“Milwaukee Independent” sat down with the Mayor of Zushi, Satoru Kirigaya, in Kanagawa Prefecture on March 14, 2024. The meeting came during a special assignment that reported on the 13th anniversary of the 3.11 earthquake, tsunami, and nuclear disaster.
The original plan for the special 3.11 Exploring Fukushima assignment included a package about the New Year’s Day earthquake that struck the Noto region of Ishikawa Prefecture a few weeks earlier on January 1, 2024.
Because of his personal connection to Noto and experiences from Fukushima, Mayor Kirigaya was interviewed as a bridge that combined the narrative between the two tragedies. However, when the larger Noto segment of the editorial series was scrapped due to logistical complications in the field, his interview was never developed.
Upon review nearly one year later, as “Milwaukee Independent” put together a limited news series that focused on Japan and the 14th anniversary of 3.11, it was decided to revisit the conversation with Mayor Kirigaya and finally release it.
Mayor Kirigaya offered insight and essential understanding into his upbringing, business experience, and approach to governance, with reflections on preparing for the unthinkable and living with the aftermath of traumatic natural disasters.
Zushi is a small coastal city just south of Tokyo in Kanagawa Prefecture. It is known for its laid-back atmosphere and natural beauty. Bordered by hills and the Sagami Bay, it offers sandy beaches that attract visitors during the summer months. Yet its quiet streets and community feel make it a peaceful place to live year-round.
The city also balances tradition and modernity, with historic shrines and temples sitting alongside contemporary cafes and local shops. Despite its proximity to the bustle of Tokyo, Zushi maintains a slower pace of life, drawing both residents and visitors looking for a retreat from the hustle of the megacity.
A CHILDHOOD SHAPED BY ENTREPRENEURSHIP
Mayor Kirigaya talked about the environment in which he was raised, explaining that he was born in the Tōhoku region which had been so deeply affected in 2011. While growing up, the family business helped give him a unique view of the world.
His adoptive father, Mr. Shoki, was also instrumental in teaching him valuable lessons that built his character.
“I was born in the city of Akita, as the son of a grocery wholesaler. Our main business was in the city of Odate in Akita Prefecture. That area is close to Aomori, where the prefectural health insurance society is located. My father loved his business, and from an early age I saw how much work went into keeping a company running.”
He described an upbringing where everyone pitched in, including employees, a situation that taught him a grassroots approach to management.
“It was an old-fashioned environment, with everyone helping out, even employees who lived with us. I think that shaped my youth. Now, as an adult, I look back and see how much those experiences influenced me.”
From that early education, he gained better self-awareness about where he wanted to focus his life. While there was social pressure to follow a conventional course and pursue an office job, Mayor Kirigaya knew he preferred an entrepreneurial path.
“I knew clearly that I would never be a salaryman and work for a big company. I wanted to start my own business. And along that journey, I also became very interested in the idea of becoming a civil servant. I was very certain of that mindset when I was younger.”
DISCOVERING MANAGEMENT PHILOSOPHY AND MENTORS
Mayor Kirigaya also credited the guidance of notable figures in his life. One such individual was Kazuo Inamori, an influential Japanese entrepreneur and philanthropist who helped polish his managerial style. Kirigaya began attending study groups where Inamori’s insights were shared.
“A friend introduced me to Mr. Inamori’s study group. They were all over the country, usually at the Prefectural level. In Kanagawa, there was one in Yokohama. I visited a session to hear lectures on his management philosophy. Meeting Mr. Inamori when I was 40, reading his books, and learning how he saw the business environment were all a real turning point for me.”
Mayor Kirigaya explained that he had started his own family when he was still quite young, and those responsibilities motivated him to continue developing his business expertise in order to better provide for them.
“I was married at 23, and by 40 years old I knew I needed to keep growing. Through trial and error, I developed my philosophy for how to live each moment to the fullest, while keeping my jealousy in check. That balanced worldview felt comfortable, and it resonated deeply across my life and work.”
STEPPING INTO POLITICS
Though he never expected to enter the political arena, Mayor Kirigaya’s life took an unexpected turn.
“I’m 69 years old now, and I never thought I’d be in this world of politics. But here I am, and life can surprise you that way. Sometimes only a limited number of people get these opportunities, so I feel fortunate.”
