RECRUIT

I majored in electrical engineering in graduate school and obtained a Class 3 Chief Electrical Engineer qualification. However, after joining the company, I found myself doing a variety of work in addition to electricity, including systems, communications, machinery, and architecture, so I was completely clueless. I was in a position to give instructions to veteran maintenance workers (currently employees of a group company) who were the same age as my parents, but I didn't know what to do, so I learned the job by being taught by the maintenance workers on-site.

In my private life, there are many ski resorts around the Yuzawa Management Office, so I went skiing almost every week. Thanks to that, I improved remarkably. In my third year, I participated in a small competition and competed against locals. It's in my nature to enjoy everything to the fullest.

I was transferred to the administrative bureau (now Regional Head Office) that oversaw eight offices. I was able to utilize the on-site challenges I had experienced in Yuzawa in my work. My duties included inspecting Expressway facilities, determining policies regarding construction, compiling plans, ordering supplies, and managing budgets. Because traffic volume and weather conditions differed in each of the eight offices, I was able to develop a broad perspective. I also created and operated a database that allowed for the exchange of opinions among administrative bureaus nationwide, and implemented initiatives to improve operations.

During the Niigata Chuetsu Earthquake, I volunteered to participate in the restoration work. At the site, there were local employees and maintenance workers who, despite being victims themselves, were the first to rush to the scene to repair Expressway. Driven by the belief that emergency vehicles should pass as quickly as possible, they secured an emergency traffic route just 19 hours after the earthquake. At that time, I deeply felt the importance of Expressway during disasters and the heavy responsibility of this job.

In my first assignment in Yuzawa, I had a lot of trouble with corrosion of the facilities and equipment, so I wanted to research rust-resistant coatings and plating treatments, and requested a transfer to the Central Research Institute (now the Japan Expressway Technology Research Institute).

I was fortunate enough to be transferred to a new position, where I worked for NEXCO EAST, Central Japan, and West Japan, conducting corrosion surveys of facilities and equipment nationwide and providing technical support related to electrical systems. There, I was mentored by a supervisor highly skilled in lighting technology, and I learned a great deal about Japan's world Expressway lighting technology, which led me to immerse myself in the study of lighting technology. At the same time, I learned countless things from my supervisor, including ways of thinking and the ability to put things into action. These lessons remain invaluable to me today.

I was assigned to the Technical Department. I provided technical support and training for all facilities within the Kanto Regional Head Office 's jurisdiction, and assisted with the on-site trial implementation of tunnel lighting, a project I had been involved with since my time at the research institute. Here, I felt a sense of responsibility and fulfillment in contributing to the development of facility and equipment-related employees and the deepening of facility technology, drawing on my previous experience.

Furthermore, I participated in the CIE (International Commission on Illumination) 100th Anniversary Conference held in Paris, France. There, I presented the results of a field trial implementation with the aim of deploying ProBeam lighting, which makes driving safer inside tunnels, on Expressway throughout Japan. Since tunnel lighting overseas is often brighter and consumes more power than in Japan, I was able to showcase Japan's energy-efficient and highly visible lighting technology to the world. Discussing with engineers from around the world and inspecting Expressway overseas after the conference greatly broadened my perspective.

I was transferred to the facilities department at headquarters, where I focused on developing facilities and equipment staff and creating a more comfortable working environment. Amidst the widespread talk of work-style reform, our company also implemented initiatives to reduce overtime and improve productivity. Based on three action plans—"strengthening communication and support," "work-style reform and productivity improvement," and "improving engineers' motivation and technical skills"—we rolled out 11 initiatives to all facilities and equipment staff. We also started one-on-one meetings to foster a more open workplace and boost the motivation of younger employees. These efforts are gradually bearing fruit, and now one-on-one meetings are implemented for all new employees.

In 2020, the year after my 21st year in the industry, I was transferred to the Kanto Regional Head Office 's Facilities Department as its manager. I am currently dedicated to developing human resources, primarily engineers.