For Investors

Dialogue with Shareholders and Other Investors

Holding Dialogues and the Main Participants

Main Activities

Teijin engages in dialogue with its shareholders and other investors in various manners and settings with the aim of deepening their understanding of the Company's management policies and business strategies and building trust-based relationships with them. In addition to holding financial results briefings every quarter, we proactively promote such activities as meetings with investors in order to respond to more detailed questions. Furthermore, we offer business briefings on our medium- to long-term management policies and the progress we are making under such policies, briefings related to specific businesses, plant tours, briefings on our environmental, social, and governance (ESG) initiatives, and various other kinds of briefings on other important matters for disclosure.
In terms of our overseas investor relations (IR) activities, the CEO, CFO, and/or Chief Officer (Corporate Strategy) meet individually with institutional investors, primarily in North America, Europe, and Asia, roughly three to five times a year either in person or online. We also actively participate in conferences for overseas institutional investors held by securities companies and other companies. Additionally, between March and May each fiscal year, we hold meetings with our shareholders, and, between December and January, we hold meetings with investors to exchange opinions regarding our integrated report.
Moreover, we offer business briefings for individual investors in which the CEO provides explanations on management policies and business conditions. We also hold exhibitions (at TEIJIN MIRAI STUDIO) for individual investors where we put Company products on display.

Activities in Fiscal 2023

For our IR activities in fiscal 2023, in addition to our quarterly financial results briefings, we held a briefing about the aramid business for approximately 100 investors and analysts in November 2023, and endeavored to deepen their understanding of our business conditions and medium- to long-term growth strategies.
Throughout the year, we proactively facilitated dialogues between domestic and overseas shareholders and the CEO, CFO, Chief Officer (Corporate Strategy), Chief Sustainability Officer, and other internal directors. In December 2023, our outside directors also had conversations with shareholders. In addition to proactively engaging in dialogues with domestic and overseas institutional investors and analysts, we also held in-person and online meetings with a number of overseas investors as a part of our overseas IR outreach. In February and March 2024, we participated in two overseas investor conferences sponsored by securities firms. For individual investors, we held a business briefing in September, and in January we held an exhibition of our products.

Financial results briefings (4 times)

CEO (first quarter), CEO and CFO (second and third quarter, and full fiscal year)

Aramid business briefing (November)

CEO, Chief Officer (Corporate Strategy), and General Manager, Aramid Business Unit

Individual meetings (Around 260 for the year, including overseas IR meetings: Approx. 20; shareholder meetings: Approx. 30; integrated report opinion exchange meetings: Approx. 6)

CEO, CFO, outside directors, Chief Officer (Corporate Strategy), Chief Sustainability Officer, and officer in charge of IR

Business briefing for individual investors (September)

CEO

Tour of product display facility for individual investors (January)

Details of Shareholders and Other Investors Participating in Dialogues

Overseas shareholders: Approx. 40%, domestic shareholders: Approx. 60%

We view the creation of trust-based relationships with our shareholders and other investors as an important management issue. We therefore are working to proactively disclose information and enhance mutual communication. In addition to institutional investors, who represent our major shareholders, we engage in dialogue with a broad range of active investors, centering on both value and growth investors in Japan and overseas.

Communicating the Opinions and Concerns of Shareholders and Other Investors to Management

The opinions received from shareholders and other investors via these dialogues are reported to the Management Committee, where they are utilized in such matters as deepening discussions on business strategy formulation, including mediumterm management plans. In fiscal 2023, while working on the Reforms for Profitability Improvement, Teijin formulated the new medium-term management plan that was announced in May 2024, and conveyed the opinions of shareholders and investors about the Company's performance and growth strategies to the Board of Directors and Management Committee. While referring to opinions about non-financial information, we are strengthening our global management system.

Frequency Report details
Comments from shareholders, other investors, and analysts Monthly Summary of comments reported to the Board of Directors and the Management Committee
Analyst reports Every quarter and additional occasions Email, etc., containing summary of analyst reports
Status of IR activities First half and second half Details of activities and major issues and status of dialogues with shareholders and other investors, etc., reported to the Board of Directors and the Management Committee

Main Themes of Dialogues and Shareholder Points of Interest

Main Opinions Exchanged in Fiscal 2023

  • Progress toward profitability improvement targets in fiscal 2023
  • Matters being examined for new medium-term management plan (business portfolio strategy, growth strategy, etc.)
  • Shareholder return policy
  • Initiatives to enhance governance
  • Evaluation and selection process for directors and independent outside statutory auditors
  • Initiatives and progress toward climate change
  • Human resource strategy and DE&I
  • Reduction of cross-shareholdings
  • Public listing of both parent and subsidiary companies

Specific Requests and Opinions in Fiscal 2023

Progress toward Profitability Improvement Targets in Fiscal 2023
  • Need to focus on execution capabilities, including the prioritization and implementation of measures and whether improvements are being made in line with targets for fiscal 2023
  • It would be better to respond more quickly to changes in the external environment; making faster-than-expected progress would leave a positive impression.
New Medium-Term Management Plan
  • High praise for the disclosure of the structural reform proposal, but should also disclose a proposal for sweeping reforms beyond just profitability measures
  • With an eye on the business portfolio after structural reforms, Teijin needs to reassess its strengths and what makes it unique.
  • Taking only a business divestiture approach could raise doubts about future growth prospects; want to see more than just a temporary change
  • Clarify which business fields will receive management resources, personnel, and capital in the future
Shareholder Return Policy
  • Shareholder return levels should be presented within the context of capital allocation, including the Company's cash generation capabilities under the medium-term management plan and how this cash will be allocated to growth investments and financial soundness.
Governance Structure
  • It is clear that flattening the organizational structure has made business information more accessible.
  • Want more information about the discussions of the Board of Directors and how these discussions will be reflected in the next mediumterm management plan
  • Strongly interested in whether each advisory committee and outside director are fulfilling their expected roles from an external perspective and in line with shareholder expectations
Initiatives toward Climate Change
  • It is good that Teijin views climate change as a component of its growth strategy rather than just a cost issue; continuing to monitor progress.
Human Resource Strategy, Diversity, Equity and Inclusion
  • Interested in whether the Company can attract top talent and create a work environment that facilitates high performance
  • Rather than KPIs such as the percentage of female executives or employee satisfaction, disclose a narrative that explains the importance of certain initiatives, why they were chosen, and how they will contribute to enhancing corporate value in the future
Public Listing of Both Parent and Subsidiary Companies
  • If synergies exist, they should be fully realized; if not, the policy should be changed, including ending the parent relationship with subsidiary companies that have few prospects for synergies.
Integrated Disclosure of Financial and Non-Financial Information
  • It would be best to disclose the current status of and targets for KPIs related to sustainability and human capital, such as diversity metrics and CO2 emissions, in a chronological sequence.