AOTS Journal 2018 SPRING No.12 (ENGLISH)

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JOURNAL4I found that worrying about the future might materialize such worries; then, I realized my own footprint and how important it is to focus on the ‘present’ and any anxieties accompanying my decision making in business were relieved.Our investment in India was not meant to make money by exploiting cheap labor but we wished to contribute to India’s progress and create employment opportunities as well as new businesses through our day-to-day corporate activities. I am now convinced that I was destined to meet Mr. Oswal who shares the same ideas and values as me.Human resource development is the hardest challenge, I believe. I wish to see the locally hired people grow with atten-tion to a balance among mental strength, skill and good phys-ical conditions. Superior intellectual power alone is not sufcient and we don’t hire anyone who only aspires to become rich. Our purpose is to transplant the best part of the Japanese way of busi-ness into practice in India. I am often saying to our locally-hired employees, ‘You are not simply here to work only but you are a part of bigger job in building up India. Building infrastructure leads to progress of a nation and better infrastructure reduces diseases.There are so many small businesses in Japan with excel-lent technologies as leading companies in respective elds but people in Japan are so awkward to step into other countries and they have many barriers to overcome. The Japanese government, I believe, should offer better packages of policy measures to facil-itate greater overseas expansion for our small and medium sized enterprises.It is often said that our second life starts when we realize what we are living for. I believe that a corporation should educate its people in both physical and mental aspects. Spiritual satis-faction leads to more afuent living: instead of working just to earn money, I hope everyone grows up as humans. That is my message to Indian employees as well. India, in particular, is a country where people can easily quit jobs once he or she feels bored unless the company itself does not grow. Accordingly, our local afliate corporation should grow up by increasing its employment size.I believe we should increase employment at home and abroad. Otherwise, technology transfer through generations becomes impossible and our industry may dwindle away. In our case in Japan, we are actively employing overseas human resource including three engineers from Myanmar on a fulltime basis as a part of our internationalization effort. Last but not least, as Prime Minister Modi advocates a campaign of ‘Make in India (export promotion policy of made in India products), our local afliate company has been prac-ticing this and they began to export their own products from India to a third country. Fuji Silvertech Concrete Pvt. Ltd* is also a Japanese afliated and related company with us, specializing in precast concrete production. It has reported that it will be prot-able in just two years since the start of its production. Currently, half of the orders from Toyota Kohki (Japan) as parent company are exported to overseas markets and we are trying to explore the global market more and make our people internationalized for our international growth as our goal.*A local client company that have been consulted by Fuji Concrete Co., Ltd, a recipient of expert dispatching scheme in scal 2016, where president Toyoda is a director. Using concrete forms provided by TOYOTA FORMS INDIA PVT., LTD, this company is engaged in precast concrete production as joint venture between Japan and India.Training in class roomTechnical consultation by Expert Kudo (Right)Mr. Minoru Toyoda, President