Human Resource Development

Basic Stance

DENSO is working to provide a range of opportunities for skills development and to develop fair and impartial evaluation systems so that all Group employees worldwide, each of whom possesses a unique character, can share common values and take active roles while deriving a sense of growth and achievement in their work.

Specific Initiatives

Amid the accelerating global development of our business, it is essential to foster and appoint leaders that are active across many countries and regions. The DENSO Group is developing globally standardized human resource systems one after another, including global models for demonstrating ability (competency); the DENSO Spirit, which represents a set of common values among employees; and training policies for global executives. In these ways, we are promoting the active role of a diverse group of human resources.

1. Implementation of a Globally Standardized Educational System and Development and Promotion of Local Human Resources

Based on the DENSO Spirit (established 2004), which signifies the values and beliefs to be shared throughout the DENSO Group, we offer globally standardized education to employees around the world using “DENSO Approach to Working,” which lists basic ideas, tools, and processes for conducting daily work. There is also “On the Job Development,” which compiles ideas and processes for supervisors to promote the development of subordinates at DENSO.

In addition, we are striving to accelerate the promotion of local staff to management positions both by creating and deploying development programs for executive candidates and by working to share human resource management processes such as management by objective, evaluations, job rotation, and promotions.

Proportion of local employees in overseas Group company management positions

Fiscal 2014 result Fiscal 2015 result Fiscal 2016 result Fiscal 2017 result
(22 persons / 71 posts)
(24 persons / 73 posts)
(25 persons / 74 posts)
(25 persons / 77 posts)

2. Introduction of Globally Standardized Human Resource Systems

With roughly 2,300 executives—including executives from overseas Group companies—as our target, we have introduced a shared global human resource system (from January 2016).

We introduced the “Global Individual Grade,” a shared global system that focuses on demonstrated individual ability in global management positions. Basing evaluations on a consistent criteria allows employees worldwide to plot careers from anywhere within the Group. Through this system, we hope to further develop DENSO’s businesses worldwide by appointing employees with diverse values and abilities.

Global Management Position and Education by Grade

Note: Global management position Grade 1 is shared between administrative staff, engineers, and technical and skilled employees

3. Fostering the Development of Young Technical and Skilled Employees

DENSO believes that the development of highly capable technical and skilled employees who can develop and produce creative products is critical to corporate growth. Guided by this belief, DENSO operates DENSO Technical College, which offers technical high school and technical college curriculums, in an effort to continue the traditions of the Technical Training Center that opened in 1954. Outside of the domestic Group, we are supporting the development of technical and skilled employees of several suppliers. Furthermore, at overseas offices, we are offering support in such ways as establishing training facilities at offshore production bases, introducing educational tools, dispatching instructors, and accepting trainees into the DENSO Technical College.

These education systems have produced many young graduates who have won medals at the WorldSkills International Competition, a tournament in which world-class technicians compete.

World Skills Competition cumulative medal count (DENSO Group)

Winning a Total of Three Gold Medals at the 54th National Skills Competition and the 36th National Abilympics

In November 2016, 36 DENSO Group employees participated in nine events at the 54th National Skills Competition held in Yamagata Prefecture, with gold medals being won in the precision device assembly event and the mechanical device assembly event. In addition, two Group employees participated in the 36th National Abilympics, with one winning a gold medal and one winning a bronze medal in the mechanical device assembly event. The purpose of these competitions is not only for participants to display their outstanding capabilities but also for refining the mental and physical skills of young technicians through training, who will likely become highly skilled technicians in the future. These competitions also aim to pass on techniques from one technician to the next. Going forward, DENSO will continue to nurture young technicians and pass on the necessary skills to them through participation in the National Skills Competition and the National Abilympics.

Manufacturing Team Challenge Category

Initiatives of DENSO Corporation

(1) Implementing Career Planning and Level-Specific Training That Emphasizes Independence

At DENSO Corporation, we carry out evaluations that take into account the individual growth of each employee and the process he or she used to achieve that growth. These evaluations are conducted by having employees establish individual goals for themselves each year and meet with their supervisors regularly to discuss their individual progress toward reaching these goals. In terms of medium- to long-term goals, we have our employees share their future vision with their supervisors and compare that vision with the development plans supervisors have for each employee. Based on these visions and plans, we provide employees with the necessary work experience and conduct workplace rotation. In these and other ways, we provide meticulous support for developing the individual careers of each employee.

In addition, we have set up various programs to encourage career development. These include level-specific educational activities that are conducted at major career turning points, an internal talent recruitment program that selects necessary employees from a wide range of in-house talent, and a career consultation office where employees can receive advice on their career path and personal skill development.

Career Planning Initiatives

(2) Promoting New Initiatives for Training New Employees

Within the new employee training at DENSO Corporation, we keep elements that need to be taught by superiors and learned by new employees to a minimum with the aim of fulfilling our mid-term policy of realizing human resources that can learn, think, and take on challenges on their own initiative.

With the aim of encouraging independent and thorough learning habits for new employees, we are incorporating a blended learning method that combines e-learning and group training. The basic structure of new employee training comprises three elements: “independent preparatory study (utilizing mobile devices such as iPads and smartphones),” “group training centered on discussion,” and “class-wide sharing and reflection on matters learned.” In addition, a certain section of the training’s curriculum entrusts new employees with tackling management-related issues themselves.

(3) Other Initiatives

We have in place the “certified professionals system” (started in fiscal 2011), which recognizes and certifies personnel who have extremely high expertise and achievements and who are likely to become a role model for young people. We also have set up a system that promotes temporary employees to permanent employees.

Number of employees certified under the “certified professionals system”


Fiscal 2013

Fiscal 2014

Fiscal 2015

Fiscal 2016

Fiscal 2017

No. of persons






Number of employees promoted from temporary to permanent positions


Fiscal 2013

Fiscal 2014

Fiscal 2015

Fiscal 2016

Fiscal 2017

No. of persons






Future Initiatives

Under the belief that the growth of each employee forms the basis of corporate development, we will work toward offering opportunities for improvement and cultivation through our human resource system to enable every employee worldwide to work energetically while fully exerting his or her capabilities.