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Sustainability > Human Resources > Fostering Human Resources

Human Resources

Fostering Human Resources

Philosophy

The Daikin Group believes that practicing the principle of Our Group Philosophy and "People-Centered Management" is essential to the growth of the group. Our philosophy states that the cumulative growth of all group members, regardless of nationality or company, serves as the foundation for the group's development. Based on the belief that people grow through work experience, the Daikin Group develops employee capabilities through training opportunities that include on-the-job training (OJT)*1 in which each person is given the job most suitable to using unique talent and fostering individual growth.

Since fiscal 2015, we have been operating the Global Daikin Leadership Development Program to foster local nationals who work in group management or who are managers at Daikin's overseas bases. The program is divided into two sections: for those who are currently managers, and for those who are manager candidates. This training program teaches participants things like Daikin’s corporate culture and the group’s unique management philosophy.

*1 OJT: Employees learn and acquire the general knowledge, technical knowledge, skills, and commitment required of their positions while performing their jobs.

*2 Off-JT: Employees study outside of their current workplaces in order to acquire the knowledge and skills needed for their jobs.

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Education Systems

Raising up Personnel through Work Experience to Take the World Stage

Daikin Ales Aoya Global Training CenterDaikin Ales Aoya Global Training Center

The Daikin recreational facility in Tateshina, Nagano PrefectureThe Daikin recreational facility in Tateshina, Nagano Prefecture

With the Group's business spreading worldwide, it is crucial that we train people to be leaders with the management skills to guide employees with a diverse range of values in a common direction.

To this end, in May 2008, we established the Daikin Ales Aoya Global Training Center in Tottori Prefecture, Japan. With the goal of fostering the leaders of our worldwide bases, this center hosted skill trainers workshops for Daikin Group employees, group training for new employees, the Daikin Leadership Development Program, which fosters the next generation of Daikin executives, and overseas base practical training for fostering young, globally minded employees. In fiscal 2015, more than 12,000 employees made use of the training center.

Besides Daikin employees, the training center has many repeat visits by Daikin customer employees, and over the past three years it has operated at a high operational capacity of 80-90%.

Because Daikin believed that its current training facilities were not sufficient to meet group-wide needs to boost human resource capabilities, in June 2014 a seminar house was added to Daikin’s recreational facilities in Tateshina, Nagano Prefecture. This facility is made use of in every possible way. In its idyllic setting amidst the abundant nature of Tateshina and far from the hectic big city, it hosts participants who are able to concentrate for extended periods on discussions, brushing up their abilities to make strategy proposals, conduct problem-solving, brain storm thoughts and ideas, and generate concrete plans. It is also used for lobbying activities and exchanges with other companies, and as a place to invite top sales people or important customers.

We will continue to implement a variety of measures to boost human resources and facilitate mutual communications between the headquarters and branch offices; these include boosting global recruitment, increasing the number of inter-regional and international deployments, and creating competitive assessment and reward systems.

Education System

Education System

New Employee Training

The goal of new employee training is to foster business people capable of frankly expressing their own opinions and communicating with people with differing opinions. Trainees learn what it takes to be a company employee, and about the past, present, and future direction of the Daikin Group. There are also five days of English-language training as part of efforts to help new employees become global citizens and understand other cultures.

New employees also spend five nights and six days at the Daikin Ales Aoya global training center in Tottori Prefecture, Japan. There, hands-on, participatory training has new employees holding discussions and practicing concepts focusing on Daikin's People-Centered Management and how to become an ideal employee.

Overseas Base Practical Training

To ensure we have internationally minded employees who can lead our global business in future, we send young employees (ages from mid-20s to late 30s) to work at overseas bases for between one year and two years. Unlike other Daikin employees working overseas, these people take on practical work projects as they cooperate with local dealers, suppliers, business partners, and universities, striving to think outside the box, take on new challenges, and improve their abilities to communicate within foreign cultures.

In fiscal 2015, 25 young employees took part in this training. Since the program started in fiscal 1999, a total of 202 employees have participated. Starting this year, Daikin will send about 40 employees a year to newly emerging and other countries.

In May 2015, we began training in Japan for young employees from overseas Daikin bases.

Study Trips in Japan

Daikin sends young employees in Japan to universities in order to improve their technological skills, acquire MBAs, widen their perspective, and build human resource networks. As of fiscal 2015, there were five Daikin employees studying at Toyota Technological Institute of Japan.

Daikin Leadership Development Program, Global Daikin Leadership Development Program

The Global Daikin Leadership Development ProgramThe Global Daikin Leadership Development Program

Daikin fosters the next generation of leaders through the Daikin Leadership Development Program, which trains Daikin Industries, Ltd.'s executives, and the Global Daikin Leadership Development Program, which is for local nationals who are managers at Daikin's overseas bases. Centered on Our Group Philosophy and our "People-Centered Management," the program turns out executives who can lead and manage their company for the common good of the entire Daikin Group.

In fiscal 2013, we opened the Daikin Leadership Development Program up to other employees besides managers to step up the training of next-generation leaders. The Global Daikin Leadership Development Program, which started in fiscal 2015, represents a revamped effort of our previous training at the Daikin Business School.

In fiscal 2015, there were 190 people studying in the Daikin Leadership Development Program and 102 in the Global Daikin Leadership Development Program (including those at the former Daikin Business School).

