What goes into creating an outstanding workplace is often revealed by the recognitions it earns. Recently, Daikin was certified as a Great Place to Work in December 2024 for its exceptional work culture across the Middle East region. To uncover what led to this achievement, we spoke with Sherif Elogeiry, General Manager of HR & General Affairs. Read on to discover the HR strategies, diversity initiatives, and people-centric policies that have positioned Daikin MEA as an employer of choice in the niche HVAC-R industry.

Read here the edited excerpts from the detailed interview: 

Cultural elements making a great place to work

Daikin MEA values and embraces diversity within its workforce, having employees from over 40 different countries, making it a unified and inclusive workplace culture. The culture follows a common language and set of values that enable effective communication and collaboration among employees from diverse backgrounds. 

Sherif says, “This shared language is rooted in our Daikin Philosophy and core values. At Daikin, we consider all employees as part of our family and are committed to developing and implementing policies and processes that support both them and their families. This approach has fostered a unique, open and welcoming culture at Daikin, where management and the HR team are approachable, and employees feel heard,” 

In addition to this, “engagement initiatives including social gatherings play a key role in cultivating the winning workplace culture,” he reflected. How? “The initiatives emphasise nurturing positive and collaborative relationships across all levels of the organisation, while upholding an open-door policy..where employees feel valued and empowered to voice their opinions.”

Also, leadership plays a crucial role in establishing an “international benchmark for measuring company culture, to identify areas for improvement, and create an open environment where everyone feels encouraged to share their thoughts and feedback,”

Impactful HR initiatives behind fostering a positive workplace culture

“One of the most impactful HR initiatives we have introduced is our people-centered management approach (PCM),” shared Sherif. He added the approach ensured “performance management, employee development, and other workforce policies are tailored to help our staff realise their full potential.”

The approach is universal for all locations of Daikin, where “a dedicated HR Business Partner works closely with both employees and managers, offering guidance and coaching in problem-solving and people management,” In addition to this, a Center of Excellence at MEA HQ in Dubai, oversees strategies for talent management, compensation, benefits, and overall workforce development.

“Our HR divisions work in unison, united by a common goal: to support the business and the people who contribute to its success,” underlined Sherif.

How does the approach work?  “This approach is helping our employees navigate both workplace challenges and external factors that impact their professional lives. For instance, during the COVID-19 crisis, we were proud to retain every employee and maintain salary levels without any reductions. We also responded quickly to support employees facing economic hardships, such as inflation or currency devaluation, by adjusting their compensation packages accordingly,” he explained. 

The organisation also implemented a remote work policy to promote work-life balance and empower staff with new technologies and tools. “Wellbeing also became a key focus on our HR agenda, leading us to enhance our medical insurance scheme, introduce wellness workshops, offer regular checkups, and provide various health communication resources,” added Sherif.

Building an inclusive and supportive environment for all employees..

Daikin believes in the strength of diversity and appreciates the unique perspectives and backgrounds that employees carry. “While there is ongoing work to improve gender diversity, we have made significant strides in promoting national diversity. We embrace and celebrate cultural differences by recognising key national and religious events, such as Onam and Diwali with our Indian colleagues, Ramadan and Eid with our Arab colleagues, as well as Christmas, National Days, and other important occasions. In addition, we curate an annual calendar of engaging activities, including sports days and other events, where employees come together to bond and celebrate as one cohesive family,” shared Sherif

To address gender diversity, Daikin is also working on a Women’s Leadership Program to be launched in 2025. And a new youth talent strategy, which is aimed at attracting younger generations to the industry and strengthening the talent pipeline.

Talent attraction and retention strategies, balanced with ethical considerations..

The company believes that attracting and retaining top talent requires a strategic and comprehensive approach that extends beyond compensation and benefits. Therefore, its “Employer Value Proposition (EVP) is centered around a blend of factors, including career growth opportunities, innovation, a challenging work environment, and people-focused leadership,” Sherif highlighted. 

“When it comes to retention, we have established a thorough talent review process that enables us to implement effective retention and development plans, whether that involves nurturing, empowering, or offering additional challenges and opportunities to our employees,” he added.

Along with this, they are focused on cultivating a culture where employees are engaged and feel valued with commitment towards fairness and maintaining the highest ethical standards. “We prioritise employee growth and cultivate a growth mindset,” 

Encouraging internal growth and skill development to address skill gaps..

Sherif explained how the company empowers its employees to take charge of their own career growth while providing the right tools and support to bridge skill gaps. Some of the strategies/ initiatives in place are: 

1. Employee-led L&D programmes - The programmes encourage a self-driven learning pathway, where employees get “e-learning platforms, certifications, and resources from the Daikin Training Academy, allowing them to upskill at their own pace.”

In addition to this, on the job learning experience packed with “practical feedback, coaching, and real-world problem-solving are provided to enhance expertise and hands-on knowledge.” And skill-based career growth, so “employees can take an active role in shaping their careers by identifying areas for improvement and aligning their personal development with business objectives.”

2. Pushing internal careers growth - “We prioritise internal hiring and promotions, offering employees the opportunity to explore new roles and broaden their skill sets.” Additionally, leadership development, where managers at all levels engage in structured leadership programs to enhance their capabilities. And, growth driven by performance & potential to advance career progression by closely linking to talent review outcomes and individual performance.

3. Proactively bridging skill gaps - offering tailored development plans for high-potential employees in collaboration with managers to create personalised learning paths focused on specific growth areas. A knowledge sharing culture, where peer-to-peer learning and coaching programs foster collaboration and collective growth. Additionally, employees gain value insights and expertise through exposure to industry development and trends.

The interview was originally published on the People Matters Middle East website.