients
Directors(notincludingoutsidedirectors)
861 728 133 26
Corporateauditors(notincludingoutsidecorporateauditors)
10
8
2
1
Outsidedirectorsandoutsidecorporateauditors
125 100 25 8
Total 996 836 160 35
1.Theamountofremuneration,etc.includestheamountpaidtothreedirectorsandtwocorporateauditorsretiredattheconclusionofthe22ndOrdinaryGeneralMeetingofShareholdersheldonJune23,2009.
2.TheCompany’sretirementbenefitschemefordirectorsandcorporateauditorswasabolishedattheconclusionofthe17thOrdinaryGeneralMeetingofShareholdersheldonJune23,2004.Itwasapprovedatthemeetingthatvestedretirementbenefitswouldbepaidouttoeachdirectororcorporateauditorwhowasreappointedorwasinthemiddleofhisorhertermofofficeatsuchmeeting,basedontheCompany’sregulations.Inaccordancewithsuchapproval,retirementbenefitsintheamountof¥45millionwerepaidtotwodirectors(notincludingoutsidedirectors)whoretiredduringthisfiscalyearandretirementbenefitsintheamountof¥11millionwerepaidtotwooutsidedirectorsandoutsidecorporateauditorswhoretiredduringthisfiscalyearinadditiontotheaboveremuneration.
TOTAL CONSOLIDATED REMUNERATION OF
JR EAST’S DIRECTORS
Notincludedbecausenoindividualreceivestotalconsoli-
datedremunerationof¥100millionormore.
PolicyRegardingtheDeterminationoftheAmountand
CalculationMethodofRemunerationofDirectorsand
CorporateAuditors
JREastremuneratesdirectorsandcorporateauditorswithin
thescopeoftheremunerationsystemapprovedbythe
OrdinaryGeneralMeetingofShareholdersandinlightof
evaluationofperformanceofroutinedutiesandconsideration
ofpositionandworkrecord.Further,JREastpaysbonuses
todirectorsandcorporateauditorsinlightofconsideration
ofitsbusinessresults,cashdividendspaidtoshareholders,
andtheperformancesofrespectivedirectorsand
corporateauditors.
050 EastJapanRailwayCompany
OVERVIEW OF SHAREHOLDINGS
a.Investmentsharesheldforpurposesotherthanpure
investment
Numberofissues: 60issues
Totalrecognizedonbalancesheet:¥109,998million
b.Investmentsharesheldforpurposesotherthanpure
investmentforwhichtheamountrecognizedonthebal-
ancesheetforthefiscalyearunderreviewwasmorethan
onehundredthofcommonstock
As a Corporate Citizen
CorporateGovernance
Issue
NumberofShares
BalanceSheetAmount(¥million)
PurposesofOwnership
MizuhoFinancialGroup,Inc. 62,615,000 11,584 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
MitsubishiElectricCorporation 9,650,000 8,289 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
MitsubishiUFJFinancialGroup,Inc. 15,810,540 7,747 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
SumitomoMitsuiFinancialGroup,Inc. 1,723,100 5,324 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
NipponDensetsuKogyoCo.,Ltd. 6,791,000 4,971 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
NipponSteelCorporation 12,662,000 4,647 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
JFEHoldings,Inc. 1,208,900 4,552 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
MitsubishiHeavyIndustries,Ltd. 11,585,000 4,483 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
TokioMarineHoldings,Inc. 1,597,500 4,206 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
KawasakiHeavyIndustries,Ltd. 15,344,000 3,959 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
MitsuiSumitomoInsuranceGroupHoldings,Inc. 1,488,042 3,861 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
MitsubishiEstateCo.,Ltd. 2,415,000 3,695 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
NIPPONOILCORPORATION 6,283,000 2,959 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
TOKYOGASCo.,Ltd. 7,142,000 2,943 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
TheTokyoElectricPowerCompany,Incorporated 1,160,500 2,892 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
TheBankofYokohama,Ltd. 6,047,000 2,770 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
TohokuElectricPowerCo.,Inc. 1,265,200 2,500 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
Hitachi,Ltd. 6,535,000 2,281 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
ElectricPowerDevelopmentCo.,Ltd. 723,000 2,227 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
AllNipponAirwaysCo.,Ltd. 8,098,000 2,162 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
MitsuiFudosanCo.,Ltd. 1,336,000 2,120 Tomaintainandstrengthenastablebusinessrelationshipandaclosecooperativerelationship
1.MitsuiSumitomoInsuranceGroupHoldings,Inc.,undertookmanagementintegrationwithAioiInsuranceCo.,Ltd.,andNissayDowaGeneralInsuranceCo.,Ltd.,onApril1,2010,andestablishedMS&ADInsuranceGroupHoldings,Inc.
2.NIPPONOILCORPORATIONestablishedwithNIPPONMININGHOLDINGS,INC.,theholdingcompanyJXHoldings,Inc.,throughajointtransferofsharesonApril1,2010,andbecameawhollyownedsubsidiaryofthesaidholdingcompany.
051AnnualReport2010
NUMBER OF DIRECTORS
JREast’sarticlesofincorporationstipulatethatthenumberof
JREast’sdirectorsshallbe30orless.
