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Sustainability Management

Through activities centered on the Sustainability Department and the ESG Promotion Department, we have been verifying initiatives in accordance with the four core themes for sustainability, preparing a long-term vision based on the four core themes, and examining possible key performance indicators for evaluating sustainability in our businesses.

Initiatives for Reinforcing Corporate Governance

  • 2007Oct.Adopted a holding company system

    • 2008Jun.Began appointing external directors

      • Shortened the term of all directors to one year to clarify management responsibilities

    • 2014Jun.Appointed second external director
      Ms. Etsuko Okajima has accumulated a wealth of management experience and insight at ProNova Inc. as well as a deep understanding of diversity issues and actively offers opinions and advice from an independent and objective standpoint.

    • 2015Mar.Redefined roles of the Board of Directors and the Management Committee to separate management decision making and oversight from operational execution
      The Board of Directors was defined as a forum for discussing important issues, and steps were taken to stimulate discussion centered on outside directors in order to enhance the Board's functionality as a venue for creating Groupwide strategies for improving corporate value. The Management Committee was delegated a wider range of decision-making authority from the Board of Directors in order to expedite management decisions.

    •  Apr.Established Criteria for Independence of External Directors and Audit & Supervisory Board Members

    •  Jun.Reduced the number of directors from 10 to 6
      We reduced the number of directors by four to reinforce the supervisory functions of the Board of Directors by making it easier for the opinions of the external directors to be incorporated into management practices.

    •  Aug.Published Japanese-language version of first integrated report, Co-Creation Management Report 2015

      Co-Creation Management Reports

    •  Oct.Established dedicated investor relations department
      The IR Department was established with seven members. This organization meets with between 200 and 300 institutional investors in Japan and overseas each year.

    •  Nov.Formulated MARUI GROUP Corporate Governance Guidelines
      The MARUI GROUP Corporate Governance Guidelines codify our stance toward corporate governance and our initiative policies, including those for improving corporate value. For example, it is stated that one-third of directors should be external directors (independent directors), that the Company is to conduct appropriate capital measures based on its business structure, and that the Company will not engage in cross-shareholdings except when necessary.

      MARUI GROUP Corporate Governance GuidelinesPDF

    •  Dec.Held explanatory forum on Co-Creation Management Report 2015
      MARUI GROUP held its first integrated report explanatory forum on Co-Creation Management Report 2015 for institutional investors, analysts, and members of the press to faciliate understanding of the report's contents. In this forum, President Aoi and representatives from each business explained co-creation management policies and examples of specific initiatives.

      MARUI IR DAY Materials and Videos

    • 2016Mar.–
      Conducted evaluation of the Board of Directors' effectiveness
      All directors and Audit & Supervisory Board members completed a self-evaluation survey of the effectiveness of the Board of Directors. Based on these surveys, it was decided that the Board of Directors was functioning sufficiently. Areas applauded and issues identified included the following.

      Areas Applauded
      – Active discussion centered on external directors appointed by reducing the total number of directors
      – Respect for opinions of external directors
      – Incorporation of perspectives of shareholders, investors, and other stakeholders

      Issues Identified
      – Lack of successor development programs → 1 3
      – Failure to link director compensation to medium-to-long-term performance → 2

    •  May1 Established Nominating and Compensation Committee with external directors as its primary members
      Based on a resolution by the Board of Directors, the Nominating and Compensation Committee must consist of at least three members, two of whom must be outside directors. At a meeting of the Board of Directors held on May 12, 2016, three members were appointed: external directors Koichiro Horiuchi and Etsuko Okajima, and President Hiroshi Aoi. We believe that discussing matters related to the nomination and compensation of directors at a committee with external directors as its primary members will help ensure objectivity and transparency and thereby contribute to the enhancement of our corporate governance system.

    •  Jun.2 Introduced performance-linked, stock-based compensation to serve as a medium-to-long-term incentive for directors and executives of the Company and directors of subsidiaries
      Through the performance-linked, stock-based compensation system, applicable officers receive allocations of Company stock every three years that are adjusted via a coefficient within the range of 0% to 100% based on the KPI defined for that period (ROE, EPS, and ROIC for the first three-year period). The Company has adopted the Board Incentive Plan Trust scheme for this system. Accordingly, director compensation now consists of fixed basic compensation, performance-linked bonuses, and performance-linked, stock-based compensation. In addition, an incentive plan based on the Employee Stock Ownership Plan Trust scheme has been instituted for managers of Group companies to increase their motivation to contribute to medium-to-long-term improvements in performance and corporate value for the Company.

    •  Jul.Establishment of an Advisory Board
      The Advisory Board was established to formulate strategies for accomplishing the goals of the medium-term management plan and for realizing medium-to-long-term improvements to corporate value. The purpose of the Advisory Board is to enable MARUI GROUP to receive multifaceted advice and proposals from external experts with insight into business strategies and various business areas. We anticipate that such advice will be a powerful asset in the Groupwide pursuit of improved corporate value as we seek to address the rapidly changing operating environment and the diversifying society. Regular monthly meetings of the Advisory Board are held, at which representatives from relevant areas attend, and advice is also sought on specific themes.

    •  Sep.Published Japanese-language version of Co-Creation Management Report 2016 integrated report; English-language version published in October 2016

      Co-Creation Management Reports

    •  Oct.Established ESG Promotion Department
      The ESG Promotion Department coordinates with the IR Department to bolster communication with ESG ratings institutions and enhance the disclosure of ESG information.

