A Message from an External Director
It is my strong impression that
the SEGA SAMMY Group is anorganization with a strong sense ofhonor and responsibility and the ability
to work together towards its goals.

Naoko Murasaki
Director, Audit andSupervisory Committee Member(External)

Evaluation of governance framework
although this does mean that a risk management framework is
taking shape, discussion somehow ends up centering on risk that isalready apparent, with discussion of potential risk an afterthought.
This makes me feel that further improvement is needed. Goingforward, the SEGA SAMMY Group may find itself encountering all
kinds of unaccustomed risk in the course of its business expansion. I
consider it essential to analyze and quantify this future potential risk.
If the impact of a potential risk on business is identified, a considered
response can be implemented if the risk does emerge, and if theextent of the risk is known, an appropriate level of risk can be
accepted as a potential path to growth.
I also would like to see Group governance strengthened. The
SEGA SAMMY Group has made rapid progress with globalization inrecent years and now has a large number of overseas subsidiaries.
To achieve further major advances in overseas markets from thisposition, the Group needs to strengthen the connection with headquarters and ensure that its values are shared across all Group
companies. To do so, I believe that SEGA SAMMY should further
increase opportunities for communication with its overseas organizations so that they acquire a firm understanding of the strategy andpolicies of Japan headquarters. From a defensive standpoint, theauditing systems of overseas subsidiaries are also critical. Given the
differences in language, business practices, and legal systems,
reliable audit of overseas subsidiaries is never easy, but the first step
must be to train up human resources able to carry out global audit.
As audit experience is a useful skill for corporate management, andnot only in the overseas context, I think it would be a good idea topromote it actively as a key accomplishment in the study programfor executive management candidates.
In the two years since I became involved in the management of
SEGA SAMMY, I have seen progress each year with strengtheningof governance. Being able to evolve rather than fearing change is
one of SEGA SAMMY’s most distinctive features. Going forward, I
would like to see it continuing to take rapid action in this area to put inplace a more advanced governance framework.

With the establishment of the Group Sustainability Subcommittee in2022, directors are kept informed of the status of initiatives toaddress material issues and of their progress as measured by key
performance indicators. With adequate opportunity now for related
discussion, the result is that sustainability governance has improved
with remarkable speed. One task going forward is to visualize theconnection between current sustainability activities and management strategy and to feed that in to long-term and sustainable corporate value increase. If this connection is made clear, it will boost
the confidence of shareholders and investors in the Group’s sustainability activity and also allow employees to devote themselves tothese activities wholeheartedly.
Meanwhile, I believe that creating a supportive work environment that promotes active career opportunities for women will
become an increasingly important issue for the SEGA SAMMY
Group. In the Group’s business areas, half of its potential customers

are women, so the ability to offer products and services that appeal
to women is a major factor in achieving growth. I think that womenare naturally more likely to be attuned to other women’s values andsensibilities, which means that incorporating the unique perspectiveof female employees in business activities is a crucial point. The
SEGA SAMMY Group Mission is Constantly Creating, Forever
Captivating. To realize this mission, I believe that it is important tocreate an environment where employees can work with motivation.
Realizing a workplace that is supportive to female employees will
also have advantages for male employees, such as making it easierfor them to take childcare leave. Seen in this light, I think it has major
benefits for both men and women, and SEGA SAMMY is in fact
moving rapidly ahead with human resources initiatives that include
enhancing the workplace environment in this way. The executive
team is strongly committed to this and I hope to see focused initiatives continue in this area.

Integrated Report 2023

SEGA SAMMY HOLDINGS

76

I have spent many years working in risk and crisis management andcompliance-related consultancy, and before that I was with the
National Police Agency. This background makes the general field ofrisk management my specialist area, and my radar is constantly
tuned to risk, whether from regulatory, geopolitical, or other sources.
My role at SEGA SAMMY involves giving advice and making suggestions mainly in the area of risk management, but also from theperspective of diversity as a woman.
One thing that I value highly about SEGA SAMMY’s management system is that it allows discussion to continue until the external
directors are satisfied. It is noteworthy in particular that there is abody set up especially to promote this approach, the Group Management Committee, which is a subcommittee under the Board of
Directors. The committee meetings focus on agenda items before
their presentation to the Board of Directors, allowing time to discussand examine them in thorough detail. Being able to discuss matters
adequately at the committee meetings means that the Board of
Directors is left with the clear role of taking the final decision, whichsmooths the decision-making process.
In fall 2022, a management camp was organized for directors
and executive officers. Eating and sleeping under the same roof andhaving the time to discuss a wide range of subjects at length gave us
the chance to share our individual ideas and personalities in a waythat is not possible at the regular meetings of the Board of Directors.
I think this very significant experience has helped improve teamwork among the directors and has also further enhanced the opportunities for external directors to contribute with their wide-ranging
experience and knowledge.
Looking ahead, one issue I see is the need for more in-depth
discussion of risk management.
In 2022, alongside the launch of the Group Governance Division, the Group Risk and Compliance Subcommittee was established, which reports to the Group Management Committee. This
has enabled detailed information and data on risk to be gatheredfrom the frontline for analysis by senior management. However,Looking to sustainability activity to boost corporate value

An exciting future for the SEGA SAMMY Group
Thanks to the concerted efforts of all its employees, the Sega
Sammy Group is making excellent progress with the medium-term
plan. However, so far this only reflects a small part of the Group’s
growth potential. I look forward to seeing the Company continue toforge ahead, overcoming issues one by one while keeping a firm gripon the reins.
The Entertainment Contents Business, where overseas development is just taking off, is expected to produce the long-awaited new
global IP that will be the growth engine of the Group. I think this advantage should be followed through with more active growth investment
in mergers and acquisitions and in acquiring new technology.
The Pachislot and Pachinko Machines Business has achieved amarked improvement in profitability by steadily driving structuralreform and implementing the initiatives of the medium-term plan. I
am very impressed by this achievement. I hope to see this sector
support the growth of the Group as a whole by continuing to generate stable profit. At the same time, I hope the Group will actively

embrace the challenge of developing new business fields.
One point that occurs to me in this connection is that, in the exploration of new businesses, I would definitely like to see more active
sharing of expertise and knowledge between SEGA SAMMY’s
business companies as members of the same corporate group. I
think that would result in further acceleration of growth for the Group
as a whole.
It is my strong impression that the SEGA SAMMY Group is anorganization with a strong sense of honor and responsibility and theability to work together towards its goals. Moreover, instead of
adopting a purely defensive approach, its corporate culture welcomes new challenges and takes them comprehensively on board.
To reinforce that culture, I am committed to working hard to fulfill myrole as external director, focusing on areas such as risk management where my experience and knowledge can be of benefit. I am
confident that all SEGA SAMMY stakeholders can look forward toseeing the Group make great advances from now on.

