Corporate Governance Structure

Corporate Governance System

The Company conducts a diverse range of business globally. Accordingly, the Company has established a corporate audit governance model of a Company with auditors in which the Board of Directors consisting of Internal Directors and Outside Directors has been established in order to ensure rapid and efficient decision-making and appropriate supervisory functions in management. The Company has determined that this governance model is functioning effectively as set forth in items (a) and (b) below. Therefore, the Company will retain the current governance structure.

(a) Ensuring rapid and efficient decision-making

The Company ensures rapid and efficient decision-making by appointing Directors who serve concurrently as Executive Officers and are well-versed in the Company’s diverse business activities.

(b) Appropriate supervisory functions

The Company ensures appropriate supervisory functions by implementing various measures, including appointing Outside Directors that account for a third or more of the members of the Board of Directors; establishing the Audit & Supervisory Board Member’s Office; fostering collaboration among the Audit & Supervisory Board Members, the Audit Department and the Accounting Auditor; and carrying out advance briefings, on the same occasion, on matters referred to the Board of Directors for both Outside Directors and Outside Audit & Supervisory Board Members.

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Board of Directors

The Board of Directors comprises 11 Directors (including five Outside Directors; 10 males and one female. The percentage of female director on the Board is 9%), and makes decisions regarding management policy and other important matters and supervises the execution of duties by Directors.

To clearly segregate management and execution, the Chairman of the Board without representative rights and the authority for business execution, in principle, chairs the Board of Directors Meetings.

The term of Board of Directors is one year to clarify management responsibility and flexibly build optimum management structure in response to changing management environment.

Audit & Supervisory Board

The Audit & Supervisory Board comprises five Audit & Supervisory Board Members (including three Outside Audit & Supervisory Board Members). The Company adopts a corporate audit governance system and each of Audit & Supervisory Board Members is responsible for overseeing Directors in the execution of their duties by attending important meetings, such as the Board of Directors Meetings, and by monitoring business activities and financial conditions in accordance with the auditing policies and plans set by the Audit & Supervisory Board.

The Audit & Supervisory Board Members and the Accounting Auditor are striving to grasp the audit status of each other through measures such as exchanging information at monthly meetings. The Company's Accounting Auditor for the FY2020 is Ernst & Young ShinNihon LLC. The Audit & Supervisory Board and the Audit Department, a department which performs internal audits, exchange opinions at monthly meetings and implement audit operations through close cooperation. In the fiscal year ended March 31, 2021, the Audit & Supervisory Board met 16 times, and all Audit & Supervisory Board Members were present at all meetings of the Audit & Supervisory Board during their terms of office.

The President holds meetings with the Audit & Supervisory Board Members on a regular basis, reports on execution of duties and exchange opinions. Other Directors, Group CEOs, COOs and Corporate Staff Group General Managers report their duty execution status to the Audit & Supervisory Board Members every year. Officers immediately report to the Audit & Supervisory Board Members when they discover that there is a concern that the Company will suffer significant damage.

Corporate Management Committee

The Corporate Management Committee is an advisory committee for the President and consists of four Representative Directors including the President, one Senior Executive Vice President, one Senior Managing Executive Officer and three Managing Executive Officers. It deliberates important matters related to management.

Committee of Heads of Divisions

The members of the Committee of Heads of Divisions are the President, the representative directors, the Division COOs and Regional CEOs and COOs appointed by the President. They discuss matters pertaining to budgeting, account settlement and financial planning as well as other issues related to the execution of business.

Committee of Executive Officers

The Committee of Executive Officers consists of 37 Executive Officers (four of whom also serve as Director) to communicate management policies issued by the President and other information and discuss matters that affect business execution such as financial performance and results of internal audits.

Nomination Committee

The Nomination Committee is an advisory body to the Board of Directors and the majority of its members are Outside Directors/Audit & Supervisory Board Members. The Nomination Committee deliberates on nomination of candidates for the positions of Director and Audit & Supervisory Board Member and reports to the Board of Directors.

Committee’s Members: Inside Directors 1, Outside Directors 3
Chairperson: Outside Director

Governance and Remuneration Committee

The Governance and Remuneration Committee is an advisory body to the Board of Directors and the majority of its members are Outside Directors/Audit & Supervisory Board Members. The Governance and Remuneration Committee deliberates on the policy for determining remuneration for Directors and Executive Officers as well as appropriateness of the level of remuneration, and reports to the Board of Directors. The committee also conducts evaluation and review concerning the overall Board of Directors, including its composition and operation, and reports to the Board of Directors.

