Social Infrastructure Business Area Briefing
September 20, 2023

Takeshi Kawakami
Managing Executive Officer; President ofSocial Infrastructure Business Area
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Contents
1. Social Infrastructure & Offshore Facilities Business Area Outline
2. Business Environment Outlook and Assumptions
3. Social Infrastructure & Offshore Facilities Initiatives(1) Segment Strategies Based on Group Management Strategies 2023
(2) Analysis of Operating Profit Target Changes(3) Process for Reaching Operating Profit Targets
4. Long-Term Earnings Growth Story
5. Business Strategies to Reach Numerical Goals
6. Lifecycle Business Outlook and Strategies

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1. Social Infrastructure & Offshore Facilities Business Area Outline■ FY2022 segment revenue■ Segment results for FY2018~FY2022

Urban development
10% (¥17.5 billion)

Orders250 (Billions of yen)Concrete construction materials
6% (¥10.3 billion)
Shield systems
11% (¥18.0 billion)

Total¥171.0 billion

Sales

Operating profit

Operating margin
12.0%
10.0%

200

Bridges and watergates
60% (¥103.1 billion)

Transportation systems
13% (¥22.1 billion)

8.0%

150

6.0%
100

4.0%

50

2.0%

0

0.0%
FY2018WatergatesTransportation systems

Shield systems

FY2020

FY2021

FY2022

FY2023Concrete construction
materials

Urban development• Engineering capabilities• New installation and• Dominant shares in such
• Sales network
for new construction andmaintenance engineering
niche markets as• Supplying machinery +maintenance, steel
capabilities andmaintenance vehicles,
backup systems
bridges and pre-stressed
construction experience for road snowplows, three(customizable)
concrete bridges
large sluice gatessection train passenger• Differentiated technology• Building information• Diverse capabilities in newcars, and new
for cutter bits (obstacle
modeling management
construction, maintenance, transportation systems
excavation)
capabilities
control information, andand light rail vehicles• Contract negotiation clout other areas• Customer support• Full turnkey support• Can generate orders
profitability and nationwide
through inspection, repair,
agent networkand new construction
business cycle• Manufacturing capacity
for multiple segments(large, medium, small
diameter and reinforced
concrete, steel, andcomposites)• Redevelopment
experience in Toyosu,
Sunamachi, and otherareas

Domestic new
construction: 3rd

Reinforced concretesegment: Around 40% of
marketMarketshare

Competitive edge

IHI offerings

Bridges

FY2019Domestic new installations:
1st or 2nd
Domestic inspections: 40%
market share

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Diesel passenger railcars: 1st Domestic market: 1stMaintenance vehicles: 1st(30% of market last year)3CommonOverseas

Domestic

2. Business Environment Outlook and Assumptions
Near term (FY2023~FY2025)

Medium and long terms (From FY2026)• Labor shortages as skilled workers age,younger people leave profession, and birthrate
declines• Worsening labor shortages as skilled workers
age, younger people leave profession, andbirthrate declines• Rising demand for infrastructure upgrades• Greater investments in disaster prevention andmitigation• Ongoing national land resilience projects• Start of trials to comprehensively manage
maintenance of aging infrastructure• Renewable energy business expansion• Robust infrastructure demand (based in Turkey,
India, and elsewhere in South Asia)• Robust infrastructure demand (based in Turkey,
India, and elsewhere in South Asia)• Large infrastructure projects remaining solid• More blocs emerging in global economy• Infrastructure investments back on track after
pandemic downturn• Growing need for regionalization• Rising flood and drought damage in Asia andelsewhere as global warming accelerates• Rising flood and drought damage in Asia andelsewhere as global warming accelerates• Energy crisis and price hikes from Ukraine war• Emergence of carbon-neutral economies• Overseas procurement price hikes amid
plunging yen• Green infrastructure deployments

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• Private sector participation in maintenance andmanagement through industry-governmentacademia collaboration and comprehensive
maintenance management across wide areas43. Social Infrastructure & Offshore Facilities Initiatives(1) Segment Strategies Based on Group Management Strategies 2023

Leverage strong existing businesses to support safe and secure social infrastructure byproviding transportation infrastructure, disaster prevention, and water management
Goals