77

Governance
Basic Stance Regarding Corporate Governance

Governance Highlights
Transition to a Stronger System

FY2006/3
Launched the Group Internal Control Project
Purpose - To strengthen internal controls from a group-wide
perspective

Ratio of Independent External Directors

Independent External
Directors

Directors

50%

50%

FY2008/3
Appointed an External Director
Purpose - To strengthen management monitoring andsupervision functions and reflect rich insights into
management

FY2009/3
Increased External Directors to Two
Purpose - To strengthen management monitoring andsupervision functions and reflect rich insights into
management

The SEGA SAMMY Group positions corporate governance as themost important foundation for facilitating good corporate behavior.
The Group has the aim of “improving efficiency,” “securing soundness” and “enhancing transparency” of corporate management
as its “basic policy for corporate governance”. Based on this, theGroup has made decisions on important management issues,
including the appointment of director candidates, determination of
directors’ compensation, oversight of management, and determination of auditors’ compensation.

Male

Female67%

33%

Amid significant changes in the business environment, to maximize
the Company’s corporate value, the Company and the Group willappropriately recognize and manage the various risks surrounding
the Company and the Group. The Company and the Group will
strive to secure sound management by establishing a system toensure compliance not just with laws and regulations, but withethical standards and societal norms (compliance system).

Enhancing Transparency
Improving Efficiency

Ratio of Female Directors

Securing Soundness

By establishing a rapid and appropriate decision-making process
and improving the efficiency of corporate management, the Groupaims to maximize its corporate value, thereby striving to provide
appropriate returns to various stakeholders, including shareholders.

With the growing importance of information disclosure for companies, the Group will fulfill its accountability to all stakeholders,
including shareholders, and further improve disclosure throughproactive engagement in IR activities, thereby cultivating highly
transparent management. In addition, the Group proactively andvoluntarily develops its CSR activities, seeing them as helping
both the Group’s sustainable value creation and the sustainable
development of stakeholders.

FY2010/3

A corporate governance system for realizing our purpose

FY2016/3
 stablished Independent Advisory Committee
E
Assessed the Effectiveness of the Board of Directors
Disclosed Medium-Term Management Policies andTarget Management Indicators
Purpose - To provide opinions on major management issues
and exchange information for supervising theBoard of Directors
- To strengthen the functions of the Board of
Directors- To promote accountability to capital markets
and strengthen group management

Corporate
management

Entertainment
business creation

ICT・DX

GlobalFinance andaccounting

Risk management
and compliance

Sustainability

FY2017/3

No. of Years Served as Internal Director*1 (as of August 2023)

 stablished the Position of CFO
E
Increased External Directors to Three
Disclosed Action Plan for Achieving Medium-Term Performance Targets

More than
10 years

Purpose - To drive growth strategies from a financial perspective and strengthen dialogue with capital
markets

FY2019/3
I ncreased External Directors to Four
Reviewed Compensation System for Directors
Adopted Stock Compensation Program with Restriction
on Transfer

Two people

More than
5 years
More than
1 yearThree people

Less thanNone
1 year*1 Includes directors who are Audit and Supervisory Committee members

Changes in Directors’ Compensation (SEGA SAMMY HOLDINGS INC.)
Millions of yen

FY2023/3

FY2021/3

Purpose - To strengthen governance- To strengthen sustainability management544

2

FY2023/3*

To further promote productive discussions by the Board of
Directors and to strengthen its oversight functions, theCompany has chosen the structure of a company with an Audit
and Supervisory Committee. This will allow it to delegate aconsiderable portion of important decisions on businessexecution to executive directors.

MISSION / PURPOSE(Raison d’être)Constantly Creating,
Forever Captivating—Making life more colorful—

The Board of Directors aims to achieve flexible management through thecurrent level of 12 directors. Certain important managerial matters at eachbusiness company are also resolved or reported at various bodies, including
the Company’s Board of Directors.

Audit and Supervisory Committee
The Audit and Supervisory Committee consists of four Audit and Supervisory Committee members. The committee assigns duties torespective Audit and Supervisory Committee members, and deliberates on key matters for consideration such as those involving the statusof establishing and operating the Group’s corporate governance and internal control systems, and evaluations of the independent auditor.

46 5901,141

FY2022/3

Accelerating growth strategies and business reforms
with a transparent and sound governance system

Board of Directors

One person

Purpose - To strengthen governance- To introduce incentives to improve corporate
value in the medium to long term
 ransitioned to a Company with an Audit & Supervisory
T
Committee
Established Group Sustainability Subcommittee
Established Group Risk and Compliance Subcommittee
Purpose78

Directors with Diverse Experience

Integrated Report 2023

SEGA SAMMY HOLDINGS

Established Group Compliance Liaison Committee
Purpose - To establish an internal control system required
under the Japanese Version of the SOX Act

53 1,194

1,426Internal directors
External directors*2 All Audit and Supervisory Committee members are included for FY2023/3

Voluntary Committees
85 1,511

Voluntary Committees are the bodies that discuss and inspect the specified matters regarding the management of the Group which are
specifically referred by the Board of Directors, and report and submit the results of such discussions and inspections to the Board of Directors. The following two Voluntary Committees have also been established: an Independent Advisory Committee and a Group Management
Strategy Committee (now the Group Management Strategies Committee). In addition, the Group Sustainability Subcommittee and theGroup Risk and Compliance Subcommittee are established as bodies that discuss and inspect further specialized matters.

79

Corporate Governance System

Policy for Appointment of Directors
ucts, merchandise, services, etc., can generate prompt andoptimal management decisions, the Group companies havechosen the structure of a company with company auditors. The
Company and the Group also appoint external directors andstrengthen the executive officer and internal auditing systems,
thereby improving corporate governance from the aspects ofboth oversight and execution.

