Human Resources Development
Supporting the growth of each person by respecting individuality
At the AISIN Group, we are committed to developing human resources who are capable of viewing matters from a broad perspective and possess the diverse range of values needed to play an active role globally irrespective of gender, nationality or age. We respect the individuality of our employees as stated in our Guidelines in Compliance with Social Responsibility and provide education and training so that employees can make the most of their abilities based on the AISIN Way. To ensure that employees continue to find their work rewarding, we also implement initiatives such as devising suitable career plans for each individual and expanding areas of activity.
Development of global human resources
We are continuing to accelerate development of global human resources who are capable of engaging in global business. We are promoting three separate initiatives at Aisin Seiki, specifically top management training for personnel in management or executive positions at AISIN locations around the world; an overseas employee exchange system designed to develop young local employees at AISIN locations around the world; and a training program aimed at assigning young employees in Japan to overseas locations so that they can gain skills through on-the-job training (OJT).
Top management training
The aim of this training is to raise the capabilities of managerial-level staff so that overseas subsidiaries can operate more independently. This education also ensures that managers have an understanding of the AISIN Group’s values and behavioral principles and are able to make appropriate decisions. In fiscal 2017, 15 persons took the management course targeted at management personnel and eight persons took the senior executive course. In fiscal 2018, we plan to provide the training to 48 persons.
Overseas training program for young employees
Aimed at developing Japanese employees capable of playing a key role across borders, we send young employees mainly in their 20s and 30s overseas for one year to expedite the process of acquiring global capabilities through overseas business experience based on OJT and by living in a different culture. We assigned six employees to this program in fiscal 2017 and are planning to assign 12 employees in fiscal 2018.
Overseas employee exchange system
We accept local personnel from other countries for a period of one year, with the aim of improving the operational capabilities of young key employees at overseas subsidiaries, particularly in emerging countries, and promoting internationalization among employees working in Japan. We accepted five staff from three countries in fiscal 2017 and are planning to accept five staff in fiscal 2018.
Nurturing technical personnel in the Group
We continue to work together to strengthen educational capabilities for local technical personnel throughout the AISIN Group and in line with global expansion.
To cultivate future leaders of manufacturing operations, we operate the Aisin Technical Academy and Aisin AW Advanced Skill Training Academy to provide education on practical technical skills for one year to staff members who have entered the AISIN Group in Japan and trainees dispatched from overseas. To date, a total of 5,775 members from Group companies in Japan have graduated from these academies. As for overseas trainees, we have accepted trainees from 29 locations in 10 countries, and these graduates are now playing key roles at overseas subsidiaries in supervisory or technical capacities. By the end of fiscal 2017, 35 trainees from China, Taiwan, Thailand, Indonesia, Turkey, Mexico and the United States gained practical skills and graduated from the academies.
Passing on knowledge and skills required of production staff
Previously, workplace-specific knowledge and skills had been conveyed in the form of “implicit” knowledge passed on in a manner that depended heavily on individual experiences and discretion. Thus, different workplace culture and skill levels of supervisors had caused discrepancies. In response, we transformed rules that should be observed and actions that should be taken by technical personnel into “explicit” knowledge. Through the AISIN Basic Seminars, in which supervisors instill the explicit knowledge in trainees with thorough, on-site guidance, we have been expanding our system and framework to pass on Aisin-style skills globally throughout the Group.
Developing vibrant human resources and workplaces
To develop further into a vital company capable of growing continuously as we look ahead to the next 50 years, the AISIN Group has been promoting the development of a pleasant and vibrant workplace culture. In fiscal 2018, we plan to conduct an employee satisfaction survey by using questions common to the six core Group companies and leverage the results in the Group’s integrated human resources and workplace development efforts. Additionally, Aisin Seiki holds a management study session every March to raise the capability level of management in each workplace. All executive officers and department heads within Aisin Seiki as well as representatives from Group companies and overseas subsidiaries participate in this study session.
AISIN Relay Race
A total of 590 teams, including six teams from 23 overseas subsidiaries, participated in the annual AISIN Relay Race in fiscal 2017. More than 14,000 people, either as runners or supporters, enjoyed the scale of the event and demonstrated the unity, both of which were a result of the collaboration among the 207 companies in the AISIN Group.