Fuji Electric Global

Global

GovernanceCorporate Governance

We continue our efforts to further improve the transparency and supervisory function of management for stronger corporate governance in order to realize our corporate philosophy.

Basic Policies

In strengthening our corporate governance, our basic policies are to protect shareholder rights and ensure their equal treatment, cooperate appropriately with non-shareholder stakeholders, ensure proper information disclosure and transparency, execute the duties of the Board of Directors, and engage in dialogue with shareholders.

Corporate Governance Framework

Fuji Electric’s corporate governance framework consists of the Board of Directors, which performs the functions of management supervision and making important decisions, and the Audit & Supervisory Board, which is in charge of the management audit function. As a company employing the corporate auditor system, Fuji Electric’s Audit & Supervisory Board suitably undertakes audits of the Company’s Directors and Executive Officers and guarantees objectivity and neutrality.

The Company actively appoints Outside Directors and Audit & Supervisory Board Members that satisfy the requirements for independence, endeavors to strengthen management supervisory and auditing functions, and has established the Nomination and Remuneration Committee comprising a majority of Outside Directors as an advisory body to the Board of Directors.

In addition, in order to separate management and execution and expedite decision-making, we have introduced an executive officer system to clarify the duties, authority, and responsibilities of each executive officer and streamline the execution of duties.

In order to continue strengthening our operating foundation as a company with sustainable growth, in April 2022 we appointed a Chief Executive Officer and Chairman and a Chief Operating Officer and President. We are endeavoring to build an effective corporate governance framework with the use of the Executive Committee, which discusses and reports on important matters related to management as an advisory body to the Representative Director, Chairman of the Board, Chief Executive Officer and Representative Director, Director and President, Chief Operating Officer, as well as other committees tasked with planning and promoting key business strategy issues and key external issues, such as legal compliance.

Corporate Governance Framework

Nomination and Remuneration Committee

Fuji Electric has established the Nomination and Remuneration Committee as the advisory body for the Board of Directors in order to enhance the Company’s corporate governance by reinforcing the fairness, transparency, and objectivity of procedures concerning the nomination of and remuneration for Directors and Audit & Supervisory Board Members.

The committee comprises at least three Directors as members, the majority of which are elected from among the Company’s Outside Directors. The chairman is elected from among the Outside Directors that sit on the committee as members.

Matters for Consultation

  • Policy on the composition of the Board of Directors
  • Policies and criteria regarding the appointment or dismissal of Directors, the President and Chairman of the Board of Directors, and Audit & Supervisory Board Members
  • Appointment or dismissal of Directors, the President and Chairman of the Board of Directors, and Audit & Supervisory Board Members
  • Matters regarding the formulation and implementation of a succession plan for the President and Chairman of the Board of Directors
  • Policies and criteria regarding the remuneration of Directors and Audit & Supervisory Board Members
  • Details of remuneration for Directors and Audit & Supervisory Board Members

Nomination and Remuneration Committee (Fiscal 2022)

The Committee Chairman Outside Director Toshihito Tamba
Committee Members Outside Director Naoomi Tachikawa, Yoshitsugu Hayashi
Standing Directors Michihiro Kitazawa, Shiro Kondo
scrollable

The Nomination and Remuneration Committee met three times in fiscal 2021 to discuss and confirm executive remuneration, compliance with the revised Corporate Governance Code, and executive appointments, as well as to deliberate and report to the Board of Directors on advisory matters concerning appointment of Directors and Audit & Supervisory Board Members

Appointment of Directors and Audit & Supervisory Board Members

Fuji Electric’s policy on nominating candidates for Directors and Audit & Supervisory Board Members is to decide on candidates by taking into account such factors as the overall balance of qualifications and experience on the Board of Directors, and other viewpoints such as diversity.

Persons with the qualifications, experience, and other attributes required to execute the Company’s management policies are appointed as Standing Directors. Persons equipped with the insight and experience required to make multilateral business decisions who also have an understanding of Fuji Electric’s management are appointed as Outside Directors, including persons with management experience at other companies, knowledge in the energy and environment fields related to our business, and international experience.

In light of our management policies and business characteristics, including “contributing to the creation of a sustainable society through our energy and environment businesses,” we have defined the knowledge and experience required for our Board of Directors in seven areas: business management; finance and accounting; global business; environment and society; R&D, technology, manufacturing, and DX; corporate governance, legal matters, and risks; and marketing and industry. Our expectations for Directors for each of these areas are as shown in the table below.

