Governance structure
Company with an Audit and Supervisory CommitteeWith a policy of continuously reducing the overall scale of cross-shareholdings, the company individually reviews their medium- to long-term economic rationale and future outlook once a year from the perspectives of business performance, cost of capital and other factors, and considers whether to sell holdings where their rationale may have been lost. The number of holdings and their value are Not disclosed.
Policy regarding shares of other companies held to maintain business relationships and for other purposes.
| Item | Details |
|---|---|
| Corporate Governance Structure | Company with an Audit and Supervisory Committee |
| Number of directors | 16 directors, including 8 outside directors |
| Committee | Nomination Advisory Committee: more than half of the members are independent outside directors, and the chair is an independent outside director. Remuneration Advisory Committee: more than half of the members are independent outside directors, and the chair is an independent outside director. In addition, the company has established the Group Strategy Formulation Committee, Sustainability Strategy Committee, Group Safety Promotion Committee, CX Strategy Committee, Investment and Other Matters Review Committee, and Comprehensive Human Resources Committee. |
| Policy on cross-shareholdings | With a policy of continuously reducing the overall scale of cross-shareholdings, the company individually reviews their medium- to long-term economic rationale and future outlook once a year from the perspectives of business performance, cost of capital and other factors, and considers whether to sell holdings where their rationale may have been lost. The number of holdings and their value are Not disclosed. |
Items this document does not state (4)
These are items the company does not state in this document. We do not leave them blank, nor fill them in from other sources or by inference.
The reasons the company gives
The company's own explanation, not something inferred from the numbers.To expedite decision-making and business execution by delegating authority to executive directors to make decisions on important business execution matters, and to strengthen the Board of Directors' oversight function.