Committee’s Members: Inside Directors 2, Outside Directors 2, Outside Audit & Supervisory Board Members 2
Chairperson: Outside Director

Overview of Corporate Governance Systems

Organization Form Company with auditors
Chairperson of the Board Chairman
Number of Directors 11 (including 5 Outside Directors)
Number of Audit & Supervisory Board Members 5 (including 3 Outside Members of Audit & Supervisory Board)

All Outside directors and audit & supervisory board members are independent officers as defined by the Tokyo Stock Exchange.

Number of Times convened in FY2020 : Major Board and Committee Meetings

Board of Directors 18 times
Audit & Supervisory Board 16 times
Corporate Management Committee 40 times
Committee of Heads of Divisions 3 times
Committee of Executive Officers 3 times

Committees

The Company has established various committees for strengthening of corporate governance. Main committees and their roles are as follows:

Committee Role Chairman Meeting Frequency
Investment and Credit Committee
The committee discusses projects subject to the internal approval (“Ringi”). The Investment and Credit Committee makes decisions on proposals to be submitted to the Corporate Management Committee. Managing Executive Officer, Member of the Board
(Takayuki Furuya)
Once a week, as a rule
Compliance Committee The committee provides support and guidance with regard to practicing compliance as well as establishment, maintenance and management of the compliance system of the Marubeni Group. Senior Managing Executive Officer, Member of the Board
(Mutsumi Ishizuki)
Four times a year, as a rule, and whenever necessary
Sustainability Management Committee The committee deals with the identification and periodic review of “Materiality” which takes into account the ESG (environmental value, social value and governance) point of view as it pertains to business fields as a whole and also operates in areas related to sustainability, including ESG support Managing Executive Officer, Member of the Board
(Takayuki Furuya)
Once a year, as a rule, and whenever necessary
Internal Control Committee The committee confirms and reviews status of formulation and operation of basic internal control policy in accordance with the Companies Act, drafts their revision proposals, develops and operates system and evaluates effectiveness regarding financial reporting in accordance with the Financial Instruments and Exchange Act and prepares internal control report drafts. Senior Managing Executive Officer, Member of the Board
(Mutsumi Ishizuki)
Held as necessary
Disclosure Committee

The committee formulates principles and basic policy drafts regarding disclosure, establishes and improves the internal system regarding statutory disclosure and timely disclosure and judges the significance and appropriateness regarding statutory disclosure and timely disclosure.

Managing Executive Officer, Member of the Board
(Takayuki Furuya)
Held as necessary

Roles and Functions of Outside Directors and Outside Audit & Supervisory Board Members

Roles and Functions of Outside Directors

Outside directors offer opinions on business management drawn from their broad experience and high-level perspective, and give advice to better implement corporate governance.
Outside directors attend the meetings of the Board of Directors and the Committee of Executive Officers, making active contributions from the perspective of internal control. Prior to meetings, Outside Directors are provided with agendas and fully briefed on management issues and project execution status. Two of the Outside Directors are members of the Governance and Remuneration Committee (one is the chairman) and three are members of the Nomination Committee (one is the chairman).

*Please refer to [the Corporate Governance Report]for Reasons of Appointment.

Roles and Functions of Outside Audit & Supervisory Board Members

Outside Audit & Supervisory Board Members monitor the directors' execution of duties and draw upon their wealth of professional expertise to offer various recommendations and advice to enhance the Audit & Supervisory Board.
Outside Audit & Supervisory Board Members attend meetings of the Audit & Supervisory Board and also the Board of Directors and Committee of Executive Officers. In addition, the Outside Audit & Supervisory Board Members meet with the President on a regular basis, as well as with members of the Audit Department, Corporate Accounting Department, and outside auditors, for an exchange of opinions. They receive audit-related information from Full-time Audit & Supervisory Board Member, which they use in the execution of their auditing duties. Two of the Outside Audit & Supervisory Board Members are also members of the Governance and Remuneration Committee.

*Please refer to [the Corporate Governance Report]for Reasons of Appointment.