Transportation infrastructure

Disaster prevention and water management

Build resilient global infrastructure andhelp maintain local infrastructure

Collaborate with other domains to develop regional infrastructure withbuilt-in disaster prevention and mitigation and provide effective
maintenance, management, and operation services

Transportation
systems

BridgesShieldsystems

Strengthen domestic business(Create businesses that resolve
social issues and generate growth
Strengthening order generation
capabilities)

Bolsterengineering,production, andconstruction
capabilities

Strengthen
domestic business(Strengthening
order generation
capabilities)
Awareness
improvements

Strengthening
technologicalcapabilities

Concreteconstruction
materials
Develop and deploy
technologies and projects formaintenance, disasterprevention and mitigation, andcreate sustainableinfrastructure

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Overseasdevelopment

Concreteconstruction
materials

Urban
development

Strengthen overseas
businesses
Cultivate businesses
that resolve social
issuesWater utilization and flood control solutions
Attract and develop talent
Feedback to domestic
business

Cross
deployment
withdigitization

Watergates

Corrective maintenance → Preventive maintenanceShield systems(backup systems and monitoring)

Have overseas units independently develop
businesses and repatriate Japaneseemployees to reinforce the domestic
business base5

3. Social Infrastructure & Offshore Facilities Initiatives(1) Segment Strategies Based on Group Management Strategies 2023

■ Segment performance targets (FY2020~FY2025)
Increase revenue and operating profit(excluding urban development)(Billions of yen)

220

12.0%

Operating margin(segment total)

210

10.0%

200

Operating margin(excluding urban
development)

190

8.0%
6.0%

180

4.0%

170

2.0%

160
150

0.0%
2021

2022

2023

Revenue(Billions of yen)
FY2021167.3

FY2022

FY2023

171.0

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All Rights
Reserved.
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All Rights
Reserved.

190.0

2025

Operating profit(operating margin %)FY2025210.0

FY2021

FY2022

FY2023

FY202515.3(9.1%)

17.0(9.9%)

13.0(6.8%)

18.0(8.6%)
6

3. Social Infrastructure & Offshore Facilities Initiatives(2) Analysis of Operating Profit Target Changes

Factors in FY2025 operating profit changes*( ) = Revenue(Billions of yen)

(171.0)

F

B

E

A
C

FY2022
resultD

FY2023targetFY2025target

A

B

C

D

E

F

Expandlifecycle
businesses

Other

Expandlifecycle
businesses

Strengthen
earnings
foundations

Reformbusiness
structure

Other

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(210.0)7

3. Social Infrastructure & Offshore Facilities Initiatives(3) Process for Reaching Operating Profit Targets

Benefits

1

Strengthen domestic orders and improve
productivity

2

Foster creation of disaster prevention andmitigation and lifecycle businesses

3

Steadily expand overseas businesses

Goals• Secure earnings domestically for growth investments• Secure industry leadership positions to boost clout andenhance business climate

Boostsales andcut costs• Cultivate new businesses offering high added value(embed and evolve lifecycle businesses and progresswith disaster prevention and mitigation)

Cultivate
growthbusinesses• Lift revenue by expanding businesses, centered on
key sites

Increase
sales(Billions of yen)

8*( ) = Revenue

9(171.0)
4

3

2

6

5

(210.0)7

1

FY2025

FY2022

1
Strengthen
domestic bridgeorders (newbuilds andmaintenance2
Strengthen
domestic shieldsystems orders

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3

4

Regionalize
Expand overseas
bridge and water shield systems
managementbusinessbusinesses

5

Expand disasterprevention andmitigation
businesses

6

7

8

9

Expand precast
concreteproducts
business

Expandtransportation
after-services
businesses

SG&A increase
as revenue rises

Other(Real estate
sales)

8

4. Long-Term Earnings Growth Story
Transportation
Build resilient infrastructure (bridges, tunnels, and roads) worldwide and help maintain andinfrastructure operators manage local infrastructure
領域
Disaster prevention and (1) Provide construction, maintenance, management, and effective operational services forwater management
water management facilities, and (2) Collaborate with other domains in developing regional
companies
infrastructure with built-in disaster prevention and mitigation capabilities

