Corporate Governance
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Nov 9, 2007 Release Ube Industries Announces Short-Form Merger Of
Company name: Ube Industries, Ltd. Representative: Hiroaki Tamura President and Representative Director Shares listed on: First Section of Tokyo Stock Exchange, Fukuoka Stock Exchange Security code number: 4208 Contact: Yasuko Sakamoto General Manager, IR/PR Department Tel: +81-3-5419-6110 Ube Industries Announces Short-Form Merger of Subsidiary TOKYO, November 9, 2007 — Ube Industries, Ltd. today announced that it will absorb a subsidiary, EUP Co., Ltd., by a merger. The decision was approved today at a meeting of the Board of Directors. Details of the merger are outlined below. 1. Purpose of Merger EUP Co., Ltd. engages in recycling of waste plastics and other materials as prescribed under the Containers and Packaging Recycling Law, utilizing a process that produces synthesis gas for the chemicals industry. The company was established as a 50/50 joint venture by Ube Industries, Ltd. and Ebara Corporation and has been operating since fiscal 2001. On September 30, 2007, EUP Co., Ltd. was made into a wholly-owned subsidiary of Ube Industries, Ltd. in order to streamline and improve the efficiency of its operations in unison with Ube Industries, Ltd. The move was designed to position the company to generate stable profits moving forward, taking into account the increasingly competitive nature of the business environment for EUP Co., Ltd. By absorbing EUP Co., Ltd. through a merger, Ube Industries, Ltd. is aiming to further streamline the operations of the business unit. 2. Details of Merger A. Schedule for Merger Scheduled meeting by Board of Directors: November 9, 2007 Scheduled signing of merger agreement: November 9, 2007 General meeting of shareholders to approve the merger agreement: Ube Industries, Ltd.: Ube Industries, Ltd. -
The Expanding Role of the CFO: Do Outside Directorships Facilitate Strategic Learning?
The Expanding Role of the CFO: Do Outside Directorships Facilitate Strategic Learning? By Sarfraz Khan Department of Accounting University of Louisiana, Lafayette [email protected] Elaine Mauldin Trulaske College of Business University of Missouri Columbia MO 65211 573-884-0933 [email protected] February 2018 The manuscript is partially based on the first author’s dissertation at the University of Texas at San Antonio. We thank Sharad Asthana, James Groff, Stewart Miller, Emeka Nwaeze and John Wald for valuable suggestions. We also thank Sung-Jin Park, Juan Manuel Sanchez, Sarah Shonka and workshop participants at University of Arkansas, Florida Atlantic University, and University of Texas at San Antonio for helpful comments on ealier versions of the manuscript. The Expanding Role of the CFO: Do Outside Directorships Facilitate Strategic Learning? ABSTRACT We study the association between chief financial officer (CFO) outside board directorships and their home firm strategic financing and investment policies. Using a sample of firms from 2003-2014, we find only about nine percent of CFOs sit on outside boards. We find evidence of strategic learning because CFO outside directorships are associated with greater home firm financial flexibility, as reflected in faster adjustment toward target debt ratios, fewer underinvestment problems, and lower sensitivity between cash holdings and cash flows. We also distinguish CFO ouside director from CEO outside director effects and find that CFOs more likely transfer strategic learning to their home firm. Our findings support the argument that outside directorships provide CFOs an opportunity to network with and learn from other executives and directors, enabling these CFOs to improve strategic financing and investing practices in their home firm. -
JPX-Nikkei Index 400 Constituents (Applied on August 31, 2021) Published on August 6, 2021 No
