A Journey of Resilience: What We Learned in Noto

Last May, Urvashi Kumari (MBA Class of 2024) embarked on a transformative journey through Kanazawa, Wajima, and Noto as part of a Capstone Social Impact Project. This wasn't a typical trip; it was a deep dive into understanding community resilience after a devastating natural disaster. Over several days, they had the privilege of meeting with a wide range of individuals and organizations who are at the heart of Noto's recovery, from local government officials and business owners to dedicated volunteers and resilient residents.

Here’s a glimpse into our itinerary and the incredible people we met:

• May 15: We arrived in Kanazawa and met with Mr. Shinichi Oiwa, the HR manager for Ishikawa Prefecture, who shared insights into the challenges the region faces. We also had an internal briefing at Ishikawa Bunkyo Kaikan.
• May 16: In Kanazawa, we spoke with Mr. Jun Ura, a representative from Ura Architects, and Mr. Yoshihiro Shimada, the CEO of Hokuriku Broadcasting. These conversations provided crucial perspectives on architectural heritage and media coverage in the aftermath of the earthquake.
• May 17: We traveled to Nanao Nakajima and visited a Lawson store, where we met with the owner, Hamada-san, and a sales representative, Bon-san. We then made our way to a guest house in Kuroshima, where we had a session with the owner, Mr. Sugino.
• May 18: We engaged in volunteer work near the guest house, including a grass-cutting activity that is considered community work in the countryside. We also visited Heidee Winery and attended a session with Mr. Sugimoto of Noto Renpuku.
• May 19: We visited the temporary location of the famous Asaichi Morning Market in Wajima, which was relocated after a fire destroyed its original site. Here, we spoke with several resilient shopkeepers ("Obasan") who shared their personal stories. Later, we met with Kitagawa-san from the Wajima Municipal Office, who shared the city’s recovery plans.
• May 20-21: We traveled to Komyo-ji Temple to participate in volunteer work with Open Japan. During this time, we met dedicated volunteers like Suwa-san and Tamura-san and spent time with the local family who has cared for the temple for generations.

Stepping onto the ground in Noto, the first thing that struck us was the contrast between the visible damage and the deep sense of calm that surrounded the town, encircled by the sea and mountains. It became immediately clear that urban dwellers like us often take so much for granted. Seeing elderly residents drive long distances just to reach a convenience store was a humbling experience, highlighting how Japan’s demographic challenges are a preview for what many countries will soon face.

One of the most powerful insights came from Mr. Yoshihiro Shimada of Hokuriku Broadcasting, who shared that for the people of Noto, "being forgotten is the most painful thing". This sentiment stayed with us, making us rethink how we can use storytelling and creative marketing to transform the narrative of Noto from a disaster site to a place with a vibrant culture, unique crafts, and powerful human stories. It’s about building awareness so that people outside the region see, feel, and care about Noto’s ongoing journey.

The spirit of the people, however, was a source of endless inspiration. We met a 94-year-old Oba-san who, despite living in a small temporary house, still works in the fields and shared joyful stories from her youth with quiet pride. We met selfless volunteers from “Open Japan” who dedicate weeks of their time, paying for their own expenses, because they felt a duty to help. We were humbled by their selflessness and generosity.

From Mr. Jun Ura, we learned that the slow pace of reconstruction in Noto might be beneficial. It allows for more thoughtful planning that aligns with the community’s demographic realities and unique cultural heritage. He highlighted initiatives that integrate traditional crafts into new architectural designs and reuse disaster-affected homes as cultural assets, which can help increase the real estate and tourism value while preserving cultural heritage.

A particularly visionary idea came from Mr. Sugimoto of Noto Renpuku and the guest house owner, Mr. Sugino, who spoke about the concept of a “related population” (Kankei Jinkō). This idea suggests that recovery doesn’t require people to move back permanently. Instead, it’s about fostering continuous engagement of non-residents who can contribute through recurring visits, remote work, or supporting social businesses. It’s a powerful shift from short-term volunteerism to sustainable, long-term models of engagement. Mr. Sugino’s guesthouse, Minaro, is a perfect example of this, creating a space for students and visitors to connect and build something new.

In the end, what we took away from Noto is that recovery is not just a physical process, it is emotional, cultural, and systemic. It’s not just about rebuilding what was lost, but about creating something better, together, by embracing the power of nature and human connection. The beautiful path we walked, surrounded by mountains and greenery, felt like nature itself was cheering us on, reminding us that nature is not just a backdrop for recovery but a driver of it.

This experience has profoundly shaped our understanding of resilience and leadership. We left Noto with a reinforced commitment to social impact, guided by "strategic empathy" to design solutions that truly last. The lessons from Noto will continue to shape our path as we strive to contribute meaningfully to communities, wherever they may be.

Urvashi Kumari Urvashi Kumari, a member of the MBA class of 2025, originally from Bihar, India, is a bilingual professional passionate about bridging cultures and supporting inclusive global business. With over five years of experience across organizations such as JETRO, Fujitsu, and OUTWARD, she has played a key role in strengthening Japan-India business relations, facilitating cross-border collaboration, supporting global recruitment, and helping companies expand into new markets. Her work has spanned HR, business development, and intercultural communication, including conducting Japanese etiquette training at Indian universities and coordinating high-level dialogues between business leaders and diplomatic missions. At Hitotsubashi ICS, her academic interests include global strategy, cross-cultural leadership, and inclusive organizational practices. Urvashi is committed to building diverse, collaborative teams and aspires to drive people-focused strategies in global HR, business development, or international project management roles.