Basic Approach to Corporate Governance
The MCHC Group defines KAITEKI as “the sustainable well-being of people, society and our planet Earth”, and has “realizing KAITEKI” as its vison. The MCHC Group will not stop at providing solutions to environmental and social problems, but also aim to contribute to a sustainability in both through our corporate activities.
For Realizing KAITEKI, MCHC shall establish a system to enhance both the soundness and efficiency of business administration, improve the transparency of its business administration through suitable disclosure of information and dialogue with stakeholders, and endeavor to establish a better suitable corporate governance system.
MCHC has transitioned to a company with a nominating committee, etc. after receiving approval at the June 2015 General Meeting of Shareholders. This system separates functions for the supervision and execution of business in a bid to enhance management transparency and openness, strengthens management oversight functions, and improves management agility by accelerating decision-making. While management supervision is now undertaken by the Board of Directors and three committees comprised of the Nominating Committee, Audit Committee, and Compensation Committee, corporate executive officers make business decisions and are in charge of business execution.
History of strengthening Corporate Governance
|June 2006||Introduced Stock-Based
Compensation (Stock option) Plans
|To link director’s remuneration to shareholder value|
|June 2013||Appointment and inauguration of an outside director||To strengthen the system of management supervision|
|June 2014||Appointment and inauguration of a foreign director||To improve diversity in directors|
|June 2015||Appointment and inauguration of a female director||To improve diversity in directors|
|Transition to a company with a nominating committee, etc.||To enhance management transparency and fairness, to strengthen management supervision functions|
|June 2016||Increase number of outside directors||To improve diversity in directors|
|June 2021||Appointment of the leading independent outside director||To improve the independence of the Board of Directors, to strengthen cooperation between executive and outside directors|
Roles and Responsibilities
Board of Directors
The Board of Directors determines basic management policies, such as medium- term business strategies and annual budgets. As a general rule, corporate executive officers are entrusted with the responsibility of executing operations in accordance with these basic policies, excluding matters that must be legally resolved by the Board of Directors. It primarily supervises the execution of duties by the corporate executive officers.
In order to appropriately supervise management, the Company formulates the basic management policies and appoints directors with advanced expertise and a high level of insight in terms of management experience, finance and accounting, science and technology, IT and production, risk management, business strategy and marketing, laws and regulations, etc., and globality and diversity. IIn addition, in order to strengthen the supervisory function of the Board of Directors, the majority of Directors do not concurrently serve as Executive Officers, and we have established a system to ensure appropriate supervision of business execution.
That being said, the Articles of Incorporation stipulate that there shall be no more than 20 directors at one time. As of July 1, 2021, there are a total of 12 directors (of which three directors are also corporate executive officers), including the five outside directors. Each director services a term of one year. This is to facilitate the establishment of a management structure that can quickly respond to changes in the business environment, and to further clarify the responsibilities and roles of each director.
The Nominating Committee nominates director candidates and executive officers, and also nominates president candidates for major subsidiaries that are not listed companies (Mitsubishi Chemical Corporation., Mitsubishi Tanabe Pharma Corporation and Life Science Institute, Inc.). As of July 1, 2021, the Nominating Committee consists of five members including four outside directors.
An outside director serves as the chairperson to enhance the transparency and soundness of the nominating process.
Nominating Committee (as of July 1, 2021)
|Outside Directors||Inside Director|
The Audit Committee is responsible for auditing the execution of duties by the corporate executive officers and directors , preparing audit reports, gathering information from the Representative Executive Officer, etc., establishing a system for cooperation with the Internal Audit Department,reviewing the Group’s internal control system and conducting audits and investigations of the corporate group. As a general rule, the committee meets once a month. As of July 1, 2021, the Audit Committee consists of five members including three outside directors. Together with selecting full-time members, the Audit Office that performs internal audits and the Internal Control Office that formulates and promotes policies on establishing internal control systems collaborate closely to enhance the audit system administered by the Audit Committee. An inside director who is a full-time member of the Audit Committee serves as the chairperson to ensure the smooth collection of information and sufficient cooperation between divisions.
