Disaster relief operator
In the event of an earthquake disaster, volunteer doctors and nurses fly to the site.
There are qualifications and a training system for disaster relief nurses.
However, in disaster areas, people are forced to stay in evacuation centers for long periods of time.
Even if they survived, there are many elderly people who have shortened lifespan because they could not maintain their life quality after that.
Therefore, not only doctors and nurses, but more support from rehabilitation and nutritionists is necessary.
keep working on it.
Originally, because they cant maintain their life quality alone is the reason they are in a nursing home.
Can’t not only eat by themself, or use the bathroom.
If electric, gas, or water ,toilet stops working, it can be life-threatening.
In fact, the most difficult thing to maintain function of is excretion and toilet.
Elderly residents of nursing homes lack everything and need everything.
Feeling compelled to establish a nationwide support network for such nursing care facilities, I called for the establishment of a disaster welfare support network.
The nickname, Thunderbird, was also named by me.
I am is still active as a deputy representative from the time of its establishment.
Recently, I’m worring.
Not only medical care and nursing care, but also people with disabilities and childcare facilities need a nationwide support network and support from society.
It’s not just the precious on-site staff who throw themselves into the field.
Awareness and education of corporate managers are also necessary.
It is not enough for an individual to just take a vacation and go.
As a corporation, we need ideas, funds, and support.
That is the manager’s job.
The connection between the inside of the facility and the outside society is also the job of the manager.
I would like to reconsider the role of managers in the event of a disaster and make a proposal to society.
From Ginza, we started online medical treatment to nursing homes nationwide.
When Thunderbird was founded, such infrastructure had not yet been considered.
However, even at that time, posting information on the facility’s website was the fastest way to transmit information between facilities.
At Koyama G, each facility independently disseminated the disaster damage situation in the area.
This was also done by a philosophical manager/manager who believed in the member facilities.
I want to spread that to the whole society.
These days, there is no room for management of individual hospitals and facilities.
I don’t dream of a society where people can trust each other and rely on each other.
First of all, Koyama G alone will create a stronger bond.
The management of medical welfare has become a management of readiness.
Pulse oximeter 98/99/99
Body temperature 36.6 Blood sugar 196
The future of Koyama G is born with the determination that there is no future.
CEO, Yasunari Koyama