Strengthening Governance by Balancing Offensive and Defensive Approaches
First written in FY2016. 5 of 7 entries say "Advanced", first in FY2017. Latest entry: 2026-06-02.
19 other companies' latest entry also says "Restated".
- 2026-06-02RestatedGeneral Meetings of Shareholders
「指名・報酬委員会（委員長を独立社外取締役が務め、委員長を含む委員の過半数を独立社外取締役で構成）において意見聴取の後、取締役会において審議・承認の上決定しております。」
取締役候補者の決定において、独立社外取締役が過半数を占める指名・報酬委員会を関与させる体制を再確認した。 - FY2022AdvancedAnnual report
「Through this process, we changed the former Management Advisory Committee to the Nomination and Compensation Committee and appointed an independent outside director as its chair. With respect to the composition of the Board of Directors, we worked to ensure its independence and diversity by appointing women directors and maintaining the proportion of independent outside directors at one-third or more.」
Strengthened the independence and diversity of the Board of Directors through committee reorganisation, a structure chaired by an independent outside director, the appointment of women directors and a proportion of independent outside directors of one-third or more. - FY2021AdvancedAnnual report
「We are a company with a Board of Directors, which comprises 9 directors, including 4 outside directors, of whom 3 are independent officers. The Articles of Incorporation stipulate that “the Company shall have no more than 13 directors.” The Board of Directors generally meets once a month to determine basic policies concerning the operation of the Company and important matters relating to the execution of business, while supervising the duties of executive officers.」
Described a structure in which outside directors changed from 3 to 4 and independent officers from 2 to 3, while continuing to hold Board of Directors meetings once a month and supervise executive officers. - FY2019AdvancedAnnual report
「With respect to “G (governance),” in addition to responding to revisions to the Corporate Governance Code and timely and appropriate information disclosure, we worked to maintain and strengthen our compliance and risk management framework, including effective compliance training, and pursued further enhancement of capital efficiency and shareholder returns. We also introduced the concept of taking “DOE into account,” thereby further strengthening governance.」
Responded to revisions to the Corporate Governance Code, information disclosure and compliance training, and adopted an approach that also takes DOE into account. - FY2018AdvancedAnnual report
「We had also addressed the evaluation of the overall effectiveness of the Board of Directors, electronic exercise of voting rights and English translations of convocation notices. In addition, we had set targets for ROE and the total payout ratio and continued to pay interim dividends to further enhance capital efficiency and shareholder returns.」
In addition to the previous response to the Corporate Governance Code, stated that the evaluation of the overall effectiveness of the Board of Directors, electronic exercise of voting rights and English translations of convocation notices had been implemented. - FY2017AdvancedAnnual report
「As of July 2016, all items required by the Corporate Governance Code had been implemented. In addition, we had set targets for ROE and the total payout ratio and introduced interim dividends to further enhance capital efficiency and shareholder returns.」
Stated that all items of the Corporate Governance Code had been implemented under governance that balances offensive and defensive strategies. - FY2016First statedAnnual report
「We will promote management based on “balanced corporate governance” that balances the “offensive (profitability/capital efficiency)” and the “defensive (risk management).”」
This includes responding to the Corporate Governance Code, maintaining multiple independent outside directors and ensuring the effectiveness of the Board of Directors.