Promise to Customers
Setting “Customers First” as one of the management philosophies, Okura Industrial Group will help customers solve issues through business activities in accordance with Okura Industrial Group Quality Policy.
Okura Industrial
Group
Quality
Policy
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To provide customers with safe and secure products, we approach manufacturing from the viewpoint of 5M1E.
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While complying with relevant laws and regulations, we faithfully keep promises to customers and provide safe products that benefit society.
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Each of our employees listens to customers’ voices and continues to pursue customers’ satisfaction with creativity and ingenuity.
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We aim to grow together with customers and become their trusted partner.
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Each of us continues to grow as individuals and takes on new challenges to exceed our customers’ expectations.
Scope of ISO 9001 certification（contents of the appendix）
In Okura Industrial Group, each division has obtained ISO 9001:2015 certification, and been conducting continuous improvements to provide products and services with quality that we have promised customers.
Scope of ISO 9001 certification（contents of the appendix）
| Business site | Scope | |
|---|---|---|
| Plant. etc. | Subsidiary. etc. | |
| Plastic Film Division |
Plastic Film Division Tokyo Branch Office Nagoya Branch Office Osaka Branch Office Hiroshima Sales Office Shikoku Sales Office Marugame No.4 Plant Marugame No.5 Plant Chunan Plant |
KS Okura Co., Ltd. Manufacturing Department Head Plant, Shizuoka Plant Sales Department Tokyo Head Office Sales Section, Osaka Sales Section, Saitama Sales Section, Shizuoka Sales Section, Nagoya Sales Section, Shiga Sales Section Kyushu Okura Co., Ltd. Head Office, Package-manufacturing Plant, Agricultural Materials Plant Saitama Okura Co., Ltd. Okura Products Co., Ltd. Head Plant, Okayama Plant Kanto Co., Ltd. Okura Pack Kagawa Co., Ltd. No. 4 Branch Office, No. 5 Branch Office, Head Office General Affairs Section |
【Certification Number】JCQA-0782
【Registration Date】October 16, 2000
【Recertification Date】October 16, 2024
【Expiry Date】October 15, 2027
| Business site | Scope | |
|---|---|---|
| Plant. etc. | Subsidiary. etc. | |
| Union Gravure Co., Ltd. |
Head Office Osaka Sales Office Fukuoka Sales Office |
|
【Certification Number】JCQA-1399
【Registration Date】April 26, 2004
【Recertification Date】April 26, 2022
【Expiry Date】April 25, 2025
| Business site | Scope | |
|---|---|---|
| Plant. etc. | Subsidiary. etc. | |
| New Materials Division | New Materials Division | |
【Certification Number】JCQA-1294
【Registration Date】September 8, 2003
【Recertification Date】September 8, 2024
【Expiry Date】September 7, 2027
| Business site | Scope | |
|---|---|---|
| Plant. etc. | Subsidiary. etc. | |
| Building Materials Division |
Building Materials Division Takuma Plant |
|
【Certification Number】RQ2218
【Registration Date】September 18, 2013
【Recertification Date】September 18, 2022
【Expiry Date】September 17, 2025
| Business site | Scope | |
|---|---|---|
| Plant. etc. | Subsidiary. etc. | |
| Research & Development Center | Research & Development Center | |
【Certification Number】JCQA-1735
【Registration Date】December 13, 2010
【Recertification Date】December 13, 2022
【Expiry Date】December 12, 2025
Occurrence situation of quality-related complaints
Okura Industrial Group has pushed ahead with a continuous improvement of quality assurance and quality control systems so as to keep providing products and services with quality which we promised customers.
We are striving to further reduce the number of quality-related complaints with the following activities for the purpose of preventing the complaints and recurrence of them: horizontal development of improvement in production facilities; clarifying causes of occurrence and leakage using the system to respond to complaints and reviewing measures; implementation of the Company-wide quality patrol during Quality Month; and examination of design/development projects through design reviews.
