HIDA Journal 2015 SPRING No.6

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HIDA JOURNAL6 Introduction to the prize-winning stories 3 Grand Prize Winnersn Mr. Paulo Cesar S. Camargo (Brazil)“Mold your dreams with a“never-give-up” spirit” Since 1995, the year of my first job ever at a Japanese camera manufacturer, my whole career has shaped up in the molding industry. In 2005, I joined a freshly established plastic mold manufacturer. Though the company had business with Japanese clients from early on, I, as a board member, faced challenges from global competition later. I was then introduced to the Instituto AOTS Alumni São Paulo, and thereafter participated in the Program on the Development of the Die and Mold Industry in early 2007. I gained a strong impression of how the Japan Die & Mold Industry Association (JDMIA) had encouraged member companies to help each other by sharing technical information and referring to new clients. After returning home, I vigorously pursued creating a similar organization in Brazil. After initial lackluster responses, companies who were seeking solutions to their problems became interested in our cause of improving the molding industry as a whole. With the great support of HIDA, the Instituto AOTS Alumni São Paulo, and Japanese companies in terms of specialist dispatch, ABINFER (a Brazilian version of JDMIA) was created in September 2011. We are now ensuring our standing in Brazil, with our advisory capacity to the government in related policies. Our next challenge lies in making the Brazilian molding industry appealing to the world. On my personal front, I would like to share what I learnt from Japan with others, through the activities of the Alumni Society.n Mr. Sarath Buddhadasa (Sri Lanka)“New Business Creation in the SME sector using learning experiences of AOTS/PSRE program: A case of how the Ex-Liberation Tigers of Tamil Elam (LTTE) militants were trained to become entrepreneurs in Sri Lanka”I am the CEO of a consulting firm that provides services in the fields of strategic corporate planning, entrepreneurship, and SME training through the government and NGOs. After returning from the Program for Sri Lankan Entrepreneurs in early 2002, I tried to apply the newly acquired knowledge to develop Sri Lankan SMEs, who are large in number but are contributing much less to employment and value added. A revised entrepreneurship program targeted at school dropouts, students of vocational training institutes, and the youth affected by the prolonged civil war, produced a great success. When the civil war ended in 2009, the government was considering how they could make the former guerillas self-reliant after they were released back into society. Feeling encouraged by the previous success, we suggested that the ex-combatants needed to be encouraged to build their own micro businesses. The government concurred. We emphasized that the odds for success would improve by adding the elements of Japanese society to the aforesaid entrepreneurship program, for the country’s neutral stance during the civil war and remarkable economic development after the Second World War were widely recognized in Sri Lanka. At a camp in the war-torn northern province, 10 programs were organized for a total of 360 individuals from 2011 to 2012. We also provided seed capital for them when they were released back into society, with the help of external funding. The success rate of business startups was a phenomenal success of 56%, after six months. They mainly engaged in bicycle repair, jewelry making, and retailing. The scheme is applicable in every war-affected region. In that sense, Japan can be a role model for social transformation.n Mr. Tarun Lamba (India)“Building Successful Business in India with Japanese Partnership” I am the CEO, Imperial Auto Industries Ltd., which boasts a total of 5,000 employees and 14 manufacturing sites in India. In 1991, following

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