Employee Interview　Haji Rehani Omary

Two Words Brought Me to Yamaha Motor:
“Africa” and “Challenge”

Since childhood, I dreamed of becoming an engineer and this led me to study industrial engineering at university in Tanzania. Anyone in this field inevitably encounters Japan’s renowned production systems, and I was no exception. Learning about Toyota's production systems, Kaizen, just-in-time manufacturing, and other Japanese innovations sparked my interest in Japan.

After graduating, I began my career at a beverage company in Tanzania. Africa's massive population has limited access to safe drinking water, so I realized the profound impact that widespread access to clean water could have on communities and the continent. I wanted to use my knowledge of production systems to contribute to that impact.

While working at the beverage company, a former supervisor from Germany advised me: “If you get an MBA to complement your technical skills, you’ll be an exceptional professional.” At that point, my routine of long hours dealing with machines as a production manager in one factory and as a plant engineer in another factory was becoming monotonous. Motivated by his advice, I applied to the ABE Initiative^*1 through JICA.^*2

I was familiar with Japanese business practices from my engineering background, which made the transition smoother. I was selected for the program and went to Ritsumeikan Asia Pacific University to pursue my master’s degree.

My parents never spent much on my education because I consistently earned scholarships, even in Tanzania. I continued this trend by securing a full-ride scholarship to Japan.

The ABE Initiative is aimed at supporting young professionals that can contribute to the development of industries and requires recipients to undergo an internship at a Japanese company. For me at the time, my mission in Japan was to go and work with water-related companies, so I looked up the biggest companies in the field and approached two. However, they wanted people who were quite fluent in Japanese, so that was an unfortunate missed opportunity. So, I decided to change my way of thinking and began looking for an internship with the criteria of “a company with a strong interest in Africa” and “a company that is taking on new challenges.” That was how I met Yamaha Motor.

*1

ABE Initiative: The African Business Education Initiative for Youth. This program is aimed at contributing to the development of young African leaders in industrial fields.

*2

Japan International Cooperation Agency (JICA): The agency charged with implementing Japan's Official Development Assistance (ODA) programs that provide aid to developing countries.

Experiencing an Open and Equal Corporate Culture Firsthand

During my study abroad in the quiet, hot-spring town of Beppu in Kyushu, I never imagined the cultural surprises awaiting me at Yamaha Motor’s headquarters in Iwata, Shizuoka Prefecture. It’s a big company, so I thought everyone would be working in business suits, but when I showed up wearing my suit for my first day of work, nobody else was wearing one, whether they were young or older! I was so embarrassed and quickly took off my jacket and tie! It was all very surprising, and I didn’t expect it, but it’s one memory I won’t quickly forget! [laughs] That moment of embarrassment became a memorable introduction to Yamaha’s refreshingly open and egalitarian work culture.

The surprises didn’t end there. In Africa, executives usually have spacious private offices, separate from other employees. But at Yamaha Motor, it was a completely different scene; managers and supervisors sat alongside everyone else, their desks lined up in the same open workspace. Every morning before work starts, employees tidied up their workstations and even helped with cleaning and sweeping. Mornings began with group exercises to music, bringing everyone together regardless of title or position. This culture of openness and equality was unlike anything I had experienced before.

During my internship, I was assigned to a project on asset financing for establishing a last-mile delivery business in Africa. The idea was still in the discussion phase, but it resonated deeply with me as it aligned with my desire to take on new challenges and contribute to Africa’s growth. Although the internship was supposed to last three months, Yamaha Motor offered me a job just one month in. They asked, “When and where do you want to start working?” My immediate response was, “In Africa,” as my family was there. They were supportive of my choice, and after two years in Japan, I returned to Tanzania, working remotely after a short break.

My first assignment was in Kenya. The role required me to travel frequently, as I was based in Tanzania with my family. I found myself meeting diverse groups of people, building networks, and leading strategic discussions. It was a stark contrast to my previous routine of working long hours with machines in factories. This new role rekindled my passion for challenges and growth. The more I immersed myself in the work, the more I felt mentally refreshed and reinvigorated. It was exactly the change I needed.