Total occurrence rate of complaints for three business divisions (compared to 2019)
Initiatives for Strengthening the Quality Control System
Okura Industrial Group implements a customer satisfaction survey once per year to obtain a range of opinions from customers. The survey includes such key topics as quality, services, and technological development. More detailed questions are determined after discussion between those concerned. As a result of analysis of the responses to the 2023 survey, we found that, as in the 2022 questionnaire, customers perceive items related to quality as the most important. We have been implementing improvement activities based on the results of the 2022 survey, but we believe our customers demand even greater improvement, and we will endeavor to further raise their level of satisfaction. Meanwhile, many customers made positive comments regarding our capacity to respond to customer requests, our stable supply capabilities, and our quality control system.
Customer interest in Environmental Contribution Products has become extremely high in recent years. In response to this trend, we have added items related to Environmental Contribution Products to the questionnaire since the 2022 survey to identify the product characteristics most in demand. Over half of our customers are interested in products that can contribute to achieving the SDGs, enable waste reduction, or are manufactured from recycled raw materials. Interest in products that enable the reduction of waste, in particular, has increased significantly from 39% in 2022 to 56% in 2023.
The results of the analysis of the survey are fed back to the relevant parties inside the Company, who then discuss the initiatives that should be undertaken in the future. In this way, we will actively engage in further improvement activities.
Okura Industrial Group has systematically worked to reduce such human errors as miscommunication, misunderstandings, and careless mistakes in various operations of production activities and in work in the production process, so as to reduce and prevent complaints from customers and quality related troubles in the Company.
Since May 2022, using the Marugame No. 5 Plant as one model, we have conducted improvement activities to work on system modifications, maintenance of various business forms, and preparation of educational materials, and committed to nipping risk in the bud that triggers errors. Going forward, we will shift our activities from the follow-up phase to the “self-improvement at plant” phase. We will also confirm the effects of our improvement activities, focusing our attention on whether measures are being implemented on an ongoing basis.
Rate of complaints at the Marugame No. 5 Plant resulting from human errors (compared to 2022)
Based on the results of our analysis of complaints that occurred in the past, we have selected a plant to be the target of the second part of our activities and begun similar activities. By making these activities more effective based on the knowledge and reflections gained from the activities since 2022, we will reduce complaints from customers and quality-related troubles in the process, which could occur in the Group.
Pursuing Higher Quality and Safer Products
Introduction of eye tracking and a specialized cloud-based system for creating and managing video manuals
At Okura Industrial Group, we have experienced problems including errors in equipment adjustment and settings, as well as inspection and checking oversights, all resulting from human error and the inadequate passing on of skills. Each time such a problem arises, we respond with re-education and the recertification of capabilities, but similar problems keep occurring. We believe this is because key points and techniques are not correctly communicated and understood or are difficult to share through our present education system. We have therefore introduced eye tracking technology capable of measuring the movement of workers’ line of sight in real time and visually presenting aspects such as their points of focus and the order they look at objects based on data obtained. This allows us to acquire worker-perspective information, which was previously impossible to ascertain, and clearly communicate the key points and pass on skills that have been difficult to put into words. Moreover, through the use of a specialized cloud-based system for the creation and management of video manuals, the video data captured by the eye tracker can be used to create easy-to-understand educational materials and clear evaluation criteria, enabling the standardization of operations and more efficient on-the-job training. This newly introduced cloud-based system can be used across a wide range of applications including the reduction of complaints resulting from human errors or the inadequate passing on of skills, as well as the passing on of the Group’s technologies.
Design Review Knowledge Management System (DR-KMS)
Okura Industrial Group developed DR-KMS to surely and smoothly conduct development of new products. All divisions including the Research & Development Center have started to operate it since the beginning of 2023. This system has enabled us to readily refer to “knowledge”, in other words, past technological opinions and knowledge of laws and regulations, in the design review which is implemented at each stage of product development. In particular, in the Research & Development Center, knowledge of all divisions is available for viewing. It is expected to be utilized as important knowledge during the development of new products. At present, we are trying to incorporate knowledge of laws and regulations related to the environment into our system for the purpose of complying with them in our business activities. The Group will continue to effectively use the DR-KMS toward realization of a sustainable society, and provide customers with secure and safe products.
