Updated Mar 17, 2026 by GungHo Online Entertainment
Legal · February 1, 2026
Published by GungHo Online Entertainment
GungHo Online Entertainment issued this formal response to shareholder proposals submitted by Strategic Capital and LIM Japan Event Master Fund for the Annual General Meeting of Shareholders scheduled for March 2026. The primary purpose of the communication is to detail the Board of Directors' opposition to all shareholder-led initiatives, arguing that the proposals do not contribute to the enhancement of corporate value. The opposition centers on two major themes: shareholder returns and corporate governance. Regarding returns, the board rejected a proposal for a 311-yen-per-share dividend and a 21.3-billion-yen share buyback, asserting that such a massive outflow—representing 57% of the company's cash and deposits—would jeopardize financial stability. Instead, the board introduced a new policy featuring a 4% Dividend on Equity (DOE) metric and a consolidated payout ratio of at least 50%. For the fiscal year ending December 2025, the company announced a 90-yen ordinary dividend and a 5.0-billion-yen share buyback, alongside the cancellation of 16 million treasury shares (23.1% of issued shares). On governance, the board rejected mandates to appoint an outside director as chair, maintaining that the Representative Director and President is best suited for the role due to deep operational knowledge. However, the company is voluntarily increasing its ratio of independent outside directors from 40% to 50% and doubling female board representation to 20%. Other rejected proposals included individual disclosure of director remuneration, the establishment of a third-party investigation committee, and the mandatory disclosure of sales by game title, which the board argued would cause a competitive disadvantage. The company maintains that its existing internal controls and revised remuneration systems already ensure sufficient transparency and alignment with shareholder interests.
GungHo Supplementary Explanator y Materials Regarding the Opinion of the Company ’s Board of Directors on Shareholder Proposals at the Annual General Meeting of Shareholders GungHoOnline Entertainment, Inc. GungHo February 13, 2026 February 13 2026 Securities code: 3765 Securities code: 3765
on Shareholder Proposals Ime Compamy s views on une P roposals The Company’s Views on the Proposals from Strategic Capital and LIM Japan Event Master Fund 1 Shareholder shareholderreturns Shareholder proposals regarding shareholder returns The Company will implement shareholder returns of an appropriate scale to enhance P2~ corporate value, taking into account the Company's operating environment. 2 Shareholder proposals regarding governance The Company has continued to strengthen its corporate governance in line with its P4~ circumstances and selected one additional independent outside director this year. 3 Other shareholder proposals P7~ None of those proposals would contribute to enhancing the Company's corporate value. The Board of Directors OPPOSES all of the Shareholder Proposals.
Regarding Shareholder Returns Proposals Summary of the reasons for opposition 1 Strategic Capital – Proposal No. 2 Appropriation of surplus ⚫ Given the characteristics of the Company’s core business, it is necessary to (Dividend of 311 yen maintain a stable financial base. per share) ⚫ If both proposals are approved, approximately 57% of the Company’s cash and deposits would flow out in the short time, which would be excessive as shareholder returns and would impede the enhancement of the Company’s 2 LIM Japan Event Master Fund – corporate value over the medium to long term. Proposal No. 4 ⚫ The Company has refined its approach to cash and deposits on hand and Acquisition of treasury shares revised its shareholder return policy and is implementing balanced and appropriate shareholder return measures (for details, please refer to the (Acquisition of treasury shares next page). in the amount of next page). 21.3 billion yen) 21.3 billion yen)
