Talent Development
Basic Approach
The abilities required of each employee vary depending on the type of job, their rank, and country or region. In order for departments and individuals to achieve higher performance, it is important to not only rely on the abilities and attitudes of individuals, but also to have a framework and system for developing the human resources that the company requires, as well as to implement such a system. Under our long-term vision, Driving Innovative Impact 2030, and the four-year business plan for 2027, we will expand and fortify our human capital based on the following three principles: securing and developing human resources, achieving diversity and inclusion, and enhancing engagement.
Group Code of Conduct (extract)
5-2. Realize the potential of each employee
- We will respect the diversity of individuals and create an environment in which each employee can demonstrate his or her full potential.
- We will strive to fairly provide opportunities for employee development as needed and as appropriate.
- We will strive to expand ourselves and each other’s abilities and demonstrate our full potential.
Promotion System
The Human Resources and General Affairs Division plans and promotes cross-company personnel-related policies. In particular, they are working to cultivate the talent that will support the expansion of global business and strengthen management. Every year, we conduct rank-based training for all levels of employees, from new hires to management, to enable them to systematically learn the necessary knowledge and skills. The creation of yearly plans is led by the Human Resources Strategy Department. A variety of training modules are conducted by inviting lecturers from both within and outside the company according to the content.
Major Initiatives
To effectively facilitate the development of human resources, we are deploying systematic and focused measures. In addition to rank-based training, we conduct selective training to develop executive candidates and global human resources.
Beginning in fiscal 2021, we began an e-learning prerequisite program for acquiring business skills and knowledge as a requirement for recommending candidates for management positions. In addition to methodically developing candidates for management positions, the program is intended to encourage autonomous learning. Additionally, we reformed our learning management system in fiscal 2022 to work toward enhancing online training throughout the entire Group, including global subsidiaries.
Global human resource management
In March 2024, we launched a system that positions human resources of a certain grade or higher as Group human resources, and their evaluation and development are promoted across the entire Group. The specific process is as follows: (1) select key positions that have an important impact on management in the Daifuku Group; (2) document the roles and responsibilities, behavioral traits (competencies), and experience, skills, and qualifications required by each key position; (3) list the prospective candidates for key positions; and (4) formulate and implement a training plan for prospective candidates. The Human Resources Committee centrally manages the development and appointment of prospective candidates for key positions, monitors training measures and the adequacy of prospective candidates, approves appointments to key positions, and coordinates and makes decisions regarding transfers between business units. In fiscal 2023, the rate of sufficiency of the number of prospective successors for key positions was 68%. We aim to achieve 100% by fiscal 2027.
Overview of training and main training programs
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- *N and K: management-level positions
New Business Leader Program
This training program is designed to cultivate globally minded executive candidates at an early stage. The curriculum is similar to that of a business school and is designed to foster a systematic understanding of business administration. In addition, through group work with members of other business units, participants develop a wide range of insight and strengthen their ability to strategically implement their ideas.
Women’s Leadership Development Program
This program is designed for the early-stage development of women who will become active as leaders. The training lasts approximately six months and is designed to help potential female leaders acquire leadership skills and clarify their career visions. We also provide training for the supervisors of participants on career development for female employees.
Global Business Trainee Course
We develop participants who enroll in this course as candidates to become global human resources. The course is open to department nominees who have the potential for long-term business trips or assignments outside of Japan and who are capable of handling business outside of Japan, as well as self-nominees who wish to be stationed outside of Japan in their future career development. After enrolling in this course, participants will attend training in language and global business, and those who complete the course will receive assistance to improve their language proficiency.
Global Leadership Training
As part of our efforts to strengthen the development of global human resources, which has become a challenge in line with the globalization of our business, we conduct global leadership training for local subsidiary executives and executive candidates who are expected to take on the future management positions in the Group. The purpose of the program is to understand the Group’s management philosophy and policies, to understand the roles and responsibilities of leaders, and to create Group synergy through personnel exchange, mutual learning, and mutual understanding.
Trainee Program
We have a Language Trainee Program that allows employees to study language at universities and other institutions in other countries after completing training in Japan. We also have a DJ* Trainee Program in which employees from our global subsidiaries work in Japan for a period of a few months to a few years and receive a variety of training, mainly on-the-job training.
- *Daifuku Japan
Goal management system and evaluation
Three times a year, at the beginning, middle, and end of the term, each employee engages in dialogue with their supervisor regarding the goals set at the beginning of the term, and the supervisor evaluates the employee based on that dialogue. In the interim dialogue, the progress of goals is checked and future career development is discussed. Additionally, the personnel handling system was revised in fiscal 2023 to clarify the expected actions and roles for each qualification grade, and an evaluation system consisting of action evaluation, role evaluation, and performance evaluation was put into operation.
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Handing down techniques and skills
To maintain and improve the skills and techniques required for production, we have established a technical skills certification system for welding and assembly techniques, and we administer testing twice annually. As of March 31, 2024, there were 242 qualified staff members.
Number of qualified staff members (as of March 31, 2024)
| Basic level | Intermediate level | Advanced level | |
|---|---|---|---|
| Welding | 39 people | 9 people | 12 people |
| Assembly | 152 people | 6 person | 24 people |
Support for qualifications
The Group regulations stipulate the qualifications to be acquired, and incentives are provided to those who acquire such qualifications. In addition, the Learning Support System using e-learning was launched in fiscal 2021 as a system to support the autonomous learning of employees. Under this system, the company subsidizes the cost of attending various programs on language and business.