JPX-Nikkei Index 400 Constituents (applied on August 31, 2021) Published on August 6, 2021 No. of constituents : 400 (Note) The No. of constituents is subject to change due to de-listing. etc. (Note) As for the market division, "1"=1st section, "2"=2nd section, "M"=Mothers, "J"=JASDAQ. Code Market Divison Issue Code Market Divison Issue 1332 1 Nippon Suisan Kaisha,Ltd. 3048 1 BIC CAMERA INC. 1417 1 MIRAIT Holdings Corporation 3064 1 MonotaRO Co.,Ltd. 1605 1 INPEX CORPORATION 3088 1 Matsumotokiyoshi Holdings Co.,Ltd. 1719 1 HAZAMA ANDO CORPORATION 3092 1 ZOZO,Inc. 1720 1 TOKYU CONSTRUCTION CO., LTD. 3107 1 Daiwabo Holdings Co.,Ltd. 1721 1 COMSYS Holdings Corporation 3116 1 TOYOTA BOSHOKU CORPORATION 1766 1 TOKEN CORPORATION 3141 1 WELCIA HOLDINGS CO.,LTD. 1801 1 TAISEI CORPORATION 3148 1 CREATE SD HOLDINGS CO.,LTD. 1802 1 OBAYASHI CORPORATION 3167 1 TOKAI Holdings Corporation 1803 1 SHIMIZU CORPORATION 3231 1 Nomura Real Estate Holdings,Inc. 1808 1 HASEKO Corporation 3244 1 Samty Co.,Ltd. 1812 1 KAJIMA CORPORATION 3254 1 PRESSANCE CORPORATION 1820 1 Nishimatsu Construction Co.,Ltd. 3288 1 Open House Co.,Ltd. 1821 1 Sumitomo Mitsui Construction Co., Ltd. 3289 1 Tokyu Fudosan Holdings Corporation 1824 1 MAEDA CORPORATION 3291 1 Iida Group Holdings Co.,Ltd. 1860 1 TODA CORPORATION 3349 1 COSMOS Pharmaceutical Corporation 1861 1 Kumagai Gumi Co.,Ltd. 3360 1 SHIP HEALTHCARE HOLDINGS,INC. 1878 1 DAITO TRUST CONSTRUCTION CO.,LTD. 3382 1 Seven & I Holdings Co.,Ltd. 1881 1 NIPPO CORPORATION 3391 1 TSURUHA HOLDINGS INC. 1893 1 PENTA-OCEAN CONSTRUCTION CO.,LTD. -
To Be Or Not to Be Both CEO and Board Chair Thuy-Nga T
Mitchell Hamline School of Law Mitchell Hamline Open Access Faculty Scholarship 2010 To Be or Not to Be Both CEO and Board Chair Thuy-Nga T. Vo William Mitchell College of Law, [email protected] Publication Information 76 Brooklyn Law Review 65 (2010) Repository Citation Vo, Thuy-Nga T., "To Be or Not to Be Both CEO and Board Chair" (2010). Faculty Scholarship. Paper 184. http://open.mitchellhamline.edu/facsch/184 This Article is brought to you for free and open access by Mitchell Hamline Open Access. It has been accepted for inclusion in Faculty Scholarship by an authorized administrator of Mitchell Hamline Open Access. For more information, please contact [email protected]. To Be or Not to Be Both CEO and Board Chair Abstract Part I of this article discusses the management and monitoring responsibilities of the board of directors. Part II explores the duality governance structure and its prevalence in corporate America. In Part III, the article examines and weighs the theoretical arguments for and against duality. Based on these arguments, this part assesses the impact of combined or separate CEO and Chair positions on the board’s performance of its management and monitoring responsibilities. Part IV turns to the empirical data on the effect of combined, rather than separate, CEO-Chair roles on corporate performance. Part V explains the views of corporate stakeholders on the duality debate. The ra ticle concludes that theoretical arguments and empirical evidence, as reflected in financial and nonfinancial metrics, strongly suggest that a corporate governance structure with a nonexecutive Chair, instead of a dual CEO-Chair, is better suited to the fulfillment of the directors’ fundamental responsibilities to oversee business operations and monitor management for the purpose of enhancing shareholder value. -
CORPORATE PROFILE Corporate Philosophy
CORPORATE PROFILE Corporate Philosophy Mission Statement Creating Value for Customers via New Ideas ITO Corporation's mission is to contribute to our customers and to society via the values born from new pairings and findings. We create opportunities that previously did not exist by connecting together objects, people, companies, and ideas. We strive for a virtuous cycle where we provide new opportunities and value to our customers, which in turn contributes to the products and services born into the world. Value Statement An Organization Which Excites All In order for us to provide customers and society with exciting new opportu- nities, we ourselves must be an innovative organization. Additionally, for us to increase our customer's level of satisfaction and to take actions which contrib- ute to the world, it is important that we spend our time in a valuable way. To achieve the above, we value the following as an organization: Respect each other and understand the value that diversity brings. No discrimination based on gender, nationality, age, experience, etc. Cultivate a harmonious and encouraging work culture, and support the efforts of others Strive for a fulfilling life together, not only with work but also by valuing family and society Provide employment, skill development, and opportunities for advance- ment to those with motivation Ensure that our actions are always fair and moral Vision Statement Improve the World via Moving Equipment Throughout the ages, moving components and equipment have freed people from heavy la- bor, enabled transportation to remote locations, and enriched the lives of people everywhere. During the foundation of our company, we played a role in the post-war recovery by providing to people electrical machinery and other moving items that could be used in the burnt fields of Tokyo. -
