Cultivate human resource
Relationship to SDGs
| Goal | Target | |
|---|---|---|
| No. | Initiative | |
| 4. Quality education | 4.3 | By 2030, ensure equal access for all women and men to affordable and quality technical, vocational and tertiary education, including university |
| 4.5 | By 2030, eliminate gender disparities in education and ensure equal access to all levels of education and vocational training for the vulnerable, including persons with disabilities, indigenous peoples and children in vulnerable situations | |
| 4.7 | By 2030, ensure that all learners acquire the knowledge and skills needed to promote sustainable development, including, among others, through education for sustainable development and sustainable lifestyles, human rights, gender equality, promotion of a culture of peace and non-violence, global citizenship and appreciation of cultural diversity and of culture’s contribution to sustainable development | |
KPI
| Initiative | Target | ||
|---|---|---|---|
| FY2021 | FY2022 | FY2023 | |
| Strengthening of education to managerial employees and managerial candidates | Provide education according to qualities of candidates for promotion | ||
| Development of training using online resources and promotion of autonomous learning | Establish on-demand library for training and education | ||
Promotion Framework
The Personnel and General Affairs Division plans and promotes cross-company personnel-related policies. They are moving forward to train, in particular, the talent that will support the expansion of global business as well as the strengthening of management. Every year, primarily the Personnel Department drafts the annual plans for stratified training modules where only eligible employees from new hires to executives can learn the requisite knowledge and skills. Each type of training module is given with teachers invited from both inside and outside of the company according to the module content.
Action
Personnel
To facilitate effective human resource development, Daifuku formulated human resource policies and implemented systematic, focused training programs based on these policies across the Group. In addition to position-specific training for new hires, mid-career employees, and managers, we also conduct training for a selected number of highly experienced employees. Moreover, we not only encourage employees in Japan to take the TOEIC English proficiency exam, but we also provide systems, such as a Global Business Trainee Program, to foster global talent and a workforce capable of engaging in global business.
Daifuku HR Training System
SDGs pursued by Daifuku
Global Leadership Training
In November 2019, we held the Global Leadership Training program which aims to improve the skills of executive-track staff from the Daifuku Group’s non-Japan subsidiaries. In this ninth cycle of the training program, we welcomed 15 participants from subsidiaries in America, Mexico, Canada, India, China, South Korea, Taiwan, Singapore, Indonesia, and Thailand. Feedback from the participants included, “I was able to reaffirm my identity and direction as a member of the Daifuku Group, and I’m eager to share what I’ve learnt with my colleagues back home,” and “Local subsidiaries play a key role in localization, and this training really reinforced that to me.”
Handing down techniques and skills
Daifuku holds various training events to cultivate personnel who can work globally, and to pass along the skills and techniques of experienced personnel to the younger generation. In addition, we have established a skills certification system for maintaining and improving the techniques and skills required for production, including welding and assembly activities. As of March 2020, 541 employees have been certified under this program.
Number of qualified staff members (As of March 31, 2020)
| Basic Level | Intermediate Level | Advanced Level | |
|---|---|---|---|
| Welding | 216 | 61 | 9 |
| Assembly | 223 | 9 | 23 |