(日本語 Japanese version is available.)
At Zuitt, upon the request of Yellow Wing Cooperative Association—which promotes a joint acceptance program for foreign technical interns—we provided Japanese language training to Filipino technical interns working at Daiichi Co., Ltd., a company engaged in seafood processing in Engaru Town, Monbetsu District, Hokkaido.
We spoke with Mr. Koji Kado of Yellow Wing Cooperative Association, Ms. Michi Kobayashi of Daiichi Co., Ltd., and Mr. Kato, the representative of Zuitt, about the importance and effectiveness of Japanese language training.
(Interview by Hiroyuki Ohashi)
They Can Communicate Without Speaking Slowly, Leading to Smooth Work Operations
Interviewer: Did you notice any changes after the training?
Kobayashi: In their personal lives, they started interacting more with interns from other countries. They would visit each other’s rooms in the dormitory, drink together, and converse in Japanese. Such interactions have increased, and I think it’s wonderful. I’ve always hoped they wouldn’t just stick with people from their own country but become friends with people from all countries. Seeing them engage in cross-cultural exchanges makes me happy. I believe this wouldn’t have happened without the Japanese language training.
Interviewer: It seems that having a multinational group with Chinese, Vietnamese, Indonesian, and Filipino interns was beneficial, even if it wasn’t intentional.
Kobayashi: Yes, I think it was good. By adding people from different countries, they can appreciate the good qualities of each nation. Each of the four countries has its strengths. I feel very fortunate to have interns from various countries.
Interviewer: How about in terms of work operations?
Kobayashi: We can give instructions without speaking slowly, and communication has improved, leading to smoother work operations. In that sense, I think it was beneficial.
Interviewer: Mr. Kado, did you notice any changes after the training?
Kado: When the four Filipinos first arrived, some were confident, while others seemed anxious. There was a disparity—that was my initial impression. As they progressed through the Japanese language training, by the end, the anxious looks disappeared. It seemed their anxieties had lessened, and they had gained confidence. While I couldn’t observe specific tasks or details, from their behavior, I felt that positive effects were emerging.
Implementing Japanese Language Training in the Early Acceptance Stage Can Resolve Problems
Interviewer: What do you think are the advantages of implementing Japanese language training?
Kobayashi: If they can understand and speak Japanese well, they’ll likely become more interested in learning various things in Japan. We believe that supporting their lives and practical training while following up on such interests is the best approach. From that perspective, I realized that Japanese language training at the initial stage is very important. If possible, I think we should proactively implement Japanese language training.
Interviewer: Why might other companies hesitate to implement such training? What are the challenges?
Kobayashi: Time is one factor, and it’s also about how to maintain the interns’ motivation. How can we keep them motivated? We need to support them beyond just work. That’s the difficult part.
Interviewer: Maintaining motivation, in other words.
Kobayashi: Yes. We hadn’t provided Japanese language training before, so there was some confusion. But once we set up the curriculum, they had to participate. We can create an environment where they have to take the training, and by supporting them in that environment, I think we can establish a good cycle.
Interviewer: Why do you think some companies don’t implement such training?
Kato: I think it’s due to time, motivation, and cost. Regarding time, as Ms. Kobayashi mentioned, it’s effective to schedule the training so that they have to attend. This was very effective in our case. Next, motivation—ideally, it’s best to have training before they come to Japan, as their motivation is highest then. Motivation is relatively high right after arriving, but if they get used to life here, it can become a problem. As Ms. Kobayashi said, they might stagnate at a low level, thinking it’s enough if someone else can interpret. So timing is crucial. Implementing training as early as possible or before exams is important.
Interviewer: How about the cost aspect?
Kato: Whether the employer bears the cost or the supervising or support organizations do, I feel the cost-effectiveness isn’t fully recognized.
For employers, foreign personnel who settle in and perform well should be cheaper when considering total costs. For supervising organizations, when considering the costs of dealing with major troubles involving Japanese staff, it’s cheaper to build good relationships with foreign workers through Japanese language training and counseling. I think the challenge is how to perceive the costs.
Interviewer: Can Japanese language training help build good human relationships?