Merits of the use
- Able to readily refer to knowledge on technology and legal restrains, etc. at time of drafting and examining proposals at the design review. Also, expected to curb regression in design development by using its contents, make the development speedier and more efficient, and lead to fewer complaints caused by design.
- Expected to facilitate progress management by systematizing and visualizing the progress in design review, and to prevent a delay in development of new products.
- Able to provide customers new products without missing a business opportunity, by shortening a development period.
Proceeding of design review and use of knowledge
Promise to Business Partners
Promotion of sustainable procurement activities
At Okura Industrial Group, we aim to work on sustainable procurement and increase corporate value together with our suppliers.
Sustainable procurement is an initiative that takes into consideration not only compliance but also environmental issues, human rights, and issues such as poverty. The spread of efforts for sustainable procurement from the Group to suppliers and more will lead to sustainable development of the entire supply chain. To that end, we monitor whether there is any inappropriate acts related to human rights and environments in the supply chain (especially upstream), and work on building and operating a mechanism for dialogues.
Establishing and Operating a Mechanism of Raw Material Procurement Conscious about Human Rights, etc.
Okura Industrial Group has established Okura Industrial Group Sustainable Procurement Policy as a policy to achieve a sustainable society throughout the supply chain. To achieve this Policy, we have established Okura Industrial Group Sustainable Procurement Guidelines. We request our suppliers to self-evaluate their performance regarding items such as respecting human rights, ensuring safety and health, ensuring quality and safety, and environmental conservation.
Okura Industrial Group Sustainable Procurement Policy
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１.Respecting
human rights- Prohibition of forced labor
- Prohibition of child labor and consideration for young workers
- Consideration for working hours
- Payment of appropriate wages and allowances
- Prohibition of inhumane treatment
- Prohibition of discrimination
- Freedom of association and respect for the right to collective bargaining
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２.Ensuring
safety and health- Ensuring occupational safety
- Preparation for emergencies
- Prevention of occupational accidents and occupational diseases
- Appropriate management of occupational health
- Consideration for physically onerous work
- Safety measures for machinery and equipment
- Facilities safety and health
- Communication on safety and health
- Employee health management
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３.Ensuring quality
and safety- Ensuring product safety
- Quality control
- Provision of accurate information on products and services
- Establishment of management systems
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４.Environmental
conservation- Environmental permits and reports
- Evaluation of the negative impact of business activities
- Promoting management for decarbonization
- Management and control of emissions into the atmosphere
- Appropriate water management
- Resource recycling and waste management
- Establishment of management systems
- Management of chemical substances at workplaces
- Management of chemical substances contained in products
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５.Realization of fair
trade- Thorough compliance
- Preventing corruption
- Prohibition of inappropriate provision or receipt of profits
- Management of business partners and others
- Appropriate information disclosure
- Appropriate import/export management
- Respect for intellectual property
- Establishment of mechanisms to handle complaints
- Whistleblower protection
- Fair execution of business
- Responsible minerals survey
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６.Stronger information
security- Defense against computer and network threats
- Protection of personal information
- Prevention of condential data leaks
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７.Business continuity
planning initiatives- Formulation and preparation of a business continuity plan
Sustainable Procurement Survey
In 2023, Okura Industrial Group created a sustainable procurement survey form and implemented a sustainable procurement survey of the suppliers subject to evaluation. We evaluated suppliers from which we purchased raw materials, secondary materials, etc., contractors to which we outsourced processing and temporary staffing agencies. Suppliers subject to the survey were selected based on a consideration of whether they (1) rank highly in terms of the amount of money expended on procurement, etc., (2) handle key materials, components, etc., and (3) handle materials, components, etc. for which substitute is difficult to obtain.
