HOME > CSR > Employee > Sojitz Group and Its Employees
The Sojitz Group depends on its employees for growth and development. Sojitz implements various personnel and employee development systems to make it a rewarding company to work for and creates fulfilling workplace environments that support a diversity of people and work styles. Sojitz has identified developing globally competent human resources as one of its key themes under the Shine 2011 medium-term management plan, and confirmed the importance of training all employees in the Sojitz Group.
A Rewarding Company
Human Resources Development Policy
Sojitz defines globally competent human resources as self-aware, self-driven people who create a more affluent society by combining four strengths and three qualities to provide added value in an international business environment and by aiming to improve the organization overall. When recruiting, we carefully interview candidates and select those with the potential to become globally competent human resources. We provide employees with opportunities for independent action and an environment that enhances their ability to create value. We focus on cultivating self-driven, independent-minded employees who act responsibly.
Diverse Training Programs
Sojitz has prepared a menu of training programs to hone the skills and personal qualities required for every type of work. We augment the menu with new content in response to changes in the work environment. In the year ended March 31, 2011, we strengthened training to enhance communication skills and on-the-job training functions, and our system for making employees more globally minded.
Employee Training Programs
Main Training Data for the Year Ended March 31, 2011 (Sojitz Corporation)
| Persons receiving training: | About 9,500 in total |
|---|---|
| Hours of training: | About 43,000 in total |
| Average hours of training per person: | About 20 hours |
Job Rotation Syste
Sojitz employs a job rotation system to promote systematic human resource training from a medium-to-long-term perspective. By experiencing several different jobs, employees acquire diverse expertise and skills, and well-rounded thinking and behavior. As a component of our job rotation system, in the year ended March 31, 2011 we implemented a career navigation system - a database of employees’ work experiences - for use in dialogues with and reviews by supervisors.
Global Human Resources Strategy and Group Human Resources Strategy
Global Human Resources Strategy
The Sojitz Group is actively strengthening human resources overseas. We assign overseas employees to serve as Global HR Representatives in each of our five overseas regions (the Americas; Europe, Russia & NIS; China; Asia & Oceania; and Middle East & Africa). They develop personnel systems at overseas offices, conduct training on the Sojitz Group Statement and the Company’s history, and implement other initiatives to hire, train, and utilize talented human resources. The Global Human Resources Team, which manages the Global Human Resources Strategy, undertakes initiatives such as promoting the creation of bilingual versions of internal documents, providing e-learning for overseas offices, and reinforcing language and cultural adaptability training for head office employees.
In the year ended March 31, 2011, Sojitz enhanced the English ability of head office employees assigned to overseas posts, sent young employees overseas as trainees and systemized head office training for overseas employees.
In July 2010, HR Representatives from our five overseas regions and head office attended the second Global Human Conference to discuss various important issues concerning the Global HR Strategy.
Global Human Resources Conference
Group Human Resources Strategy
Cross-Group training for general managers
To develop and strengthen the Sojitz Group’s human resources, Sojitz provides Group company employees with a portion of its new employee training curriculum and the same basic and risk management training as it does for head office employees in Tokyo. We also have a system that offers practical training at the head office corporate division.
In addition, to develop, strengthen and build a network of the next generation of executive personnel and core Group management, from the year ended March 31, 2010 Sojitz has been progressively introducing cross-Group training programs for specific levels of management.
Participating in Cross-Group Training Programs for General Managers
I had in-depth discussions with other participants on topics such as “What is leadership?” and “What must leaders do?” I was inspired by the instructors and other trainees, and it was a good opportunity to reassess my own actions. To make the company better, it is important not just to come up with ideas, but to put them into practice. I will implement what, I believe, is the best for the company without fear of failure.
