(Translation)

JVCKENWOOD Corporate Governance Policy
Established: December 1, 2015
Amended: December 23, 2021

Chapter 1 General Provisions(Purpose)
Article 1
JVCKENWOOD Corporation (the “Company”) has set out its Corporate Governance
Policy to establish a corporate governance system with the aim of achieving
sustainable growth and enhancing corporate value over the medium to long term.

Chapter 2 Ensuring the Rights of Shareholders and Dialogue with
Shareholders(General Meeting of Shareholders)
Article 2
1
The Company regards the General Meeting of Shareholders as its supreme decisionmaking body, and shall take appropriate measures to ensure the rights ofshareholders and shall develop an environment for shareholders to exercise theirrights in an appropriate manner.
2
The Company shall secure sufficient time for shareholders to review the meeting’s
proposals through early disclosure and distribution of the notice of the General
Meeting of Shareholders.
3
The Company shall develop an environment for all shareholders, including individual
shareholders and institutional investors, to exercise their voting rights throughdiversified methods for this purpose, that is, a voting form in writing for the exercise
of voting rights, adoption of an electronic voting system via the Internet for the
exercise of voting rights, and participation in the platform for the exercise of voting
rights for institutional investors.
4
The Company shall regard the General Meeting of Shareholders as one of the forums
for dialogue with shareholders, to the extent that it schedules the date of the meetingin consideration of a time that is convenient for shareholders to attend as well as
securing sufficient time for shareholders to review proposals.
5
The Company shall prepare an English translation of the notice of the General
Meeting of Shareholders and post it on the Company’s website, as well as make itavailable through other means.
6
If there is a proposal by the Company that was resolved but opposed by a significant
number of shareholders, the Board of Directors shall conduct a survey and ananalysis of the result, refer such information to the Company’s management, andreflect the findings of the survey and analysis in the Company’s dialogues withshareholders, and in other activities, as necessary.
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(Constructive Dialogue with Shareholders)
Article 3
The Company holds constructive dialogue with shareholders with the aim ofachieving sustainable growth and enhancing corporate value over the medium to longterm. Through such dialogue, the Company shall clearly convey its management
policy to shareholders and endeavor to gain their understanding, providing theCompany’s management and the Board of Directors with feedback concerning theopinions and concerns of the shareholders obtained through dialogue, in the
Company’s efforts to enhance corporate value.
(Policy for Constructive Dialogue with Shareholders)
Article 4
1
The Chief Executive Officer (CEO) of the Company shall assume the post of chair of
the shareholders' meeting and pay careful attention as a supervisory manager toachieve constructive dialogue with shareholders in general, and each Director of theBoard shall share the responsibility with consideration given to shareholders’requests, etc.
2
The Shareholder Relations (SR) Department shall serve as the secretariat for holding
dialogues between the Company and its shareholders. The SR Department shallexchange information regularly with the supervisor, Directors, the Finance &Accounting Division, and other related parties, who are engaged in constructive
dialogues with shareholders. The SR Department shall also exchange opinions
regarding disclosure and the explanation of financial results and other matters,
based on expertise in their respective fields, and work in cooperation to assist in the
dialogue between the Company and its shareholders.
3
The Company shall endeavor to obtain the shareholders’ understanding ofmanagement strategy and the business environment through financial results
briefings, the disclosure of information on the Company’s website, and other means.
4
Feedback concerning the dialogue between the Company and its shareholders shallbe provided to the Board of Directors in a timely and appropriate manner, andactively utilized in the Company’s medium- and long-term business development, andother matters.
5
The Company shall be well aware of the handling of insider information when holding
dialogues with its shareholders, and shall conduct proper management and othertreatment of insider information in accordance with the “Regulations for Timely
Disclosure,” “Administrative Regulations for Insider Information,” and “Confidential
Information Management Rules,” prescribed separately. [Principle 5-1 Information
to Be Disclosed](Basic Capital Policy)
Article 5
The Company shall make investments in line with its investment plan based on theinvestment policy set down in the medium-term management plan and concretely
laid out in the annual plan, and adopt a financial plan that pursues an optimal capital
structure towards improving return on capital. In addition, the Company shall2

