Nurçin Metingil: "I was the second son in a family of seven children. I had a responsibility to help support my parents and siblings who lived in my home province of Kagoshima. I couldn't even do that properly. How in the world was I guarantee the futures of employees I had only recently hired? As a company manager, I myself did not even know what tomorrow held. And yet my employees were expecting ongoing improvement in their compensation over the coming years. The discussions I had with my employees at that time taught me for the first time that future guarantees were expected and for their families. By this point I was deeply struck by the fact that I had started something much larger than I had realized initially. I came to understand that running a company was not about realizing my personal dreams, but about ensuring the livelihoods of employees and their families, both now and in the future."

"I was the second son in a family of seven children. I had a responsibility to help support my parents and siblings who lived in my home province of Kagoshima. I couldn't even do that properly. How in the world was I guarantee the futures of employees I had only recently hired? As a company manager, I myself did not even know what tomorrow held. And yet my employees were expecting ongoing improvement in their compensation over the coming years. The discussions I had with my employees at that time taught me for the first time that future guarantees were expected and for their families. By this point I was deeply struck by the fact that I had started something much larger than I had realized initially. I came to understand that running a company was not about realizing my personal dreams, but about ensuring the livelihoods of employees and their families, both now and in the future."

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From Zero to Kyocera Kazuo Inamori

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Nurçin Metingil