Systematic initiative for developing talent to lead the transformational stages toward globalization
ANA Global Talent Program
Aiming to become the world's leading airline group（2011～2013）
Until now, our business operations have mainly targeted domestic flights and Japanese customers. However, given recent changes in Japanese and global demographics, and to develop our business further, we need to expand our international flight network centered on Asia. We need to connect Asia and the world with diverse routes and develop into a truly global airline. We are now engaging in more and more negotiations with overseas companies, from discussions within the Star Alliance we joined in 1999, to joint projects with airlines from other countries. The content of the negotiations is also deepening. In 2015, the volume expansions at Narita and Haneda airports will be almost complete. After that, it is evident that global business will grow even more. The need for talented business people who can act as tough negotiators in international settings will continue to grow.
Given these facts, in 2011 we launched our Global Talent Program, a 3-year training system for developing talent. The program has two main goals. One is to raise the awareness of the 33,000 ANA Group employees, by introducing various initiatives like setting a desired TOEIC score. The other goal is to develop global leaders. The core of the program is the Global Skills Improvement Training, a 4-month training program for managers. I was actually one of the trainees. It was hard work to prepare for and revise the lectures in between my work assignments, but it was extremely useful. The tough environment helped create a bond among the trainees, and we shared a raised awareness of the issues, particularly through the "mindset training" before the program started. In this session, I began viewing the training in a positive light, with the idea that English is just a tool for communication, and I was able to visualize my future clearly.
The training also works in conjunction with our human resources system so we can link it to actual business operations as much as possible. For example, after the program is complete, the trainees may be assigned overseas to put their learning into practice.
The greatest asset of an airline is its employees. Differentiation by aircraft type or on-board services is something temporary. People are the only thing that cannot be copied. We will always maintain our basic philosophy that our people are the source of all value creation, and will continue working hard to develop new talent.
(Interviewed in May 2013)
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