Becoming an outstanding workplace in a niche manufacturing sector is an achievement not many can claim. It requires a strategic approach to hiring, nurturing a culture of growth and well-being, and retaining its specialised talent.

Daikin Middle East and Africa was certified as a Great Place to Work in December 2024 for its affiliates in the Kingdom of Saudi Arabia, Qatar, Egypt, and the United Arab Emirates, reflecting its commitment to fostering a positive, inclusive, and empowering workplace culture.

What makes Daikin MEA an employer of choice? People Matters spoke with Sherif Elogeiry, General Manager of HR & General Affairs at Daikin MEA, to find out. Sherif shared key insights into Daikin MEA’s engaged workforce and the HR strategies that ensure the organisation's sustainable success.

Read here the edited excerpts: 

Q.  Can you share Daikin MEA’s journey to the ‘Great Place to Work’ certification, and what cultural elements were key to this success, and how did you incorporate employee feedback into shaping the workplace? 

At Daikin Middle East and Africa, we take pride in the diversity of our workforce. With employees from over 40 different countries, it has been essential for us to establish a common language and culture that allows our employees to communicate and collaborate effectively.

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. 

Our engagement activities and social gatherings have played a crucial role in cultivating the winning workplace culture at Daikin MEA, embodying the true essence of our company’s identity. These initiatives emphasise our dedication to nurturing positive and collaborative relationships across all levels of the organisation, while upholding an open-door policy that ensures Daikin remains a place where employees feel valued and empowered to voice their opinions. This is an ongoing journey, and we are committed to continually raising our standards and evolving further.

The primary goal of our leadership in participating in the ‘Great Place to Work’ survey was to establish an international benchmark for measuring our company culture and, more importantly, to identify areas for improvement. While being recognised as a Great Place to Work is a rewarding accomplishment that reflects our employees' pride in being part of Daikin, it is also a key element of our strategy to create an open environment where everyone feels encouraged to share their thoughts and feedback.

Q. What are some of the most impactful HR initiatives you've introduced to foster a positive workplace culture at Daikin MEA? 

One of the most impactful HR initiatives we have introduced is our people-centered management approach (PCM), which aligns with the Daikin philosophy. This approach ensures that performance management, employee development, and other workforce policies are tailored to help our staff realise their full potential.

Today, each of our locations is supported by a dedicated HR Business Partner who works closely with both employees and managers, offering guidance and coaching in problem-solving and people management. Additionally, we have established a Center of Excellence at our MEA headquarters in Dubai, overseeing 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.

An integral part of 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.

We 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.

We believe that a positive working environment plays a crucial role in motivating our employees. As a result, we have renovated or relocated many of our offices across the MEA region to create a more inviting atmosphere and elevate standards. Our recent recognition as a Great Place to Work, based on employee feedback, reflects the success of our people-centered management approach.

Q. What steps is Daikin MEA taking to create an inclusive and supportive environment for all employees? How do you ensure that all employees, especially from underrepresented groups, are heard and valued? 

At Daikin MEA, we deeply value the strength of diversity and appreciate the unique perspectives and backgrounds of our employees. 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.

To address gender diversity, we are in the process of developing a Women’s Leadership Program, which we plan to launch this year. Additionally, we are working on a new youth talent strategy aimed at attracting younger generations to the industry and strengthening our talent pipeline.

At Daikin, we encourage our managers to embrace diversity and inclusion, and our latest performance management framework includes specific KPIs focused on these areas.

Q. With the increasing competition for top talent, how does Daikin MEA position itself to attract and retain the best candidates? How do you ensure that the recruitment and retention strategies are balanced with ethical considerations?

At Daikin MEA, we understand that attracting and retaining top talent requires a strategic and comprehensive approach that extends beyond compensation and benefits. Our Employer Value Proposition (EVP) is centered around a blend of factors, including career growth opportunities, innovation, a challenging work environment, and people-focused leadership.

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. Simultaneously, we remain focused on cultivating a work culture where individuals are engaged and feel valued. Being recognised as a Great Place to Work is an important initial step in enhancing our retention efforts.

Our strategy is to establish ourselves as an employer of choice, committed to fairness and maintaining the highest ethical standards. We prioritise employee growth and cultivate a growth mindset, ensuring our work environment offers new challenges daily to keep our employees engaged and motivated.

Q. Given the rising skill gap in the industry, how does Daikin MEA approach hiring for niche skills? How do you ensure that the hiring process is not just about qualifications but also about the potential for growth and adaptability in the face of changing industry needs?

This is a challenge impacting all industries, including HVAC-R, where technological advancements are reshaping both the market and our work processes. For instance, the recent disruption caused by Deepseek in the AI sector demonstrates how quickly new platforms can emerge, potentially surpassing established players like OpenAI at an astonishing pace. In the face of such rapid market changes, hiring talent that is equipped for the future has never been more crucial.

At Daikin, attracting specialised skills requires a proactive approach, such as talent pipelining and market mapping. While these methods are straightforward, the real challenge lies not in technical expertise but in fostering competency and resilience. To achieve this, we employ various strategies to build a workforce that is future ready. While a strong, unified interview and assessment process is essential, what matters most to us at Daikin is enhancing diversity across age, gender, perspective, and nationality within our team.

Q. How does Daikin MEA encourage internal growth and skill development to address skill gaps?

At Daikin MEA, we believe in empowering employees to take charge of their own career growth while providing the right tools and support to bridge skill gaps. Our approach is built on three core strategies:

#1 Employee-led learning & development

• Self-driven learning: Employees have access to e-learning platforms, certifications, and resources from the Daikin Training Academy, allowing them to upskill at their own pace.
• On the job experience: Practical feedback, coaching, and real-world problem-solving are provided to enhance expertise and hands-on knowledge.
• Skill-based career growth: Employees take an active role in shaping their careers by identifying areas for improvement and aligning their personal development with business objectives.

#2 Accelerating careers from within

• Internal mobility: We prioritise internal hiring and promotions, offering employees the opportunity to explore new roles and broaden their skill sets.
• Leadership development: Managers at all levels, from new to senior, engage in structured leadership programs to enhance their capabilities.
• Growth Driven by Performance & Potential: Career progression is closely linked to talent review outcomes and individual performance.

#3 Proactively bridging skill gaps 

• Tailored development plans: High-potential employees collaborate with their managers to create personalised learning paths focused on specific growth areas.
• Knowledge sharing culture: Peer-to-peer learning and coaching programs foster collaboration and collective growth.
• Industry exposure: Employees gain value insights and expertise through exposure to industry development and trends. 

At Daikin MEA, we invest in individuals who invest in themselves, to create a workplace where growth is self-driven, supported, and limitless.

Q. What emerging trends do you see shaping the future of people-centric and sustainable workplaces, and how Daikin MEA is staying ahead of these trends to stand out as an attractive employer?

At the beginning of 2025, emerging HR trends highlight a growing emphasis on integrating technology and AI into the workplace. The incorporation of AI is expected to significantly transform work dynamics, leading to the development of new working patterns that could enhance both work-life balance and employee wellbeing. Additionally, addressing demographic challenges within the workforce has become a priority.

With employees from various generations, there may be differing approaches between younger and older workers in how they approach their roles. Another key trend, observed not only in HR but globally, is the rise of uncertainty. At Daikin, we believe it’s essential to prepare our workforce to navigate these changes effectively.

To tackle these challenges, Daikin plans to invest further in technology and develop programs specifically designed for our young generation employees. We also aim to implement more resilience training and provide opportunities for our staff to acquire new skills while rotating across our regional offices.