Kelestarian

Tadbir Urus Korporat

Kami meneruskan usaha kami untuk meningkatkan lagi fungsi ketelusan dan penyeliaan pengurusan untuk tadbir urus korporat yang lebih kukuh bagi merealisasikan falsafah korporat kami.

Dasar Asas

Dalam mengukuhkan tadbir urus korporat kami, dasar asas kami adalah untuk melindungi hak pemegang saham dan memastikan layanan sama rata mereka, bekerjasama sewajarnya dengan pemegang kepentingan bukan pemegang saham, memastikan pendedahan dan ketelusan maklumat yang betul, melaksanakan tugas Lembaga Pengarah, dan terlibat dalam dialog dengan pemegang saham.

Rangka Kerja Tadbir Urus Korporat

Fuji Electric’s corporate governance framework consists of the Board of Directors, which performs the functions of management supervision and making important decisions, and Audit & Supervisory Board Members and the Audit & Supervisory Board, which perform the function of management audits, ensuring that the framework 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, and the majority of its members and its chairman are Outside Directors.
In addition, in order to clarify the roles of management and execution, we have introduced an executive officer system to clarify the responsibilities for each business. In order to continue strengthening our operating platform as a company with sustainable growth, in fiscal 2022 we appointed a Chairman of the Board and CEO and President and COO. We are endeavoring to build an effective corporate governance framework by establishing the Executive Committee, which discusses and reports on important matters related to management as an advisory body to the Chairman of the Board and CEO and President and COO, as well as other committees tasked with planning and promoting key business strategy issues and key external issues, such as legal compliance.

List of Officers (As of June 24, 2026)

Para Pengarah dan Ahli Lembaga Pengarah Audit & Penyeliaan dipilih berdasarkan keseimbangan kelayakan, pengalaman dan kepelbagaian Lembaga Pengarah secara keseluruhan. Tempoh jawatan pengarah ditetapkan kepada satu tahun untuk menjelaskan tanggungjawab pengurusan untuk tahun fiskal dan untuk mewujudkan struktur pengurusan yang boleh bertindak balas dengan cepat kepada perubahan dalam persekitaran perniagaan.

Orang yang mempunyai kelayakan, pengalaman dan sifat-sifat lain yang diperlukan untuk melaksanakan dasar pengurusan Syarikat dilantik sebagai Pengarah Tetap. Pengarah Luar dilantik daripada kalangan orang yang dilengkapi dengan wawasan dan pengalaman yang diperlukan untuk membuat keputusan perniagaan pelbagai hala yang juga mempunyai pemahaman tentang pengurusan Fuji Electric, termasuk pengurus di syarikat tersenarai dan pakar dalam bidang akademik yang sangat berkaitan dengan perniagaan kami.
Di samping itu, mengenai pandangan dan pengalaman yang diperlukan untuk Lembaga Pengarah Fuji Electric, berdasarkan Polisi Pengurusan Fuji Electric, termasuk "menyumbang kepada penciptaan masyarakat yang mampan melalui perniagaan tenaga dan alam sekitar kami," dan ciri perniagaan kami, kami telah mentakrifkan tujuh bidang "pengurusan perniagaan," "kewangan dan perakaunan," "perniagaan global," "persekitaran dan masyarakat," "R&D, perundangan," "R&D, perundangan dan masyarakat," "R&D" perkara, dan risiko" dan "pemasaran dan industri."

