Interview / Pacific Consultants President – Mr. Osamu Ōmoto / Customer-Centric Problem Solving
October 1, 2025 – Personnel & Appointments
Mr. Osamu Ōmoto
The new medium-term management plan “2028 – Transformation and Growth, Shaping the Future Together” started on October 1. The company will shift to a holding company (HD) structure, building a system that allows greater focus on domestic and overseas infrastructure projects. It will also expand customer-oriented businesses that solve clients’ issues. The goal is to create an environment where diverse talent can thrive, supporting growth through unique positioning.
— How do you view the management environment?
“For the fiscal year ending September 2025, performance is expected to reach a record high. Even in a plateaued market, internal reforms and orders from private-sector projects have borne fruit. However, there is still much potential in overseas projects. The new medium-term plan sets a goal of 100 billion yen in consolidated net sales for FY2028: 55 billion from domestic public works, 30 billion from domestic private projects, and 15 billion from overseas projects. We will aim to achieve these goals with a management system able to respond to a society in transition.”
— What is the new group structure?
“We will establish a holding company as soon as possible and shift to an HD structure. The two main pillars will be domestic and overseas infrastructure projects. We will consolidate the Global Company, which handles overseas projects at Pacific Consultants, with PADECO (Development Consultants), which joined the group in December 2023, to establish an international business company as our overseas expansion hub.
The third pillar will be a new business that addresses the core issues faced by private companies and provides solutions. By collaborating with companies whose key concepts align with our mission, such as ‘realizing a richer life’ and ‘protecting the global environment,’ we will dig deeper into issues from a new perspective, different from traditional construction consulting. We are considering establishing a new company for this, and within the next three years we will finalize the optimal business model, with M&A as one option.”
— You established a new Solutions Business Division.
“In addition to expanding PPPs, BPOs, and digital solutions in the infrastructure sector, we will open new markets through communication with private-sector partners. We will propose business models inspired by realizations such as ‘this, too, can be a business,’ based on those interactions.
In fields such as carbon neutrality (CN) and nature positive initiatives, once evaluation indicators are established, these can become revenue sources. It will also be necessary to design schemes that utilize private funding for disaster response and reconstruction projects. We want to capture such demand with a medium- to long-term perspective.”
— What is the path to achieving your management goals?
“The most important factor in achieving our goals is human resources. Enhancing employee engagement is indispensable. The new medium-term plan makes it a basic policy to create an environment where diverse people can gather and maintain both mental and physical health. For the first time, we have included non-financial targets in our KPIs. In diversity, equity & inclusion (DE&I), we set a target of 15% female line managers. In health, we set a target of reducing working hours by 20%.”
Profile:
(Ōmoto, Osamu)
