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Dai-ichi Life Holdings of Japan considers unsolicited acquisitions for international expansion, while the Financial Supervisory Service of South Korea emphasizes the need for companies to engage with shareholders to boost returns and corporate governance.
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How might Dai-ichi Life Holdings' international expansion impact its market position and competitiveness?
In what ways could the 'Corporate Value-up Programme' reshape South Korea's corporate landscape and attractiveness to investors?
What specific strategies can South Korean companies adopt to better engage with shareholders and improve shareholder value?
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