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President and Chief Executive Officer Yoshihito Miyaike
This photo was taken at the Tobishima Junction of the Mei-Nikan Expressway before its opening.

A New Management Plan Challenge V (2021-2025)

Our Group's philosophy and role comprises “1.) prioritizing safety above all, as we work towards providing safe expressways for a comfortable journey 24 hours a day, 365 days a year; and 2.) contributing to the revitalization of local communities, to improving people's lives, to the growth of Japanese society and economy, and to global sustainable development by expanding the expressway network's effectiveness in order to create new value that will extend to the next generation.” Based on this philosophy, we are currently constructing new expressways measuring a total of 175 kilometers, we operate expressways measuring a total of 2,170 kilometers used by 1,720,000 vehicles per day, and we also manage 181 rest areas.
In April 2021, we newly formulated our "Management Plan Challenge V 2021-2025" in order to realize our philosophy, our role and our Group's social mission at an even higher level. Today, the Group's business environment is rapidly changing. In the wake of the spread of COVID-19 which has had a major impact on society and the economy, there is an urgent need to take measures in anticipation of changes that lie ahead. These measures include the use of rapidly advancing digital technologies; the introduction of new technologies and new services in order to cope with a new era in transportation systems; and environmental conservation focused on a "decarbonized society.”
In formulating a new management plan, and in order to accurately respond to changes in our business environment, we have taken into account the opinions of our mid-career and young employees who will lead the next generation, as well as the opinions of our Group's companies. We have reflected these opinions in our new management policy as points to be strengthened in the future, and we are incorporating them into measures in each of our business segments. These points include the "proactive introduction of new technologies and services," the "promotion of digitalization (DX)," "initiatives for a decoarbonized society," and "enhancing job satisfaction and human resource development.”

Improving Safety Through Constant Efforts

As a party that caused the Sasago Tunnel ceiling panel collapse, our company, with deep regret and a strong determination to never cause such an accident again, has set Management Policy 1, which is “deepening our constant efforts to improve safety,” at the top of our management policies in order to maintain a high level of "safety culture.”
"Safety” is at the core of our management, and by linking it to all of our management policies, our entire Group will work together to tackle the never-ending challenge of improving expressway safety.

Enhancing the Functions of Expressways and their Evolution

Based on Management Policy 2, which is "strengthening the functions of expressways and evolving them into spaces widely used by customers," we will work to strengthen and evolve the functions of expressways which are important social infrastructures that transport people and goods, and support people's lives and industries.
In order to enhance the functions of expressways, we will systematically promote initiatives such as: the maintenance of networks such as the Shin-Tomei Expressway; the maintenance of smart interchanges; measures against traffic congestion; measures against aging expressways through the Expressway Renewal Project; measures to reinforce earthquake resistance; and measures to strengthen our response to increasingly severe natural disasters such as heavy rains and heavy snowfalls.
In addition, we will work to further strengthen the functions of expressways by: 1.) turning provisional two-lane sections such as the Tokai-Hokuriku Expressway into four lanes, and turning the Shin-Tomei Expressway and Shin-Meishin Expressway into six lanes; and 2.) steadily improving environmental maintenance for parking spaces and intermediary logistics facilities in order to improve the efficiency of high-speed truck transportation which includes double trailer trucks.
Moreover, we will also develop expressways so that they can be used more extensively by: 1.) expanding and systematically renovating parking spaces at service areas to improve the comfort in and convenience of rest facilities; 2.) providing services appropriate to "new lifestyles" such as mobile ordering; and 3.) enhancing discount campaigns (drive plans) which are expected to promote inter-regional exchanges and revitalize local communities.

Creating New Value

In order to create new value with the future of our Group in mind, we will adapt to the rapid changes in our immediate environment and take on challenges based on Management Policy 3, which is "trying to create new value by adapting to environmental changes such as digitalization and decarbonization.”
Along with promoting DX such as: 1.) “i-MOVEMENT” which will create next-generation expressways through cutting-edge business operations; 2.) “i-Construction” which improves productivity at construction sites; and 3.) the construction of roadside-to-vehicle coordination facilities in order to achieve fully automated driving (Level 4) on expressways, we will actively develop innovative technologies and nurture highly specialized human resources to achieve all these.
Furthermore, by maintaining the expressway network and other business activities of the Group, we will make steady efforts to reduce CO2 emissions which will contribute to the curbing of global warming and to the realization of a "decarbonized society," as well as a sustainable society as envisioned by the Sustainable Development Goals (SDGs).

Strengthening our Management Base

In order to steadily develop our Group's business activities, we have set up Management Policy 4, which is "strengthening our management base to continue to meet our customers' and other stakeholders' expectations." With a greater sense of speed than ever before, we will strive to improve our employees' job satisfaction by promoting initiatives that contribute to improved productivity and reforms in working styles. These initiatives include nurturing employees who are highly sensitive to changes in our business environment and have strong on-site capabilities; making greater use of digital technologies such as remote work; and maintaining systems and work environments that enable diverse and flexible work styles, including telecommuting.
In addition, we will enhance our Group's competitiveness through efficient business operations. As a corporate group engaged in a highly public business, we will also work to further improve our compliance and further strengthen our governance.

Achieving the SDGs

The direction of the Sustainable Development Goals (SDGs), which were adopted by the United Nations in 2015 as common goals for the international community, is closely related to our Group's business activities. We will promote CSR and management policies in an integrated manner while emphasizing environmental, social and governance (ESG) initiatives. Through our expressway business and other Group business activities, we will contribute to the achievement of the SDGs by creating value for our stakeholders.
Since 2008, we have also supported the United Nations Global Compact (UNGC), a global initiative to achieve sustainable growth. As set forth by the UNGC, we will act as a good member of society in order to realize its ten principles in the four areas of human rights, labor, the environment, and anti-corruption.
The NEXCO Central Report 2021 presents the results of our Management Plan Challenge V and our constant efforts, including our SDG initiatives. We would appreciate it if you could read this report, and let us know what you think as we value your candid opinions.

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