Enhancement of the Corporate Governance Framework
First written in FY2017. 4 of 5 entries say "Advanced", first in FY2019. Latest entry: FY2025.
- FY2025AdvancedAnnual report
「In addition, to improve the Board's effectiveness, the company conducts an annual evaluation of the effectiveness of the Board of Directors. Based on questionnaires completed by each director, an independent advisory committee analyzes and evaluates the results and submits its recommendations to the Board. The Board discusses the final evaluation and responses, and publishes an overview of the results.」
The company continues to evaluate the effectiveness of the Board of Directors through questionnaires, analysis and recommendations by the advisory committee, and discussion and disclosure by the Board. The Board met 21 times during the fiscal year, and the advisory committee met 8 times. - FY2023AdvancedAnnual report
「To help realize a circular society through its reuse business, including motorcycles, and improve corporate value over the medium to long term, the company recognizes sustainability as an important issue. An advisory committee chaired by the representative director and president and the Risk Management Committee work with the relevant departments to monitor sustainability-related matters, discuss response measures and verify initiatives, and report to the Board of Directors.」
The company explicitly states that the advisory committee and Risk Management Committee monitor, discuss and verify sustainability-related matters and report to the Board of Directors. - FY2020AdvancedAnnual report
「To further strengthen corporate governance, the company will address ensuring diversity among Board members, active involvement by the Board in the succession development plan for the representative director, establishing a development framework for next-generation management, and improving the operation of objective and transparent procedures for the appointment and dismissal of the representative director and senior management. It will thereby pursue sustainable growth and an improvement in corporate value over the medium to long term.」
In addition to existing issues concerning Board diversity, succession development and appointment and dismissal procedures, the company explicitly identifies the establishment of a development framework for next-generation management. - FY2019AdvancedAnnual report
「To further strengthen corporate governance, the company will address issues identified through the evaluation of the effectiveness of the Board of Directors, including ensuring diversity among Board members, active involvement by the Board in the succession development plan for the representative director, and improving the operation of objective and transparent procedures for the appointment and dismissal of the representative director and senior management. It will thereby pursue sustainable growth and an improvement in corporate value over the medium to long term.」
In addition to the existing company-with-an-audit-and-supervisory-committee structure and advisory committees, the company explicitly addresses issues concerning diversity, succession development, and appointment and dismissal procedures identified through the Board effectiveness evaluation. - FY2017First statedAnnual report
「The company transitioned to a company with an audit and supervisory committee on 24 February 2017 and is strengthening the supervisory and monitoring functions of outside directors over the execution of operations.」
Through the transition to a company with an audit and supervisory committee, oversight by outside directors, the executive officer system and advisory committees with a majority of outside directors, the company is pursuing faster decision-making and stronger oversight functions.