The Company’s Policy and Details on Shareholder Returns Policy on shareholder returns Dividends To balance management that emphasizes capital efficiency with stable and sustainable shareholder returns, the Company will introduce the DOE (dividend on equity) metric in addition to the dividend payout ratio. DOE indicator: 4% (Consolidated dividend payout ratio: 50% or more) Acquisition of treasury shares While comprehensively considering the market price of the Company’s shares and its financial condition, the Company positions acquisition of treasury shares as a flexible capital policy to improve return on capital and will implement them on an ongoing basis based on resolutions of the Board of Directors. Details of shareholder returns Year-end dividend for the fiscal year ending Dec 2025 An ordinary dividend of 90.00 yen per share(DOE: 4.0%) To be resolved at the Board of Directors meeting to be held on March 30, 2026 ※ Year-end dividend for the fiscal year ending Dec 2024: 60.00 yen per share Acquisition of Cancellation of treasury shares treasury shares Implementation of acquisition of treasury shares up to
Cancellation of treasury shares treasury shares Implementation of acquisition of treasury shares up to Cancellation of 5.0 billion yen or 2.1 million shares 16 million treasury shares (approximately 3.9% of the total issued shares, excluding (approximately 23.1% of the total issued shares prior to treasury shares) cancellation) 3
Regarding Governance (1/2) Proposals Summary of the reasons for opposition 1 Strategic Capital – Proposal No. 4 Proposal to amend the Articles of Proposal to amend the Articles of Incorporation with respect to the appointment of the presiding chair of the Board of Directors (requiring the presiding chair of the Board of Directors to be an outside director in principle) ⚫ The Company has established a sufficient framework for checks and supervision of management, with highly independent outside directors constituting at least one-third of the Board of Directors, and, following the Annual General Meeting of Shareholders in March, the ratio of outside directors will be increased to 50%, thereby further strengthening the governance structure. ⚫ In light of the Company’s current circumstances, the presiding chair of the Board of Directors should be the Representative Director and President, who has a thorough understanding of the Company’s business operations and can exercise leadership. 2 Strategic Capital – Proposal No. 5 Proposal No. 3 Proposal to amend the Articles of Incorporation with respect to the appointment of the chairman of the Board of Directors (requiring the chairman of the Board of Directors to be an outside director)
Akatsuki Inc. is transitioning its corporate governance and shareholder engagement strategies for the fiscal year ending March 31, 2025, by adopting a virtual-only format for its 15th Annual General Meeting. This shift emphasizes digital accessibility, allowing shareholders to participate via live online voting and a structured preliminary questioning system. The company’s strategic focus centers on balancing shareholder returns with long-term stability, evidenced by a proposed year-end dividend of ¥55 per share. This brings the total annual dividend to ¥95, marking a formal policy shift toward a 4% consolidated dividend on equity rate to ensure consistent payouts. The leadership structure is undergoing a formal renewal as the terms for the current board expire. The proposed slate of four directors and one auditor combines internal continuity with external oversight. CEO Tetsuro Koda and Kazuhiro Ishikura represent the core executive leadership, while the nomination of outside directors Hisashi Katsuya and Tetsuya Mizuguchi introduces specialized expertise in startup scaling and global game development. These appointments are designed to provide neutral, strategic advice while maintaining a robust governance framework supported by a detailed director skill matrix and independent officer oversight. To mitigate corporate risk and ensure operational resilience, the organization has implemented comprehensive contingency plans for its digital infrastructure and maintains liability insurance for its officers. This governance model aims to align the interests of the board with those of the shareholders while navigating the complexities of the global gaming and entertainment industries. By integrating legal, financial, and industry-specific expertise into its leadership tier, the company seeks to strengthen its oversight capabilities and maintain a competitive trajectory in an increasingly digital corporate environment.
