Kiso-Jiban Consultants uses advanced geotechnical engineering to ensure the stability of major global infrastructure projects.
I’d like to begin today’s interview by revisiting a topic that also arose during our earlier discussion. From the 1960s through the 1980s, Japan constructed a vast number of large-scale buildings and infrastructure. Today, however, we see far fewer major structures being built, while at the same time construction costs and cost pressures continue to rise. How do you view the long-term value and future trajectory of Japan’s built environment under these conditions?
As we discussed earlier, the period from the 1960s to the 1980s was the height of Japan’s rapid economic growth. During that era, an enormous amount of infrastructure was built in what could be described as a “scrap and build” cycle. Much of that infrastructure is now approaching the end of its design life, and Japan has entered a nationwide phase focused on renewal.
Data indicates that by 2030, more than half of Japan’s road bridges and over 40 percent of river management and port facilities will be at least fifty years old. Since the typical lifespan of concrete structures is around fifty years, the number of aging assets will continue to grow significantly. Meanwhile, the construction of entirely new structures is declining. For the decades ahead, the central questions will be how to extend the life of structures that have passed fifty years, and how to consolidate or retire older assets when appropriate.
In line with that trajectory, what kinds of technologies or capabilities do you believe will be necessary to address these challenges effectively?
Our company specializes in geotechnical engineering, and its importance is increasing. A recent and tragic example illustrates why. In Yashio City in Saitama Prefecture, an old sewer pipe collapsed underground, creating a sinkhole that a pedestrian fell into and did not survive. The difficulty is that underground infrastructure cannot be visually inspected, so it is extremely challenging to assess deterioration. Aboveground structures can be observed directly, but underground assets require advanced techniques. Developing these technologies is an urgent national priority.
Another challenge is the insufficient record of underground utilities in Japan. In many areas, we do not precisely know where utilities are located beneath roads, because many were installed decades ago with incomplete mapping. When maintenance is required, the first difficulty is simply locating the utilities. Creating comprehensive digital databases and improving spatial management will be essential.
There is also the problem of voids forming underground as soil structures age, and of man-made slopes deteriorating over time due to rainfall infiltration and natural weathering. These processes can eventually lead to slope failures, which remain a recurring hazard in Japan. Long-term ground deterioration is an area in which substantial work still needs to be done, and it will become a major theme for the future.
Because the ground changes internally in ways that are not visible, it seems harder to assess. How is your company addressing this issue?
You are correct that deterioration within the ground is often invisible. Engineered slopes, for example, may be stable when first built, but over time rainwater infiltration, chemical changes, or natural weathering gradually weaken them. Eventually they may collapse. Because this process takes place inside the slope, it cannot be easily observed. We are working to develop better diagnostic and evaluation technologies to identify such subsurface deterioration. This is still an emerging field in Japan and represents an important future challenge.
Geotechnical Investigation for Offshore Wind Project,©Kiso-Jiban Consultants Co.,Ltd.
I would like to shift to the issue of Japan’s labor shortage. You mentioned your interview process earlier, but across the industry young talent is scarce. How is your company approaching the lack of engineers and attracting new generations?
We are taking several approaches. First, for senior employees, although the official retirement age remains sixty, we revised the reemployment system so that compensation does not drop significantly. This allows experienced engineers to continue working under similar terms until sixty-five. After that, we offer renewable one-year contracts and have improved compensation levels there as well, creating an environment where veteran engineers can work longer. Second, we are strengthening recruitment of both new graduates and mid-career professionals. Third, we are prioritizing technical succession. As veteran engineers retire, valuable expertise risks disappearing, so we are archiving their knowledge so that it remains accessible within the company. Fourth, we are integrating technologies such as RPA and AI. We have established committees to guide implementation and are conducting internal trials to improve efficiency and offset labor shortages.
In another interview with DAISAN, their president mentioned that highly specialized engineers in Japan are undervalued compared to those overseas. Do you agree, and how might this be resolved?
Within Japan, the standing of engineers in the construction industry is relatively low compared to other fields. However, comparing international markets is not straightforward. In many countries, engineers receive higher pay, but they also bear more personal responsibility, including legal liability when accidents occur. In Japan, individual engineers rarely face such accountability. Because the systems differ so fundamentally, pay and status cannot be compared directly. The higher compensation abroad reflects the greater personal risk engineers assume in those environments.
Turning to sustainability, Japan is accelerating its offshore wind ambitions. Projects are becoming more complex and larger in scale, and innovation is increasingly required. How does your company view the offshore wind sector, and what challenges or opportunities does it present?
We became involved in offshore wind more than ten years ago, from the very first projects in Japan. We handled the geotechnical investigations for those early initiatives, and today offshore wind is one of our core businesses. We expect continued growth.