He secured a second term as Mayor in 2022, which was described by the local news media as a “landslide victory.” But he also acknowledged that the deeper he got into politics, the more complex he found it.
“It’s been five years now, and I’ve learned so much about the political world, especially from council meetings. Sometimes budgets get rejected, and you have to face reporters who want answers to tough questions. I watch how other politicians work with their staff and manage their relationships with the public. There are a lot of dynamics and complexities to understand, and those examples help me figure out the best way to move forward. The most obvious choices are not always the most constructive paths.”
GOVERNING WITH A BUSINESS MINDSET
One of the Mayor’s core beliefs is that governmental budgeting is not that different from running a private enterprise. He compared the city of Zushi’s budget to the finances of a small family company.
“When I first became mayor, the city was in a budget deficit. But I saw that money in the public sector was used just like money in private companies. If you do something wasteful, everything collapses. Whether it’s a small business on the brink of debt or a government short of funds, the economic principles are the same. You need to eliminate waste and spend responsibly. We managed to increase the Fiscal Adjustment Fund to its highest level in history by carefully figuring out how to remove wasteful or unnecessary spending.”
During the COVID-19 pandemic, as people were required to isolate for their health and businesses faced closures, Mayor Kirigaya advocated for conservative spending measures to brace for an expected drop in tax revenue.
“There was widespread uncertainty at the time, and no way to predict what challenges were around the next corner. So we tightened the budget, prepared for lower tax income, and took a modest approach with our expenditures. Surprisingly, tax revenue did not fall much at all, it even went up in some districts. Meanwhile, some planned expenditures were not fully implemented. By keeping our inflow and outflow balanced, we recovered from the potential crisis more quickly.”
THE CHALLENGE OF DIGITIZATION
Mayor Kirigaya also highlighted how the city saw the need to adopt new technology, especially in education and daily administration of municipal services.
“We’re still in a transitional period. The older generation struggles to use digital tools, and for them, it’s harder to adapt. But younger people are used to everything being online. Over the past five years, we’ve made investments in digitization to help the city catch up with modern needs. Still, more than half of those individuals over 50 years old remain less comfortable with technology. Over time, they’ll be replaced by younger workers who will bring new skills, and we also need to prepare for that.”
The Noto Peninsula, located in Ishikawa Prefecture on Japan’s western coast, is a rural region known for its scenic beauty, traditional crafts, and fishing villages. On January 1, 2024, the area was rocked by a magnitude 7.5 earthquake that caused widespread destruction.
Buildings collapsed, roads cracked, and parts of the coastline were lifted by several meters. The disaster resulted in casualties, displaced residents, and significant damage to local infrastructure. Recovery efforts have been ongoing, but the rural nature of the region has added challenges to rebuilding efforts, leaving parts of the peninsula still grappling with the quake’s aftermath more than a year later.
REFLECTING ON EARTHQUAKES AND DISASTER PREPAREDNESS
The “Milwaukee Independent” interview originally aimed to connect Mayor Kirigaya’s experiences with Noto’s earthquake and the memory of 3.11. During the discussion, he offered insights on the region’s long path of recovery and the lessons he had learned for future disasters. For Mayor Kirigaya, supporting communities in the aftermath of calamity went beyond repairing damaged infrastructure.
“If a natural disaster hits, people can’t live without water and electricity. In Asia, the fluctuations in the ground can be severe. A broken water supply and sewage systems create huge problems. I’ve seen how older generations especially need support, from helping them use basic facilities to making sure they have enough water. There are always disparities in how quickly different groups can recover, and that’s a challenge for local governments.”
He noted that many survivors who had gone through major earthquakes shared a surprising sense of optimism.
“These are people who have gone through unimaginable hardship, but still they remain so bright. They keep cheering each other on, and their energy is incredible. It’s not halfhearted, they are really all in. They have immense energy, and if the local government doesn’t match that spirit, the recovery efforts won’t work.”
Mayor Kirigaya stressed that the task of disaster recovery was extremely complicated, and often overly difficult for a mayor. No matter how prepared a leader is, there is rarely any on-the-job training for cataclysmic events that rock the community.
“When a disaster hits, it’s tough. After all, it’s hard to know what will happen until it happens. But if you act sincerely, listen to people, and meet them where they are, most will understand. Sometimes there’s friction, but people do come together. In a serious earthquake, everyone from citizens to council members, ends up on the same side. I’m blessed in that regard for what we have here in Zuchi.”
