Human Resources Development Initiatives

Fundamental Approach

At present, the automotive industry is faced with a difficult business environment for a number of reasons. These reasons include increased international competition on the back of the maturation of markets in developed countries, including Japan, and the expansion of markets in emerging countries; strengthened environmental regulations; and trans-national partnerships and reorganizations. Under these circumstances, Daihatsu has introduced personnel systems founded on the basic philosophy of equal opportunities and the merit system in order to create products and services that are unique to Daihatsu and become a company that is needed by society. We seek to develop human resources capable of thinking and acting for themselves based on a personnel system with equal opportunities that enable all people with talent and desire to undertake challenges at all times in a fair manner, and the merit system that rewards people based on their results, regardless of job category, academic history, or age. We also promote workplace creation activities to “create workplaces and culture in which employees can work safely and happily,” one of the most important themes of our corporate policies.

Workplace Creation Activities

All operating officers and management are given psychological safety training and OC (sensitivity and communication) training. The aim is for all employees in management who take the course to gain knowledge and skills in coaching and one-on-one meetings^* in order to create a psychologically safe workplace that forms the foundation to “create workplaces and culture in which employees can work safely and happily” and to implement specific activities.

* Regular, short one-on-one dialogue that supports the growth of members

Employee Evaluation and Feedback

The roles and themes of the operations of Daihatsu employees are passed on to division/department policies from corporate policies and are set as individual goals based on these policies. Daihatsu aims to support each and every employee in continuing to challenge themselves and grow with peace of mind by building a personnel development cycle (formulating growth roadmap > clarifying roles > training through work > reflection) based on supervisor-subordinate communication.
More specifically, at the beginning of each fiscal year, supervisors set expected roles and other requirements after thorough discussions with subordinates in which they get on the same page and adjust. At the end of the fiscal year, subordinates work with supervisors to review how well they have fulfilled their expected roles, preparing for the next period by considering what steps they should take and where they should improve. Through this process of communication, Daihatsu promotes the growth of individuals.

Personnel Development Cycle that Promotes Growth through Communication

Hiring

Daihatsu hires human resources with the necessary qualities and abilities in a fair and equitable manner, regardless of their nationality, gender, disability, or other factors in order to realize its vision. We focus on recruiting human resources with the following qualities: “ability to pursue their ambitions without setting limits for themselves,” “ability to explore all possibilities and tackle various tasks beyond their boundaries,” and “ability to work anywhere in the world to meet diverse needs.”

Education and Career Development

Promoting Company-wide Education

In order to secure the talent needed to support work operations in the future, Daihatsu in 2024 updated its guidelines for employees that contain the mission and five core values as the corporate philosophy that reinforces the Toyota Group Vision based on the recognition that the organization must have high engagement and be capable of utilizing its employees’ range of approaches and experiences.
Aiming to be a people-focused company where employees are happy, Daihatsu will gradually and continuously work to revise its systems and improve its educational and training policies.

Goals and Steps Towards Implementation

Step 1
　All management and other members are able to express themselves (Company culture that accepts individuality)
Step 2
　Everyone has a role, responsibilities, and is able to perform to their full potential

Training

Daihatsu has established a training system for employees, from new to middle management to management, to acquire the specialized knowledge, problem-solving skills, and management skills that are required at each level of employment. Individual employees are supported in moving their careers forward through level-based training (ongoing training in which all employees learn universal values, mental attitudes, and basic skills on the road to becoming the type of employee they should aim to become), role-based training (Daihatsu management learn the frame of mind, knowledge, and skills needed to fulfill their roles), and optional training (individual employees learn the necessary skills at the necessary time to achieve their own career plans and succeed in problem-solving in their own work). There are also systems in place for external trainings in business skills, language skills, and other topics for self-development purposes.
Additionally, we have established selection-type curricula, including overseas trainee systems, to develop human resources capable of leading overseas businesses in the future.