consider a balance between reductions in net interest-bearing debt and investments,
and pursue optimization of sufficient consolidated working capital. The Company
shall pay attention to the balance between stable shareholder returns in the form of
dividends and the securing investment resources for growth businesses.
(Policy on Strategic Shareholdings)
Article 61
In the course of its business, the Company may hold shares in other companies whosebusiness it expects to maintain and further expand. Such shareholdings include
shares of companies held based on capital and business alliances concluded with theaim of achieving growth and developing the Company’s businesses, and shares held
for the purpose of maintaining and strengthening business relationships. In themeantime, the Company shall verify the need for the Company to hold shares held
based on past results every year by comprehensively examining the benefits, risks,
capital costs and other factors associated with holding for each individual share anddispose of shares that the Company no longer needs to hold as much.
2
Acquisition and disposal of strategic shareholdings shall be determined based on amateriality standard determined by the Board of Directors and executed by the bodyspecified by the approval standard.
3
With respect to the exercise of voting rights concerning the shareholdings, theCompany shall comprehensively determine, after reviewing proposals at the General
Meeting of Shareholders, whether the contents of the proposals can enhance thecorporate value of the companies in which the Company holds shares. The Company
shall also assess such proposals in terms of their conformity with the reason forholding the shareholdings, and their impact on the Company. In addition, theCompany shall confirm the companies whose shares it holds with regard to the intent
of the proposals, whenever necessary. [Principle 1-4 Information to Be Disclosed]
4
If any corporation or other entity which holds shares in the Company throughstrategic shareholding (a shareholder of strategic shareholdings) indicates its
intention to sell or otherwise dispose of the shares it holds, the Company shall notpresent any condition that would be disadvantageous to the shareholder of strategic
shareholdings, such as reducing transactions due to said sale, and deal with it,
respecting the intention of the shareholder of strategic shareholdings to the
maximum extent possible, while fully understanding the intention of the Corporate
Governance Code and the intention of the shareholder of strategic shareholdings.
5
Even in a transaction with strategic shareholders, the Company shall carefully avoid
any unfair transaction which may harm the common benefits of corporations andshareholders attributable to strategic shareholdings. It shall do this by conducting
individual transactions based on opinions and cross-checking of a large number of
persons including senior officers in other departments through the course of thedecision-making process of the Board of Directors, etc., while examining the economic
rationality.
(Transactions with Related Parties)
Article 7
When the Company conducts transactions with its Officers, principal shareholders,or other related parties, it shall take the following procedures to ensure that said
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transactions will not harm the interests of the Company and common interests ofshareholders.
(1) If the Company conducts transactions that involve conflicts of interest under theCompanies Act, or that could cause conflicts of interest, the Company shallobtain prior approval from, as well as make an ex post facto report to, the Boardof Directors in accordance with laws, regulations, and the Board of Directors
Rules. In addition, the Company shall prepare a confirmation note of a survey
regarding whether transactions with Directors, Audit & Supervisory Board
Members, or their close relatives were conducted. Any important transaction
conducted shall be reported to the Board of Directors.
(2) Similar procedures shall be required for transactions with principal shareholders
or other related parties.
(3) Transactions with related parties shall be disclosed in accordance with theCompanies Act, Financial Instruments and Exchange Act, and other applicablelaws and regulations, as well as the rules of the Tokyo Stock Exchange. [Principle
1-7 Information to Be Disclosed]