Management shall set the Office of Audit Committee as a body to assist the Audit Committee’s duties and have it assist in auditing based on the instructions thereof. The appointment (transfer, evaluation, etc.) of employees of the Office of Audit Committee and the development of the budget of the Office of Audit Committee shall be subject to approval of the Audit Committee.
Tatsumi Yamada is qualified as Certified Public Accountant. and Takako Masai has worked for several banks and has experience as a member of the Policy Board of the Bank of Japan, so they have considerable knowledge of finance and accounting.
Audit Committee (as of July 1, 2021)
|Outside Directors||Inside Directors|
The Compensation Committee designs the compensation system for directors and corporate executive officers and determines the individual amount of compensation for each director and corporate executive officer at the Company. The committee also determines the individual amount of compensation for the presidents of major subsidiaries that are non-listed companies (Mitsubishi Chemical Corporation., Mitsubishi Tanabe Pharma Corporation and Life Science Institute, Inc.). As of July 1, 2021, the Compensation Committee consists of five members including three outside directors.
An outside director serves as the chairperson to enhance transparency and fairness of the decision-making process.
Compensation Committee (as of July 1, 2021)
|Outside Directors||Inside Directors|
Corporate Executive officers
The corporate executive officers decide the execution based on basic management policies (medium term business strategies and annual budgets, etc.).
Regarding important matters in the management of the Group, deliberations are made at the corporate executive officers, which is the council by the corporate executive officers. In addition to determining the division of duties of each corporate executive officer for other matters, we make it appropriate and efficient decision-making by clarifying the authority to decide the corporate executive officer in charge.
Corporate Executive Officers Committee
The Corporate Executive Officers Committee is composed of all corporate executive officers, deliberates and decides on important matters concerning the management of the Company and the Company group, and also monitors the Group’s business based on the medium-term management plan, annual budget etc.
That being said, the Member of the Audit Committee and Major Subsidiaries(Mitsubishi Chemical Corporation., Mitsubishi Tanabe Pharma Corporation, Life Science Institute, Inc. and Nippon Sanso Holdings Corporation)’ President and CEO can attend the Corporate Executive Officers Committee at any time to express freely.
Status of Outside Directors
In order to appropriately supervise management, the Company formulates the basic management policies of the Group and has decided to appoint directors with advanced expertise and high level of insight in terms of management experience, finance and accounting, science technology, IT and production, risk management, business strategy and marketing, laws and regulations, etc., and globality and diversity. In accordance with this policy, the Company has elected five persons as Outside Directors: Mr. Takayuki Hashimoto, who has extensive experience in corporate management and high level of insight on digital business; Mr. Chikatomo Hodo, who has extensive experience in corporate management and high level of insight on management know-how; Ms. Kiyomi Kikuchi, who has experience and high level of insight as a lawyer; Mr. Tatsumi Yamada, who has experience and high level of insight as a certified public accountant; and Ms. Takako Masai, who has extensive experience and high level of insight on analysis of financial and economic conditions and management of financial policy.
Leading Independent Outside Director
To improve the independence of the Board of Directors and to strengthen cooperation between executive and outside directors, we have appointed the leading independent outside director, who is elected by the outside directors. The leading independent outside director consolidates the opinions of the outside directors, consults with the Chairman of the Board of Directors and the President and CEO, and presides over and chairs meetings consisting solely of outside directors.
Standards for Independence of Outside Directors
The Company shall elect those as Outside Directors who do not fall under any of the following and are capable of overseeing the Company’s management from a fair and neutral standpoint, free of a conflict of interest with general shareholders.
- 1.Related party of the Company
(1)Person engaged in execution of operation of the MCHC Group (Executive Director, Corporate Executive Officer, Executive Officer, Manager, employee, partner, etc. The same shall apply hereafter.)
