Joshin Denki : Corporate Governance


Corporate Governance

Joshin Denki CO.Ltd

Last updated on: Dec. 21, 2021

Joshin Denki Co., Ltd.

Ryuhei Kanatani, Representative Director, President and Executive Officer

Contact: Management Planning Department 06 -6631-1122

Securities Code: 8173

The status of the Company’s corporate governance is as follows.

I. Basic concept of corporate governance, capital structure, corporate attributes and other basic information

1. Basic concept

The Company aims to strengthen its efforts in the home appliance retail business, which we have developed up over many years since our establishment, and to become a business management organization that can respond quickly and accurately to the rapidly changing business environment.

In order to accurately understand the actual situation in the field of sales and to make effective and efficient decisions, many of our directors are in charge of business execution. At the same time, with the aim of utilizing objective viewpoints different from those of people from within the company as well as to strengthen the management system and further improve transparency, outside directors and outside auditors have been appointed as independent officers. In this way, we intend to enhance our corporate governance while further strengthening the current system of directors and auditors.

In addition, we will strive to promptly and accurately disclose information to shareholders and investors from the perspective of management transparency.

[Reasons for not implementing individual principles of the Corporate Governance Code]

The information is based on the revised code as of June 2021.

[Supplementary Principle 2-4-(1) Ensuring diversity in appointing core personnel, etc.] 1. Ensuring diversity

We believe that the active participation of diverse human resources is the source of our organizational strength in curbing the risks posed by social changes, seizing new business opportunities, and leads to sustainable growth. We are actively recruiting a wide range of human resources throughout the year by increasing the ratio of female employees and hiring career professionals with immediate ability in various fields, as well as promoting them to management positions.

(1) Promotion of women to management positions

Women account for 37.2% of our group’s total workforce (including non-regular employees) and 12.2% of full-timelong-term employees. The percentage of female managers is only 3.2%, but we will increase the population of female employees by enhancing the recruitment of female employees (48.4% of new graduates hired in FY2021) and actively encouraging non-regular female employees to become full-timelong-term employees. In addition, we are planning to increase the ratio of female managers to 20% by FY2030 by promoting the creation of role models for appointment to executive positions and promotion to managerial positions.

FY 2020

FY 2030

FY 2050

Actual result



Ratio of female full-time employees




Ratio of female employees(*)




Ratio of female managers




*Including non-regular employees

(2) Appointment of Non-Japanese Employees to Management Positions

With regard to foreigners, we do not bind them to their “nationality”, but rather classify each person as “human resources with rich overseas experience and global perspective”. Although we do not plan to set a specific numerical target for the number of non-Japanese employees, we will enhance the hiring of non-Japanese employees and appoint them to

executive positions in anticipation of a future increase in the number of international customers.

(3) Appointment of mid-career hires to management positions

We believe that knowledge and experience in a variety of fields are necessary to create diverse value and solve social issues, and we plan to increase the ratio of mid-career hires by hiring about 50% of the planned hires for each fiscal year as immediately effective career hires.

Mid-career hires as a percentage of all

Mid-career hires as a percentage of all

*Number of employees as of March 31, 2021

*The number of mid-career hires includes non-regular employees.

2. Human resources development policy and internal environment improvement policy to ensure diversity and the current situation

We believe that employee ownership leads to a sustainable growth by improving CS (creation of social value), and we are working to build a work environment in which diverse human resources can thrive and play an active role, and develop human resources, based on the four key phrases of “securing human resources in response to changes in the environment,” “diversity and inclusion,” “work-life balance,” and “respect for human rights,” as a prerequisite for enhanced employee engagement.

The following documents are posted on our website to provide information on our human resource development policy and internal environmental improvement policy.

