About ECFAJ
ECFAJ strives to enhance the growth of robust consulting
industry by development of overseas consulting business, due
diligence to integrity, quality improvement, networking withdomestic & overseas consulting firms, research & innovation.
By doing so, ECFAJ aims at contributing to the growth of global
economy and promotion of international cooperation.

The Engineering and Consulting Firms Association, Japan (ECFAJ) was approved as the legal entity
by the Ministry of Economy, International Trade and Industry and the Ministry of Construction (nowMinistry of Land, Infrastructure, Transport and Tourism) in 1964. Due to the consolidation between
AJCE and ECFAJ in April, 2016, new ECFAJ was established. Since then, ECFAJ succeeded FIDIC
membership from AJCE and now representing Japanese consulting firms to the International
Federation of Consulting engineers (FIDIC).

Address: 1-6-13, Nishishimbashi,
Minato-ku, Tokyo 105-0003, Japan
Email: info@ecfa.or.jp
URL: http://www.ecfa.or.jp

CONTENTS

ECFAJ and its Activities

Norio HANAOKA

1

Transformation of Japanese Technology

Jun ISHIMOTO

3

Ensuring Transparency by Responding to Social Demand

Ryuichi ARIMOTO

5Role of Japanese Consulting Engineers

Keiji SASABE

7

Comments and Recommendations on FIDIC Reform

ECFAJ

9

ECFAJ Activities 2016.4-2017.4		13
Topics on ECFAJ Activities		
15
Project Accomplishment by ECFAJ Members		

20

Editor's Note		

41

ECFAJ Members		NEWSLETTER 2017

ECFAJ and its Activities
from the previous year.
Currently, consulting industry is expected torespond to the urgent needs of infrastructuredevelopment such as recovery from 2011 East
Japan Earthquake disaster, 2016 Kumamoto
Earthquake disaster, 2017 Northern Kyusyu floodand landslide disaster and 2020 Olympic Gamesin Tokyo.
Contrary to such high expectation to consulting
industry, recruitment and capacity building ofyoung professionals and leaders have been thepressing agenda due to continuous trend of
aging population.
Because of conventional institutional framework,
track record in domestic projects is not counted
in the biddings of overseas projects and vis-à-vis
to biddings in overseas projects. Consulting
industry has been requesting government tore-examine bidding system.
E C FA J h a s b e e n c o n d u c t i n g c o n t i n u o u s
dialogues and close cooperation withgovernment entities for the improvement ofconsultancy business environment and strategic
development in ODA projects.
Further, ECFAJ exerts its effort to raise status ofconsulting engineers & professionals ini n t e r n a t i o n a l a re n a t h ro u g h F I D I C a n d t ostrengthen networking with member associationof FIDIC.
As a part of regular activities, ECFAJ carried out
various trainings and seminars for capacity
building. Publicity activities expand from lecturing
at university to participation in international
cooperation events. Through these activities,
dissemination of ODA projects, recruitment ofyoung professionals, and raising the image ofconsulting engineers & professionals arepromoted.

Norio HANAOKA

Chairman, ECFAJ
Chairman, Yachiyo Engineering Co., Ltd.

1. Overview of 2016 to mid.2017
On 1 April 2016, new ECFAJ (Engineering andConsulting Fir ms Association, Japan) wasestablished by consolidation between AJCE
(Association of Japanese Consulting Engineers)and old ECFAJ. It represents consulting firms inJapan in charge of overseas consulting services.
It covers not only Japan ODA but also non-ODA
market, thereby overarching its scope ofactivities in the world.
Government of Japan has been tackling on
policy issues of Sustainable Development Goals(SDGs) and Climate Change in which measures
relevant to environmental concern, women’s
right, disaster prevention, global warming, etc.
are being implemented in global scale.
Further, the Government has been continuously
working on the policy of supporting investment
in overseas market by exporting high-quality
infrastructure and by supporting businessdeployment of small & medium size firms. These
endeavors are carried out by strengthening
Public and Private Partnership.
ODA budget in fiscal 2017 exceeded 2.1 trillion
Japanese Yen (21 billion USD), largest in thehistory of Japan which is an increase of 13.2%

2. FIDIC Related Activities(1) Comments and Proposal to Strategic Plan
ECFAJ drafted comments and proposal on FIDIC
Strategic Plan. It was submitted to FIDIC EC
meeting in May for review. Details are presented
in this Newsletter.
(2) FIDIC Conference
About 35 members participated in 2016 FIDIC
Marrakesh Conference. In this October, three1NEWSLETTER 2017(4) Trainings and Seminars for ODA Project
To train professionals working in overseas projects,
ECFAJ offered following training programs in 2016: a) Fundamentals for consultants, b) Project
Cycle Management, c) Analysis on Project
Finance & Economic, d) Seminar on
Enforcement Policy of JICA projects, e) Seminaron Environmental and Social Considerations (EIA)
and f) Introduction to Yen Loan. In 2017, Project
Finance Seminar, Seminar on Building Information
Modelling will be held.

members of ECFAJ and a JICA expert will serveas speakers in FIDIC Jakarta Conference,“Resilient Infrastructure”. They will shareknowledge and experience in Japan.
(3) ECFAJ Annual Seminar
On 10 Feb., 2016, ECFAJ invited Mr. Jae-Wan Lee,
FIDIC President as the keynote speaker for ECFA
Annual Seminar, ”Current Practice of Consulting
Engineer – FIDIC’s Endeavor”. Prior to the seminar,
FIDIC President had courtesy calls to government
entities in charge of overseas projects. He wasinvited for dinner by ECFAJ Board members in theevening.

5. Public Relations
In fiscal 2016, ECFAJ visited 15 universities andinstitutes to introduce ODA projects andconsulting services to about 1000 students inc o l l a b o r a t i o n w i t h J I C A . F u r t h e r, E C FA J
participated in international cooperation events
such as “Global Festa” and “One World Festival”
to introduce practice of consulting engineers &professionals to students and people who wereinterested in overseas business. Considerable
number of people who participated in these
events are now working in consulting firms.
I n D e c . 2016, E C FA J p u b l i s h e d J a p a n e s eNewsletter to members, clients and relatedorganizations to introduce activities of FIDIC andECFAJ.
English Newsletter is mainly published anddistributed to FIDIC and FIDIC MAs to introduce
activities of ECFAJ in which business practice ofconsulting engineers & professionals in Japan is
introduced.

(4) Young Professionals
ECFAJ dispatched Young Professionals to FIDIC
and ASPAC Conference to support activities of
FIDIC/ASPACYPF. Takashi Matsuo (ASPACYPF
Chair) reported activities of FIDIC YPF in
Marrakesh Conference and initiated ASPAC YPFBusiness Plan.
3. Recruitment of Consultants
In order to strengthen support for the recruitmentof young & mid-level professionals, ECFAJ carried
out Recruitment Seminar in which participants
can consult with several firms for recruitment. In
addition, Open Week was held for those who areinterested in visiting firms to examine business
operation and requirement for recruitment.
4. Capacity Building(1) Silver Book Seminar
Following completion of Japanese translation,
Seminar on FIDIC Silver Book 1999 was held on 12
April, 2017. Next translation work will be New Red
Book which is to be published in 2017. ECFAJ
holds seminars on FIDIC Conditions of Contract
several times a year.

6. Closing Remarks
It is the endeavor of ECFAJ that we exert oureffort for the realization of FIDIC’s fundamental
principles, Quality, Integrity and Sustainability. In
the process of achieving these objectives, we willcontinuously work for raising the image ofconsulting engineers & professionals in the world.

(2) Dispute Board Seminar
To explain claims & dispute resolution proceduresin FIDIC Conditions of Contracts, Dispute Board
Seminar was held on 14 Oct. 2016. Second
seminar will be held on 22 Sept. 2017.
(3) Contract Administrator Training Seminar
It is essential to understand FIDIC conditions ofcontracts for the management of overseas
infrastructure projects. ECFAJ offered series ofseminars from the introductory-level toadvanced-level for understanding FIDIC
Conditions of Contract in depth.

2NEWSLETTER 2017

Transformation ofJapanese Technology

Jun ISHIMOTO

Vice Chairman, ECFAJManaging Director, ALMEC Cooperation

Infrastructure is the lifeline of the Japanesesociety and the platform from which the people
are able to work, study, play, and gather
together. Infrastructure makes cities competitive,
livable, and resilient against natural and manmade disasters. Yet, many countries and cities
suffer from a lack of necessary infrastructure.
ADB’s paper entitled “Meeting Asia’s
Infrastructure Needs” published in 2017 says
USD26 trillion is required for 2016-2030 or USD1.7
trillion a year to build economic infrastructuresuch as power, transport, water and sanitarysystems. This figure does not yet include social
infrastructure such as schools, hospitals, housing,and other public facilities, as well as social
infrastructure on disaster risk management. In
spite of the recent economic growth in the
Asian region, the infrastructure gap has widened
due to various reasons such as rapid
urbanization, lack of public funding, inefficient
spending, and weak governance. Although theprivate sector has grown tremendously inparallel to globalization, capacities ofgovernments to tap this sector and maximize
the opportunities for infrastructure development
are weak.

Japan was a different case altogether. Afterbeing a closed country for more than 200 years
between 1639 and 1854, it was able to confront
dramatic inter nal and exter nal impacts ofurbanization. It underwent the required structuraltransformation in many aspects including socioeconomy, politics, legal frameworks and integrityin line with global standard. Transformation of
the management of nation from traditional tomodern system and catching up with Westerncountries were done in haste by employing
highly paid foreign advisors in all sectors such as
science and technology, education, law, foreign
affairs, medical sciences, the arts, and various
industrial technologies such as agriculture,
agricultural chemistry, mining, shipbuilding, hotelmanagement, silk reeling, and shoe making. It
should be mentioned that architecture, civilengineering, and transportation covered wide
range of discipline such as architectural designand construction, flood and erosion control,development of ports, railway, roads, water andsewerage systems, and manufacturing ofdomestic locomotives.
During the first 30 years after a self-imposed
national isolation until 1898, the Japanese
government hired more than 10,000 foreign
professionals who were dispatched to variousorganizations. British experts transferredtechnology on railway construction, public works,
power, architecture, and naval system. Similarly,
American experts transferred know-how on
foreign diplomacy, educational system, modern
agriculture, business, cattle breeding, anddevelopment of industry in Hokkaido. From
Germans, system and technologies on medical
sciences, establishment of universities, laws weretransferred. Furthermore, French military system
and laws; Italians - arts; Dutch - maritime
transport; and experts from other countries

All cities in Asia faced rapid urbanization,
motorization, and industrialization which took
place in a relatively short period of time,
probably within three to four decades since the1970s. Compared to Asian countries, westerncountries had enough time and resources toadapt to the same changes. The big wave of
urbanization experienced in Asia started inJapan, rolling into the rest of East Asia, sweeping
Southeast Asia in its wake, and spreading toSouth Asia. Many countries and cities have tried
to keep pace with the challenges brought byurbanization, but not many have sailed through.

