◆◇ AOTS E-Newsletter ◆◇◆◇◆◇◆◇◆◇◆◇◆

30 January 2026

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<Index>
1. Call for Participants: Overseas Training Program in Thailand
2. Insight: Thoughts on the Management Philosophy of Various Japanese Companies

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1. Call for Participants: Overseas Training Program in Thailand
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AOTS will conduct an overseas training program in Bangkok, Thailand this February under the theme:
“Green Transformation (GX) Business Strategy by Digital Transformation (DX)“.
In recent years, environmental sustainability has become an increasingly important requirement in manufacturing management. However, many companies hesitate to take actions due to concerns about rising costs. At the same time, operational reforms such as improving productivity, shortening lead times, and reducing inventory and losses not only enhance management efficiency but also contribute to reducing environmental impact. To achieve both environmental sustainability and economic performance, it is essential to promote GX and DX in parallel.
In this training program, participants will gain a fundamental understanding of GX and DX and their importance in management. Through concrete case studies from Thai companies and hands-on exercises using simulation software, participants will acquire practical knowledge that can be applied directly in their own organizations.

<Key Features of the Training>
•Instruction will be provided not only by Japanese lecturers but also by Thai lecturers, ensuring deeper understanding and effective knowledge retention for participants.
•On the second day, the program will focus on workshops and practical exercises (including GHG calculation exercises), offering experiential and hands-on learning opportunities.

<Program Details>
•Country: Thailand
•Theme: Green Transformation(GX) Business Strategy by Digital Transformation(DX)
•Dates: February 26 (Thu) – February 27 (Fri), 2026 (2 days)
•Time: 9:00–12:00 / 13:00–16:00 (Thailand time)
•Venue: Bangkok (Avani Sukhumvit Bangkok Hotel)
•Eligibility: Mid-level to senior managers and supervisors of Japanese-affiliated and local companies in Thailand (aged 18 or over)
Note: This program is open only to Thai nationals. Japanese nationals are not eligible to participate.
•Language: Consecutive interpretation from Japanese into Thai
•Application Deadline: February 12 (Thu), 2026
•Participation Fee: 5,100 THB (VAT included) per person (for 2 days)

For more details, please visit the following website:
https://tpa.or.th/news.php?id=2633 (Thai / English)

(This training program is partially subsidized by the Ministry of Economy, Trade and Industry of Japan and is implemented with the cooperation of the Technology Promotion Association (Thailand-Japan), TPA.)

【Contact Information】
Ms. Panita Jongcharoenchaiporn
Technology Promotion Association (Thailand-Japan) (TPA)
Tel: +66 2-717-3000 Ext. 629
Email: panita@me.tpa.or.th

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2. Insight: Thoughts on the Management Philosophy of Various Japanese Companies
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As case studies for learning about “altruistic management” and “benefiting three parties,” management philosophy textbooks and the like often discuss cases where a famous name such as Konosuke Matsushita or Kazuo Inamori made a bold business decision. However, I believe that the young people who will enter society in the future and many businesspeople must realize that true learning does not come simply from examples like those. Even legendary managers did not necessarily have a brilliant philosophy from the beginning. I believe that they came to acquire their unwavering convictions through steadily carrying out their day-to-day activities. As a result, they were able to make the right call without hesitation even when they had to make bold decisions.
　
I would like to share a story about Kintaro Hattori, the founder of Seiko. In 1881, he opened his first watch store in Tokyo. At that time, watches were not made in Japan－they were imported from Switzerland or the United States. To procure merchandise, it was necessary to buy them from traders in the foreign settlement, who were found only in Yokohama. Back then, business practices in Japan were very different from today. Procurement costs were paid twice a year, in August and at year-end. There were also many unreliable merchants in Japan at that time. It was not unusual for them to think nothing of delaying a payment by several months. Foreign traders distrusted these Japanese merchants and were always wary of them.

But Kintaro was different. He had made his own rule: “I must always keep my promises, no matter what.” Even when he was strapped for cash, he never missed a payment deadline. I believe that Kintaro was likely driven by the spirit of altruism－by the desire not to cause trouble for his business partners by failing to make payments on time. Due to Hattori always keeping his word, foreigners began to fully trust him. They felt confident that as long as they were dealing with him, it was okay to sell large quantities of the high-priced latest products. This led to major expansion of the K. Hattori watch store he had established. This was the origin of Seiko, which is now a global brand.

Kintaro teaches us that if you have a recently founded company without much of a track record that has not yet managed to build up personal credibility or a strong brand, the best way of gaining the trust of business associates and the general public is to pay your debts as promised. Needless to say, it’s very important to keep every single promise without neglecting any, even the small ones you make on a daily basis－although this may be harder than it seems.

To be continued in the next edition.

Rikio Suma, Author

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The Association for Overseas Technical Cooperation and Sustainable Partnerships (AOTS) 30-1, Senju-Azuma 1-chome, Adachi-ku, Tokyo 120-8534, JAPAN