Integrated Report

[Disclosure based on the principles of the Corporate Governance Code]

[Principle 1-4:Cross-Shareholdings]

The Company currently holds listed shares as policy from the perspective of enhancing the Company’s corporate value over the medium to long term for the purpose of strengthening business relationships and promoting smooth business operations. Although the total market value of cross-shareholdings has been trending upward due to fluctuations in the market value of shares, the number of shares held has been gradually decreasing, and in principle, new shareholdings will not be held in the future.

Regarding the current shares that are strategically held by the Company, the Board of Directors conducts quarterly qualitative verification of the purpose of holding such shares, including the maintenance of smooth and good business relationships with business partners and the establishment of supply chains, as well as quantitative verification of the percentage of total assets, profits from business relationships, dividends, etc. As for shares that are deemed to have diluted the significance of our holdings, we proceed to dispose of them as appropriate through dialogue and negotiation with the companies concerned.

Furthermore, regarding the exercising of voting rights, the Company shall exercise such rights in light of the purpose of holding such shares and by comprehensively taking into consideration the governance structure and business performance of the issuing company.

[Principle 1-7: Transactions with related parties]

Regarding all transactions which may cause conflicts of interest, such as transactions between related parties, the Company has established Internal rules which require the Board of Directors to deliberate and pass resolutions on such transactions. In addition, the Company shall regularly confirm each year whether or not there are any transactions between the Company’s officers and their close relatives (including companies in which such persons hold a majority of voting rights) and the Company. In addition, a whistle-blowing system has been established as a part of the system to monitor and ensure the appropriateness of business operations.

[Principle 2-6: Demonstrating our function as an asset owner of corporate pensions]

The Company appoints personnelwith experience and expertise in asset management, and who have been involved in asset management for many years at organizations entrusted with the management of corporate pension assets, as internal consultants.

In asset management, our basic policy is “sound and stable asset development for the employees”, under which we avoid

fixed investment in the traditional four asset classes, flexibly reconfigure our portfolio in response to changes in the management environment. In addition, as of fiscal 2019, we have been contributing to risk response premiums in preparation of a worsening management environment, and thereby minimizing the impact on the Company’s financial position as much as possible.

In addition, verification of investment results is carried out by the Asset Management Committee on a quarterly basis to continuously improve operations, and reports on the stewardship activities of Institutions entrusted with asset management are requested as a monitoring system.

[Principle 3-1: Enhancement of Information Disclosure]

(i) Corporate philosophy, management strategies, and management plans

In October 2021,we formulated a new medium to long-term management strategy, and in the process, revised its corporate philosophy for the first time in 57 years. The new corporate philosophy and medium to long-term management strategies are published in the Integrated Report 2021. (The “2021 Integrated Report” is also available on our website ( The “JT-2023 Management Plan” medium-term management plan covering the three-year period from April 2020 to March 2023 is available on our website. (

(ii) Basic concept and Basic policy on Corporate Governance

As disclosed in the “Integrated Report” and the “Report on Corporate Governance,” our basic concept on corporate governance is to strengthen its efforts in the home appliance retail business, which we have developed up over many years since our establishment, and establish a management control system that can respond quickly and accurately to the rapidly changing business environment, achieve sustainable growth, and improve medium to long term corporate value.

(iii) 3) Policies and procedures for the Board of Directors in determining remuneration of Senior Management and Directors

The total amount of directors’ remuneration is set during the General Meeting of Shareholders, and monetary remuneration is set within the range of 240 million yen per year. The Nomination and Compensation Committee, which is chaired by the majority of independent outside directors, consults with the Board of Directors, deliberates on the allocation of compensation to individual directors based on the “Regulations on Compensation for Directors,” and the Board of Directors shall decide based on its report. The criteria for remuneration for the directors are set as “Director and Managing Executive Officer” and the standard monthly remuneration shall be less than 200% of the maximum monthly salary under the employee salary system. Remuneration for Directors is determined based on the remuneration ratio and business performance of each Director. Remuneration ratio is set at 1.0 for “Directors and Executive Officers,” 1.2 for “Directors and Managing Executive Officers,” 1.4 for “Directors and Senior Managing Executive Officers,” 1.7 for “Directors and Executive Vice President,” 2.0 for “Director and President,” and 1.7 for “Director and Chairman”. The remuneration ratio for the CEO is separately set by adding 0.2 to this ratio. Of the total amount of remuneration for individual directors, 70% is set as fixed monetary remuneration, 10% as individual performance-linked remuneration (variable between 0% and 200%), and 20% as performance-linked stock remuneration (variable between 0% and

