Management Strategy and Sustainability
Daikin has set CSR for Value Provision and Fundamental CSR as its key CSR themes toward achieving sustainable development in its business and in society as it strives to solve society's challenges through its business activities.
The CSR Committee, chaired by the officer in charge of CSR, sets Daikin's CSR direction and monitors the progress of CSR activities. The CSR & Global Environment Center, which has been established under the CSR Committee, leads comprehensive, cross-organizational CSR activities throughout the entire group.
The CSR Committee is made up of officers in charge of the key themes and meets once a year to discuss and share ideas on social trends, progress in key CSR themes, and issues that require addressing. Items decided on by the CSR Committee are reported to the Board of Directors.
At the fiscal 2019 meetings of the CSR Committee, members discussed specific measures required to achieve Environmental Vision 2050, which aims to reduce greenhouse gas emissions to net zero by 2050, as well as confirmed the progress and reviewed targets for 2030. In addition, the committee evaluated and identified risks and opportunities related to the environment including climate change following the TCFD recommendations, and discussed the direction of the company's environmental initiatives, such as refrigerant recovery and recycling based on this and efforts toward a circular economy.
Daikin has rapidly expanded as a global corporate group, and with this expansion have come greater demands from society and greater corporate social responsibility (CSR).
We have striven to fulfill our CSR by responding to the expectations of our various stakeholders while implementing our Group management philosophy.
Daikin Formulates Our Group Philosophy as Its Basic Philosophy of Business
Daikin formulated Our Group Philosophy with the aim of becoming a corporate group trusted by worldwide customers and where employees in all countries could work with pride. By sharing Our Group Philosophy as the fundamental business philosophy of the entire Group, it has become the cornerstone of all employees' thoughts and actions.
The management policies and plans of Daikin Industries, Ltd. and all other Group companies were created in line with Our Group Philosophy, and we believe that the embodiment of this philosophy has brought us closer to becoming a truly global and excellent company.
The Daikin Group Defines Its Philosophy on Responsibility toward Stakeholders
We expressed our belief that the Daikin Group's CSR is to conduct business that puts Our Group Philosophy into practice and fulfills our responsibility to society by meeting the expectations of shareholders.
Daikin Establishes Key Themes with Consideration for Business Plans and Impact on Stakeholders
In light of the unique characteristics and business plans of Daikin, a global manufacturer of air conditioners and fluorochemicals, we established key CSR themes in four areas: the environment, quality & customer satisfaction, human resources, and social contribution.
Active CSR Based on the Fusion 15 Strategic Management Plan
In fiscal 2011, we launched our Fusion 15 strategic management plan to respond to the demands of society.
Revision of Key Themes in Line with Fusion 20 Strategic Management Plan
When we formulated Fusion 20, we revised the materiality of various efforts to the Daikin Group, and as a result came up with four key CSR themes—the environment, new value creation, customer satisfaction, and human resources—as ways to carry out CSR for value provision. We added to this the theme of fundamental CSR, thus giving us five key themes under Fusion 20. In addition, CSR Action Plan 2020 was formulated with goals of quantitative indicators for each theme for 2020.
Formulation of Environmental Vision 2050
Daikin established Environmental Vision 2050 with the goal of reducing greenhouse gas emissions to net zero by 2050 in order to resolve intensifying environmental challenges from a long-term perspective. In addition to reflecting the measures in the final three years of Fusion 20 strategic management plan, we are also developing a medium- to long-term strategy targeting 2030.
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