Opening Remarks for JR KYUSHU IR DAY 2025（3,027 KB）

• Under the new management philosophy, this is revised as "JR Kyushu's human resource strategy to realize Our way."

  New

  
  
  

• While carrying forward the previous personnel strategy formulated in 2023, the revised strategy introduces new pillars aimed at fostering awareness of safety and customer-centricity, which are key elements of the mission outlined in the new corporate philosophy.

  Overview of the Human Resource Strategy

  • The strategy is built on the belief that enabling employees to work with a sense of purpose and enthusiasm, and supporting their growth through opportunities such as work and training, contributes directly to the Company's future. It consists of two basic policies and five pillars.

  • The Human Resource Strategy Committee, chaired by the president, deliberates on specific initiatives related to the personnel strategy. The content of these initiatives is evaluated through progress on HR-related KPIs and the results of employee attitude surveys.

    Specific KPI monitoring indicators

    Initiatives

    for human resource

    strategy employee awareness

    surveys

    Specific

    initiatives

    Report to the Board of Directors

    as appropriate

Human Resource Strategy Committee

• Newly established in FY2024 to develop personnel who will lead future management and to aim for the company's sustainable growth and enhanced value.

• Aims to cultivate "the next generation of executive leaders," directly aligned with the human

  resources strategy Program overview

  • Participants establish a personal leadership "core" through discussions with internal and external

    executives, reflection, and dialogue

  • Program includes collaboration with external experts and business schools, as well as fieldwork addressing real-world social issues

  • Participation by individuals from diverse backgrounds contributes to the promotion of diversity and inclusion

    Ongoing development framework

  • Participants propose transformation initiatives, and those who meet the required criteria may be assigned to management-track positions

    • If requirements are met, participants may be transferred to management-track roles

    • Ongoing monitoring by executives

• Establishment of a

  leadership "core"

• Sessions with executives

• Fieldwork on social issues

Multiple discussions with executives

• • Even after completing the program, participants are continuously monitored by executives and the Human Resource Strategy Committee, ensuring that the program is more than a one-time training effort

    ‌Foundations (2) Sound Corporate Management ｜ Framework for Strengthening

    Governance by Leveraging the Expertise of Outside Directors

• Recognizing the importance of having the Board of Directors oversee and supervise Group governance, we have introduced a new framework that leverages the experience and perspectives of outside directors.

  Dialogue Sessions on Group Governance

  • While respecting the independence of each Group

    company's management, the following initiatives are

    
    
    

    implemented:

  • The Board of Directors supervises and discusses the progress of Group governance enhancement measures.

  • A new dialogue session on Group governance, composed mainly of outside directors, has been established to incorporate external perspectives and further deepen group governance.

    
    
    

    Dialogue Sessions about Railway Safety

    • After providing outside directors with Safety Creation Center training and other programs, we hold sessions on safety, centered on outside directors.

    • Additional dialogue sessions are held on matters such as safety inspections and safety audit results, again mainly involving outside directors.

      
      
      

      ‌Foundations (2) Sound Corporate Management ｜ Framework for Strengthening Governance by Leveraging the Expertise of Outside Directors

      August

      2025

      Held dialogue sessions about railway safety

      After Safety Creation Center training, outside directors reviewed safety

      audit results and safety management initiatives, followed by a dialogue session

      October

      Safety Promotion Committee meetings

      Observed how safety-related committees operate

      November

      Dialogue Sessions related to safety at the JR

      Kyushu Group

      Building on the August discussions, expanded scope to Groupwide

      safety. Discussions held on safety initiatives not only in the railway business but also in related businesses

      December (planned)

      Dialogue Sessions on Group governance

      The JR Kyushu Group company-wide Safety Promotion Meeting

      
      
      

      dialogue session on railway safety

      Comments from outside directors at the August 5 dialogue sessions on railway safety

      [On safety in the Railway Business]

      • The Safety Creation Center training effectively instills the concept of making safety part of corporate culture and should continue.

      • When establishing rules, it is essential to keep them simple and easy to follow. When modifying rules, it is important to fully identify risks in advance and manage them thoroughly to maintain safe operations

        [On fostering a safety culture across the JR Kyushu Group]

      • The mindset of treating safety as part of corporate culture must be promoted continuously throughout the entire Group.

      • Safety culture must also be embedded in non-railway group companies-food safety, hotels, construction, etc.-as accidents can occur in these fields as well.

      • Companies acquired via M&A often have differing views on safety, so JR Kyushu's approach must be fully communicated.

      ‌Foundations (2) Sound Corporate Management ｜

      Review of the Whistleblower System

      
      
      

      Gathering Whistleblowers missing

      information

      JR Kyushu Group Corporate Ethics Hotline

      Certified social insurance and

      labor consultant

      Certified fraud examiners and other specialists

(3) Report

Supervising departments

Group company corporate ethics officers

(9) Response, additional investigation requests, etc.

(8) Progress reports, corrective action reports, etc.

(6) Various investigations and investigation reports

(7) Various consultations

JR Kyushu Legal Affairs Division, Administration Department

(1) Consultation

(4) Opinion/assessment preparation

• Investigation policy

• Investigation method, etc.

(5) Report + Opinion (in principle, by the next business day)

• To create a whistleblower system that employees can consult more easily and trust, we have located the internal whistleblowing desk, the JR Kyushu Group Corporate Ethics Hotline, at an external specialist firm.

  	Before transfer of whistleblowing channel	After transfer of whistleblowing channel
  Consultations (per month)	7.2	17.5

  ‌Foundations (3) Business Development in Harmony with the Environment ｜

  Environmental Vision

• Formulated an environmental vision aimed at solving environmental challenges by integratedly addressing resource circulation and biodiversity, in addition to climate change.

• We set clearly defined targets and constructed a concrete roadmap outlining the steps toward their achievement.

  
  
  

  ‌Foundations (3) Business Development in Harmony with the Environment: Specific Actions

• Promotion of existing initiatives and multifaceted advancement through demonstration tests of future technologies

  to reduce GHG emissions

• Balancing environmental impact reduction with economic efficiency by improving recycling rates and reducing processing costs

  Perovskite mock-up

• Disclosures about biodiversity and promotion of ecological restoration through industry-government-academia collaboration

  ペロブスカイトの モックアップ

  Climate Change: Realization of a Decarbonized Society

  • Achieve ZEB certification through renovations of existing buildings

  • Procurement of renewable energy via off-site PPA

  • Demonstration experiment of perovskite solar cells using Hakata

    Station platforms

    佐土原駅で の実証

    Demonstration at Sadowara Station

• Solar power generation utilizing decommissioned rails

  Resource Circulation: Realization of a Circular Economy

• Horizontal recycling of PET bottles (bottle-to-bottle recycling)

• Exploration of solar panel recycling business

  秋月の 風景

  Landscape of Akizuki

• • Disclosures based on recommendations

  • "Satoyama of Hope" co-creation project with Kyushu University, Akizuki, and JR Kyushu

    ‌Today's Contents

• Presentations from the heads of each business headquarter on the "Future Railway Project"

  and "Real Estate Strategy"

• Set up dialogue sessions with outside directors who have expertise in mobility services and city building

IR materials can be viewed on our corporate website: https://www.jrkyushu.co.jp/company/ir_eng/library/earnings/