Corporate Governance(PDF:852KB)
NGK Group’s ESG Corporate Governance The NGK Group is conducting measures to expand and strengthen its corporate governance to increase corporate value with the intent of becoming a company trusted by all its stakeholders. Basic Policies To ensure appropriate operations and transparent management, efficacy by deliberating and reviewing important matters. Conference of Outside Directors and Outside Audit & Supervisory ethics. All executives and employees are well versed in the code the NGK Group has set its sights on establishing and maintaining In recognition of needs to execute swift and optimal Board Members, and a Business Ethics Committee to ensure the and are obligated to abide by it. To reflect changes in society since an organization capable of swiftly responding to changes in the decision-making and respond promptly to changes in the operating effectiveness of the Corporate Governance Code. the previous revision, in January 2019 the NGK Group Code of business environment, and a fair and open management system environment, NGK introduced an executive officer system, thus In addition, we have formulated the NGK Group Code of Conduct was revised with an emphasis on respect for human emphasizing the interests of shareholders. These components separating the management decision-making and supervision Conduct to stipulate how everyone working for the NGK Group rights, thorough compliance, and the realization of a sustainable make up NGK’s basic approach to corporate governance. functions from business execution functions, and clearly defining should execute their jobs so that they abide by society’s laws and society through business activities. To put this approach into practice, NGK has chosen a corporate the responsibilities of both. -
Members List
Members list APO Green Productivity Advisory Committee (as of February 2010) Chairperson Mr. Teisuke Kitayama Chairman of the Board Sumitomo Mitsui Banking Corporation Vice-Chairpersons Mr. Yukio Yanase Director Representative Executive Officer President and Chief Operating Officer ORIX Corporation Mr. Hajime Bada President and Chief Executive Officer JFE Steel Corporation Mr. Takashi Yamagishi Executive Vice President, Member of the Board Chief Technology Officer Teijin Limited Prof. Ryoichi Yamamoto Professor Institute of Industrial Science & International Research Center for Sustainable Materials University of Tokyo Mr. Tsuneaki Taniguchi President Japan Productivity Center Advisers Mr. Yoichi Morishita Corporate Counsellor Panasonic Corporation Mr. Masatoshi Yoda Former President of Ebara Corporation Mr. Etsuhiko Shoyama Chairman Emeritus Hitachi, Ltd. Mr. Kazuyoshi Terashima Former Vice President of Ebara Corporation Members Mr. Seiichi Ueyama Managing Director Aeon Retail Co., Ltd. Mr. Hidehiro Shinohara General Manager Environment & Safety Department Ajinomoto Co., Inc. Mr. Katsuhiko Sugie General Manager Amita Corporation Mr. Takeshi Kurashige Producer Social & Environmental Management Department Asahi Breweries, Ltd. Mr. Shuji Kato Director, Member of the Board Chief Social Responsibility Officer Bic Camera, Inc. 539 Mr. Yoshinobu Shizukuishi Manager Marketing Department Biznet Corporation Mr. Kazutoshi Nakamura Manager Environment Communications Department Canon Inc. Mr. Satoru Fujimoto Manager Global Environment Department Daikin Industries, Ltd. Mr. Yasushi Iwao General Manager Marketing Department Deloitte Tohmatsu Evaluation and Certification Organization Co., Ltd. Mr. Tsutomu Ishibashi General Manager Corporate Environmental Management Department Ebara Corporation Mr. Hiroyuki Akiyama Group Manager Environment Management Group, Corporate Social Responsibility Department Fuji Xerox Co., Ltd. Mr. Mitsugu Sato General Manager Advanced Business Group Fujitsu FIP Corporation Ms. Chie Saito G-Project Inc. -
Ebara Pump System Engineering Handbook Pdf