3

NEWSLETTER 2017affir mative action to cope with changing
environment by integrating appropriate
infrastructure management. At the same time,
Japanese consultants are expected to assist for
the growth of developing countries by ensuring
quality, integrity and sustainability in infrastructureand human resources development throughtrusted partnership.

transferred their technologies and know-hows. It
was common knowledge that these experts
were paid well. In fact, in 1871 when the monthly
salary of the Grand Minister was JPY800, theforeign experts received somewhere between
JPY600 and JPY1, 000.
The lessons and knowledge imparted by theseexperts were soon substituted by local standards
and technologies. Home-grown experts inengineering and manufacturing made rapid
progress, contributing to the subsequentdevelopment of central and local infrastructure
in Japan. Initial modernization and acceleratingurbanization promoted rapid economic growthand demanded corresponding infrastructure to
be developed all over the country especially inurban areas. This ‘build-build-build’ mindset
continued for a long time until this miracle wasceased by the burst of bubble economy.

Source: Earthquake Pictrial Edition, Osaka Mainichi
Newspaper
Nihonbashi & Kanda after the Great Kanto Earthquake(1923)It should be noted that Japan was often hit byserious natural and man-made disasters. In 1923,
the Great Kanto Earthquake destroyed almost
43% of Tokyo’s urban area and casualty of morethan hundred thousand lives. Then two decades
later, World War II inflicted a far more serious blow
over Japan, urban areas in particular.
The development of a disaster-prone nation andits reconstruction after World War II were madepossible by technologies attributable to Industrial
Revolution and by so-called “Industrious
Revolution,” a ter m coined by a Japanese
economist to represent potential of humanresources. Japan imported western technologies,
then, they were studied, up-graded, andtransferred to developing countries in due
consideration to sustainability, safety and disaster
resilience.

Source: http://www.kmine.sakura.ne.jp/kusyu/
kuusyu.html
Ryogoku Area after The Bombing of Tokyo (1945)

Now Japan faces new challenge of aging
population and decreasing child birthrate. It is
the time to re-examine the nation’s process ofachieving safe and efficient infrastructure in a
relatively short period of time. Then, to takeSource: Google EarthRyogoku Area in 2016

4NEWSLETTER 2017

Ensuring Transparency by Responding
to Social Demand

Ryuichi ARIMOTO

Vice Chairman, ECFAJ
President, Nippon Koei, Co., Ltd.

As the business environment never stopchanging, companies have to meet with society
demands without fail. In sustainable business
operation, responding to and meeting withsocial demands is crucial as it ensures integrity offirms. Commemorating my 40th anniversary ofpractice in Nippon Koei (NK), I would like toshare my thoughts on integrity and high-level
ethics of firm

divisions, such as divisions for electricity
engineering, information systems and personnel
affairs. In 2000, I was transferred to the division in
charge of domestic consulting services. It was
the difficult time when budget in public works
was cut every year. I worked hard to improvebusiness performance of NK. In 2002, when I was
making efforts for recovery, a disgraceful affair
occurred that an employee of NK was arrested inrelation to procurement of construction works inKunashir Island. Because of this incident, NK was
suspended not only from public work tenders by
the national government but also from most of
the local governments’ tenders. This incident let
NK’s account balance in red in that year.
I n t h e n e x t f i s c a l y e a r, a s t h e b u s i n e s s
performance remained poor, NK downsized its
workforce for the first time since its establishment.
As I was in charge of secretarial office ofdomestic consulting services at the time, I had togo through all the process of downsizing and job
hunting for those who were laid-off, and it was a
tough psychological experience for me. At thesame time, the company leaders worked hard to
recover integrity and disseminate ethics ofengineers. This incident as well as relevant market
trends taught me that consultants should shift
from cost based competition to quality (orqualification) based competition thattransparency is integrated.
Some people in NK said that shifting away fromthe conventional business model could
negatively affect the company’s businessperformance. However, I had a strong belief inquality based competition such as the bidding
based on technical proposal and I took thedecisive action to obtain understandings fromthe executive board members. As our customers
shifted gradually from price competition to
proposal-based competition, our efforts wererewarded. This allowed us to gain a larger market

Starting my Career
When I joined NK, first I was appointed toDocumentation Group of the General Affairs
Department. The Department was responsible
for secretarial works for the board of directors,
legal and stock-related affairs and publicityrelated matters including the company
magazines. My first task was to take care of theshareholders’ meetings.
Forty years ago, when almost with no exception,
shareholders’ meetings were called “shan-shan
meetings” which end very quickly with noparticular questions and were viewed as a great
success. To think of it now, to start and end themeeting that way, employees in charge of themeeting s truggled many useless hours to
prepare questions & answers to handle
racketeers called sokaiya. Though the meeting
ended successfully, we could not have a senseof achievement but just a feeling of exhaustion.
Several years later, the Commercial Code ofJapan was amended in connection withshareholders’ meeting to fulfill its originalfunction, including the introduction of a unit
share system. Fir ms in Japan parted fromracketeers for good. It was the time when I was
given another assignment for the first time since I
had joined NK.
Lessons Learnt on Integrity
Since then, I built-up experience in different

5NEWSLETTER 2017
out a strong synergy strategy that realigns our
corporate governance and targeting to the
Asian market. This strategy is based on our 100day plan to navigate collaboration between thetwo companies.
The key to successful M&A is synergy andintegration of corporate culture. If the top
m a n a g e m e n t c a n n o t s h a re re a l i z a t i o n o fcommon values overarching the two firms, wewill end up with the messy aftermath of
acquisition several years later. It is also importantto respect earnest attitude to achieve integrity
and high-level of ethics in the corporate culture.
Prime importance should not place on short-termsales but place on sustainable growth.

share and made a favorable upturn in businessperformance. More importantly, we could see
our employees filled with confidence.
Though huge effort was required in this shift but it
gave us significant outcome beyond our
expectation. Efforts we made at the time are
now the strong pillar to support my belief inbusiness management.
In that period, NK enforced various measures toimprove corporate governance such as
establishment of code of conduct which is basedon the business philosophy, “Act with integrity &contribute to society through technology ande n g i n e e r i n g ” a n d r e f o r m o f t h e b o a rd o f
directors e.g., introduction of outside directors,
and integrated employee training. Despite ofhard measures like downsizing of the workforce
and pay cuts, all the staffs in NK, from employees
to the top management strived to recover thelost trust and business performance.

Ensuring Transparency by Responding to Social
DemandWhen doing business in developing countries, weshould be always careful about the corruption
trap. I hear even judges ask for money in somecountries. It seems as if it is a big joke. In
performing cross-border business, we sometimes
encounter difficulties to move projects forward.
There are differences in commercial practice,accounting methods, taxation and procurement
processes from country to country. That is why wesee many example of unreasonable struggles
which could create illegal acts subject topunishment by the authorities. Even in Japan,
when reforms on regulations and system such as
review of working hour , enhancement ofpreventive measures against injusticetransactions , establishment of codes ofcorporate governance, etc. are underway,
sometimes our society cannot prevent incidents
such as death by overwork, accounting fraud
and data fabrication.
Whenever such incidents occur, I keep in mind
that my responsibility is to “Ensure transparency
by responding to the social demand.” Before
closing, I would like to introduce what I frequently
say in board meetings or whenever appropriatethat “We should share risks and solve any issues
with our collective wisdom.” I am certain that it isa strong foundation for improving our corporate
values.

Strategy for Growth
In the recent years, we are enjoying continued
and steady growth of business performance. I
am certain that such achievement is a result ofefforts made by employees. In 2014, when I was
appointed to the office of president, I once fixedm y e y e s o n t h e f u t u r e o f J a p a n . We a r epracticing our services in a rapidly aging country
with a declining number of children. I was afraidthat NK may decline revenue if we clung toconventional business model only. I became
keenly aware that NK needs the strategy for
growth. As the result of research and discussions
made on the global consulting market andchanges in the environment-related policies
around the world, we identified the growth could
be achieved mainly in overseas market,
specifically in the area of urban development,
traffic and energy.
In the spring of 2014, Nippon Koei acquired
architecture and design firm, BDP in UK. Just after
the acquisition, UK decided to leave EU andcurrency (Bond) was depreciated since then. This
start became another severe blow to NK.
Nevertheless, I was confident and encouragedby the fact that NK and BDP have been carrying

6NEWSLETTER 2017

Role of Japanese Consulting Engineers

Keiji SASABE

Vice Chairman, ECFAJ
Chairman and Executive Director,
CTI Engineering International Co., Ltd.

companies are the members of JCCA.
Regarding the share of the companies, small-size
firms share a great part, i.e. firms with the capitalless than one hundred million Yen share 85% of
the total number. The number of consulting
engineers that belong to consulting firms isapproximately 60,000 in Japan, in which about
40,000 are employees of JCCA member firms.
Considering these numbers, why is the industry
not as global as it should be? First of all, there is alanguage barrier. Though English communication
is essential in working overseas, many Japanese
consulting engineers feel difficulty in working in
English. Secondly, domestic projects have beenmuch profitable than those in international
market, Japan ODA in particular. Therefore,
incentive to expand business in international
market has been moderate. However, it is a story
in the past. It is acknowledged that Japan’s
domestic consultancy market is not expected to
grow significantly in the future.
What is the Japanese government’s stancetowards the global infrastructure development?
Japan ODA used to offer aid to developing
countries by focusing on 3 major principles,
technical cooperation, grant aid and loan
cooperation. In addition to conventional
methods, government places special interest in“proactive export of high quality infrastructure.”
This means that Japanese government
encourages private firms to apply theiradvanced technology and know-hows in global
infrastructure market. The Japanese government
is working actively, to achieve this goal of project
promotion by public-private partnership,
execution of high level sales, andencouragement of Japanese firms to enter into
the global infrastructure market. What is the
viewpoint of the high-quality infrastructure? Most
importantly, the quality of infrastructure is assured
by high economic feasibility including the aspect

