Nakamura Kenji (中村 賢史) has been appointed director, senior executive officer and head of the Corporate Planning Division at Totetsu Kogyo. He will be responsible for integrating financial and capital policies and resource allocation toward achieving the medium-term management plan “Action Plan 2029.”
Totetsu Kogyo is advancing its management initiatives to achieve the medium-term management plan “Action Plan 2029,” and Nakamura Kenji (中村 賢史) has been appointed director, senior executive officer and head of the Corporate Planning Division. Nakamura said that his role would include linking the formulation and progress management of the management plan with financial and capital policies, resource allocation, group management, sustainability and information dissemination.
As his goals following the appointment, he cited leveraging his perspective as a former banker to ensure safe and stable transportation, further strengthening the company's core strengths, improving labor efficiency through the mechanization of construction, strengthening group-wide management, and establishing the company's role as a platform provider for the railway construction industry.
The group's strengths include advanced railway construction technology, on-site capabilities and trusted relationships with partner companies. He indicated that he wants to further strengthen a business model that supports a high operating profit margin by covering special-order projects from design through maintenance. Thorough attention to safety, quality and compliance is positioned as the foundation of the group's continued existence.
Regarding the market environment, he cited growing demand for JR East maintenance work, platform screen door installation and seismic retrofitting, as well as expanding long-term opportunities, and explained that inquiries for maintenance work from private railway companies are also increasing. Seismic retrofitting of station platforms and non-welding construction methods are positioned as technologies that can shorten construction periods and reduce costs.
The immediate challenges are seen as labor shortages and the transfer of skills, which are regarded as the greatest constraints. He said the company needs to strengthen cooperation with partner companies and advance recruitment, training, improved working conditions, mechanization and DX in an integrated manner to create a structure capable of meeting demand with fewer people.
The financial strategy is centered not only on improving ROE but also on increasing the spread between ROIC and WACC, with a policy of increasing investment to strengthen the business's competitive advantages.