Results of the 2023 survey
The average score exceeded 80% for four of the seven items, revealing that our suppliers have established internal systems to promote sustainable initiatives. However, for “environmental conservation”, it appeared that suppliers tended to have insufficient targets set for the reduction of greenhouse gas emissions, or were not making progress on the introduction of renewable energy. Likewise, for “business continuity planning initiatives”, we found that while suppliers had been able to identify and evaluate risks that could disrupt business continuity, such as earthquakes, typhoons and other large-scale natural disasters, terrorism, riot, epidemics and accidents, many suppliers had not yet formulated business continuity plans (BCPs) or manuals for the prompt restoration of operations.
[Future initiatives]
The Group will implement another sustainable procurement survey in 2024, with a focus on questions relating to suppliers’ policies and training (education) on topics such as human rights, safety and health, product/service quality, and environment. We will request suppliers whose survey results are below a certain level to undertake improvements, thus endeavoring to eliminate risks in the supply chain.
Establishing and Operating a Mechanism of Environment-Conscious Raw Material Procurement (Green Procurement)
In 2007, Okura Industrial Group established Okura Industrial Group Control Criteria for Chemical Substances (hereinafter referred to as the Group Criteria) to appropriately manage chemical substances. Presently, in order to increase the efficiency of information communication on chemical substances contained in products along the supply chain, we have established the Group Criteria based on legal restraints including chemSHERPA management substances specified by chemSHERPA*. We are investigating whether chemical substances regulated by the Group Criteria are contained in raw materials, etc. used by the Group. We have replaced the chemical substances search system that was designed and developed by a Group company. As part of the development of human resources capable of managing chemical substances, which is a policy of the Environmental Management Department included in “Medium-term Management Plan (2024)”, we will improve the educational environment using e-learning, improve abilities of chemical substances administrators and practitioners, and further boost the efficiency of chemical substances management.
*Information communication scheme on chemical substances contained in products, which is operated by Joint Article Management Promotion-consortium (JAMP)
Promise to Employees
Human Resources Development Policy
At Okura Industrial Group, we perceive human resources as capital. We will continue to invest in creating working environments that are robust in terms of education and development programs, personnel and evaluation systems, diversity, and employee engagement to develop and secure human resources who can bring our management strategy and growth strategy to life as we strive to realize the management vision “Next10(2030)”.
The Group boasts a large number of reliable and persistent personnel, and we will promote such initiatives as revising education and training programs, rebuilding personnel and evaluation systems, encouraging women’s advancement and recruiting diverse human resources, and practicing health and productivity management as we pursue innovative and enterprising leadership with the mission of creating value adapted to the changing business environment.
Human Resources System (Evaluation and Education Systems)
Okura Industrial Group has formulated the management vision “Next10(2030)” outlining where we want to be in the next decade. To realize this management vision, we foster a spirit of challenge and voluntary willingness to grow in employees’ various career development.
In the personnel and evaluation systems, the Company’s visions in the field of human resources are defined as “increasing innovation human resources”, “developing next-generation leaders responsible for promoting business management”, and “improving operational capabilities to increase efficiency and sophistication of existing operations”. We have rebuilt the system, classifying necessary human resources into types of human resources for job, leaders, and highly efficient operations. The new system was launched in January 2024.
As for human resources development, human resources required for each level are defined, and education and training systems are established and programs are provided in light of the definitions, leading to the improvement of employees’ engagement.
Educational structure
Securing Human Resources
Okura Industrial Group has been making various efforts to secure human resources, aiming to improve personnel ability for its sustained growth. To be more specific, we put emphasis on securing of excellent human resources of new graduates by enhancing internship activities and strengthening relationships with schools in Kagawa and neighboring prefectures. We also renew our website for recruitment and use staff agencies to work on year-round recruitment and securing of industry-ready core human resources. Furthermore, we support formation of a career plan, implementing follow-up interviews after joining the Company and follow-up training three years after joining it.