The last issue, AJCE News Letter March 2016, Vol.
37, came out a month before the merger of
E C FA a n d A J C E . I n t h e m a g a z i n e , i t w a s
discussed that the merger will strengthen
representativeness of the association in thedomestic consulting engineers and professionals(hereinafter called as “consulting engineers”) inJapan, and that the industry should develop
much more. In my article “Seek GrowthAbroad,” I wrote that each consulting engineers
should put more ef fort in seeking growthabroad, and mentioned the Japanese Natto(fer mented soy beans) industry as a good
example; even one of the Japan’s mosttraditional food industry is taking measuresagainst the slowing down of the domestic
market by seeking growth abroad. I would
imagine that the obstacles of selling Natto inoverseas market is much greater than that ofconsulting engineers. Many Japanese industries
are fighting for survival. The large consulting firms
have sought global expansion in conventionalmanner, however, it should be done much moreaggressively. The smaller and medium size
consulting firms should follow the path paved bylarge firms. How does your county see consulting
engineering industry in Japan?
Now, let me give you some information about
the market size of consulting engineering
industry in Japan. In Japan, consulting engineers
are called as civil engineering consultants, andthe body representing them is called as theJapan Civil Engineering Consultants Association,
JCCA. Consulting industry in Japan mainly
practice services in civil engineering projects.
The domestic market size is said to be between
500 billion to 1 trillion Japanese Yen, which is 5 to
10 times larger than that of international market
that is mainly operated under Japan ODA.
Approximately 4,000 companies are registeredas civil engineering consultants, in which 440

7NEWSLETTER 2017of Life Cycle Cost, safety, resiliency againstd i s a s t e r, s u s t a i n a b i l i t y c o n v e n i e n c e , a n d
comfortability. At the same time, application ofguidelines in environmental and social
consideration, contribution to the local society &economy should be included in which capacity
development of the people, conformity to thedevelopment & economic strategy and efficientfunding including PPP are considered.
In order to realize the government’s policy, roleof Japanese consulting engineers is important
than ever. We will be working at the forefront of
the Japan ODA and the export of high-quality
infrastructure. Master Plan formulation is ourstrong point in which wider range of scheme isrequired. It includes not only traditional Japanese
aid scheme, but also that of private. Proactive
participation in the upstream part of a project isnecessary for the realization of large-scale andhigh-quality infrastructure projects. Further,financing, system improvements in the partnercountry, human resource development for
operation & maintenance have to be looked
into at the same time.
Japanese consulting engineers will be putting
more effort than ever for the growth in abroad. In
this context, it is recommended to enhancecooperation with the overseas consultants suchas the members of FIDIC.

8NEWSLETTER 2017

Comments and Recommendations on FIDIC Reform
Engineering and Consulting Firms Association, Japan

Because of the significance of the FIDIC reformto the activities of its Member Associations, theEngineering and Consulting Firms Association,
Japan (ECFAJ) established a special task groupin December 2016 to review and examine FIDIC
activities, FIDIC Master Plan (renamed as“Strategic Plan”) in particular. The task groupconducted survey to concerned members in
E C FA J a n d c o l l e c t e d o p i n i o n s re g a rd i n g
improvement of the Strategic Plan. Based on thesurvey opinions, the task group drafted“Comments and Recommendations on FIDIC
Strategic Plan” which was submitted to FIDIC EC
m e e t i n g i n M a y 2017 f o r r e v i e w . I t i s o u r
expectation that the Comments andRecommendations as shown below would
provide useful input to the finalization of the
FIDIC Strategic Plan as well as to share
information with FIDIC MAs.

and good practice on QBS arestrengthened. Cooperation between FIDIC
and IFIs is essential such that conditions toemploy QBS are mutually acknowledged inwhich criteria on integrity, level ofdeliverables, qualification of key consultants,
etc. are identified.
2) N e t w o r k i n g a m o n g M A s s h o u l d b eenhanced.
3) Examine and promote new delivery method
such as PPP and PFI.
4) As for sustainability & climate change, FIDIC
should initiate the CE industry to pay due
consideration on project sustainability inwhole life cycle and mitigate climatechange impact.
(3) Major Challenges
1) FIDIC should examine strategy for keeping
leading international firms as members.
2) CE should play an active role in the policy
planning not as the person behind the scene
or backseat player.
3) FIDIC needs to establish systematic
undertaking for raising value and image of
CE and how it is realized.
4) As for the collection of relevant information,
periodic questionnaire should be sent to MAs
to collect relevant information and updated
needs on challenges stated above and tocreate or innovate new services.
5) Strengthen collaboration with firms that are
ranked in the top group of Engineering
News-Record (ENR), mostly European andAmerican firms. To become the stakeholder
representing CE industry, this collaboration isindispensable.
6) N eed to strengthen human resource andfunction of FIDIC secretariat.

1. General Comments
1.1 FIDIC Vision
We support the vision of FIDIC as the voice forrepresenting consulting engineering industry in
the world.
1.2 FIDIC Mission
We support the Mission statement in general.
However, the statement should identify mission
clearly together with relevant implementation
schemes.
1.3 Challenges(1) Ongoing Challenges
1) R e g u l a r d i a l o g u e s w i t h i n t e r n a t i o n a lauthority should be continued in which
concerned MAs are invited.
2) R e g u l a r d i a l o g u e s w i t h M D B s s u c h a s
Biennial Meeting of International Lending
Agencies and the Consulting Industry(BIMILACI) should be restored and their
discussion results should be shared by MAs.

2. Specific Comments
2.1 FIDIC Conference
It has been a long and continuing challenge for
FIDIC to raise image of consulting engineers andprofessionals. One of the tangible solution to thischallenge could be to make FIDIC conference
attractive and provocative. Invitation of(2) Emerging Challenges
1) QBS should be promoted in the dialogues
with International Financing Institutions (IFIs)
in which transparent evaluation procedure

9NEWSLETTER 2017
prominent speakers and stakeholders who are in
charge of infrastructure development or policy
making is essential to the success of FIDIC
conference. In addition, invitation of opinion
leaders who will stimulate our mind and provoke
innovative discussions could be considered.
Conference theme need to be political,
practical and challenging to cope with rapidlychanging business environment. Dedicated ands t r o n g C o n f e re n c e C o m m i t t e e s h o u l d b eestablished for planning and management of
attractive FIDIC conference.
FIDIC has to take affirmative action for the
improvement of FIDIC conference or FIDIC may
lose good potential participants.

reviewed whether full day is necessary.
d. P rime consideration should be given tocomposition of main program.
3) Conference Venue and Logistics
a. Conference venue should be selected bydue consideration to safety, geopoliticalbalance and accessibility.
b. E f f i c i e n t a n d e f f e c t i v e o p e r a t i o n i sessential to the success of FIDIC
conference. In the recent FIDIC
conferences, poor logistics have been
observed.
4) Committee Meetings
Committee meetings should be mandated in
FIDIC conference. It is the ideal opportunity
to share common objectives and discussviable action plan.
5) Social Programa. G a l a s e a t i n g s h o u l d b e f a i r a n dtransparent and managed consistently.
FIDIC secretariat is requested to draft
guidelines on seating.
b. City tour should be planned well such thatit does not overlap with meetings, session,
DNS, etc. It is a good social event to enjoy
and understand host city.
c. L ocal Color Night should be planned indue consideration to local culturalrepresentation and reasonable cost. In the
recent conferences, we find it is quite
unsatisfactory - high cost and poor cultural
performance.
6) Frequency of FIDIC Conference
FIDIC conference should be held by due
consideration to the degree of burden to
hosting MA, geographical balance,
avoidance of duplication with similar
conference, and conference theme. In thiscontext, we should be flexible and practical
about frequency of holding FIDIC
conference. FIDIC should examine if the
FIDIC conference could be held every 2 or 3
years.

(1) Enhance participation of members from USA
and Europe
Participation from USA and Europe MAs has
been reducing in the recent years. This may be
attributable to the change in CE businesspractice - globalization, giant internationalfirms, decreasing incentive to be a member ofrespective association, etc. Further, repeated
operation of similar FIDIC conferences might
have fallen into mannerism. Enforcement ofinnovative Strategic and Action Plans would
overcome this challenge.

FIDIC GAM, Rio de Janeiro, 2014(2) Improvement of FIDIC conference1) Speakers
Add value by inviting keynote speakers incharge of infrastructure development suchas ministers, gover nor, mayor, CEOs ofinternational fir ms, senior executives offinancing institutions, high gover nment
officials in charge of procurement, etc.
2) Program
a. T imely, practical and innovative subjects
should be integrated in the program.
b. Together with Plenary, program should
provide parallel seminars. This option willoffer participants to attend sessions theywould like to participate.
c. B est Business Practice Forum should be

2.2 Committee Activities(1) General Comments
From our observation, majority of FIDIC
committees seem to follow old routine. Their
activities should be stimulated or reshuffled.
It is regretful to see that many committees
don’t have committee meetings in FIDIC
C o n f e re n c e . I t i s t h e b e s t t i m e t o s h a recommon objectives and plan for viableactions.

10NEWSLETTER 2017
TOR of current committees should be reviewed
and improved such that they have clear
objectives and missions in relation to FIDIC
Strategy Plan and Action Plan.
Proper selection of committee members who
are responsible and willing to work for thecommittee is the prime importance. Those
who do not participate in FIDIC conference,
do not participate in committee meetings andteleconferences, or do not contribute tocommittee activities should be eliminated.
Guidelines should be drafted for nomination,
selection, terms, and replacement ofcommittee members. This procedure should
be reflected in committee TOR. Together withcommittee chairs, FIDIC secretariat is
expected to take a leading role in nominating
and selecting committee members by fair andtransparent manner.

efficiently.
2) B PC has been in charge of QBS Promotion,
Consultant Selection, Building Information
Modeling (BIM), Best Value Evaluation, etc. To
make these activities more fruitful, it isrecommended to enhance collaboration withMAs.
3) It i s r e c o m m e n d e d t o c o l l e c t r e l e v a n t
information or needs from MAs or DNS throughquestionnaires such that new subjects could
be identified. Best Business Practice Forum in
FIDIC conference does not seem to collectenough inputs from the participants.
Sustainable Development Committee (SDC)
1) Tools for Sustainable development that willlead to project promotion and consulting
p r a c t i c e s h o u l d b e d e v e l o p e d . P ro j e c t
Sustainability Management (PSM) seems pastissue for SDC. In contrast, current SDC focuseson highly political aspects such as ISO and
COP. This may be attributable to the fact thatmajority of SDC members are in Europe, EFCA
in particular. It is recommended to review andexamine current activities of SDC and draft
new action plan that reflects practical aspects
as well.
2) It is suggested to collect needs and relevant
infor mation from MAs, DNS and related
committees through questionnaire. We needinnovative idea.
3) A s the Environmental Social Consideration(Sustainability) is mandated in majority of
infrastructure projects, fundamental subject ofsustainability such as Environmental Impact
Assessment (EIA) should be considered as oneof the potential subjects for SDC. It is
recommended to establish Task Force toexamine relevance of EIA to SDC activity. EIA
could be introduced as the means to evaluate
and improve Project Sustainability
Management.

