3.11 - What We Could Do That Day, What We Can Do Now

I was at the Minato-Kazuma Store. The shaking was so strong that I couldn't stand, and I had to cling to a wall to endure it. After the shake subsided, I checked inside the store and saw that items were scattered everywhere and the ceiling collapsed.

I was in a training session at the Yamoto Store in Higashimatsushima City. The massive earthquake struck right after lunch. I barely managed to withstand the shake when we received news of the tsunami, prompting us to evacuate immediately. At that time, I was worried about the unpredictable future.

I was in Oroshimachi, Sendai, attending a product development meeting for the Tohoku region. It took over three hours to return to the Sendai office, and the first thing I did was secure power. I connected my laptop and searched for information. I will never forget how shocked I was when I saw images of the town being flooded.

I wasn’t directly affected as I was still a university student, but I heard stories from our stores in Kanto, where employees carried baby strollers up the stairs to help customers evacuate. I remember feeling a strong, vague sense of anxiety.

I felt anxious too, but it was reassuring to connect with the SEVEN-ELEVEN Headquarters in Yotsuya right after the disaster. My supervisor immediately instructed us to get in touch with headquarters. Without that advise, I don't think I would have been able to cope with the situation calmly.

I was completely focused. As soon as it stopped shaking, a major tsunami warning was issued, and I immediately guided employees and customers to the rooftop parking lot. The tsunami hit about 30 minutes later. While we saw houses and cars being swept away from the parking lot by the muddy waters, everyone there cooperated to rescue people.

Because we quickly connected with headquarters, we were able to move swiftly to supply goods. However, it was difficult to meet 100% of the needs of the people in the affected areas. There were times when we had to deliver cup noodles even though hot water was not available.

However, we worked closely with various departments to ensure that supplies kept flowing to franchise stores.

Many customers made concerns regarding lack of baby supplies. I heard that they moved some of the stocks in the logistics center for emergency use, which were originally prepared for a new store opening.

I see, batteries and sanitary products were in high demand at that time, but I hadn't realized that baby supplies were also urgently needed because we didn't have that information.

Supplies were provided through JOICFP*, an international cooperation NGO; however, what the people in the affected areas needed kept changing....  Initially focused on daily necessities, but they began to ask for mental care.

Yes, as the recovery progresses, the demands change. We received requests for juices and desserts.

At York Benimaru Minato-Kazuma Store, communal living with the local residents began immediately after the disaster. The store employees played a huge role in this situation. They did their best to take care of the evacuees, while waiting for information about the safety of their own families. I am truly grateful to them.

I was unable to return to the Yamoto Store, so I participated in support efforts at the Hebita Store in Ishinomaki City. Two or three days after the earthquake, two of my former colleagues who had walked from Minato-Kazuma asked me to deliver water and food to them because they had no food, so I immediately packed up and went to deliver the supplies. I was determined to do what I could at that moment.

The most important thing is to accurately understand the needs of the affected areas. To do that, we must ensure that everyone understands the infrastructure systems we have in place and can respond flexibly.

Having learned from the 3.11 tragedy, we now have an emergency meeting system that is activated immediately in times of crisis, and command structures have been strengthened. Moving forward, we want to enhance cooperation among different companies within our group.

For example, if we could share logistics hubs, we would be able to deliver a greater volume of relief supplies to affected area.

Preparation is essential. Disaster stockpiles managed by local governments often include powdered milk but do not have baby-wipes or clothing. Additionally, even mothers who typically breastfeed exclusively may struggle to do so during a disaster. Getting accustomed to using liquid or powdered formula in daily life can be an important form of preparation.

It may seem surprising, but it is a good idea to prepare toys as well. It is also important to take care of the baby's emotion.

I want to indicate the importance of evacuation drills. It's crucial that people clearly understand what they need to do if a disaster strikes. Practicing evacuation routes by physically walking them multiple times is key.

Another essential point is emphasizing that employees must secure their own safety first. When they are safe, they can effectively assist customers in an emergency.

In addition to training and preparation, I realized how important the relationship between stores and local communities is. One of my most unforgettable moments was two years after the Great East Japan Earthquake when we rebuilt the Minato-Kazuma Store. A customer told us, "Now we can live our lives again. Thank you for the rebuilding." Knowing that we could be a source of support for the community also gave us strength.

I completely agree, I believe that stores can give hope for people. After reopening 7-Eleven stores, we received comments such as, "Just having someone to talk to makes me happy. Thank you for staying open" and "Seeing the store lights on gives me hope."

You can really feel how the store became a source of emotional support for the local community. While a part of me wants to forget about the disaster, I also believe it is important to pass on our experiences to future generations. I believe this will help us prepare for the future.