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Human Resources

Occupational Safety and Health

Occupational Safety and Health Policy

The Daikin Group's Group Conduct Guidelines state that besides ensuring a safe workplace, we will gain the trust of the community through a policy of safety first in which we are constantly aware of and taking action on the safe operation of our factories. To achieve this, we constantly strive to create a "zero accident" workplace where Daikin employees and subcontract employees work safely, both for their own sake and to instill a feeling of safety in the minds of residents around our factories.

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Occupational Safety and Health Management Structure

Occupational Safety and Health Committee at Each Daikin Site Leads Safety and Accident-Prevention Efforts

The chart below shows the Daikin Group's system for occupational safety and health and security. An Occupational Safety and Health Committee at each Daikin site leads efforts through the creation of voluntary annual slogans, proposals for occupational safety and health plans, and the implementation of the PDCA cycle for safety activities.

These committees also ensure the safety of facilities and prevent accidents through risk assessments. They also raise employee receptiveness to and awareness of workplace safety through activities including site patrols to make sure rules are being followed and hands-on workshops. The committees also send members to other sites to exchange safety information with committee members there.

System for Occupational Safety and Health

System for Occupational Safety and Health

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Occupational Safety and Health Management System

27 Bases Certified for OHSAS 18001 and Other Standards

The Daikin Group has production bases around the world and we ensure safe plant operation and worker safety through the creation of occupational safety and health management systems (OHSAS) at each base, as well as certification for international standards such as OHSAS 18001. Under this system, we use risk assessment to reduce the risk of health and safety problems, and we ensure that we are continuously in compliance with laws and regulations.

As of the end of fiscal 2016, there were three Daikin plants in Japan and 25 Daikin Group companies overseas certified for OHSAS 18001.

Joint safety and security meetings are held twice a year to share information in order to raise safety levels throughout the Daikin Group. Daikin bases around the world carry out their own safety activities, such as education and safety patrols, aimed at achieving a “zero accident” workplace. The frequency rate of occupational accidents for the entire Daikin Group in fiscal 2016 was 1.50, an improvement of 0.4 points over the previous fiscal year.

Daikin Bases Certified for OHSAS (Japan)

Date Certification Base certified
Sep. 2006 JISHA OSHMS Kashima Plant, Daikin Industries, Ltd.
Aug. 2012 OHSAS 18001 Sakai Plant, Daikin Industries, Ltd.
Dec. 2012 OHSAS 18001 Shiga Plant, Daikin Industries, Ltd.

Daikin Bases Certified for OHSAS (Overseas)

Date Certification Subsidiary certified
Nov. 2002  OHSAS 18001 Daikin Industries (Thailand) Ltd. 
Jun. 2006 OHSAS 18001 Daikin Refrigerants Europe GmbH
Jul. 2006 OHSAS 18001 McQuay Air Conditioning & Refrigeration (Wuhan) Co., Ltd.
May 2007 OHSAS 18001 Daikin Device (Suzhou) Co., Ltd.
Mar. 2009 OHSAS 18001 Daikin Fluorochemicals (China) Co., Ltd.
Aug. 2009 OHSAS 18001 Daikin Motor (Suzhou) Co., Ltd. 
Oct. 2009 OHSAS 18001 Daikin Industries Czech Republic s.r.o.
Feb. 2010 OHSAS 18001 McQuay Air Conditioning and Refrigeration (Suzhou) Co., Ltd.
Mar. 2010 OHSAS 18001 Daikin Device Czech Republic s.r.o
May 2010 OHSAS 18001 Daikin Air-Conditioning (Shanghai) Co., Ltd.
Jun. 2010 OHSAS 18001 Daikin Turkey A.S.
Jun. 2010 OHSAS 18001 Daikin Refrigeration (Suzhou) Co., Ltd.
Apr. 2010 OHSAS 18001 McQuay Air Conditioning & Refrigeration (Suzhou) Co., Ltd.
Jan. 2011 OHSAS 18001 Daikin Europe N.V.
Jan. 2011 OHSAS 18001 Daikin Malaysia Sdn. Bhd.
Mar. 2011 OHSAS18001 Xi'an Daikin Qing'an Compressor Co., Ltd.
Feb. 2012 OHSAS18001 Daikin Applied Europe S.p.A.
Feb. 2012 OHSAS18001 Daikin Compressor Industries Ltd.
Mar. 2012 AS/NZS 4801:2001 certification Daikin Australia Pty., Ltd.
Mar. 2013 OHSAS 18001 Daikin Airconditioning India Pvt. Ltd.
Oct. 2013 OHSAS 18001 Daikin Air-conditioning (Suzhou) Co., Ltd.
Dec. 2013 OHSAS 18001 Daikin Hydraulics (Suzhou) Co., Ltd.
Jan. 2013 OHSAS 18001 Daikin Chemical Netherlands B.V.
Mar. 2015 OHSAS 18001 AAF (Suzhou) Co., Ltd.
Dec. 2015 OHSAS 18001 Shenzhen McQuay Air Conditioning Co., Ltd.
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Occurrence of Labor Accidents