FIDIC Contract Committee1) Q ualification and selection procedure ofContract Committee members should betransparent to invite additional competent/
experienced candidates.
2) In general, development of Conditions ofContract that reflect FIDIC strategy andmarket needs is necessary. It is recommended
to collect needs of market and CE industry
through questionnaires addressed to MAs and
FIDIC committees.
3) Information and schedule on progress of
publication, such as revision and new
publication of Conditions of Contract should
be disclosed directly to MAs. It is discouraging
to hear from non-FIDIC contract-organizers
about publication of new/ revised FIDIC
Conditions of Contract before FIDIC MAs are
informed.
4) T imely update Conditions of Contract andinitiate development of new documents.
Business Practice Committee (BPC)1) TOR of BPC should be examined to clarify itsrole and responsibilities. We find activities of
BPC overlap with those of Contract
Committee, Capacity Building Committee
and Sustainable Development Committee.
It is recommended that chair-meeting among
related committees should be established inwhich periodic teleconference is mandated.
Engagement of FIDIC secretariat is essential tocarry out communication effectively and

FIDIC YPF and Regional YPF
1) FIDIC YPF has been managed well. In contrary,
regional YPF in ASPAC, GAMA and FEPAC
regions have challenges in their operation andmanagement such as lack of financial supportand human resources as well as lack ofsupport from respective member associations.
For example, we find scarce participation of
YPFs in ASPAC conferences.
2) It is recommended that FIDIC examines viable11NEWSLETTER 2017
options to financially support YPF members forparticipating in FIDIC or reginal conference. It
should be examined if implementation of
Action Plan can manage to raise somefinancial support for YPFs.
3) F I D I C i s e x p e c t e d t o f u r t h e r d e v e l o p I T
platfor m for activating communications
among YPFs. To enhance operation andmanagement of platform, it is recommended
for FIDIC to organize a body in which FIDIC
secretariat and FIDIC & regional YPFs discuss its
operation and management.

should be established.
2) Guidelines for train-the-trainer and assessment
for accredited trainer should be drafted anddisclosed to those who could be qualified.
3) F IDIC should enhance use of President List/
National List of Adjudicators through dialogues
with Inter national Financing Institutions,procurement authorities and contractors
associations.
4) D B manual drafted by Japan International
Cooperation Agency (JICA) and Adjudicator
Procedural Rules drafted by Engineering andConsulting Firms Association, Japan (ECFAJ) for
the training and assessment of President List/
National List of Adjudicators could be utilised
as useful tools.

2.3 Support of Regional Activities
FIDIC should work closely with FIDIC regionalgroups for strengthening their activities. To
enhance their activities, viable financial support
is needed. This support shall be examined if
implementation of Action Plan can manage toraise financial resources.

2.5 Strengthening FIDIC Executive Committee
1) We strongly support establishment of Directors
and Secretaries Advisory Council (DSAC). It will
help FIDIC Executive Committee to overview
business climate and challenges in diversified
consultancy market and to take collective
actions accordingly.
Further collaboration between Executive
Committee, Secretariat and DNS should beenhanced.
2) It is proposed that the meeting between FIDIC
Executive Committee and representatives of
FIDIC regional bodies (ASPAC, GAMA, EFCA,
FEPAC) could be held periodically.

Supporting ASPAC
1) Due to diversified nature of ASPAC, consistentactivities were not possible in the past.
2) E stablishment of permanent secretariat has
been discussed in ASPAC. Howev er, we
recognise the lack of financial resources.
3) It is proposed to examine financial feasibility if
FIDIC Strategy Plan could manage to raisemoney.
4) In addition, FIDIC might support ASPAC
chairman and his MA financially. This option
could strengthen function and power of
ASPAC chairmanship such that ASPAC could
be managed and operated efficiently.

2.6 Innovate the Secretariat
It is pressing issue to strengthen function of FIDIC
secretariat by examining relocation of secretariat
office, revenue increase, cost reduction, efficient
operation and reinforcement of humanresources from effective operational standpoint
and responding to increasing needs from MAs.

ASPAC EC Meeting, Marrakesh, 2016
2.4 Capacity Building
Capacity building should be enforced to MAs in
which due consideration is given to formulationof training programs that are relevant to regionaland global requirement and application.
1) It is proposed that training modules andtrainers could be provided by FIDIC in which
remuneration, guidelines, and procedural rules

12NEWSLETTER 2017

ECFAJAJCE
Activities
Activity
2016.42012– 2017.4

April

May

June

Consolidation of AJCE & ECFA
Foundation of ECFAJ

ASPAC Queenstown
Conference“A Shift in Global Focus”

Job Hunting Seminar
JICA & ECFAJ

Futsal ECFA-CUP
Tournament

OctoberNovemberJanuary

FIDIC Conf. Reporting Seminar

Advanced Contract Seminar

New Year
Celebration Party

Global Festa

13

NEWSLETTER 2017

AJCE Activity 2012

July

September

Lecture at Universities

FIDIC 2016 Marrakesh Conference“Engineering for the Challengesof Climate Change”

February

April

ECFAJ Seminar

Silver Book Seminar

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NEWSLETTER 2017

Topics on ECFAJ Activities
1. Collaboration with Government and Financing
Institutions
The Engineering and Consulting Firms
Association, Japan (ECFAJ) represents Japanese
consulting industry practicing overseas projects.
In 2016, ECFAJ had periodic dialogues withJapanese government (Ministry of Economy,
Trade and Industry, Ministry of Foreign Affairs,etc.) and financing institutions (Japan
International Cooperation Agency) in charge ofinternational cooperation and businessdevelopment. The dialogues covered from (i)Global Challenges (peace building, etc.), (ii)
Sustainable Development Goals (SDGs), (iii)
Climate Change, (iv) Procurement of High
Quality Infrastructure, to (v) Business
Development of Medium and Small Size Firms inInternational Market. ECFAJ proposed policy
recommendations for implementation of theabove challenges and enhanced collaboration
between government entities and consulting
industry.

(2) Contribution to FIDIC/ASPAC Committees
ECFAJ members has been serving for FIDIC/ASPAC committees to enhance activities of
FIDIC. They are Toshio Kurashige (ASPAC EC
member, Chair of ASPAC Capacity Building
Committee, FIDIC Quality and Liability
Committee member), Koichiro Haru (FIDIC
Sustainable Development Committee member),
Kaoru Kariya (FIDIC Business Practice Committee
member), Masato Toyama (FIDIC Business
Practice Committee - Disaster Management TF
member), Takahiro Shinchi (ASPAC Capacity
Building Committee member), Takashi Matsuo(Chair of ASPAC YPFSC, FIDIC YPFSC member),Yu k i k o I t a m i ( F I D I C Y P F S C S u b - c o m m i t t e emember), and Riota Adachi (ASPAC YPFSC
member).

2. FIDIC and ASPAC Activities(1) Participation to FIDIC/ASPAC Conference
Five members of ECFAJ participated in ASPAC
Queenstown Conference in May, 2016 whereas
35 members participated in FIDIC Marrakesh
Conference in Sept., 2016. ECFAJ encourages
our members to participate in FIDIC/ASPAC
conference to enhance networking with FIDIC
members from all over the world.

3. Training and Capacity Building
In the fiscal year 2016 (April 2016 to March 2017),
ECFAJ conducted various training and capacity
building activities. They are briefly introduced in
the followings.

Delegate from ECFA Japan
FIDIC Marrakesh Conference Sept. 2016

3.1 Dissemination and Promotion of FIDIC Conditions ofContract
1) Introductory Training Seminars
On 6 Oct. 2016 and 14 Feb. 2017, introductory
training seminars on FIDIC Conditions of Contract
were held. Eighty-seven people participated in
the seminars. Pink Book was used as the maintext. The seminar covered outline of FIDIC
Conditions of Contract and its major clauses suchas right, role and responsibility of Employer,
Engineer and Contractor, function of disputeboard in claim and dispute resolution.
2) Intermediate Training Seminar
On 23 Feb. 2017, Fifth Intermediate Training
Seminar was held for those who are working incontract management in overseas infrastructure

ASPAC EC Meeting, Marrakesh, 201615

NEWSLETTER 20174) Dispute Board Seminar
On 14 Oct. 2016, Dispute Board (DB) Seminar washeld for 40 participants to explain role, function,and merit of DB. Speakers were Toshihiko Omoto(FIDIC president List of Adjudicator), Kunihisa Oba
and Takashi Okamoto (ECFAJ National List of
adjudicator), Tomohide Ichiguchi (JICA) andYukinobu Hayashi (Chair, ECFAJ Dispute Board
Sub-committee).

projects or intend to work in this subject in future.
Seminar highlighted difference between
Conditions of Contract used in Japan (two-party
system) and that of FIDIC (three-party system)
and role of “the Engineer” in project
management. Following lecture on the essenceof Pink Book, 74 participants were divided into 6
groups to discuss several questions that requireinterpretation of Conditions of Contract.
Following report by all groups, lecturers gave
comments that are essential to the solution ofeach problem.

5) Silver Book Seminar
On 14 April. 2016, following publication ofJapanese version of FIDIC Silver Book 1999,
explanatory seminar was held in Tokyo. Due toincreased trend of projects by EPC Turnkey andPublic Private Partnership, about 100 participantsfrom consulting firms, contractors, manufacturers,
law firms attended the seminar. Key features
such as employer’s representative, lump-sum
contract, responsibility of contractor, ad-hoc
based dispute board, etc. were presented incomparing with Red Book and Yellow Book.

Prof. Kusayanagi spoke on project management

3) Advanced Training Seminar
On 25 Nov. 2016, Fourth Advanced Training
Seminar was held for those who have beenworking in contract management in overseas
infrastructure projects for more than 3 years. The
purpose of this Seminar is to foster experts for thecontract management in overseas projects.
Following lecture on the principle of contract
management and essence of FIDIC Conditionsof Contract, Pink Book in particular, a trial in
arbitration court was used as a case study.

Opening address by Mr. Kurashige,
Chair FIDIC Committee

3.2 Capacity Building through Various Seminars
1) ECFAJ Seminar
On 10 Feb. 2016, ECFAJ invited FIDIC President,
Jae-Wan Lee as the keynote speaker for theannual seminar entitled “Current Practice ofConsulting Engineer – FIDIC’s Endeavor”. FIDIC
President presented Engineering Market
Dynamics & Challenges for Asian engineering
Industry. About 100 members attended theseminar.
Prior to the ECFAJ seminar, FIDIC President had
courtesy calls to the ministries and the Japan
International Cooperation Agency (JICA).

Group discussion

Thirty participants were divided into 4 groups
after which each group reported the results ofdiscussions. By going through the actual casestudy, participants learned how to interpretcontract documents and follow procedures inclaim and dispute resolution.

16

NEWSLETTER 2017

Speaker, Mr. Suzuki elaborated how his firm could successfully
deploy railway business in U.K.
Keynote Speech by FIDIC President

4) FIDIC Conference Reporting Seminar
On 28 Oct. 2016, FIDIC Conference Reporting
Seminar was held for 40 participants who did notparticipate in FIDIC Marrakesh Conference. In
the seminar, Plenaries, Business-Day program,
GAM and social programs were presented byparticipants attended in the FIDIC Conference.
3.3 Capacity Building through Trainings
To promote job opportunity in overseas projects,
ECFAJ has been initiating various trainings incooperation with Japan International
Cooperation Agency (JICA), and experts in therespective fields.

