INSIGHTS

2024.06.19

R&D DISCUSSION Vol. 56

Mind change――
Aiming for a company that will develop into the future [Part 2]

Hidehito Kawahara, President and CEO of ALFA PMC

R&D DISCUSSION TOP

Q: What are the latest business trends surrounding the construction industry?

A: Currently, the socio-economy surrounding facility construction is moving in seven areas [Slide 1]. This diagram was created in 2015, but it has hardly changed since then. The areas currently attracting the most investment are "Maintaining a technologically advanced country" and "Infrastructure/RE reconstruction and resilience."

In particular, the amount of investment in "maintaining a technologically advanced nation" has increased significantly since the end of the COVID-19 pandemic, and there has been a very active movement to bring back Japan's specialties, such as semiconductors and manufacturing, to the country. "Reconstruction and strengthening of infrastructure and RE" is the biggest movement since 2015, and I think it will continue for the next 10 years. The Marunouchi area of Tokyo, where you all have been involved, has a high turnover of facility construction and is constantly changing in short cycles, but in front of the stations in core cities in regional areas, there are still buildings of bank branches, insurance companies, and other buildings that were built during the period of high economic growth. These buildings are all about to be changed through redevelopment of the areas in front of the stations.

次に「クールジャパンの国づくり」については、観光立国推進の取り組みによるインバウンド拡大で、第二の経営資源になろうとしています。そして、人口動態のトピックでも触れた「健康長寿社会の実現と少子高齢化対策」。学校の統廃合や、地域医療構想による病床再編などを検討していくことになるでしょう。「スポーツビジネスと余暇」は、2015年にスポーツ庁と内閣府が打ち出した政策で、スポーツビジネス、まちづくり、余暇を組み合わせて経済効果を出せる産業構造にしようという取り組みです。最近話題になった長崎スタジアムシティなど、国内ではスタジアムやアリーナの新設・建替計画が100件近く進められています。スポーツ観戦だけではなく、食事や買い物、アクティビティなどが楽しめるレジャー施設としての側面を持たせ、まちづくりにもつながるような空間・施設を創設するという方向で動いています。
そして、「メディアおよび情報流通の変革」と「金融ビジネスの変革」ですが、この２つは今、ビジネスモデルが大きく変わろうとしています。まず、メディアについて考えてみると、若い世代は新聞を読まないし、地上波テレビも見ない。YouTubeやNetflixなどのインターネットメディアへと、媒体そのものが入れ替わろうとしています。同時に情報流通量は2030年までに15倍に増えるという試算もあり、ハイパースケールデータセンターの需要が高まっていくでしょう。また、金融ビジネスも紙幣の取引が減り、キャッシュレス化が急速に進むかもしれません。そうすると、駅前に点在する銀行の支店の役割が変わってくる可能性もあります。

The current situation is that the above seven elements are being combined with the construction value chain in various ways.

Business operators (clients) find market needs, wants, and wishes from their own business fields and create businesses. Construction companies, who are the problem solvers, need to see the client's perspective, that is, understand the trends and issues in the client's business field, and then incorporate business creation into a business strategy. Linking it to facilities and construction at the strategy stage and realizing it through rational project promotion. If this part can be packaged well, it could become an advanced business model.

[Slide 1] Next-generation industrial model: Seven areas related to facility construction

Q: What kind of people do you think will be needed in the construction industry in the future?
What skills should we develop and what should we focus on?

A: Personally, I think that designers will eventually become integrators. From the perspective of expanding and transforming human resource utilization, we need to encourage engineers and specialists to become multi-skilled, rather than limiting themselves to their own fields. I believe that the key to making a breakthrough in the future economic society is to walk the path of becoming a "total solution provider."

For example, in the sports business, instead of simply building sports facilities, we create a system that generates economic benefits by providing multiple functions such as hotels, commercial facilities, and leisure facilities, as in the case of "Nagasaki Stadium City" (scheduled to open in 2024). It is also important to incorporate this into the plan, linking it to how to connect the facility with the outside world and the city and attract customers. For this reason, we recommend that you develop the habit of taking an interest in areas that are slightly beyond your own field of expertise, such as business concepts and the background of development, and incorporating knowledge and broadening your thinking.
However, do not be misled by information in the media. It is important to have an attitude of trying to grasp things at their essence. Also, I feel that the construction industry is a world with strong stereotypes and preconceived notions, but it is important to reset them. It is important not to view the business in terms of a single use or industry. In the future, it will be necessary to view facility construction by looking at the business as a whole from the perspective of the business composition [Slide 2].

そして経営面では、「BS（バランスシート）主義からオペレーション主義へ」、つまり資産主義から運営主義へとさらに転換は進んでいきます。その大元になっているのが、国土交通省が推進するCRE戦略・PRE戦略です。企業不動産の資産価値向上や、学校の統廃合・再編といった公的不動産の最適化など、CRE、PREそれぞれの課題を解決する事業が、今後の建設産業では主流になってくるでしょう。長期的な展望を持ち、複合的な効果を生み出すためには、事業者（発注者）と一緒につくるというビジネス文化を浸透させていくことが鍵となります。

Seamless collaboration is essential to transition to a new business model, whether it be in-house or industry operations, digital transformation, or the entire business. First, re-examine your company's management resources, such as human resources, intellectual property, and capital, and then proactively adopt previous examples from other fields and industries. The construction industry is expected to drive the Japanese economy from now on, so I hope that it will undergo transformation.

[Slide 2] Summary
  1. A large-scale data center that processes and stores huge amounts of data.
  2. A CRE (Corporate Real Estate) strategy is a concept that involves reviewing the real estate owned by a company from a management strategic perspective and improving the efficiency of real estate investment.
  3. The PRE (Public Real Estate) strategy is a concept that improves the efficiency of real estate investment by reviewing the financial aspects while taking into account the public and community-oriented purposes of public real estate.

[Slides 1 and 2: Provided by Hidehito Kawahara]

Back to Part 2

PROFILE

President and CEO of ALFA PMC

Hidehito Kawahara

Hidehito Kawahara

First-class architect, certified construction manager, certified facility manager / born in Karatsu City, Saga Prefecture in 1960. After graduating from university, he worked for the Agricultural Land Development Corporation before joining Yamashita Design Co., Ltd. in 1991. He then joined Yamashita PMC Co., Ltd. as a founding member and served as Representative Director, President, and Chairman of the Board. He established ALFA PMC Co., Ltd. in March 2023. His books include "Facility Advisor" (Diamond Inc., 2015) and "The Strongest Law of Platform Business" (Kobunsha, 2019).

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R&D

Update : 2018.09.21

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