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

Scroll

Name	Role	Principal Specialized Area of Experience / Areas in Which Officers are Expected to Make a Particular Contribution
Name	Role	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.

Scroll

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)

Scroll

	Role	Inside Directors	Outside Directors	Ratio of Female Directors	Ratio of Outside Directors
FYE2024	Members of the Board	6	4	20% 2	40% 4
FYE2024	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)
FYE2023	Audit & Supervisory Board Member	2 (Male 1, Female 1)	3 (Male 3)	20% (1)	60% (3)

President, Machinery Company