300
3,000

Construction
materials

Watergates

DomainsUrban
development(Billions of yen)
Domain: Bridges

Domain: Watergates• Expand comprehensive maintenance management• Deploy lifecycle businesses for overall infrastructure• Establish partner-based maintenance structuresin each region• Establish technology to control floods and use
water

Domain: Watergates

Cultivate wide-area water utilization andflood control projects in Japan and abroad

Bridges and shield systems

250
2,500

Shieldsystems• Regionalize three overseas sites• Acquire construction and maintenancemanagement capabilities for entire bridge androad infrastructures

Water
manage- Urban
ment

350
3,500

Bridges Transportation

Urban development

Bridges and shield systems

Water management

Regionalize and network centered on three sites

Bridges, shield systems, and construction materials

Lifecycle business

Consistently capture national resilience demand

Lifecycle
business

150
1,500

Transportation infrastructure(overseas)

Bridges, shield systems, and construction materials

Expand overall transportation infrastructure
construction and maintenance

1,000
100
Transportation
infrastructure (domestic)

500
50

00

2021

FY20212022

FY20222023

FY2023Copyright © 2023 IHI Corporation All Rights Reserved.

2024

FY20242025

FY20252026

FY20262027

FY20272028

FY20282029

FY2029Transportation infrastructure business

200
2,000

2030

FY20309

4. Long-Term Earnings Growth Story

Transportation infrastructurebusiness

Near term
Bridges(～2025)(～2040)Bolster domestic orders by building
technological and proposal edge to capture
top expressway company market share

Lead industry as Japan’s top bridge
manufacturer and influential player

Regionalize*1 through lifecycle businesses
at each site by tapping overseas sites andfostering local talent

Stabilize earnings throughregionalization*1 and networking*2

Obtain construction and maintenancemanagement clout for overall bridge androad infrastructure

Build resilient transportation
infrastructure domestically and overseas
to support regional infrastructure
maintenance and management

BridgesShieldsystems
BridgesShieldsystems

Construction
materials

Transportation• Set up and deploy pilot projects for
systems
Bridges

Disaster Prevention and water
management businessMedium and longterms

All products

Urban
Watergates

Watergatescomprehensive maintenancemanagement• Commercialize lifecycle cost
optimization consulting business

Establish dual-use water management
technology for normal times anddisasters to build business foundations
for future• Tap digital transformation and takeorders to build customer base andcreate structure through regional
partners• Expand maintenance and managementbusiness by using Disaster Prevention
and Water Gate Technical Training
Research Facility

Deploy lifecycle business acrosstransportation infrastructure
lifecycle business

Expand B2B by deploying resilience
services for private sector facilities

Expand water utilization and flood
control business across wide area
using remote monitoring andoperation to capture customer
demand*1 Regionalization: Tapping local people and companies to run local sites and striving to expand efforts among overseas businesses
while securing resources for domestic projects*2 Networking: Establishing structure to mobilize needed resources from optimal locations
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10

5. Business Strategies to Reach Numerical Goals(Transportation Infrastructure Business: Domestic Business and Bridges)

Steelbridgemarket(1) Maintain new construction at 200,000 metric tons for
250 billion yen(2) For corrective maintenance and large-scale repairs andupgrades, prime maintenance focus from 2030 isbridges designed under new road specifications(3) Bridge repairs and upgrades will run their course andgradually decrease(4) Seismic reinforcement work to converge after 2030
(5) After 2030, a gradual shift from corrective topreventive maintenance, with market expected to growPrestressed
concretemarket(1) Despite fewer large projects, new construction
market remaining at ¥180 billion on replacementsof small and medium-sized bridges(2) Maintenance market should expand as morebridges age over 30 years and salt damage
becomes more apparent(3) The key will be technology for reinforcing andextending lives of concrete slabs that does notaffect hard-to-replace sections and substructures(Billions of yen)

1,000

Preventive maintenance

900
800
700

Corrective maintenance, majorrenovations, and upgrades

600

Seismic reinforcements

500

New prestressed concrete
bridge construction

400

300

High-standard four-lane roads

200

Steel bridges(including replacements)

100

Steel bridges

0

FY2020

FY2023Copyright © 2023 IHI Corporation All Rights Reserved.