To further promote productive discussions by the Board of Directors and to strengthen its oversight functions, the Company has
chosen the structure of a company with an Audit and Supervisory
Committee. This will allow it to delegate a considerable portion ofimportant decisions on business execution to executive directors.
In addition, by considering that directors with a wealth of knowledge and experience regarding the industry, market trends, prod-

Reasons for Appointment of Independent Directors

Management/
Supervision

General Meeting of Shareholders
Appointment/
Dismissal

Independent
Advisory
Committee(nomination andcompensation)

Board of Directors

Consultation/
Reporting

Audit/
Oversight

Coordination

Shione Kinoshita

Ms. Shione Kinoshita has a high degree of expertise in labor laws which she gained through her experience as an attorney-at-law as well as a Vice Chairperson of the Labor
Legislation Committee, Dai-ichi Tokyo Bar Association. We chose to appoint Ms. Shione Kinoshita as External Director serving as Audit and Supervisory Committee Member
as we expect that she will appropriately guide and oversee the Company’s management from an objective standpoint based on her wealth of knowledge in governancegained through her experience as an Outside Director. Although she does not have experience in corporate management other than as an Outside Director, we judge that she
will be able to appropriately perform her duties as an External Director serving as Audit and Supervisory Committee Member for the reasons mentioned above.

Naoko Murasaki

Ms. Naoko Murasaki has a high degree of expertise in the field of the global risk and governance which she gained over many years in the National Police Agency, the Ministryof Foreign Affairs and risk consulting firms. We chose to appoint Ms. Naoko Murasaki as External Director serving as Audit and Supervisory Committee Member as we expectthat she will appropriately guide and oversee the Company’s management from an objective standpoint based on her wealth of knowledge in governance gained through her
experience as an Outside Director.

(1 ) All external officers satisfying the qualifications for independent officers are designated as independent officers.
(2) Independence is judged based on the requirements for qualification stipulated in the Companies Act and the criteria for independence established by Tokyo Stock
Exchange, Inc. The terms major client, large sums of money, and so forth are judged based on the criteria determined in accordance with the published appointment standards model for independent officers.

Audit

Instruction/
ReportingItem

Holding meetings of the Group Sustainability Subcommittee

Definition

Corporate management

Manager of a listed company or equivalent organization

Entertainment business creation

Experience as a business development manager or in starting a new business in the Group’s business segments

Finance and accounting

Professional experience at financial institutions, auditing firms, etc., or experience as an officer in charge of afinancial department at a major company

Risk management and compliance

Attorney, or other professional experience, or experience as an officer in charge of legal affairs, compliance oraudit at a major company

ICT/DX

Experience at IT companies, vendors, consulting firms, and other professional services, or experience as an
officer in charge of IT at a major company

GlobalExperience of living abroad, experience at an overseas operating company, or equivalent experience

Sustainability

Individuals who have insight into Environment and People (Diversity), which are part of the Company’s fivematerial issues to be addressed (materiality)*, and are expected to play an active role in the promotion ofsustainability by the Group* Human Resources, Products and Services, Environment, Addiction, and Governance

Skill Matrix

Expertise and experience
Risk management
and compliance

GenderCorporate
management

Entertainment
business creation

Hajime Satomi

Male

●

●

Haruki Satomi

Male

●

●

Koichi Fukazawa

Male

●

●

Yukio Sugino

Male

●

●

Hideo Yoshizawa

Male

●

●

●

●

●

Kohei Katsukawa

External

Male●

Melanie BrockExternal

Female●Fujiyo Ishiguro

External

Female●Kazutaka Okubo

External

Male

Shione Kinoshita

External

FemaleNaoko MurasakiExternal

FemaleMale●

Finance andaccounting●

ICT/DX

GlobalSustainability

●

●

●

●
●

●

●

●

●

●

●

●

●
●

●
●

The Group Sustainability Subcommittee has been set up within
the Group Management Committee to conduct management
discussions on matters such as formulating group policies andgoals, reviewing the status of each company's efforts and revisinggoals. Decisions on Group policies and goals are made by theCompany’s Board of Directors.
The policies and goals that have been decided upon areshared with each Group company through the Group Sustainability Promotion Committee. In the course of their business,●

Group companies that have touchpoints with society take invarious requests and feedback from customers and users.
These are shared with other Group companies at the Group
Sustainability Promotion Committee. Initiatives that should beincorporated into Group policies and goals are reported to theGroup Sustainability Subcommittee, providing a framework fordiscussion.
The key organizations and their main functions are as follows.

Group Sustainability
Subcommittee(Group Management
Strategies Committee)

Recommendations on formulation and revisions of
the Group sustainability plan
Formulation of Group targets and monitoring of
progress
Evaluation and provision of recommendations andadvice on initiatives by Group companies.

Group Sustainability
Promotion Committee

Sharing of Group-wide policies
Monitoring of initiatives by Group companies,
cross-organizational roll-out of successful initiatives

Group companies

Establishment of a project promotion system
within each company
Planning and implementation of sustainability
plans at each company
Integration into business strategy

●

●
●

●

Note: The above table indicates up to four fields in which expertise and experience are particularly expected for each individual. The table is not an exhaustive list of all the insight and experience that each individual possesses.

80

Mr. Kazutaka Okubo has many years of experience in audit services as a certified public accountant and deep insight about finance and accounting. We chose to appoint Mr.
Kazutaka Okubo as External Director serving as Audit and Supervisory Committee Member as we expect that he will appropriately guide and oversee the Company’s
management from an objective standpoint based on a wealth of knowledge in governance which he gained through experience as an Outside Director.

FOCUS

The Company selected experienceand knowledge required as a publicly
traded company, along with thosethat are required to achieve the longterm vision of the Company.

Yukito Sakaue

Kazutaka Okubo

Group Companies

Skill Matrix Definition

Audit &
Supervisory
Committee
Members

We chose to appoint Ms. Fujiyo Ishiguro as External Director as we expect she will continue to provide valuable opinions and suggestions on the management of the Company basedon her wealth of knowledge in corporate management and digital fields as a founder of Netyear Group Corporation and experience as an Outside Director of other listed companies.

