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Talent development

Policy on Talent Development Training Program Overseas Study Program Creating a Workplace that Provides Job Satisfaction Self-Development Support VOICE

Policy on Talent Development

G-TEKT considers that talent is the most important management resource and has established its policy to “provide all employees with opportunities for growth and assist in their voluntary upskilling efforts” and “create talent that generates new value towards the next era”, in pursuit of growth of both employees and the Company.

Training Program

We have established an education/training scheme aimed at developing talent who are enthusiastic about taking on the challenge to learn, think and grow of their own accord.

●FY2019 Training Achievements

Scope Name of training 2017 2018 2019
Number of persons
Rank-by-rank
training sessions		 Junior New employee group training 32 35 35
Production site training 13 17 17
Technical department training 11 22 15
Follow up training 13 24 32
New grade 3 training - 32 10
New grade 4 training - 37 36
Mid-career New grade 5 training - 17 17
New grade 6 training 13 13 17
Managerial New grade 7 training 4 9 12
Managerial workshop - 123 137
Grade 9 assessment training - - 21
Selection
training		 Mid-career/
Managerial		 Female leader training 4 14 5
Pre-overseas assignment language learning 19 24 16
Dispatch to external management school 2 2 1
Correspondence
education and
e-learning		 Junior Pre-employment training
for prospective employees		 32 35 35
All employees Production meister couse enrollment 159 106 119
GLOBIS Unlimited - - 87
Program for improving English skills 200 137 161

●Number of Language Course Dispatchers (one year or more)

2013 2014 2015 2016 2017 2018 2019 Total
English 4 3 3 3 2 1 1 17
Chinese 2 2 1 1 1 1 8
German 1 1 1 1 4
Others 2 2

Overseas Study Program

The overseas study program has been used by 31 young employees up to their third year in the Company with the aim of experiencing different cultures overseas and for acquiring language skills that can be applied at work. In addition to a half-year language training course, we provide on-site training at overseas subsidiaries. Participants in the program join with local staff, who have different business practices, at an early stage in their career. This initiative nurtures human resources with a global outlook who can take on active roles after having experience in production, engineering, sales, and corporate management. 2019 marked the seventh year of the program. Three participants in the program are now stationed at overseas subsidiaries.
*Program participants returned to Japan temporarily due to the COVID-19 pandemic and are taking part in a training program in Japan, as of May 2020.

Creating a Workplace That Provides Job Satisfaction

We have continued to hold management workshops (experience-based courses) since 2018. In fiscal 2019, 138 managers working in Japan, including five recently promoted female managers, participated in the workshop that was based on the results of an organizational diagnosis conducted in the previous fiscal year.
At the workshop, the managers set goals for their own department and studied concrete ways to nurture human resources and promote teamwork. After returning to their respective workplaces, the managers perform tasks that will fundamental to their work as managers, such as getting section staff to come together, set their own goals, and try to find a solution to a challenge. Lively discussions were held among the managers during the workshop, which provided the opportunity to exchange opinions on a wide range of topics, even within each department.

Self-Development Support

This support program for obtaining qualifications aims to improve employees’ skills and productivity by acquiring qualifications useful for work.
In addition to providing allowances to employees who have obtained a qualification, we take a flexible approach to the qualifications that the allowance covers.
To support classroom learning, we have fully embraced online learning and have prepared basic materials for improving language and managerial skills, in this way providing an environment where employees can study anywhere during their free time. Through online learning, employees who have been sent overseas also have access to the same learning opportunities as employees in Japan.

VOICE

I really feel that the experiences I am getting are an example of G-TEKT’s policy of creating a corporate culture that allows every employee to grow and thrive.
In my first year at G-TEKT, I went to the United States as a first-year student under the Overseas Study Program, and the basic training in language and factory management has laid the foundation for me to be active on the global stage. I am working to improve production management and overall productivity in the press division at JSC in Georgia, in the United States. I sometimes serve as an interpreter at management meetings and other occasions. My experience studying overseas has been the driving force behind projects that involve local staff with different cultural backgrounds. In the future, I would like to continue to achieve the goals of the Company as well as my own objectives based on my own personal growth and by making use of G-TEKT’s human resource development system.

Keisuke Mizunoya, JSC Staff Engineer

CSR

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