The Instructor System: Passing Down Sumitomo Corporation Ways of Working and Core Values

How did you feel when you became an instructor for the first time?

Fukuda I was genuinely excited to be chosen as Ueda's instructor. It was my first time serving in that role, and it happened in my 12th year with the company – later than many of my peers. I had just returned from a secondment to a group company and was starting to feel confident in my work, so it really felt like the moment had come.

Ueda I became Nishitani's instructor during the COVID-19 pandemic. After meeting on her first day, we were only coming into the office two or three days a week. It was an unprecedented situation, and there were a lot of work-related issues on top of being extremely busy. I wanted to train her properly, but communication was difficult, and I often felt a sense of urgency and frustration.

What were your first impressions of each other?

Fukuda My first impression of Ueda was that he was an earnest, straightforward young man. That impression hasn't changed, but at first, he did seem a little unsure of himself. Looking back, I think that was because he approached every decision with great care. Even when asked a question, he wouldn't answer until he had considered every possible angle and felt confident it was 100% correct. He learned very quickly, however, and now he speaks with confidence everywhere he goes. He's an outstanding junior colleague. Watching him be the first to raise his hand to ask questions, even in meetings with a hundred people, makes me genuinely proud. In the best possible way, he exceeded my expectations.

Nishitani For me, Ueda was very approachable and gentle, and he never made me feel the ten-year age gap between us. I was extremely nervous on my first day, but I clearly remember him saying, "You can ask me anything." Also, he eats really fast (laughs). On our first-day lunch at a katsudon (pork cutlet over rice) restaurant, he finished his meal before I’d hardly sat down. I remember thinking, "This is how salespeople eat – that much, and that fast!" It drove home how much energy the job really requires.

Ueda When I was a new hire myself, Fukuda said exactly the same thing to me: "Ask me anything." He told me that it was natural not to understand anything in your first year, and that I should ask questions freely and learn as much as possible. That meant a lot to me, so I passed his words on directly to Nishitani.

Fukuda Now that you mention it, I suppose I did say something like that (laughs).

Ueda Once I became an instructor myself, I found myself thinking back more and more often to what Fukuda taught me. For about the first two months after joining, new employees keep a "training log," which instructors review and comment on. I showed Nishitani my own training log from when I was a new hire. It still had Fukuda's comments and corrections in it, and I wanted to pass on what I had learned from my senior to the next generation.

Fukuda Those training logs also play an important role in teaching the basics of how to write internal documents, so every instructor puts a lot of effort into reviewing them. Nowadays, comments are added in Word files, but back in my day, they were covered in handwritten red ink (laughs).

Nishitani The training log left a strong impression on me as well. Through his comments, Ueda really tried to motivate me from many different angles, and I was very grateful for that.

What did you emphasize in particular when instructing new employees?

Fukuda I think it's important to tailor your approach to each individual's personality. There is training for instructors, of course, but everyone is different, so an "off-the-shelf" approach doesn't work. You really need to respond to each person individually. As I mentioned earlier, Ueda tends to think things through very carefully, so I often told him not to rush and take things step by step.

Ueda That advice really saved me. In my first year, I struggled to keep up with the pace of work. Watching my seniors fly around the world and make business decisions so quickly, I sometimes felt overwhelmed and even wondered whether I'd joined the wrong company. But Fukuda always told me not to proceed based on a superficial understanding but rather to grasp the essence of things before taking the next step. Trading activities are complex, including customer requirements, payment terms and logistics routes – everything has to be coordinated carefully for a deal to come together. Because Fukuda took the time to guide me so meticulously, I gradually was able to make decisions based on solid understanding, and that gave me confidence.

Fukuda At the same time, I think I also told you that it's important not to overthink things, and to sometimes just make a move. Trying to be perfect from the outset is often less efficient than learning by doing.

Nishitani That's something Ueda also taught me. He told me making that move is crucial: to just get started rather than hesitating.

From the trainee's perspective, what kind of support left the strongest impression on you?