(2)A person who has been engaged in execution of operation of the MCHC Group in the past 10 years
- 2.Major shareholder
- A person who directly or indirectly holds 10% or more of MCHC’s total voting rights or a person engaged in execution of operation of a company that directly or indirectly holds 10% or more of MCHC’s total voting rights
- 3.Major business partner
(1)A person engaged in execution of operation of a company*1 whose major business partner includes MCHC and Group Major Subsidiaries (Mitsubishi Chemical Corporation, Mitsubishi Tanabe Pharma Corporation, Life Science Institute, Inc., and Nippon Sanso Holdings Corporation. The same shall apply hereafter.)
(2)A person engaged in execution of operation of a major business partner*2 of MCHC and Group Major Subsidiaries
- 4.Accounting Auditor
- Accounting Auditor of the MCHC Group or an employee thereof
- 5.Transaction as an individual
- A person who receives money and other financial benefits of 10 million yen or more per year from any of MCHC and Group Major Subsidiaries
- A person who receives a donation or financial assistance of 10 million yen or more per year from any of MCHC and Group Major Subsidiaries or a person engaged in execution of operation of a company that receives a donation or financial assistance of 10 million yen or more per year from any of MCHC and Group Major Subsidiaries
- 7.Reciprocal assumption of the position of Director
- A person engaged in execution of operation of a company that has elected any of the Directors and employees of the MCHC Group as its Director
- 8.Close relatives, etc.
(1)Close relatives, etc. of a person engaged in execution of important operations of the MCHC Group (spouse, relatives within the second degree of relationship or any person who shares the same livelihood. The same shall apply hereafter.)
(2)Close relatives, etc. of any person who meets the definition of items 3 through 7 above
- *1if the said business partner receives from MCHC and Group Major Subsidiaries an amount equivalent to 2% or more of its annual consolidated net sales in the latest fiscal year, this company shall be considered as the one whose major business partner includes MCHC.
- *2If MCHC and Group Major Subsidiaries receives from the said business partner an amount equivalent to 2% or more of MCHC’s annual consolidated net sales in the latest fiscal year or the said business partner loans to the MCHC Group an amount equivalent to 2% or more of MCHC’s total consolidated assets, the said business partner shall be considered as a major business partner of MCHC.
- *3The party is deemed to fall under the items 3. To 7. When the relevant conditions were met any time in the past three years.
Policy on Deciding Compensation for senior management
The remuneration system for directors and corporate executive officers shall be separate and determined by the Compensation Committee based on the following principles.
Basic Policy on Decision on Directors’ Compensation
- In view of the role of supervising and auditing our management from an independent and objective standpoint, we have only established a basic remuneration (fixed remuneration).
- In order to secure human resources suitable for fulfilling our responsibilities as a director, the level of remuneration will be determined by taking into account trends in other companies, expected roles, and functionals, etc.
- For a director concurrently serving as a corporate executive officer, the remuneration for a corporate executive officer shall apply.
Basic Policy on Decision on Corporate Executive Officer Remuneration
- We have established a remuneration system that is strongly aware of the three axes of KAITEKI management toward realizing our corporate vision of KAITEKI : Management of Sustainability (Management of Sustainability:MOS), Innovation (Management of Technology:MOT), and Economic Efficiency (Management of Economics:MOE).
- The remuneration system will function effectively as an incentive to promote short-term and medium-to long-term performance and the improvement of sustainable company and shareholder value.
- We will establish competitive remuneration levels that will lead to the retention and acquisition of talented management personnel that will drive the Group’s sustainable growth.
- We will operate with a fair and rational compensation decision process that enables us to fulfill our accountability to all stakeholders, including shareholders, customers, and employees.
Composition of the remuneration of corporate executive officers
In light of the basic policy, the remuneration of corporate executive officers is set as follows.