NEXCO EAST Group “Long-term Vision 2025” and “Medium-term Management Plan (2014-2016)” formulated
～In the three years up to FY2016, we will steadily promote our business and lead to future leap～
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- NEXCO EAST Group “Long-term Vision 2025” and “Medium-term Management Plan (2014-2016)” formulated
May 29, 2014
East Nippon Expressway Co., Ltd.
NEXCO EAST (Chiyoda-ku, Tokyo) is looking forward to 20 years after privatization in 2025, the long-term vision 2025, and the three-year medium-term management plan (2016-28) Fiscal year)”.
In this plan, we will position the next three years as a "period to steadily promote our business and lead to future leap forwards," and will implement the plan based on four basic policies toward the realization of "Long-term Vision 2025." ..
Points of NEXCO EAST Group "Long-term Vision 2025" and "Medium-term Management Plan (2014-2016)"
1 Long-term vision 2025
Our ideal corporate image in 2025
- A company trusted by the people
~ Reliable
With the highest priority on safety and security, the company has become a model for infrastructure companies that pioneered efforts to realize a sustainable society, such as the reliable maintenance of aging Expressway. - Companies needed by customers
~ Required
We are constantly pursuing maximum satisfaction at the lowest cost, and providing customers with new value incorporating information and communication technology. - Companies that meet the expectations of local communities
~ Responsible
A strong relationship of trust with the local community has been established, and we continue to make various efforts to contribute to the local community by utilizing Expressway networks and assets, and to lead to coexistence and mutual prosperity with the local community. - A company recognized by the international community
~ Recognized
Utilizing our high technological capabilities, we have built up relationships of trust with overseas countries and know-how for conducting business overseas in order to meet the needs of the international community. - A company where employees feel rewarding
~ Rewarding
Creating a “connecting” value through business has established a corporate culture in which employees can be rewarded.
2 Basic policies of the medium-term management plan and points of action plans
We have set the “long-term vision 2025” that we want to achieve in 2025, 20 years after privatization, and the three years from 2014 to 2016 are “a period to steadily promote our business and lead to future leap” Positioning, we have formulated a plan based on the following four basic policies toward the realization of "Long-term Vision 2025".
Basic policy 1: Advance the sophistication of roads through technological innovation to realize safer, more secure, comfortable and convenient Expressway at the lowest cost.
- We will strive to earn the trust of our customers by providing safe and secure Expressway spaces 24 hours a day, 365 days a year
- We pursue high-quality services that offer comfort and convenience according to customer needs and usage styles.
- We will make full use of our management resources by making full use of our project management capabilities, while steadily strengthening functions for network maintenance and creating a more comfortable road space.
- Incorporating state-of-the-art technology, maintenance is easy to manage, easy to use even high quality and to whom a safer Expressway will create the space
- Promote technological development with the highest priority on safety
- We will deploy SAPA that can provide a comfortable time and space
Basic Policy 2: Aim to contribute to local communities through corporate activities and promote environmental conservation efforts
- We will fulfill our social mission and responsibility through the Expressway management business, such as supporting local life in the event of a snow or earthquake.
- Contributing to the local community through Expressway maintenance and consulting services
- Promote initiatives that contribute to the prevention of global warming, the formation of a recycling-based society, and the reduction of environmental impact
- We will develop detailed measures that can shape the "connection" with local communities and customers.
- Promote CSR management that contributes to all stakeholders
Basic Policy 3: From a global perspective, aim to strengthen the management base by Large business into new fields
- Strengthen technological marketing capabilities in anticipation of market Large
- Pursue the possibility of commercialization that will lead to future "leaps"
- Promote the construction of global networks, expand overseas business and Large opportunities for employees
Basic Policy 4: Build a corporate culture to achieve the desired group image
- As a group of Expressway professionals, the group will work as one to carry out constant road management to further enhance management capabilities for the future.
- Aiming for effective and efficient corporate activities, we will strive for continuous improvement of operations under the promotion of IT management.
- To contribute to improving the business performance of the company, we will secure and train human resources who will lead to the development and strengthening of business management capabilities and field capabilities.
- あらゆるステークホルダーのさらなる理解・共感につながる積極的な広報活動を行います
3 Major financial figures in the medium-term management plan
- Expressway business
Fee income: 698.6 billion yen (FY2014) ⇒ 742.6 billion yen (FY2016)
Road asset rent: 477.9 billion yen (2014) ⇒ 508.9 billion yen (2016)
Road assets completed: 600.9 billion yen (cumulative for 3 years)
New opening extension: 144km (cumulative for 3 years) - Related business (service area business, outsourcing, etc.)
Operating income (consolidated): 2.7 billion yen (2014) ⇒ 3.6 billion yen (2016)
Reference material
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