Ebara Pump System Engineering Handbook Pdf Clare remains disguisable: she qualify her Primavera wane too unaptly? How antisubmarine is Kaleb underpoweredwhen orthodontic Rodrigo and enveloping democratizes Nev her outselling sockdologer some carniesanfractuosities? quaintly. Bogdan angle ontogenically as It varies from the factory before producing airborne sound is focussing on the bottom upward in china: bookings open channels, pump ebara engineering report by split case ebara fluid handling pumps SWPA 2019 Submersible Wastewater Pumping Systems. End Suction EMVSUU Series lack Data EbaraVertical Multistage. Century Pumps. DIAGRAM Water Pump Wiring Diagram Single Phase FULL. Environmental impact assessment of vibration and wizard from. Independent company ebara pumps americas corporation effective april 1. Integrated system for providing services ranging from engineering and. Water Pump Ebara DVSU Operating Instructions Installation Maintenance Manual. Pump Handbook Fourth Edition Access Engineering. Water pumps PDF calculation sheet for designing solar pumping systems. Securing and engineering report by ebara pump system engineering handbook pdf as well as standard details of our process to download your specific requirements section entitled when the system. EBara international Corporation Fluid Handling Division. According to the theory of centrifugal pumps of Dr Ariya Inokuchi Since the beginnings. Turbine instrumentation and control pdf. Sons company was formed by ebara pump system engineering handbook pdf concerning biodiversity, handbook of the system will topsoil shall per year. Part 1 PDF-MiMESiS Handbook low Power Systems Engineering with Power Electronics Applications by. Company profile EBARA Pumps Europe SpA. Sharing a core business, ebara engineering report. Ksb Pumps Houston. 2 Tough versatile pumps for domestic airline transfer In areas with no sewer systems or areas. -
Japan Strategic Value Fund - a Class
Nomura Funds Ireland plc Japan Strategic Value Fund - A Class Fund Review June 2016 The fund underperformed the benchmark by 1.77% during June (net of fees and other expenses). The Investment Objective Japanese equity market fell heavily in June in response to rising risk aversion among investors both at To achieve long-term capital growth through home and around the world. The damage was particularly severe in the last week of the month following investment in a portfolio of Japanese equity the surprise victory of the leave campaigners in the UK’s referendum on European Union membership. The securities. impact of this shock was immediately felt in the foreign exchange markets where sterling fell sharply and those currencies viewed as ‘safe havens’ appreciated rapidly. Along with the likes of the Swiss franc, the yen falls into this category, and the Japanese currency ended the month 7.3% higher against the dollar, 7.5% against the euro and over 16% against the pound. These developments were very unsettling to investors Investment Style given that yen strength represents a major drag on the earnings of the market; the impact of which will become apparent as companies adjust their earnings forecasts ahead of the interim reporting season. • Bottom up stock selection. Stock positions that provided the biggest positive contributions to performance over the period included • Strong value emphasis. overweights in telecommunications giant Nippon Telegraph & Telephone, and electronics retailer Yamada Not constrained by sector weightings. Denki, along with pump manufacturer Ebara Corporation, and an underweight position in Honda Motor. Major • detractors from performance included overweight positions in Mazda Motor, chemical company Daicel and power wholesaler Electric Power Development, together with an underweight in Astellas Pharmaceutical. -
2019 Investment Stewardship Annual Report
