TALKING HEADS
Masaki Ogata
iNTOUCH: What kind of damage did the line sustain? Ogata: We experienced some bent electrical [pylons], distorted track and collapsed roofs. But we didn’t suffer any severe damage like the highways in Kobe in 1995. We derived lessons from that [earthquake and] had already strengthened the shinkansen pillars. So the damage was very limited. iNTOUCH: What was learned from the derailment of a shinkansen in the 2004 earthquake in Niigata? Ogata: We installed more seismometers alongside the railway to detect earthquakes as early as possible, and we installed seismometers to detect primary [seismic] waves, so that before the severe secondary waves come, we can reduce the speed of the [shinkansen]. We also installed a special device underneath the body [of the shinkansen] and on the track to prevent trains derailing.
iNTOUCH: We’ve seen the launch of a number of budget airlines in Japan recently. How are they going to affect the shinkansen business, do you think? Ogata: Generally speaking, I think the effect of low-cost carriers on high-speed trains will be very limited. If a highspeed rail line links two cities [with a journey of] less than four hours, highspeed rail can win because planes need access time. iNTOUCH: Unlike some train networks in other countries, why are there no discounts for advance or round-trip shinkansen tickets, for example? Ogata: We provide good connectivity, with, for example, 15 high-speed trains an hour, so [passengers] don’t worry about frequency. So these factors cover the difference in charges and fares, even though [budget] airlines offer low fares. So far, we do not have any need to give passengers discounts.
iNTOUCH: Japan is renowned for its punctual trains. How difficult is it to manage such a system? Ogata: It is very difficult. It’s not just about the infrastructure, but also culture. For example, in Tokyo, the Chuo Line has 30 trains an hour and each train carries 3,000 people, who get on and off at each station. This [works because of] the culture, with very disciplined passengers and employees. For example, maintenance is very important for a punctual operation, and we have special professionals who check the rolling stock very diligently every day. iNTOUCH: The flipside to this highly punctual system is pressure on employees. Can this pressure lead to accidents, as we saw with the Amagasaki crash in 2005? Ogata: It depends on the company’s policy. In our company, we never denounce those who stop the train, because safety is the priority and comes first. o Member insights on Japan 31