What is the synergy created by Idemitsu PERSON and teachers? "Once a week teacher program" launched!

In its Medium-term Management Plan released in November 2022, Idemitsu Kosan announced that it would place its human resources strategy at the core of its management. The aim is to develop human resources who can realize business structure reforms toward 2050, and the "One Teacher a Week Program" is positioned as part of that effort.
The idea for this program apparently came from an off-site training session that a personnel department employee attended. During the training session, where central government officials and employees from various companies gathered to think about the issues facing Japan, the employee learned of a strong sense of crisis that "education itself must change." "Couldn't exchanges between private companies and education sites be useful for career education? Wouldn't it be stimulating for schools that have little contact with the outside world to have people from companies with different cultures come in and provide inspiration?" This idea led to the creation of the program.

In 2023, Idemitsu partnered with Matsudo City, Chiba Prefecture, to launch the "One Teacher a Week Program." Idemitsu employees work one day a week at junior high schools in Matsudo City. They give special lessons to children and use the knowledge they gain from their regular work to help teachers improve the efficiency of their work.
It seems that many of the teachers had little experience in dealing with business people. Therefore, rather than setting high goals from the beginning, we first helped them get used to having business people from different cultures come to the school. On top of that, we supported them and implemented various programs.

①Lessons on "unconscious bias," which is also an issue addressed by Idemitsu as part of the SDGs

Learning that the students were interested in gender bias, we held a lesson on "unconscious bias." Idemitsu is promoting activities to eliminate unconscious bias, such as by holding workshops. Utilizing this knowledge, we spoke online to all 900 students at the school.

②Sharing teachers' working styles/policies in the private sector

First, we conducted a survey to find out what issues there were. Since the school does not have much interaction with the outside world, it was refreshing for the students to learn about the initiatives being implemented by companies.

③Making the most of your intercultural/expat experience

The principal, who learned that the dispatched employee had experience living abroad, asked us to share his experience of a different culture. Based on the employee's own experience of struggling overseas, we implemented a program in English classes that focuses on communication and conveying information without being bound by grammar.

I believe that both of these are forms of support that could only be provided by private citizens, and that they were able to convey "real voices."
At first glance, this program may seem like support for schools, teachers, and students, but we believe that the experience of being forced to act independently in a different culture such as a school is an opportunity for employee growth. Idemitsu's human resources strategy advocates "employee career autonomy," aiming to have employees map out their own life careers, including their lifestyles and futures. Broadening one's horizons, interacting with many people, and receiving various stimuli is in line with the "Truly inspired" stated in Management Philosophy.

Now that we are facing a big challenge to realize a carbon-neutral, recycling-oriented society by 2050, we believe that if our employees are nurtured, they will be able to overcome any difficulties that may come their way. In order to nurture self-reliant and independent human resources, we would like to expand this initiative in the future by collaborating with other companies and schools.