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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”.But the scathing report—commissioned by the company after financial regulators questioned Toshiba’s books earli
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.
(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.
Theseminar Changing Corporate Governance in Japan, which took place in Stanford, CA on June 4, 2015.
Abstract
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.
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:
Omron has announced leading-edge, detailedcorporate governance policies that focus around many of the principles and conceptsset 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 chairedby (and staffed mainly by)such externaldirectors for key functions, and apply a rigorous use of ROIC-based capital allocation.
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.
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.
Topics covered in the RI Insight/MSCI ESG Research Round Table Report 2015 include:
• The impact of the UK Stewardship Code and other international stewardship codes
• Governance signals of investment risk
• How external fund managers are assessed on stewardship
• Governance practices across Europe and in the US
• Impact of pension fund size on corporate engagement practices
• The asset manager/corporate governance nexus
• Family office and high-net-worth interest
• The growing role of bondholders
• Engagement and co-operation between investors
• Long-term activists