Entire Daikin Group Aims to be “Zero Accident” Workplace

The Daikin Group aims for a “zero accident” workplace through a range of safety and health efforts.

Joint safety and security meetings are held twice a year to share information in order to raise safety levels throughout the Daikin Group. Daikin bases around the world carry out their own safety activities, such as education and safety patrols, aimed at achieving a “zero accident” workplace.

Daikin production bases around the world also strive to reduce the frequency rate of occupational accidents. The frequency rate of occupational accidents for the entire Daikin Group in fiscal 2016 was 1.50, an improvement of 0.4 points over the previous fiscal year.

Frequency Rate*1 (Daikin Group)

Frequency Rate (Daikin Group)

*1 This shows the frequency of work-related calamities, expressed in number of casualties for every 1,000,000 working hours.

*2 Number of calamities by industrial injuries (resulting in deaths or more than 1 day off work)

*3 No data was released for the U.S. in fiscal 2016. (As of end of June 2017)
Calculated based on information from U.S. Bureau of Labor Statistics (October 2016).

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Employee Education and Training

Hands-On Training Raises Safety Awareness at Daikin Worldwide

Each site of Daikin Industries, Ltd. conducts courses and training in occupational safety and health.

An important focus in recent years has been hands-on training that simulates situations where certain actions or situations could invite danger. Using specially made devices and machines, employees take part in hands-on training in which they experience what it is like to be caught in or trapped by machinery in the equipment manufacturing industry, where such accidents are common; and where they see firsthand the danger of fire and pressure caused by chemical reactions common in the chemicals manufacturing industry. Combined with theoretical learning in the classroom, the hands-on training makes for an effective program.

In fiscal 2014 at the Yodogawa Plant, emergency shut-down simulation training was held in which participants could experience what it would be like if the plant had to halt operations in a crisis. Making use of behavioral data on past malfunctions or abnormalities, and the knowledge of experts, a virtual emergency shut-down was implemented so that participants could take part in drills to figure out what measures would need to be taken.

We also aim for zero workplace accidents at overseas bases through efforts such as safety education and safety patrols. For example, at O.Y.L. Manufacturing Company Sdn. Bhd. in fiscal 2014, 1,329 employees took part in training in which models and other methods were used to experience possible crises arising on the job.

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Employee Health Management

Supporting Employee Health through Checkups and Counseling

Daikin Industries, Ltd. strives to maintain employees’ health by providing all employees with semi-annual health checkups, as well as semi-annual special checkups for those engaged in specialized work, as required by health and safety laws. In fiscal 2016, 99% of employees underwent checkups.

Employees who are found to have problems are put under the direct guidance of the company health clinic and are given thorough guidance in necessary measures to take. Employees working excessive hours are checked by an industrial physician, and if the employee needs special attention, he or she and his or her superior will receive guidance from the physician. In fiscal 2016, 69% of employees required such guidance and special attention

Daikin plants have numerous ways in which they help employees maintain their health.

