Safety and Health

Basic Philosophy: Safety and Health of Employees Form the Foundation of Corporate Activities

The Daihatsu Group is committed to enriching the lives of our customers by working closely with them through the creation of a mobility society.
In addition, with the vision of becoming a company that is supported by customers, communities, and society, we are working to establish the following management policies: "Creating a workplace culture where employees grow together with smiles," "Conducting correct management with people at the center," and "Manufacturing and creating things that are trusted by society."

We are committed to creating a safe, secure and comfortable workplace by implementing and promoting this management policy.
We also support the health maintenance and promotion of all employees and their families.

Declaration of Safety and Health

Safety

Daihatsu has established “Organization for Safety and Health Management” according to internal rules, and carries out proper safety management and administration based on managers of various ranks.

The company also promotes the establishment of an occupational safety and health management system, with the goal of continually improving the level of its safety and health management.
Under this management system, Daihatsu ensures it complies with national laws and regulations as well as internal rules; it seeks to improve work safety through regular internal audits and risk assessments of dangerous work.

Daihatsu’s risk assessments fall into two categories: assessments of new facilities and processes; and assessments of existing facilities and work methods. In both these categories, the company investigates danger and hazard, and seeks to reduce risks.

Organization for Safety and Health Management Chart

Safety and Health Committee

Safety and health education

Activities to eliminate risks and promote intrinsic safety

Daihatsu carries out activities that promote the three pillars of intrinsic safety^*, primarily focused on its production sites, which are thought to be at high risk of accidents.
These activities comprise part of the company’s long-term safety and health initiatives, and their content is updated and expanded on an annual basis.

^* Intrinsic safety measures seek to secure safety by eliminating risk at the source—such as materials and facilities risks—and by mitigating the potential harm caused by accidents.

Securing the safety of employees at partner companies

Daihatsu not only works to prevent work accidents involving its own employees, it also seeks to prevent accidents involving the employees of partner companies. This includes workers constructing buildings or carrying out repairs on Daihatsu grounds, and workers conducting cleaning and maintenance on Daihatsu facilities.

Daihatsu has drawn up special safety regulations for construction work that takes place in its grounds, in which workers are particularly at risk of accidents liable to cause serious injuries, such as fires or falls from high places. In these cases, Daihatsu demands that partner companies incorporate safety measures based on risk assessments from the planning stage of any construction work.
In addition, Daihatsu organizes safety patrol teams comprising construction planning staff and partner company employees; these teams undertake inspection patrols, and work to prevent construction accidents.

Prevention of health damage by chemical substances

We conduct chemical substance risk assessments when we adopt or change a new chemical substance.

We are taking steps to minimize the exposure of employees and prevent health damage by implementing reduction measures such as substituting with less hazardous substances, installing ventilation equipment and other sanitary engineering measures, improving work procedures and other administrative measures, and considering the use of effective protective equipment.

Occupational accidents, injuries and diseases

Daihatsu continuously strives to eliminate industrial accidents and illnesses. In 2021, there were 12 industrial accidents, zero industrial fatal accidents, and 0.03 lost time incident rate^* at business sites in Japan, and 13 industrial accidents and zero industrial fatal accidents at overseas business sites.

Health

Based on its Light you up slogan, Daihatsu promotes health and productivity management that encourages each of its employees to shine, through the combined efforts of its management and labor unions.

Health and productivity management promotion systems

Health and Productivity Management Strategy Map

Labor and Management Mutual Confirmation Items

People-based Corporate Growth Model (Concept)

Employees who are physically and mentally healthy and highly motivated to contribute to others who work in a workplace culture that embraces diversity and values the development of others, in which they can develop and demonstrate their abilities, will continue to improve their productivity. Recognition of these activities both internally and externally will create a positive cycle that leads to company growth through recruitment and retention.

Health Measures

1. Health Checks

Health checks are the base of all health activities and improve health awareness (health literacy). At Daihatsu, health checks and health guidance are performed internally, and the company has established a system for collaborating with outside healthcare facilities to promote early detection and treatment of health-related conditions.
Regular health checks are conducted every year in each employee’s birth month and include not only the testing items specified in the Industrial Safety and Health Act, but also additional screenings for cancer and other conditions such as fecal occult blood tests (colon), ABC tests (stomach), sputum tests (lung), and echo tests (cervical/abdominal).
In addition, Daihatsu has also introduced PSA tests (prostate) for men and breast and uterine cancer screening for women.