FY2025

FY2030

FY203511

5. Business Strategies to Reach Numerical Goals(Transportation Infrastructure Business: Domestic Business and Bridges)

Scenario

Winning
approach

Measures

Bolster domestic orders by building technologicaland proposal edge to capture top market share

Lead industry as Japan’s top bridge
manufacturer and influential player

Measures to increase orders
Strengthen control
tower functions bycultivating①, ②, ③, and ④

Formulate and execute order strategies, monitor external trends,
and manage on-hand construction projects to identify suchpressing issues as customer intentions and engineer resources andswiftly resolve issues through companywide coordination① Strive companywide to boost orders(Good balance of orders from Ministry of Land Infrastructure,
Transport and Tourism (MLIT), municipalities, and roadcompanies)①-１ Road companies (baseload)
Strengthen management, contract management, andprofitability for highly challenging construction (in highelevations, narrow locations, integrated prestressed
concrete and substructure construction, and shortdelivery times)①-２ MLIT
Specialize in technical proposal system (reflecting
customer intentions)(Strengthen internal departmental and job-level,
contractor, and former IHI employee contact, and otherinformation networks)①-３ Municipalities
Strengthen dealings with influential local governments(Tap IHI Group’s local advantages and collaborate withlocal fabs)
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Order
growth

② Leverage core technologies to sharpen
competitive edge
• Ability to resolve customer issues, plan challenging
construction, and execute on-site• Enhance superiority of technical proposals by developing
core technologies and engaging in joint research withindustry, government, and academia③ Strengthen cost competitiveness• Undertake activities to cut construction periods and costsby harnessing digital technologies and mechanization indesign, manufacturing, and on-site construction④ Secure resources (chiefs and supervisory engineers andassign them optimally)• Train and share technical skills across countries and passon technological expertise• Explore radical quality and quantity measures byreorganizing with other companies

125. Business Strategies to Reach Numerical Goals(Transportation Infrastructure Business: Domestic Business and Shield Systems

Market trends• Concerns about prospective delays on large-diameter orders owing to ground surface collapse near Tokyo outer ringroad construction site and and delays in constructing linear rail line
• In small- and medium-diameter market, price competition intensifying as technology gaps among companies shrink• Overseas, target Indian market is expanding➢

Domestic shield market forecast

Overseas shield market forecast➢

Billions of yen

Domestic small and mid-sized

Domestic large

30

140

Middle East, Russia, and Africa
EuropeOther Asian markets (excluding China)

The Americas
Official development assistance and Taiwan
India and Thailand

120

20

100

80
60

10

40
20

0
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

0

* Domestic small and mid-sized: Calculated
from average over past six years* Excluding backup systems-related work

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

Reclaim leadership of domestic shieldsystems and endeavor to resolve social
issuesOverseas, pursue leadership in Indian andSoutheast Asian markets, primarily throughoverseas affiliates① Build technological and cost edges and capture 70% oflarge-diameter market② Provide one-stop services related to large-diameter shieldmachines and backup systems (embed lifecycle businesses)③ Provide services that prevent excavation halts throughissue avoidance and preventive maintenance and capture
50% of market for small and medium diameter shieldmachines (evolve lifecycle businesses)① Capture high market shares by leveraging sales and local
support capabilities of Indian and Thai affiliates② Obtain orders for large-diameter machines in India throughtechnological collaboration and cost-cutting within IHI Group③ Consolidate official development assistance and Taiwanese
operations at overseas affiliates to deliver integrated
manufacturing through after-sales services

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13

5. Business Strategies to Reach Numerical Goals(Transportation Infrastructure Business: Domestic Business and Construction Materials

Market trends• Progressing in storm drainage pipe maintenance on strength of watershed flood control policy and expanding synthetic
segment market, while small- and medium-diameter segments are performing well
• Order volumes declining in reinforced concrete segment despite demand remaining solid➢ Domestic segment market forecast➢ FY2022 segment market share

Billions of yen

80Large diameter reinforced concrete
Small- and mid-diameter reinforced concrete
Steel
Synthetic60
40