Courtesy Call to Mr. Masafumi Mori, Vice-Minister, Ministry ofLand, Infrastructure, Transport and Tourism

2) Interdisciplinary Seminar
On 17 Feb. 2016, ECFAJ invited 3 speakers for theInterdisciplinary Seminar. This seminar aims at
sharing experience of speakers and providing
re l e v a n t i n f o r m a t i on f or t h e p rof e s s i on a l s
engaged in various sectors. Topics were i)Strengthening Competency in ODA projects, ii)
Business Deployment for Small & Medium size
Firms in Overseas Market, iii) Development ofCurriculum for the Indian Institute of Information
and Technology in which detail of training
program and outcomes were introduced.

1) Training on Project Cycle Management
The training was offered 7 times in June and Julyto lean a project cycle from planning,
implementation and project monitoring toevaluation. Method of training was based onparticipation by trainees, unlike conventional
lecture. Thirty-three trainees participated in thistraining.
2) Basic Training for Rooky Consulting Engineers
and Professionals
On 14 and 15 April 2016, basic training and workshop for rooky professionals were carried out.
Fifty-three participants form 14 member firms and
35 JICA freshmen learned structure and trend ofJapan ODA, basic knowledge on consulting
services.

3) Young Professional Seminar
On 9 Sept. 2016, YP Sub-committee organized
the seminar, titled “Bullet Train Technology Cross
the Continent – Market Deployment in the
Birthplace of Railway”. Forty YPs participated in
the seminar. The speaker explained how his firm
was able to export bullet-train as well as
challenges they had to overcome. It involved
market research, negotiations with stakeholders,innovation, trial operations, procurement by PPP,
etc. The seminar was a showcase as to how
consultants could challenge in new market.

17NEWSLETTER 20175) S eminar on Project Procurement in ODA
Projects
For 12 consecutive working days in May andJune 2016, ECFAJ invited executive JICA staffs invarious divisions for introducing JICA’s policy on
project procurement, priority issues, outline of
ODA projects in major recipient countries,
expected schedule of public announcement of
ODA projects and expected budget, etc. A totalof 671 participants attended the seminar.

Mr. Ishimoto, Vice-Chair of ECFAJ spoke to rooky professionals
from member firms and JICA

6) S eminar on JICA Guideline of Social andEnvironmental Consideration
On 12 April and 1 Dec. 2016, Seminar on Socialand Environmental Consideration Guideline washeld for beginners and practitioners respectively.
ECFAJ invited JICA staffs in charge of the
Guideline as speakers to introduce its outline andapplication by case studies. A total of 58
participants attended the seminar.
4. R e c r u i t m e n t o f C o n s u l t i n g E n g i n e e r s a n dProfessionals(1) Job Hunting Seminars
On 4 June 2016 and 25 March 2017, ECFAJ andJICA jointly held job hunting seminars at JICA’s
i n t e r n a t i o n a l c o n f e r e n c e r o o m i n To k y o .
University students, young people having
potential educational background and those
who are working in different sectors participatedin this seminar. Fifteen member firms in the first, 12
member firms in the second seminar set up abooth to explain their business outline and tried
to recruit young people. A total of 250 people
participated in these job hunting seminars.

Workshop held in JICA headquarters

3) Skill Upgrading Training(a) Financial and Economic Analysis
Introductory workshop was offered two times inAug. and Sep. 2016 for 3 days each to learn
basics of financial and economic analysis. Afterlearning basics, 26 trainees were assigned toanalyze practical cases in ODA projects.
Intermediate workshop was offered in Jan. 2017
for 3 days in which 7 trainees learned financial
and economic analysis in PPP projects. Due tothe complex nature of the subject, future training
will allocate longer period.
(b) Introductory Business English
On 20 and 21 June 2016, introductory business
English course was offered for those who are
working in overseas projects and want tostrengthen literacy ability or persons whotransferred from domestic to overseas
department. Nine trainees learned practicalexpressions as well as business manners.

(2) Open House Event
In order to provide opportunity to examine
business operation and management ofconsulting firms for those who are interested inworking in consulting field, ECFAJ and member
firms jointly organize so-called “Open Week”.
From 7 to 21 Oct. 2016, 11 member firms opened
their firms for visitors who are interested in working
in their firms.

4) Introduction of Yen Loan in ODA Projects
On 31 Jan. 2017, ECFAJ invited JICA expert incharge of ODA projects by Yen Loan. Speakerelaborated the process in Yen Loan projects withe x a m p l e s t o 49 p a r t i c i p a n t s a n d f u r t h e r
explained recent trend such as Detail Design byPaid account technical assistance.

5. P romotion of Consulting Profession to University
Students
S i n c e 2011, E C FA J h a s b e e n c o n t i n u o u s l y
conducting lectures on consulting profession in
the universities all over Japan. Lectures focus on
consulting services in overseas projects, ODA in
particular. As many university students don’t

18

NEWSLETTER 2017
Resource Development”, ECFAJ dispatched 2
speakers to explain works of consulting engineers
in ODA projects. Throughout the event period, 5member firms in ECFA corner welcomed visitors
who are interested in consulting works and gave
advice how they can develop career in our
profession.

k n o w c o n s u l t i n g p ro f e s s i o n , p ro m o t i o n o f
consulting profession in universities has been
greatly contributing in creating potential humanresources. In 2016, 17 lectures were offered in 15
universities and institutes for 991 students.

2) Global Festa
Another inter national cooperation event,“Global Festa 2017” was held on 1 and 2 Oct.
2017 in Tokyo.
About 100 organizations such as Ministry ofForeign Affairs, JICA, UNDP, NGOs, universities,
media, consulting bodies, private firms, etc.
opened booth and explained their activities oninternational cooperation. Twelve member firmsof ECFAJ introduced works of consulting industry
to visitors in our booth.

Lecture at Kyoritsu Women University, Tokyo

Lecture at Hirosaki University, Aomori Prefecture

Global Festa, Tokyo

6. International Cooperation Event
1) One World Festival
ECFAJ and JICA supported the international
event “One world Festival”, held on 4-5 Feb. 2017
in Osaka. The event is to promote humanresources who would work in international arena.
It includes professional in private and public
sectors. By supporting “JICA Seminar of Human

7. Promotion of Networking through Sports Events
On 25th Nov. 2016 and 24th June 2017, YP Subcommittee held futsal tournaments to enhance
networking among YPs in member firms. In eachtournament, 10 teams of 80 players gathered.
After the tournament, get-together party washeld to celebrate the winner and exchange
information.

One World Festival, Osaka

Futsal Tournament, June 2017, Tokyo

19

NEWSLETTER 2017

Project Accomplishments by ECFAJ Members

Technical Cooperation Project for Capacity Developmentof PPP Project Formulation in the Philippines
Principal
Firm (s)Deloitte Tohmatsu Financial Advisory
LLC with JV partner

Project Site

The Philippines

ClientJICA

FinanceTechnical Cooperation

PeriodDecember 2014 – July 2017

Type of
Project♦ Evaluation and Analysis of
Capacity of the Client♦ Technical Cooperation on PPP♦ Project Management Services♦ A Scene in Capacity Development Program for
DPWH

Project Outline♦ The undeveloped infrastructure has been a key
issue in the Philippines though its economy has
re c e n t l y d e v e l o p e d s m o o t h l y . I n o rd e r t o
accelerate the development of necessary
infrastructure and improve the capacity of
formulation and implementation of PPP projects,
this project has been planned and started.
♦ Deloitte Tohmatsu Financial Advisory LLC makes
use of its experience and knowledge of PPP, andaims to improve the capacity of developing andimplementing PPP projects of the country
through ① support on refor mulation of PPP
project selection process to be more consistentand strategic, ② support on formulation andimplementation of PPP projects for IAs etc.
Details♦C apacity development programs have been
provided to below IAs and LGU with JV partner,
based on the capacity of for mulation andimplementation of PPP Projects:- Department of Transportation- Department of Public Works and Highway- Department of Health- Local Government Unit (Iloilo City)

20

NEWSLETTER 2017

Project Accomplishments by ECFAJ Members

Survey on Management Data Analysis and Needs Analysis
of Japan Centers
Principal
Firm (s)Deloitte Tohmatsu Financial Advisory
LLC

Project Site

On-site survey (Vietnam, Cambodia)
Desktop survey (Mongolia, Myanmar,
Uzbekistan, Laos, Kyrgyzstan)

ClientJICA

Finance

Data collection survey

PeriodDecember 2016 – August 2017

Type of
Project♦ Analysis of business♦ Analysis of needs♦ Consideration of the future businessplans for Japan Centers in Vietnam
and Cambodia

Project Outline♦ “ J a p a n C e n t e r s " h a v e b e e n e s t a b l i s h e dsubsequently in the countries, which have beentransitioning from planned economies to market
economies, since 2000. The Japan Center wasconceived in 1998 as a means to highlight Japan's
ODA activities and to become hubs for training
business personnel in the host countries anddeveloping human networks between them andJapan.
♦ While Japan Centers are continuously expected toplay a significant role in promoting interaction andmutual understanding between the host countries
and Japan, it is essential for JICA to review thecurrent project goals and inputs, so that JICA canprovide support to those Japan Centers in a more
effective and efficient manner.
♦ Deloitte Tohmatsu Financial Advisory LLC (DTFA) has
been contracted by JICA to do thorough analysis
on current status and elaborate the future businessplans for Japan Centers in Vietnam (Vietnam-Japan
Human Resources Cooperation Center (VJCC)) andCambodia (Cambodian-Japan Cooperation
Center (CJCC)). Deloitte’s experiences in global
business consulting contribute significantly tomaximizing the impacts of JICA’s assistance.
Details♦ D o thorough analysis on the present status andelaborate the future business direction including theroad map toward 2030 for VJCC and CJCC
♦ D o management data analysis on all the Japan
Centers and propose a better monitoring
framework to JICA

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NEWSLETTER 2017

Project Accomplishments by ECFAJ Members

CONSULTING ENGINEERING SERVICES ON THE
CONSTRUCTION PROJECT OF PASO REAL BRIDGE

Principal
Firm (s)CTI Engineering International Co., Ltd.

