Status of
Activities
Following is the status of activities in the social field in FY 2016, and the plan for FY 2017.
FY 2016 Results
| Social Priority Measures |
Tasks |
Goal |
Evaluation |
Main Result |
| Promotion of diversity |
Expansion of global talent. |
Same as left
|
A |
Implementation of the Global Challenge Program. |
| Strengthen training for local staff hired overseas. |
Same as left
|
A |
Implementation of training in Japan for local staff hired overseas. |
| Active utilization of mid-career hires. |
2.0% |
B |
While we did not reach the hiring goal (15 people), we did have unexpected hiring of people with disabilities and global hiring. |
| Conduct training for female employees and managers. |
Once each |
B |
Implementation of the (newly established) Diversity Management Program. |
| Promotion of work-life balance |
Thorough familiarity within the company of various systems.
|
Same as left
|
B |
Establishment and promotion of a new system to support work-life balance.
|
Encouragement of annual leave.
|
60% |
A |
63% of annual leave taken.
|
Promotion of measures to manage and reduce working hours.
|
Same as left |
B |
Establishment of a special committee for managing working hours and the issuing of a report. |
| Human resource development, evaluation and treatment |
Implementation of training for evaluators and those evaluated.
|
Number of training
participants for
evaluators &
those evaluated
600 people
|
A |
Training for 170 evaluators and 186 of those who get evaluations.
|
Implementation of the institutional survey.
|
Implementation of the institutional survey.
Feedback for the evaluator training. |
Expanded education for those targeted for in-house education.
|
Expansion of selective educational opportunities.
(Thinking ability special training program and development program for front-line supervisors). |
| Formulation of a training system for stratified education. |
New establishment of career training for young people. (Follow IV training) |
| Promotion of social contributions |
In-house familiarity with advanced cases.
|
Information sharing
via the portal site |
B |
Providing information by the monthly posting of
CSR-related news on the portal site. |
| Support for office initiatives. |
FY 2017 Initiatives and Goals
| Promotion of diversity |
Expansion of global talent. |
 |
― |
| Strengthen training for local staff hired overseas. |
― |
| Active utilization of mid-career hires |
20 people |
| Conduct training for female employees and managers. |
2 times |
| Promotion of work-life balance |
Thorough familiarity within the company of various systems.
|
|
Updating and promoting the handbook to explain the system. |
| Encouragement of annual leave. |
60% of annual leave taken. |
| Promotion of measures to manage and reduce working hours. |
Establishment and implementation of policies and standards for the management of working hours for all group companies. |
| Human resource development, evaluation and treatment |
Implementation of training for evaluators and those evaluated. |
|
300 participants |
| Implementation of the institutional survey. |
1,100 to take the survey |
| New employee education (until three years after joining the company). |
140 enrollees |
| Promotion of social contributions |
Training activities for children who will be the next generation. |
|
3 times |
| Awareness-raising activities with the purpose of contributing to the community. |
3 times |
TOPICSAwarding Scholarships at
Hightemp Furnaces in India
At Hightemp Furnaces Ltd., which runs a heat treatment business at six plants in four regions in India, we award lump sum scholarships to the children of employees who have achieved excellent grades at public junior high and high schools. In FY 2016, 24 junior high school and 12 high school students were selected for the scholarships. In August, a “CSR Activity” awards ceremony was held at the headquarters in Bangalore.
In India, movement is accelerating to emphasize CSR activities such as employee education and medical care, but Hightemp has been working on CSR activities for employees, their families and the local community for many years. Based on CSR policy, the CSR team systematically promotes projects in a wide range of fields such as the environment, sanitation, community development and education.
Communication with Shareholders and Investors
In the DOWA Group, we recognize the explanation of corporate and management information to shareholders, investors and other stakeholders as one of the important issues in corporate governance, and we are striving to disclose timely and appropriate information.
IR information
We hold briefing sessions by the management when announcing the quarterly financial results. We also provide opportunities to explain management information directly to domestic and overseas investors. We also publish our reports and annual reports in Japanese, English and Chinese as management policy and management status reporting tool of the DOWA group and are striving to disclose appropriate and highly transparent information.
Dissemination of IR information through website
IR information is sent on our website to help the shareholders and investors understand the business situation and business strategy of the DOWA group. In addition to financial reporting, securities reports, etc., other materials such as annual reports and shareholder correspondence are also posted. Going forward, we shall strive to disclose information in a comprehensible and timely manner.
DOWA Group IR information
General Meeting of Shareholders
Every June, we hold an ordinary general meeting of shareholders at the Hotel Chinzan-so in Tokyo. After the general meeting of shareholders, we hold a social gathering aimed at promoting communication with shareholders. There we set up a forum for dialogue with executives and a product exhibition section for each business. In addition, we set up a separate presentation room at the venue where the executives can explain the topics of the DOWA Group. In FY 2016, we held a presentation on the resource development initiatives of DOWA Metals & Mining, and introduced mine development projects overseas.
Industry-Academy Collaboration Initiative
The DOWA group is actively pursuing collaborative research in collaboration with universities and research institutions for the purpose of developing new products and new technologies. In FY 2016, we conducted joint research with more than 10 universities and research institutes.
Technical Exchange Meetings
We have concluded a comprehensive agreement with Akita University, Tohoku University, Gunma University, Okayama University and Kumamoto University to promote collaborative research and to hold meetings to report results. Inviting researchers from universities who are in line with the theme, we hold technical exchange meetings to discuss technical issues and technical research. In FY 2016, the eighth year of doing this, we held technical exchange meetings at offices in four districts – Okayama, Akita, Nagano and Saitama.
At the one held in the Okayama district in July, over 40 people participated, including researchers from Tohoku University and engineers from DOWA research laboratories and offices. Collaborative initiatives were promoted with discussions and mutual presentations about development and research. We would like to broaden activities to include researchers outside of the company.
