With Shareholders and Investors

Ties with Shareholders and Investors

Policy Regarding Constructive Dialogue with Shareholders

The DIC Group promotes constructive dialogue with shareholders to underpin sustainable growth and increase corporate value over the medium to long term. Views and concerns expressed by shareholders are shared with management and incorporated into operations as appropriate.

Key Individuals Responsible for Dialogue with Shareholders and Investors

The president, vice president, CFO, head of the Corporate Strategy Unit and the individual in charge of investor relations (IR) are responsible for advancing ties with shareholders.

Key Individuals Responsible for Dialogue with Shareholders and Investors

Activities and Status of Implementation

Results presentations Four sessions The president participated in the second- and fourth-quarter results presentations
Small-group meetings Three sessions Two of the three sessions were conducted by the president
One-on-one meetings 109 12 meetings were conducted by the management team
Individual investor briefi ngs Appearance of the president on a televised IR information program, posting of a corporate presentation video on the DIC global website

Breakdown of Participants in One-on-One Meetings with Shareholders and Investors

Breakdown of Participants in One-on-One Meetings with Shareholders and Investors

Status of Feedback to Management and the Board of Directors in Fiscal Year 2023

  • The content of constructive dialogue with shareholders and investors was reported to the Board of Directors twice during the period.
  • The content of dialogue with shareholders and investors was reported to management monthly.

Principal Themes of Dialogue and Feedback to Management and the Board of Directors

Principal themes of dialogue/matters of concern expressed Examples of actions taken in response
  • Factors leading to the deterioration of income in the overseas pigments business and measures taken in response
  • Progress of efforts to rationalize businesses in need of structural reform
  • Progress of efforts to transform business portfolio, including by withdrawing from noncore businesses
  • Strategies for improving price–book value (P/B) ratio from the current level(below 1.0 times)
  • Financial discipline necessary to maintain financial soundness
  • Policies regarding returns to shareholders
  • Disclosed costs and benefits of plan for rationalizing the overseas pigments business
  • Disclosed progress of efforts to rationalize businesses in need of structural reform
  • Reinforced efforts to bolster capital efficiency
  • Formulated policies for cash allocation
  • Established targets for shrinking cross-shareholdings
  • Set a minimum dividend limit and clarified policy regarding returns to shareholders
  • Established the Corporate Value Improvement Committee

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