    •  Nov.Published Japanese-language version of Co-Creation Sustainability Report 2016, which focused on four core themes; English-language version published in January 2017

      Co-Creation Sustainability Reports

    • 2017Feb.Published ESG DATA BOOK


    •  Apr.Changed name of CSR Promotion Department to Sustainability Department
      In November 2016, MARUI GROUP set forth its new goal of achieving sustainability in light of social trends and a standpoint emphasizing environmental, social, and governance (ESG) concerns. In conjunction with this development, the name of the CSR Promotion Department, which was established in 2005, was changed to the Sustainability Department and its mission was redefined as advancing initiatives to transform our main business into a socially contributing undertaking with eyes to the future.

      3 Commencement of future leader development program
      An evaluation of the Board of Directors' effectiveness identified the issue represented by the Company's lack of successor development programs. To address this issue, MARUI GROUP launched the Co-Creation Management Academy management training program to help cultivate future leaders.

      Cultivation of Future Leaders

      • Jun.Appointed third external director
        Mr. Masahiro Muroi has accumulated a wealth of experience spearheading corporate governance reforms as a corporate manager, is well versed on cutting-edge and digital technologies, and actively offers opinions and advice from an independent and objective standpoint.

        • Discontinuation of Takeover Defense Measures
          At the Ordinary General Meeting of Shareholders held in June 2008, the Company received approval to implement takeover defense measures. These measures were later discontinued at the Ordinary General Meeting of Shareholders held in June 2017. This decision was made based on trends regarding recent takeover defense measures as well as the results of discussions with institutional investors and other domestic and overseas shareholders. In light of these exchanges, it was judged that the discontinuation of these measures would facilitate efforts to contribute to the common interests of the shareholders of the Company by strengthening corporate governance, advancing the medium-term management plan, and further improving corporate value.

    •  Aug.Published Japanese-language version of Co-Creation Management Report 2017 integrated report; English-language version published in October 2017

      Co-Creation Management Reports

    •  Nov.Published Co-Creation Sustainability Report 2017, which established and revised policies, including those pertaining to the corporate philosophy

      MARUI GROUP's Co-Creation Philosophy

      Core Theme 4: Co-Creation Corporate GovernancePDF

      Co-Creation Sustainability Reports

    •  Dec.Held Co-Creation Sustainability Explanatory Forum

      MARUI IR DAY Materials and Videos

  • 2018Jun.Resignation of one external director

    • Appointed third external director
      Mr. Yoshitaka Taguchi
      has accumulated a wealth of experience and insight over his long career as a corporate manager and actively offers opinions and advice from an independent and objective standpoint.

  • 2019Jan.Established the Sustainability Advisory Board
    The Advisory Board was established to facilitate the formulation of strategies for accomplishing the targets of the medium-term management plan and improving corporate value over the medium-to-long term. We have expanded the role of this board to include promoting co-creation sustainability management in response to changes in the operating environment over the long term. Three ESG specialists were appointed to the new board, which was renamed the Sustainability Advisory Board.

  • 2019MayEstablished the Sustainability Board
    The Sustainability Board was established as an advisory body to the Board of Directors for the purpose of promoting co-creation sustainability management. This board is tasked with examining sustainability strategies and initiatives for the entire Group and providing reports and advice to the Board of Directors on these matters. In addition, the Environment and CSR Committee was established as a part of the Sustainability Board. This committee is responsible for carrying out duties pertaining to the management of relevant risks and other matters based on the instructions of the board. The Sustainability Board is chaired by the president, and its membership comprises executive officers selected by the Board of Directors and other individuals deemed appropriate to serve as members by the Board of Directors based on the goals of the board.

Co-Creation of Corporate Value with Shareholders and Other Investors

In October 2015, we established the IR Department, a dedicated organization consisting of seven members, who primarily engage in communication with institutional investors. In one year, we met with between 200 and 300 institutional investors, including those overseas. Through our discussions with these investors, we gain valuable insight into matters such as how to view corporate value and balance sheet policies. I feel that this input was effectively utilized in shaping MARUI GROUP's new medium-term management plan, which covers the period leading up to the fiscal year ending March 31, 2021. Corporate value certainly cannot be summed up in a single statement. Nevertheless, it is important for the Company to actively explain its view on corporate value and its efforts for improving this value. This is one of the main reasons we publish co-creation management reports. We also hold annual explanatory forums on these reports to delve into topics that were not completely covered in the report for that year. A number of junior employees from the frontlines of business took the stage at these events, providing energized perspectives of how co-creation efforts are contributing to corporate value or where they find motivation in their own work. Investors in attendance stated that these presentations greatly enhanced their understanding. Our initiatives over the past year bore results as the Securities Analysts Association of Japan identified MARUI GROUP as a company demonstrating a massive improvement in disclosure during the fiscal year ended March 31, 2016, and the Company ranked high in the 2016 and 2017 All-Japan Executive Team Rankings released by U.S. financial industry magazine Institutional Investor. Going forward, we will continue to provide inclusive explanations of our activities to deepen stakeholder understanding.

Hirotsugu Kato

Director and Managing Executive Officer
CFO, General Manager, IR Department
In charge of Finance, Investment Research, Sustainability, and ESG Promotion

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