Chapter 3 Appropriate Cooperation with Stakeholders(Relationships with Stakeholders)
Article 8
The Company places importance on promoting sustainability activities through its
business activities. Accordingly, we will continue to create products and services thatsolve social issues. At the same time, we will endeavor to establish appropriate
relationships with all stakeholders, in order to continue achieving sustainable growthand enhancing corporate value, while playing a part in the development of asustainable society by contributing to solving social issues through our businesses.
(Development of Corporate Philosophy)
Article 9
The Company shall set out its corporate vision, management policy, and conduct
guide, and develop a corporate philosophy that forms the basis of corporate activities
aimed at enhancing corporate value over the medium to long term. [Principle 3-1
Information to Be Disclosed](Code of Conduct)
Article 10
The Board of Directors shall establish the “JVCKENWOOD GROUP Compliance
Code of Conduct” that specifically outlines the values and ethical views to be sharedwithin the Group, with the aim of building appropriate relationships withstakeholders. The Company shall fulfill the social responsibility the Group bears,
ensure that mutual respect is shared by all within the Group, and create a work
environment where people from diverse backgrounds can play an active role.
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(Ensuring Diversity in the Workplace)
Article 11
1
To secure its sustainable growth, the Company promotes diversity, including
participation of women, persons with disabilities, foreign nationals, and mid-career
employees, among others, in consideration of various kinds of experience, skills andattributes. [Supplementary Principle 2-4 1) Information to Be Disclosed]2
As part of efforts for ensuring diversity in the workplace, the Company shall work todevelop a framework for education and training that assists in the growth of each
employee and to create a safe and pleasant work environment. [Supplementary
Principle 2-4 1) Information to Be Disclosed]
3
The Company determines its view on securing diversity in, for example, appointing
its core human resources and voluntary, measurable goals, and discloses the status.
[Supplementary Principle 2-4 1) Information to Be Disclosed](Whistle-blowing)
Article 12
1
The Company shall establish the “Regulations for the JVCKENWOOD GROUP
Whistle-blowing System” as a procedure for whistle-blowing and reform with regard
to activities that deviate from the “JVCKENWOOD GROUP Compliance Code of
Conduct,” as well as for monitoring and protecting whistle-blowers from receiving
unfavorable treatment.
2“Regulations for the JVCKENWOOD GROUP Whistle-blowing System” stipulates
the confidentiality of whistle-blowers and the prohibition of unfavorable treatment if
information is provided through the whistle-blowing system.
3
The reception desk for a Whistle-blowing System shall be established at the Internal
Governance Office, Audit & Supervisory Board Office, and an external third-party
organization.
(Roles of corporate pension funds as asset owners)
Article 12-2
1
With regard to the Company’s corporate pension fund (the “Fund”), the fundmanagement shall be entrusted to a professional investment manager, and theselection of individual investees and exercise of voting rights shall be left to thediscretion of such investment manager to avoid conflicts of interest between
beneficiaries of the corporate pension and the Company.
2
The Company shall dispatch commissioners to the Fund as well as employ officers
and employees with expertise in the Fund so that the Fund can improve its expertisein fund management, and exercise the expected functions such as monitoring of theinvestment manager. Further, the Company shall ensure the soundness of the overall
Fund management through regular deliberation, etc. with the Fund. [Principle 2 - 6
Information to Be Disclosed]

Chapter 4 Ensuring Appropriate Disclosure of Information and Transparency(Disclosure of Information)
Article 135In conformity with the “Regulations for Timely Disclosure,” the Company shallappropriately disclose financial and non-financial information in accordance with theCompanies Act, Financial Instruments and Exchange Act, and other applicable laws
and regulations, as well as the rules of the Tokyo Stock Exchange. The Company shallalso voluntarily provide information other than the disclosed information inaccordance with laws and regulations.

Chapter 5 Responsibilities of the Board of Directors and Other DecisionMaking Bodies(Roles and System of the Board of Directors)
Article 14
1
The Company shall regard the Board of Directors as its fundamental and strategic
decision-making body, as well as a supervisory and monitoring body for businessexecution. The Board of Directors shall have a regular meeting once a month and an
extraordinary meeting as necessary to discuss and resolve basic policies andimportant matters relating to the management as well as to supervise and monitor
the status of business execution.
2
Directors shall have a fiduciary responsibility to shareholders. The term of office of
Directors is one year to ensure clarification of their responsibilities and swift anddecisive management.
3
The Board of Directors comprises persons with diverse experience, achievements,
expertise, and insights, and the number of Directors is prescribed in the Articles ofIncorporation. The Board of Directors shall also actively appoint External Directors
to promote highly transparent decision-making and take the initiative in corporate
reform and governance.
4
The Board of Directors shall develop and revise the Company’s corporate vision,
management policy, and code of conduct to establish the goals of the Company. In
addition, it sets the strategic direction of the Company through the development ofmanagement strategies and business plans.
5
The Company shall introduce an Executive Officer System under which the functionsof business execution are divided and management responsibility and businessexecution responsibility are clarified. With the aim of developing an environment for
the establishment of the Executive Officer System, the Company shall developinternal rules of corporate governance, such as the “Board of Directors Rules,”“Executive Officers Committee Rules,” “Administrative Authority Regulations,”“Regulations for Segregation of Duties,” and “Standards for Decision-Making andAuthority,” and clarify the duties, authority and responsibility of Directors, Executive
Officers, and divisions to develop an environment for supporting appropriate risktaking in business execution. The Board of Directors, which takes the initiative incorporate reform and governance, shall hold active discussions between External
Directors and Directors concurrently serving as Executive Officers to make decisions
and shall entrust the business execution to Executive Officers. [Supplementary
Principle 4-1 1) Information to Be Disclosed]
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8-1