Policy for Appointing Independent Directors

Director Skill Matrix

Name

Fujiyo Ishiguro

Integrated Report 2023

SEGA SAMMY HOLDINGSInternal Auditing OfficeGroup Risk and Compliance
Promotion Committee

Each Organization

Execution

We chose to appoint Ms. Melanie Brock as External Director as we expect that she will continue to strengthen the Company’s corporate governance system and improve the qualityof management decision making based on her diverse range of ideas and values, making use of her extensive experience and career record as an international business leader.

Coordination

Audit and Supervisory Board
Members and Internal Auditing Office
Liaison Committee

Instruction/
ReportingInstruction/
Reporting

Melanie Brock

Audit and Supervisory
Committee OfficeHoldings Audit Liaison Committee

ReportGroup Risk and Compliance
Subcommittee

Instruction/
ReportingReasons for Appointment

We chose to appoint Mr. Kohei Katsukawa as External Director as we expect that he will continue to provide valuable opinions and suggestions on the management of theCompany based on his wealth of experience and broad-ranging insight gained over many years as a corporate manager.

Group Audit Liaison Committee

Main Committee

Group Sustainability
Promotion Committee

Instruction/
SupportInstruction/
ReportingGroup Management Committee

Instruction/
Reporting

Coordination

Audit and Supervisory
Committee members
Instruction/
ReportingName

Kohei Katsukawa

Independent Auditor

Audit and Supervisory
Committee

Board of Directors (excluding Audit andSupervisory Committee members)Group Sustainability
Subcommittee

Appointment/
Dismissal

Supervision/
Evaluations

Appointment/
Dismissal

Instruction/
ReportingDirectors

whether he/she is capable of appropriately discharging his/herduty of care to serve as a responsible and prudent manager andto contribute to the Group’s sustainable growth and enhancement of corporate value, as entrusted by shareholders to the
management, thereby seeking to secure and improve the functions of the Board of Directors.

The Company has formulated a skills matrix based on the experience and knowledge required to manage a listed company andthe experience and knowledge required to achieve the Company’s long-term vision. In connection with the appointment of
directors, the Independent Advisory Committee evaluates eachdirector candidate based on the skills matrix to determine

A meeting of the Group Sustainability Promotion Committee

81Evaluation of the Effectiveness of the Board of Directors
1 Purpose of evaluation

The Company performs analyses and evaluations of the effectiveness of the Board of Directors each year to ensure that the Boardof Directors effectively fulfills its roles and responsibilities to“improve efficiency,” “secure soundness,” and “enhance transparency” of the Company’s corporate management.
2 Method of evaluation

For the fiscal year ended March 2023, the Company provided
questionnaires to all directors and Audit and Supervisory Committee members.

In addition to confirming matters considered important in theeffective fulfillment of the Company’s Board of Directors’ roles andresponsibilities (including composition, operation, status of deliberations concerning strategy, and other matters put before the Boardof Directors), the Company confirmed such matters as the governance structure expected by the market and the roles of the Boardof Directors in issues related to sustainability, including the Board’s
involvement in initiatives related to human capital. To ensure objective evaluations, an external organization was contracted to design
the questionnaire and analyze and evaluate the responses.
At meetings of the Independent Advisory Committee and theBoard of Directors, deliberations took place based on the results of
the analysis of questionnaire responses. These concerned suchmatters as the effectiveness of the Board of Directors during the
fiscal year and where issues might lie.
3 Summary of evaluation results

As the result of these deliberations, the Board of Directors was
judged to be functioning effectively based on the diversity of independent external directors and their contributions to constructive
discussions. It was also favorably evaluated that deepening discussions on matters such as overall Group policies by the Board of

Directors, pointed out as an issue in the previous fiscal year, saw an
improvement in more productive and fulfilling discussions from a
medium- to long-term business perspective.
To enhance effectiveness still further, the Board of Directors
recognizes the need to deepen discussions on matters such as
strengthening monitoring for the sophistication of the risk management structure for the entire Group and optimal allocation of
resources among the entire Group. Having acknowledged theseissues, the Company will strive to allow the Board of Directors tofunction even more effectively.

FOCUS
Management Training Camp Held for Frank Discussions

Internal directors actively discuss various topics (highlights of comments)
Day1— Action Plan Based on the Results of the Effectiveness Evaluation —Content of discussion
 eliberate and follow-up on important projects such as
Dgrowth investments; conduct management that focuseson management indicators
 resentation by the person explaining the agenda;
P
towards free and open discussions
Directors’ training
Group Governance

Towards free and open discussions among membersof the Board of Directors
Brock: I would like for us to be able to receive clear summaries ofmeeting materials so that we could see at a glance the key points. Thatwould help develop the discussion. In addition, more training should beheld for external directors, including on-site inspections.
Murasaki: Sometimes the opinions of external directors may havealready been discussed internally, so it would be efficient if the minutesof internal discussions were shared before the Group Management
Committee was held.

82

Deliberation on important matters such as
growth investments
Sugino: Setting themes including mega-trends that cannot be
avoided in the future and systematically discussing them would spark
active discussions.
Kinoshita: The roles of management and execution should be madeclearer than they have been. Large investment policies should be
discussed at the Board of Directors, with follow-up responses thendelegated to the executive side.
Okubo: Listed companies have a responsibility to explain their investments to shareholders. Consideration should be given to the extent towhich investment strategies should be discussed at Board meetings.
Haruki Satomi: There is a need to consider what size of investment
should be discussed or reported to the Board of Directors. While theamount of investment is of course an important point of discussion,
there is also a need for management to discuss the areas in which theCompany should invest in the future.
Katsukawa: Investment in startups should be continued as these
could lead to future growth for the Group. However, CVC investments
often fail in the long run. They should be carried out only after fully
considering the advantages to the Company, such as areas that offer
synergies with existing businesses.

Day2

Integrated Report 2023

SEGA SAMMY HOLDINGSIn September 2022, the SEGA SAMMY HOLDINGS management camp was held at Phoenix Seagaia Resort (Miyazaki
Prefecture). It was attended by internal and external directors and exclusive officers of the Company, and executives ofmajor Group companies. This management camp was held to facilitate frank discussions of management issues suchas the Group's growth strategy and the top risks facing the Group to foster a common awareness among management.
Holding the talks in a setting away from the Company enabled participating members of the management team tofocus on the discussion in a way that is not generally possible in regular meetings.

