As a Corporate Citizen · ˜e Four Pillars of 2013 Safety Vision 1 Creating a Culture of Safety 2...

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


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



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


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


EnvironmentalIssues

043AnnualReport2010


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



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


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


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


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.


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-


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.


OVERVIEW OF SHAREHOLDINGS

a.Investmentsharesheldforpurposesotherthanpure

investment

Numberofissues: 60issues

Totalrecognizedonbalancesheet:¥109,998million

b.Investmentsharesheldforpurposesotherthanpure

investmentforwhichtheamountrecognizedonthebal-

ancesheetforthefiscalyearunderreviewwasmorethan

onehundredthofcommonstock


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.


TechnologyPlanningDept.


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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