Executive Compensation

Amounts of executive compensation, details of policies regarding calculation methods used to decide compensation, and methods for making compensation decisions are as follows.
Compensation for directors and Audit & Supervisory Board Members is decided based on limits to the amount of total compensation for directors and Audit & Supervisory Board Members determined by the General Meeting of Shareholders. Compensation for directors is decided through a process involving discussion and formulation of proposals by the Compensation Consultative Committee, a body whose membership consists of a majority of outside executives, with the proposals then being approved by the Board of Directors. Compensation for individual Audit & Supervisory Board Members is decided through deliberation by the Audit & Supervisory Board Members.
The remuneration of Directors other than Outside Directors consists of basic remuneration, which is a fixed amount that is in accordance with the roles of the Directors, performance-linked remuneration, which is linked to consolidated business results in the previous fiscal year, additional pay, and personal evaluation pay, and stock compensation-type stock options with market value conditions.
An amount corresponding to 80% of the aggregation of basic compensation and performance-linked compensation is granted in cash, and an amount corresponding to 20% of that amount is granted as stock compensation-type stock options. Stock compensation-type stock options have been introduced with the aim of sharing the benefits and risks of stock price fluctuations with shareholders and further boosting motivation to improve the Company’s stock price and corporate value.
Also, in FY2019, the Company newly introduced stock compensation-type stock options with market value conditions, and this is with the aim of boosting the incentive to improve future market value. And Audit & Supervisory Board Members, all of whom are completely independent from business execution, consists entirely of basic compensation.

The total of remuneration and other payments for Directors and Audit & Supervisory Board Members in the FY2019

  • Directors -- seven people: the total -- 804 million yen
  • Audit & Supervisory Board Members -- three people: the total -- 87 million yen
  • Outside Directors/Audit & Supervisory Board Members -- seven people: the total of remuneration, etc. -- 106 million yen
  • The amounts less than 1 million yen are rounded off.
  • By resolution of the General Meeting of Shareholders, the maximum annual amount of remuneration for Directors has been set at “1,100 million yen (including 120 million yen for Outside Directors)” (by resolution of the 96th Ordinary General Meeting of Shareholders held on June 19, 2020, with 11 Directors related to the decision [including five Outside Directors]), the maximum monthly remuneration for Audit & Supervisory Board Members has been set at “12 million yen” (by resolution of the 88th Ordinary General Meeting of Shareholders held on June 22, 2012, with 5 Directors related to the decision), and the maximum annual amount of compensation concerning stock compensation-type stock options for Directors (excluding Outside Directors) has been set at 220 million yen (by resolution of the 92nd Ordinary General Meeting of Shareholders held on June 24, 2016, with 6 Directors related to the decision).
  • The Company abolished the retirement remuneration plan at the close of the 83rd Ordinary General Meeting of Shareholders held on June 22, 2007 and resolved on making a final payment of retirement remuneration accompanying the abolishment of the retirement remuneration plan. In accordance with the resolution, the Company decided to pay retirement remuneration to each Director who is eligible to receive the final payment either at the time of retirement as Director or at the time of retirement as Executive Officer, whichever is later, and to each Audit & Supervisory Board Member who is eligible to receive the final payment at the time of retirement as Audit & Supervisory Board Member. In the FY2019, retirement remuneration which paid to Directors/Audit & Supervisory Board Members who are eligible to receive a final payment in relation to the abolition of the Retirement Remuneration plan was 13 million yen.

Individuals to whom the total amount of compensation paid exceeded 100 million yen in the FY2019:

  • Kokubu (Director): The total – 162 million yen (cash compensation of 126 million yen and stock compensation-type stock options worth 36 million yen).
  • Kakinoki (Director): The total – 201 million yen (cash compensation of 153 million yen and stock compensation-type stock options worth 48 million yen).
  • Matsumura (Director): The total – 127 million yen (cash compensation of 97 million yen and stock compensation-type stock options worth 30 million yen).
  • Yabe (Director): The total – 103 million yen (cash compensation of 83 million yen and stock compensation-type stock options worth 20 million yen).

Evaluation of the effectiveness of the board of directors

As for effectiveness evaluations regarding the Board of Directors, the Governance and Remuneration Committee, the majority of whose members are Independent Outside Directors/Audit & Supervisory Board Members, assesses and reviews the Board of Directors as a whole, including its composition and operation, etc., and then reports to the Board of Directors. Then, based on deliberations in meeting of the Board of Directors, an overview of the evaluation results is disclosed, and this is utilized to make improvements regarding the operation, etc. of the Board of Directors.
As for the effectiveness evaluation regarding the Board of Directors in FY 2020, in order to extract more specific issues, the Corporation held an interview with all Directors and Audit & Supervisory Board Members in addition to conducting the questionnaire that was conducted until last year.

