Daikin 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. To provide our workforce with as many improvement opportunities as possible, we supplement OJT with off-the-job training (Off JT)*2, such as the Daikin Leadership Development Program for executives who will work on the front line of our business, and overseas base practical training for fostering young, globally minded employees. We also provide opportunities for independent learning through language training and correspondence courses.
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.
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 2017, more than 13,500 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 boost human resources and facilitate mutual communications between the headquarters and branch offices, such as by 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.
Every year, new employees spend five nights and six days at the Daikin Ales Aoya global training center in Tottori Prefecture, Japan. In 2017, we held the 45th session of this training camp over a three-week period for more than 340 employees consisting of periodically hired persons and all career-track hires. Also taking part were more than 120 persons including Chairman Noriyuki Inoue, President and CEO Masanori Togawa, nine officers, and experienced employees, who acted as training leaders and secretariat staff.
The goal of the session is to have employees learn through hands-on, participatory training in which they hold discussions and practice 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 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 2017, 29 employees took part in this training. Since the program started in fiscal 1999, a total of 258 employees have participated.
Since fiscal 2015, we have held the Global Training Program in Japan to train young employees from Daikin overseas bases. Training at Daikin Industries, Ltd., participants deepen their understanding in areas such as Daikin technologies, quality, and production technologies, so that they can lead Daikin's worldwide efforts at their respective overseas bases.
In fiscal 2017, six overseas employees started their training at the TIC and in our development, production technology, procurement, quality control, and finance and accounting divisions.
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 2017, there were six Daikin employees studying at university: one at the International University of Japan, and five at Toyota Technological Institute of Japan.
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. In fiscal 2015 we opened the Global Daikin Leadership Development Program, and in 2017 we increased the number of annual sessions from one to two in order to accelerate the training of Daikin's global group leaders. In fiscal 2017, the cumulative number of participants has reached 229 in the Daikin Leadership Development Program and 145 in the Global Daikin Leadership Development Program (including those at the former Daikin Business School).
Daikin fosters human resources capable of passing on the skils that are the foundation of our monotsukuri. Daikin has set a goal of having 1 in 4 employees working in production worldwide be an excellent skilled engineer or an advanced skilled engineer, both of whom possess advanced skills and knowledge and leadership abilities. At Daikin in Japan in fiscal 2017, this rate was 1 in 3.4. As our business expands globally, we are stepping up our worldwide training.
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 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.
In fiscal 2017 in the Chemicals Division, we added chemical operation trainers. 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 2017, there were 22 Takumi and 101 Trainers (30 in Japan, 71 at overseas bases) in the air conditioning divisions, and eight 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.
The biannual Global Skills Competition for Daikin's worldwide production bases aims to boost the skills of employees in manufacturing. In addition to practical skills such as assembly and disassembly, participants take written tests that confirm their knowledge about dealing appropriately with workplace accidents. In fiscal 2016, 147 participants from 26 bases in 10 countries competed in a range of 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 2017 training sessions, there were 15 employees from production bases in Japan and seven from overseas.
As fiscal 2017 skills training in the Chemicals Division, a skills trainer workshop was held, with three participants from Japan, one from Daikin America, Inc., and one from Daikin Fluorochemicals (China) Co., Ltd.
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.
Daikin Information Technology University responds to the dramatic changes occurring in the industrial and social structures by aggressively fostering AI and IoT human resources possessing specialized knowledge and the power to think and act, and who have the power to get people around them involved. Using instructors invited from educational institutions such as Osaka University and leading-edge research organs, Daikin Information Technology University offers education covering everything from the fundamentals to applied sciences.
The first class of Daikin employees enrolled at the university comprised 43 selected persons from various divisions, with classes commencing in December. The nine-month curriculum has an AI technologies development course and a system development course.
About 100 new employees will be selected to attend, and over a period of just over two years they will be educated to become innovative human resources who will drive the fields of AI and IoT using Daikin technologies as their base.
In addition, starting in February 2018, we established the Daikin Information Science Research Unit (Di-CHiLD) within the Institute for Open and Transdisciplinary Research Initiatives, Osaka University (OTRI). Twenty-one engineers from Daikin's TIC are stationed at the Di-CHiLD, where they conduct theme-based R&D jointly with Osaka University professors and research staff.
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 2017, a cumulative total of 160 employees at the Sakai Plant and 114 employees at the Shiga Plant have taken this training.
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