CONDITIONS FOR DETERMINING THE SELECTION
OF DIRECTORS
TheconditionsstipulatedbyJREast’sarticlesofincorpora-
tionforresolutionsareaquorumofshareholderswith
one-thirdormorevotingrightsandtheapprovaloftheresolu-
tionbyshareholderswithmorethanhalfofthosevotingrights.
RESOLUTIONS TO BE DECIDED BY THE GENERAL
SHAREHOLDERS’ MEETING THAT MAY BE DECIDED
BY THE BOARD OF DIRECTORS
AcquisitionofTreasuryStock
Inaccordancewitharticle165,item2,oftheCompanyLaw,
JREast’sarticlesofincorporationprovidefortheacquisition
oftreasurystockthroughmarkettransactionsandother
meansbasedonaresolutionoftheBoardofDirectors.This
isdesignedtoenabletheexecutionofflexiblecapitalpolicies
thatrespondtocurrentandfuturechangesintheoperating
environment.
InterimDividends
JREast’sarticlesofincorporationstipulatethatinterim
dividendsbasedonarticle454,item5,oftheCompanyLaw
maybepaidtoshareholdersthatareregisteredorrecorded
orregisteredpledgesasoftheendofSeptember30ofeach
year.Thisisdesignedtoenabletheflexibleexecutionofmea-
surestodistributeprofittoshareholders.
CONDITIONS FOR SPECIAL RESOLUTIONS OF THE
GENERAL SHAREHOLDERS’ MEETING
Theconditionsstipulatedforresolutionsbasedonarticle309,
item2,oftheCompanyLawareaquorumofshareholders
withone-thirdormorevotingrightsandtheapprovalofthe
resolutionbyshareholderswithtwo-thirdsormoreofthose
votingrights.Theseconditionsaredesignedtopromote
thesmoothandefficientfunctioningofthegeneralshare-
holders’meetings.
OTHER
Withregardtoinformationdisclosure,JREastisproactively
engagedinpublicrelationsandinvestorrelationsprograms.
Bymakinguseofitswebsiteandothermedia,JREastis
strivingtoincreasethevolumeofinformationdisclosed,
ensurethatinformationdisclosureistimely,andotherwise
improveitsinformationdisclosure.
COMPENSATION OF CERTIFIED PUBLIC ACCOUNTANTS
THAT CONDUCT ACCOUNTING AUDITSMillionsofYen
PreviousFiscalYear
FilingCompany(JREast)
ConsolidatedSubsidiaries
Total
Compensationforauditingandattestation
¥260 ¥437 ¥697
Compensationfornon-auditing 5 8 13Fiscalyearunderreview Compensationforauditingandattestation
¥255 ¥428 ¥683
Compensationfornon-auditing 4 5 9
OTHER IMPORTANT COMPENSATION DETAILS
Noapplicableitems.
DETAILS OF NON-AUDITING SERVICES FOR JR EAST
PROVIDED BY CERTIFIED PUBLIC ACCOUNTANTS THAT
CONDUCT ACCOUNTING AUDITS
Non-auditingservicesforwhichJREastpayscompensation
tocertifiedpublicaccountantsthatconductaccountingaudits
areagreedproceduresandthepreparationofcomfortletters.
POLICY FOR DECIDING AUDITOR COMPENSATION
Noapplicableitems.
052 EastJapanRailwayCompany
TechnologyPlanningDept.
As a Corporate Citizen
Organization
GeneralMeetingofShareholders
AsofJuly2010
ManagementPlanningDept.
InformationSystemsPlanningDept.
InvestmentPlanningDept.
StationDevelopmentPlanningDept.
Inquiry&AuditDept.
CorporatePlanningHeadquarters
InternationalDept.
BoardofDirectors
Chairman
BoardofCorporateAuditors
CorporateAuditorsOffice
President
EnergyManagementCenter
RailwayOperationsHeadquarters
Life-styleBusinessDevelopmentHeadquarters
IT&SuicaBusinessDevelopmentHeadquarters
ConstructionDept.
PublicRelationsDept.
FinanceDept.
PersonnelDept.
Health&WelfareDept.
LegalDept.
GeneralAffairsDept.
Research&DevelopmentCenterofJREastGroup
OverseasOffices(NewYork,Paris)
JREastGeneralEducationCenter
JRTokyoGeneralHospital
TokyoBranchOffice
YokohamaBranchOffice
HachiojiBranchOffice
OmiyaBranchOffice
TakasakiBranchOffice
MitoBranchOffice
ChibaBranchOffice
YamagataBranch
FukushimaBranch
AomoriBranch
AkitaBranchOffice
NiitsuRollingStockPlant
NaganoBranchOffice
ShinkansenTransportDept.
JoshinetsuConstructionOffice
TokyoElectricalConstruction&SystemIntegrationOffice
TohokuConstructionOffice
TokyoConstructionOffice
NiigataBranchOffice
MoriokaBranchOffice
SendaiBranchOffice
TransportSafetyDept.
CustomerServiceQualityReformationDept.
Transport&RollingStockDept.
FacilitiesDept.
Electrical&SignalNetworkSystemDept.
MarketingDept.
JREastHealthPromotionCenter
ShinanogawaPowerStationImprovementDept.
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