200%). The stock-based remuneration is determined by resolution at the General Meeting of Shareholders. The purpose of this system is to further clarify the linkage between business performance, stock value and directors’ remuneration, and to increase awareness of the directors’ contribution towards the improvement of business performance over the medium to long term, and to increase corporate value by sharing the benefits and risks of stock price fluctuations with the shareholders.

The amount of remuneration for outside directors shall be determined on an individual basis, taking into consideration factors such as societal standards, career of the outside director concerned, and knowledge and experience in the specialized fields.

  1. Policies and procedures for the Board of Directors in the appointment and dismissal of senior management and the nomination of directors and auditor candidates

In the selection and dismissal of Directors, the Nomination and Compensation Committee, a majority of which is occupied and chaired by independent outside directors, deliberates after consultation with the Board of Directors based on the basic principle that such Director possesses knowledge, understanding, and experience on the Company’s management policies, business content, and issues, etc., and can contribute to the enhancement of the Company’s corporate value over the medium- to long-term, and the Board of Directors makes decisions based on its report. Auditors with experience in the Company’s business operations and management, internal control, and financial management, etc., and who can use their insights in auditing based on their carrier background are nominated with the consent of the Board of Auditors. In addition, regarding outside directors and outside auditors, importance is placed on the wealth of experience and high level of insight such persons possess in their respective fields, and that such auditors are independent, and these functions are exhibited in the Board of Directors and the Board of Auditors.

  1. Explanation of individual appointments, dismissals and nominations in the event of the appointment or dismissal of senior management and the nomination of candidates for directors and auditors by the Board of Directors

Candidates for Directors and Auditors are disclosed in the reference documents of the “Notice of Convocation of the

General Meeting of Shareholders” along with a brief personal history and concurrent positions held by each candidate. The Nomination and Compensation Committee, a majority of which is occupied and chaired by Independent outside directors, deliberates after being consulted by the Board of Directors so that a fair and transparent process can be followed when selecting and dismissing directors and upon receiving the report, the Board of Directors decide on the proposal for election and dismissal. With regard to the appointment and dismissal of Auditors, the Board of Directors shall decide on a proposal for appointment and dismissal based on the results of discussion at the meeting of Board of Auditors.

Supplementary Principle 3-1-(3) Initiatives for Sustainability, etc.

(1) Our approach to sustainability

For us, sustainability is about creating a virtuous cycle of capital that leads to sustainable growth and increased corporate value by creating two types of social value, which we aim to achieve by: “Supporting Enhancement of the Resilience of an Aging Society” and “Achieving Carbon Neutrality in the Home” based on our corporate philosophy of “connecting the future of people and society with a smiling face”.

In order to create two types of social value based on our corporate philosophy, we have defined our management vision as “Becoming a Hub for Life Infrastructure through the Power of Home Appliances and ICT” and have been working to achieve this. As important issues that our company must address, we have identified 7 high priority issues (Important Issues), 14 issues to be addressed, and have formulated initiatives for the intermediate point of 2030 with a view to what kind of company we want to be 30 years from now in 2050.

(2) Investment in human capital, intellectual property, etc.

In order to link the improvement of CS (creation of social value) through the advancement of employee engagement to sustainable growth, we are actively investing in the creation of an internal environment in which diverse human resources can thrive and develop human resources, and are working to build employee ownership with the four key phrases of “securing human resources in response to changes in the environment,” “diversity and inclusion,” “work-life balance,” and “respect for human rights” as our themes.