Initiatives for Diversity
Okura Industrial Group has been promoting creation of a comfortable working environment where all employees can make the best use of their abilities at each of their workplaces. Especially in relation to women’s participation, we will increase the composition ratio of female employees and the ratio of female executives, expanding their hiring and developing an educational system. In addition, in the employment of people with disabilities, we will improve the working environment to allow them to be active with peace in mind.
Work Style Reforms
Okura Industrial Group will push ahead with the development of a working environment where flexible ways of working can be selected, which is suitable for employee’s life plan and life stages.
We will decrease workloads at sites with the promotion of DX and automation of plant equipment, promote a reduction in overtime work, and encourage employees to take annual paid leaves. We will also consider the introduction of various systems such as telecommuting and a flextime system which would lead to work style reforms.
Health and Productivity Management
Okura Industrial Group has been working to promote health and productivity management for the sake of employees’ mental and physical health. To be more specific, we have conducted employees’ health survey since 1996. In 2016 when the stress check system was mandated, survey items were renewed. Based on results of the survey, we have been working on the promotion of mental and physical health.
Declaration of health and productivity management
In accordance with the management philosophy “Respect the Individual”, Okura Industrial Group believes health of each employee is important. The Group declares that it will strive to create a working environment where employees can work with mental and physical health, as well as motivation.
Okura Industrial Group will push ahead with the development of a working environment where flexible ways of working can be selected, which is suitable for employee’s life plan and life stages.
Major priority measures
Aiming at a workplace where employees can actively work with mental and physical health, Okura Industrial Group will address the following initiatives for promoting health.
- ①Promote the health management, including physical health and mental health, to allow employees to work without anxieties.
- ②Work to promote mental and physical health of employees in cooperation with the health insurance association.
- ③Implement periodical health checkups, and keep the ratio of persons who took the checkup at 100%.
- ④Make efforts for increasing the acquisition rate of annual paid leave.
Certification of the 2025 Health & Productivity Management Outstanding Organization
On March 10, 2025, Okura Industrial was certified as the 2025 Health & Productivity Management Outstanding Organization (the large enterprise category) which is promoted jointly by the Ministry of Economy, Trade and Industry and the Nippon Kenko Kaigi. The Certified Health & Productivity Management Outstanding Organizations Recognition Program is a program to recognize outstanding large enterprises and SMEs implementing health and productivity management, based on initiatives responding to regional health issues, as well as health promotion measures promoted by the Nippon Kenko Kaigi.
Health and productivity management promotion system
Safety and Health
At Okura Industrial Group, we believe it is our social responsibility to create an environment where employees can work with a sense of security.
Under the basic philosophy of “make safety a primary concern” and “make safety the core of management”, we promote the creation of safe and comfortable workplaces.
Safety and Health Initiatives
Each year, we formulate and share a safety and health target for Okura Industrial Group based on a policy of management executives. The target is incorporated into safety and health activity plans and policies formulated by each manufacturing site.
Central Safety and Health Meetings are held every year in June and September, for the purpose of maintaining and the increasing safety and health level. Officers, presidents of Group companies, heads of manufacturing business sites, safety administrators, health administrators, and others attend the Meeting, in which initiatives related to safety and health and progress in relevant activities at each business site are reported and improvement case studies are shared in order to widely spread the initiatives. During the period of the National Occupational Safety Week (July 1 to 7), management executives themselves patrol the premises of manufacturing business sites for the purpose of confirming the safety of workplaces and increasing employees’ awareness of safety. They confirm and share issues, points to improve, and targets of each manufacturing business site in an effort to improve the level of safety and health.
The head of each manufacturing business site, safety administrators, and health administrators lead safety and health activities at each manufacturing business site. We undertake daily activities aimed at zero accidents, including risk prediction training (KYT), risk assessment, the implementation of tool box meeting, and the identification of issues of safety and health initiatives, among others. Furthermore, we promote a structure that enables the implementation of initiatives by managers of manufacturing business sites and staff engaged in manufacturing to learn knowledge necessary to instruct and educate foremen and employees, and to have high level of awareness of safety and a sense of responsibility as personnel in charge of safety and health management.