8-2

8-3

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10-1

The Board of Directors shall elect promising persons as successors to the Chief
Executive Officer and other senior management, by taking their achievements andabilities, among other attributes, into consideration, both internally and externally,
promote them to important posts within the Company as necessary, encourage theirinvolvement with management to cultivate their knowledge, experience, and abilities
as business managers and determine their aptitude as successors. External Directors
provide advice and recommendations to ensure the validity and appropriateness ofthe election and dismissal of Executive Officers and other senior management.
The Board of Directors shall develop the whistle-blowing system and oversee its
operation.
The Board of Directors shall include Independent External Directors who do not havethe potential to generate conflicts of interest with general shareholders, to ensure theeffectiveness of the supervisory functions of management with their experience,achievements, expertise, insights, and other attributes, and establish a highly
effective supervisory system for the execution of duties by Executive Directors andExecutive Officers.
The Board of Directors shall establish the Nomination and Remuneration Advisory
Committee consisting of all Independent External Directors in order to strengthen
its functions, independence, and objectivity. The majority of the committee members
shall be Independent External Directors, out of which a chairperson is elected.
[Supplementary Principle 4-10 1) Information to Be Disclosed]
The Nomination and Remuneration Advisory Committee shall submit a proposal fora candidate for the Company's representative and, as necessary, a successor plan to
the Board of Directors. The committee shall also examine a candidate for a director
and a proposal for director remuneration from the perspective of diversity and skills,
etc., and provide opinions to the Board of Directors. The Board of Directors shallrespect the opinions of the Nomination and Remuneration Advisory Committee in
determining a candidate for a director and part of director remuneration.
[Supplementary Principle 4-10 1) Information to Be Disclosed]
The Board of Directors shall receive a report on the status of business execution from
Executive Officers and other senior management responsible for business execution
through discussions at its meetings. Each Director shall supervise the status ofmanagement by pointing out management issues and providing comments on suchreports as necessary. Through discussions at the Board of Directors, each Director
shall evaluate the business performance, and other matters, of the Company byunderstanding the status of management and execution of businesses in the fields
where each Director is not in charge. Based on such evaluation, each Director shalldiscuss and deliberate on the appointment of Executive Officers and other senior
management from an objective and independent viewpoint.
The Company shall establish the “Compliance Regulations,” “Internal Control
Regulations for Financial Reporting,” “Basic Risk Management Rules,” and otherrules by resolution of the Board of Directors to develop a system that enables
appropriate risk-taking by Executive Officers and other senior management who
shall operate the system. The Board of Directors shall monitor the effectiveness ofoperations and provide comments and opinions by receiving reports on the status ofoperation of such system as necessary, and improve the system through revision andabolition of rules as required.
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The Company shall establish the Regulation for Internal Audit by resolution of theBoard of Directors. Based on an audit plan approved by the Board of Directors, theCorporate Audit Office reports to the Board of Directors on the status of internal
controls and risks of Group companies and divisions through the Group’s internal
operational audits, based on which the Board of Directors supervises the status ofoperations.
The Board of Directors shall supervise the allocation of management resources andstrategies relating to the business portfolio so as to contribute to the Company’ssustainable growth from the viewpoint of sustainability, improve the management
system, and disclose the Group's sustainability initiatives. [Supplementary Principle
3-1 3) Information to Be Disclosed]
The Board of Directors shall regularly identify sustainability, receive reports on thestatus of initiatives, and address issues as necessary.