Areas expected to Director by the Company
Business Management Finance and Accounting Global Business Environment and Society R&D, Technology, Manufacturing, and DX Corporate Governance, Legal Matters, and Risks Marketing and Industry
Michihiro Kitazawa Representative Director
Chairman of the Board
Chief Executive Officer
Shiro Kondo Representative Director
Director and President
Chief Operating Officer
Michio Abe Director
Junichi Arai Director
Toru Hosen Director
Hiroshi Tetsutani Director
Toshihito Tamba Outside Director
Naoomi Tachikawa Outside Director
Yoshitsugu Hayashi Outside Director
Yukari Tominaga Outside Director

Each Director’s term of office is one year so that we maintain the management framework capable of making clear the responsibilities of management in each fiscal year and of responding quickly to changes in the business environment.

Persons familiar with the Company’s operations in general who also possess expert knowledge and experience are appointed as Standing Audit & Supervisory Board Members.
Persons equipped with the expert knowledge and experience required to undertake audits who also have an understanding of Fuji Electric’s management are appointed as Outside Audit & Supervisory Board Members. For instance, corporate managers, persons with experience as a standing auditor of a listed company, or legal experts.

Related Link

Independence Criteria for Outside Directors and Audit & Supervisory Board Members

Fuji Electric judges the applicable candidate to be fully independent from the Company when he/she does not fall under any of the conditions listed below, in addition to the criteria for independence stipulated by domestic financial exchanges, including the Tokyo Stock Exchange.

  1. Major shareholder

    A major shareholder of the Company (who owns 10% or more of the voting rights) or its executor of business.

  2. Major business partner

    A business partner (consultants such as lawyers, certified public accountants, and tax accountants, as well as consulting firms such as law firms, audit firms, and tax firms) or a person executing its business whose transactions with the Company exceed 2% of the annual consolidated net sales of the Company or the other entity in the past three fiscal years.

  3. Major lender, etc.

    A financial institution, other major creditor, or a person executing the business of these institutions that is indispensable for the Company’s funding and on which the Company depends to the extent that it is irreplaceable.

  4. Accounting Auditor

    A certified public accountant who belongs to an auditing firm that serves as the Accounting Auditor of the Company or employee, etc. of such auditing firm.

  5. Donee

    A person executing the business of an organization which receives a donation exceeding 10 million yen per year that is greater than 2% of its annual income from the Company for the past three fiscal years.

Training Policy for Directors and Audit & Supervisory Board Members

Before taking office, Standing Directors and Audit & Supervisory Board Members undergo compliance training, which also encompasses legal and taxation matters. They are also provided opportunities after taking office to acquire necessary knowledge on an ongoing basis.

Before taking office, Outside Directors and Audit & Supervisory Board Members are briefed on the state of the Company and the roles they are expected to perform. After taking office, they have the chance to deepen their understanding of the Company through presentations on the strategies for the business, R&D, and other operations and by inspecting business bases.

Mr. Takaoka and Ms. Katsuta, Outside Audit & Supervisory Board Members, visiting the Kawasaki Factory
Outside Directors and Audit & Supervisory Board Members visiting the Chiba Factory

Activities of Outside Directors and Audit & Supervisory Board Members in Fiscal 2021

To strengthen our management supervisory and auditing functions, and to ensure the validity and appropriateness of our important decisions, the Directors and Audit & Supervisory Board Members play the proper roles as stated below.

Outside Directors

Name Status of Attendance at Board of Directors Meetings (Meetings Attended/Meetings Held)
Status of Attendance at Nomination and Remuneration Committee (Meetings Attended/Meetings Held)
Main Activities
Toshihito Tamba 13/13
3/3

Board of Directors

Mr. Tamba offered opinions as necessary on all areas of Fuji Electric’s management, including on the following matters, based on his professional standpoint and considerable insight as a manager of listed companies.

  • Formulation of a business plan taking into account changes in the market environment
  • Appropriate ways to carry out IR activities

Nomination and Remuneration Committee

Mr. Tamba led the supervisory function in appointment of candidates for Directors and Audit & Supervisory Board Members and the process of determining remunerations for Directors and Audit & Supervisory Board Members from an objective and neutral standpoint.

Naoomi Tachikawa 13/13
3/3

Board of Directors

Mr. Tachikawa offered opinions as necessary on all areas of Fuji Electric’s management, including on the following matters, based on his professional standpoint and considerable insight as a manager of listed companies.

