HIDA Journal 2015 SPRING No.6

20/26

HIDA JOURNAL18Next, we will introduce a case example from Okamoto Logistics Co., Ltd., which is setting up a logistics structure through the use of its global network and promoting environmentally friendly “green logistics” in its capacity as a logistics trading company offering general services. The company has local subsidiaries in countries like Indonesia, Thailand and Malaysia, and carries out human resource development by utilizing programs like HIDA’s training programs in Japan and expert dispatch programs. The company is currently developing human resources at its Indonesian subsidiary corporation (PT. OKAMOTO LOGISTICS NUSANTARA), where it is promoting localization by drafting a training plan for its local employees. We spoke with Mr. Yazaki, President of Japan Diversity Co., Ltd., and Mr. Ogawa, Deputy Manager of Human Resources Section, General Affairs Department, Okamoto Logistics Co., Ltd., about this.* Mr. Yazaki was involved in the founding of Okamoto Logistics Co., Ltd.’s Indonesian subsidiary corporation. After he finished his 45-year term of service at Okamoto Logistics Co., Ltd., he has been supporting the company’s human resource development division and its localization in Indonesia through Japan Diversity Co., Ltd. Head office: Barque Shibaura 8F, Kaigan 3-26-1, Minato-ku, TokyoEstablished: 1927Capital: 70 million yenEmployees: 436 (as of November 2014)Description of business: General logistics trading company Promoting the Localization of an Indonesian Subsidiary Corporation, which has been the Goal since its FoundingOkamoto Logistics Co., Ltd.Mr. Yazaki, you viewed the Success Story Contest from the hall, what sort of impressions did you take away from it?The presentation by the local director of Gifu Kogyo Vietnam Co., Ltd. was impressive. He spoke confidently of their journey of effectively utilizing HIDA’s training programs to get to the point where they could manage their company without any Japanese employees stationed there. Since our company is also currently in the process of moving ahead with the localization of an Indonesian subsidiary corporation, it has made me once again realize what a pressing matter it is to develop local staff that can promote localization with a burning passion. We expanded into the Indonesian market about 20 years ago, after having been invited to do so by an industrial conglomerate in the country. Back then, this industrial conglomerate was building an industrial park and proactively inviting Japanese companies to this. They reached out to our company, which was capable of Toyota-style logistics, to serve as the company handling logistics for the industrial park. For us, the decision to expand into Indonesia, which had poor public safety and where there was no assurance that there would be work for us, was a major one. But the policy of our president since back then has been “localization aiming for zero Japanese local staff.” I recall the president saying on the airplane going back to Japan the day that the joint management was decided on that, “We’re being given the opportunity to work in Indonesia, but ultimately this company is an Indonesian company. We’re going to provide guidance at first, but eventually I want it to have an Indonesian president.” So during the Success Story Contest when I heard the Gifu Kogyo presentation, which could almost be called a case model for our company, its subject matter resonated with me deeply. Immediately after returning to my company I notified the president and other concerned employees of the subject matter of his presentation in an email, and appealed to them anew to go about it with this mindset. Since 2012, your company has been promoting a five-year plan for local employees geared towards furthering localization. Could you tell us what is in it?Our operations in Indonesia have expanded every year and have been going quite well, as we have received work from the major Japanese automakers that continue to expand into the country every year. Over the course of this, we have decided to once again put our back into promoting localization, which had been our policy ever since the Indonesian subsidiary was founded, in aiming for further growth. Currently, there are two Japanese people stationed at both the company’s head office in Jakarta and a warehouse factory in Cikampek. But I get the feeling that a structure in which Japanese people who will return home after their terms are over are put at the top has the limitation of making it hard to boost the motivation of the Indonesian employees. Likewise, the Japanese employees stationed there for a A scene from the hall where President Yazaki viewed the Success Story Contest

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