7.1Billions of yen
43％

20
0

2020

2021

2022

2023

2024

Develop business by leveraging strengths

2025

Shift resources from existing to new businesses① Swiftly launch new businesses that resolve social issues③ Pare precast concrete product line (select(Carbon neutrality, resilience enhancement, and decommissioning)markets and narrow down range to highly
・ Develop business with CEMENON geopolymer concrete*competitive offerings)
・ Tunnel repair business initiatives
・ Specialize in structural interiors of tunnels*Could cut carbon dioxide emissions from IHI Group’s development by
up to 80%
④ Restructure segment business structures
・ Emphasize profitability and focus on② Engineering business selection and concentration
synthetic and small- and mid-diameter・ Expand waterproofing solutions business
offerings
・ Expand applications for SEC* (sand enveloped with cement)
・ Enhance productivity and capital efficiency
concrete method*Concrete offering high durability and quality and construction ease
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14

5. Business Strategies to Reach Numerical Goals(Transportation Infrastructure Business: Overseas Business and Bridges)• By 2030, look for sites to generate steady earnings in local funding markets, primarily in India, Vietnam,
and Turkey, as well as through official development assistance, and increase profits from long-spanbridges, large packages, and other funding projects (new installations and lifecycle businesses)• Shift to business model generating multiple revenues in addition to engineering, procurement, andconstruction, pursuing further growth by engaging in entire lifecycles and advanced roads
In existing businesses, compete in (1) long-span bridges, large packages, and privately funded projects,(2) markets for locally funded projects, and (3) official development assistance, generating steady earningsin (2) and (3) and building profitability in (1)Market segments
Potentially profitable(through high added value)
Including funding
through World Bank,
Asian Development
Bank, European Bankfor Reconstruction andDevelopment, loans
from other countries,
public-private
partnerships, and own
funding

Long span bridges,
large packages, andprivately funded
projects, etc.

Priority markets

Japanesegovernment
Officialdevelopmentaid

The right
direction

Locally funded
markets

India
Bangladesh

Markets currently
worked on

Philippines
Circles indicate
market sizes

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VietnamTurkeyNumber of
rivals15

5. Business Strategies to Reach Numerical Goals(Transportation Infrastructure Business: Overseas Business and Bridges)• Change to business structure that can generate multiple revenues at all stages of transportation
infrastructure lifecycle• Start with new construction in India and with cycles beginning with maintenance and management inTurkey, conduct business on continuous bases• In maintenance and management businesses, resolve customer issues and increase earnings opportunities
for IHI Group by offering labor-saving technologies and high value-added* solutions*Including to predict traffic congestion by sensing and identifying overloaded vehicles
Keep providing more value across entire lifecyclein global market, starting with new installations

Lifecycle (maintenance and management cycle)
diagram for bridge infrastructureNewbuildsNormalinspections
and records

Augment core technologies by evolving digitaltransformation technologies, providing advanced
technological development results as added value

Customer
contributions

Large &
mediumscale repairs

Majorrepairs

New builds or
demolitions• Provide value to resolve
customer needs

Supplychain

Major
repairs

TalentPlan

Large &
medium-scaleinspections
New
build

New
build

Inspect

Diagnosis
andassessment

Expand national staff levels and establish inspection andmaintenance management supply chain by collaboratingwith local companies

Inspection andrepair plan
revisions

Plan

Technologicaland management
capabilities

Regionalizationand ongoingprovision

Inspect

Inspect
Major
repairs

Plan

AssessMajor
inspection

New
build

AssessMajor
inspection

AssessMajor
inspection

India~Neighboring countries:
Cultivate lifecycle businesses
by leveraging L&T
Construction supply chain
and other elements toreinforce businesses, startingwith new construction
Killer contents

L&T Construction supply
chain and prestressed
concrete bridge substructuretechnology
Vietnam~Asia: Expand lifecycle
businesses across Asia by using
Bridge Management Support System
usage proposals as gateway foreliciting customer needs
Killer contentsConstruct and maintain longspan bridges(works and engineering centers
Turkey~Europe: Renovate oldbridges in Turkey and construct
Brera Bridge as gateway toEastern Europe ⇒ Further
expand solutions lifecycle
businesses in European
marketKiller contentsConstruct and maintain longspan bridges(engineering center)