Nishitani When I first joined the company, I struggled because I lacked a background in chemistry. But Ueda, who has a science background, answered my questions thoughtfully. He also shared handover documents created by a senior colleague who, like me, does not have a chemical background. Learning how to organize information – "this is how someone without a chemical background can approach it" – and replicate it was very reassuring. Another significant experience was being sent on a business trip to a manufacturing site in Vietnam. Seeing how products were actually made helped deepen my understanding greatly.

Ueda Going on that business trip to Vietnam on her own must have been quite a challenge for Nishitani as well. Personally, being seconded to a group company and later stationed in South Korea became real breakthroughs in my own career. I wanted Nishitani to take on challenges early on as well.

Was there anything you learned simply by watching your instructor at work?

Nishitani There was a case where, due to unforeseen circumstances, we had to revise the terms of a contract after it had already been concluded. Ueda negotiated with both the supplier and the customer, and in the end, resolved the situation in a win-win for both sides. I saw a potential crisis turn into an opportunity in that moment.

Ueda That really was a tightrope walk. If we try to force changes to a contract, we risk losing trust. I focused on carefully explaining the background and adjusting terms so that everyone would be comfortable with the outcome. In the end, both parties were satisfied, and the volume of subsequent business tripled.

Nishitani Ueda used to tell me over and over again that our job is only complete when both the supplier and the customer are happy. At that moment I finally understood what he meant.

Ueda Valuing relationships that extend into the medium and long term, rather than focusing solely on short-term profits, is something I learned under Fukuda when I was a new employee myself.

Fukuda I didn't come up with it on my own. It's rooted in Sumitomo’s Business Philosophy – such as pursuing integrity and sound management rather than easy gains – and this spirit forms the corporate ethos of Sumitomo Corporation, which prioritizes relationships of trust and sound operations over short term profit. I learned this as a benchmark for business judgment from my own instructor and superiors, and I've carried it forward. When problems arise and we find ourselves standing between multiple stakeholders, trust built up over time is indispensable in guiding the situation toward a resolution.

Nishitani Ueda also taught me the importance of communication as the foundation of trust. Trading depends on the support of many people, both inside and outside the company, so it's essential to keep connected daily and establish relationships so that you can help each other in difficult moments. When I was a new hire living in the company dormitory, I also made a point of establishing solid relationships with cohorts.

Does the relationship between instructor and trainee continue after the formal instructing period ends?

Ueda I think the relationship is very much like that of a parent and child. You know that someone will step in and support you when needed. That sense of security allows people to persevere even in difficult situations.

Nishitani Even after the instructing period ended, Ueda remains the person I turn to first, whether it's about my career or personal concerns. Before my recent career interview, I asked him for time to talk things through. Another appealing aspect of the instructor system is how it expands the internal network. Simply saying "I was instructed by Ueda" often leads people to say, "Reach out anytime if you need help." I've even gone out to dinner with Fukuda and Ueda together – three generations all together.

Fukuda I chose to join Sumitomo Corporation because I felt it was a company with a strong sense of teamwork, even during the job-hunting process. Twenty-five years later, that impression hasn't changed. I believe the instructor system is one of the foundations supporting that culture. It creates connections that wouldn't emerge through ordinary colleague relationships, and ways of working and core values are naturally passed from instructor to trainee. Over generations, those layers accumulate to form the company's work culture.

Based on your experiences, what do you see as the appeal of the instructor system?

Fukuda The greatest joy is seeing the trainee I've instructed grow and succeed. When I hear Ueda being praised within the company, it feels almost like my own achievement. Becoming an instructor also prompted me to reassess how I work, including my own scope of knowledge and ways of thinking.

Ueda I've gained many insights by becoming an instructor myself. Once you try it, you realize just how difficult it is to teach someone from scratch when there's a large knowledge gap. But that process became a valuable opportunity for relearning. I think both teaching and being taught are essential sources of growth. While instructing alongside my regular duties was sometimes challenging, it also made me deeply aware of how much time Fukuda had devoted to me, something I truly appreciate now.

Nishitani At Sumitomo Corporation, there are many senior colleagues who are courteous enough to truly listen to new employees' concerns, Ueda and Fukuda included. This culture of valuing people is one expression of "the Sumitomo way" fostered through the instructor system. When I become an instructor myself someday, I hope to demonstrate the importance of teamwork through my own words and actions, too.