A HELPING HAND AND TIES TO NOTO
The mayor talked about his visit to Noto after the earthquake, describing how personal connections facilitated his trip to the remote region.
“A person from Noto lives in Zushi. So when I traveled to Noto, he put me in touch with local officials. He picked me up when I flew in, introduced me to the mayor of Noto, and arranged a place to stay. The next day, I toured nearby areas that had been affected by the earthquake and started gathering information about how to help the region.”
He explained that forging personal relationships was key when traveling to areas recently affected by natural disasters.
“If you don’t have any contact, local people won’t know how to respond. Just showing up and wanting to help or learn isn’t enough. You need somebody on the ground who can guide you. I did the same thing in Kobe and in eastern Japan. In each place, I tried to connect with a friend or a friend of a friend, so the community would feel comfortable welcoming me.”
The Great Hanshin Earthquake struck Kobe on January 17, 1995, with a magnitude of 6.9. It caused catastrophic destruction, resulting in over 6,000 deaths and leaving 300,000 people homeless. The quake severely damaged buildings, highways, and the port, exposing weaknesses in urban infrastructure.
With economic losses estimated at $132 billion, it remains one of the costliest natural disasters in history. The tragedy prompted major reforms in Japan’s disaster preparedness and building standards to prevent future devastation on a similar scale.
From Mayor Kirigaya’s experience, personal connections are essential to develop a deeper collaboration that can help strengthen preparedness. He also pointed out that it was vital to speak directly with local leaders and residents.
“If you talk to the mayor one day, then talk to the staff the next day, you gain real insight. You learn about where there are stronger buildings, where new construction includes better seismic standards, and how they plan to handle the next disaster. It’s the sort of information you can only get by meeting face-to-face.”
STILL AN ENTREPRENEUR AT HEART
Although he has taken on the responsibilities of public office, Mayor Kirigaya has not abandoned his entrepreneurial spirit. After many years managing his own businesses, he intends to return to that world one day to continue helping others.
“Once I finish my time in office, I’d like to support new entrepreneurs as an extension of what I’ve been doing for a long time. Zushi is a town where many women are starting businesses. I’d like to give them advice based on my experiences, and share practical steps that could help them succeed.”
Mayor Kirigaya’s philosophy is that grassroots mentorship can spark local economic vitality and bring hope to communities. Rather than seeking profit from his support, he sees it as a personal mission.
“I want to create an environment where my own business feeds me, so I can volunteer my time to those who need advice. This way, I’m not pressured to find a percentage or reward. I can just say, ‘Here’s an idea, try it, and do your best,’ and I hope it leads to their success.”
He recounted at the time how he had recently offered guidance to a local producer of persimmon vinegar. Made from fermented persimmons, a fruit commonly grown in East Asia, the vinegar is known for its tangy-sweet flavor and is used in cooking, beverages, and traditional medicine.
“They wanted to sell on Amazon, so I contacted my eldest son who works there. I asked him to look into the company and see if the operation was well set up, so there was not anything questionable. He checked it out, gave me a rundown, and now they’re moving forward with selling the product online. It makes me happy to play a part in that.”
FOSTERING A SPIRIT OF GRATITUDE
When asked about his fundamental goals as Mayor, Kirigaya spoke about promoting a sense of well-being among citizens in Zushi.
“After all, happiness isn’t just about money. I want people to feel delighted that they live in our town. If residents say, ‘I’m proud to be here because this place is wonderful,’ that is what happiness means to me. I’d like Zushi to be that kind of place.”
Part of that vision means ensuring people have meaningful opportunities, whether feeling secure in the face of disaster, investing in digital modernization, or finding assistance to launch a new venture.
CARRYING COMMUNITY VALUES FORWARD
For Mayor Kirigaya, leadership is an extension of service and a practical effort to prepare Zushi for both challenges and opportunities. Whether navigating disaster preparedness, streamlining budgets, or fostering innovation, his focus remains on ensuring the city thrives in uncertain times.
Grounded in lessons from his youth and driven by a belief in collaboration and thoughtful action, he aims to leave Zushi stronger than he found it. Mayor Kirigaya believes it is a place where resilience comes not just from plans and policies, but from the bonds of its people and the relationships they forge.
© Photo
Lee Matz