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16

5. Business Strategies to Reach Numerical Goals(Disaster Prevention and Water Management Businesses: Partnering customers in moving from water
utilization to contributing to watershed flood control)Markets (FY2022~FY2030）
Inspections

and repairs
点検・修繕

Water management

solutions
水管理ソリューション

New

markets
新市場

1200

High

New builds,

upgrades , rebuilds
新設・更新・再生

Project portfolio analysis
Problem Child

Municipal register updates

1000
800

Capture promisingmunicipal market

600
400

FY2022

FY2025

FY2028FY2030

Revenue (FY2022~FY2030）
New builds,

upgrades , rebuilds
新設・更新・再生

Inspections

点検・修繕
and repairs

Water management

水管理ソリューション
solutions

300
30

New
新市場
markets

Market growth rates

0

Ministry of Land,
Infrastructure, Transport
and Tourism market firmand should keep expanding

Water Resources repairs
Ministry Agriculture,
Forestry and Fisheries(MAFF) repairs

200
20

New construction andredevelopment

Ministry ofTransportat
ion andCommunica
tions
repairs

Expanding market share bytapping new agricultural andfisheries markets

FY2022

FY2025

FY2028FY2030

Low

100
10
0
0

Ministry of Land,
Infrastructure, Transport
and Tourism inspection

Water management solutions

200

Star

Municipal inspections

Cash Cow

Dog

Low

Market share

High

Strengthen existing businesses by integrating new builds, upgrades, inspections, and repairs➢ Propose optimal plans that reflect entire lifecycles➢ Achieve virtuous cycle of expanding orders
New constructions and upgrades ⇒ Inspection and repair work ⇒Accumulate and analyze inspection results ⇒ Propose upgrade plans➢ Reduce back office headcount by streamlining management operations
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17

5. Business Strategies to Reach Numerical Goals(Disaster Prevention and Water Management Businesses)
Enter dam control market
Develop and fit emergency
operation support functions that
only gate manufacturers cancreate and which serve as acatalyst for entering dam control
market(MAFF, MLIT, and local
governments）

Water management
solutionsEnter remotemonitoring market

Flow control watergates

Develop centralized
monitoring system for
MAFF and municipal
facilities (with Public Works
Research Institute) and
deploy(MLIT and local governments)

Expand earnings withadvanced water
management
Add operational support
functions to identify required
water volumes and optimize
gate operations, thus offering
new value to market andboosting water management
systems orders

Water usage equipment for
agricultural irrigation and waterdrainage(MAFF and local governments)

Expand from facilities to areas by linking
upstreams and downstreams in-house
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18

6. Lifecycle Business Outlook and Strategies
Infrastructure maintenance and management direction and market trends
Based on MLIT estimates that the annual infrastructure
maintenance and upgrade costs by FY2048 of 12.3 trillion
yen could be reduced to 6.5 trillion yen by using
preventive maintenance. We will pursue full-scalemeasures for transition over next 10 years

Estimated future maintenance andupgrade costs(Announced on November 30, 2018)

Forecast for FY2048¥12.3
trillion

2.4-fold• Market expanding as shift from corrective
maintenance to comprehensive regional
preventive maintenance is in full swing• Swift entry into comprehensive maintenancemanagement (preventive maintenance) businessis prime issue for evolving lifecycle business¥6.5 trillion¥5.2 trillion
1.3-fold

FY2018Strategies to deepen and evolve capabilities

50%
reduction

Corrective
Preventive
maintenance maintenance
FY2048Enter comprehensive infrastructure maintenance and management business (bridges to other infrastructure andregions) Develop comprehensive management support system, enter comprehensive business areas by forming business schemes with
consultants and other parties, centering on conservation technology, and expand into regional disaster prevention

Leverage Bridge Management Support System to build infrastructure management techniques Establish industry, government, and academia infrastructure maintenance and management study group to develop management
techniques and expand market by making Bridge Management Support System the standard

Establish information and communication technology consulting business rationalize maintenance andmanagement