(Remuneration of Directors and Executive Officers)
Article 15
1
Directors' remuneration shall be limited to the total amount of annual remunerationin accordance with the resolution of a Shareholders' Meeting, and no retirement
benefits or other such benefits shall be paid.
2
The Board of Directors shall establish internal rules for part of director and executive
officer remuneration based on the reports submitted by the Nomination andRemuneration Advisory Committee, which consists of all Independent External
Directors, and shall determine individual remuneration amounts in accordance with
the Company's performance, etc.
3
Remuneration for Executive Officers shall be based on a three-tier structure
consisting of fixed remuneration, short-term incentives (bonuses), and medium- tolong-term incentives (stock-based remuneration), within a limit of the total annual
remuneration amount.
4
The medium- to long-term incentive shall be paid after retirement from the post of
Executive Officer in the number of shares of the Company calculated according to thetitle. This clarifies the linkage with the Company’s medium- and long-term businessperformance and stock value and boosts the motivation to contribute to increasing
medium- and long-term corporate value, while encouraging the sharing of value withshareholders. [Principle 3-1 Information to Be Disclosed](Appointment and Dismissal of Directors, Audit & Supervisory Board Members, andExecutive Officers)
Article 16
1
Candidates for Directors of the Company are determined by the Board of Directors
upon obtaining the Directors’ opinions and advice based on opinions of theNomination and Remuneration Advisory Committee.
2
Candidates for Audit & Supervisory Board Members are determined by the Board of
Directors upon obtaining the consent of the Audit & Supervisory Board based on
opinions of the Nomination and Remuneration Advisory Committee. One or more
persons with appropriate knowledge on finance and accounting are elected as Audit& Supervisory Board Members.
3
Appointment and dismissal of Executive Officers is determined by the Board of
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5

6

Directors in accordance with the Executive Officers Committee Rules. [Principle 3-1
Information to Be Disclosed]
In order to enhance business competitiveness to expand corporate value, theCompany places importance on working in collaboration through serious discussion
on members’ experience including any concurrent position held by each member ofthe Board of Directors, and their achievements, expertise and knowledge, andindependence, etc., in a wide and balanced manner. The basic policy is to utilize theSkills Matrix, etc., in order to ensure diversity through the fusion of personality,
intelligence, judgment, and decisiveness and integrity of individuals, etc., and to
consider the balance between newly elected candidates and reappointed candidates
from the viewpoint of fostering next-generation candidates, with External Directorsof the Board as independent Officers with an emphasis on monitoring functions.
While comprehensively considering the above, the Company shall appoint candidates
for Directors upon obtaining the opinions of the Nomination and Remuneration
Advisory Committee. [Supplementary Principle 4-11 1) Information to Be Disclosed]
The Nomination and Remuneration Advisory Committee shall propose a candidate
for the representative of the Company to the Board of Directors. The Board of
Directors shall elect the representative while respecting the opinions of theNomination and Remuneration Advisory Committee.
In the event that any of the following items applies to the representative of theCompany, the Nomination and Remuneration Advisory Committee shall propose
dismissal of such representative to the Board of Directors. The Board of Directors
shall dismiss such representative while respecting the opinions of the Remuneration
Advisory Committee [Principle 3 - 1 Information to Be Disclosed]:(1) the representative is found to have a relation deemed socially reprehensible
with an antisocial force;(2) the representative has breached laws, regulations, the Articles of Incorporationor other Company’s Group rules, and caused a significant loss to the Company’sGroup or interfered with its business;(3) the execution of the representative’s duties has been significantly hindered;(4) the representative has proved not to meet the requirements of the basic policyof the appointment of Directors set forth in Paragraph 4.

