October 02, 2006 1st Anniversary Chairman Yano's Remarks Speeding Up in All Fields-Challenges for Second Year

Good morning, ladies and gentlemen. On the first anniversary of NEXCO Central Japan, I would like to say a few words.
The "One Year Anniversary Campaign" began in September, and commemorative events were held in various places, especially on the day before yesterday and on Saturday and Sunday yesterday, when the weather was bad. The maintenance and service centers and Central Japan Axis, construction offices, headquarters and Regional Head Office offices that worked on the holidays were really hard work. I would also like to thank those involved for their cooperation.
I think that the handmade event that gathered your wisdom was a good opportunity to deepen the understanding of many people on the road. I participated in only a small part. At Ebina SA in Tomei, we saw a lively event, where we looked at the company flag, which was raised for the first time alongside the national flag. I am delighted with the interchange that has been cleared by mowing, and on the Hokuriku Expressway, I walked through five SAs and PAs, including Nama Gozen SA and Ariiso Sea SA. I was able to hear your impressions.

Looking back, the half year since the company was established in October last year was the time when I started to run tentatively as a private company. On the other hand, Japan Expressway We proceeded with discussions on the agreement with the Holding and Debt Repayment Agency and each took place on April 1st. At the same time, the logo mark of NEXCO Central Japan has been decided, and a full-fledged departure as a private company has just passed half a year.
For the first three months since I took office, I wanted to know as much as possible about the actual situation of the company and have been committed to going to the field. Most of the major roads ran, and we visited road construction and maintenance, SA / PA, and disaster recovery. Although it still remains a little, I think that it was very useful to be able to talk about my thoughts and hear opinions directly by visiting most maintenance and service centers, construction offices, and research laboratories. .
From the next time after the first round, I would like to have more opportunities to hear your opinions.
We entered a lively disaster site in Nagano Prefecture due to the heavy rain in July, and at that time we saw our employees, as well as our affiliated companies and local companies being involved in recovery work with good teamwork. I realized the power of. It is the strength of the field, proved to be an emergency and emergency. I believe that this is a property that we can be proud of as the high level and strength of problem solving on the ground, backed by our technical capabilities and experience.

Today, I will talk about our future management policy. I'm going to take the lead in my work, so please give me your cooperation.
First, I would like to share my thoughts on what kind of company NEXCO Central Japan should be.
It is a “good company” and a “strong company”. A “good company” is a company that keeps its promises to society, contributes to society, is trusted, and is pleased. A good company is a company where employees and their families are proud and proud.
A “strong company” is a company that continues to be profitable. The biggest difference between the public corporation and the corporation is that there is no company in the red.
So I will talk about the point of view that should not be mistaken. This order of becoming a “strong company” if it is a “good company” is important. There are many examples in the world where the order is reversed and the company wants to become a “strong company”. Never imitate.
If you are at a loss, I would like you to think about making it a “good company” and judge your actions.
Our business is based on the high public interest of social infrastructure formation and has a major mission to the national economy and society. Moreover, as I mentioned earlier, it is a powerful company with strong on-site capabilities supported by technical capabilities. Therefore, I believe that if we are to be a “good company”, we have enough grounds to become a “strong company”.

In order to make it a “good company” and a “strong company”, we will continue to implement the “5 basic stances” that I mentioned when I assumed office. Everything is natural and common to the spirit of “Challenge”. Since the contents have already been explained, I will not repeat it in detail, but if I check it again-
One is to put customers first.
Second, collect public knowledge
The third is standing on site. I believe that the basics of management are on-site principles.
Fourth, we will continue to reform.
Fifth, keep your promise
--about it.
The basics of keeping promises are based on the basic spirit of complying with laws and regulations and never allowing fraud, and it is important to make positive contributions to society. Keep big and small promises. I think this is our starting point.

By the way, in the second year, I intend to implement each measure in all areas of the company, with a special emphasis on speeding up.
First, we will steadily implement “Challenge II” as a company-wide goal. Secondly, I would like you to work on "speeding up" the mission given to each department and organizational unit.
Third, I will give an example of what should be "speeded up" as a common issue.
One is safety measures. Recently, a major traffic accident occurred on Chuo Expressway, with some casualties. There are also accidents in ETC lanes. Safety is an eternal issue, but we need to address it in a constantly evolving way.
The second is the construction of a group management system.
The third is the integrated operation of the organization. Strengthen cooperation between the three business divisions, head office and front lines. And I think it is necessary to strengthen the integrated management of the organization as a company.
The fourth is the creation of a human resource development system.
The fifth point is the implementation of the various committee themes and projects that have been a challenge.
You need to "speed up" each of these themes. These are common to all departments in implementing these measures, but I would like to mention special considerations and material differences.
One is to execute the individual plan by turning the "PDCA" and enhance it. Needless to say again, PDCA means "Plan", "Do", "Check", and "Action". By continuing such a cycle, the plan itself will change and become more sophisticated.
The second is to act based on "quality, cost, and delivery time". In this way, I want to work on speeding up.