President Shinya and Young Talent Discuss the ID&E Group's Future

Drawing on my university research in AI for transportation systems, I'm currently engaged in research, development, and related work in generative AI and flood forecasting. The AI Laboratory at Nippon Koei's Research & Development Center envisions becoming a “bridge between civil engineering and digital technology,” and I hope to become a professional possessing both of these strengths.

I work in the Architectural Department of Nippon Koei Urban Space’s Tokyo Head Office, where I'm mainly involved in developing maintenance, management, and consolidation plans for municipal buildings. I joined the company because it allowed me to apply my academic background in historic building preservation across the entire project lifecycle — from planning and design to construction supervision and long‑term maintenance. Another attraction is the wide range of fields we can work in, including urban planning, public-private partnerships for community development, landscape design, and infrastructure such as roads, bridges, and water and sewerage systems.

At Nippon Koei Energy Solutions' Business Strategy Office, I'm mainly involved in feasibility studies for regional microgrids and grid-scale battery storage projects. As renewable energy use spreads, it's rewarding to work directly on battery storage projects that support local communities and contribute to grid stability. During my job search, my attraction to the independent division specializing in the energy sector led me to join the company. I feel the collective strength of the entire Group during my everyday work.

Even though we all joined for different reasons and serve different roles, I can feel everyone’s passion for contributing to society. I joined Nippon Koei in 1985 and was assigned to the disaster prevention division, where I spent nearly 30 years primarily working on responses to natural disasters. Over the years, we faced many devastating events such as torrential rains and landslides. But we always remained true to our management philosophy — "Act with integrity and contribute to society through technology and engineering" — which is rooted in the words of our founder, Yutaka Kubota.

The company's management philosophy also deeply resonates with me. Even when I believe I have handled my work carefully, a client may perceive it differently. So I strive to complete work a few days before the deadline and review it later with fresh eyes while keeping "integrity" firmly in mind.

We have a strong culture of mutual support, with people helping each other so nobody has to shoulder difficulties alone. We often examine and discuss projects and research together, which naturally fosters approachable relationships and open communication, making it easy to consult with colleagues when issues arise.

Our company continues to uphold the "on site first" principle instilled by Yutaka Kubota from the founding of Nippon Koei. We have a culture of experts from various technical fields actively exchanging opinions. These discussions often include non-technical staff as well, reflecting our company’s open environment where everyone has a voice.

I would like to gather insights from the field to create even better solutions. Our company has the human resources and technologies to address everything from environmental issues and disaster prevention to urban development. By leveraging these strengths, we could take on challenges such as regional microgrid projects that require high-level expertise across multiple disciplines.

When developing energy storage facilities, it's essential to estimate profitability while taking both benefits and risks into account. Within our group, we can consult with specialists across different fields in a seamless manner from start to finish. Our greatest strength lies in this comprehensive group power that fosters co-creation.

I enjoy following the example of my supervisors and senior colleagues, who I respect for sincerely tackling the challenges our clients face. We have a well-established system for sharing responsibilities when employees take leave for life events. Staff members have a strong understanding of childbirth and childcare issues, so I have no anxieties about balancing work and family life.

We continue refining our systems to ensure employees can take sufficient leave for childcare and caregiving. And we strive to provide a supportive work environment they can return to with peace of mind.

In July 2024, we launched the "ID&E Global Academy" talent‑development platform. Our three goals were to build an organization where talented people naturally grow, provide an environment where learning is always accessible, and offer opportunities for self-reflection and analysis.

A DX-related lecture and discussion series planned by young engineers when I was a new hire later became part of the Academy’s content. I had always wanted to be a knowledge provider, and my wish came true soon after joining the company. Going forward, I hope to share more of our AI research findings through the Academy.

It's extremely important for young employees to return the knowledge and skills they gain to the company. When they pass it on to the next generation, it contributes not only to individual growth but to growth of the entire organization.

A few years ago, I was involved in a project to plan a large-scale disaster prevention base. It was a joint effort between Nippon Koei Urban Space and Nippon Koei. Through that experience, I came to realize the importance of project management skills that move projects forward while coordinating progress and sharing challenges across teams. I also came to recognize the need for cross‑disciplinary knowledge and technical expertise that transcend Group boundaries.

At Nippon Koei Energy Solutions, we share internally recorded video presentations of technologies such as generator manufacturing and substation controller delivery, as well as operational expertise and know-how. By combining these unique initiatives with other efforts, we hope to provide more opportunities for staff to develop advanced technical skills.

Through our many years of responding to natural disasters, I have personally witnessed how the public and private sectors come together to rapidly restore affected areas. However, the Noto Peninsula earthquake response gave me the impression that the momentum behind national disaster recovery efforts is waning. So we decided to focus more on private-sector business, including disaster prevention, and support the tender offer. This allows us to more powerfully advance our mission to benefit society and "Make the World a Better Place."

The president’s explanation just gave me the idea of a new business that would effectively use generative AI to raise disaster prevention awareness at private educational institutions and other establishments.

There are business areas at Tokio Marine Holdings that overlap with ours. If we explore them, we may find many new markets to develop together.

We intend to strengthen our private-sector business without reducing the quality or quantity of our public-sector work. By adjusting the balance between public and private projects in response to the current climate, we aim to contribute to a resilient society capable of achieving rapid recovery from disasters. This direction aligns with the vision of Tokio Marine Holdings, another key factor in our decision. Please apply the technologies we've refined through public-sector projects to private-sector initiatives. By leveraging our Group’s comprehensive strengths and Tokio Marine Holdings' customer base and network, we can fully demonstrate the technical expertise we take such pride in.