Stakeholder Engagement
Kajima maintains dialogue with its stakeholders to earn their appreciation and trust, as well as to contribute to the Company’s sustainable growth and the medium-to-long-term improvement of corporate value.
Customers
The duty of the construction business is to work together with customers to build structures that address their needs. Therefore, we strive to understand their true needs through dialogue.
We build relationships of trust through long-term communication with customers from planning, development, design, engineering and construction, to post-construction operation, management, maintenance and repair. We strive to offer the best construction services based on ongoing dialogue.
Furthermore, we recognize the importance of using our wide-ranging network to connect customers in order to help solve their issues.
Suppliers
Based on relationships of trust built through fair transactions, we share our awareness of issues such as the decline in skilled workers, securing of human resources, and health and safety with partner companies working at our construction sites, and cooperate with them to solve these issues.
Centered on the Kajima Business Partners’ Association, we have established forums in which top management and general managers of local branches in each region periodically exchange opinions with partner companies.
Employees
We consider reflecting the opinions of the Group’s diverse employees in Japan and overseas in management and sharing the medium-to-long-term direction of the Company with employees to be crucial factors for achieving sustainable growth. Accordingly, we hold panel discussions between management and employee associations twice a year. Also, the President visits construction sites in Japan and overseas to exchange opinions with employees. In these and other ways, we ensure thorough communication with Group employees.
Local Communities
The construction and real estate development businesses are directly connected to local communities. Therefore, we work to establish roots in each country and region where we operate, and to contribute to the sustainable development of society and the economy.
In addition to contributing through regular business, we believe that it is the mission of the construction industry to respond to disasters in such ways as providing support when they occur, based on advance arrangements with governmental agencies, and conducting emergency restoration through the Japan Federation of Construction Contractors.
Our initiatives also include educating the next generation, such as through annual construction site tours for local elementary and junior high school students.
Stockholders and Investors
We have set forth our Policy on Constructive Dialogue with Stockholders, and actively disclose information. In addition, we work to promote constructive dialogue through the Ordinary Stockholders’ Meeting, earnings briefings, construction site tours, one-on-one meetings and other means.
The opinions received from stockholders and investors through dialogue are reported to the Board of Directors and the Management Committee in a periodic, timely and appropriate manner, and are reflected in improvements to management and IR activities.
FY2022 Results
| Dialogue with Stockholders and Investors | Number of Times |
Status of Activities |
|---|---|---|
| Financial results briefing for institutional investors and securities analysts | 4 | Two financial results briefings attended by the President and directors and executive officers in charge of business divisions, finance, and the corporate planning department (at the end of the second quarter and at the end of the fiscal year). |
| Two financial results briefings attended by the director in charge of finance and the executive officer in charge of the corporate planning department (at the end of the first and third quarters). | ||
| Small meetings with securities analysts | 1 | Held a small meeting attended by the President. The director in charge of finance and the executive officer in charge of the corporate planning department also attended the meeting and had a dialogue with six securities analysts. |
| Individual dialogue with institutional investors’ voting right exercisers, and others | 18 | In addition to the executive officer in charge of the corporate planning department, relevant directors, executive officers, and the investor relations division attend the meetings and engage in regular dialogue as part of Shareholder Relations. |
| Individual dialogue with institutional investors and securities analysts | 215 | The executive officer in charge of the corporate planning department and the investor relations division take the lead in individual dialogues, including dialogue specific to ESG topics. |
| (Institutional investors in Japan) | (106) | |
| (Institutional Investors outside Japan) | (73) | |
| (Securities analysts) | (36) | |
| Conferences sponsored by securities firms | 2 | Investor relations division participated in a conference for institutional investors outside Japan hosted by a securities company |
| Main dialogue themes | ||
|---|---|---|
| 1. Business results |
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| 2. Medium- to long-term management strategy |
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| 3. ESG |
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| 4. Stockholder returns and stock price |
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| Feedback to the management | Number of times |
Contents |
|---|---|---|
| Financial results briefing report | 4 | An outline of the Q&A session and analyst report of the briefing is provided at the Management Committee or other occasion. |
| Report on a dialogue with institutional investors’ voting right exercisers and others | 2 | The dialogue with institutional investors’ voting right exercisers and others, their opinions and requests, etc. are reported. |
| Quarterly IR report | 4 | Hot topics among institutional investors and others, and their opinions and requests, identified through IR activities, are reported. |
| Other reports (related to stockholders and investors) | As needed | Stock ownership breakdown, shareholding trends among institutional investors and others, and other relevant information are timely reported on an as-needed basis. |
| Main outcomes of dialogues | ||
|---|---|---|
| Small meetings | Request | Increase opportunities to speak to the President. |
| Response | Small meetings with securities analysts were held with the President present. | |
| Enhancement of supporting materials for financial results | Request | Further enhance supporting materials for financial results. |
| Response | New presentation materials were prepared for the financial results briefings toward the end of the first and third quarters, the Key Points page was created, the state of progress in the reduction of cross-shareholdings was disclosed each quarter, and so on. | |
| Disclosure of real estate development investment results | Request | Announce the results of proactive real estate development investment efforts. |
| Response | Information was disclosed to show profit growth from the domestic and overseas real estate development businesses (Presentation materials for the full-year financial results briefing). | |
