NEXCO EAST Group Medium-Term Management Plan (2011-2013) formulated
～In the three years up to FY2013, we aim to strengthen the management base and aim for stable management and further development～
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- NEXCO EAST Group Medium-Term Management Plan (2011-2013) formulated
October 27, 2011
East Nippon Expressway Co., Ltd.
NEXCO EAST (Chiyoda-ku, Tokyo) has formulated a three-year medium-term management plan up to FY2013.
In this plan, we have positioned the past three years as a "period for strengthening the management base, aiming for stable management and further development", and we will certainly implement the seven basic policies in order to create the "connecting" value that is our 2020 vision. I will do it.
NEXCO EAST Group Key points of the medium-term management plan (2011-2013)
1 Basic policy and points of action plan
Positioning the three years up to FY2013 as "a period for strengthening the management base, stable management, and further development" in order to create "connecting" value, which is the 2020 Vision,
Return on Management = Vision × Change × Governance × Operation formulated from the viewpoint of maximizing operations.
[Change]
■Basic policy 1: Strategic allocation of management resources
With the aim of achieving sustainable development and growth, we will aim to enhance business efficiency and efficiency through innovation, select growth areas, and strategically allocate management resources.
- Pursue the soundness and longevity of aging Expressway assets
- Promoting the development of missing links for the development of local communities (new opening extension: 160 km)
- Aggressive capital investment to make SA/PA more exciting
- Establish a management cycle based on a consolidated group execution plan
- Securing and training human resources that will lead to the development and strengthening of business management capabilities and field capabilities
■Basic policy 2: Large business domain
In order to diversify revenue sources, we will establish the foundation for Large the business domain.
- Develop business utilizing Expressway technology
- Promote surveys and studies to pursue the potential of new businesses
- Large opportunities for success and develop overseas business as a profitable business
[Governance]
■ Basic policy 3: Sophistication of group management, decentralization and decentralization of business management
With the aim of maximizing the Group's corporate value, we will strive to enhance group management and centralize and decentralize business management.
- 24 hours a day, 365 days a year as a group to continuously manage roads and further improve on-site capabilities
- Introduced a performance evaluation system that evaluates the performance targets of each department
- Review the organizational structure (introduction of headquarters system, etc.)
- Review the business areas of the group companies (areas in charge, business content, etc.)
■Basic policy 4: Promotion of management rooted in the community
In order to contribute to the vitalization of the local economy, the development of local communities, and the co-creation of new value, we will promote regional-based management centered on Regional Head Office from a regional perspective.
- Securing transportation even in the winter season and protecting local lives as the basic infrastructure of the region
- Collaboration with local communities through Expressway
- Promote maintenance of additional interchanges and SA/PA
- SA/PA develops detailed measures that are conscious of "connections" with the community and mind
- Build a business execution system for each Regional Head Office rooted in the region
[Operation]
■Basic policy 5: Pursuit of high quality and low cost by innovation mind
In every business area, we will work on technological development, environmental protection, human resource development, improvement of on-site capabilities, and optimization of procurement with an innovation mindset, enhance the comprehensive strength of the entire group, and pursue both high quality and low cost.
- Implemented winter traffic safety improvement and drastic countermeasures against traffic accidents in two-way sections
- Promote installation of additional lanes, measures against various traffic congestion, and enhancement of information provision equipment
- Redesigned SA/PA to improve convenience and comfort and provide various planning discounts
- Strengthen human resource development to improve skills and abilities, and challenge various innovations by themselves
- Creating a high-speed driving space for the future
■Basic policy 6: Steady maintenance by minimum LCC, longer life, preventive maintenance
In order to provide the best Expressway network with the smallest LCC, we promote steady network maintenance, efficient longevity and preventive maintenance.
- Reliable management of preventive repair planning, implementation, and evaluation using the latest inspection technology
- Considering life cycle costs, constructing a Expressway aimed at improving durability
- Establish a technical base for efficient longevity and preventive maintenance
■ Basic policy 7: Strengthening disaster countermeasures by utilizing the experience of the Great East Japan Earthquake
We will strengthen two-stage disaster countermeasures (disaster prevention and mitigation measures) assuming a huge earthquake (wide area disaster).
- Formulated a three-year program for strengthening disaster countermeasures (making SA/PA disaster prevention bases, etc.)
- Constructing a Expressway that is strong and reliable against natural disasters
2 Major financial plan
■Road management business
Fee income ¥530.8 billion (FY2011) ⇒ ¥619.8 billion (FY2013)
Road asset rent ¥360.5 billion (FY2011) ⇒ ¥421.5 billion (FY2013)
- (Germany) Formulated based on the agreement (concluded June 6, 2011) with the Japan Expressway Ownership and Debt Repayment Organization. In fiscal 2011, we will consider the decrease in toll revenue due to the Great East Japan Earthquake, free measures in the Tohoku region, and the accompanying subtraction of road asset rent.
■Road construction business
Road assets completed ¥570.3 billion (cumulative for 3 years)
New opening extension 160km (total for 3 years)
■Related business (service area business, overseas business, etc.)
Operating income (consolidated) 3.2 billion yen (fiscal 2011) ⇒ 3.5 billion yen (fiscal 2013)
[Reference Material]
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