Strengthening Corporate Governance through Independent Outside Directors and Corporate Auditors
First written in FY2018-Q1. 10 of 11 entries say "Restated". Latest entry: FY2021.
The whole theme swung hardest in 2023: 14 of 103 companies on the "Worse" side.
69 other companies' latest entry also says "Restated".
- FY2021RestatedAnnual report
「The Board of Directors comprises 8 directors, including 3 outside directors, and meets monthly. It makes decisions on management policies, important matters relating to the execution of business and other matters prescribed by law, while supervising the execution of business.」
The company has reaffirmed its oversight framework, with 3 of the Board of Directors' 8 members being outside directors and the Board meeting monthly. It also describes the operation of the Audit & Supervisory Board, Advisory Board and liaison meetings for outside officers. - FY2020-Q3RestatedAnnual report
「Within its corporate governance framework, the company has long made effective use of the audit & supervisory board system. From the perspective of strengthening the mechanisms for monitoring management and selecting the most suitable executives, it established an Advisory Board in 2004 to undertake the functions of a nomination and compensation committee, with meetings held twice a year, and began appointing outside directors in 2006. It has actively worked to build a highly effective and advanced corporate governance framework since an early stage, particularly among Japanese companies. At present, to further strengthen the Board of Directors' oversight function, at least 1/3 of the Board comprises highly independent outside directors.」
The company has reaffirmed its governance framework, including the audit & supervisory board function, Advisory Board and outside directors, as well as the framework in which independent outside directors account for at least 1/3 of the Board of Directors. - FY2020-Q2RestatedAnnual report
「Within its corporate governance framework, the company has long made effective use of the audit & supervisory board system. From the perspective of strengthening the mechanisms for monitoring management and selecting the most suitable executives, it established an Advisory Board in 2004 to undertake the functions of a nomination and compensation committee, with meetings held twice a year, and began appointing outside directors in 2006. It has actively worked to build a highly effective and advanced corporate governance framework since an early stage, particularly among Japanese companies. At present, to further strengthen the Board of Directors' oversight function, at least 1/3 of the Board comprises highly independent outside directors.」
The company has reaffirmed its governance framework, including the audit & supervisory board function, Advisory Board and outside directors, as well as the framework in which independent outside directors account for at least 1/3 of the Board of Directors. - FY2020-Q1RestatedAnnual report
「At present, to further strengthen the Board of Directors' oversight function, at least 1/3 of the Board comprises highly independent outside directors.」
The company has reaffirmed an oversight framework in which highly independent outside directors account for at least 1/3 of the Board of Directors. - FY2019-Q3RestatedAnnual report
「At present, to further strengthen the Board of Directors' oversight function, at least 1/3 of the Board comprises highly independent outside directors. In addition to holding monthly Audit & Supervisory Board meetings, audit & supervisory board members attend important meetings, including Group Management Committee and Board of Directors meetings, and express their views from an independent and objective standpoint.」
The company has reaffirmed a framework for strengthening oversight by having highly independent outside directors account for at least 1/3 of the Board of Directors and having audit & supervisory board members attend monthly Audit & Supervisory Board meetings and important meetings. - FY2019-Q2RestatedAnnual report
「At present, to further strengthen the Board of Directors' oversight function, at least 1/3 of the Board comprises highly independent outside directors. In addition to holding monthly Audit & Supervisory Board meetings, audit & supervisory board members attend important meetings, including Group Management Committee and Board of Directors meetings, and express their views from an independent and objective standpoint.」
The company has reaffirmed a framework for strengthening oversight by having highly independent outside directors account for at least 1/3 of the Board of Directors and having audit & supervisory board members attend monthly Audit & Supervisory Board meetings and important meetings. - FY2019-Q1RestatedAnnual report
「At present, to further strengthen the Board of Directors' oversight function, at least 1/3 of the Board comprises highly independent outside directors. In addition to holding monthly Audit & Supervisory Board meetings, audit & supervisory board members attend important meetings, including Group Management Committee and Board of Directors meetings, and express their views from an independent and objective standpoint.」
The company has reaffirmed a framework for strengthening oversight by having highly independent outside directors account for at least 1/3 of the Board of Directors and having audit & supervisory board members attend monthly Audit & Supervisory Board meetings and important meetings. - FY2018RestatedAnnual report
「At present, to further strengthen the Board of Directors' oversight function, at least 1/3 of the Board comprises highly independent outside directors. In addition to holding monthly Audit & Supervisory Board meetings, audit & supervisory board members attend important meetings, including Group Management Committee and Board of Directors meetings, and express their views from an independent and objective standpoint.」
The company has reaffirmed a framework for strengthening oversight by having independent outside directors account for at least 1/3 of the Board of Directors and having audit & supervisory board members participate in monthly Audit & Supervisory Board meetings and important meetings. - FY2018-Q3RestatedAnnual report
「At present, to further strengthen the Board of Directors' oversight function, at least 1/3 of the Board comprises highly independent outside directors. In addition to holding monthly Audit & Supervisory Board meetings, audit & supervisory board members attend important meetings, including Group Management Committee and Board of Directors meetings, and express their views from an independent and objective standpoint.」
The company has reaffirmed a framework for strengthening oversight by having highly independent outside directors account for at least 1/3 of the Board of Directors and having audit & supervisory board members participate in monthly Audit & Supervisory Board meetings and important meetings. - FY2018-Q2RestatedAnnual report
「At present, to further strengthen the Board of Directors' oversight function, at least 1/3 of the Board comprises highly independent outside directors. In addition to holding monthly Audit & Supervisory Board meetings, audit & supervisory board members attend important meetings, including Group Management Committee and Board of Directors meetings, and express their views from an independent and objective standpoint.」
The company has reaffirmed a framework for strengthening oversight by having highly independent outside directors account for at least 1/3 of the Board of Directors and having audit & supervisory board members participate in monthly Audit & Supervisory Board meetings and important meetings. - FY2018-Q1First statedAnnual report
「At present, to further strengthen the Board of Directors' oversight function, at least 1/3 of the Board comprises highly independent outside directors. In addition to holding monthly Audit & Supervisory Board meetings, audit & supervisory board members attend important meetings, including Group Management Committee and Board of Directors meetings, and express their views from an independent and objective standpoint.」
The company is strengthening oversight by having highly independent outside directors account for at least 1/3 of the Board of Directors and having audit & supervisory board members participate in monthly Audit & Supervisory Board meetings and important meetings. It also continues to seek to strengthen the framework based on Japan's Corporate Governance Code.