Toshkent davlat pedagogika universiteti ilmiy axborotlari 2020/1(22) issn 2181-9580

9) lack of democracy
The negative cash-flow of the company in the early 2000 was improved when I 
came to Tokyo branch office in 2005. I utilized the company's strength in the power 
plant and GTL field, to collaborate with Japanese companies in 3
rd
countries. I 
succeeded in making new projects owing to the luck of the times, along with personal 
effort, experience, and friendly and reciprocal relationship with the concerned people.
However, when I intended to relax myself after vigorous achievement and 
success after one year, one executive director from other department came to Tokyo 
on a business trip and distorted the fact collected from the business meetings as it was 
not good for that person, and reported incorrectly to CEO.
This led to misconception of CEO for the role of my job and I had to return to 
head office without any opportunity to defend my position.
From that moment, I worked all the more freely to leave the company at any 
time as I realized there was no ‘democracy’.
10) Planning and practicing
Qatar plant was my fifth and last overseas site in 2008. I prepared site 
mobilization through initial business trips, and became a project coordinator without 
my intention. However, I had to enjoy my work. It was good with my personal 
experience, skills, bargaining power, and internal coordination. In the complex 
process related to design and construction, we overcame the selfish interests of the 
department pursuing their own interests. Educating and implementing unified 
contracts and claims for the smooth management of contracts with the owner in 
advance had a great effect. 
Many members at overseas sites often misrepresented, and only after problems 
occurred, they showed their presence were necessary to solve the problems. Project 

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