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Japan Today:"Toshiba scandal exposes Japan Inc's governance flaws"

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Excerpt:  “The vast firm, which had sales of 600 billion yen last fiscal year, hired outside directors and adopted a 16-member board a decade ago, among other changes, to “enhance management efficiency and improve transparency”.

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Japan Today:"After Toshiba scandal, foreign investors want tougher governance in

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Excerpt:  “The Toshiba scandal further underlines the need for board training as well as a robust whistleblower protection system,” said Seth Fischer, chief investment officer at Hong Kong-based hedge fund Oasis Management and a corporate governance activist who successfully pushed for reforms at Nintendo Co Ltd.

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Cary Krosinsky: "Sustainability is ESGFQ - How to Measure Your Investments on Sustainability"

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"Q - Quality of management is something that can be achieved only by direct interaction and investor judgment. Hence, sustainability inevitably needs human interaction, face-to-face dialogue and understanding that management is committed to full integration of sustainability -- walking the walk, not just talking the good talk.

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The Wall Street Journal:"Japanese Companies Are Haunted by'Ghosts In The Boardroom"

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(Excerpts ) -- “Toshiba isn’t unusual in keeping “ghosts in the boardroom,” as Nicholas Benes, head of the Board Director Training Institute of Japan, describes former executives who stay on the payroll in an advisory role. He estimates that 80% or more of large Japanese companies have such posts. Many top executives in Japan, where CEO pay is lower than in the U.S., consider them an entitlement, to supplement their pensions.

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Seminar Report:"Changing Corporate Governance in Japan"

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The seminar "Changing Corporate Governance in Japan", which took place in Stanford, CA on June 4, 2015.

"Abstract

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Deloitte:"Women In The Boardroom"

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"Statistics defined  (p.3)
Total companies analyzed: The company sample size for each country profile.

Percentage of board seats held by women: Calculated by dividing the number of board seats held by women by the total number of board seats in a given sample. The same logic applies for the percentage of board chairs that are women and for the statistics provided for committees.

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Cary Krosinsky: "The Future of Air Travel - Efficiencies and Business Success Taking Off"

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"Since most of an aircraft’s lifetime GHG emissions occur in service, Boeing feels it is critical to design and build products and systems with sustainable technologies to reduce the environmental footprint while reducing cost.  Boeing’s engineers look to make design decisions considering environmental performance measures that:

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Omron Announces Leading-Edge Corporate Governance, ROIC Policies

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Omron has announced leading-edge, detailed corporate governance policies that focus around many of the principles and concepts set forth in Japan's new corporate governance code.  The shareholder-friendly policies apply a clear definition of independence,  require that at least one-third of the board be independent directors,  use advisory committees chaired by (and staffed mainly by) such external directors for key functions, and apply a rigorous use of ROIC-based capital allocation. 

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The Japan Times:"Governance guru pushes Japan Inc. to open up and diversify"

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"Former trailblazing dean Christina Ahmadjian finds her balance between the classroom and boardroom By Kris Kosaka, June 21, 2015

Christina Ahmadjian, an academic and expert in corporate governance, sits on the boards of several Japanese companies, including Mitsubishi Heavy Industries and Japan Exchange Group, the holding company that oversees the Tokyo Stock Exchange. Often the lone foreigner and only woman in the room, Ahmadjian relishes playing gadfly and applying her research to real-life situations.

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CII: “Best Disclosure: Board Evaluation”

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"The board of directors is the cornerstone of the U.S. model of corporate governance. An effective board ensures that management runs a company in the long-term interests of shareholders, whom the board is elected to represent.

Over time, a board may become complacent or may need new skills and perspectives to respond nimbly to changes in the business environment or strategy. Regular and rigorous self-evaluations help a board to assess its performance and identify and address potential gaps in the boardroom.

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