Project Site

On the Road of Muy Muy –Matiguas,
specifically in the 151+545 station

ClientMinistry of Transport and Infrastructure
Republic of Nicaragua

FinanceGrant Aid by Japanese Government

PeriodJune. 2014 - Nov. 2016 (28 month)Type of
Project

Detailed Design and Construction
Supervision[Project Scope]- A pproach Road (Length is 510m with Cement
Concrete pavement)- Road Facilities (Drainage Pipes, Retaining Wall for
falling Stone, Slope Protection etc.)- Incidental Road Works (Sign Posts, Road Marking
etc.)[Project Features in Management Aspects]
It is necessary to manage;1) t he construction sequence and adapt theappropriate temporary facilities which consider
the river water level during rainy season.
2) the safety for the workers working on high-portionand lifting and installing of heavy steel girders.s

Project Outline
The former Paso Real Bridge was destroyed by
Hurricane Mitch in 1998. After that, a Bailey bridge
located at 100m upstream from the former bridge
has been constructed and used for more than 10
years. This Bailey bridge was helped to partiallysolve the traffic needs, nevertheless, its structure
does not have enough load capacity of trucks andtrailers are obligated to limit their freights causingtransportation recurrence, increasing transportation
cost, and in consequence, cost increase of thedifferent items produced in the zone limiting theamount of export production.

<Destruction former Paso Peal bridge by
Hurricane Mitch in 1998 ><Perspective>

The main objectives Project is the construction of
Paso Real Bridge which can adapt the appropriate
high water level located in a very important route(NR 21B) by meeting with the function of integrating
the North Atlantic zones with the rest of the country.
Details
Bridge length: 170m (2spans: 85m+85m)
Super Structure type: Steel Truss

22

NEWSLETTER 2017

Project Accomplishments by ECFAJ Members

Project for Capacity Enhancement on Hydro-Meteorological Information Managementin Ministry of Energy and Water (MEW) in the Islamic Republic of Afghanistan (HYMEP)
Principal
Firm (s)CTI Engineering International Co., Ltd.

system to be developed in HYMEP, which areutilized, retrieved and disseminated in a sustainable
manner.

Project Site

The entire country of Afghanistan

Main
CounterPart

 ater Resources Department (WRD),W
G e n e r a l Wa t e r M a n a g e m e n t
Department (GWMD), Ministry ofEnergy and Water (MEW)

4. Data Analysis
The qualified hydro-meteorological data is properly
analysed which is stored in the database. The
analysis results is authorized and disseminated tousers.

ClientJICA

Finance

JICA

PeriodJan.2013 – Jan. 2018 (61 months)

Type of
Project

Technical Cooperation Project

5. Information Sharing
The cooperation and coordination for mutual
utilization of hydro-meteorological data andinformation are promoted with the relevant
government organizations such as MAIL, NMS andrelated donors.

Project Overall Goal
The goal of HYMEP is that Afghanistan hydrometeorological data and information are
exchanged among WRD of MEW and relevantorganizations such as Ministry of Agriculture,
Irrigation and Livestock (MAIL) and Afghanistan
Meteorological Department (NMS), and are utilized
by the public, that contributes to promotion of
IWRM and DRM.

Objectives of Project

OutlineAs of July 2017, HYMEP is under implementation toprovide users with hydro-meteorological data andinformation services from WRD through a sufficientand high-quality database system and course workwith the dataset. The outputs of the Project are as
follows:
1. Formulation of Long- and Short-Term PlanLong and short-term plans of organization,
mandates, operation, and budget, etc. for WRD
are elaborated.

Project Activities (Total 90 Coursework)

2. Quality Control and Data Process of Data
Observed hydro-meteorological data is properly
quality-controlled and data-processed in asustainable manner.
3. Database
Qualified hydro-meteorological data andinformation are properly stored in a databaseAward Ceremony in the Forth Water Conference23NEWSLETTER 2017

Project Accomplishments by ECFAJ Members

KOMERING IRRIGATION PROJECT STAGE II, PHASE 2
in Indonesia (KIP II-2)
Principal
Firm (s)Nippon Koei Co., Ltd.

Project Site

South Sumatra Province andLampung Province, Indonesia

ClientGovernment of Republic of Indonesia

Finance

Japanese ODA Loan

PeriodAug. 2006 – Dec. 2015

Type of
Project

Engineering Services for Detailed
Design, Construction Supervision,and Capacity Development

Arial view of Perjaya Headworks

Project Outline
The Komering Irrigation Project (KIP) is located in thesouth-eastern part of South Sumatra Province andthe northern part of Lampung Province. Since1980’s, Nippon Koei Co., Ltd. has continuously
provided the consulting services for planning,
design and construction supervision for KIP.

Division Point from Main Canalto Bahuga Secondary Canal

Following the previous stages of KIP I and KIP II-1, thisproject (KIP II-2) was implemented aiming at
promoting growth of agricultural production in thedownstream reach of KIP area by furnishing the
farmlands with adequate irrigation and drainage
facilities, thus ensuring year-round irrigation watersupply for sustainable agriculture development.
As of completion of KIPII-2 in 2015, 59,148 ha ofirrigation area has been developed. KIP is now
ranked as the fourth largest irrigation scheme inIndonesia. In terms of the crop productivity, theunity yield of paddy had significantly increased to
6.0 tons/ha from around 2.5 tons/ha. The crop
intensity became more than 200% because of input
of continuous irrigation water supply during dryseason.

Tertiary Canal by Aqueduct Flumein Bahuga Area

Beneficiary farmers and their paddy fields
in the project area

Details of KIP II-2
SchemeConstruction
PeriodDevelopment
Area

Design Discharge ofSecondary Canal

Length of Canals(Secondary , Sub-secondary)

Bahuga2007 - 2012

3,135 ha19.40 ~ 16.40 m3/sec

20.44 km, 20.22 km
23.75 km, 46.96 km
14.20 km, 52.40 km

MuncakKabau

2008 - 2014

6,021 ha8.56 ~ 1.25 m3/sec

Lempuing2012 - 2015

5,000 ha19.78 ~ 13.05 m3/sec

24

NEWSLETTER 2017

Project Accomplishments by ECFAJ Members

PINATUBO HAZARD URGENT MITIGATION PROJECT Phase III
In Philippines (PHUMP III)Principal
Firm (s)Nippon Koei Co., Ltd.

Project Site

Mt. Pinatubo Area, Sacobia-Bamban
and Abacan, River Basins,
Province of Pampanga,Philippines

ClientGovernment of Republic of Philippines

Finance

Japanese ODA Loan

PeriodOct. 2008 – Feb. 2016

Type of
Project

Engineering Services for Detailed
Design, Construction Supervision,
And Capacity Development

Excavation / Dredging of Major Rivers

Project Outline
The Pinatubo Volcano erupted in 1991 and it was
the largest volcanic explosion in the 20th century in
the world. Since the eruption, typhoons andtorrential rain have caused mud flows or lahars
every year, leading to major mud slide disasters. NK
has continuously supported the Philippine
Government through Phase I (1997-2000) and Phase
II (1999-2006).

Preparation of Comprehensive Land Use Map

Details<Part 1>
:Detailed design and Construction Supervision- Dike embankment 33.3km-  Excavation/dredging of discharge channels
38.7 km- Diversion of a river12.9km- Construction and replacement bridges 14 nos.
- Raising height of roads 11.0km

The structures constructed under PHUMP III were
carefully planned and designed to meet the main
objectives of the project to reduce the extent,
depth and duration of flooding, particularly in the
major impact areas of the City of San Fernando,
and municipalities of Guagua, Lubao andSasmuan, Pampanga.

<Part 2 >:Capacity building and Soft Components- Watershed management- Flood management- Land use management- Institutional capacity building- Livelihood development- Waste management

As to quality of the structures constructed under
PHUMP III, there were no recorded major damagess i n c e p a r t i a l o p e r a t i o n i n 2012, d e s p i t e t h eoccurrence of strong typhoons and floods in theprevious years.

Hot mudflow (lahar) in the middle basins of
the Pasig-Potrero River

Guagua Town Center before and after
the Project Implementation

25

NEWSLETTER 2017

Project Accomplishments by ECFAJ Members

Hasanuddin University Engineering Faculty Development
Project
Principal
Firm (s)Oriental Consultants Global Co., Ltd.

Project Site

Gowa district in South Sulawesi,
Indonesia

ClientDirectorate General of Higher Educationand Hasanuddin University (UNHAS)

Finance

Japanese ODA Loan (IP-541)
Loan Period will be expired on July 2019

PeriodDecember 2007 - 2018

Type of
Project♦ Campus Master Plan
♦ Basic & Detailed Design♦ Tender Management Assistance♦ S u p e r v i s i o n f o r C o n s t r u c t i o n o f
Buildings and Infrastructure
Development♦ S u p e r v i s i o n f o r P r o c u r e m e n t o fLaboratory Equipment and Furniture

Package-1: C enter of Technology, Library Building,Classroom Building, Architecture
Department, Civil Department
Package-2: M e c h a n i c a l D e p a r t m e n t , E l e c t r i c a l
Department
Package-3: Geology Department, Naval Department,
Power House
Package-4: Workshop Building, Power House

Earthquake damage research at Gorkha

Project Outline♦ The objective of the Project is to make quantitativeand qualitative improvement in education and further
strengthen research activities in engineering throughdevelopment of the Engineering Faculty, including
e s t a b l i s h m e n t o f t h e C e n t e r o f Te c h n o l o g y i n
Hasanuddin University in South Sulawesi.
Eco-friendly and Smart Campus♦ Consideration of the environment and energy
efficiency has been taken into account as the highest
priority in achieving eco-friendly and economical
campus, e.g., orientation and height of the buildings,
passive cooling and natural lighting systems, andfaçade design.
♦ “Smart Technology” has been introduced as acompletely new approach and solutions for energy
and facility management. It is simple but truly aneffective tool to minimize the energy consumption andenables efficient facility operations with the energy
management system. The smart energy campus has
been implemented as a pilot project in the Center ofTechnology Building since December 2015 andsuccessfully completed in August 2016 under a CSR
program initiated by ACK Group Co., Ltd. a holding
company of Oriental Consultants Global.

Bird Eye View Perspective of Gowa Campus

Details♦ Site Area: 31.17 ha♦ Total Building Floor Area: 71,000m2♦ Procurement Packages

Main Screen for Visualization of Energy Consumption(Supported by ACK Group’s CSR)

26

NEWSLETTER 2017

Project Accomplishments by ECFAJ Members

Detailed Design for Yangon-Mandalay Railway
Improvement Project (Phase 1) in Myanmar
Principal
Firm (s)Oriental Consultants Global Co., Ltd.

Project Site

Myanmar
Yangon to Taungoo

ClientJapan Inter national Cooperation
Agency (JICA)

Finance

Japanese ODA Loan

PeriodJun 2014- Jun 2016

Type of
Project

Consulting services for Detailed
DesignProject Outline
The objectives of this project are to rehabilitate
weathered infrastructures and relevant facilities ofthe existing railway between Yangon city and
Mandalay city in Myanmar and modernize them toincrease the safety level and speed of train
operation, to reduce transportation cost, and toincrease passenger and freight transportation.
The technical targets of this project are to achievea maximum train running speed of 100 km/h safely
and to enable the train travel between Yangon
and Mandalay less than 8 hours.
Details♦ Outputs:- D etermination of the deisign criteria, including
selection of the technical standards, detailed
construction methods, etc.,- D etailed design and preparation of the bid
documents, considering the most suitable form of
the contract for Inter national Competitive
Bidding,- T he Project comprises a) civil engineering
structures of the railway track line and b) railway
system installation.
- Deliverables of the Detailed Design Study, draft
bidding documents.