(3) Risks related to climate change and the impact of profit opportunities on the company’s business activities and earnings

In addition to expressing support for TCFD, the Company sees the future transition to a decarbonized society as an “opportunity” and is working to create social value in the form of “achieving carbon neutrality in the home” by promoting the use of home appliances with high performance in energy creation, energy storage, and energy saving.

In addition, as a part of our efforts to reduce greenhouse gas emissions from our business activities, we are working to reduce the environmental impact by increasing the ratio of renewable energy sources, such as by installing solar power generation systems at our offices and switching to CO2-free power sources. In the future, we will continue to enhance the quality and quantity of disclosure based on TCFD or an equivalent framework.

The following documents are posted on our company website to disclose the details of our response policies for (1), (2) and (3).

Integrated Report

[Supplementary Principle 4-1(1) Scope of delegation to management]

As the highest decision-making body, the Board of Directors decides on important management matters such as medium to long-term management policies and business strategies aimed at creating social and corporate value, and also entrusts each Executive Director with high-level judgment and decision-making as the person in charge of the business execution area for which he or she is responsible.

By defining the scope of delegation in detail through the Board of Directors regulations, managing executive officer regulations, regulations for division of duties, and rules for decision-making, the Board of Directors shall establish an organizational structure which enables each director to work in close coordination and make high-level and flexible decisions.

The Board of Directors holds regular meetings at least once a month, as well as extraordinary meetings as necessary, and the Executive Officers’ Meeting is held once a week to supervise the execution of duties by the Directors and Executive Officers.

[Principle 4-9: Criteria to determine the degree of independence of independent outside directors and their qualifications]

Criteria to determine independence at the Company is based on satisfying both the requirements for outside officers required by the Companies Act and the independence standards required by stock exchanges, and appropriate personnel who can contribute to the enhancement of corporate value and shareholder interests are registered with the stock exchanges as candidates for outside officers, with the approval of the General Meeting of Shareholders as independent officers.

Criteria to determine independence is disclosed in the “Report on Corporate Governance”. Criteria to determine independence are deliberated by the “Nomination and Compensation Committee”, in consultation with the Board of Directors as appropriate, and the Board of Directors decides the criteria based on the received report.

[Supplementary Principle 4-10-(1) Approach, Authority, and Role of the Independence of the Composition of Committees]

The Company has appointed a total of six independent external officers out of which four are independent outside directors (two of whom are women) and two are independent outside corporate auditors.

(1) Nomination and Compensation Committee

The Company has established the Nomination and Compensation Committee, which consists of four independent outside directors and two representative directors. The Nomination and Compensation Committee, a majority of which is occupied and chaired by outside directors, deliberates on the selection and dismissal of directors, succession planning, design of the compensation system, and the amount of individual compensation for directors and the Board of Directors makes the decision based on the received report of this.

(2) Committee for Evaluation of the Effectiveness of the Board of Directors

The Company has established a Board of Directors Evaluation Committee consisting of four independent outside directors and four corporate auditors including two independent outside corporate auditors, and has established a system under which independent outside directors provide appropriate advice to the Board of Directors from various angles through the evaluation of the effectiveness of the Board of Directors.

[Supplementary Principle 4 -11-(1) Concept regarding the balance of knowledge, experience and skills, diversity and size of the Board of Directors as a whole]

Based on the belief that diversity of the Directors comprising the Board of Directors affects its effectiveness and significantly impacts sustainable growth and the enhancement of corporate value over the medium to long term, the Company’s Board of Directors has deliberated on the balance and diversity of the composition of the Board of Directors, including the knowledge, experience and abilities of the Directors. As a result, the Company formulated the “Skill Matrix” for Directors and Auditors and published it in the notice of convocation of the 73rd Ordinary General Meeting of Shareholders held in June 2021 as a nomination proposal prerequisite for Directors and Auditors.

