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Introduction to corporate_governance

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Corporate Governance
In pursuit of sound and efficient management, we are working to strengthen our corporate
governance system and put into practice the principles of the FUJITSU Way.
Our Basic Stance on Corporate Governance
We believe that pursuing management efficiency while effectively managing business risks is
essential to achieving sustainable improvement in corporate value. Recognizing that stronger
corporate governance is vital to realizing this goal, we have been active in appointing outside
board members to help ensure sound and transparent management. At the same time, by
separating management oversight and operational execution functions, we have promoted faster
decision-making while further clarifying management responsibilities. The clear separation of
these functions is designed to further improve management transparency and efficiency.
We manage our Group companies based on a clear distinction between 1) companies that
perform an assigned function in our business; and 2) companies that pursue a synergistic
relationship with us based on a shared corporate strategy.
Corporate Governance Framework
The Board of Directors is responsible for management oversight, supervising the business
execution functions of the Management Council, an executive organ under its authority.
The Management Council deliberates upon fundamental policies and strategy regarding business
management, as well as makes decisions on important matters regarding business execution.
Issues discussed by the Management Council and a summary of its discussions are reported to
the Board of Directors, which makes decisions on items of particular importance. In principle,
the Management Council meets three times a month, but meetings may be convened whenever
necessary.
The auditing function is carried out by auditors, who review the Board of Directors as well as
business execution functions and attend important meetings, including meetings of the Board of
Directors as well as Management Council.
In addition, the Corporate Internal Audit Division has been established to serve as an internal
audit group. This division audits the internal affairs of the company and its affiliates, proposes
improvements in their business practices, and regularly reports its audit findings to the
Management Council.
Ernst & Young ShinNihon performs accounting audits for Fujitsu.
There is no nominating committee or compensation committee.

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Corporate Governance Framework
Enhancing Corporate Governance
Basic Stance
We have established the FUJITSU Way, which consisting of a Corporate Vision, Corporate
Values, Principles, and Code of Conduct, which guide the Group and its employees in their daily
activities. We pursue the sound and efficient execution of our business activities by striving to
accelerate the dissemination and implementation of the FUJITSU Way and to promote structures
and procedures to ensure that business dealings are appropriate throughout the Group.
Implementation
The Company, through a resolution by the Board of Directors, has adopted the following basic
stance on the framework for internal control (resolved on May 25, 2006, and revised on April 28,
2008) In terms of putting an internal control system in place, a department with executive
responsibility for internal control has been established. The Company is, moreover, pursuing
initiatives to implement an even more robust operational execution structure by reviewing and
revising its regulations and business operations.
To accelerate the penetration and implementation of the FUJITSU Way and ensure the
appropriateness of business operations, four groups were established directly under the

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Corporate Governance In pursuit of sound and efficient management, we are working to strengthen our corporate governance system and put into practice the principles of the FUJITSU Way. Our Basic Stance on Corporate Governance We believe that pursuing management efficiency while effectively managing business risks is essential to achieving sustainable improvement in corporate value. Recognizing that stronger corporate governance is vital to realizing this goal, we have been active in appointing outside board members to help ensure sound and transparent management. At the same time, by separating management oversight and operational execution functions, we have promoted faster decision-making while further clarifying management responsibilities. The clear separation of these functions is designed to further improve management transparency and efficiency. We manage our Group companies based on a clear distinction between 1) companies that perform an assigned function in our business; and 2) companies that pursue a synergistic relationship with us based on a shared corporate strategy. Corporate Governance Framework The Board of Directors is responsible for management oversight, supervising the business execution functions of the Management Council, an executive organ under its authority. The Management Council deliberates upon fundamental policies and strategy regarding business management, as well as makes decisions on important matters regarding business execution. Issue ...
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