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Hello, I’m Yasui, president of a company that mainly conducts inspections of high-pressure gas facilities.
It has already been six years since COVID-19 shook the world.
With Russia’s invasion of Ukraine and the United States’ attack on Iran, the world remains in a state of uncertainty.
The surge in LNG prices caused by the Ukraine conflict already increased power generation costs, but I feel that the recent U.S. attack on Iran is even more serious.
For a resource-poor country like Japan, it’s fair to say that we have entered a survival-based economy.
No matter what happens in the world, as long as we are alive, tomorrow will come after we sleep tonight.
And regardless of global events, our families still need to be able to eat properly every day.
Right now, materials are hard to obtain.
Even when they are available, prices have risen, forcing us to purchase expensive products.
For us, who also rely on consumables like solvents, any disruption in supply directly affects our operations—it’s a matter of survival.
Without materials, we simply cannot do our jobs.
If this situation continues—even intermittently—for one or two months, it will undoubtedly cause serious damage.
Still, no matter the circumstances, we must survive.
Even if it’s difficult, continuing to exist and operate is, in itself, a benefit to society.
They say that bankruptcies triggered by COVID are still ongoing.
As companies begin repaying the loans they took during that time, many are finding themselves in increasingly difficult situations.
But the companies that managed things steadily and carefully are strong.
Surviving that period is something to be proud of.
It is often said that a company’s net profit after tax is around 3% to 10% of its revenue.
Three percent profit—does that sound large or small?
From that 3%, we must maintain our tools, invest in new ideas, and develop new business opportunities.
Work equipment must be maintained and replaced before it breaks down completely.
That requires planning and discipline.
This is exactly why we cannot afford to waste money on unnecessary items or excess inventory.
We must buy only what we need, in the quantities we need.
Through this recent business succession, I strongly felt that this approach is correct.
It reaffirmed my belief in my management style.
A company must survive.
That is how it contributes to society.
We generate profit in order to survive.
And because we survive, we can return value to society through our work.
Our industry is shrinking.
We are supporting society with a limited workforce.
Those of us on the service side are constantly busy, often exhausted.
If we want to reduce the number of people who burn out or collapse, we need to rethink how we take on work.
We must navigate these rough waves of a survival-driven society.
We must survive—and continue surviving.
We must never go under.
Thank you very much for reading to the end!
See you next time!
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