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Stakeholder Engagement

Communication with Stakeholders

Since the Company’s founding in 1909, we have been committed to the DKS mottos of “Quality First,” “Cost Reduction,” and “R&D Efforts.” Today, as interest in SDGs and ESG management grows, we always keep in mind how we can bring happiness to our employees, shareholders, customers, and society, the four stakeholders of the Company, under our corporate credo of “Contributing to the nation and society through industry.” Through continuous communication, we aim to create new values together with our stakeholders.

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Engagement with stakeholders Means of dialogue Results of dialogue
Employees We are committed to employee happiness-based management, and our most important asset is human capital. As such, we aim to secure excellent human capital and diversity based on a philosophy of valuing people. We recognize employee growth to be the driving force behind the Company’s development, leading to broad improvements in corporate value. In addition, under the Medium-Term Management Plan SMART 2030, we have set the goal of improving employee happiness and are promoting health management initiatives to maintain and improve the health of our employees. (wP.54 Human Capital Management)
  • Training for employees (on-the-job training, off-the-job training, new employee training, self-development support)
  • DX human capital development program
  • Health and productivity management initiatives (exercise habits, mental health measures, etc.)
  • Publication of in-house portal site, digital in-house magazine “TUNAG,” and in-house magazine “DKSCOM”
  • Whistleblower hotline
  • Compliance awareness survey
  • Average monthly overtime working hours in fiscal 2024 (non-consolidated): down 18.7% (compared to fiscal 2019)
  • Annual training cost per employee in fiscal 2024 (non-consolidated): ¥26,000
Shareholders We believe the proper communication of information to be a prerequisite for constructive dialogue with shareholders. The Public & Investor Relations Department plays the central role in creating opportunities for dialogue, as shown on the right. (wP.34 Financial/Capital Strategies and Total Shareholder Return)
  • Financial results briefing sessions and small-group meetings for institutional investors and securities analysts
  • Company briefing sessions for retail investors
  • One-on-one meetings
  • General meeting of shareholders, management briefing sessions
  • Website (IR & investor information)
  • DKS report (integrated report), shareholder newsletter
  • Video distribution via YouTube and the Company’s website
  • Nationwide live radio broadcasts
  • Number of individual meetings for analysts and investors held in fiscal 2024 (in Japan and overseas): 147
  • Dividend per share for fiscal 2024: ¥100
Customers We are a chemical materials manufacturer, known as a leader in industrial chemicals. We are working to develop technologies and products with the goal of becoming Uni-Top, a company recognized for its distinctive uniqueness. In 2018, we made a full-scale entry into the life science sector. Through activities such as those on the right, we strive to build long-term relationships of trust with our customers by responding to their requests. (wP.44 Research and Development)
  • Daily sales activities
  • Zenkoku Ichi-Ko Kai (networking event with agencies)
  • Explanation of R&D
  • Thorough quality assurance system
  • Product exhibitions and product press conferences
  • Website
  • Company newsletter “TACT”
  • Technical exchanges with inspiring/inspired partners
  • Rate of change in number of complaints in fiscal 2024 (index with fiscal 2017 as 100): 16%
Society We are addressing the social issues of urban population concentration and depopulation in rural areas by promoting regional revitalization through our business. We are also working to build new partnerships by collaborating with every partner in our supply chain to promote mutually prosperous co-existence, and together we are conducting business that is consistent with the principles of the SDGs. In addition, we are focusing efforts on local contribution activities to obtain a greater understanding of our business and to build a relationship of trust with the local communities in which our offices and plants are located. (wP.69 Contributing to a Collaborative Society)
  • Efforts in cooperation with local governments
  • Efforts for a healthy and long-lived society
  • “Building Partnerships Declaration” for mutually prosperous co-existence with suppliers
  • Presentations and speeches at conferences, forums, and seminars
  • Plant tours
  • Science seminars for local children and school visits
  • Participation in and sponsorship of community events
  • Community cleanup activities by employees
  • Social contribution activities
  • Communication of information in publications and on the website

Dialogue with Stakeholders

Dialogue with employees Continuing to treat employees based on the philosophy that people are our assets and must be nurtured and treasured

We treat employees based on the corporate philosophy that people are our assets and must be nurtured and treasured. We believe that the maintenance and improvement of employee health is the foundation for their self-realization, and that the Company can grow together with employees by supporting them in this endeavor. Since maintaining and improving employee health is an important management issue for the Company, we expressed these ideas in our Healthy Company Declaration in September 2017.
Our approach to health and productivity management is to prevent illness and mental disorders through health management, to work and live in a safe and hygienic environment, and to promote specific operations in accordance with the PDCA cycle. One key achievement in fiscal 2023 was a 0.4 point reduction in the percentage of people who exceeded standard abdominal circumference as a result of walking events implemented from a preventative perspective. With employees commenting that their awareness of health has increased, we will continue to promote the health of our employees.

Dialogue between the President and employees

Dialogue with our investors Dialogue with institutional and retail investors: Creating value together through constructive dialogue

We strengthened the Public & Investor Relations Department and put in place a staffing structure that enhances the efficiency and credibility of IR activities. In addition to financial information, we endeavor to provide investors with high-value-added information on management strategies and issues, risks and opportunities, governance, and other nonfinancial information.
We hold briefings and small-group meetings for institutional investors twice a year, covering the full-year period in June and the first-half period in November. In fiscal 2023, 57 investors participated in these events. In fiscal 2024, we will also continue to host briefings for retail investors, a practice begun in fiscal 2022. We believe that constructive dialogue is built on the proper communication of information. The Public & Investor Relations Department will continue to play a central role in maintaining our commitment to the timely and appropriate disclosure of relevant corporate information while fostering open communication with a broad range of stakeholders.

Tokyo management briefing session

Dialogue with local communities Presentation on addressing odor issues during disasters at a local disaster preparedness event

In recent years, the increasing frequency of severe natural disasters has highlighted the need to increase children’s disaster awareness. Additionally, cooperation within local communities is crucial during disasters. In Sugayadai in Miyagi Prefecture’s Rifu town, the local residents’ association hosted a summer disaster preparedness event with the goal of fostering the next generation of children’s disaster awareness and strengthening neighborhood relationships. DKS gave a presentation on solutions for odor issues during disasters and donated its NIOCAN deodorizing and sanitizing* spray as part of emergency preparedness kits.
The local association’s initiative to support certified disaster relief specialists is unique and has not been seen in other regions. This event, which showcased the community’s efforts to inspire children to become local disaster leaders, was featured on khb Higashi Nippon Broadcasting.

  • Does not kill all types of bacteria.
     
Local disaster preparedness event (Miyagi)
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