Job No: 101776 Proof Event: 22 Black Line Level: 2 Park Communications Ltd Alpine Way London E6 6LA
Customer: Schroders Project Title: Japan Trust Annual Report T: 0207 055 6500 F: 020 7055 6600
Job No: 101776 Proof Event: 22 Black Line Level: 2 Park Communications Ltd Alpine Way London E6 6LA
Customer: Schroders Project Title: Japan Trust Annual Report T: 0207 055 6500 F: 020 7055 6600
An important part of the portfolio construction process is regular
meetings to debate and receive peer group challenge. These
meetings provide a forum to discuss and debate investment
views and strategy, together with stock positions and stock ideas,
and importantly, serve to ensure vigorous debate.
Responsible investment and the
Company’s approach to ESG factors
The Company delegates responsibility for considering ESG
factors in investment decisions to its Manager. The Company’s
ESG approach also relies on a bottom-up approach, relying
on internal research and company meetings conducted by
Schroders’ analysts in Tokyo. The investment views are based
on a long-term assessment of quality, with a focus on the
sustainability of a company’s business model. In the evolving
Japanese equity market, identifying early signs of positive change
and understanding strengths, weaknesses, and changes in ESG
areas, particularly governance, strengthens the investment team’s
understanding of companies and informs investment decisions.
ESG analysis is enhanced through the use of Schroders’
proprietary models – SustainEx and Context. SustainEx calculates
a monetary value of the environmental and social externalities
that companies create, which is important to understand because
of the risk that these externalities may become internalised over
time due to factors like regulation and changes in consumer
behaviour. Context provides a systematic framework for analysing
the quality of a company’s relationship with its most material
stakeholders. Schroders believes that companies with strong ESG
management are more likely to perform better. It complies with
the UK Stewardship Code and provides regular reporting on its
policy implementation to the Board.
The Board also expects the Manager to engage with investee
companies, exercise voting rights, and promote responsible
practices. Schroders has a long history of engagement and
active ownership and it has engaged with companies on ESG
related matters for over 15 years. As active investors, Schroders
considers active ownership to be a key channel of influence
on management teams so that more sustainable practices are
properly considered in managing the companies.
Proxy votes are largely aligned with the Manager’s corporate
governance policy. The Manager’s integration of ESG, policy, and
engagement details can be found within Schroders’ Group-wide
Sustainable Investment Policy https://mybrand.schroders.com/
m/6197143c263420f5/original/Schroders-Group-Sustainable-
Investment-Policy.pdf
The Company’s stewardship
Schroders’ Japanese equity team is committed to local
stewardship activities in Japan and, in demonstration of this,
we have been signatories to the Japanese Stewardship Code
since 2014. In 2015 we established our Stewardship Committee,
chaired by Kazuhiro Toyoda and includes four further members
from our team in Tokyo. The purpose of the Committee is to
engage with companies on their ESG activities with the aim of
encouraging best practice and influencing change over time.
The Stewardship Committee maintains a Focus List of
engagement stocks, in consultation with the broader investment
team. There are currently 19 companies on the Focus List and a
further 13 companies have been removed from the list during the
lifetime of the Committee.
The prospects for improvement in these engagement stocks,
within a stated timeframe, are judged against the ESG/Context
analysis that is integrated into the research output for other
positions. The process is designed to ensure that our resources
are focussed on positions with the greatest potential for positive
impact within our portfolios. The relevant analyst will attend the
engagement meetings, ensuring that there is feedback within
the process, which enables a robust debate on prioritisation, time
horizon and themes for engagement.
In addition to the Focus List engagement, the team initiated
the programme of Climate Engagement upon the group wide
initiatives under the Engagement Blueprint published in February
2022. The team started with 33 Japanese companies in 2022
and have been discussing with company management on their
climate policy and its disclosures. In 2024, we narrowed down
the list to 15 companies and continue to engage with them
periodically to advocate Schroders’ approach and expectation
and shared our view on their climate disclosure and we aim to
identify areas for improvement for individual companies based on
our research output.
The Stewardship Committee members are also responsible for
all proxy voting and the Committee will discuss any contentious
items. We are also in regular contact with the proxy voting team
in London, which is responsible for voting for the Company,
to ensure that our views are aligned and that we are sending
consistent messages to companies. All records are disclosed in
Japan locally and globally.
Engagement case studies
We share below two examples of engagements we have carried
out with investee company management under our Stewardship
responsibilities.
NIPPON DENSETSU KOGYO is a construction company engaged
in the railway electrical, general electrical, and information and
communication businesses.
We have been engaging with Nippon Densetsu to improve
asset efficiency and return on capital, particularly through a
higher dividend payout and share buybacks. Although the mid-
term management plan announced in 2024 fell short of our
expectations, the company demonstrated notable improvements
in 2025.
In our June 2025 meeting with the CEO, we observed a stronger
commitment to achieving a ROE of 8% or more by streamlining
the overcapitalised balance sheet. The company has raised its
dividend payout ratio to a minimum of 40%, and the CEO noted
that additional improvements could be explored in the next
mid-term plan. Management also outlined plans to accelerate the
unwinding of cross-shareholdings, now targeting a 70% reduction
by March 2030 compared with March 2024 levels. This represents
a significant step-up from the initial plan, which aimed for a 50%
reduction by March 2032. Proceeds will be partly allocated to
shareholder returns, likely through a continued share buyback
programme.
Combined with revenue growth and operating margin
improvements, these initiatives should support the company in
achieving its Return on Equity (ROE) target. This in turn could
drive a re-rating of the price to book ratio toward 1x. Importantly,
the shift in management’s attitude toward shareholder
returns further strengthens our conviction in the company’s
trajectory, reflecting the constructive outcomes of our ongoing
engagement.
TOYOTA INDUSTRIES is a Toyota Motor affiliate auto parts maker
and a leading manufacturer of forklifts and material handling
systems.
We met with the company twice in 2025, in May (prior to
the AGM) and June (after the AGM). At the May meeting, our
discussions centred on the shareholder proposals and the
company’s information management framework in relation to the
takeover bid (TOB). We regarded the shareholder proposals as
broadly reasonable in light of the company’s ownership structure
Schroder Japan Trust plc Annual Report and Financial Statements 2025
Section 2: Investment Manager’s Review
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