This project combined the Apartment Reconstruction Facilitation Act and the Excellent Buildings Improvement Project System, and was highly challenging. Even the slightest delay in the schedule could have affected the granting of subsidies. For this reason, close cooperation with the project stakeholders and the fulfillment of each of their roles were extremely important. I believe that the key to the success of this project is for all involved parties to work together toward reconstruction.
In addition, because the Shinkansen Building was an aging building that was at risk of not being earthquake-resistant, the management association of the Shinkansen Building had been debating rebuilding it for many years. Before the decision to rebuild was made, a relatively large earthquake occurred in various areas, which appears to have been the catalyst for further momentum for rebuilding among the landowners. With these feelings in mind, we particularly pursued safety and security. These details were appreciated by the landowners as well as those who purchased the condominiums, leading to the successful sale of the units before construction was completed.

I myself had very little knowledge or experience in real estate because I had originally worked in a different industry, and I recall many memories of the struggles I faced. However, my superiors gave me careful guidance and pushed me to "try my best and become a business partner," so I can confidently say that I was able to overcome the difficulties.

Even before the project partner was selected, we held many explanatory meetings for the landowners. However, each landowner has different positions and concerns. Therefore, we continued to work steadily, visiting dozens of landowners one by one, carefully explaining about reconstruction, and listening to their concerns about taxes and inheritance. One landowner decided to give up on acquiring floor space in a new apartment due to inheritance and lack of funds, but we supported him by helping him find a new place to move to and a moving company. It was a difficult job, but if the reconstruction resolution could not be approved by more than four-fifths of the landowners, the reconstruction association could not be established, and the project itself would have to be restarted, and the landowners would have to continue living in an apartment that was not earthquake-resistant while feeling anxious, so we worked with a strong determination not to give up, and we also wanted to "alleviate the landowners' anxiety even a little." These efforts paid off, and we were able to achieve a 97% approval rate for the reconstruction resolution.

The work on this project was wide-ranging, from consensus building activities to building design plans, smooth construction coordination, post-construction management, and administrative consultations. By working on the project with people who specialize in each field, I was able to deepen my knowledge in a variety of areas. I also feel that my experience on this project has given me the confidence to proactively tackle and take on difficult projects.

When the landowner said to me, "I'm glad you were there," and "I was able to talk openly with you because you were there," I felt that I was being recognized and was very happy. I realized that it is important to think from the other person's point of view in order to build a relationship of trust.

As with this project, we want to continue to explore how we can help landowners with the problems they face. Because reconstruction and redevelopment projects involve the government, we want to approach them not as a standalone project, but as part of a larger framework of regional revitalization and urban development, and work to make optimal proposals for landowners and local residents.

We believe that promoting apartment reconstruction and redevelopment projects will help resolve national issues, contribute to revitalizing regional cities, and help create safe, secure towns, thereby supporting the healthy future of all involved parties.