Governance | Basic policy for strategic shareholdings
Over the past 20 years, Nomura Group has consistently reduced its investments in strategic shareholdings that are not used for pure investment purposes. As of end of March 2020, our Company held 250 companies' stocks, total assets recorded on the balance sheet is ¥92.1 billion (total market value of holdings) and represented only 3.6% of our Tier1 capital.
Strategic shareholdings (billions of yen)
We have ongoing discussions concerning the value of strategic shareholdings (see below chart). Regarding strategic shareholdings, we balance the risks and costs involved in holding such shares with potential benefits into business strategy, such as additional opportunities to increase the revenues of our businesses through expansion of transactions, or business alliances with partners whose shares are held, and Nomura shall hold such shares only if such shareholdings will contribute to maintaining or enhancing the corporate value of the Nomura Group.
These topics are discussed by the Strategic Shareholders Discussion Committee established by Board of Directors (held twice during fiscal year ended March 2020). As a result, we will proceed with the sale of such shareholdings, where it has been determined to be reasonable upon consideration of the impact on the market and other circumstances.
Process for Reviewing the value of strategic shareholdings
Quantitative analysis regularly held for all strategic shareholdings
Verification of whether the return on required capital (Revenues and dividends from transactions with companies, etc.) exceeds the required level. If it meets the required level, we will continue to hold our position, and if not, we will conduct further qualitative analysis.
Confirm medium to long-term revenue projections for qualitative analysis
Qualitative analysis considers whether to continue to hold or sell based on medium to long-term revenue projections, holding objectives and periods, relationships with issuers and regional economies, and other strategic factors.