From transmission towers to smart-grid kits, ETS Line builds the backbone of tomorrow’s energy—raising towers, lowering emissions, and keeping the lights on around the globe.
Japan’s population is aging, lifestyles are changing, and renewable energy sources such as solar and wind are spreading rapidly. This decentralization of energy supply is transforming both generation and consumption. How do you view Japan’s current energy situation, and how should the country move forward to secure a stable energy supply?
Our business focuses on establishing and maintaining Japan’s transmission networks. As you rightly noted, the country’s power grid was largely constructed during the high-growth period, and now the question is how to manage and utilize this aging infrastructure efficiently. The concern today is twofold: deterioration due to age, and the increasing burden on the grid caused by renewable energy sources. These renewables, while essential for sustainability, are adding significant stress to transmission systems.
Why is that increased load occurring?
Previously, the grid connected centralized power sources—such as factories or thermal plants—within fixed routes. Now, with the rise of solar and wind power facilities scattered across the country, all these distributed sources feed into existing transmission lines. The total transmission capacity has grown substantially, placing a heavier load on the grid.
How is ETS Line addressing this challenge?
We are working to ensure sustainable and effective utilization of infrastructure through both modernization and new technology. Our goal is to support stable power supply by combining technological innovation with practical field expertise. A unique strength of ours is that we employ our own linemen—highly trained transmission engineers. This internal capability allows us to maintain high technical standards. Going forward, the integration of these field operations with digital technologies will be crucial for efficiency and reliability.
As you mentioned, Japan’s infrastructure is aging. Could you expand on your approach to renewing the existing power grid and your experience overseas?
Yes. The aging of infrastructure is indeed a critical issue. Our mission today is to renew, refurbish, and optimize the existing grid. Historically, Japan’s power systems were centralized, but our work has evolved as global energy trends have changed.
When I joined the company in 1993, I learned from my seniors about our international projects in Vietnam, Iran, and Laos. We have been sending equipment and technology overseas, and striving to train local employees. Personally, I participated in a project in Palau, and in Tanzania I served as a supervisor managing communication and coordination between Japan and local teams. That project was part of Japan’s Official Development Assistance, and our goal was to help raise local technical capacity. I believe we made a modest but meaningful contribution.
Looking ahead, our foundation remains Japan. Strengthening our domestic infrastructure base is our top priority. However, we now have four foreign engineers on staff and plan to increase that to seven next year. Over time, I hope these individuals can take the expertise they gain in Japan back to their home countries to support their own infrastructure development. If opportunities arise abroad, especially in regions where power transmission infrastructure is expanding, we’re open to contributing—perhaps in a supervisory or technical-advisory role. But our immediate focus will continue to be Japan’s own power-supply stability.
Japan will remain your base, but in Southeast Asia, populations are expanding rapidly and demand for electricity is surging as middle- and upper-income groups grow. New power grid infrastructure is urgently needed. Do you plan to actively participate in these emerging markets?
If opportunities arise, yes—we would like entry. I’ve personally worked in countries such as Palau and Tanzania, and I understand the importance of these projects. That said, given constraints like workforce availability and construction capacity, it’s more realistic for us to dispatch our engineers to train local technicians rather than carry out full-scale construction ourselves.
Historically, in Iran, Vietnam, and Laos, our skilled craftsmen traveled to the sites and trained local personnel directly. Today, with Japan’s own manpower challenges, our strategy is to strengthen our domestic foundation while contributing internationally through the transfer of technical knowledge. Providing Japan-developed expertise to overseas partners—helping them build sustainable, self-sufficient infrastructure—is, I believe, a powerful and practical way of contributing globally. Technology, after all, is universal; it transcends borders.
So technical knowledge transfer is one of the most meaningful forms of international collaboration. ETS Line has long experience in Laos, Vietnam, and Iran. Would you describe these as examples of your company’s technical alliances?
Yes, exactly. Those projects represent the roots of our technical alliance approach. We’ve always been open to collaboration, learning from others while sharing our own know-how. That openness—to exchange, to cooperate, and to grow together—is part of our corporate DNA.
Earlier, you mentioned that the rise of renewable energy introduces new engineering challenges. Previously, electricity generation was centralized, but now, with wind and solar, it must be transmitted across longer distances. What does next-generation power transmission look like, and how is ETS Line preparing for it?
Recent years have seen tremendous innovation in power-transmission technology, and this pace will only accelerate over the next 10 to 20 years. As a company specializing in transmission lines, our responsibility is to connect these diverse, distributed power sources effectively and reliably. In simple terms, our mission is to deliver renewable energy with stability and high quality—that’s our role in the social infrastructure ecosystem. At the same time, the environment is evolving rapidly. About a decade ago, renewable energy was still emerging; now it’s central. I imagine that in 20 years, electricity may flow much like data communication today—possibly in forms we can barely foresee. Although the precise technologies are still uncertain, our fundamental mission will not change: ensuring the safe, stable delivery of electricity. Whatever technological transformations occur, that core purpose remains constant.
Participating in a professional training session, focused on collaborative learning and technical skill enhancement
Some predict that in 20 years we may see wireless or laser-based power transmission. Even if such disruptive technologies emerge, you’ve said your core mission remains stable energy delivery. How do you maintain competitiveness across every stage—from design to construction and long-term maintenance?
Under ETS Holdings, our predecessor, we developed a wide range of businesses, including renewable-energy EPC (Engineering, Procurement, and Construction) projects. The technical expertise from that era remains a strong asset, particularly in maintenance. Now, as ETS Line, we’re strategically focusing on power transmission and substation projects. While we’re not withdrawing EPC entirely, our goal is to specialize where we have the deepest capability and proven experience. We’re currently receiving increasing demand for substation-related EPC, especially linked to data centers. So our focus is shifting from broad diversification toward precise excellence—strengthening the areas where we can deliver the greatest value.
Are you exploring mergers, acquisitions, or partnerships to accelerate this specialization or expand technical synergies?
Yes, very much so. We are open to collaboration or M&A with companies whose capabilities align with ours—particularly those with strengths in communications infrastructure or digital technologies. While ETS Line focuses on transmission and substation work, the wider ETS Group continues to pursue M&A for growth and synergy. Sharing expertise and integrating complementary technologies are vital to the group’s long-term competitiveness. We believe that expanding the group strategically—while ensuring that each company’s unique strengths reinforce the others—will create powerful synergies and sustainable growth.
You’ve had a long career within ETS, joining in 1993 and eventually becoming president—the second internally promoted leader in the company’s century-long history. What core values or leadership principles guide you today?
Yes, I joined in 1993 and have spent my entire career at our company. Becoming president as an internal appointment is both an honor and a responsibility. The former company presidents, including Mr. Kemuriyama, taught me many things, but one message in particular has stayed with me: “Value people above all.”
Our company, at its foundation, is built on people. Whether it’s employees, engineers, or partners, people are the essence of our success. Strengthening human capital—through training, education, and worker support—is not optional; it’s essential. This investment in people ultimately benefits our clients in Japan and abroad. Of course, there are many things I’d like to achieve as president, but I believe that any sustainable growth must begin with our employees’ growth. That means having clear, well-communicated business plans that everyone can understand and take ownership of.
It may sound simple, but genuinely nurturing people—believing in them, helping them grow, and trusting them—is one of the most difficult yet most vital parts of leadership. Everything eventually comes back to people. That belief guides everything I do.
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