We promote innovation both through internal development and through technical partnerships with companies that possess expertise we do not. For example, we collaborate with Fukada Salvage & Marine Works., which operates a drill ship. They conduct offshore surveys, and we handle survey management and evaluation. We also work with Seisgadget, a company that develops and imports geophysical survey technology originally used in oil and gas exploration. We are adapting that technology for offshore wind applications in Japan. In addition, we collaborate with Toyo Construction on surveys and consulting related to subsea cables, which are essential for offshore wind farms. These collaborations allow us to incorporate advanced marine survey technologies and provide high-value services.
Looking at Asia as a whole, emerging economies such as Indonesia, Vietnam, the Philippines, and Bangladesh have large and growing populations. How do you view opportunities in these markets?
Singapore is our main hub, but we also operate in Indonesia, Vietnam, the Philippines, Bangladesh, and other countries with strong growth potential. Infrastructure investment in these nations will continue to expand, and we see this as a significant opportunity. We intend to use Singapore as a base to broaden our activities across the region.
When entering these overseas markets, what differentiates your company from competitors? Are you considering partnership models to support your expansion?
Our greatest strength is our technical capability. Our geotechnical survey technology is significantly more advanced than that of most local companies. We also have an accumulated network, practical know-how, and specialized tools built through years of international experience. While we do not have formal overseas partnerships outside our corporate group at present, we work closely with Chodai, a Japanese construction consultancy specializing in bridge design. Together, we have participated in projects in the Philippines and Bangladesh, and Chodai has recently secured a major project in Indonesia, which we will join as geotechnical specialists. We expect to expand similar models into other countries as well.
Regarding your overseas work, are you primarily involved in ODA projects, PPP projects, or something else?
At this stage, we have very little involvement in ODA and none in PPP. Most of our international work supports Japanese general contractors who require geotechnical surveys for their overseas projects. We also work directly with local governments, including the government of Singapore. Looking ahead, we plan to expand into ODA projects, particularly in cooperation with Chodai, whose work often falls within that category.
Could you provide an example in which your technical strengths were clearly recognized and directly led to project involvement?
A recent example occurred in Singapore when a sinkhole incident took place. Because the situation was technically complex, the Singapore government contacted us directly to investigate the cause. One key reason was our ability to extract undisturbed soil samples. Local companies often cannot obtain intact samples, which undermines the accuracy of the analysis. Our techniques allow us to retrieve samples with minimal disturbance, and this capability is highly valued.
Looking forward, what are the next major areas of focus for your company? Are you developing technologies that customers need but that do not yet exist?
Yes, we are pursuing several long-term themes. One is the lunar surface. JAXA and the Ministry of Land, Infrastructure, Transport and Tourism are exploring the development of lunar bases. To build such facilities, we must understand lunar ground conditions, but because people cannot easily go there, investigations must be conducted remotely. The moon’s gravity is one sixth that of Earth, and it has no atmosphere. We are developing equipment capable of conducting surveys under these unique conditions.
Another area is marine resource development. Japan’s Exclusive Economic Zone is the world’s sixth largest and contains methane hydrate, rare earth elements, and other potential resources. Carbon capture and storage, or CCS, is also becoming important. This involves storing CO₂ in geological formations beneath the seafloor. Understanding these seafloor conditions requires detailed geotechnical investigation, and we expect demand to rise.
A third focus is submarine geohazards. Japan lies at the convergence of four tectonic plates, creating highly complex seafloor geology. Submarine landslides, shallow gas pockets, and turbidity currents occur frequently and can sever subsea cables. Yet we still do not fully understand where these hazards are located. We aim to map these risks and support safe offshore development.
Regarding lunar development, I recently read that a Japanese company is partnering with a European space company to commercialize lunar soil exploration. Are you involved in that project?
No, we are not involved in private commercial initiatives of that type. Our work is conducted through national programs led by JAXA and the Ministry of Land, Infrastructure, Transport and Tourism.
My final question. The year 2028 will mark your company’s seventy-fifth anniversary, which you have described as an important milestone. As president, what do you hope to accomplish by then?
In recent years, our revenue has occasionally exceeded twenty billion yen. By 2028, I want to reach a level where we consistently surpass that figure, not just in peak years. Beyond financial performance, my focus is on our people. Work styles and values are changing rapidly in Japan, and employee mobility between companies is increasing. Many firms are responding by raising salaries or expanding remote work options. We must adapt as well.
However, what we most want to provide is a sense of purpose and fulfillment. In Japanese corporate culture, there is a concept of “Hatarakigai”, the sense that one’s work contributes to personal happiness and meaning. We want employees to feel they have a place where they belong, where they can speak openly with leadership, and where working here genuinely brings satisfaction. Our goal is to create a workplace where employees feel, I am glad to be here, and I want to stay here. This is not limited to the seventy-fifth anniversary but is an ongoing commitment.
For more information, visit their website at: https://www.kisojiban.com/
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