Members of the Board, Audit & Supervisory Board Members, and Executive Officers

As of June 23, 2023

Skills Matrix

ITOCHU’S corporate officers, regardless of whether they are inside or outside, bring their knowledge, experience, and high level of insight in their respective fields to management. To fully utilize the professional perspectives and high level of insight of each Outside Director and Audit & Supervisory Board Member, the areas in which they are expected to make a particular contribution are identified with ◎, after consultation with each officer.


Masahiro Okafuji

Keita Ishii

Fumihiko Kobayashi

Tsuyoshi Hachimura

Hiroyuki Tsubai

Hiroyuki Naka

Masatoshi Kawana

Makiko Nakamori

Kunio Ishizuka

Akiko Ito

Makoto Kyoda

Yoshiko Matoba

Kentaro Uryu

Tsutomu Fujita

Kumi Kobayashi

Masahiro Okafuji

Keita Ishii

Fumihiko Kobayashi

Tsuyoshi Hachimura

Hiroyuki Tsubai

Hiroyuki Naka

Masatoshi Kawana

Makiko Nakamori

Kunio Ishizuka

Akiko Ito

Makoto Kyoda

Yoshiko Matoba

Kentaro Uryu

Tsutomu Fujita

Kumi Kobayashi

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Name Role Principal Specialized Area of Experience / Areas in Which Officers are Expected to Make a Particular Contribution
All Aspects
of
Management
Global Marketing
/Sales
Self-Transformation
/DX
SDGs &
ESG
Health &
Medical Care
Finance,
Accounting &
Risk Management
Human
Resources
Strategy
Internal Control
& Legal Affairs
/Compliance
Masahiro
Okafuji

(December, 1949)

Chairman &
Chief Executive
Officer
Representative
Director

Keita
Ishii

(October, 1960)

President &
Chief Operating
Officer
Representative
Director

Fumihiko
Kobayashi

(June, 1957)

Representative
Director

Tsuyoshi
Hachimura

(July,
1957)

Representative
Director

Hiroyuki
Tsubai

(March, 1960)

Representative
Director

Hiroyuki
Naka

(January, 1964)

Representative
Director

Masatoshi
Kawana

(November, 1953)

Outside
Director

Makiko
Nakamori

(August, 1963)

Outside
Director

Kunio
Ishizuka

(September, 1949)

Outside
Director

Akiko
Ito

(February, 1962)

Outside
Director

Makoto
Kyoda

(February, 1964)

Full-time Audit
& Supervisory
Board Member

Yoshiko
Matoba

(November, 1963)

Full-time Audit
& Supervisory
Board Member

Kentaro
Uryu

(January, 1965)

Outside Audit
& Supervisory
Board Member

Tsutomu
Fujita

(March, 1960)

Outside Audit
& Supervisory
Board Member

Kumi
Kobayashi

(November, 1979)

Outside Audit
& Supervisory
Board Member

  • Note 1: For Inside Directors, the areas in which they have knowledge and experience are identified with 〇, and for full-time Audit & Supervisory Board Members, Outside Directors, and Outside Audit & Supervisory Board Members, the areas in which they are expected to make a particular contribution are identified with ◎, as stated previously.
  • Note 2: Harufumi Mochizuki, Atsuko Muraki, former Outside Directors of the Company, Kotaro Ohno, former Outside Audit & Supervisory Board Member of ITOCHU and Shotaro Yachi provide advice on the business management of ITOCHU in their capacities as members of the Advisory Board, enabling their extensive experience and expertise to be utilized in the business management of ITOCHU.

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Reasons for Selections of Principal Specialized Area of Experience/Areas in which Officers are Expected to Make a Particular Contribution
Area Reasons for Selection
All Aspects of Management ITOCHU is a general trading company that operates in diverse business sectors. The oversight of business operations requires knowledge of this area in order to participate in discussions about business plans and strategies that can enhance corporate value based on the spirit of “Sampo-yoshi”.
Global Knowledge of this area based on understanding different cultures and geopolitics is required because ITOCHU operates on a global scale as a general trading company.
Marketing / Sales Knowledge of these areas is required because promotion of “Earn” measures is a key element of ITOCHU’s operations, which depend on leveraging sales capabilities as a “Merchant,” from a market-oriented perspective.
Self-Transformation / DX ITOCHU realizes sustained growth by drawing on comprehensive strengths as a general trading company accompanied by self-transformation in a flexible manner that reflects changes in the external environment. ITOCHU does not make DX itself a target. Instead, by self-transformation, ITOCHU steadily builds up individual projects that are expected to swiftly contribute to profit namely those that optimize supply chains, etc. while leveraging existing business foundations. Knowledge of these areas is required for taking these actions.
SDGs & ESG ITOCHU aims for sustained growth with a commitment to capitalism with greater emphasis on serving all stakeholders, which is “Sampo-yoshi capitalism.” ITOCHU sets to solve the seven identified material issues through business operations, including addressing climate change, to contribute to accomplishing the Sustainable Development Goals (SDGs). Consequently, knowledge of these areas is required.
Health & Medical Care People is the most valued management resource of ITOCHU. Developing capability and enhancing the health is essential for maintaining a powerful workforce that can fulfill our Guideline of Conduct: “I am One with Infinite Missions.” Consequently, knowledge of these areas is required.
Finance, Accounting & Risk Management Sustained growth requires strong financial foundation, accurate financial reports, and the analysis of risks when examining M&A and other projects. A quantitative framework of administrative divisions which support business divisions is also essential. Consequently, knowledge of these areas is required for constantly implementing the “Earn, Cut, Prevent” principles.
Human Resource Strategy ITOCHU clearly identifies human resources as a key component of management strategy. Knowledge of this area is required in order to effectively implement various initiatives, such as work-style reforms to enhance corporate value.
Internal Control & Legal Affairs / Compliance ITOCHU maintains an appropriate structure for the monitoring and audit of management in order to ensure appropriate and efficient execution of operation. Knowledge of these areas is required in order to make constant improvements to this structure and implement “prevent” measures.

Structure of the Board of Directors (Diversity・Ratio of Outside Directors)

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Role Inside Directors Outside Directors Ratio of Female Directors Ratio of Outside Directors
FYE2024 Members of the Board

6

4

20%

2

40%

4

Audit & Supervisory Board Member

2
(Male 1, Female 1)

3
(Male 2, Female 1)

40%
(2)

60%
(3)

FYE2023 Members of the Board

6
(Male 6)

4
(Male 2, Female 2)

20%
(2)

40%
(4)

Audit & Supervisory Board Member

2
(Male 1, Female 1)

3
(Male 3)

20%
(1)

60%
(3)

President, Machinery Company