The Daikin Group believes that practicing the principle of "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 on-the-job training (OJT)*1.
We also supplement this with off-the-job training (Off JT)*2, such as the Daikin Leadership Development Program for training executives who can work at the front line of global business operations, the Daikin Business School for executive management of overseas bases. We offer provide opportunities for independent learning through language training and correspondence courses.
*1 OJT: Employees learn and acquire the skills, knowledge, and degree of commitment required of their positions while performing their jobs.
*2 OFF-JT: Employees study outside of their workplaces in order to acquire the knowledge and skills needed for their jobs.
Daikin Ales Aoya Global Training Center
Daikin believes that implementing its People-Centered Management is key to the growth of the Daikin Group. 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. Here, new intensive courses for all worldwide Daikin employees are geared to the changing needs of the times, such as Skills Leader Training for people leading our overseas production bases. In fiscal 2011, over 10,000 employees made use of the training center.
In fiscal 2011, to put Daikin's People-Centered Management into more widespread action, Daikin Industries' executives and managers toured worldwide bases to hold talks and exchanges that helped Our Group Philosophy take deeper route. 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.
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.
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 one year. 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 2011, 19 young employees took part in this training. Since the program started in fiscal 1999, a total of 112 employees have participated.
Daikin sends young employees in Japan to universities such as Toyota Technological Institute and the International University of Japan in order to improve their technological skills, acquire MBAs, widen their perspective, and build human resource networks. As of fiscal 2011, there are seven Daikin employees studying at Toyota Technological Institute and the International University of Japan.
Daikin fosters the next generation of leaders through the Daikin Leadership Development Program, which trains Daikin Industries' executives, and the Daikin Business School, which is for local nationals who are managers at Daikin's overseas bases. Centered on Our Group Philosophy, the program turns out executives who can lead and manage their company for the common good of the entire Daikin Group.
In fiscal 2011, there were 121 people studying in the Daikin Leadership Program and 57 at the Daikin Business School.
In 2001, Daikin Industries 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 "Meisters". As of March 2012, there are 31 designated "Meisters" in the skill areas of brazing, lathing, sheet metal working, arc welding, die making, and tooling. These Meisters teach their skills at Daikin bases worldwide, thus fostering future engineers and technical leaders.
The Chemicals Division has since 2006 had a system to designate Experts, who pass their advanced skills on to others. As of March 2012, there are five designated Experts working in plant operations.
A course for overseas skills trainers
Starting in 2002, Daikin Industries began designating distinguished veteran technicians as "Meisters" and sending them overseas to help raise the skill levels at overseas Group production bases. However, due to a lack of personnel to provide technical support for manufacturing at overseas bases, in April 2010 we established a new trainer system to foster future Meisters. There were five new trainers certified in fiscal 2011.
We also hold periodic skills training at production bases around the world in which Meisters and Expert Trainers lead selected employees. In fiscal 2011, 18 participants took part and learned basic skills, as well as about Daikin's manufacturing philosophy and its fostering of human resources.
Since 1994, the Shiga Plant of Daikin Industries 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. The system began with training for mid-level employees but now focuses on passing on skills and techniques to young employees. As of fiscal 2011, a total of 97 employees have taken this training.
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.
While young workers pick up technical knowledge, they get a chance to interact with experienced workers, which help young workers develop a sense of professionalism.
Explanatory pamphlet for government-approved courses
In August 2010, Daikin Airconditioning (Singapore) Pte. Ltd. established a framework agreement with the Singapore government's Workforce Development Agency (WDA) for conducting a training program as an Approved Training Organization (ATO). A budget has been set aside for the company's government-approved training program that includes government grants for administrative costs and tuition for two years.
Daikin Airconditioning (Singapore) Pte. Ltd. will conduct vocational education, as the only government-approved training facility in the process industry.
And in June 2011, the company signed an agreement with ITE (Institute of Technical Education) College West, a public industrial and vocational high school, to further expand a joint air conditioning education program.
Awarding incentive bonuses to inventor group representatives
Daikin Industries 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 2011, Daikin compensated employees for 1,007 patent applications (submitted before the end of December 2011) and 424 successful uses of the patent (investigated in fiscal 2010 and paid in fiscal 2011).
The second is the Incentive System for Valuable Patents, which gives employees incentive bonuses for valuable patents. In fiscal 2011, we awarded incentive bonuses to the creators of 95 patents.
These systems are aimed at stepping up Daikin's intellectual creativity. However, there is still much work to be done in areas such as increasing the quality and quantity of patents, and increasing the number of patents in our key technological fields, in particular in emerging countries. To this end, in the air conditioning divisions, rather than focusing merely on the overall number of patent applications, goals are being set based on particular development themes, and company executives are keeping a close watch on progress in development from both the qualitative and quantitative sides. As well, we are setting key patent themes in which we don't just pursue patents related to our own technological strengths; rather, we seek to protect our business by also applying for patents that will prevent other companies from coming out with products similar to our own.
In the Chemicals Division, as competing companies expand outside the boundaries of fluorochemicals, we have been doing surveys on possible future patents in key fields, and this allowed us to complete a proprietary database that gives us a tool for keeping abreast of the patent race.
We are currently studying other companies in industry as we plan a system of incentive bonuses for outstanding inventions developed by Daikin's overseas development bases.
Number of Patent Applications (Daikin Industries only)