Risk Governance Discussions

Content of discussions
Top risk items deemed to be of high priority
1 Clarification of the definition of management and execution
2 Risk management

3 Supply chain

4 Regarding human resources

5 Information security

Risk management
Murasaki: We need to divide the conceivable situations into several
patterns, and decide on a minimum initial response.
Yoshizawa: Only a few of our officers have experience in dealing
with major crises. We need to put in place a system for the Company
as a whole.
Fukazawa: While urgent situations require immediate action, the right
response is not uniform because it depends on the case. So without
proper knowledge or experience it is hard to respond.
Chairman: The SEGA SAMMY Group has a culture of speaking
frankly. That is why we believe that we have an organization where wecan support each other rather than a system that relies on someone
when a risk incident occurs.

Supply chain
Kinoshita: Supply chain risks include human rights issues, so weshould carry out extensive due diligence.
Ishiguro: Large companies are diversifying their supply chains inlight of geopolitical risks. We also need to discuss and consider
geopolitical risks.
Haruki Satomi: Based on the geopolitical risks, we must consider
reducing our degree of dependence on certain regions of production.

A discussion in progress

Regarding human resources
Sakaue: There needs to be a consistent concept within the Group of
the differences between the roles and obligations of directors andexecutive officers. Training for executives in the Group should also
be enhanced.
Okubo: In terms of literacy education, we need to decide what kindof literacy to seek at what level and how much time should be devoted
to that. If we do not allocate enough time to it, there is no point in doing
it. When it comes to harassment in particular, I feel that awareness isstill low.
Ishiguro: To improve competitiveness, the concept of diversity is key.
The task for SEGA, as it aims to take its overseas business to the nextlevel, will be to hire excellent human resources overseas.

83

Risk Management

Activities of the Group Management Committee

With regard to risks posed by our business operations, in cooperation with the Group Governance Division, the Group Risk and Compliance Subcommittee established within the Group Management
Strategies Committee seeks to identify important management
risks; discuss the formulation of policies related to Group risk andcompliance; and assess and advise on risk analysis by individual
related sections. These measures are intended to clarify the risk
management structure. Additionally, an internal audit section under
the direct jurisdiction of the Audit and Supervisory Committee
audits the state of risk management by each section and periodi-

cally reports its findings to management decision-making bodies
and management organizations involved in execution and oversight.
To grasp and appropriately manage both internal and external
important risks including cases requiring emergency measures,
we have established Group Management Policies, policies for risk
management, and guidelines for crisis management. Should any
conditions emerge that might materially affect the Group, crisis
management organizations of the Company and the Group companies work jointly to discuss the measures to be taken, and thenproceed to take prompt and appropriate action.

FOCUS
Strengthening Our Risk Governance System
Led by executives in charge of risk and compliance at Group
companies, the Group Risk Compliance Promotion Committee
discusses, verifies, and shares measures and information related
to risk and compliance within the Group.

Risk Governance System Chart

Group Risk and Compliance Subcommittee
Director in charge of Group Governance Division

Identification of key management risks

Members:

 irectors who meet the requirements for riskDmanagement and compliance in the skills matrix

Discussions on formulation of policies on Group risks and compliance
Evaluation and recommendations for risk analysis by each relevant department

Number of discussions and hours (FY2023/3)

16 meetings during the year   Number of cases: 36  Discussion time: 32 hours 5 minutes

Murasaki: We also have an increasing variety of examples of harassment, including harassment against men. These will require carefulattention. If women also do not clearly recognize what sexual harassment is, that could become a hindrance to their success in the future.
Brock: The results of an investigation into harassment must be taken
seriously and response measures must be thoroughly addressed.
Haruki Satomi: To address harassment, there should also be careful
investigation of the content of whistleblower reports. Expertise should begathered to enable responses on a case-by-case basis.

Instruction / Reporting

Group Risk and Compliance Promotion Committee
Head of Group Governance Division

Group Companies: Risk Management and Compliance Officer	Sharing, verification, and discussion of risk and compliance information and policies
within the Group

Secretariat:

	Proposal of measures, etc. for risk compliance by related departments

Instruction / Reporting

SEGA GroupNew projects   Sustainability goals   Group business plan   Compliance awareness survey report
Investment areas for formulating the next medium-term plan   Group Risk and Compliance Promotion Committee
Growth investment areas   Retirement plan restructuring project
Action plan based on the evaluation of the effectiveness of the Board of Directors   Risk governanceGroup Sustainability Subcommittee   Management discussions for formulating the next medium-term plan
Feedback from investors(held on May 31, 2022)

Chair:

Group Governance Division

Contents of the discussion (FY2023/3)

Compliance Awareness Survey

Group Management Strategies Committee

Chair:Sammy Group

Director]) and Audit and Supervisory Committee members, andmeets as appropriate.
Through the Group Management Committee, officers engage
in more in-depth discussions to strengthen governance.

External and internal directors actively discuss various topics (excerpt from the statement)

Board of Directors

Secretariat: Group Governance Division

The Group Management Committee has been established under
the Company’s Board of Directors and discusses and reviews
the improvement of profitability, efficiency, strategic investments,and other aspects of Group businesses. This Committee is composed of directors (excluding the Chairperson [Representative

Group Companies

Okubo: It is important to distinguish between instructions that areexcessive and instructions that are just strict. If supervisors become
overly sensitive and afraid to give instructions, our organization will
become weaker. We are going to need leaders who can build relationships of trust between supervisors and subordinates.

Group Risk and Compliance Promotion
Committee(held on July 29, 2022)

Haruki Satomi: There are also risks that insider trading could occur
unintentionally due to a lack of awareness. It is vital that all employees
have a firm understanding of laws and regulations.

Kinoshita: We should enhance training by facilitating discussion
between employees with reference to case studies from other companies, such as near-misses regarding personal information leaks andincidents of harassment.

Integrated Report 2023

SEGA SAMMY HOLDINGS

To strengthen our risk governance system, in April 2022 weestablished a new Group Governance Division, as well as aGroup Risk Compliance Subcommittee and Group Risk Compliance Promotion Committee.