Okura Safety Day
Okura Industrial Group has designated November 28, when a dust explosion occurred at the Takuma Plant, as “Okura Safety Day”, and the period from November 28 through December 4 as Safety Awareness Week. A safety convention is held each year at the Takuma Plant on Okura Safety Day, based on a strong determination to never forget our tragic past experience and the lessons learned, and to never repeat the same mistakes. Officers, presidents of Group companies, heads of manufacturing business sites, safety administrators, health administrators, and others attend the convention, and recognize once again that our basic philosophies, “make safety a primary concern” and “make safety the core of management” were established in the wake of the accident. In addition, all attendants implement a safety patrol in the Takuma Plant. Also, during Safety Awareness Week, a safety patrol and morning assembly are conducted at each manufacturing business site to raise safety awareness.
Occupational Safety and Health Activities
At Okura Industrial Group, the number of conventional accidents of “caught in and between” and “cutting and rubbing” accounted for the majority of accidents which occurred in the Group in 2023. In addition, two lost time accidents took place. To prevent such accidents, we are sharing information on the conditions in which accidents occurred and are implementing countermeasures across our organization. In particular, since the risk of accidents increases when troubles of manufacturing facilities occur, we also put emphasis on preventive maintenance activities so that troubles of manufacturing facilities do not occur.
At each manufacturing business site, foremen and others engage in safety patrols, risk assessments, and KYT activities for such purposes as identifying potential risks and educating and training employees to avoid unsafe situations and actions. They identify issues using reports of close calls and employee memos on issues noticed, implement countermeasures according to the degree of risk, and endeavor to prevent accidents before they occur. In addition, industrial doctors and others inspect workplaces on a regular basis, as we aim to improve the level of safety and health.
Labor, Safety and Health Awards
Employees of Okura Industrial Group have received various awards as a result of their efforts to raise safety awareness and improve the working environment. These awards recognize our environmentally and socially responsible corporate activities. We will continue to strive for occupational safety and employee health, endeavoring to create safe and comfortable workplaces.
Contribution to Society
Setting the management philosophy focusing on engagement with various social aspects, Okura Industrial Group is aiming at contribution to resolution of social issues through business and realization of our management vision.
Local Contribution Activities
As part of its efforts for social contribution through business, Okura Industrial Group actively strives to contribute in ways such as its participation in local culture programs and various events, and support for local art, culture, and sports promotion. As a company harmonizing with the local community, we will proactively conduct local contribution activities and regional environment conservation activities, deepen understanding about issues local communities face, and actively participate in activities which would lead to resolution of the issues, as well as local revitalization business.
We will build workplace culture where all employees make efforts to contribute to local communities, and aim to be a company, existence value of which in the region can be recognized by local residents.
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Artistic and cultural activities
We support various artistic and cultural activities held in Kagawa such the Takamatsu International Piano Competition, as well as the Marugame Genichiro-Inokuma Museum of Contemporary Art, the Ohara Museum of Art, and Seto Philharmonic Orchestra.
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Sports promotion
In order to contribute to promotion of rich sports culture, we support various sports teams in Kagawa every year. Our support helps them to produce next-generation human resources in Kagawa.
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Volunteer activities
As a part of local contribution activities, we participate in the “Pick Up Trash and You’ll Love the City” campaign in Marugame and conducts cleanup activities in neighboring areas of business sites. Many of our employees actively participate in local volunteer activities, such as cleaning photographs soiled by flood damage and the Marugame Castle Festival, a local festival held every May.
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Internships
We accept students in Japan as well as from overseas in cooperation with Marugame City and Marugame International Exchange Association. During their internships, students engage in practical training and interact with employees. We implement programs that give them the impression that they are actually working.