The Management Board of PCF Group S.A. issued this formal opinion in April 2021 to justify a proposed amendment to the company’s articles of association. The primary objective is to authorize the Board to increase the share capital within a designated authorized capital limit and to grant the power to exclude existing shareholders' pre-emptive rights, subject to Supervisory Board approval. This strategic move is designed to provide the company with the financial flexibility and agility required to operate effectively within the highly dynamic global video game industry. The thesis of the document centers on the necessity of rapid capital mobilization for corporate growth. By bypassing the standard pre-emptive rights process, the Board can more efficiently execute acquisitions of new production teams, launch new studios, or take over existing game development entities. Such flexibility is deemed essential for competing on a global scale, particularly when transactions involve share swaps or require the continued involvement of the acquired entity's original owners. The Board emphasizes that this mechanism will reduce transaction costs and significantly shorten the time required to close strategic deals. The scope of the authorization is limited to a maximum period of three years and a capital increase not exceeding 5% of the current share capital. This limitation is intended to prevent significant shifts in the company's ownership structure while still supporting strategic goals such as self-publishing expansion and new concept development. Regarding the issue price of new shares, the Board proposes a flexible approach where the price is determined based on prevailing market conditions at the time of issuance, contingent upon the consent of the Supervisory Board to ensure shareholder protection. Ultimately, the Board concludes that these measures are in the best interest of the company and its long-term strategic objectives.
PCF Group S.A. initiated a strategic capital restructuring and governance overhaul through a series of resolutions aimed at financing an expanded production pipeline. The primary objective involves a share capital increase via the private subscription of up to 5,853,941 Series F ordinary shares. This issuance, targeting a fundraising goal between 205 million and 295 million PLN, is designed to bypass traditional pre-emptive rights to expedite funding for key development projects, including Project Dagger, Bifrost, and Victoria. While existing pre-emptive rights are waived to facilitate a book-building process among qualified investors, shareholders holding at least 0.25% of the company are granted priority rights to maintain their proportional ownership. The structural changes extend to the company’s Articles of Association, formalizing a concentrated governance model centered on a Group of Authorized Shareholders. This group, led by Sebastian Wojciechowski, retains the personal right to appoint the majority of the Supervisory Board and its Chairperson provided they maintain a collective 40% voting stake. Furthermore, specific provisions grant Wojciechowski the personal authority to appoint the CEO as long as his individual holding remains above 25%. These amendments are paired with the elimination of authorized capital provisions to protect investors from further dilution following the Series F issuance. Operational and financial protocols are also modernized to support the company’s growth on the Warsaw Stock Exchange. The updated statutes mandate the establishment of an Audit Committee and allow Management Board members to receive separate compensation for direct involvement in game production or advisory services. Financial transparency is reinforced through strict reporting timelines and the authorization of dividend advances. These measures collectively establish a framework for PCF Group S.A. to scale its production capabilities while consolidating executive control and ensuring the dematerialization and listing of new securities.
11 bit studios S.A. demonstrates a high level of alignment with the corporate governance standards established for the Polish capital market, though it maintains specific, intentional deviations based on cost-benefit analyses and strategic priorities. The company’s governance framework emphasizes a clear division of responsibilities between the Management and Supervisory Boards, prioritizing transparency in investor relations and strict adherence to internal audit and risk management protocols. While the company supports diversity and independence within its leadership structures, it currently opts out of several technical and linguistic recommendations, such as providing video transmissions of general meetings or maintaining a comprehensive English-language website, citing high implementation costs and a lack of significant shareholder demand. Shareholder relations are characterized by a focus on long-term growth over immediate capital distribution, as evidenced by a five-year suspension of dividend payments to fund strategic investments. Although the company facilitates shareholder participation through traditional means, it rejects the implementation of real-time electronic voting or bilateral communication during general meetings. Furthermore, while conflict-of-interest procedures and oversight of related-party transactions remain robust, the company does not fully comply with formal remuneration reporting standards. It has declined to establish a dedicated remuneration committee or a comprehensive remuneration policy report, choosing instead to provide only partial disclosures within its periodic activity reports. The scope of these governance practices reflects the company’s status as a listed entity on the Warsaw Stock Exchange during the 2016 fiscal period. The overall strategy balances the necessity of regulatory compliance with the practicalities of a growth-oriented business model. By maintaining rigorous internal controls and supervisory oversight while bypassing certain non-mandatory technical recommendations, the company aims to protect corporate interests and ensure operational efficiency without incurring what it deems unnecessary administrative expenses.