2. Health Promotion

The foundation of good employee health is improved health awareness (health literacy) for each and every employee.
Daihatsu conducts a program known as “Healthy Lifestyle Challenge 8,” which seeks to improve health-related habits by focusing on eight habits that affect health. The company conducts surveys twice annually on the eight health-related habits of sleep, breakfast, snacking, appropriate weight, exercise, alcohol consumption, smoking, and stress, and implement the PDCA cycle to support voluntary and independent health promotion by employees.
In addition, Daihatsu also conducts workplace-based seminars led primarily by in-house industrial health staff and other instructors in order to support workplace-based health promotion activities.

3. Measures against passive smoking

Aiming to create a healthy and work-lasting workplace environment, we began　”no- smoking on the facilities/ on the premises” in fiscal 2024.

4. Dietary Education

Daihatsu is promoting dietary education at the employee cafeterias of each business site by providing balanced menus that satisfy certification standards (compliant with the “Smart Meal” program promoted by the Ministry of Health, Labour and Welfare). Labor and management, food service providers, human resources departments, and departments responsible for promoting safety and health are working together to promote employee health through dietary education. We have developed employee cafeterias with a variety of innovations such as the provision of balanced menus, aiming to enable employees to eat healthy meals.
Furthermore, Daihatsu also conducts seminars that address breakfasts and snacking, which are key to good health.

5. Health Education

Daihatsu incorporates health seminars into various training programs that it conducts (new employee training, training by job level, training for new supervisors, etc.) to ensure that all employees, from young to middle-aged, work in good health.
These participatory seminars are conducted based on age and include the sharing of positive internal initiatives and other information to raise health awareness.
Daihatsu also conducts health seminars for employees in their 50s to enable them to continue working energetically at 60 and beyond.

6. Support for Balancing Treatment and Work

In recent years, the number of people who working while continuing treatment for illness has been increasing, and guidelines have been established by the Ministry of Health, Labor and Welfare. This is because advance in diagnostic techniques and treatment methods are changing what was once considered an incurable disease into long-lasting illness.
Because cooperation with the workplace and medical institutions is essential for a balance between treatment and work, we are working to create a comfortable workplace environment so that employees do not have to choose to give up their work for treatment. We also provide special leaves, reduced working hours (4 -, 5 -, 6 -, and 7-hour shifts per day), and leaves for fertility treatments for those who have illness that require repeated or continuous treatment or infertility treatment. We also actively support work-life balance in childcare and nursing care.

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Workplace supports return to work for employees with severe heart failure
We have created a support system for employees returning to work with a ventricular assist device (VAD) who have severe heart disease through collaboration among workplaces, workplace clinics, and the human resources department.
The following are the requirements for return to work for VAD recipients.
(1) The workplace should allow emergency vehicles to reach Osaka University, National Cerebral and Cardiovascular Center Hospital, etc. within 2 hours.
(2) Always have a supporter nearby who can respond to any equipment trouble that may occur.
Workplace members and occupational health staff learned how to handle the equipment and how to respond to emergencies, and after final confirmation by the physicians, coordinators, and others at the VAD implementation facility, the employee * in question was able to return to work. This initiative was awarded the 14th GP Incentive Award by the Japan Society for Occupational Health as a highly creative and applicable workplace example.

* The employee in question had a successful transplant surgery and has already returned to work.

7. Mental Health Measures

Occupational health personnel including occupational physicians, psychologists, and public health nurses provide specialized support for the development of healthier work environments and the early detection and prevention of recurrence of mental health issues.
As a preventative measure, employees who are determined to be experiencing high levels of stress through annual stress checks undergo individual interviews with an occupational physician, and feedback on the results of organizational analysis is provided to worksites.
Daihatsu also plans and conducts mental health training intended to enhance self-care and care provided by managers and supervisors.
In addition, Daihatsu created a mental health consultation desk that can be consulted any time so that employees can work with peace of mind and without bottling up their worries. The company also provides support for employees returning to work after taking leave to address mental health issues.

8. Infectious Disease Measures

Daihatsu established internal standards for preventing infection and the spread of infections and are taking measures while updating those standards.
In addition, occupational health staff collaborate with worksites to provide support with the aim of creating workplaces where employees can work with peace of mind.
In particular, Daihatsu engages in efforts to address COVID-19 by raising awareness on basic preventive measures such as handwashing and mask use. The company also continuously encourages avoiding the Three Cs (closed spaces, crowded places, close-contact settings) and ensuring effective ventilation through means including pop-ups, posters, and internal broadcasts.
For employees who test positive for COVID-19, Daihatsu collaborates with worksites and occpational health staff to provide support so that they focus on their recovery and then return to work trouble-free.
In addition, the company conducted workplace vaccinations for employees at three worksites in Osaka, Kyoto, and Shiga Prefectures. This not only prevented the spread of infection but also contributed to reducing the burden on medical institutions in the surrounding areas.

COVID-19 workplace vaccinations

Various Achievements through Health & Productivity Management Initiatives