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Dialogue with Shareholders
Status of Dialogue between Shareholders and Management, etc., in FY2023
Conducted eight dialogues with five institutions (eight hours total) during FY2023.
| Key responders in dialogue with shareholders | CEO, CFO, heads of business sectors and Outside Directors | |
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| Outline of shareholders with whom we had dialogue | Domestic and overseas institutional investors Questioners Staff in charge of stewardship, ESG analysts, staff in charge of research on socially responsible investment, equity analysts, etc. |
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| Key themes of dialogue and shareholders' matters of interest | Key matters of interest |
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| Concrete details of dialogues | Outline of dialogues | |
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Based on the purpose and concept of making it a compass that shows our company's path to multi-stakeholders, we aim to infuse inorganic words with meaning and promote concrete understanding of them, while at the same time, disseminating the philosophy both inside and outside the Company. | |
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Initiatives such as the management of foreign exchange impacts, accelerated investment in the Communications Systems Business, which is a driver of profit generation, improvement of business profit margins in the Mobility and Telematics Services Sector, which accounts for the largest proportion of sales, and the speeding up of measures to address issues in the Entertainment Solutions Sector. | |
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A hurdle rate is set based on capital costs and our business portfolio is reviewed every year based on elements such as business ROIC. In particular, the discussion which took place was one regarding measures for restructuring projects and strategic investment in growth-driving projects. | |
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While securing investments in growth businesses, we aim to achieve stable dividends and continuously increase dividends in line with our policy of ensuring a total payout ratio of 30-40% while also flexibly performing the acquisition of shares. | |
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Conducted an employee awareness survey in 2022 and the engagement rate was 58%. We are currently working to improve this result and will work to link human capital and management strategies together in a tangible way. | |
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In 2021, we established the Future Creation Research Laboratory as its R&D division. We are promoting the development of next-generation technologies to create future customer value. In the past, sound, video, and communication technologies constituted been core competencies for intellectual property. Now, however, we are preparing for the next generation through a revitalization that also including next-generation computing and next-generation AI. Going forward, we will consider disclosing information on exits and causality paths of IP. | |
| Status of giving management and the Board of Directors feedback on shareholders' opinions and concerns that were ascertained through dialogue | Our division in charge of IR summarizes the dialogue and provides reports on it at Board of Directors or shares information with Directors and Audit & Supervisory Board Members via email. | |
| Matters incorporated, based on dialogue and feedback | Reflected the content upon elements such as the maximum number of Directors, the ratio of Outside Directors, and the diversity of the Board of Directors. Improvements were made to the content of the Integrated Report by reflecting the point of the matters were indicated. Various initiatives for sustainability are being undertaken. With regard to these various initiatives, we have made improvements which allow us to always have the ability to disseminate information from the perspective of investors via IR and SR activities. | |
