HIDA Journal 2015 SPRING No.6

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19No. 6 SPRING 2015fixed term tend to avoid taking risks and don’t want to make waves, and so this culture must be changed. Because of this, we revised our human resource development methods, which had only been carried out here and there thus far, and laid out a plan that stipulates how many of what types of human resources we want to create and in how many years down the road. We divided up the employees into executive, GM, manager, and group leader levels and set achievement target values for each fiscal year, while also establishing the processes, structures, and so forth for their implementation in concrete detail.You have incorporated making use of HIDA programs into your plans. Could you tell us about the details of this more specifically?While we made use of the Technical Intern Training Program to foster group leader-level employees at the workplace, we plan to use HIDA’s training programs in Japan and expert dispatch programs and so forth for employees at the executive, GM, and manager levels. Since our local clients are 100% Japanese companies our employees have to communicate with them in Japanese. Since they are required to properly learn the Japanese language, culture, and methods of handling work, we have them take part in HIDA’s six-week General Orientation Course as part of our technical training in Japan.In order to develop the core human resources in charge of personnel and labor affairs, who serve as the local contact points for promoting localization, we plan to use the management training course that HIDA holds in Japan. In addition, one approach we are considering is to use the METI Global Internship Program that is jointly being implemented by HIDA and JETRO to dispatch Japanese employees to the local site, have them deepen their understanding of how personnel and labor affairs are actually carried out in Indonesia, and reform how this is done locally. This is an approach that we have previously used in Malaysia.This fiscal year we have been using the expert dispatch program. Experts were dispatched through subsidies from the Program for Carbon Reduction Technology Promotion* that HIDA initiated this year. Local initiatives to reduce CO2 are also important in terms of cutting costs and boosting competitiveness. Moving forward, we want to transfer our approach and philosophy on “green logistics,” which our company specializes in, to the local subsidiary, as CO2 is a growing issue in Indonesia as well. Our intent is to make local employees aware of how much CO2 is emitted as a result of transport, and to give them guidance in how to achieve the efficient container transport that is carried out in Japan in order to achieve results locally.Please tell us about the outlook for the five-year plan and any challenges it may have.I sense that our progress is lagging slightly, but we are moving forward towards localization. In terms of challenges for the future, we must further strengthen the structures for pushing ahead with this by having the head and local offices maintain the same awareness when it comes to our objectives. For example, in order to make good use of the costs involved in developing human resources, proper follow-ups on the returned trainees must be carried out. The trainees hold a presentation session at the head office before returning home. They state their future development plans and determination to utilize the results of their training before our executives, but I cannot make the claim that adequate follow-ups are carried out after they return home. This is something that we must carry out more strictly together with Japanese employees who are stationed locally. What is more, we want to quickly develop local human resources, particularly those in charge of personnel and labor affairs, who can reliably act as catchers to catch the balls thrown from the head office. Our hiring to date has been carried out through referrals for Japanese staff stationed locally received from a Japanese personnel dispatch company, but when trying to hire local people from a Japanese person’s viewpoint this leads to a slanted perspective. There are religious factors, and it is important to have local people hold proper interviews in the local language and have them choose. There are a great many outstanding human resources among Indonesian students who have studied abroad or at local universities. I think that if we can hire and develop outstanding human resources who are enthusiastic despite their young age, then we can change the culture. In fact, it is difficult for the local subsidiary to send its core human resources to Japan for training since they are busy. But we would like to emphasize promoting localization by having our head office designate and develop candidates for upper management positions. Our goal is to eventually seat an Indonesian person as president and completely eliminate Japanese people stationed locally, which has been our thinking ever since founding this Indonesian subsidiary corporation. As long as we can achieve this five-year plan and stay on this path, then we can turn the dream of localization set forth by our president into a reality. From left to right: Mr. Yazaki, President of Japan Diversity Co., Ltd. and Mr. Ogawa, Deputy Manager at Okamoto Logistics Co., Ltd. * About the Program for Carbon Reduction Technology PromotionThis is a program that aims to contribute to reducing CO2 emissions and opening up overseas markets for Japanese companies by providing support for fostering human resources to operate and manage things like energy infrastructure, as well as human resources that will contribute to saving energy in the production processes of overseas factories.The program targets not only developing countries, but also countries and regions that include those in the West and the Middle East. Anyone with an interest in the program is asked to contact the address below. [For inquiries]Carbon Reduction Technology Promotion Group, Training Administration Department Tel: 03-3549-3052 Fax: 03-3549-3055E-mail: teitanso_hidajapan_or_jp

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