Five Years Since the Great East Japan Earthquake "What We Expect from Companies Now"

Following the Great East Japan Earthquake, diverse reconstruction support has been provided through extensive collaboration involving national and local governments, corporations, NPOs, and individuals. These efforts have not only restored the status quo but also created initiatives that serve as models nationwide. Against this backdrop, to further support recovery, we interviewed Mr. Masahiko Ichiriki, President of Kahoku Shimpo and Representative Director of the Sendai Keizai Doyukai (Sendai Economic Association), as a representative of Tohoku's media and business community. The theme was "What We Expect from Companies Now." He discussed the current state of recovery and his company's own initiatives. (Interviewer: Yasuhiro Kitade, Area Solutions Department Manager, Media Solutions Division, Dentsu Inc.)

Five Years After the Earthquake: "What We Expect from Companies Now"

 

Recovery Remains Patchy, with Growing Disparities

Five years have passed since the Great East Japan Earthquake. Recovery is gradually progressing, with coastal elevation work and the construction of seafood processing plants, but we are still only halfway there. I believe the real challenge lies ahead. For example, in terms of evacuees, approximately 174,000 people nationwide, including about 46,000 in Miyagi Prefecture, are still forced to live in temporary housing and other inconvenient conditions. While public disaster housing is gradually being completed, the completion rate varies significantly: Sendai City stands at a relatively advanced 86.8%, while Ishinomaki City is at 38.4% and Kesennuma City at 21.2%. This disparity is largely due to land topography. The rias coastline features hard bedrock and steep hillsides, limiting suitable land for disaster public housing. Inheritance issues also complicate land acquisition. Conversely, the Sendai Plain offers extensive inland flatlands, facilitating faster housing construction. These factors contribute to a patchwork recovery, with noticeable disparities in progress across affected areas.

The completion of disaster public housing does not mean the problems are solved. We once conducted a survey asking evacuees who had moved from Minamisanriku Town to neighboring Tome City, "Will you return to your hometown once reconstruction progresses?" The result showed only 48.2% answered "Yes," not even reaching half. Immediately after the disaster, those who moved from evacuation centers to temporary housing faced a situation where they "couldn't return home even if they wanted to." Now, however, their choice has shifted to "not returning" of their own volition. Surveys in Fukushima and Iwate also clearly showed this change from "can't return" to "won't return." In this context, even if disaster public housing is completed, there are concerns that many units could remain vacant or only be occupied by elderly residents.

One reason evacuees don't return to their hometowns is the changing mindset that develops in their evacuation locations. As time passes, children become accustomed to their new schools, and mothers integrate into their new communities. Many fathers have likely found jobs in their evacuation locations. We recognize that it is crucial to devise new strategies that adapt to the changing realities over time and to provide support for evacuees who have left their hometowns. While time solves many problems, there are also things it cannot resolve.

 

 

We want companies to compete on their core business

Amidst this situation, at the end of March 2016, the national "Intensive Reconstruction Period" will conclude, ushering in a new phase called the "Reconstruction and Revitalization Period." The approach to reconstruction will shift significantly, moving from the previous infrastructure-focused, government-led reconstruction to one centered more on local communities and the private sector. Once construction projects wind down, there is a risk that the local economy could suddenly face severe hardship. Creating demand beyond mere restoration and reconstruction is becoming critically important. As we move from a hardware-focused phase to one centered on "people," I want to continue advocating that sustained support and encouragement are needed now more than ever.

Therefore, what we particularly ask of companies is to "compete with your core business." We don't want them to hold back just because it's a disaster area. There are limits to continuing support through donations or sending goods, and sustained momentum for so-called "support consumption" is also difficult to expect. We want to urge companies to "compete with their core business." Companies that have engaged with the disaster-affected areas as part of their CSR (Corporate Social Responsibility) must now build mechanisms where both the affected areas and the companies can benefit, with business as the primary focus. Otherwise, the relationship will not endure. In recent years, terms like CSV (Creating Shared Value) have gained traction, and I believe such policies will become increasingly essential.

Tohoku possesses the fertile ground for companies to pioneer new models and achieve business success. The Sanriku region boasts abundant marine resources, considered one of the world's three major fishing grounds, and advanced agricultural initiatives are planned. Regarding renewable energy, the vast land offers opportunities beyond simply installing solar panels. Initiatives are starting that utilize energy storage technology to use the electricity directly within the region. Furthermore, ideas are needed to transform disaster prevention and mitigation into industries, such as manufacturing disaster prevention equipment inspired by the disaster-affected areas themselves, and developing earthquake and tsunami early warning systems. Another area is tourism, specifically disaster-affected area tourism. In 2015, the number of foreign visitors to Japan exceeded 19.7 million, yet almost none visited the disaster-affected areas. Tohoku has storytellers who pass down the memories of the disaster and dioramas recreating the events of 3.11. For example, as a training ground, there are many things to see precisely because it is the disaster-affected area.

Another approach involves collaboration between companies newly established in disaster-affected areas and major corporations. The nature of this involvement will vary by company—whether joining at the planning/development stage or the market stage. We hope such collaborations will expand sales channels or enable unique business development. For companies, the key benefits lie in the branding and information dissemination opportunities arising from conducting business in disaster-affected areas. Regarding information dissemination, we in the media will also assist.

 

The media's "discerning eye" and "mediating power" are crucial

Of course, as a media company ourselves, we at Kahoku Shimpo will continue to support reconstruction and the companies involved in it more than ever before. As the newspaper of the disaster-affected region, Kahoku Shimpo has consistently provided reporting that stands alongside the victims since the disaster struck. Even as we mark the five-year anniversary of the disaster, we intend to continue conveying the ongoing struggles of the affected areas and delve into the core issues. Simultaneously, it is vital not only to disseminate information but also to take action ourselves. Therefore, in January 2012, the Tohoku Revitalization Committee, which includes experts, announced 11 proposals across three key areas: "Building Safe and Secure Communities," "Creating New Industrial Systems," and "Solidarity in Tohoku." We are working to realize these proposals and verifying progress. As a media outlet in the disaster-affected area, we particularly believe it is vital to expand our connecting power and the mediating power of the media. Specifically, this means playing a role in connecting people and companies in the affected areas who are striving but lack funds, information, or know-how, with sponsors who want to support them. We act as discerning judges, actively introducing promising future ventures in our newspapers and other media. To do this effectively, we aim to further hone our discernment skills.

Another key focus is human resource development. The next generation's active participation is essential for reconstruction. To support young journalists covering the disaster-affected areas, we run initiatives like the "Internship Running with Reporters" program for university students. This program began in 2012, the year after the disaster, and by March this year, we had completed 13 sessions. Participants have reached 249 individuals. The reporting theme remains consistent: "The Reality of SMEs in Disaster-Affected Areas." Students independently investigate and report on the actual struggles of affected businesses, such as labor shortages and reputational damage. Articles written by the students are published in our evening editions and on our website.

The challenges facing disaster-affected areas today will be Japan's challenges in the near future, in 10 or 20 years. Solutions found in various fields—such as healthcare, nursing care, welfare, education, agriculture, forestry, fisheries, and energy—can be applied nationwide. We believe this will ultimately contribute to corporate growth.

Interviewer: Yasuhiro Kitade, Area Solutions Department Manager, Media Solutions Division, Dentsu Inc. MCP Bureau

Kahoku Shimpo: Earthquake and Disaster Prevention