In accordance with the Industrial Safety and Health Act, we have established Safety Committees at each site and are committed to ensuring the working environments and health of employees so that they can work with peace of mind, and we have also established and put into use an occupational health and safety management system (OSHMS).

We conduct safety patrols for the purpose of performing cross-checks between bases. The format for these checks has been changed and improved often since the start of this activity, and the quality of the patrols has improved year by year. For example, while we have focused our attention on findings concerning three points, the environment, safety, and 5S, by defining 5S more specifically as “maintenance and repairs, painting for beautification, establishment of mechanisms, sorting and organization, and cleaning,” we made it possible to understand the trends among the findings for each factory.
The findings are also indicated on plant maps to visualize them, and places with a large number of findings (weak points) are indicated for each plant so that the plant can grasp its weaknesses.

Over the course of 3 years starting in July 2014, we introduced improvement activities based on Toyota’s production system and 4S activities aimed at improving our work standards under the guidance of Mr. Tsutomu Tsukada, a former employee of Toyota Motor Corporation. Technical guidance was provided a total of 42 times at three Japanese bases (Kameyama, Shiga, and Shirakawa Plants) and three overseas bases (DAT, DAI, and DCT).
Since then, 4S activities have become established as autonomous activities within the company. Specific examples include painting of furnace shutters, painting of the box at the outlet for treated ash slag, cleaning of spills from cans at the inlets for delacquering equipment, and painting of foundries.

Based on ethical norms, we recognize that respect for human rights is an important social responsibility that we should fulfill and shall act in accordance with the following action guidelines.

We conduct a stress check, which is a test aimed at primary prevention, once a year to encourage employees to become aware of their stress levels and reduce the risk of mental disorders.

We have established position-based training systems with the aim of employees acquiring the skills and knowledge needed for their respective positions, posts, and roles and enabling them to raise their awareness and perform self-analyses objectively. The target audiences and contents of our training programs are described below.

We conduct health checks and flu vaccination once a year.

From 2014 to 2020 (1st to 13th terms), we received about 60 intra-company transferees. The transferees work in a plant or affiliate for approximately three years.

We conduct communication interviews with employees once a year to enhance communication and understand each employee’s awareness of issues and problems as well as their career visions.

Rate of taking childcare leave: 100% (for the fiscal year ending March 2020)

The DIK Group has positioned the promotion of diversity as one of its strategies for the sustainable growth of the company. One of our initiatives to achieve this is the promotion of women’s empowerment.
We entrust female employees with many opportunities and work with a lot of responsibility after they join the company, such as shipping, maintenance management, and editing of the anniversary newsletter we prepare every 10 years. Through this, we are actively creating an environment in which women can play active roles, and our achievements include the appointment of female officers (president of a Group company) and receipt of the Takahashi Memorial Award, a prestigious honor in the industry.

We have established a system to continue employment of employees who have reached the age of 60, which is the stipulated retirement age of Daiki Aluminium. These employees perform their duties based on the abilities they have developed over many years and their wealth of experience while also playing a part in teaching younger employees as role models.

Rate of taking annual paid leave: 65.8% (for the fiscal year ending March 2020)

Daiki Aluminium holds bimonthly labor-management gatherings to maintain a labor-management relations based on mutual trust and mutual responsibility and to discuss working conditions for better working environments. As a place to promote mutual communication between labor and management and to discuss problems in workplaces, gatherings are held in each department (or jointly by multiple departments) with the participation of department heads, management staff, and employees.