(Evaluation of the Board of Directors)
Article 17
1
The Board of Directors shall conduct an analysis and evaluation of its effectivenessas a whole, and disclose a summary of the results.
2
In relation to the evaluation of the effectiveness of the Board of Directors, in order toelicit honest opinions and conduct an evaluation while ensuring objectivity, the Boardof Directors shall employ a method involving aggregation and analysis by a thirdparty organization, and in addition analyze and assess changes from the previous
evaluation, with regard to each Director’s and Audit & Supervisory Board Member’s
self-evaluation. [Supplementary Principle 4-11 3) Information to Be Disclosed](Criteria for Judgment of Independence)
Article 18
9In general, to ensure the effectiveness of the supervisory function of the management
based on experience, achievements, expertise, insights, and other attributes, as wellas independence from conflicts of interest with general shareholders, the Company
shall elect candidates for External Directors and External Audit & Supervisory Board
Members by confirming their business backgrounds and ensuring that they are notprincipal shareholders of the Company or have never been engaged in businessexecution at the Company’s main business partners (with a transaction value of one
percent or more of the consolidated net sales of the Company), based on its criteria
and policies for independence set out in accordance with the “Guidelines for theGovernance of Listed Companies” (III 5. (3)-2) established by the Tokyo Stock
Exchange. [Principle 4-9 Information to Be Disclosed](Roles and Responsibilities of Independent External Directors)
Article 19
1
Independent External Directors shall have an objective and third-party viewpoint,
independent of the business execution of the Company’s Group, with extensive
experience, achievements, and insights in various professional fields. Based on theabove, Independent External Directors shall provide advice and recommendations toensure the validity and appropriateness of the Company’s management policy, efforts
to improve management, the election and dismissal of senior management, and otherimportant decision-making by the Board of Directors, and to supervise transactions
involving conflicts of interest.
2
Independent External Directors shall appropriately reflect the opinions of minority
shareholders and other stakeholders on the Board of Directors from a standpoint
independent of management and controlling shareholders.
(Roles and System of the Audit & Supervisory Board)
Article 20
1
The Company shall consider that the audit system, overseen by Audit & Supervisory
Board Members, including External Audit & Supervisory Board Members, who are
independent of the Board of Directors, is effective as a management supervisory
function and adopts the organizational structure of a company with an Audit &Supervisory Board.
2
Audit & Supervisory Board Members shall establish the audit standards of Audit &Supervisory Board Members based on the fiduciary responsibility to shareholders,and attend the meetings of the Board of Directors and other important meetings. In
addition, they shall hold meetings of the Audit & Supervisory Board, perform audits
on the execution of duties by Directors and business execution of the Company’sGroup as a whole, and conduct accounting audits to perform the function of acorporate audit. Audit & Supervisory Board Members shall also express theiropinions to Directors or other attendees, in an appropriate manner, when deemednecessary, at the meetings of the Board of Directors and at other important meetings.
3
The Audit & Supervisory Board shall have a meeting once a month and whenevernecessary.
4
In exercising a right concerning the election and dismissal of Auditors and External
Accounting Auditors, and audit remuneration, the Audit & Supervisory Board shallevaluate Auditors and External Accounting Auditors by, for example, establishing a
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standards for fair evaluation. In addition, the Audit & Supervisory Board shallconfirm the presence or absence of independence and expertise of the External
Accounting Auditors through exchanges of opinions with them and examination of
the status of audit implementation.
(Concurrent Holding of Positions)
Article 21
1
The Company shall disclose the status of the concurrent holding of positions at othercompanies by Directors and Audit & Supervisory Board Members in its business
report, securities report, corporate governance report, and through other means,
every year. [Supplementary Principle 4-11 2) Information to Be Disclosed]2
If any of the Directors or Audit & Supervisory Board Members concurrently holdequivalent positions at other corporations or organizations, the Company shallrequire the approval of the Board of Directors in the case of an Executive Officer
concurrently serving as a Director, or report to the Board of Directors in the case ofan Independent External Director and Audit & Supervisory Board Member. The
Company shall conduct a survey and confirm the presence or absence of transactions
between related parties and the status of the concurrent holding of positions at theend of each fiscal year.
(Policy for the Training of Directors and Audit & Supervisory Board Members)
Article 22
1-1
The Company shall provide internal and external training and information on laws
and corporate governance by experts to its senior management, including Directors,
Audit & Supervisory Board Members, and Executive Officers, when deemed
appropriate. It shall also facilitate their understanding of the roles andresponsibilities and acquisition of necessary information as members of the Board of
Directors and the Audit & Supervisory Board, as well as their development of an
extensive network of personal relationships through their self-development andbuilding of a network of personal contacts in their own fields of specialization, byparticipating in external training and accession to external organizations.
1-2
In addition to discussion at the Board of Directors, the Company shall hold a Boardof Directors off-site meeting consisting of Directors and Auditors to discuss theGroup's business strategies, technology strategies, human resource strategies,
among others, to further improve the knowledge and insights of individual executive
officers and share information.
2
The Company shall bear the expenses incurred for training its senior management,
accession to external organizations, or other activities, in accordance with theapplicable internal regulations when Directors or Audit & Supervisory Board
Members find such efforts necessary in the course of their work.
3
The Company shall create opportunities to explain its businesses and inspect its
major business sites, for the purpose of informing Independent External Officers asnecessary, and provide them with information necessary for explaining its businesschallenges and other matters. [Supplementary Principle 4-14 2) Information to Be
Disclosed][Revision History]
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- Amended on December 1, 2018
- Amended on December 23, 202112