The Company considers the skill matrix to be a tool to ensure diversity in the Board of Directors by recruiting a wide range of personnel with strengths in specific fields, and uses it to visualize the process to determine any excess or deficiency in skills among the Directors and to balance such excess or deficiency by the selection and dismissal of internal and external Directors.

The relevant matrix is disclosed in section 19 of the “Notice of the 73rd Ordinary General Meeting of Shareholders”. (

[Supplementary Principle 4 -11-(2) Directors and corporate auditors holding concurrent positions at other listed companies]

When a proposal on candidates for Directors and Auditors in the General Meeting of Shareholders is submitted, the status of concurrently held positions are disclosed in the business reports and reference documents of the “Notice of Convocation of General Meeting of Shareholders”. Some candidates may hold concurrent positions as outside officers of other listed companies, but this is not particularly considered to be an obstacle in their attendance at the meetings of the Board of Directors and the Board of Auditors of the Company, and the number of concurrent positions remains within a reasonable range.

[Supplementary Principle 4 -11-(3) Analysis and Evaluation of the Effectiveness of the Board of Directors as a Whole]

The Company continuously promotes efforts to improve the effectiveness of the Board of Directors, which plays a central role in the efforts of the Company to enhance its corporate value and shareholder profits over the medium to long term. For the fiscal year ending March 2021, an “Assessment Committee for Board of Directors”, consisting of outside directors and auditors, was established to investigate the effectiveness of the Board of Directors, targeting all directors and auditors who are members of the Board of Directors. The Company conducted anonymous questionnaires and interviews with the directors, and the results were reported to the Board of Directors, along with the opinions of outside directors. The Board of Directors confirmed that the Board of Directors is functioning effectively based on the analysis of the survey results, and also identified constructive opinions and suggestions obtained in the course of the survey as issues which can contribute to the further improvement of the effectiveness of the Board of Directors and is formulating action plans to address such. A summary of the evaluation results of the effectiveness of the Board of Directors for the fiscal year ending March 2021 was disclosed on June 1, 2021.

[Supplementary Principle 4 -14-(2) Training Policy for Directors and Auditors]

The Company provides opportunities for Directors and Auditors to improve their skills by acquiring the necessary knowledge and to remain up to date on the appropriate knowledge, so that such persons can properly fulfill their expected roles and responsibilities. For Directors, Auditors, and Managing Executive Officers, training by external instructors is provided six times a year on Corporate Law, Financial Instruments and Exchange Act, and other legal authorities and obligations under laws and regulations, as well as training for officers needed to acquire and remain up to date on legal and other related knowledge and skills required for the management practices of the Company. At the same time, the system to obtain advice from lawyers, certified public accountants, tax accountants, and other specialists on a case-by-case basis has been enhanced. As many of our directors are in charge of various operations in the Company and are engaged in tasks that require a high level of judgment, we believe that total training is indispensable for the execution of each operation in the Company.

[Principle 5-1 Policy for constructive dialogue with shareholders]

We believe that constructive dialogue with shareholders will lead to sustainable growth and medium to long-term enhancement of corporate value, and therefore the Directors are proactively engaged in IR activities. Regarding specific

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Joshin Denki Co. Ltd. published this content on 21 December 2021 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 21 December 2021 07:29:03 UTC.

Publicnow 2021

All news about JOSHIN DENKI CO., LTD.

Sales 2021 449 B
3 947 M
3 947 M
Net income 2021 8 873 M
78,0 M
78,0 M
Net Debt 2021 28 114 M
247 M
247 M
P/E ratio 2021 9,53x
Yield 2021 2,37%
Capitalization 56 084 M
495 M
493 M
EV / Sales 2020 0,23x
EV / Sales 2021 0,25x
Nbr of Employees 4 024
Free-Float 73,1%


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