Pengarah			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 and CEO (Chief Executive Officer) Nomination and Remuneration Committee Member	●	●	●	●	●	●	●
	Shiro Kondo	Representative Director President and COO (Chief Operating Officer) President Executive Officer Nomination and Remuneration Committee Member	●	●	●	●	●	●	●
	Toshihito Tamba	Pengarah Luar Nomination and Remuneration Committee Chairman	●	●	●			●
	Yukari Tominaga	Pengarah Luar Nomination and Remuneration Committee Member Outside Director, MORINAGA MILK INDUSTRY CO., LTD.	●				●	●
	Yukihiro Tachifuji	Pengarah Luar Nomination and Remuneration Committee Member Outside Director, artience Co., Ltd.	●		●	●	●	●
	Tomonari Yashiro	Pengarah Luar Nomination and Remuneration Committee Member President, Tokyo City University			●	●		●
	Toru Hosen	Director Senior Managing Executive Officer Corporate General Manager, Semiconductors Business Group				●	●		●
	Hiroshi Tetsutani	Director Managing Executive Officer Corporate General Manager, Industry Business Group				●	●		●
	Masashi Kawano	Director Senior Managing Executive Officer Corporate General Manager, Energy Business Group				●	●		●
	Yoshitada Miyoshi	Director Senior Managing Executive Officer Corporate General Manager, Corporate Management Planning Headquarters General Manager, Export Administration Office In charge of compliance management		●		●		●

Ahli Lembaga Audit & Penyeliaan Tetap dilantik oleh orang yang biasa dengan operasi Syarikat secara umum dan memiliki pengetahuan dan pengalaman pakar. Ahli Lembaga Audit & Penyeliaan Luar dilantik oleh orang yang dilengkapi dengan pengetahuan dan pengalaman pakar yang diperlukan untuk menjalankan audit, termasuk pengurus korporat, orang yang berpengalaman sebagai juruaudit syarikat tersenarai, pakar undang-undang dan pakar perakaunan.

	Junichi Matsumoto	Ahli Lembaga Audit & Penyeliaan Tetap Chairman of the Audit & Supervisory Board
	Jun Ohashi	Ahli Lembaga Audit & Penyeliaan Tetap
	Hirohiko Takaoka	Ahli Lembaga Audit & Penyeliaan Luar
	Yuko Katsuta	Ahli Lembaga Audit & Penyeliaan Luar Partner, NATORI Partners Outside Director, Ferrotec Corp.
	Noriyuki Uematsu	Ahli Lembaga Audit & Penyeliaan Luar Pengarah Urusan, Pejabat Akauntan Awam Bertauliah Uematsu Representative Director, SU Consultant Co., Ltd. Ahli Lembaga Audit & Penyeliaan Luar, Cybozu, Inc. Ahli Lembaga Audit & Penyeliaan Luar, GEOLIVE Group Corporation

Kriteria Kebebasan untuk Pengarah Luar dan Ahli Lembaga Audit & Penyeliaan

Fuji Electric menilai calon yang berkenaan bebas sepenuhnya daripada Syarikat apabila mereka tidak memenuhi mana-mana keperluan yang ditetapkan di bawah kriteria kebebasan yang ditetapkan oleh Syarikat, sebagai tambahan kepada kriteria kebebasan yang ditetapkan oleh bursa kewangan domestik, termasuk Bursa Saham Tokyo.

Activities of Outside Directors and Audit & Supervisory Board Members in Fiscal 2025

Untuk mengukuhkan fungsi penyeliaan dan pengauditan pengurusan kami, dan untuk memastikan kesahihan dan kesesuaian keputusan penting kami, para Pengarah dan Ahli Lembaga Audit & Penyeliaan memainkan peranan yang sewajarnya seperti yang dinyatakan di bawah.

Inisiatif untuk Meningkatkan Keberkesanan Lembaga Pengarah

Latihan untuk Pengarah dan Ahli Lembaga Audit & Penyeliaan

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 business, R&D, and other operations, inspections of business bases, and other ways.