2019 Investment Stewardship Annual Report August 2019 Annual Report Navigating long-term change – 3 Active the year in review 2018-2019 Investment Stewardship 4 stewardship: highlights creating long- Our achievements 5 Our principles, guidelines, priorities, 7 term value and commentaries The Investment Stewardship Engagement and voting case studies 10-22 Annual Report provides an • Board quality and effectiveness remain overview of BlackRock’s approach our primary focus • Corporate strategy and capital allocation to corporate governance and • Executive compensation stewardship in support of long- • Environmental risk and opportunities term value creation for our clients. • Human capital management as an In this report we provide practical investment issue examples of the BlackRock Spotlight on activism 23 Investment Stewardship (BIS) Engagement and voting statistics 24 team’s work over the year, Investor perspective and public policy 25 distilling some of the trends and Industry affiliations and memberships 28 company-specific situations reported in our regional quarterly Appendix reports. We emphasize the List of companies engaged 31 outcome of our engagements with BlackRock’s 2019 PRI assessment 38 companies, including some which report and score have spanned several years. We also provide examples of where we have contributed to the public discourse on corporate Our Annual Report reporting period is July 1, 2018 to June 30, 2019, representing the Securities and Exchange governance and investment Commission’s (SEC) 12-month reporting period for US mutual funds, including iShares. stewardship. Navigating long-term change – the year in review The adage “change is the only constant” has never been more true than in the past year. -
List of Donor Companies: Business Sector Emergency Donation for Earthquake Victims in Central Java, Indonesia, on May 27, 2006 (In Alphabetical Order of Companies)
List of Donor Companies: Business Sector Emergency Donation for Earthquake Victims in Central Java, Indonesia, on May 27, 2006 (in alphabetical order of companies) As of August 25, 2006 Nippon Keidanren Total amount contributed: \1,621,520,000.- Nippon Keidanren has been instrumental in soliciting business sector funds when disasters hit hard various parts of the world in the past. On May 27, 2006, central part of Java Island, Indonesia, was struck by a heavy earthquake, claiming more than 5,000 human lives and injuring almost 40,000, creating over 400,000 refugees and causing damages to more than 500,000 houses. Believing that the damages there were extensive, Nippon Keidanren initiated fund raising activities and provided solicited funds and goods such as tents and water purifiers for Indonesian people through Red Cross and NPOs under the auspice of the Japan Platform. Following is the list of donor companies that provided funds and goods through Nippon Keidanren and / or independently. 1 ABB K.K. 40 BOSCH CORPORATION 79 DAIWA HOUSE INDUSTRY CO.,LTD. 2 ACOM CO.,LTD. 41 BRIDGESTONE CORPORATION 80 DAIWA SECURITIES GROUP INC. 3 ADEKA CORPORATION 42 BROTHER INDUSTRIES,LTD. 81 DAIWABO COMPANY LIMITED 4 ADVANEX INC. 43 BUNKYODO CO.,LTD. 82 DENKI KAGAKU KOGYO K.K. 5 ADVANTEST CORPORATION 44 BUSINESS CONSULTANTS,INC. 83 DENSO CORPORATION 6 AEON 45 CALBEE FOODS CO.,LTD. 84 DENTSU INC. 7 AICHI STEEL CORPORATION 46 Canon Group 85 DHC CORPORATION 8 AICHI TOKEI DENKI CO.,LTD. 47 CAPCOM CO.,LTD. 86 DOWA MINING COMPANY,LTD. 9 AIFUL CORPORATION 48 CASIO COMPUTER CO.,LTD. -
CDP Japan Water Security Report 2019
CDP Japan Water Security Report 2019 On behalf of 525 institutional investors with assets of USD 96 trillion CDP Japan Water Security Report 2019 | 2020 March Report writer Contents CDP Foreword 3 Report Writer Foreword 4 Water Security A List 2019 6 Scoring 7 Stories of Change 8 - Kao Corporation - Japan Tobacco Inc. Executive Summary 12 Response to CDP’s Water Security Questionnaire 14 Appendix 22 - CDP Water Security 2019 Japanese companies Please note that the names of companies in the text do not indicate their corporate status. Important Notice The contents of this report may be used by anyone providing acknowledgment is given to CDP. This does not represent a license to repackage or resell any of the data reported to CDP or the contributing authors and presented in this report. If you intend to repackage or resell any of the contents of this report, you need to obtain express permission from CDP before doing so. CDP has prepared the data and analysis in this report based on responses to the CDP 2019 information request. No representation or warranty (express or implied) is given by CDP as to the accuracy or completeness of the information and opinions contained in this report. You should not act upon the information contained in this publication without obtaining specific professional advice. To the extent permitted by law, CDP does not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this report or for any decision based on it.