Introduction
This morning, while drinking black coffee, I was talking about how JR East had significantly revised its fares when a colleague said to me, "But lately, JR East seems to be serious not only about stations but also about urban development and services."
In fact, when I inquired further, I learned that the development area around Shinagawa would expand by "1.5 million square meters."
Changes in the commute route, and what you haveSuica CardThe future of this might actually influence our work styles. Let's take a look together.
background
While maintaining its foundation as a railway company, JR East is also focusing on "lifestyle solutions businesses."
Shinagawa"Greater Shinagawa Area"Large-scale development such as payment systems"Watermelon"Strategies are accelerating that go beyond simply expanding the transportation network, such as enhancing the functionality of transportation systems, to increase the overall value of the region.
Main theme
"The era has begun where railway companies become the operators of towns"—that's the theme of this discussion.
JR East is aiming to maximize convenience by centrally managing essential infrastructure around train stations and integrating data.
Specific facts
Point 1: The "experimental ground" strategy for the wider Shinagawa area.
Integrated development of the area from Hamamatsucho Station to Oimachi StationIt is currently being experimented with as a "model for a city where people can continue to live for 100 years," by locating entrepreneur support facilities, university campuses, and disaster response bases.
Point 2:watermelonThe "lifestyle platform" that we aim for
Plans include increasing the payment limit, introducing a deferred payment option, and linking with administrative services. In the future, it is expected to become a "comprehensive service window" where everything from taxi reservations to receiving government benefits can be completed with a single card.
Point 3: The front lines take center stage in organizational reform.
The vertically structured system inherited from the Japanese National Railways era has been abolished, and regional needs are now addressed through 36 business divisions.
A bold personnel reform is underway to strengthen "frontline decision-making authority," from ticket gate inspections at stations to schedule adjustments.
Summary
This information, which I read while sipping my morning coffee, might actually be a catalyst for changing the perspective on future social infrastructure development.
Raising train fares may not just be about improving profits, but rather a measure to manage social infrastructure that adapts to the times by adopting the idea that "railway companies are operators of the city," thus changing the way we live in our communities.
The topic of "the relationship between the community and businesses" will likely come up in today's meeting. See you later.
