三井物産社長の安永氏、日本の起業家精神を語る④

とりあえず、この記事はこれで最後です。

 
“Thanks to our successful experience,” he says, “and efforts to keep good contacts through our governmental affairs activities, we can control to some extent our investment . . . so we would like to increase our exposure(1) to Russia.”

(1)exposure:市場の価格変動リスクにさらしている資産の割合

expose O to somethingで「Oを〜に晒す」ですが、ここではビジネス用語

 

Mr Yasunaga faces two challenges; both point to(2) the difficulties of bringing cultural change to a company whose history dates back to 1876. Firstly, the Japanese corporate recruitment model — whereby(3) a company takes a large bloc of entrants(4) once a year — is inflexible. Mr Yasunaga has already increased to about 60 a year the number of people it hires from outside.

(2)point to:指し示す (3)whereby:=by which (4)entrant:就職者

 

The second is the accusation(5) that corporate Japan(6) — and the country in general — erects barriers to entrepreneurship. The innovation of which he is most proud is a support system that encourages staff to create business start-ups within the company. Twenty proposals have been received in the first year.

(5)accusation:避難 (6)corporate Japan:株式会社日本

株式会社日本なんて単語、英語にあるんですね。受験戦争→大企業入社、みたいな組織化された日本の経済を、会社組織に例えた言葉です。つまり、国全体が「会社」で国民はその「社員」てことです。

 

“It encourages our young guys to . . . run the business themselves, utilising Mitsui’s business platform for legal, accounting, taxation and even marketing,” he says. Mitsui will offer co-investment but let the founders keep the stock option. “I’d like to encourage them to enjoy business,” he says.

社長自ら語ってますが、社内起業の場合は大組織のリソースを使えるというのがいいですよね。

 

はい、このトピックはこれでおしまい。Financial Timesはビジネスの専門用語とかがちょいちょい出てくるので易しくはないですが勉強にはなるなあと思ってます。