I-turn possible at Koyama G
It has been one year since the Noto Earthquake.
Already one year. Finally one year. Still one year.
I made the decision to revive Thunderbird, which had been dormant, and for the past year, the entire Koyama Group has been working on large-scale disaster response.
Looking at the aftermath of the Great East Japan Earthquake, even elderly people who had an attachment to the area were forced to relocate to urban areas where their children’s living environments were located.
It is not realistic to open a new hospital or nursing home in Noto.
How about creating a new elderly town near Kanazawa?
The Noto Peninsula is a national park; how about long-term tourism development there?
It would likely face criticism, but that’s how I feel.
However, this is something the residents of Noto must decide.
It’s not for others to comment on.
So, what if the Great Kanto Earthquake were to happen?
First, if I survive, I would thank God for that.
By now, working in the disaster-stricken Tokyo would probably be impossible for me.
I’ve moved all the residents and staff of a long-term care facility in Kesennuma to a hospital in Yamagata.
That was until the full restoration of the facility was completed.
We also built dormitories for staff members whose homes had collapsed.
Could we do the same thing in the event of the Great Kanto Earthquake?
We’ll do as much preparation as possible, and all we can do is pray to God.
The Koyama Group started in Ginza and has expanded to rural areas and remote islands.
Each time, we have also conducted new graduate recruitment in Tokyo.
There are job opportunities in the Kanto area, and eventually, transfer opportunities to your hometown.
At recruitment sessions in rural areas, I always encourage people to introduce their family members in Tokyo.
Whether in your hometown or the city, you can work.
At Koyama Group, you can work both in the city and in your hometown, not just through U-turns but also I-turns.
For that, we are continuously improving dormitories nationwide.
By setting up dormitories as training centers, we can also accept foreign technical trainees.
In hospitals, it’s normal to have nurse dormitories.
However, there’s no such concept for care facilities.
But in current care facilities, nursing care is on par with that of elderly hospitals.
In the Noto Peninsula, even if we use the designated management method, where the administration provides complete buildings and Koyama Group sends staff from all over the country to the dormitories, the population will continue to decrease.
Elderly people will eventually be transferred to hospitals or undergo end-of-life care in facilities.
The need for facilities will likely last only about 10 more years.
It is not feasible for private companies to build.
If the prefectural government fails, perhaps the national government should establish a model facility.
I hope the Disaster Prevention Agency will consider this.
Blood sugar: 120, lack of appetite
Yasunari Koyama
Koyama Group CEO, Thunderbird CEO, Vice President of Health Station