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Passing on Skills

Focus on Trainers Conveying Techniques to Overseas Bases

Opening ceremony (participants’ oath)Opening ceremony (participants’ oath)

Participating in a skills competitionParticipating in a skills competition

In 2001, Daikin Industries, Ltd. introduced a system to pass on advanced skills to young workers. This system ensures that we give the next generation of technical leaders the advanced skills that form the foundation of manufacturing.

In the air conditioning divisions, workers with advanced skills are designated as " Takumi" after demonstrating their mastery in the areas of brazing, lathing, sheet metal working, arc welding, die making, and tooling. The Chemicals Division has since fiscal 2006 had a system to designate Experts, who pass their advanced skills on to others. These Takumi and Experts teach their skills at Daikin bases worldwide, thus fostering future engineers and technical leaders.

In April 2010, we established a new trainer system to foster future Takumi and Experts and thus make up for a shortage of their numbers. These Takumi, Experts, and Trainers go on to become instructors who teach selected employees in periodic skills training held at production bases around the world.

In fiscal 2015, for the first time, an employee of a Daikin overseas base earned the designation of Takumi. As of the end of fiscal 2015, there were 34 Takumi and 90 Trainers (26 in Japan, 64 at overseas bases) in the air conditioning divisions, and seven Experts in the Chemicals Division.

By 2020, Daikin plans to increase the number of Trainers to 161. This will raise the skills level at overseas bases and allow Daikin to respond to base expansion resulting from the construction of new plants and the acquisition of other companies.

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Skills Competitions and Skills Training Boost Level of Production Workers

In fiscal 2003, Daikin began a techniques competition to boost the skills level at its production bases in Japan. The next year, overseas bases were included in a new biannual event called the Global Skills Competition. Fiscal 2014 saw the largest participation ever, with 145 participants from 13 countries facing off in competitive skills events.

In years when there are no skills competition held, we hold skills training sessions for future leaders. At these sessions, Takumi, Experts, and Trainers are the instructors, teaching employees selected from production bases around the world the Daikin way of training people and making products. At the fiscal 2015 training sessions, there were 14 employees from production bases in Japan and four from overseas.

Skills workshops are also held at overseas group companies and among companies in certain world regions. Participants at each Daikin base share information such as how well skills are being passed down, problems, and goals, as part of the overall effort in the Daikin Group to foster human resources possessing a high level of skills.

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Fostering Young Engineers and Technicians

Experienced Workers Pass On Techniques and Skills

Since 1994, Daikin Industries, Ltd. has worked to boost the level of its manufacturing by having a Kaizen Team of experienced workers lead training for young employees in the production division.

During the four-to-six-month training, each young employee is led by two or three experienced workers. Participants get practical work in the main aims of the particular session, taking classroom lectures in subjects like electrical circuitry, as well as applied learning in sheet metal working, arc welding, and circuitry.

The system began with training for mid-level employees but now focuses on passing on skills and techniques to young employees. Apart from the passing on of techniques and skills, this training is aimed at giving the young employees a rare opportunity to interact with veterans and thus raise their awareness about the value of carrying on Daikin’s tradition of skill. This training has been particularly helpful in raising productivity in the Air Conditioner Manufacturing Division as participants can use what they have learned immediately on the job.

As of fiscal 2015, a total of 154 employees at the Sakai Plant and 103 employees at the Shiga Plant have taken this training.

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Spurring the Creation of Intellectual Property

Two Systems Stimulate Creation of Intellectual Property

Awarding incentive bonuses to inventor group representatives Awarding incentive bonuses to inventor group representatives

Daikin Industries, Ltd. has two systems for stimulating employees' motivation to invent and for spurring the creation of intellectual property.

The first is the Compensation System for Employee Inventions, a system in which Daikin pays employees for inventions created on the job that result in patent applications as well as successful uses of the patent. In fiscal 2015, in addition to compensation for patent applications, Daikin compensated employees for 528 successful uses of the patent.

The second is the Incentive System for Valuable Patents, which gives employees incentive bonuses for valuable patents. In fiscal 2015, we awarded incentive bonuses to the creators of 90 patents.

While these systems are aimed at stepping up Daikin's intellectual creativity, they also represent an effort to promptly tackle pressing issues, such as increasing the quality and quantity of patents in competitive fields, and increasing the number of patents in our key technological fields, in particular in emerging countries. In fiscal 2014, we applied for 948 patents in Japan and 344 patents overseas.

In fiscal 2015 in the air conditioning divisions, continuing on the previous year’s efforts, we moved ahead with patents that would strengthen our hold on fundamental technologies related to heat exchangers, compressors, and inverters, and we continued on the previous year’s efforts to boost the web of patents encompassing air conditioners using HFC-32, a refrigerant with low global warming potential that is also highly energy efficient. In the Chemicals Division, we proceeded with a strategy for more advanced analysis of patent information so that we could conduct R&D ahead of that of our competitors that would lead to patent applications.

We will also continue to conduct thorough advance patent surveys so that we can deal with problem patents early on and thus ensure that we eliminate patents that could hinder our development. We will also step up patent efforts worldwide.

Number of Patent Applications (Daikin Industries, Ltd. only)

Number of Patent Applications (Daikin Industries, Ltd. only)

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