Strengthening governance through the Group Management Committee

Fukazawa: The IT Division has already begun discussions about how toaggregate near-misses that have occurred, and how to address thesewith improvements.
Okubo: Training using practical examples is important. It is also important though to do training that sharpens powers of imagination, which are
key to handling the unexpected.

Group Sustainability Subcommittee(held on May 31, 2023)

Ishiguro: We should further promote support, including for the qualitative aspects, for departments where it has been hard for women to play
an active role in the past.
Okubo: Increasing the percentage of women in management positions
should not be the goal. We should discuss how to increase corporate
value as a result of that.
Kinoshita: We should focus even more on tackling the social issues
facing our main business. As we expand our products and services
there can be repercussions and it is very important not to turn a blindeye to that.

Katsukawa: Risk management at other companies is thorough, such as
conducting training to introduce changes and briefing employees on thetransition of numbers of near-misses and on case studies.

84

85

Compensation Amount for Officers and the Method for Calculating Such Compensation

Strategic Shareholdings Policy

Directors’ Bonuses

The Company’s compensation system for directors and Audit &Supervisory Board members is designed to ensure transparency
and provide greater incentive to increase corporate value.
The compensation system for directors (excluding directors
who are Audit and Supervisory Committee members and external
directors) is determined based on the following basic policy.
(1) The system must increase management’s focus on shareholderinterests and sharing value with shareholders.
(2) T he system must clarify the responsibilities of management in
improving the corporate value of the Group.
(3) T he system must function as an incentive to support the sustainable growth of the Group.
(4) The system must have compensation levels for ensuring andmaintaining excellent human resources appropriate for executing the roles and responsibilities of directors of the Company.

Directors’ bonuses are paid at the amount determined by multiplying by coefficients calculated based on a bonus table thatdefines the number of months for directors’ bonuses in accordance with the three elements of the level of the amount of ordinary income, the business plan achievement level, and theyear-on-year growth level.
PDF

For more details about the Company’s compensation system fordirectors and Audit & Supervisory Board members, please refer to theAnnual Securities Report (Japanese only).

https://www.segasammy.co.jp/cms/wp-content/uploads/pdf/ja/ir/
Annual_security_report_FY2303_ir.pdf

Stock Compensation with Restriction of Transfer

In addition, based on the basic policy, the compensation
system for directors of the Company (excluding directors who are
Audit and Supervisory Committee members and external directors) includes fixed compensation, and directors’ bonuses andstock compensation with restriction of transfer as performancebased compensation.

Fixed Compensation
The Company formulated compensation table which specifies thecompensation amounts for each component, namely, basic compensation and role-based compensation, and it shall provide thesum of these components as monthly fixed compensation.

Compensation for directors and Audit & Supervisory Board members for the fiscal year ended March 2023 is as follows.
Number of Directors /Audit & Supervisory
Board members

Position

Total compensation(Millions of yen)

Total compensation by type(Millions of yen)

Basiccompensation

Bonuses

Performance-based
shares with restriction
on transfer

Continuous servicebased shares withrestriction on transfer

Of the items on the left,
non-monetarycompensation, etc.

Directors (excluding Audit andSupervisory Committee members
and external directors)

5

1,408

594

641

72

100

172

Directors (Audit and Supervisory
Committee members)(excluding external directors)

1

18

18

—

—

—

—

Audit & Supervisory Board Members(excluding external Audit andSupervisory Committee members)

1

4

4

—

—

—

—

External directors

6

85

85

—

—

—

—

Notes:
1. The amounts of both bonuses and compensation of performance-based shares with restriction on transfer and continuous service-based shares with restriction on transfer in the table above are the amounts thatwere recorded as expenses in the current fiscal year.
2. B y a resolution of the ordinary general meeting of shareholders held on June 22, 2022, the Company transitioned from a Company with an Audit & Supervisory Board to a Company with an Audit and Supervisory
Committee. Amounts paid to Audit & Supervisory Board members (excluding external auditors) are for the period before the transition. Amounts paid to directors who are Audit and Supervisory Committee
members (excluding external directors) are for the period after the transition.
3. A
 s of the end of the fiscal year ended March 2023, the number of directors (excluding Audit & Supervisory Committee members and external directors) was five. The number of directors who are Audit & Supervisory Committee members (excluding external directors) was one and the number of external directors was six.

Directors who received ¥100 million or more in total compensation for the fiscal year ended March 2023 are as follows.
Name

86

Position

Total compensation, etc.
(Millions of yen)

Total compensation, etc. by type(Millions of yen)Company

Hajime Satomi

Director

532

The Company

216

247

Performance-based
shares with restriction
on transfer
28

Haruki Satomi

Director

562

The Company

237

255

30

40

70

Koichi Fukazawa

Director

135

The Company

60

53

7

13

21

Yukio Sugino

Director

105

The Company

45

53

—

6

6

Basic
compensation

BonusesContinuous servicebased shares withrestriction on transfer
39

Of the items on the left,
non-monetarycompensation, etc.
68

Value of Strategic Shareholdings (excluding non-listed stocks)(Millions of yen)

24,975

13,604

2019

61

51

55

2020

2021

2022

2023 (FY)

2

1

1

1

Number of companies

1

System for Supporting External Directors
We have established a communication system through which thesecretariat shares information to external directors as appropriate.
This allows for the contents of the agenda and other items for meetings of the Board of Directors to be fully considered in advance.
For newly appointed external directors, the secretariat provides individual orientations on details of the Group's businesses.
By enabling them to form a better understanding, this helps toensure the effectiveness of discussions at meetings of the Boardof Directors. Regarding the support system for external directors
who are members of the Audit and Supervisory Committee, in
addition to the above, assistance is also provided by the staff ofthe Management Audit Office and the Audit and Supervisory

Committee Office which report directly to the Audit and Supervisory Committee. Matters related to the appointment, transfer,
evaluation, etc. of the above staff require the prior consent of the
Audit and Supervisory Committee. This ensures independence
from directors who are not Audit and Supervisory Committee
members. In addition, we have established a communication
system through which the secretariat of each meeting bodyshares as appropriate information relating to meetings to beattended by external directors who are Audit and Supervisory
Committee members, so that they can fully examine the contentsof the proposal, etc. in advance.

