The Sojitz Group understands that its growth and development depend on its employees. Accordingly, we are enhancing our personnel and employee development systems to make Sojitz a rewarding company to work for, as well as a company that creates fulfilling workplace environments that support a diversity of people and work styles.
A Rewarding Company
Enhancing the Personnel System
Sojitz wants self-driven people who will create a more affluent society by combining four strengths and three qualities to improve the organizational capabilities of the Sojitz Group. We are focusing on programs to develop and enhance our talent and on making Sojitz a company that employees find rewarding as well as one where they can grow and flourish.
Diverse Training Programs
Sojitz has a full menu of training programs to help employees efficiently acquire the skills necessary to meet the demands of a constantly changing business environment. At the same time, we provide opportunities for employees to reflect on their growth and consider their future career paths. To respond to the globalization of our business, we give particular priority to training young head office employees and overseas executive candidates.
Employee Training Programs
Main Training Data (Sojitz Corporation)
|Employees receiving training (cumulativetotal)||approx.2,700||approx.9,500||approx.8,000|
|Hours of training (in total)||approx.37,000||approx.33,000||approx.33,000|
|Average hours of training per employee||approx.16 hours||approx.15 hours||approx.15 hours|
Short-term Overseas Trainee Dispatch System
In addition to its language training, MBA and other study abroad programs, Sojitz launched a program in the year ended March 31, 2012 that allows all young employees to gain practical experience overseas for one to six months while they are in their early years in the Company. The goals of this program include helping employees to develop a global perspective, understand different cultures and overseas market trends, build a network of contacts, and learn about overseas corporate governance systems.
Join Short-term Overseas Trainee Dispatch System
gOn the front lines of the Middle East and Africa business, I was able to provide support from the standpoint of information technology (IT) and acquire practical experience that would have been hard to get if I had just stayed in Tokyo. The local business environment, culture and way of thinking are quite different, so solving each IT-related problem took a lot of work, but I hope to use this experience in my approach on the job. h
Job Rotation and Internal Recruiting Systems
Sojitz employs a job rotation system so that employees can acquire broad knowledge and experience from a medium-to-long-term perspective, which enables a higher level of independent action and a more dynamic workplace. In addition, we use an internal recruiting system introduced in the year ended March31, 2006 to help employees shape and achieve their own career plans.
Extending the Human Resource Strategies to Global and Group Companies
Sojitz conducts a Global Next Leaders Development Program (GNLD) in Tokyo, where intensive training is provided in subjects necessary for future leaders. The program also provides an opportunity for dialogue with head office employees. In the first GNLD, 15 local employees from 11 countries came to the head office in Tokyo to receive this training. The Sojitz Group is also steadily implementing initiatives to fast track development and promotion of overseas executives. These initiatives include formulation of individual career development plans and a system of training at the head office. Furthermore, we are accelerating global human resource development in Japan and overseas. Such initiatives include expansion of training to improve the English communication skills of head office staff.
A communications training session of the Global Next Leaders Development Program
Participating in Global Next Leaders Development (GNLD) Program
gThe GNLD was a really good and exciting experience for me. I personally acquired more knowledge of the company. However, in order to improve the process, more round tables should be organized. A real change can only happen if people make an effort to engage in real brainstorming and are invited to discuss.h
gI was lucky to be a member of the first GNLD. In the eight-day program and two days of on-the-job-training, I not only acquired knowledge from teachers, but I and my 14 colleagues also strengthened our communication and mutual understanding. I was moved by the passion and motivation in the program and believe such spirit will encourage all of us to continue pursuing challenging new targets in our future careers.h
In addition to cross-Group training for executives and managers of Sojitz Group companies, regular employees of Group companies receive the same basic training and risk management training as head office employees, including a part of the introductory training curriculum for new head office employees. Additionally, the head office also accepts trainees from Group companies; these and other measures help to develop our talent and create networks throughout the Sojitz Group.
Participating in Cross-Group Training Programs for General Managers
I had in-depth discussions with other participants on topics such as gWhat is leadership?h and gWhat must leaders do?h 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.