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 Evaluation by Outside Organization

Basic Issues in JSR Group's Corporate Activity Corporate Governance

FY :
Fiscal Year means the year starting April 1st.
For example, FY2017 means April 1, 2017 - March 31, 2018

1. Philosophy

It is JSR Group's goal to make steady progress in realizing its corporate mission (Materials Innovation: We create value through materials to enrich society, people and the environment).
This shall be done through efficient and transparent business management by sustaining sound and healthy business practices.
The Group will also continuously strive to create new corporate values with the hope of becoming an attractive corporation that can earn the trust of and satisfy the interests of all our stakeholders.
For the purpose of achieving sustainable growth and enhance mid-long term corporate value and in response to the corporate governance code set, the Group has been endeavoring to further develop systems that ensure prompt management decisions while maintaining transparency and fairness thereof and satisfying accountabilities to stakeholders.

2. Corporate Governance Structural Diagram

As a company with Audit & Supervisory Board members, JSR strives to strengthen and expand its corporate governance system based on a system whereby its Board of Directors and Audit & Supervisory Board members monitor and supervise the execution of duties by directors and management.
We have endeavored to strengthen management supervision functions, ensure rationality in decision-making and business execution, and achieve greater speed and efficiency by introducing an officer system, appointing independent outside directors possessing extensive business experience (three directors) and independent and outside Audit & Supervisory Board members possessing broad expertise and abundant experience (two members).
We are also striving to improve the transparency and soundness of our business management and achieve higher medium- and long-term corporate value by, for example, setting policies for director appointments and remuneration through the establishment of a Nomination Advisory Committee and Remuneration Advisory Committee, the majority of whose members are outside directors and whose chairpersons are outside directors, and the introduction of performance-linked remuneration covering the short and medium term.
The Board of Directors conducted a "board of directors' effectiveness evaluation" with the help of outside experts. The evaluation appraised the Board of Directors' size, composition, specific management policies, and other matters and confirmed that the board is operating appropriately. We will continue aiming for constant improvement in our corporate value by evaluating our Board of Directors' effectiveness each year and striving to achieve even higher board effectiveness.

Corporate Governance Structural Diagram