Integrated Report 2023

SEGA SAMMY HOLDINGSThe Company has introduced a stock compensation plan withrestriction of transfer (continuous service-based and performance-based stock compensation) for directors (excluding directors who are Audit and Supervisory Committee members andexternal directors) to incentivize efforts to continuously increase
corporate value and to further enhance the sharing of value with allshareholders. Specific payments and allocations are determined
at Board of Directors's meeting using a ratio of approximately 1:1:1
for fixed compensation, performance-based bonuses, and stockcompensation with restriction on transfer for a single fiscal year at
the time the medium-term management plan is achieved.
In the current medium-term management plan, the ratio ofcontinuous service-based shares with restriction on transfer andperformance-based shares with restriction on transfer is expected
to be approximately 1 :3

The Company possesses shares for purposes other than investment only in cases in which the Company believes the possession thereof will enable business alliances, expand transactions,and will lead to an improvement in corporate value, thereby
benefitting shareholders.
The Company periodically examines the economic rationale,
future outlook, and other aspects regarding the possession ofsuch shares at its Board of Directors meetings and discusses
whether the future possession thereof is justifiable.
In general, the Company exercises the voting rights corresponding to such shares on all proposals based on whether
adopting such proposals will contribute to the sustainable growthand medium- to-long-term corporate value enhancement of both
the Company and the investee.

Policy on Constructive Dialogue with Shareholders
To facilitate constructive dialogue with shareholders and investors,
the Company works from the basic position of appointing an executive officer in charge of Investor Relations (IR) & Shareholder
Relations (SR), establishing a department in charge of IR & SR, andimplementing the following efforts:
In facilitating constructive dialogue with shareholders andinvestors, the Company acts to ensure close and positive cooperation between and among internal departments, including thecorporate planning, finance and accounting, legal affairs, generalaffairs, and sustainability departments.
In line with the quarterly disclosure of operating results, theCompany holds online briefing sessions that primarily target institutional investors.
The President and Representative Director of the Company
and the Chief Financial Officer or others attend briefing sessions
on the settlement of accounts and actively engage in direct interactions. For shareholders and investors, the executive officer incharge of IR & SR and IR & SR personnel hold individual meetings
after the quarterly disclosure of operating results. In addition, in linewith the direction of the Company, small conferences or othergatherings may also be held as appropriate.

For overseas shareholders and investors, the President andRepresentative Director of the Company, the Chief Financial Officer
or others, or the executive officer in charge of IR & SR and IR & SR
personnel provide opportunities to engage in dialogue individuallymultiple times per year, both online and in person.
Regarding the status of dialogue with shareholders and investors, the Company provides prompt feedback on a regular basis or
as needed to the President and Representative Director, Chief
Financial Officer, and other directors or executive officers, andalso to external directors, executive officers, and business heads.
The Company strives to utilize that information for further sustainable growth and enhance corporate value of the Company in themedium to long term.
In accordance with the basic view that shareholders shouldbe treated equally, when engaging in dialogue with shareholders
with respect to the handling of unpublished important matters,
whether for briefing sessions on settlement of accounts or any
other meetings, the Company endeavors to manage informationin accordance with applicable laws, including the Financial Instruments and Exchange Act and the SEGA SAMMY Insider Trading
Prevention Regulations, which are internal regulations set for the
purpose of eliminating insider trading.

87

Directors, Audit & Supervisory Committee
Members, and Executive Officers(As of October 1, 2023)

Hajime Satomi

Haruki Satomi

Hideo Yoshizawa

Kohei Katsukawa

Chairman(Representative Director)

President and Group CEO(Representative Director)

Senior Vice President,
Director of the Board

Director of the Board(External)

1987 Joined Japan Leasing Corporation (now Sumitomo Mitsui Finance and Leasing Co., Ltd.)
1999 Manager of Financial Planning Department of the above
2001 Joined Sammy Corporation
2002 Vice President, Executive Officer and Deputy Managing Director of President’s Office of the above
2004 Senior Vice President, Director of the Board and Managing Director of Administration
Division of the above
Senior Vice President, Director of the Board and Managing Director of Corporate
Division and President Office of the above
2007 Senior Vice President, Executive Officer of the Company
2012 Senior Vice President, Director of the Board of PHOENIX RESORT CO., LTD.
2015 President, Representative Director of TAIYO ELEC Co., Ltd.
2016 Senior Vice President, Director of the Board of SEGA Holdings Co., Ltd.
(now SEGA CORPORATION)
Senior Vice President, Director of the Board and Managing Director of
Corporate Division of the above
Senior Vice President, Director of the Board of SEGA ENTERTAINMENT CO., LTD.
(now GENDA GiGO Entertainment Inc.)
Auditor of Sega Amusements Taiwan Ltd.
2017 Executive Vice President, Director of the Board and Managing Director of Corporate
Division of SEGA Holdings Co., Ltd. (now SEGA CORPORATION)
Audit & Supervisory Board Member of SEGA Games Co., Ltd. (now SEGA CORPORATION)
2018 Senior Vice President, Executive Officer and Managing Director of
Legal Division of the Company
2019 Director of the Board of the Company
2020 Senior Vice President, Director of the Board of the Company (current position)
Senior Vice President, Director of the Board of SEGA CORPORATION (current position)

1974 Joined Sumitomo Bank (now Sumitomo Mitsui Banking Corporation)
2001 Executive Officer, Head of Osaka Corporate Banking Division II of
Sumitomo Mitsui Banking Corporation2005 Managing Executive Officer, Deputy Head of Wholesale Banking Unit
(in charge of East Japan) of the above
2007 Executive Vice President and Representative Director of NIF SMBC Ventures Co., Ltd.
(now SMBC Venture Capital Co., Ltd.)2010 President and Representative Director of SMBC Venture Capital Co., Ltd.
2014 President and Representative Director of GINSEN Co., Ltd.
Outside Director of Kyoto University Innovation Capital Co., Ltd. (current position)2016 Director of the Board (External) of the Company (current position)
Outside Director of ELECOM CO., LTD.
2021 Advisor of GINSEN Co., Ltd. (current position)
2022 Outside Director of DX Antenna Co., Ltd. (current position)
Outside Director of HAGIWARA Solutions Co., Ltd. (current position)
Outside Director of Logitec INA Solutions Co., Ltd. (current position)
2023 Outside Director of TESCOM CO., LTD. (current position)

