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[Director Interview ] What the two people who support ASNOVA are aiming for in 2023
Director Scaffolding Business Unit General Manager 's Akira Morishita, which is working to popularize scaffolding rental with the purpose of "Create your places of tomorrow with the power of kasetsu." and Director Administration Department General Manager Daisuke Kato that manages and utilizes management resources such as human resources, general affairs, accounting, and "people," "goods," and "money" of ASNOVA VIETNAM. Looking back on 2022, which has undergone major changes as ASNOVA, including listing, overseas expansion, and the establishment of a personnel system, we asked him about his aspirations for 2023.
Text and Photo: Yui Sato
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- Akira Morishita
- General Manager, Scaffolding Business Unit. He joined ASNOVA Co., Ltd. in 2017 and is involved in Scaffolding Rental Business as the head of Scaffolding Business Unit.
- Daisuke Kato
- General Manager, Administration Department. In 2020, he joined ASNOVA Co., Ltd. and contributed to the realization of an IPO in the Meisho Next market as the person in charge of Administration Department. Currently, he is in charge of general affairs, human resources, and accounting, and is involved in the construction of the "ASNOVA WAY" system, which is ASNOVA's personnel system.
Two people who worked to build a business foundation
ー At Scaffolding Rental Business, we have been working to popularize rentals, such as opening two new stores, establishing an ASNOVA VIETNAM corporation, launching the ASNOVA STATION service, and introducing AI. What kind of year was 2022?
Morishita: The opening of equipment center in Saga and Tochigi prefectures for the first time in two years was a major event. In the first year of opening a store, it is necessary to create a personnel system at an early stage so that it can operate smoothly. In order to achieve this, it will be necessary to send out the core human resources of the members who will take on new roles from the existing center, so it is necessary to create a new system not only at the newly established center but also at the existing center.
In addition, as an activity to make our company known to the market, we have been conducting not only web and DM but also visiting companies around the newly established center even before the opening. Equipment Management Department established a smooth management system in the first year, and in the second year, we can expect significant growth by developing new customers and responding to customer needs, along with the full-scale investment of equipment at the new center.
As a new challenge, we thought that there was a way to be more useful to people in areas far away from the normal trading area of equipment center, so we started an initiative called "ASNOVA STATION" to have various companies that are far away from equipment center carry our signboard on their backs and operate the same rental business as us. Several companies have already started this project, but in 2023, we would like to encourage more and more new companies to engage in this business, and we will strengthen their activities.
-The year 2022 was a year in which we formulated our purpose, which represents the reason for our existence, implemented the liberal arts system and AMP!2022 in our personnel system, and held the second ASNOVA Challenge System, creating a variety of ASNOVA cultures. What values did you keep in mind the most among our company values?
Kato: "Let's hone our individual capabilities and continue to grow together."
The growth of a company is the sum of the growth of each employee. No matter how much the president wants to grow, the company will not grow unless the employees grow, so I don't think it's possible for the company to grow so much that the employees can't keep up. Along with that, we need to continue to update our personnel system as the company grows.
Morishita: Actually, there are two values that I love. The first is "Let's do it first, let's do it without giving up." Are. In the history of the company, there was a culture and atmosphere where I thought that even if I spoke up, I might be rejected by the company, and even if I proposed it in the middle, it would be lost, so I told various people for a year, "ASNOVA is different now, so I want you to try it." As for equipment center, being aware of these values has greatly improved our work.
The second is "Let's continue to improve our individuality and grow together," and since the growth of the company is the growth of the individual, I have been conscious of the fact that I want the equipment center and sales people to stick to it. In fact, there are many personnel systems, and I am very happy to see that the number of participants in ASNOVA Recurrent (a system that allows students to attend and learn from external educational institutions) and AMP! has increased from equipment management department to ASNOVA Recurrent.
-To put it bluntly, what one kanji character would represent the year 2022?
Morishita: I guess it would be "challenge." In the face of COVID-19 and other drastic changes in the external environment, I think it was a year in which we all took on the challenge of how to achieve our performance and other goals after going public.
Kato: I think it was "action." We had our IPO, and our workload as a listed company increased from April... I didn't have time to think deeply about each and every thing, so I just had to act.
"Places of tomorrow" means "bright future"
-What kind of year do you want 2023 to be?
Morishita: 2022 began with our listing, and while we have continued to promote and further strengthen our existing business, we have also begun several new challenges.
Although we are a company that continues to take on new challenges every year, I also want each individual to take on new goals and challenges. This year is also the Year of the Rabbit, so the company's growth should come hand in hand with the growth of each employee, and I hope that both individuals and the company will make big leaps.
Kato: As a Administration Department, I don't think we should be a stopper for the company. Of course, I have to tell them not to do what they shouldn't do in terms of risk and compliance, but I don't want to stop the potential and growth of the company. I think it's my job to find a balance between a sense of speed and risk hedging, which is essentially a trade-off.
Morishita: For me, "places of tomorrow" means "a bright future," and that image still persists in 2023. By repeating this process, a bright future full of hope will come. We believe that "places of tomorrow" refers to such a future, and that we will create that future. And I think it's important to make everyone happy through those actions. Let's keep our purpose in mind, believe in our friends, and be happy together!
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