27NEWSLETTER 2017

Project Accomplishments by ECFAJ Members

Consultancy Services during the Construction Period of Construction, Operation
and Transfer of Gebze–Orhangazi–İzmir (İzmit Bay Crossing (= Osman Gazi Bridge)
and Connection Roads included) Motorway under Build–Operate–Transfer Model
Principal
Firm (s)Chodai Co., Ltd.

Project Siteİzmit Bay, Turkey

Client eneral Directorate of Highways
G(KGM)

FinanceOTOYOL A.Ş. (BOT scheme)

PeriodMay 2013 – June 2017

Type of
Project♦ Construction Supervision (CS) andreview of bridge structure design♦ Technology transfer

Project Outline
The project involved the provision of CS services forthe 433 km long Gebze–Orhangazi–İzmir Motorway
which connects İstanbul to İzmir, the third largest
city in Turkey.
Chodai was responsible for the CS of the İzmit Bay
Bridge (now called the Osman Gazi Bridge), the 4th
longest suspension bridge in the world. The bridge
was opened on June 30th, 2016 and it now takes
only six minutes to cross İzmit Bay over the bridge.
1. Construction Supervision- CS for main bridge section- CS management- Material and quality control- Review of bridge structure design- Review of technical documents- S upervision of steel fabrication work, concrete
work and suspension and stay cable work
- C o n f e re n c e s w i t h t h e C o n t r a c t o r a n d t h e
Designer- Reporting to the Client and supporting the Clientin dealing with various issues
2. Technology Transfer- Acceptance of trainees
Details
Bridge Type:
Total Length:
Main Span:
Deck:
Pylons:Deck Width:

3-span Continuous Suspension Bridge
2,907 m
1,550 mStreamlined steel box girder
252 m steel
35.93 m (6 motorway lanes)28NEWSLETTER 2017

Project Accomplishments by ECFAJ Members

The Project for Recovery and Improvement of Water
Supply System for Reconstruction of Leogane City in Haiti
Table Summary of facilities

Principal
Firm (s)Chuo Kaihatsu Corporation

Project Site

Leogane city West Department ,Haiti

Water intake Deep well Q=1,900m3/day,Submerged motor pump 1unit
facility

ClientJapan Inter national Cooperation
System (JICS)

Disinfection
facility

Injection system of calcium
hypochlorite

Finance

Japan's Grant Aid

Elevatedwater tank

PeriodJuly 2014 - July 2017

Type of
Project

Construction Supervision

Cylindrical shape and Reinforced
concrete structure 1unit, Tank
Volume 340m3, Height = 20m, Pile
foundation structure (H-steel pile
25m x 72 piles)

Construction for elevated water tank
(Lot 1)

Construction for water distribution network(Lot 2)

Project Outline
Due to the huge earthquake of M 7.0 occurred in
Haiti in January 2010, the city of Leogane near the
epicenter was devastated. Our company had
carried out the “Preparatory Survey on the Projectfor Recovery and Improvement of Water Supply
System for Reconstruction of Leogane City in Haiti”.
The facility plan has implemented a seismic design
taking into account the occurrence of theearthquake. After the survey, we have accepted
an order of construction management project from
July 2014, and we are implementing construction
supervision works of water supply system.
Details
This construction work is divided into two Lots:
Construction for elevated water tank (Lot 1) andConstruction for water distribution network (Lot 2). A
local construction company in Haiti has bidding foreach lot and is carrying out construction.
Construction starts in October 2015, and one
Japanese (resident) engineer with many
construction management experience is being
stationed. In addition, we are hiring two local
engineers and a coordinator to support theconstruction supervision. The facilities are as follows.

Water
distribution
network

Extension of distribution pipe φ
63mm – 450mm
Sluice valve, Air valve, Drainage
valve, etc.

Provision ofequipment

Water meter 900 units, Ferrule withsaddle 900 units, Service pipe φ20mm 5,400m

Photo Construction site of elevated tank

Photo Construction site of pipe

29NEWSLETTER 2017

Project Accomplishments by ECFAJ Members

Project for Capacity Development on Operation and
Maintenance in the Sewerage System in Rio de Janeiro
Principal
Firm (s)Nihon Suido Consultants Co., Ltd.

Project Site

Rio de Janeiro Brazil

ClientWaters and Sewer Company of Stateof Rio de Janeiro (CEDAE)

Finance

Japan Inter national Cooperation
Agency (JICA)

PeriodApril 2014~March 2017

Type of
Project

Technical Assistance related toJapanese ODA Loan Project

The project was completed successfully in March2017 owing to close cooperation between JICA
expert team and counterpart staff of CEDAE.

Project Outline
In order to improve the water quality of the
Guanabara Bay surrounding the State of Rio deJaneiro, construction of 3 sewage treatment plants(STPs) and installation of sludge dewateringmachines in an existing STP using Japanese ODA
loan was completed in 2008. However, machine
troubles and/or deterioration have been found in apart of equipment in STP only 5 years passage after
the launch of operation due mainly toinappropriate operation and maintenance (O&M).
Hence, the Waters and Sewer Company of State of
Rio de Janeiro (CEDAE) requested technicalassistance aiming the capacity development of
O&M of STP to JICA.

Project Location Map

Details
The project purpose was “Improvement of capacityof engineers of CEDAE to operate and maintain thesewerage system”, and 2 outputs were set toachieve the purpose, i.e. (1) Improved O&M
procedures are institutionalized, (2) An O&M
manual is elaborated.
The detail activities of the project were;(1) Analysis of the actual situation of the structure
and O&M of existing sewerage system,(2) Id e n t i f i c a t i o n o f p r o b l e m s a n d a r e a s f o r
improvement,(3) Formulation of a detailed activity plan,(4) Technical transfer based on the plan above,(5) Implementation of workshop to disseminate theexperience of the project,(6) Preparation of O&M manual,

30

Guidance of laboratory
equipment

OJT at pump facility

OJT at reaction tank of STP

Seminar for staff in STPNEWSLETTER 2017

Project Accomplishments by ECFAJ Members

Project for Myanmar, Infrastructure Development at
Super Soft Ground with D-BOX
Principal
Firm (s)Pacific Consultants Co., Ltd.

Metry Technology Institute Co., Ltd
Project Site

Ayeyarwady region in Republic of
the Union of Myanmar

ClientJapan Ministry of Foreign Affaires

PeriodOctober 2013 – March 2014
Working Situation of D-Box

Project Outline
M y a n m a r h a s y e t t o e s t a b l i s h i n f r a s t r u c t u redevelopment with economically feasible
countermeasure against super soft ground such as
the delta area in Ayeyarwady region. That has
been causing serious subsidence problems andcollapse of the embankment slope.
The D-BOX system developed in Japan enables
control of subsidence and increase bearing power
for the soft ground with simple operations. There isno need to use heavy equipment, only the use ofhuman power of local residents alone. There is noneed to use solidifying materials such as cements.

Support Power Reinforcement Test

Future Development
With establishing a local subsidiary and carrying out
quality management and technical guidance, we
hope to introduce the D-BOX system to developing
countries and promote bilateral business throughdeep partnership with local factories, dealers, andagents.

Loading Test for Subsidence Restraining

Slope Protection Test

Pilot Construction Area

31

NEWSLETTER 2017

Project Accomplishments by ECFAJ Members

The Project for Urgent Improvement of Water Supply System in Yangon
City in the Republic of the Union of Myanmar (Lot 2: Improvement of
the Pipeline for Kabar Aye Pagoda Road and Yankin Township)
Principal
Firm (s)TEC International Co., Ltd.

Project Site

Kabar Aye Pagoda Road and YankinTownship, Yangon

ClientGovernment of the Republic of theUnion of Myanmar

FinanceGrant Aid of Japan

PeriodMay 2015 to June 2016

Type of
Project♦ Detail Design♦ Construction Supervision♦ M a n a g e m e n t G u i d a n c e ( S o f t
Component)

Project Outline
Yangon is the main economic center and former
capital of Myanmar. Despite having plentiful water
resources, the water supply system of Yangon is notwell developed and plagued with problems due tovarious reasons including long period of international
isolation and lack of investment. The main problems
include superannuated facilities, short supply duration,
low pressure, and a high water loss level of over 50%.
Both quantity and quality of supplied water are
inadequate. Only about 42% of Yangon’s residence
are covered by the piped supply system.
This project (Lot:2 project) aimed at renewal of watertransmission pipeline in Kabar Aye Pagoda road andrenewal of distribution pipe network in Yankin Townshipas a pilot study. These would enhance water delivery
and distribution system and reduce water loss.
Details
1. Renewal of Water Transmission and Distribution pipein Kabar Aye Pagoda Road
- DI pipe dia. 1000 mm (1569 m), 300 mm (230 m),
and 200 mm (1163 m)- T renchless crossing 5 locations (total length 106 m)
2. Renewal of pipe network in Yankin Township as pilotarea- DI pipe dia. 200-400 mm, uPVC and PE pipe dia.
50-150 mm: 8,000 m-C onsumer water meters: 1944 Nos.
- M onitoring system for pilot area (flow meter,pressure transducer, chlorine analyzer at District
Metered Area inlet, SCADA system at Yegu PS)
3. OJT and Soft component

32

NEWSLETTER 2017

Project Accomplishments by ECFAJ Members

Development of Bandung Institute of Technology (III)Principal
Firm (s)Yachiyo Engineering Co., Ltd.

Project Site

Bandung, Indonesia

ClientBandung Institute Technology (ITB)

Finance

Japanese ODA Loan

Period2011-2018

Type of
Project
Project Outline
This project is located in Bandung, West Java,approximately 150 km from the capital Jakarta,
with the aim of improving the educational facilities
of Bandung Institute of Technology (ITB), the highest
technical university in the country, totaling
approximately 7.8 billion yen Japan ODA loan
project, of which approximately 5.6 billion yen isfunded by Japan.
Details♦ Design and construction supervision of newly constructed school buildings (4 buildings, 39,975 m2)♦ Design and construction supervision of renovation works of existing school buildings (4 buildings)♦ Procurement supervision work of educational equipment (about 600 kinds)♦ Bid support♦ Procurement of furniture, etc.
Regarding the 1st package above for the construction of 4 new buildings, the proposed four (4) centersbelow are meant to enhance ITB’s competitiveness in the international forum as well as maintain its role asa bench-marking reference for other universities in Indonesia.
- Center for Advanced Sciences (CAS), which aims to strengthen international competitiveness, which
utilizes the rich natural resources available in Indonesia.
- Center for Infrastructure and Built Environmental Engineering (CIBE), which aims to respond to national
demands for rapid expansion of infrastructure development as well as environmental protection.
- Center for Art, Design and Language (CADL), which aims to support human resources for the creative
industries, which are given a strategic priority by the government. Capacity of language is recognized
as an important base for internationally competitive research.
- Center for Research and Community Services (CRCS), which aims to conduct an intensive university industry collaboration so that ITB expertise and capability will be fully utilized by industry, and eventually
Indonesian industry will grow and provide prosperity for the people.
- In addition to the above, the following center is included in the project in the packages of therenovation of the existing building and the procurement of equipment in order to accomplish the
purpose of the project, especially for enhancing the ICT field.
- Center for IT for Industrial Engineering (CITIE), which aims to strengthen application research based on
the ITB experience of IT research for other fields.