 Cultivate consulting business for extending infrastructure service lives and disaster prevention measures, drawing on public data(including xROAD and hazard maps) and municipal data
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19

Reference Materials

6. Lifecycle Business Outlook and Strategies
•
•

•
•

Establish comprehensive bridge infrastructure maintenance and management platform to broaden target infrastructure beyond
bridges to include tunnels, roads, and gate facilities
Create collaborative scheme with consultants and other parties for bridges and watergates, the core technologies (roles) being
inspection, diagnosis, and repair technologies, entering comprehensive maintenance and management business and establishing
implementation system and expansion strategy
Form Team IHI with partner companies and build community-based implementation structure
Employ next-generation water management systems to centrally manage area facilities, provide value during floods and normal
times, and enter facilities management and operational support fields

Comprehensive maintenance management platform
Rationalize and advanceinspection and diagnosis work

Support disaster prevention
and mitigation measures

Enhance efficiency andremoteness of maintenanceand inspection

City A
Support facilities
longevity planning

Collaborate with consultants, financial
institutions, and other parties
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City B

Streamline maintenance andmanagement

Comprehensive infrastructure
maintenance management

Wide-area maintenanceand data management

Collaborate with local
companies and other parties

City C20

Total Bridge Maintenance and Management Services

Reference Materials

Bridge Management Support System (BMSS)
Extensive repair work support
The BMSS encompasses comprehensive periodic bridge inspections andrepair engineering and work by linking these tasks and employing
highly functional systems (through direct inspection support, IHI Repair
Diagnosis Support (IRDS), support for calculating estimatedconstruction costs, and BMSS lifespan support)

BMSS lifespan support tool
✓ BMSS makes it possible to prioritize countermeasures and lifecycle
cost calculations based on the soundness (I-IV) of each component✓ Easy confirmation of results calculation basis✓ Assists with formulating long-life repair plans, including priority lists

橋specifications
梁諸元
Bridgeデータベース
Database
・定期点検データ
・補修設計データ
・補修工事データ

BMSS長寿命化支援

概算工費算出支援

IHI Repair Diagnosis Support tool
新技術情報

✓
✓

一括管理DB
IRDS

直営点検支援✓Technical consultation service resolves
various problems
Useful for steel and concrete members
and common deformations
Extensive materials available on detailed
tests and countermeasures

Support tool for calculating
estimated construction costs✓ Easy scaffolding selection with
illustrations✓ Helps to assess rough budgets

Integrated management database (bridge maintenance management database)✓ Store and manage repair engineering and work data
✓ Mapping function a standard inclusion✓ Work timeline display

Integrated
Management
database

Copyright © 2023 IHI Corporation All Rights Reserved.

Direct inspection support tool
✓ Includes explanations about key
inspection points✓ Reports can be output in MLIT
formats

New technology information✓ Includes inspection support
performance catalog and New
Technology Information Systemtechnology✓ Detailed classification display andfree text searching21

Reference Materials

Highly Efficient Watergate Inspection Support System
Electronic construction blackboard

Inspection report preparation support tool

Performance management with blackboard andautomatic performance photo editing

One-tap searches of past
documents when preparing
watergate inspection reports

Field operations support tools
Remote work support tools• Remote guidance with wearable camera
during emergency responses• Wearable camera + 360-degree camera forcustomers’ remote on-site productinspections• Tap once on Web map for watergate facility
locations in event of disaster• Tap once for detailed emergency support
information

ICT technology for remote operations→ Enables real-time remote monitoring and inspections

Remote 360° video + remote robot operation
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Features• Remote robot control with GBRAIN• Remote viewing of 360°camera images
on GBRAIN• Portable rail for easy installation• Rotates in three directions (XYZ)
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Forward-looking figures shown in this material with respect to IHI’s performance outlooks and other mattersare based on management’s assumptions and beliefs in light of the information currently available to it, andtherefore contain risks and uncertainties. Consequently, you should not place undue reliance on these
performance outlooks in making judgments. IHI cautions you that actual results could differ materially fromthose discussed in these performance outlooks due to a number of important factors. These important factors
include political environments in areas in which IHI operates, general economic conditions, and the yen
exchange rate including its rate against the US dollar.