  • Managing the progress of management plans
  • Managing the progress of large-scale orders

Nomination and Remuneration Committee

Mr. Tachikawa carried out the supervisory function in appointment of candidates for Directors and Audit & Supervisory Board Members and the process of determining remunerations for Directors and Audit & Supervisory Board Members from an objective and neutral standpoint.

Yoshitsugu Hayashi 13/13
3/3

Board of Directors

Mr. Hayashi offered opinions as necessary on all areas of Fuji Electric’s management, including on the following matters, based on his professional standpoint and considerable insight about environmental engineering, a field that is closely related to the Company’s management policies.

  • Initiatives aimed at reducing Fuji Electric’s environmental footprint
  • Appropriate ways to carry out research and development

Nomination and Remuneration Committee

Mr. Hayashi carried out the supervisory function in appointment of candidates for Directors and Audit & Supervisory Board Members and the process of determining remunerations for Directors and Audit & Supervisory Board Members from an objective and neutral standpoint.

Outside Audit & Supervisory Board Members

Name Status of Attendance at Board of Directors Meetings (Meetings Attended/Meetings Held)
Status of Attendance at Audit & Supervisory Board Meetings
(Meetings Attended/Meetings Held)
Main Activities
Tetsuo Hiramatsu 13/13
10/10

Board of Directors

Mr. Hiramatsu confirmed and offered opinions as necessary concerning agenda items and the status of Fuji Electric’s business activities based on his extensive experience and considerable insight as a manager at financial institutions.

Audit & Supervisory Board

Mr. Hiramatsu confirmed and offered opinions on the legal compliance of the overall business activities of Fuji Electric.

Hirohiko Takaoka 13/13
10/10

Board of Directors

Mr. Takaoka confirmed and offered opinions as necessary concerning agenda items and the status of Fuji Electric’s business activities based on his extensive experience and considerable insight as an experienced Full-time Audit & Supervisory Board Member and any other type of executive of listed companies.

Audit & Supervisory Board

Mr. Takaoka confirmed and offered opinions on the legal compliance of the overall business activities of Fuji Electric.

Yuko Katsuta 13/13
10/10

Board of Directors

Ms. Katsuta confirmed and offered opinions as necessary concerning agenda items and the status of Fuji Electric’s business activities based on her expert knowledge as an attorney.

Audit & Supervisory Board

Ms. Katsuta confirmed and offered opinions on the legal compliance of the overall business activities of Fuji Electric.

Remuneration for Directors and Audit & Supervisory Board Members

Process of determining remuneration

Consulted by the Board of Directors, the Nomination and Remuneration Committee discusses policies and criteria concerning remuneration as well as the details of remuneration. The Board of Directors resolves on the policy for the final decisions respecting the details of the committee’s report that the Board of Directors has received from the Committee.

The actual decision on remuneration amounts for individual Directors is left to the discretion of Representative Director Michihiro Kitazawa, but within the limit resolved at the General Meeting of Shareholders and with reference to the details of the committee’s report.

Policy regarding decisions on remuneration

We have established a remuneration system and remuneration levels that are deemed appropriate for their respective duties and in accordance with shareholder mandates, giving due consideration to the aims of securing and maintaining competent personnel and providing incentives for the improvement of business performance.

We routinely verify that the system and levels are appropriate or whether they need reviewing in light of changes in the operating environment or objective external data.

Classification-Based Remuneration System

Classification Remuneration System
Standing Directors

The amount of performance-linked remuneration for Standing Directors is based on the payment level that pushes up the proportion of performance-linked remuneration when there is a rise in the consolidated ratio of operating income to net sales, which is set as a critical target in the medium-term management plan. The previous year’s consolidated performance (e.g., net sales, operating income, net income, and dividends) is taken into account to make the final decision. The consolidated ratio of operating income to net sales for fiscal 2021 was 8.2%, and performance-linked remuneration accounted for about 53% of the remuneration.

Base Remuneration

Base remuneration is a predetermined amount that is paid monthly at a certain time according to their position. A portion of the base remuneration is contributed to the director shareholding association to share the economic interests of shareholders and as an incentive to make management aware of share value.

Performance-Linked Remuneration

Performance-linked remuneration is paid annually at a certain time only in instances in which dividends are paid to all shareholders from retained earnings. The total amount of performance-linked remuneration shall be within 1.0% of consolidated net income for the fiscal year prior to the date of payment in order to make the link with consolidated results for each fiscal year more clearly.

Standing Audit & Supervisory Board Members
Outside Directors and Audit & Supervisory Board Members
A predetermined amount is paid monthly at a certain time according to their position as base remuneration. Stocks in the Company may be acquired at their own discretion.

