Ryuhei Kanatani |
Tetsuya Takahashi |
Koichi Yokoyama |
Koji Tanaka |
Suguru Oshiro |
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Management skills |
Corporate management |
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Finance & accounting Capital policy |
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Legal governance |
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Management planning Business strategy |
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HR & personnel management/Diversity |
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ICT/DX |
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Environment & energy |
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Skills related to business specialization |
Home appliance retail business |
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Housing environment business |
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Marketing |
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Logistics |
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Kinya Naito |
Keiko Yamahira |
Junko Kawano |
Seiji Nishikawa |
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Management skills |
Corporate management |
〇 |
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〇 |
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Finance & accounting Capital policy |
〇 |
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Legal governance |
〇 |
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Management planning Business strategy |
〇 |
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〇 |
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HR & personnel management/Diversity |
〇 |
〇 |
〇 |
〇 |
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ICT/DX |
〇 |
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Environment & energy |
〇 |
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Skills related to business specialization |
Home appliance retail business |
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Housing environment business |
〇 |
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Marketing |
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Logistics |
Skill set |
Reason for selection |
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Management skills |
Corporate management |
In order to achieve continual growth for the Group and improve corporate value by achieving our management philosophy “Connecting people and society to the future with a smile,” we require a wide range of knowledge and experience that can identify changes in the management environment and construct suitable management strategies from a long-term perspective. |
Finance, accounting, and capital policy |
We must ensure our financial soundness, and balance growth investment and shareholder returns through efficient operation of capital. At the same time, we require extensive knowledge and experience that can connect the creation of new social value to continued growth of the Group and increase our corporate value. |
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Legal affairs and governance |
In order to increase corporate value through stable operation of the Group business, we require a broad range of legal knowledge including social norms and corporate ethics, and require the skills that can construct an effective corporate governance system that can connect the implementation of management strategies to continual growth. |
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Management planning and business strategies |
In order to achieve continual growth for the Group and increase our corporate value, we require the knowledge and experience that can construct a solid earnings base through effective recomposition of our business portfolio and can construct an external alliance system for creating new social value. |
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HR, personnel management, and diversity |
We require knowledge and experience related to management of diverse human resources in order to take the lead in training of the human resources who are the source of our organizational strength to control risks posed by changes in society, to seize new business opportunities, and to achieve sustainable growth for the Group, and to connect higher employee engagement to the creation of new customer value and increased corporate value. |
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ICT/DX |
In order to optimize the data flow from perspectives including delivering customer convenience and new experience value, improving operating efficiency, making fast and correct management decisions, business continuity, and security, we require a complete understanding of digital technologies and the knowledge and experience that enables us to take the lead in innovation. |
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Environment and energy |
We require the knowledge and experience that can rapidly incorporate medium- to long-term risks and opportunities resulting from environmental issues such as climate change, as well as energy problems, into our management strategies, and can create the new social value by achieving household carbon neutrality—a goal of the Group. |
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Skills related to business specialization |
Home appliance retail business |
Our largest earnings base is the home appliance retail business, which we have engaged in for generations and which we have positioned as a core business for the medium to long term. In order to develop related businesses that feature high compatibility including being able to utilize the existing business infrastructure, we require knowledge and experience of the home appliance retail business. |
Housing environment business |
We require knowledge and experience of the housing environment business, which is a pillar of the Group goal of creating new social value by helping to strengthen the resilience of an aging society and by achieving household carbon neutrality. This business is also highly compatible with the home appliances retail business in terms of product performance and business infrastructure such as delivery, installation, and construction (work within the house). |
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Marketing |
We require marketing skills that are specific to the industry, including marketing with ample variations that match the consumers and lifestyles of any generation, collecting vast amounts of customer information and providing product information not only for after-sale service but also for recalls and other product safety measures, and carrying out marketing automation and OMO (Online Merges with Offline) based on customer purchasing trends. |
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Logistics |
We require logistics-related knowledge and experience that is specific to the industry in order to handle products involved in installation of large, heavy equipment and carry out construction, maintain a product stockpile, provide supply to business locations including sales stores and delivery sites, control a logistics infrastructure that combines complex functions such as shipping and delivery in the EC business, and serve as the arteries of the home appliances retail business. |
Based on the belief that the diversity of the directors who are on the Board of Directors determines the effectiveness of the Board and has a significant impact on sustainable growth and on improving corporate value over the medium- to long-term, the Board of Directors regularly deliberates on the balance and diversity of the Board of members, including the knowledge, experience, and abilities of directors, and identifies the skills required of directors and auditors, which are published in the skills matrix.
The Company sees the skills matrix as a tool to ensure the requisite skills and diversity of the Board of Directors by recruiting a wide range of human resources with strengths in specific fields. When appointing directors and auditors, the Company will select candidates with the required skills and experience in light of the skills matrix and follow the procedures to be approved at the Annual General Meeting of Shareholders.
We believe that the skills matrix will play an important role in our succession plan, and we use it, as indicated on the right, for evaluating core personnel in order to develop them as candidates for executive director and CEO positions. We continually provide training for the current directors, executive officers, and executives in order to develop candidates for the next term. (See p. 77 for information on training for officers.) In particular, executive officers share a wide range of skills and knowledge required of directors, including experience with legal issues and governance, sales strategies, finance, human resources, and managing subsidiaries gained at meetings for the Board of Executive Officers, the Sustainability Committee, and the Risk Management Committee. Directors and auditors attend these meetings. In addition, the Board of Directors regularly receives reports on the results of the executive officers’ performance, and the Company takes time to evaluate and develop them as employees capable of serving as directors and CEO in the future.
- Identification of the necessary skills for the Board of Directors in light of the business strategy
- Understanding the gap between the ideal composition of the Board of Directors and the current situation
- Appointment of human resources with skills that the directors lack
- Enhanced director training for new skills
- Use in succession plans for directors
- Use in succession plans for executive officers and other executives