33

NEWSLETTER 2017

International Development Advisory
Harnessing our financial expertise and global network, Deloitte Tohmatsu Financial
Advisory LLC has been extensively engaged in international development businesses,
partnered with Japan International Cooperation Agency, United Nations, World Bank
Group, Japanese Ministries and private companies.
Our mission and aspiration are to provide the professional and innovative solutions
to diversified and imminent development agendas in the emerging countries acrossAsia, Americas, Africa and Middle East.

Conceptual Diagram of IDA（International Development Advisory） Services

Deloitte Tohmatsu Financial Advisory LLC
International Development Advisory
Shin Tokyo Building 3‐3‐1 Marunouchi, Chiyoda‐ku,
Tokyo 100‐0005 Japan
URL: www.deloitte.com/jp/dtfa
E‐mail：dtfa.koho@tohmatsu.co.jp

34

NEWSLETTER 201735

NEWSLETTER 2017

ENGINEERING CONSULTANTS

We plan, design and manage
projects of infrastructure & social
development to contributeto the growth of all nations

WORLDWIDE NETWORK OF OFFICES
Asia

Jakarta, Manila, Singapore, Bangkok, Hanoi, Ho Chi Minh, Yangon, Naypyidaw, Vientiane, Phnom Penh,
Dhaka, New Delhi, Colombo

Middle East

Amman, Tunis, Rabat

AfricaNairobi, Gaborone, Maputo

Latin America

San Salvador, Panama City, Medellin, Lima, Sao Paulo, Asuncion, Managua, Quito, Cochabamba

NIPPON KOEI CO., LTD.
(Head Office)EuropeManchester

1-14-6 Kudankita, Chiyoda-ku, Tokyo 102-8539 JAPANTEL: +81-3-5276-3596 FAX: +81-3-5276-3002
Website: www.n-koei.co.jp/english

36

NEWSLETTER 201737

NEWSLETTER 2017

CKC
Water,

Disaster Prevention,
Environment,

ODA Loan Project
Sanitation Improvement Project for
Baixada Santista Metropolitan Region,
BrazilODA Loan Project
Teite river basin depollution
Project in Brazil

Agriculture,andHuman Resource
Development

Technical Cooperation ProjectManagement of Non-revenue Water
in Kenya

CONTACT
CONSULTING ENGINEERS & PLANNERSCKC Chuo Kaihatsu Corporation

http://www.ckcnet.co.jp
3-13-5, Nishiwaseda, Shinjuku, Tokyo, 169-8612, Japan
TEL: +81-3-3207-1711 FAX: +81-3-3232-3625 E-mail: overseas@ckcnet.co.jp

38NEWSLETTER 201739

NEWSLETTER 2017

Leading Consulting Firm in the Global Water Sector
TEC International Co., Ltd. (TECI) is a Japanese
consulting firm specialized for the global watersectormarket.

TECI

maintains

sufficient

professional staff to provide integrated consulting
services for water and environmental engineering
works, including project formulation, planning,
designing, cost estimation, financial planning,tendering assistance, construction supervision andcapacity development.
Head Office

3-7-1 Kasumigaseki, Chiyoda-ku, Tokyo, 100-0013,Japan

Contact

TEL:+81-3-3580-2418

FAX:+81-3-3591-0492

information

E-mail:info@teci.jp

Website: http://www.teci.jp

40

NEWSLETTER 2017

Editor's note

ECFA merged with AJCE and established new association, ECFAJ in April 2016. We are pleased todeliver first edition of Newsletter after consolidation. Therefore the cover and logo are renewed. We
will gradually resume publication work to the previous state in two years.

Aaa

Chairman Mr. Hanaoka described a comprehensive introduction of ECFAJ activities
aaa while threeaaa
vice chairmen, Mr. Ishimoto, Mr. Arimoto and Mr. Sasabe, presented subjects thatare relevant tomanagement and practice of consulting services. Following these articles, summary of ECFAJ
activities in fiscal 2016, projects accomplished by member firms, and their advertisement are
introduced.
Special article on "Comments and Recommendations on FIDIC Reform" is disclosed to share ourconcerns and expectations for betterment of FIDIC in future. This proposal was submitted to FIDIC
president and requested for review in Executive Committee Meeting in Berlin. ECFAJ supports FIDIC
reform and willing to contribute for its realization. The committee in charge of this subject establishedspecial task force in Dec. 2016. Since then, the task force collected opinions from members,
discussed issues that are relevant to consulting engineers and formulated the proposal. Many
challenges lying on FIDIC and ECFAJ seem common.
Recently, liberalism and protectionism are getting power globally. Further, terrorism and missile are
creating threat. Besides these pressures, it is the responsibility and role of consulting engineers that weare committed to work for society and people as trusted partners.
In this respect, consulting engineers are mandated to plan and build robust infrastructure for thesafety and peace of people in the world.
September 2017
Ichiro Seko

ECFAJ NEWSLETTER, September 2017
Publication: Engineering and Consulting Firms Association, Japan (ECFAJ)
Toranomon Yoshiara Bldg., 8th Floor
1-6-3 Nishishimbashi, Minato-ku, TOKYO 105-0003 JAPAN
Tel: +81 3 3593 1171 Fax: +81 3 3593 1172
Email: info@ecfa.or.jp URL: http://www.ecfa.or.jp
Edit and Cover: FIDIC Publication Sub-Committee
Layout: Daioh Co., Ltd.
1-7-5 Uchikanda Chiyoda-ku, TOKYO 101-0047 JAPAN41

ECFAJ Members

82 Firms, 19 Individuals, 11 Affiliates

Icons Inc.
IC Net Ltd.
Ides Inc.
International Total Engineering Corporation (ITEC)
i-Transportlab. Co., Ltd.
Asia Air Survey (AAS)
Asia Engineering Consultant Co., Ltd
Almec VPI Corporation
INGEROSEC Corporation
INTEM Consulting Inc.
Asian Technology Institute Co., Ltd.
Eight-Japan Engineering Consultants Inc
SGSJapan Inc.
EX Research Institute Ltd.
NHK Integrated Technology Inc.
Nippon Jogesuido Sekkei Co., Ltd. (NJS Consultants)
NTC International Co., Ltd
OPC Corporation
Toshihiko Omoto Construction Management & Dispute Resolution
OYO International Corporation
OPMAC Corporation
Oriental Consultants Co., Ltd.
Oriental Consultants Global Co., Ltd.
CARBON FREE CONSULTING CORPORATION
Overseas Merchandise Inspection Co., Ltd. (OMIC)
Kaido & Associates
Kaihatsu Management Consulting, Inc.
Katahira &Engineers International (KEI)
Kiso-Jiban Consultants Co., Ltd. (NKC)
KYOWA ENGINEERING CONSULTANTS Co., Ltd.
Cooplus Co.,Ltd.
Global Group 21 Japan.Ltd
CTI Engineering International Co., Ltd. (CTII)CTI Engineering Co.,Ltd.
Koei Research & Consulting Inc.
International Development Associates Ltd.
Kokusai Kogyo Co., Ltd. (KOKUSAI)
Sanyu Consultants Inc. (SCI)
CDC International Corporation
GYROS Corporation
Creative Engineering Research InstituteNippon Engineering Consultants Co., Ltd
Taiheiyo Engineering Corporation
Chuo Kaihatsu Corporation (CKC)
CHUGAI TECHNOS Corporation
Chodai Co., Ltd.
TSUCHIYA Consulting Office
TEC International Co.,Ltd.
Deloitte Tohmatsu Consulting Co., Ltd.
Deloitte Tohmatsu Financial Advisory LLC
The Japan Electrical Consulting Co., Ltd.
Electric Power Development Co., Ltd.(J-Power)
Tokyo Engineering Consultants Co., Ltd.
Tokyo Electric Power Services Co., Ltd.(TEPSCO)
Tonichi Engineering Consultants,Inc.
West Japan Engineering Consultants, Inc.(WestJEC)
Nihon Suido Consultants Co., Ltd.
Nippon Koei Co., Ltd.

Nippon Civic Consulting Engineers Co.,Ltd.
Ninomiya Professional Engineer Office
Japan Development Service Co., Ltd
Japan Development Institution (JDI)
Japan Airport Consultants, Inc.(JAC)
Japan Bridge & Structure Institute, Inc.
Japan Port Consultants, Ltd.(JPC)NIHON SUIKO SEKKEI Co., Ltd.
Japan Techno Co., Ltd. (JAT)NEWJEC Inc. (NEWJEC)
Pacific Consultants Co., Ltd.
PACET Corp.
PADECO Co., Ltd.
VSOC Co., Ltd
Fukken co.,Ltd.
Pegasus Engineering Corporation
POLYTEC ADD, INC
Mitsubishi UFJ Institute Ltd
P.T.Morimura & Associates, Ltd.
Yachiyo Engineering Co., Ltd.(YEC)
Unico International Corp.
Panasonic Excel International Co., Ltd
RECS International Inc. (RECS)World Business Associates Co., Ltd. (WBA)(Individual Members:19 professional)
Sang Gyoon Lee
Naoki Iguchi

Aoi Inoue
Masao Umeda
Kazuto Otani
Kunihisa Oba
Takashi Okamoto
Takeshi Kato
Shunji Kusanagi
Yoshiko Koizumi
So Saito
Simon Barrett
Yoichi Takemura
Chizuko Nakandakari
Hirosato Nabika
Miho Niunoya
Teppei Mogi
Kenji Mori
Richard Kramer(Affiliate Members 11firms)
NHK International, Inc.
Japan Telecommunications Engineering and Consulting Service (JTEC)SHIMIZU CORPORATION
Kobelco Eco-Solutions Co., Ltd.
Chugoku Electric Power Co., Inc.
Japan Oil Engineering Co., Ltd.
Japan International Cooperation Center.
Japan Weather Association
Japan Productivity Center
Hitachi, Ltd.
METAWATER Co.,Ltd.