Investor Relations

Message from The President

[Top Interview] OCHD Ltd.　Hidenori Nozaki, President

Boosting Earnings for 14th Straight Year

Enhancing our 2030 vision and medium-term management strategy and steadily progressing toward our goals to create social value and achieve sustainable growth

Message to Shareholders

It is a pleasure to present our 20th Business Report, for fiscal 2025, ended September 30, 2025. It was a period of steady progress under our 2030 vision and the medium-term management strategy, through which we aim to become a social value creator. We updated that strategy in November 2024, two years after formulating it. We thank our shareholders for the support that made these achievements possible. We look forward to their ongoing guidance and encouragement.

14th Straight Year of Earnings Growth on Strong Domestic and Overseas Orders

In Japan, the implementation of public works projects under the government’s five-year plan to make the nation more disaster-resilient contributed significantly to orders for tangible and intangible measures to prevent and mitigate disasters and maintain and manage roads, rivers, ports, and other infrastructure. Domestic orders for the period under review thus rose 12.3% from a year earlier, to ¥65,517 million.
Overseas, demand for infrastructure development in developing countries remained strong, with large bridge project and other orders, orders increased 4.8%, to ¥32,137 million.
Total orders for the year thus climbed 9.7%, to ¥97,654 million.
With domestic and overseas markets remaining firm, net sales advanced 10.5%, to ¥95,365 million. Operating income jumped 20.5%, to ¥5,622 million. Ordinary profit surged 43.6%, to ¥5,777 million, and net income attributable to owners of parent rocketed 47.0%, to ¥3,819 million.

Creating and Expanding Businesses Based on Medium-Term Management Strategy to Become a Social Value Creator

We are integrating and managing our businesses under core strategies of driving change, innovating, and meeting new challenges while pursuing digital transformation in driving to realize our vision for 2030 of creating social value. Priority areas in Japan include infrastructure development and maintenance, water management and maintenance, disaster prevention, transportation, and regional revitalization. We aim to create social value, foster sustainable regional management, and transform our business model to establish ourselves as a leading corporate group.
In infrastructure development and maintenance, for example, we worked with Machida City in Tokyo on a trial that used an AI-powered bridge inspection support system to streamline tasks and strengthen infrastructure management. We will keep enhancing facilities maintenance with AI technology to help local governments that must care for extensive infrastructure with limited personnel.
In water management and maintenance, five towns in Nishimikawa, Aichi Prefecture, adopted an online application system for water supply and drainage construction that two Group companies developed. This initiative won the Circulation Path Sewerage Award Grand Prix in the Ministry of Land, Infrastructure, Transport and Tourism Minister’s Award 2025.
In transportation, we will trial a ride-sharing system in areas with limited transit options in the towns of Taki, Odai, and Watarai in Mie Prefecture. We aim to help these municipalities share personnel and systems in providing transportation services together. We will carry out planning, preparation, operation, and effectiveness analysis in working toward fully implementing this initiative.
On the regional revitalization front, the former Harumi Railway Bridge has opened to the public as a promenade. We took part in the entire project, including the feasibility study, landscape planning, repairs, seismic retrofitting, and the promenade layout. We will keep creating high-quality public spaces that support tourism and regional development by preserving and using historical and cultural assets. We will also develop businesses in Japan and overseas that contribute to society.
Internationally, we will continue expanding comprehensive overseas businesses. We have prioritized five business areas to become more competitive abroad: Private Sector, Smart City Development, Operations and Maintenance, Digital Transformation, and Business Investment.
A highlight of our Smart City Development business during the year under review was the opening of an ice-making plant that we began building in January 2025 as part of the Smart Island Pilot Project in Makassar, the capital of Indonesia’s South Sulawesi Province. The site uses solar and other self-generation facilities. By installing renewables-fueled cold chain facilities in remote islands in the province, we aim to promote electrification and strengthen the fisheries sector. We also seek to improve productivity and living conditions on the islands off the coast of Makassar.
In the Operations and Maintenance business, the Philippine Railway Training Center Establishment and Operational Capability Enhancement Support Project received a Pioneering Activity Category prize in the 8th Japan Construction International Award program from the Ministry of Land, Infrastructure, Transport and Tourism. This project drew on Japanese railway technology and operational expertise to help set up and develop the center, build training facilities, prepare training guidelines, and provide training.

Steadily Deploying 2030 Vision and Medium-Term Management Strategy and Contributing to Creating Affluent Lives and Dreams for People All Over the World

We commemorated our twentieth anniversary in August 2025. Since our founding, net sales have grown more than fivefold and operating income more than tenfold. We will continue to pursue sustainable growth as we work toward our 2030 vision of becoming a social value creator. We will also progress with that vision and our medium-term management plan. By doing so, we will step up our contributions to social progress by pushing forward with our mission of creating affluent lives and dreams for people worldwide.