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Human Resources Development and Career Support
Building an environment of challenge
(DENSO Japan)
In order to foster an awareness of independence balanced with collaboration among our associates, we have furnished the following: the education by organizational level with a variety of selective courses; an enrollment scheme at graduate schools to heighten professionalism; a supportive system to acquire a degree such as a MBA (Master of Business Administration); and a sophisticated program of professional education for the associates of engineering and skilled at “DENSO Engineering and Technical Skills Training Center.” As to the upward career move, associates are challenging their job or ability based on their own vision of “what I want to be in the future.” At the same time, through systems such as the “Developmental Rotation System,” associates are confirming the performance and assignment through a regular interview with their superiors. In addition, we have established such internal systems as job posting and free agency to support their motives to venture into their new possibilities.
●Number of applicants for major systems (DENSO Japan)
| Developmental Rotation System |
An annual average of 1,200 associates
(from fiscal 1998 to 2006) |
| Internal job posting system |
15 associates per year
(from fiscal 1998 to 2006) |
| Internal free agency system |
An annual average of 10 associates
(from fiscal 1998 to 2006) |
Global human resources development
In order to reach our ultimate goal of globalization, we promote the localization of management throughout the world by actively developing associates.
<The Global Leadership Program>
We are expanding a program oriented to develop local managers who understand the DENSO-way and possess high management ability. Specifically, we are conducting intensive seminars for successor candidates to Top Management positions and have implemented a performance management system following a globally common procedure.
<Education on DENSO-way Monozukuri>
In 2005, with the aim of developing local managers and supervisors, we established the “Monozukuri DNA Promotion Center” in DENSO Japan. In fiscal year 2006 we began the “Education on DENSO-way Monozukuri.” It aims to hand down the essence of our quality-first policy through acquiring the following: the importance of a management approach based on “on-site verification,” which seeks to solve issues in locale rather than behind a desk; and the job procedures which draws the potential of associates.
<Education on Cross-Cultural Understanding>
(DENSO Japan)
The associates in overseas group companies are increasing. As a result, there are more opportunities for Japanese associates to travel abroad on business. As such, in order to further strengthen the global responsiveness of DENSO headquarters, in fiscal 2006 we began the class by organizational level on “Education on Cross-Cultural Understanding.” It aims an upgrade communication ability through learning in depth foreign culture, as well as foreign language.
Handing down our technical skills as a development strategy
The lifeblood of DENSO comprises the technologies and technical skills, which develop and produce the products that are too high in precision and quality for other companies to imitate. Therefore, we particularly pour our efforts to hand the technologies and technical skills down, and on. To do so, at the DENSO Engineering and Technical Skills Training Center, a systematic education on technologies and skills are implemented. Meanwhile, training facilities have been established in our factories around the world, at which the masterful associates of facility maintenance or production engineering are handing their skills down to the next generation. In addition, in Japan, at the DENSO Technical Junior College, which offers the curriculum of technical high school, technical college, and junior college, we have nurtured the youth who carries the next generation, and thereby we have produced many medallists at the “World Skills Competition,” in which the world’s highest skills are contested.
Shifting from temporary workers to regular, full-time associates (DENSO Japan)
Among other measures seeking to move the carrier of our diverse associates upward, in fiscal 2005 we have established a system that allows temporary workers to shift to permanent employment. In fiscal 2006, 189 temporary workers (3.1 times more than in the previous year) have shifted to regular, full-time associates. In fiscal 2007, we plan to shift 450 temporary workers to those of regular, full-time.
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