Remuneration by Classification (Fiscal 2021)

Classification Total Remuneration
(Millions of Yen)
Remuneration by Type (Millions of Yen) Number of Recipients
Base Remuneration Performance-Linked Remuneration
Standing Directors 610 269 341 6
Standing Audit & Supervisory Board Members 58 58 - 2
Outside Directors and Audit & Supervisory Board Members 50 50 - 6

Amount of Contributions to Director Shareholding Association and Shares of the Company Acquired (Fiscal 2021)

Classification Amount of Contributions to the Director Shareholding Association (Millions of Yen) Shares of the Company Acquired (Hundreds of Shares)
Directors 19 37
Audit & Supervisory Board Members 4 8

Evaluation of Effectiveness of the Board of Directors

We conduct the evaluation of the effectiveness of the Board of Directors with the use of a third-party survey in order to verify whether the Board of Directors is properly fulfilling its expected roles and functions and to facilitate further improvements thereof. The results of the survey are reported to the Board of Directors, and issues that require improvement going forward are shared with everyone.

Method of Evaluation of Effectiveness of the Board of Directors

Evaluation method Anonymous survey of all the Directors and Audit & Supervisory Board Members conducted by a third party
Main question categories
  • Board of Directors make-up, administration, discussions, and monitoring functions
  • Support structure and training for Directors and Audit & Supervisory Board Members
  • Dialogue with shareholders
  • Initiatives implemented by Directors and Audit & Supervisory Board Members themselves
Evaluation process
  • Subjects answer a survey conducted by a third party
  • The third party identifies issues based on a results report and advice
  • Board of Directors analyzes, discusses, and assesses the findings
scrollable

Summary of Evaluation Results and Issues to be Addressed

The performance of the Board of Directors, including discussions as well as support for Directors and Audit & Supervisory Board Members, earned mostly positive assessments, thereby assuring the overall effectiveness of the Board of Directors. On the other hand, in light of the opinions in the survey calling for more in-depth discussions about material medium- to long-term issues, it was agreed that challenges lie ahead in order to further improve the Board’s functions and invigorate discussions.

Going forward, after due consideration, we will promptly address the issues that have been shared based on the results of this effectiveness evaluation so that we continue working to enhance the functions of the Board of Directors.

Major Issues and Major Initiatives Identified in the Effectiveness Evaluation of the Board of Directors

Major Issues Major Initiatives in FY2021 Policies for Major Initiatives in FY2022
Further discussion of key medium- and long-term issues Discussed each segment’s business plans and strategies, major issues of the SDGs Promotion Committee, and policy on cross-shareholding. Continue to work on enhancing opportunities for reporting and discussing key issues.
Diversity in the composition of the Board of Directors (further consideration of knowledge, experience, expertise, gender, internationality, etc.) Selected members of the Board of Directors for the next term, including three new Directors (one of whom is a female Director). Continue to engage in vigorous discussions at the meetings of the Nomination and Remuneration Committee and Board of Directors.
Enhancement of information provision and exchange of opinions on our business and products through factory visits Resumed factory inspections for Outside Directors and Audit & Supervisory Board Members which had been suspended due to the COVID-19 pandemic, and conducted inspections of the Yamanashi Factory and Chiba Factory. Continue to work to provide enriched information on our business and products, as well as to enhance opportunities for exchanging opinions among Directors and Audit & Supervisory Board Members.
Report on dialogue with institutional investors Reported to the Board of Directors on the status of IR activities as well as opinions and requests from analysts and institutional investors. Continue to work on initiatives from the previous fiscal year.
scrollable

Internal Control System

With the aim of complying with laws and regulations, managing the risk of loss, and securing the efficiency of the execution of duties, the Fuji Electric Board of Directors has determined basic policies concerning the establishment of an internal control system as stipulated in the Companies Act of Japan, and the Company discloses those policies. Fuji Electric discloses information on the implementation of its internal control system, thereby taking steps to respond promptly and accurately to the demands placed upon the Company by society.

Main Systems Based on the Internal Control System

  • Compliance system

    Based on systems for ensuring that Directors and employees perform their duties in a manner that is compliant with laws and the articles of incorporation, Fuji Electric has established and promotes a compliance system in order to secure the transparency and soundness of business execution.

  • Risk management system

    Based on regulations and other systems pertaining to managing the risk of loss, Fuji Electric has developed an appropriate risk management system in order to manage business risks in a coordinated, systematic manner. In regard to specific cross-sectional risks, the Company determines departments to put in charge of each risk, thereby establishing a risk management system.

