Komori

Corporate Governance Report 2026/07/14

The effectiveness of the Board of Directors was evaluated for fiscal 2024, and the issues to be addressed in fiscal 2025 were identified with respect to the Board’s role and operation, dialogue with shareholders and investors, and the roles and composition of the committees. The company has a three-committee board structure, with 7 outside directors and 5 independent outside directors among its 10 directors.

Worth reading
74In focus
0–100. This measures how worthwhile something is to read, not how good or bad the company is.
Direction
Neutral
Direction inferred from the company’s description.
Scale
10
Directors (including 7 outside directors and 5 independent outside directors)
Wording
Definitive
How definitive the wording is.

Governance structure

Company with Three Committees
Controlling shareholder
No controlling shareholder

When one company holds most of the voting rights, its wishes are more likely to prevail in management. How the interests of minority shareholders are protected is a key issue.

Board of Directors10 membersof which 7 outside70.0%
Half
OutsideIn-house

社外取締役は、その会社の出身ではない取締役です。半数の線を超えると、取締役会の多数を社外の人が占めることになります。The percentage represented by the dotted line was calculated from the publicly disclosed number of people.

Number of independent officers5Number

This is the number of people reported to the exchange as independent officers. Whether someone is an outside officer and whether they qualify as independent are separate determinations.

Committee3
Nomination CommitteeAudit CommitteeCompensation Committee
Percentage of outside members Outside directors constitute a majority of the members of each committee. The Audit Committee consists of 6 outside directors, including 5 independent outside directors.
Policy on cross-shareholdings

The company does not hold shares as strategic shareholdings except where they are deemed to contribute to the stable procurement of materials, strengthening relationships with customers, or enhancing corporate value over the medium to long term. If a holding no longer conforms to the holding policy, the company will proceed with its sale and reduction as appropriate. Each year, the Board of Directors verifies the rationale for continuing to hold each individual issue and discloses the results. The number and value of holdings are not disclosed.

Policy regarding shares of other companies held to maintain business relationships and for other purposes.

Takeover defenses

Not adopted (to be considered as necessary)

Pre-agreed countermeasures in preparation for an unsolicited takeover attempt.

Changes this time

The effectiveness of the Board of Directors was evaluated for fiscal 2024. The priority issues for fiscal 2025 are the Board’s role and skills matrix, matters submitted for deliberation and deliberation time, dialogue with shareholders and investors, and the roles and composition of the committees.

Governance structure
ItemDetails
Corporate Governance StructureCompany with Three Committees
Number of directorsTotal number 10 / Outside 7
Number of independent officers5
CommitteeName Nomination Committee, Audit Committee, Compensation Committee / Percentage of outside members Outside directors constitute a majority of the members of each committee. The Audit Committee consists of 6 outside directors, including 5 independent outside directors.
Policy on cross-shareholdingsThe company does not hold shares as strategic shareholdings except where they are deemed to contribute to the stable procurement of materials, strengthening relationships with customers, or enhancing corporate value over the medium to long term. If a holding no longer conforms to the holding policy, the company will proceed with its sale and reduction as appropriate. Each year, the Board of Directors verifies the rationale for continuing to hold each individual issue and discloses the results. The number and value of holdings are not disclosed.
Takeover defensesNot adopted (to be considered as necessary)
Controlling shareholderNo controlling shareholder
Changes this timeThe effectiveness of the Board of Directors was evaluated for fiscal 2024. The priority issues for fiscal 2025 are the Board’s role and skills matrix, matters submitted for deliberation and deliberation time, dialogue with shareholders and investors, and the roles and composition of the committees.

The reasons the company gives

The company's own explanation, not something inferred from the numbers.

To ensure and enhance the effectiveness of the Board of Directors and continuously improve its management oversight function, deliberations, dialogue with shareholders and investors, and the functions of the committees.

How to read this page

This is not the documentKomori reads the disclosure the company filed and writes this summary. Figures are as stated by the company and are not audited.
Weight is not a verdictIt measures how much this changes what the company had already told the market. It is not a view on the shares.
Corrections happenIf the company reissues this disclosure, the page is rebuilt from the corrected version and the revision number moves up.
Corporate Governance Report 2026/07/14 | Hitachi Construction Machinery Co.,Ltd. (6305) timely disclosure | Komori