Kato: Yes, there’s a symbolic example. There was a misunderstanding between the four Filipinos and a Vietnamese intern they lived with, and a problem was about to arise. Since I had told Ren-sensei to prioritize mental care over lessons, he built a relationship with the four interns. They confided in him about the issue, and Ren-sensei informed me. I then shared the concern with Mr. Kado, who resolved it on-site the next day. We could identify the problem but couldn’t solve it, while Mr. Kado couldn’t always communicate directly with the four interns. By collaborating with Mr. Kado, we could build human relationships through Japanese language training.
Interviewer: How do you perceive the improvement in communication achieved through Japanese language training?
Kado: Compared to other companies, we receive very few consultations from the interns working at Daiichi Co., Ltd. I think that’s because many issues are resolved between the interns and the company. Likewise, we receive very few consultations from Daiichi Co., Ltd.
Usually, companies accepting foreign technical interns report various issues like “They don’t understand at all when we talk” or “They avoid eye contact.” These issues haven’t come up with Daiichi Co., Ltd. In that sense, I believe the training was effective. Of course, there are multiple factors, so it’s not solely due to the Japanese language training, but I think it had a highly commendable effect.
Interviewer: Does Yellow Wing Cooperative Association have any plans for support beyond Japanese language training?
Kado: Currently, we don’t have formal support planned, but since the Filipino interns are making proactive requests, we’d like to respond to them gradually. Specifically, they expressed interest in taking the N4 level of the Japanese Language Proficiency Test, so we’re considering how we can support that. Also, the interns love Japanese manga and have shown interest, so we’re providing some to their dormitory, hoping to give them opportunities to experience Japanese culture and grow to like Japan even more.
Kobayashi: At our company, we also go out for BBQs together. They really enjoy BBQs and eat a lot—almost unbelievably so (laughs). We have interns from various countries, and they all speak Japanese together and seem to have a great time. Additionally, there’s movement in Engaru Town to plan bus tours for foreign workers to help them settle in. We plan to have them participate in those as well.
Interviewer: Do you think companies should consider implementing Japanese language training?
Kado: The initial troubles in accepting foreign technical interns often stem from communication issues. Implementing Japanese language training in the early acceptance stage can resolve such problems and ensure a smooth start to the practical training. Both the interns and the accepting organizations can approach the training positively. I believe it’s important to introduce Japanese language training early on.
Kobayashi: I knew the interns were studying on their own, but when I learned we could implement Japanese language training, we decided to do it. Without that suggestion, things might have followed the same pattern as before.
Companies That Consider the Perspective of Foreign Workers Are Strong
Interviewer: Mr. Kato, how do you plan to approach Japanese language training in the future?
Kato: I want to make it my mission to assist foreigners in Japan to be involved in Japanese-style management. I want to see foreign employees who are more than just labor. I believe Japanese-style management is an organization where employees trust the company, the company trusts the employees, and each person demonstrates leadership beyond their expected roles. Japanese language training is one means to achieve that, and supervising organizations that can support it is crucial. I think the execution capabilities of Yellow Wing Cooperative Association and Mr. Kado were factors in the success of this Japanese language training.
Interviewer: What happens after the training period ends?
Kobayashi: After their three-year technical internship ends, they might return to the Philippines, but we’d be happy if they stay under a different system like the Specified Skilled Worker program. Of course, it’s their choice, and we can’t force them. But since they’re such wonderful individuals, we want to continue accepting them if they wish to stay, while creating an environment where they can remain long-term.
Interviewer: Ms. Kobayashi, what are your thoughts for the future?
Kobayashi: I want to improve our business further. Since we can’t secure enough Japanese workers, we have no choice but to rely on foreigners. While there are limitations in the Japanese system, we hope to utilize it effectively and create good positions for foreign workers.
Talking about labor shortages or relying on foreign workers might sound negative, but we want to view it positively and lead the industry by having foreign workers contribute.
Kado: I believe companies that consider the perspective of foreign workers and can accept them will be strong. In a world where more foreign workers will be needed, that will become a strength.
Interviewer: Thank you very much.
