HIDA Journal 2015 SPRING No.6

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7No. 6 SPRING 2015a General Orientation Course at the AOTS Kenshu Center located in Yokohama at that time, I received technical training in Shizuoka Prefecture. I learnt about the three critical issues: trust building, sharing of knowledge and experience, and the accumulation of improvements. They are my guiding principles that have improved our cooperation with other companies, and employee motivation, thereby setting us apart from the local competition. After returning from the Program for Indian Entrepreneurs (1994), I sent executive candidates to a series of HIDA programs. This brought significant changes to the manufacturing floor. With increased confidence from foreign customers, 20% of the company’s sales now come from exports. In the 2008-09 financial crisis, we asked our Japanese partner to buy out our shares. Surprisingly, they offered us a soft loan without interest, emphasizing that they viewed us as their long-term partner. With increased mutual respect, our operations have flourished. The joint venture currently keeps over 600 employees on its payroll. I am planning to send my son, who has just graduated with a degree, to a training program in Japan at HIDA and a subsequent technical training at the Japanese partner. To keep up the trust, we need to understand and respect each other’s culture. This is the learning I acquired through HIDA training. Akie Abe Special Award Winnern Ms. Tatiana Boyadijieva (Bulgaria)“Development of the HR profession for a whole country thanks to AOTS - the ripple effect of HIDA/AOTS training for Bulgaria”During the 1990s, mammoth state companies were taken over by agile small businesses in Bulgaria and other Eastern European countries, leading to an extreme focus on economic success. When I, a former researcher, was preparing for building my own business, a large consulting office approached me. At their invitation, I set up the firm’s local representative office in 1992. However, after a while, I became uncomfortable with the office’s business that revolved around money. In 1997, I participated in the Training Course on Solving Human and Organizational Problems, and became sympathetic to Professor Kondo’s motivation theory. After returning home, I created my own office to enter the field of human resources management. As I came to understand that the local HR specialists lacked in information and training, as they were confined to payroll and recruitment, I realized the necessity to provide them with a platform resembling my experience in Yokohama. In 2000, I became the first president of the Bulgarian Human Resources Management and Development Association. We have focused on ensuring the professionalism of HR specialists by improving the recognition for them, as well as inducing more investment to the professional function by raising business awareness. In the second year, we became a member of the European Association of Personnel Management, who sent me to Russia and Romania for the creation of similar local organizations. Through lectures and media contributions, the membership has grown from the initial 10 to over 1,000 (including 750 individuals).On October 30, the day after the presentations, the four prize winners and other alumni society members paid a courtesy call on Dr. Daishiro Yamagiwa, State Minister of Economy, Trade and Industry of METI.Courtesy call by the ten presenters

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