Doosan Corporation established ‘Doosan Way’ in 2012 to make ‘Proud Global Doosan’ and it stands firmly on its will to practice social responsible management. Furthermore, we established the corporate CSR strategy to respond preemptively to the demands and evaluations about diverse, domestic and foreign social responsible management; the CSR strategy includes CSR goal, mission, 3 strategy directions, 7 CSR prioritized agendas and enablers. Doosan Corporation Industrial Vehicle practices CSR management based on its CSR strategy. For a more effective CSR management, Doosan Corporation Industrial Vehicle established a task force and built an operation system to conduct its strategic agendas in 2013.
- CSR Goal
- Addition to the Global 100 Most Sustainable Companies in the World Index* by 2025
- CSR Missison
- Supporting Responsible and Sustainable Growth
- CSR Pillars
Responsibility in Engagement
- CSR Priorities
- 1. Nurture a culture of respecting human rights
- 2. Fair employment
- 3. Establish a safe workplace environment
- 4. Enhance fair operations and supply chain CSR
- 5. Green management and climate change mitigation/adaptation
- 6. Strengthen product/service responsibility
- 7. Incorporate business value to sophisticate community involvement activities
- 8. Reinforce disclosure of corporate information (CSR)
- 9. Implement businesses that create CSR value
- 10. Improve CSR performance monitoring
- Develop strong CSR governance (Execution system/Commitment by management and employees)
- The 9 Core Values (People, Cultivating People, Integrity and Transparency, Inhwa, World-class Technology and Innovation, Customers, Profit, Social Responsibility, Safety and Environment)
- Demand of
- Global CSR Initiative : UN SDGs / ISO 26000 / UN Global Compact / GRI
Composition and Operation of the CSR Committee
We formed the CSR Committee as our supreme decision-making body and assigned it the tasks of developing the company’s CSR strategic directions, reviewing our CSR management activities, deriving improvement tasks, and reviewing implementation plans. The CSR Committee is composed of representatives from all business groups and units, business divisions, and the management division, and officers from key departments. It is chaired by the head of the business division, while the relevant officers are responsible for its five subcommittees (i.e. the HR, EHS, R&D, Supply Chain and CSR sub-committees). The heads of its business groups and business units participate in the CSR Committee as members to ensure that each business division actively promotes CSR activities. The CSR Committee holds three meetings per year in March, July and December. The plans and achievements of the tasks performed by each business group or unit are reported at the meeting. Furthermore, the meetings are operated as a forum for designing improvement plans based on in-depth discussion of the key CSR issues.
CSR Execution System
Our CSR programs are operated by our sustainable management team. The sustainable management team diagnoses the CSR of its management activities in order to survey economic, environmental and social risks and opportunities each year, and to report the outcomes to the CSR chairperson and the representatives of our diverse business groups and units. The team draws up action plans by deriving improvement tasks through subcommittees composed of working-level personnel from business groups and units. The members in charge of the five subcommittees report to the CSR Committee their plans for implementing the tasks after surveying the status of their respective subcommittees. To communicate with the stakeholders in and outside the company on the achievements and plans reported to the CSR Committee each year, we publish the CSR Report after submitting it for review and approval by the committee members and the chairperson.
CSR Risk Prevention and Management
We perform annual CSR assessments in the 2nd half of e ach year to effectively undertake and manage CSR initiatives across the board. Such assessments consist of preliminary paper-based questionnaires and on-site interviews. Assessment outcomes are used to identify and prioritize areas with substandard management criteria and to define and undertake improvement tasks concerning major issues. Furthermore, these assessments and on-site interviews have been also performing in our overseas worksites since 2016 as part of our endeavors to gradually expand CSR management.
Since our CSR operational system was established in 2013, we have been voluntarily conducting CSR assessments and identifying improvement tasks so as to continuously elevate our CSR performance. These endeavors enabled us to be listed on the Dow Jones Sustainability Index Asia Pacific Class in the Industrial Conglomerates category for three years in a row in 2014 and 2016. We were also rated A in the ESG evaluation performed by the Korea Corporate Governance Service in order to recognize sustainable companies that meet their social responsibility among domestic listed companies.