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Yoshitoshi Kitajima
President |
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To Our Shareholders
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Most people get a fresh idea of what “printing” is when we explain the various directions in which our business has branched out. From printing on paper to packaging materials, lifestyle materials, information recording media, liquid crystal color filters, electronic devices, and even life science . our products and services play important roles in people’s daily lives, and all are closely connected to “printing.”
DNP’s corporate vision is to provide “P&I solutions” that solve our customers’ problems by developing and combining the printing technologies (PT) and information technologies (IT) that we have cultivated for so many years. In the fiscal term ended March 2008, as in previous years, we actively promoted measures based on this vision in a variety of fields.
We responded to strong demand for displays not only by boosting production capacity for LC color filters and optical films, but also by implementing merger, acquisition, and other types of corporate tieups. In addition, we continued to create products and services based on consumers’ needs. Specifically, this included progress in our smart card-based information security business, IC tag business, digital print business, and development of content for mobile phones and data broadcasting. Furthermore, as examples of new businesses, we have been working hard at developing advanced and highly original technologies and products related to medical care, pharmaceuticals, health care and other life science fields, and to fuel cells, etc. in the energy field.
However, the business environment has remained very difficult, due to such factors as surging material costs and intensifying price competition. In the fiscal year through March 2008, DNP marked its fifth consecutive year of increased revenues and achieved a large increase in profits in our Electronics segment, but overall profits declined.
In order to overcome these difficulties and increase DNP’s corporate value in the future, I believe it is important to strive to improve ROE and to emphasize capital efficiency in addition to improving our bottom line by realizing our corporate vision. I believe that the best way to continuously improve DNP’s corporate value is to use appropriate financial strategies, invest aggressively in the most profitable fields where growth is likely, and further solidify our basis for growth.
Based on these ideas, we will continue to make every effort to be able to meet the expectations of our shareholders and everyone who holds a stake in DNP.
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