Corporate Governance

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Policy and Basic Concept

Targets and Action Plan

Risks Opportunities
  • Occurrence of business continuity risk or unexpected loss resulting from the malfunction of corporate governance or internal control.
  • Improvement of transparency in decision-making, appropriate response to changes and establishment of a stable basis of growth enabled by the establishment of a firm governance system.

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Materiality SDGs Targets Impact Classification Issues to address Business area Commitment Specific approach Performance indicators Degree of Progress
Maintain Rigorous Governance Structures
Governance Maintaining and reinforcing a governance system for achieving sustainable growth Corporate governance We will implement highly effective supervision over the management from an independent and objective standpoint and ensure the appropriate and efficient execution of business operations by improving the transparency of our decision-making, aiming to our sustainable growth as well as the medium- and long-term improvement of our corporate value.
  • Appoint several outside Directors, who have a high level of independence that fulfills our independence criteria and are expected to contribute to the company management with a high level of knowledge in their respective fields.
  • Maintain a highly transparent and objective Directors’ and officers’ remuneration system, which can increase their motivation to contribute to our medium- and long-term improvement of our company’s performance and the improvement of our corporate value.
Continue to implement measures to strengthen the supervising function of the Board of Directors, through an annual evaluation of the Board of Directors.
  • We have maintained the diversity of the Board of Directors (always appointing one third or higher percentage of outside Directors- four outside Directors out of 11 Directors, two female Directors out of 11 Directors, two female Audit & Supervisory Board Members, and an outside Director and an outside Audit & Supervisory Board Member with a wide range of sufficient experience in corporate management).
  • The majority (four out of seven members) of the Governance, Nomination and Remuneration Committee and its chair continue to be outside Directors.
  • The chair of the Women’s Advancement Committee continues to be a female outside Director; half of the members are outside Directors and outside Audit & Supervisory Board Members, and half of the members are female (3 out of 6 in each case).

Structures and Systems

Board of Directors

Audit & Supervisory Board

Principal Internal Committees

Internal Control System