Supporting the growth of each person by respecting individuality

At AISIN Group, we are committed to developing global human resources who are capable of viewing matters from a broad perspective and possess the diverse range of values 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.

Joint training for personnel from the six core Group companies
Joint training for personnel from the six core Group companies
Initiatives in fiscal 2018
Conducted two career development courses (Work-Life Balance Support Course and Career Support Course)
Conducted joint training courses for personnel from the six core Group companies (adopted a curriculum to deepen employees’ understanding of the history of AISIN Group)

Development of global human resources who increase our competitiveness

It is important that the AISIN Group has employees who can work in a global business environment, and we are working to get our employees up to speed as quickly as possible. Our 14 core companies are carrying out top management training for the managers and executives at our overseas sites. Aisin Seiki has implemented an International Employee Exchange System to nurture young local employees at our overseas sites, overseas training for young employees in which young Japanese employees experience on-the-job training at our overseas sites and global management training in which managers who are posted overseas receive pre-departure education about the culture of the new country where they will be working.

With that said, we want more of our overseas positions to be occupied by local talent, so we are currently creating a global personnel management framework.

Training hours,Attendees per year,Average time each employee spends in training per year

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 managers to understand the AISIN Group’s values and behavioral principles and be able to make appropriate decisions.

Initiatives in fiscal 2018
Held a Senior Management Course attended by eight senior/top-level management personnel and an Upper-Level Management Course for 23 upper-management personnel

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 foster global capabilities through OJT and by living in a different culture.

Initiatives in fiscal 2018
Dispatched 12 employees to countries, including the United States, China and India
TOPICS

The overseas training program for young employees enabled me to approach and solve problems on location overseas head-on.

I was posted in Indonesia for one year and was responsible for cost prices. Although I had been involved in cost-price planning activities together with local staff members prior to my posting in Indonesia, we weren’t able to find an outlook to achieve our profit margin targets as I had imagined. I therefore made the decision to make use of the program in order to resolve our fundamental issues and worked together with local members to make various improvements. Things that we take for granted at AISIN in Japan are not necessarily so at subsidiaries in different countries, and learning first-hand about actual conditions in Indonesia and the way that people think there was a major benefit for me. I really feel that through training the local staff members, I acquired the ability to lead people better.

Eriko Kato, Powertrain Planning Department, Aisin Seiki
Eriko Kato, Powertrain Planning Department, Aisin Seiki

Overseas employee exchange system

We accept local personnel from other countries for 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.

Initiatives in fiscal 2018
Accepted nine local personnel from Taiwan, China, India and Thailand

Global Management Training

Global Management Training enables management personnel scheduled to be posted overseas to learn how to think, act and express themselves in different cultural environments. Participants also work to enable them to exercise effective leadership with greater flexibility and creativity upon taking their overseas posts.

Initiatives in fiscal 2018
Accepted 159 personnel for the U.S. / Europe session and 119 personnel for the China session

Nurturing technical personnel who can contribute to development in each country

We continue to strengthen educational capabilities for local technical personnel throughout 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 AISIN Group in Japan and trainees dispatched from overseas. To date, a total of 5,600 members from Group companies in Japan have graduated from these academies. As for overseas trainees, AISIN Group has accepted trainees from 20 locations in 10 countries, and these graduates are now playing key roles at overseas subsidiaries in supervisory or technical capacities.

Aisin Technical Academy
Aisin Technical Academy

Providing practical education to cultivate leaders of manufacturing operations

Initiatives in fiscal 2018
Accepted 41 trainees dispatched from China, Taiwan, Thailand, Indonesia, Turkey, Mexico, the United States and Canada

Nurturing production staff by passing on knowledge and skills

To ensure that knowledge and skills specific to each workplace are passed on reliably, we are working to visualize and systemize knowledge and skills that are regarded as “implicit” knowledge, and the experience and judgment of individual employees.

We have also 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, AISIN Group has been promoting various activities to drive the development of a pleasant and vibrant workplace culture. In fiscal 2018, we conducted a common awareness survey of all employees at the six core Group companies. This enabled us to clarify the strengths and issues of each company, and we are now making effective use of these insights as we work to develop personnel and workplace environments at each company. 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. We also hold the AISIN Relay Race every year, with the aim of promoting Group-wide collaboration, and fostering a sense of unity among Group members.

TOPICS

Group event: AISIN Relay Race

A total of 100 Group companies, both in Japan and overseas, participated in the annual AISIN Relay Race. A total of 683 teams and approximately 16,700 people gathered to participate in the event either as runners or supporters, demonstrating the sense of scale that can be achieved through unity and collaboration within AISIN Group.

Group event: AISIN Relay Race