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Company briefings for children
We undertake initiatives such as making presentations at company briefings for junior high school students and holding events in Marugame to enable children to experience work, a project led by Imabari Shipbuilding Co., Ltd., SHIKOKU KASEI HOLDINGS CORPORATION and the Company, to encourage children to be interested in companies in Kagawa and to see working here as an option. We engage in teaching children that we provide our products from Kagawa to the world, such as where the Group’s products are used in everyday life, encouraging them to gain an interest in manufacturing.
Various Supports and Volunteer Activities
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Okura Industrial Co., Ltd. Special ZERO Garbage Quest in Doki River
We support the SDGs project “From Setouchi to the Future”, organized by RSK Sanyo Broadcasting, which includes river cleaning and other events aimed at leaving Setouchi’s beautiful nature for future generations. On October 29, 2023, we held the Okura Industrial Co., Ltd. Special ZERO Garbage Quest in Doki River event. Prior to this event, RSK Sanyo Broadcasting introduced Okura Industrial Group’s efforts and the event itself in programs such as its 5 p.m. live news and SDGs special.
The event was attended by approximately 270 people, including participants from the general public and Group employees, who cleaned the riverbed of Doki River. The garbage bags used were the Group’s Environmental Contribution Products Kankyou-kun and OKBIO™, and the garbage from the event was also disposed of in an environmentally friendly way.
Some of the items of garbage collected were too big to fit in the garbage bags, such as anti-animal nets used in farming and poles used to hang laundry. The participants were amazed by how much garbage was discarded out of normal sight, but engaged in the cleaning happily, enjoying the natural surroundings. All participants were presented with a cutlery set and the Group’s product NIOGUARD™ as souvenirs of the event.
The garbage gathering social media service Pirika was used for the event, enabling the simple recording and communication of the results of participants’ cleaning efforts and the visualization of who collected how much garbage, and where. We hope that participation in this event will create a circle of people committed to creating a clean city. At Okura Industrial Group, we will continue to strive even further in our local contribution and regional revitalization activities.
The SDGs special program is available for viewing on the official channel of RSK Sanyo Broadcasting.
Promise to Shareholders and Investors
Policy Concerning Constructive Dialogue with Shareholders
We will promote constructive dialogues with shareholders and investors that would contribute to sustained growth and an improvement in medium- and long-term corporate values.
①The Director in charge of the Corporate Center generally manages and coordinates the constructive dialogue with shareholders.
②We have designated the General Affairs and Human Resources Department as a contact for individual shareholders, and the Finance and Business Administration Department as a contact for institutional investors and other bodies. We strive to promote smooth and effective dialogues, for example, having a Representative Director or a Director respond to interviews, according to a purpose of a dialogue.
③To assist in constructive dialogue with shareholders, the Manager of each department in the Corporate Center and each business division share information and coordinate organically in responding to shareholders.
④We strive to ascertain the Company’s shareholder composition at all times with the cooperation of the shareholder register agent.
⑤The Company engages in various forms of dialogue, such as the regularly held financial results briefing sessions for institutional investors, personal dialogue, plant tours, and online meetings.
⑥Directors and others who engaged in dialogue and other forms of contact with shareholders report shareholders’ interests, opinions, concerns, and other information obtained through the dialogue to the Board of Directors, and the Directors share their details.
⑦We manage corporate information in accordance with regulations on the prevention of insider trading and prevent the leak of insider information.