I. Evaluation framework and techniques

1. Target persons

  • All Directors (11 people) and Audit & Supervisory Board Members (5 people)

Current posts as of December 2020

2. Implementation method

  • Questionnaire and interview (responded to anonymously)

Utilization of outside specialized organization for implementation

3. Evaluation items

  1. (1) Roles and responsibilities of the Board of Directors
  2. (2) Relationship between Board of Directors and management team executives
  3. (3) Organizational design and composition of the Board of Directors; qualities, and knowledge of Directors (Board of Directors)
  4. (4) Deliberations at meetings of the Board of Directors
  5. (5) Relationship and dialogues with shareholders
  6. (6) Handling of stakeholders other than shareholders
  7. (7) Overview and others

4. Evaluation process

With the content of the questionnaire responses and interviews as a basis, the Board of Directors carried out deliberations based on assessments and reviews by the Governance and Remuneration Committee regarding the Board of Directors as a whole including its composition and operation, etc.

II. Overview of evaluations results

1. Overview

Based on assessments and reviews by the Governance and Remuneration Committee, the Board of Directors has deliberated, and it has been confirmed that an effective Board of Directors is being operated.

In particular, the Corporation’s provision of sufficient education opportunities and information to Outside Officers was seen as highly valuable. Also highly valued were the atmosphere of the Board of Directors, which is inducive to conversation for Outside Officers; the provision of sufficient time to consider each item on the agenda; and the provision of information and issues in sufficient content and frequency to the Board of Directors.

2. Handling issues in effectiveness evaluations pertaining to the Board of Directors in FY2019

(1) strengthening supervision and monitoring of management policies from the viewpoint of improvements in mid- to long-term corporate value
Members of the Board of Directors discussed the business environment under COVID-19 and the Basic Policy of Management Strategy in GC2021. They also freely discussed opportunities outside of the Board of Directors to enhance the supervision and monitoring functions of the Board. Taking into account the results of questionnaires and interviews, evaluation of these items was improved compared to evaluation results in FY2019.

(2) enhancing discussions based on feedback to the Board of Directors regarding expectations from shareholders
Expectations from shareholders (obtained through earnings briefings and group meetings for institutional investors and briefings for individual investors) and related policy and status updates were reported in a timely manner by the President and CFO, as Director in charge of IR, to the Board of Directors. Taking into account the results of questionnaire and interview, evaluation of these items was improved compared to evaluation results in FY2019.

In order to enhance the corporate governance system, the Board of Directors discussed “Practical Guidelines for Corporate Governance Systems” published by the Japanese Ministry of Economy, Trade and Industry (“METI”) on June 28, 2019, as well as “Practical Guidelines for Business Transformation” and “Practical Guidelines for Independent Directors”, both published by METI on July 31, 2020. The Board of Directors conducted analysis and assessment of these guidelines, comparing them to the Corporation’s own Corporate Governance System.
For group governance, the Corporation established Marubeni Group Governance Policy on April 1st, 2017 with the goal of sharing and disseminating the Marubeni Group's management policies and strengthening governance by clarifying the roles, authorities, and responsibilities of the Corporation and Marubeni Group companies. The Corporation continues to implement measures for maximizing the corporate value of the Marubeni Group and achieving sustainable growth, and the Board of Directors will continue to reach further and do more with their monitoring activities.

3. Handling issues in effectiveness evaluations pertaining to the Board of Directors in FY2020

(1) enhancement of discussion regarding material management issues in the Board of Directors and free discussion
The Board of Directors will enhance discussion of material management issues, not only internally but outside of the Board as well, through conducting discussion regarding the mid- and long-term business environment and risk.

(2) policy for stakeholders (sustainability management and expectations from shareholders/investors)
The fact that the Board of Directors discusses reports from the Sustainability Management Committee and measures for providing information for stakeholders is highly valued. In terms of enhancing discussions based on feedback to the Board of Directors on expectations from shareholders, which was cited as issue in FY2019, the situation has been improved as described above 2(2).
Considering the increasing significance of sustainability and policy for expectations from stakeholders, including shareholders and investors, the Corporation will continue to implement measures for improvement by updating and monitoring execution in the Board of Directors from mid- and long-term perspectives.

(3) discussion regarding diversity of members of the Board of Directors
The Board of Directors discussed functions of the Board of Directors and formation of members of the Board of Directors in FY2020. The Board of Directors will consider the best combination of skills and experience, aiming to enhance functionality of the Board by discussing policy for diversity of skills and experience of Board members and by regularly reviewing it based on the business environment surrounding the Corporation.

Referring to the results of effectiveness evaluations regarding the Board of Directors in FY2020, the Corporation will continue to work on maintaining and improving the effectiveness of the Board of Directors going forward, and to pursue improvements in long term corporate value.