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 with children continue both work and home duties with peace of mind. We have been certified as a company complying with the Law for Measures to Support the Development of the Next Generation. We have been particularly active in urging male employees to take advantage of our systems for both childcare leave and childcare support.
Daikin Industries, Ltd. received the highest rating, 5 stars, in the Nikkei Smart Work Survey conducted by Nikkei, Inc., which selects companies with leading-edge practices in reforming work styles to improve worker productivity.
The Nikkei Group defines smart work management as a management strategy for making optimal use of human resources by introducing diverse and flexible work styles, encouraging innovation, and creating a virtuous cycle of continuously developing new markets, thereby maximizing the productivity and other parameters of the organization.
The Nikkei Smart Work Management Survey assesses and scores companies in three areas of corporate competence—human resources, innovation, and market strategy—plus a fourth, management fundamentals. Daikin Industries, Ltd. received the highest possible rating, 5 stars (deviation value of at least 70), receiving the highest evaluation of "S++" in each category. Only 13 companies in the survey received 5 stars, and Daikin Industries, Ltd. was the only company to get "S++" in all survey categories.
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 3.8% (including mandatory retirement age employees) in fiscal 2017: this is far below the average of 15.0% for all industries in Japan (according to a 2015 survey by Japan's Ministry of Health, Labour and Welfare).
Daikin Industries, Ltd. strives to create an environment where employees can continue their jobs even after having children. In fiscal 2013, we began offering the full support of outside specialists to employees searching for nursery schools for their children. Besides providing information on nursery schools and how to go about finding a suitable one, this service offers advice and counseling for everyone from pregnant mothers to those ready to put their children in a nursery school. This service is used by employees taking childcare leave.
In April 2014, we implemented our fourth action plan based on the Law for Measures to Support the Development of the Next Generation. Under this action plan, we introduced more flexible work options for employees making an early return from childcare leave, improved the childcare support cafeteria plan* and gave employees more choices under this plan, and for employees making an early return to the workplace increased the amount of subsidies from the company, to a maximum of 600,000 yen, to pay for childcare services.
In January 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 choices: 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 return to pressing work and it has taken firm root among employees.
We will continue to help employees achieve an ideal balance of work and childcare while also using their talents to the fullest.
* Childcare support cafeteria plan: A system under which Daikin provides subsidies for childcare service fees incurred by employees with children whose spouse is also working. Fees may be daycare fees incurred when the employee is working overtime or on a business trip, or hospital bills when the child is sick.
In June 2017 and February 2018, Daikin held seminars to support employees needing help getting their children into daycare centers and taking childcare leave.
There have been problems with Daikin employees not realizing how hard it is to find daycare for their children, and not having enough information on how to find daycare. This has made it difficult for employees to make a swift return to work and to get their children into the daycare center of choice, leading to longer childcare leave. In response, Daikin has supplemented its existing consultation service (which includes distributing textbooks and giving explanations over the phone) for employees looking for daycare centers with these seminars.
The aim of the seminars is to give attendees an opportunity to think about what working style they will adopt after returning to work from leave by alleviating their concerns about finding daycare and taking childcare leave. The seminars gave examples of Daikin's work-life balance support systems and skills improvement hints for returning to work, including case studies of these at Daikin.
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. We are revising company systems to stay ahead of revisions to relevant Japanese laws; for example, we lifted restrictions on childcare leave for men with at-home spouses, and male employees are allowed to take childcare leave twice as compared to only once previously.
Starting in December 2016, we stepped up efforts to publicize this system, distributing information about childcare leave to male employees whose wives have recently given birth, and these employees' bosses. We are also publicizing it in email newsletters and on the Daikin intranet.
Starting in fiscal 2017, we stepped up information provision by confirming who has taken childcare leave and having the HR division send email reminders once every three months to employees who have not taken leave. This serves as a follow-up to ensure that as many men as possible are planning and taking childcare leave.
As a result of these efforts, 208 men (77.3% of eligible employees) took childcare leave in fiscal 2017. We will continue to help men play a greater role in childcare by building an environment where both men and women can balance work and childcare while also using their talents to the fullest.
Daikin Industries, Ltd. achieved the targets of its first action plan based on the Law for Measures to Support the Development of the Next Generation. 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
|•From April 2014:||Announce revisions to the childcare cafeteria plan system and encourage employees to use this system.|
|•Until end of March 2016:||Introduce measures to maintain and improve skills during childcare leave.|
|•Until end of March 2017:||Thoroughly establish the nursery school assistance service and implement improvements that will lead to its effective enforcement.|
|•From April 2014:||Conduct trial.|
|•From July 2014:||Verify results of trial, fix problems, and look into making it into a new work system.|
|•From April 2014:||Have ongoing management training for bosses (of employees seeking a work-life balance).|
|•From July 2014:||Have ongoing seminars on returning to the workplace for employees returning to work from childcare leave and their bosses, and continuously improve the content of these seminars.|
|•Until March 2016:||Hold exchange events with other companies and seminars at which participants think about balancing work and childcare and building a career.|
|1992||Introduction of childcare leave system and shortened working hours for parents.|
|2005||First action plan based on the Law for Measures to Support the Development of the Next Generation.|
|2007||Achievement of goals of first action plan.
Creation of second action plan.
Introduction of childcare cafeteria plan.
|2010||Reassessment of childcare leave and family care leave in accordance with the revised Child Care and Family Care Leave Act.|
|2012||Achievement of goals of second action plan.
Creation of third action plan (implementation period: April 2012 to March 2014).
Revision of childcare cafeteria plan.
|2013||Introduction of nursery school assistance service.|
|2014||Creation of fourth action plan (April 2014 –March 2019).
Revisions to childcare cafeteria plan.
Introduced flexible working conditions and subsidies for childcare service fees to help workers making early return to work from childcare leave.
Trial system for allowing employees to work up to once a week at home.
|2016||Introduction of work-at-home system.|
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 once 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 units of half a day.
|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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