Financial results briefing session in February 2025 (delivered online)
Financial results briefing session
| Date | Participants from the Company | External participants |
No. of participants |
|---|---|---|---|
| February 2024 August 2024 |
Representative Director, President and Chief Operating Officer Director, Executive Operating Officer, etc. |
Institutional investors Analysts Financial institutions Media |
88 |
Individual meetings
| Date | Participants from the Company | No. of meetings |
Total participation |
|---|---|---|---|
| From January to December 2024 |
Director, Executive Operating Officer Manager, Finance and Business Administration Department, etc. | 45 | 66 |
Key dialogue topics
- Corporate and business strengths, product details, market share, competitors, profitability, seasonality, commercial distribution, market trends
- Initiatives to improve PBR (corporate value), dividend policy, efforts to reduce cross-shareholdings
- Progress on “Medium-term Management Plan(2024)” and “Next10(2030)”, growth drivers, research and development
- Initiatives in non-financial fields (sustainability, human capital investment)
- Trends in raw materials prices, selling prices, and sales volumes
Ensuring of Shareholders’ Rights
Okura Industrial recognizes that all shareholders are equal according to the number of shares held. Accordingly, the Company takes appropriate measures to virtually ensure shareholders’ rights, and provides the environment required to exercise such rights. To be more specific, procedures related to exercise of the shareholders’ rights and responsible departments are specified in the internal rules. In addition, we have prepared our corporate website in English.
In relation to information demanded by overseas investors, summary of financial results, materials for financial results briefing sessions, sustainability reports, and other materials are translated and disclosed in English.
IR Calendar
IR CalendarInitiatives to Make General Meetings of Shareholders More Effective
Emphasizing the general meeting of shareholders as a place for constructive dialogue with shareholders, Okura Industrial takes the following measures to have in place an environment where shareholders can adequately exercise their rights.
- We hold the meeting, avoiding the date on which meetings of other companies concentrate.
- In order to ensure enough time to consider proposals, we dispatch the notice of convocation before the statutory date to do so, and promptly disclose information included in the notice of convocation on TDnet and our website prior to the dispatch.
- Apart from information required by laws and regulations, we disclose information deemed necessary for shareholders to exercise their rights at the general meeting of shareholders.
- We endeavor to enhance matters contained in the notice of convocation (including business report and reference documents), and provide the notice of convocation, summary of financial results, timely disclosed information, shareholder newsletters, and other information by placing them on TDnet and our website.
- We analyze trends in and results of exercise of voting rights for proposals made by the Company, and share them in the Board of Directors. In relation to a proposal against which a considerable number of shareholders voted at a general meeting of shareholders, the Board of Directors analyzes its cause, and directly or indirectly talk with shareholders in an appropriate way.
- When institutional investors and others who hold shares in the name of a trust bank, etc. want to personally exercise voting rights, we will respond to such case upon consultation.
- We strive to improve the environment by, for example, introducing a platform for exercising voting rights through electronic means to enable institutional investors and others to efficiently exercise voting rights.
The 104th Annual General Meeting of Shareholders
Capital Management Policy
At Okura Industrial, we are strengthening our foundational businesses and pursuing active investments in growth fields in line with the management vision “Next10(2030)” outlining where we want to be in 2030. However, the PBR languishes far below the 1.0 level. In addition to our low ROE, which has not yet reached the target of 8% or more, we believe this is due to the fact that we have not gained the full understanding of shareholders and investors regarding our business strategy and growth strategy aimed at corporate growth.
Given this situation, we aim to achieve a PBR of 1.0 or above by solving each issue in our business strategy, financial strategy, and non-financial strategy with the intention of swiftly achieving an ROE of 8% or more. In terms of our business strategy, we will work towards the culmination of “Medium-term Management Plan(2024)”, which is in its final year, and the formulation of “Medium-term Management Plan(2027)”, aiming to strengthen our earning capacity.
In terms of financial strategy, we will endeavor to optimize the balance of our capital structure and engage in improving capital efficiency. Turning to shareholder returns, we regard it as one of our top priority management issues. Our basic policy is to pay stable dividends, comprehensively taking into account business performance and the reserves needed for future development, and we aim to maintain a "Consolidated Dividend on Equity Ratio (DOE)"(*) of 3.0% or more (an indicator of stable profit distribution) and a dividend payout ratio of 30% or more (an indicator of profit distribution based on fluctuations in business performance) for the amount of dividends for each fiscal year.
In terms of non-financial strategy, we will promote sustainability and actively engage in dialogue with shareholders and investors. The status of progress on these efforts will be verified each year by the Board of Directors and disclosed so that the results can be incorporated into corporate management.