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Human Resources

Work-Life Balance

Basic Policy

Daikin Industries, Ltd. stresses a work life balance for employees. We have a range of systems and measures that allow us to make use of a diverse range of human resources.
The company has established an action plan that is already underway for helping employees both men and women, with children continue both work and home duties with peace of mind. We have been certified as a company complying with the Act on Advancement of Measures to Support Raising Next-Generation Children. We have put efforts into strengthening systems for both childcare leave and childcare support and encouraging male employees to take more childcare leave.

Helping Employees Match Work Schedule with Lifestyle

Employing Flexible Work Systems such as Flex Time and Discretionary Work System

To allow this diverse range of employees to work under flexible conditions and working hours, we use the flex time system. We also have a discretionary work system that can be taken advantage of by not just the R&D department but also by employees in other company departments conducting duties such as planning, proposals, and surveys related to company operations.

Thanks to these efforts to give employees flexible working conditions and working hours, Daikin had an employee turnover of just 3.7% (including mandatory retirement age employees) in fiscal 2020: this is far below the average of 14.9% for all industries in Japan (according to a 2017 survey by Japan's Ministry of Health, Labour and Welfare).

Number of Employees Leaving, Employee Turnover (Daikin Industries, Ltd. only)

Number of Employees Leaving, Employee Turnover (Daikin Industries, Ltd. only)

Support for Childcare While Working

Creating a Workplace Where Employees Can Balance Their Jobs and Childcare

Daikin Industries, Ltd. strives to create an environment where employees can continue their jobs even after having children.
Going forward, we will continue to help employees achieve an ideal balance of work and childcare while also using their skills to the fullest.

Workplace environment development at Daikin Industries, Ltd.

  Details Targets
Since 2012: We are conducting seminars to provide a place where participants can share thoughts and know-how that will help them work in a way that contributes to the workplace while also maintaining a work-life balance, and where they can think about how to build a long-term career.
  • For employees returning from childcare leave
  • For their supervisors
Since 2013: We began providing full support of outside specialists to employees searching for daycare facilities for their children.
  • For employees taking childcare leave following childbirth
Since 2016: Daikin introduced a work-at-home system to give employees the chance to work at home yet still continue to take on the challenges of their jobs. This system provides three options: full-time employees can work up to once a week at home; employees returning to the workplace less than six months after starting childcare leave can work up to four times a week at home; and employees can have more freedom in choosing when and where they work. This system was established to help workers making an early return to work from childcare leave. It is used in the case when employees must make an early return to the company due to pressing work. There is a growing trend for users each year.
  • For employees with children.
Since 2017: In response to growing number of children on waiting lists to enter daycare centers, and cases of children unable to enter daycare centers smoothly at a desired timing due to the lack of knowledge or information about searching for daycare seen in each city, we began giving Daycare and Childcare Leave Support Seminars to provide information on finding daycare and how to make the most of life while on childcare leave.
  • For employees planning to take childcare leave (for at least two months, including maternity leave) and partner of a marriage between coworkers
Since 2018: The scope of attendees for the Daycare and Childcare Leave Support Seminars was expanded as work and childcare wouldn't be possible without the collaboration between partners (spouses) in dual-income families.
  • Employees returning from childcare leave
  • Their supervisors
  • Partner of a returnee from childcare leave
Since 2020:

We introduced a system to match people who cannot return to work because they do not have daycare with company-owned daycares* with an opening, in an effort to further facilitate the return to work from childcare leave.

Company-owned daycare refers to a daycare facility built and operated with subsidies from the national government in order to provide flexible daycare services based on the work styles of a company's employees or to be set up and used jointly among companies in the community
  • Employees returning to work from childcare leave
We offer Daycare and Childcare Leave Support Seminars in an effort to strengthen measures to prevent childbirth and childcare from being an end of a career. Due to the COVID-19 crisis, the seminar was conducted connecting the headquarters with each business base online, through a hybrid of both in-person assembly and online meeting. In order to cultivate the culture of balancing work and childcare regardless of gender, the scope of attendees was expanded. In addition to including partners in attendance since 2018, we have invited the partners' supervisors to also attend starting 2020.
  • Employees returning to work from childcare leave
  • Their supervisors
  • Partner of an employee returning to work from childcare leave
  • Supervisor of each partner

93.40% of Male Employees Take Childcare Leave

Daikin Industries, Ltd. encourages male employees to take extended leave for childcare and aims to create a work environment in which male employees feel comfortable taking childcare leave.

In 2016, we launched a policy to recommend that all male employees with a recently born child take at least five days of childcare leave.

Also, the Handbook on Balancing Work and Childcare published in 2019 included a section for male employees. This handbook is given out to all male employees whose spouse gave birth.


  1. Sending of documents for a system in support of childcare leave and the balancing of work and childcare.
  2. Dialogue between male employees and their bosses and clarification of planned dates of childcare leave.
  3. HR division confirms leave dates and whether employees are taking childcare leave.

As a result of these efforts, 93.40% of male employees took childcare leave in fiscal 2020. We will continue to encourage men to take part in childcare as well as create an environment where both men and women balance their jobs and family duties.

Number of Employees Taking Childcare Leave* (Daikin Industries, Ltd. only)

Number of Employees Taking Childcare Leave (Daikin Industries, Ltd. only)
Number of employees taking childcare leave each fiscal year

Daikin Industries, Ltd. achieved the targets of its first action plan based on the Act on Advancement of Measures to Support Raising Next-Generation Children. For this, the company was certified by the Osaka Labour Bureau (Ministry of Health, Labour, and Welfare).

Symbol Showing Certification as a Company Supporting Employees Childcare Efforts

Symbol Showing Certification as a
Company Supporting Employees
Childcare Efforts

Support for Family Care and other Employee Benefit Systems

Family Care Leave and Shortened Working Hours

In fiscal 2020, as a result of the amendment to the Child Care and Family Care Leave Act, the internal system was changed, which enabled family care leave to be taken in hourly units.

Under our family care leave system, employees can take leave up to a maximum of 365 days, which can be taken continuously or broken up into numerous leave blocks. Under this system, we have also increased from one to three times the number of leave blocks that can be taken for each time that member's condition becomes such as to require care.

With our system for adjustment of working hours for family care (under which employees can opt to work a staggered or flexible work schedule, or a shorter six-hours-per-day schedule), for each family member who requires care, employees can break their use of this system into two or more times over a period of three years starting from initial use of this system. (This is in addition to days taken under the family care leave system.) And under our short family care leave, employees can now take leave in hourly units.

Number Taking Family Care Leave (Daikin Industries, Ltd. only)

Number Taking Family Care Leave (Daikin Industries, Ltd. only)

Other Employee Benefit Systems (some are abridged)

Pension Defined contribution pension  
Paid leave Seniors' leaves system The employee gets three days of paid leave between the month the employee turns 55 and retirement age.
Participation in Japan Overseas Cooperation Volunteers Employees may be allowed to take time off work for this.

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