For example, in order to improve employee health at the Yodogawa Plant, employees are being encouraged to take part in a walking program sponsored by the corporate health insurance association, in which they aim to walk 10,000 steps a day for 106 consecutive days. The program was joined by 2,400 employees, over half of employees walked more than 10,000 steps a day. A walking seminar was also held to encourage employees to get into the habit of exercising. We also held seminars with the cooperation of Kagome Co., Ltd. and Yakult Honsha Co., Ltd. on the topic of food and health.

The Sakai Plant holds annual sporting events on its grounds with the goal of promoting employee health and getting employees communicating. More than 800 employees and their family members took part in a 2016 carnival on the theme of mental and physical well-being.

Percentage of Employees Taking Periodic Health Checkups
(Daikin Industries, Ltd.)

Percentage of Employees Taking Periodic Health Checkups (Daikin Industries, Ltd.)

Percentage of Employees Requiring Health Guidance and Attention
(Daikin Industries, Ltd.)

Percentage of Employees Requiring Health Guidance and Attention (Daikin Industries, Ltd.)

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Mental Health

Awareness of Individuals and Organizations Dealing with Mental Health Issues and Provision of Specialist Care

Daikin Industries, Ltd. strives to maintain the physical and mental health of employees. Based on guidelines from the Ministry of Health, Labour and Welfare, four types of mental health care measures, such as self-care and care by dedicated outside staff, are planned and implemented at all bases depending on the needs of each base.

For example, industrial physicians provide mental health checkups to employees who are transferred and to newly hired employees after three months, as well as to employees whose questionnaires have showed they are facing problems. There are also mental health lectures.

In fiscal 2016, we began conducting stress checkups at all Daikin bases. Persons judged to have a high risk of stress met with industrial physicians so that their problems could be discovered early and solved through numerous approaches such as self care and work environment improvement. At the Sakai Plant, a total of 13 sessions of self care education, led by an industrial physician, were held for employees in their 20s and 30s. The 343 participants learned how to recognize and deal with stress.

At Daikin bases in countries like the U.S., Thailand, and Australia, there are mental health counselors and help lines to ensure that employees enjoy a pleasant workplace.

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Shortening Working Hours

Eliminating Long Working Hours by Obligating Employees to Leave at Closing Time and Boosting Work Efficiency

Daikin Industries, Ltd. strives to eliminate long working hours through measures such as obligating employees to leave the office at closing time once a week and prohibiting employees from coming to work on their days off (unless absolutely necessary and approved by the department head).

In this way, we are making a concerted effort to improve both work rule compliance and work efficiency. Yearly plans are made for each employee's duties and working hours, and to ensure that work and personnel management are in line with the plans, checklists are filled out to manage daily work.

Furthermore, by implementing a planned 5-day paid work leave system and establishing 3 days of general paid leave, we aim to promote respect for work-life balance and a more vibrant work environment.

Percentage of Employees Taking All Paid Leave
(Daikin Industries, Ltd. only)

Percentage of Employees Taking All Paid Leave (Daikin Industries, Ltd. only)

Average Hours of Overtime per Employee
(Daikin Industries, Ltd. only)

Average Hours of Overtime per Employee (Daikin Industries, Ltd. only)

Measures to reduce working hours

  1. Daily management of operations
    Self-checks and mutual-checks using checklists.
  2. Raising awareness and changing company culture
    Managers lead the way by not working on days off or late at night. Change from calculating working hours by month to calculating by week in order to more quickly adjust work plans and work load. Workplaces voluntarily establish their own rules regarding working for especially long hours.
  3. The 5 Rules
    Ensure that employees leave work at closing time once a week. Nobody works on days off. Do not allow employees to work excess hours. Do not make employees do unpaid overtime. Late night work is prohibited. Each department sets its own maximum permitted work time.
  4. Clarify management of operations
    Implement a work attendance system.
  5. Set goals to improve productivity and work efficiency in each division
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