Governance

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Basic Concept

Management Philosophy
“The UACJ Group strives to offer products and services deserving of our customers’ satisfaction and trust, and believes that sound and sustainable business development is key to making broad-reaching contributions to society.”

At the UACJ Group, we believe that robust corporate governance and sound, transparent management are essential for living up to our management philosophy. By working to strengthen and enhance our corporate governance, we not only enhance our efforts to achieve ongoing increases in corporate value but also advance the interests of shareholders, customers, suppliers, employees, local communities, and other stakeholders.

Key Objectives and Results

  Fiscal 2017 Objectives Fiscal 2017 Results Assessment Fiscal 2018 Objectives
Strengthen Corporate Governance Continue efforts to achieve compliance with Japan’s Corporate Governance Code Resolution calling for compliance with Japan’s Corporate Governance Code adopted by the Board of Directors Continue efforts to achieve compliance with Japan’s Corporate Governance Code
Highlight Compliance Strengthen Code of Conduct education programs for overseas Group companies

Prepare more foreign-language versions of the Group Code of Conduct
Held study sessions for employees of overseas Group companies. Afterward, had each Group company president pledge to the President of UACJ Corporation that they would uphold the Group Code of Conduct.

Moved forward with production of the Group Code of Conduct in foreign languages for employees of overseas business locations and foreign employees working in Japan. Completed a Malay edition in fiscal 2017, bringing to 10 the number of languages in which the Group Code of Conduct is available.
Strengthen Code of Conduct education programs for overseas Group companies

Prepare more foreign-language versions of the Group Code of Conduct
Further enhance awareness and credibility of the internal hotline

Establish a hotline contact for employees on overseas assignments
Responded appropriately to nine hotline reports

Used code of conduct education programs and other opportunities to enhance awareness of the hotline
Further enhance awareness and credibility of the internal hotline

Establish a hotline contact for employees on overseas assignments

Establish a hotline contact for overseas subsidiaries
Promote Risk Management Continue to implement risk management activities for the entire company

Consider implementing risk management activities at domestic Group companies
Continue to implement risk management activities for the entire company Continue to implement risk management activities for the entire company

Consider implementing risk management activities at domestic Group companies
Rebuild the organization for promoting BCP

Develop a BCP framework

Consider implementing at domestic Group companies
Developed rules and manuals

Discussed matters concerning a BCP framework

Completed implementation of employee safety confirmation systems at UACJ Corporation and all 29 domestic Group companies
Rebuild the organization for promoting BCP

Develop a BCP framework

Consider implementing at domestic Group companies

Looking toward the Future

In October and November of every year, UACJ and its 31 subsidiaries in Japan conduct Group Code of Conduct education programs. In fiscal 2017, we will begin to examine conditions at all of our overseas subsidiaries with the intent of conducting similar programs tailored to the needs of these companies, as well. Furthermore, we will begin formulating a common set of rules for the entire Group as part of our effort to establish a Group-wide compliance system.

Yukihiro Kuwamoto
Executive Officer

Comment by the Executive in Charge

UACJ appointed a new president and changed its management organization in 2018. Those moves attracted attention in the industry while marking important turning points in the Company’s corporate governance. UACJ has, in fact, been making steady progress in enhancing its corporate governance for some time. For example, a female outside director was appointed three years ago and outside directors with corporate management experience were appointed this year in an effort to increase the diversity of the Board of Directors. The Nomination and Remuneration Advisory Committee was also established to raise the transparency and impartiality of the decision-making process for nominating and remunerating members of the Board. From this year, the committee is being chaired by an outside director and the majority of its members are outside directors and auditors. Accordingly, deliberations by management are being held by a more diverse membership with a wide range of perspectives. We believe this will enable management to more effectively deal with the increasingly challenging operating environment confronting the Company and help increase its corporate value.