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Human Resources

Occupational Safety and Health

Basic Policy

The Daikin Group Conduct Guidelines state that 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.

Group Conduct Guidelines

9. Ensuring the Safety of Operations

We shall take all possible precautions for safe operations and act with a mindset of "Safety First" to ensure the safety of the workplace and further gain the trust of people in the regions we serve.

Occupational Safety and Health Management Structure

Officer in Charge of Safety Leads Safety and Accident-Prevention Efforts

Daikin aims to maintain "zero accident" workplaces at all global production facilities. An Officer in Charge of Safety is appointed to drive these efforts and comprehensively promote the safe operation of production facilities throughout the Group.

In Japan, Occupational Safety and Health Committees are established at each manufacturing facility to devise annual safety policies, formulate occupational safety and health plans and implement the PDCA cycle.

Overseas, employees responsible for safety are appointed at each production base and tasked with promoting safety and accident prevention measures. Annual safety meetings are held in each region in an attempt to improve the level of safety measures.

To improve the level of safety throughout the entire Group, joint safety and security meetings led by the Officer in Charge of Safety are held twice a year to share know-how. Also, divisions responsible for safety monitor the status of accidents within the Group on a monthly basis and provide guidance on prevention measures as necessary.

Occupational Safety and Health Promotion Structure

Occupational Safety and Health Promotion Structure

Targets and Achievements

Aiming for "Zero Accident" Workplaces at All Production Facilities

Aiming for "zero accident" workplaces, Daikin utilizes a rate showing the frequency of occupational accidents as an indicator of operational safety. The frequency rate of occupational accidents for the entire Daikin Group in fiscal 2017 was 1.33, an improvement of 0.17 points over the previous fiscal year.

Frequency Rate*1 (Including group companies in Japan and overseas)

Frequency Rate (Including group companies in Japan and overseas)
This shows the frequency of work-related calamities, expressed in number of casualties for every 1,000,000 working hours.
Frequency rate = Number of calamities by industrial injuries / Total actual working hours × 1,000,000
No data was released for the U.S. in fiscal 2017. (As of end of June 2018)
Calculated based on information from U.S. Bureau of Labor Statistics (October 2017).

Frequency Rate* (Daikin Industries, Ltd. )

Frequency Rate (Daikin Industries, Ltd. )
This shows the frequency of work-related calamities, expressed in number of casualties for every 1,000,000 working hours.
Frequency rate = Number of calamities by industrial injuries / Total actual working hours × 1,000,000

Severity Rate* (Daikin Industries, Ltd. )

Severity Rate (Daikin Industries, Ltd. )
This shows the severity of the calamity, expressed in man-days lost per 1,000 hours worked.
Severity rate = Total number of working days lost / Total actual working hours × 1,000

Occupational Safety and Health Management System

73 Bases Certified for OHSAS 18001 and Other Standards

Daikin 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 and manage the risk of health and safety problems, and we ensure that we are continuously in compliance with laws and regulations. Education and safety patrols are conducted with the aim of achieving "zero accident" workplaces.

As of the end of fiscal 2017, 66 air conditioning manufacturing bases and seven chemical manufacturing bases had acquired certification related to OHSAS 18001 and other occupational safety and health management systems.

Number of Bases with Occupational Safety and Health Management System Certifications

  Air Conditioning Chemicals Total
Japan 3 1 4
China 18 2 20
Asia/Oceania 10 0 10
Europe 9 3 12
The Americas 26 1 27
Total 66 7 73

Employee Education and Training

Hands-On Training Raises Safety Awareness at Daikin Worldwide

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.

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.

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 2017, 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.

Daikin plants have numerous ways in which they help employees maintain their health.
For example, health seminars are conducted at the Yodogawa Plant for all employees. A seminar on the theme of practicing mindfulness as a means of coping with stress was conducted as an opportunity to heighten awareness regarding mental and physical health and reexamine lifestyle habits. Instruction on lifestyle habits and coping with stress incorporated lectures and activities leading to changes in consciousness and behaviors.
Further, Daikin held an AJTA contest (776 participants) to provide employees with an opportunity to exercise. An annual health festival is also held to promote employee health and encourage communication with employee families. A total of 1,477 people attended in fiscal 2017.

The Sakai Plant holds annual sporting events on its grounds with the goal of promoting employee health and getting employees communicating. More than 900 employees and their families took part in a 2017 carnival on the theme of mental and physical well-being.

The Shiga Plant continued to steadily improve in terms of the rate of employee findings compared to fiscal 2016.
Daikin promotes exercise and healthy meals with the objective of improving lifestyle diseases related to blood pressure, blood sugar and lipids so that employees can reach retirement age in a healthy condition. All employees walk during breaktime and learn about nutrition, with each workplace engaging in independent initiatives, the results of which are tabulated and posted on the intranet in the Shiga Plant with the effect of leading to improved findings.
The physical fitness of all employees is measured so that employees can understand their own level of physical fitness. To avoid future negative outcomes indicated by these results, seminars are conducted by sports science lecturers as an opportunity to develop exercise habits. Furthermore, to encourage smoking abstinence, employees are only able to smoke at designated times.
Every autumn, a sports festival is held as a healthy event in which employees and their families participate. Conducted in conjunction with the health insurance union, this event is an opportunity for employees to make up for their lack of exercise and deepen communication in the workplace and with their families.

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

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

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

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

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 healthcare 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, an industrial counselor provided counseling to 173 employees as part of self-care education for employees in their 20s and 30s. Self-care education conducted by a mental healthcare professional was provided six times to a total of 175 employees in their late 30s and early 40s. Further, line care education was provided 10 times in the form of groupwork based on case studies in which participants learned how to recognize and deal with stress.

At the Yodogawa Plant, mental care handbooks (stress check and stress management methods updated each year) were published and line care mental health education (lectures and case studies) was conducted for all employees as part of self-care activities.

At the Shiga Plant, resilience training was conducted for young employees in their third year of employment with the aim of improving their mental toughness, management training was provided to managers and employees in leadership positions as part of line care, and anger management training was conducted for all employees as part of self-care. Within stress checks, categories related to desired workplace improvements were established and initiatives are being promoted that aim to improve the environment of all workplaces.

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.

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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