I can sense my grandson's deep affection for Japan.
Posted: Tue Jul 01, 2025 9:53 am
"When I set foot in the disaster area and saw the overwhelming reality that you could never get from watching TV reports, I was speechless. The victims were just desperate to do what was in front of them. Wanting to restore operations as quickly as possible, they were working without taking any days off, only sleeping 2-3 hours a day. All of my subordinates were the same. They had completely forgotten what it meant to 'take a break' until they received instructions from headquarters to take a break."
There were scenes that were not shown on the TV news. More than anything, Shimazaki was stunned by the enormity of the tsunami disaster. While he was there, he heard about the donations made by the top management.
"I was surprised. The magnitude of the figure was beyond remove background image my imagination. All we could do was do what we could. I thought the president had done everything he could."
The same was true in Tokyo, far from the disaster area. "The mindset that 'if we don't work hard now, when will we work hard?' instantly spread among employees, and without anyone telling us to do so, we simultaneously came up with a variety of support measures," said Reiko Oda of SoftBank's General Affairs Department.
This also evoked SoftBank's corporate philosophy, which is to "make people happy through the information revolution," as part of its new 30-year vision.
"When I think about it, Son is the one leading the way at SoftBank. We employees are following him as best we can," analyzes Midori Umehara (SoftBank Mobile CSR Promotion Department). "I can feel Son's deep love for Japan in the 10 billion yen, his response to the earthquake, and his everyday comments. I think Son's presence naturally shapes SoftBank's corporate culture."
Besides visiting the disaster-stricken areas, Son has also commented on reconstruction support and actively spoke out on issues such as the nuclear power plant. From the outside, it may seem like he is neglecting his work. In any case, he is doing what he can and pushing forward with everything he has to offer.
There were scenes that were not shown on the TV news. More than anything, Shimazaki was stunned by the enormity of the tsunami disaster. While he was there, he heard about the donations made by the top management.
"I was surprised. The magnitude of the figure was beyond remove background image my imagination. All we could do was do what we could. I thought the president had done everything he could."
The same was true in Tokyo, far from the disaster area. "The mindset that 'if we don't work hard now, when will we work hard?' instantly spread among employees, and without anyone telling us to do so, we simultaneously came up with a variety of support measures," said Reiko Oda of SoftBank's General Affairs Department.
This also evoked SoftBank's corporate philosophy, which is to "make people happy through the information revolution," as part of its new 30-year vision.
"When I think about it, Son is the one leading the way at SoftBank. We employees are following him as best we can," analyzes Midori Umehara (SoftBank Mobile CSR Promotion Department). "I can feel Son's deep love for Japan in the 10 billion yen, his response to the earthquake, and his everyday comments. I think Son's presence naturally shapes SoftBank's corporate culture."
Besides visiting the disaster-stricken areas, Son has also commented on reconstruction support and actively spoke out on issues such as the nuclear power plant. From the outside, it may seem like he is neglecting his work. In any case, he is doing what he can and pushing forward with everything he has to offer.