Outside Directors and Audit & Supervisory Board Members touring the ED&C components business (Fukiage Factory)

Penilaian Keberkesanan Lembaga Pengarah

Kami menjalankan penilaian keberkesanan Lembaga Pengarah dengan menggunakan tinjauan pihak ketiga sekali setahun untuk mengesahkan sama ada Lembaga Pengarah memenuhi peranan dan fungsi yang diharapkan dengan betul dan untuk memudahkan penambahbaikan selanjutnya. Tambahan pula, untuk meneliti keputusan tinjauan secara mendalam, temu bual individu Pengarah dan Ahli Lembaga Audit & Penyeliaan dilaksanakan secara berkala oleh sekretariat Lembaga Pengarah dalaman. Melalui semua proses ini, kami memperoleh kebanyakan penilaian positif, dengan itu memastikan keberkesanan keseluruhan Lembaga Pengarah.
Hasil tinjauan dan temu bual dibincangkan dan dilaporkan dalam Lembaga Pengarah, dan isu yang memerlukan penambahbaikan dikongsi dengan semua orang.

■ Kategori soalan utama

Ganjaran untuk Pengarah dan Ahli Lembaga Audit & Penyeliaan

Proses penentuan imbuhan

The Nomination and Remuneration Committee discusses the validity of the policies, criteria, and levels of remuneration in light of changes in the operating environment, objective external data, and other matters and then reports to the Directors, and then the Board of Directors resolves on the policy for the final decisions respecting the details of the committee’s report.
The decision on specific remuneration amounts for individual Directors is left to the discretion of Michihiro Kitazawa, Representative Director, Chairman of the Board and CEO, but within the limit resolved at the General Meeting of Shareholders and with reference to the details of the committee’s report.

Polisi berkenaan keputusan mengenai imbuhan

Kami telah mewujudkan sistem imbuhan dan tahap imbuhan yang difikirkan sesuai untuk tugas masing-masing dan mengikut mandat pemegang saham, memberi pertimbangan sewajarnya kepada matlamat untuk mendapatkan dan mengekalkan kakitangan yang cekap dan menyediakan insentif untuk peningkatan prestasi perniagaan.
Kami secara rutin mengesahkan bahawa sistem dan tahap adalah sesuai atau sama ada mereka perlu disemak berdasarkan perubahan dalam persekitaran operasi atau data luaran objektif.

Ahli Lembaga Audit & Penyeliaan dan Audit Dalaman

Gambaran keseluruhan pengukuhan kerjasama antara fungsi audit

We ensure the effectiveness of audits by strengthening cooperation between the statutory auditing function (Audit & Supervisory Board Members and Accounting Auditors) and the internal auditing function (the Internal Audit Office).
In addition, to strengthen audits across the entire Group, we collaborate with Audit & Supervisory Board Members and the Internal Audit Office of subsidiaries that are considered large companies under the Companies Act of Japan.

Audit oleh Ahli Lembaga Audit & Penyeliaan

Audit & Supervisory Board Members conduct audits with a focus on strengthening the compliance of overseas subsidiaries and ensuring strict compliance with quality control and safety control rules.
The Audit & Supervisory Board reviews audit policies and plans, the appropriateness of Accounting Auditors’ auditing methods and results, and the assessments of Accounting Auditors. In addition, important matters are reported from the Standing Audit & Supervisory Board Member to the Outside Audit & Supervisory Board Members, and active communication takes place.
(For main audit implementation items, please refer to P60 “Supervisory and Auditing Bodies” – “Audit & Supervisory Board.”)

Meeting with the President and COO

Audit dalaman

As a general rule, every second year the internal auditing divisions as bodies directly under the President and COO perform the following audits on Fuji Electric’s business divisions and subsidiaries so as to comprehensively cover the entire organization in accordance with the Internal Auditing Rules.
Regarding issues pointed out, we confirm the state of progress every quarter and implement follow-up audits as required.
In fiscal 2025, we conducted on-site audits at 46 bases, or about 50% of the audit bases.

Dasar Pegangan Saham Bersilang

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 6 as of the end of fiscal 2024. As of the end of fiscal 2025, the number increased by 2 from the previous fiscal year to 8. This was due to the reclassification of shares as listed stocks following the new listing of unlisted stocks we held and the sale of some shares in affiliate companies that we held. In fiscal 2025, we also reduced the number of shares we held in some of these stocks.
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.