Audit & Supervisory Board Members and Internal Audits

Strengthening collaboration between audit functions

We ensure the effectiveness of Fuji Electric’s audit functions by reinforcing collaboration between statutory audit functions (Audit & Supervisory Board Members, Accounting Auditors) and internal audit functions (Internal Audit Office).
We will continue to strengthen this collaboration going forward, with a particular focus on project management for large-scale projects, compliance audits, and audits at overseas subsidiaries.

Main Initiatives for Strengthening Collaboration

Audits by the Audit & Supervisory Board Members

Audit & Supervisory Board Members conduct audits in accordance with the audit policies and duties assigned and in compliance with the standards for audits established by the Audit & Supervisory Board. They report the details and results of their audits to the Audit & Supervisory Board.
In fiscal 2021, the Audit & Supervisory Board convened ten times in total. Every meeting was attended by all of the Company’s Audit & Supervisory Board Members. During the meetings, the Audit & Supervisory Board mainly reviewed audit policies and plans, the appropriateness of auditing methods and results of the Accounting Auditors, and undertook an assessment of the Accounting Auditors. It also reported on and reviewed important matters that the Standing Audit & Supervisory Board Members communicated to the Outside Audit & Supervisory Board Members.

Main tasks

  • Attending and offering opinions at meetings of the Board of Directors, the Executive Committee, the Compliance Promotion Committee, and other important committees
  • Reviewing documents pertaining to important resolutions
  • Receiving explanations on the status of operational execution from Directors and internal auditing divisions
  • Investigating the status of operations and assets at Fuji Electric, consolidated subsidiaries in Japan and overseas, and companies undertaking M&As (done remotely as necessary)

Internal audits

Every second year, the internal auditing divisions as bodies directly under the President perform the following audits on Fuji Electric’s business divisions and subsidiaries in accordance with internal auditing standards and annual audit plans.
In fiscal 2021, utilizing remote auditing, we conducted audits at 42 bases, or about 40% of the audit sites. No risks or inadequacies with the potential to seriously affect management were discovered.

Type of Audit Main Tasks
Organizational management Evaluating the appropriateness of management and administration (development of regulations, approval procedures, performance management, etc.)
Risk management Evaluating the effectiveness of risk management systems and risk response
Compliance Checking for compliance with laws and regulations based on the Fuji Electric Compliance Program and confirming legal compliance
Business execution Evaluating the appropriateness, efficiency, and effectiveness of business execution
(booking of sales and purchases, investments, cash flow, etc.)
Accounting Evaluating the appropriateness of cost accounting and the soundness of assets and liabilities

Policy on Cross-shareholding and Current Status

Fuji Electric holds listed shares as a matter of policy in order to maintain and strengthen relations with its investee companies. Our basic policy is to reduce cross-shareholdings. Even in cases where we recognize a certain rationality in holding these cross-shareholdings, we will reduce them while paying attention to the impact on management and business. Based on the above policy, we have reduced the number of different listed stocks we held from 102 as of the end of fiscal 2018 to 45 as of the end of fiscal 2021.

The Board of Directors periodically evaluates the rationality of shareholding in light of whether it is necessary to maintain and strengthen relations with the investee companies and of the comparison of capital cost and return. The details of the review are disclosed.

The voting rights that come with cross-shareholding are exercised after considering all relevant factors, including whether the proposed action will help the issuing company to establish an appropriate corporate governance framework and to increase its medium- to long-term corporate value, and what impact the action will have on Fuji Electric. We also have dialogue regarding the details of the proposal, among others, with the issuing company as necessary.

Number of Cross-Shareholdings and Balance Sheet Value

Type End of FY2018 End of FY2019 End of FY2020 End of FY2021
Number of different stocks (issues) Listed stock 102 79 74 45
Unlisted stock 73 69 69 69
Total 175 148 143 114
Balance sheet value (billion yen) Listed stock 1,004 998 1,050 980
Unlisted stock 40 39 39 40
Total 1,025 1,037 1,089 1,020
scrollable
  • In addition to the above, there are deemed cross-shareholdings (end of FY2018: ¥2.5 billion, end of FY2019: ¥2.2 billion, end of FY2020: ¥2.2 billion, end of FY2021: ¥1.9 billion). The amount of deemed shareholdings is calculated by multiplying the market value of shares as of March 31, 2022 by the number of shares held.

MENU

ESG