People—The Source of Value Creation: Daifuku’s Approach to Talent Management

What is your role and mission as the CHRO at Daifuku?

What are some specific initiatives you are undertaking for talent management?

Starting in fiscal 2023, Daifuku has been identifying key positions—leadership roles that have a major impact on Group management—clarifying the requirements for each and developing succession plans. For divisional general managers and above, succession planning is managed through a single cross-divisional committee, while department-manager-level positions are overseen by committees within each business division. Some roles already have sufficient successors in place, while others still need to secure candidates. By organizing and visualizing this data, Daifuku is working to ensure the effective continuation of management resources and knowledge.

Along with this effort, we recognized the need for a company-wide framework to evaluate the expertise available to the company, which had previously been managed separately by each business. Developing a framework that accounts for the varied expertise across businesses is not easy, but we are working closely with the Chief Technology Officer (CTO) to establish this new system by the end of fiscal 2027, the final year of our current four-year business plan.

To promote talent mobility, Daifuku has introduced an internal recruitment system that enables employees to apply for positions in other areas such as new business development, as well as a short-term internal secondment program that allows them to gain experience in different divisions or roles to broaden their career horizons.

Daifuku’s long-term vision looks ahead to 2030. How is the company recruiting and developing talent to realize this vision?

Under our long-term vision, Driving Innovative Impact 2030, Daifuku has set a goal of 1 trillion yen in consolidated net sales. Making that goal a reality will require more than simply extending current initiatives—it demands expansion of existing businesses into new areas and the formulation of entirely new business domains. The use of AI and data science is essential to that. Led by the CTO, Daifuku is providing basic training on these skills for everyone, from executives to frontline employees, along with advanced programs for select participants. The company aims to develop digital transformation and AI specialists representing 10% of all employees in Japan.

To further strengthen the recruitment of talent with technical expertise, Daifuku is establishing new research and development hubs in Tokyo and Kyoto. Most of the company’s technology functions are concentrated at its flagship plant in Shiga Prefecture, which sometimes created a mismatch between talents’ desired roles and work location. The new Tokyo Lab will drive company-wide technology development and promote active hiring of specialists in fields such as AI, robotics, and data science to reinforce Daifuku’s capability for innovation. Meanwhile, the Kyoto Lab—selected for being conveniently accessible from Osaka, Kobe, and Shiga—will host part of the R&D functions currently located within individual business units. Whereas previous facilities were commonly segmented by business unit, the new site will feature an open layout designed to encourage collaboration across businesses and further strengthen the company’s overall technological capabilities.

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  Rendering of the interior of the Tokyo Lab, scheduled to open in January 2026.

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  Exterior the building that will house the Kyoto Lab, scheduled to open in November 2025.

How is Daifuku developing the next generation of leaders?

To cultivate next-generation leaders, Daifuku conducts an eight-month leadership development program in partnership with Kobe University. Through the curriculum, participants learn management theory and build a comprehensive understanding of corporate management. In the final phase, they present proposals for new businesses or growth strategies for existing businesses to the company’s top executives. Although the content has evolved over time, this program has been in place since 2002—and I took part in it myself. At the time, it was geared toward department managers and above, selected from each business unit. Believing that management awareness should be developed at an earlier stage, we have since lowered the selection to include the team-manager level. Balancing the program with regular duties is no small task, but participants are nominated as future leaders, and we expect them to approach it with a strong sense of responsibility for the company’s future.

What is your perspective on Daifuku’s global talent strategy?

What qualities allow people to succeed at Daifuku?

Daifuku’s strengths lie in its customer focus and commitment to quality. At times, we receive challenging requests from customers, but rather than saying “It can’t be done,” we ask, “How can we make it possible?” We strive to meet their needs while maintaining uncompromising quality. This mindset builds trust and long-term partnerships. Perseverance is deeply rooted in Daifuku’s DNA and is a quality we look for in every employee.

To ensure our people can take pride and satisfaction in their work, we are continually improving compensation levels and enhancing benefits and workplace systems that make Daifuku a great place to work. We aim to provide an environment where those with a strong desire to grow can thrive—whether they join as new graduates or mid-career professionals. Together, we will continue to challenge ourselves, evolve, and contribute to solving customer and social issues through our material handling technologies.