Providing opportunities for diverse human resources to participate and advance in the workplace is essential for the sustainable growth both of society and of Daihatsu.
Indeed, since the core users of the company’s vehicles are women and families with small children, it is particularly important for Daihatsu that women play an active role in the company.
Accordingly, Daihatsu has set itself ambitious goals aimed at improving women’s participation and advancement in the workplace, and promotes them in a systemic manner.
1. To double the number of women in managerial positions, compared to 2020
2. To ensure childcare leave is taken by 100% of eligible male employees
Daihatsu has established a nursery for Group employees in the Ikeda region, which accepts
infants from the age of 57 days old.
By reducing the typically high costs of nursery fees for infants aged 0 to 1, and by reviewing nursery fees for infants aged 2 years or more, the company is incorporating systems that encourage an early return to work after giving birth.
For women to participate and advance in the workplace, it is vital that both mothers and fathers play an active role in, and share responsibility for, raising their children.
Daihatsu encourages the active participation of fathers in child-raising by holding seminars that prompt mothers and fathers to think about combining work with child-raising together.
1. Introducing company systems that help employees combine work with child-raising
2. Seminars taught by external lecturers:
・The importance of male participation in child-raising
・Approaches to dividing responsibilities between mothers and fathers who wish to combine work with child-raising
・Secrets to ensuring smooth mother-father relationships
Daihatsu operates production plants in Indonesia and Malaysia and, for this reason, the company has been accepting foreign technical interns since 2015; the twin goals of these internships are to promote cultural exchanges between young people in Southeast Asia and Japan, and to help develop automotive industries in Southeast Asia.
Based on the basic principles of the government’s intern training systems, Daihatsu places the greatest importance on establishing relationships of trust with its interns, and helps them acquire technical skills during their internships.
Based on the basic principles of the government’s intern training systems, Daihatsu provides its interns with the same salary as full-time employees in similar positions. Interns also receive the same meal allowances and special leave as full-time employees in similar positions.
Daihatsu endeavors to ensure it provides welfare facilities appropriate to interns who believes in Islam, cultures, cultures, and customs. Initiatives include renovating dormitories so they include prayer rooms, dedicated kitchens, and increased shower rooms for Muslim interns, as well as providing alcohol-free and pork-free meals and drinks, and offering Halal* food.
*Halal food refers to food that has been prepared in accordance with Islamic dietary requirements.
For foreign interns who have been forced to postpone returning home due to COVID-19 travel restrictions, Daihatsu does everything in its power to swiftly extend their status of residence, and to ensure they can continue their internships until they return home.
Daihatsu wishes to encourage the participation and advancement of diverse human resources and, to this end, it promotes the implementation of universal design to make its offices and welfare facilities easier to use.
The designs reflect feedback from actual users—such as Muslims and persons with disabilities—and are tailored to the particular features of the company’s facilities.
Where improving the facilities proves difficult, Daihatsu also focuses on providing intangible support via its employees.
Daihatsu aims to eliminate barriers to persons with disabilities at all its work places. To this end, the company invited labor-management and universal design (UD) experts to survey its company facilities, and in 2018 created the “UD Guidelines” based on the results of the survey.
Daihatsu not only incorporates the recommendations of the “UD Guidelines” when constructing new facilities, but also promotes improvements to its existing facilities that are tailored to their unique characteristics.
In order to eliminate emotional barriers toward persons with disabilities, Daihatsu invited experts to oversee the creation of its “Diversity Guide.”
The guide provides concrete instructions on methods and manners for dealing with persons with physical disabilities, as well as employees with hearing, internal, intellectual, and mental disabilities, and seeks to raise awareness within the company for of employees with disabilities.