Corporate Governance

Dialogues with Shareholders and Investors

Sustainability - Dialogues with Shareholders and Investors

Basic Approach and the IR & SR System

When any shareholder wishes to discuss with Meidensha’s ideas that will contribute to the medium- to long-term improvement of our corporate value, our policy is that our management will engage in such dialogue to the extent possible.

We have established a system whereby each special department for IR and SR under the IR & SR Director works to strengthen external communication while simultaneously enhancing communication and creating opportunities for discussions with shareholders, including institutional investors. These activities are also regularly reported to and discussed by the Board of Directors.

Initiatives

Results Briefings

We hold Q&A sessions on financial results twice a year in May and October (or November). In FY 2024, the video of the President explaining the financial results was distributed to analysts and institutional investors who registered for the Q&A session immediately after the disclosure of the financial results, and the Q&A session was held on the following business day via a web conference.

In FY 2024, 100 analysts, institutional investors, and others participated in both the interim and full-year financial results announcements.

Individual Business Briefings (Small Meetings)

Since FY 2018, we have held small meetings once a year. We set a different business theme each year and create an opportunity to better understand our business by giving presentations and holding Q&A session with the relevant managing officers.

Seven analysts attended the small meeting for the Power Infrastructures Business Group held in February 2025. After a report on the overall state of business by Managing Executive Officer Hiroshi Takahata (IR head) and an explanation of the power infrastructure business by Power Infrastructures Business Group Managing Executive Officer Shinichiro Kon, questions were taken from those in attendance.

Initiatives for Individual Investors

In FY2024, Meiden showed a company introduction video aimed at investors at SMBCs Nikko Securities Inc.’s Nikko Web IR Day. About 1,800 individual investors viewed this video and learned about our business, growth strategy, shareholder return policy, and more.

Main IR & SR Activities (No. of Meetings)

Meetings Unit FY2022 FY2023 FY2024
Domestic Institutional Investors No. 77 102 157
Overseas Institutional Investors 32 25 94
Analysts 41 42 41
Total 150 169 292

Opinions of Analysts and Institutional Investors

We publish a quarterly IR report that includes the opinions and requests given at financial results briefings and individual meetings and this report is given to internal and external directors, executive officers, heads of business units, the Staff Business Unit, managers, and others. The main themes that came up in discussions with analysts and institutional investors in FY2024 are as follows.

  • Initiatives to improve capital efficiency
  • Factors contributing to improved profitability in the strong power T & D business overseas, as well as country-specific background and sustainability of the same
  • Operational status and future outlook for each work in the EV business
  • Details of growing businesses, equipment investment plans, R&D, etc. in the Medium-Term Management Plan 2027
  • Countermeasures against the large-scale acquisition of company stock (anti-takeover measures) Etc.

Results of Conversations with Stakeholders

This section will introduce some case that we reflected the opinions and realizations we received through conversations with analysts, institutional investors, and shareholders to our activities.

  1. 1) Manage the relationship with the director skill matrix and the Medium-Term Management Plan 2027
    Shareholders opined about the importance of the relationship between each director’s skills and the medium-term management plan and noted that a system linking the skill matrix and the medium-term management plan would make this easier to understand.
    Based on this feedback, we held discussions on the aims of the Medium-Term Management Plan 2027 and revised the skill matrix to align with it.
  2. 2) Continued discussions on the continuation of anti-takeover measures
    Numerous investors asked for updates on our approach to anti-takeover measures while grasping the current state of the world.
    In FY2024 we held study sessions with outside experts on anti-takeover measures for directors, and after verifying the most recent situation and examples, held multiple meetings on the importance of proactive anti-takeover measures introduced within the company. In FY2025 we will continue to hold meetings on this crucial operational matter.

Going forward, we will continue to proactively communicate with our shareholders and investors by enhancing opportunities for dialogue through financial results briefings and individual IR/SR, as well by expanding information disclosure on our website and in reports and other publications.

Results of Conversations with Stakeholders

Stakeholders Form of dialogue (frequency) Department in charge
Customers
  • Everyday sales activities (day to day)
  • Machine maintenance and service and construction management on the customer’s site (day to day)
  • Product exhibitions (as needed)
  • Website (day to day)
  • Customer center (as needed)
  • Each division’s sales department
  • Service & maintenance department
  • Plant construction & engineering department
  • Customer center
Suppliers
  • Partners Meeting (once/year)
  • Production plan explanatory meetings (once/year)
  • Supplier portal (day to day)
  • Website (day to day)
  • Public Whistleblower Hotline (day to day)
  • Seminars (as needed)
  • Procurement department
  • Production engineering department
Shareholders/investors
  • Financial results briefings for securities analysts, institutional investors, and media (twice/year)
  • IR interviews with securities analysts and institutional investors (quarterly)
  • Small-group meetings with securities analysts and institutional investors (as needed)
  • Factory tours for securities analysts and institutional investors (as needed)
  • Events for individual investors (once/year)
  • Integrated Report (once/year)
  • Regular general meeting of shareholders (once/year)
  • Website updates (as needed)
  • IR department
  • General affairs department
Employees
  • President’s management policy briefing (twice/year)
  • Town Hall Meeting (once/year)
  • Meiden Mirai Meeting (40 times/year)
  • Employee Awareness Survey (once/year)
  • Various trainings for employees (as needed)
  • Consultations between labor and management (as needed)
  • In-house portal site updates (as needed)
  • In-house newsletter (video version monthly, booklet quarterly)
  • Internal whistleblower system, consultation service (as needed)
  • HR department
  • Legal department
  • PR department
  • Sustainability department
Local communities and society
  • Employee volunteerism in the community (as needed)
  • Participation and support for community events (as needed)
  • Courses-to-go and Craftsmanship Workshops (as needed)
  • Support for GIGA School (as needed)
  • Classes in collaboration with community (as needed)
  • General affairs department
  • Sustainability department
  • DX department

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