Koichi Fukazawa

Yukio Sugino

Melanie Brock

Fujiyo Ishiguro

Senior Executive Vice
President and Group CFO,
Director of the Board

Senior Executive Vice
President,
Director of the Board

Director of the Board(External)

Director of the Board(External)

1990 Joined The Sanwa Bank, Limited (now MUFG Bank, Ltd.)
2003 Joined Sammy Corporation
Vice President, Executive Officer and Managing Director of President’s Office of the above
2004 Vice President, Executive Officer and Managing Director of President’s Office of the Company
Vice President, Executive Officer and Managing Director of Chairman’s Office and President’s
Office of SEGA CORPORATION
2005 Senior Vice President, Director of the Board and Managing Director of Chairman’s
Office and President’s Office of the above
2007 President, Representative Director of SEGA SAMMY ASSET MANAGEMENT INC.
(now MARZA ANIMATION PLANET INC.)
Senior Vice President, Executive Officer and in charge of the Corporate Strategy andExternal Affairs of the Company
2008 Senior Vice President, Director of the Board and Managing Director of New Business
Division of SEGA CORPORATION
2009 Officer of KEIZAI DOYUKAI (Japan Association of Corporate Executives) (current position)
President, Representative Director of SEGASAMMY VISUAL ENTERTAINMENT INC.
(now MARZA ANIMATION PLANET INC.)
2014 Senior Executive Vice President, Representative Director of SEGA TOYS CO., LTD.
2015 Senior Vice President, Director of the Board of the Company
2016 Executive Vice President and CFO, Director of the Board of the Company
2018 Executive Vice President and Group CFO, Director of the Board of the Company
2020 Senior Executive Vice President and Group CFO, Director of the Board of the Company(current position)
2021 Senior Vice President, Director of the Board of Sammy Corporation (current position)

88

2004 Joined Sammy Corporation2005 Joined SEGA CORPORATION
2012 Senior Vice President, Director of the Board of the Company
Senior Vice President, Director of the Board of SEGA CORPORATION
2014 Senior Vice President, Director of the Board of Sammy Corporation
Deputy COO, Representative Director of SEGA CORPORATION
2015 Deputy COO, Representative Director of Sammy Corporation
2016 President and COO, Representative Director of the above
Executive Vice President, Director of the Board of the Company
2017 President and COO, Representative Director of the Company
President and CEO, Representative Director of Sammy Corporation (current position)
Chairman and CEO, Representative Director of SEGA Games Co., Ltd.
(now SEGA CORPORATION) (current position)2018 President and Group COO, Representative Director of the Company
Chairman of the Board of PHOENIX RESORT CO., LTD. (current position)
2021 President and Group CEO, Representative Director of the Company (current position)
Chairman of the Board of Sammy Networks Co., Ltd. (current position)
Officer of NDK (current position)
Officer of KEIZAI DOYUKAI (Japan Association of Corporate Executives) (current position)
2022 Chairman of the Board of TMS ENTERTAINMENT CO., LTD. (current position)
Chairman of the Board of Sunrockers, Ltd. (current position)

1993 Joined SEGA Enterprises, Ltd. (now SEGA CORPORATION)
2003 Vice President, Executive Officer and General Manager of Project Management Divisionof SEGA CORPORATION
2009 Senior Vice President, Director of the Board and General Manager of President’s Officeof the above
2010 Senior Vice President, Director of the Board and General Manager of Sega R&D/
Production of the above
2012 Executive Vice President, Director of the Board and General Managing Director ofConsumer Online Business Headquarters of the above
Director & Chairman of Sega of America, Inc.
Director & Chairman of Sega Europe Ltd.
2014 President, Representative Director of ATLUS. CO., LTD.
2015 Senior Vice President, Director of the Board of SEGA Holdings Co., Ltd.
(now SEGA CORPORATION)
President and CEO, Representative Director of SEGA Interactive Co., Ltd.
(now SEGA CORPORATION)
2017 Senior Executive Vice President, Director of the Board of SEGA Holdings Co., Ltd. (nowSEGA CORPORATION)
2020 President and COO, Representative Director of SEGA CORPORATION (current position)
Deputy COO, Representative Director of SEGA GROUP CORPORATION(now SEGA CORPORATION)
Executive Vice President, Executive Officer of the Company
Chairman, Representative Director of ATLUS. CO., LTD. (current position)
2021 Senior Vice President, Director of the Board of SEGA TOYS CO., LTD. (current position)
2022 Senior Executive Vice President, Director of the Board of the Company (current position)
2023 Senior Vice President, Director of the Board of DARTSLIVE Co., Ltd. (current position)
Chairman of the Board of MARZA ANIMATION PLANET INC. (current position)

1987 Earned Bachelor of School of Humanities at The University of Western Australia
1990 Earned Master of Arts in Japanese, Conference Interpreting and Translation at
The University of Queensland
2003 CEO of AGENDA (now Melanie Brock Advisory Ltd.) (current position)2010 Board Member of Australia-Japan Foundation
Board Member of Australia Japan Business Co-operation Committee (current position)
Chair of Australian and New Zealand Chamber of Commerce in Japan
Regional Manager - Japan of Meat & Livestock Australia
2012 Chair of Australian Business Asia
2016 Chair Emeritus of Australian and New Zealand Chamber of Commerce in Japan(current position)
2019 Director of the Board (External) of the Company (current position)
Board Member of Australia-Japan Research Center (AJRC) (current position)
Global Ambassador of Advance, an initiative supported by Australian Government funding(current position)
2022 Outside Director of Mitsubishi Estate Co., Ltd. (current position)
2023 Outside Director, Member of the Board of Kawasaki Heavy Industries, Ltd. (current position)

Integrated Report 2023

SEGA SAMMY HOLDINGS

1980 President, Representative Director of Sammy Industry Co., Ltd. (now Sammy Corporation)
2004 Chairman of the Board, Representative Director of SEGA CORPORATION
Chairman and CEO, Representative Director of Sammy Corporation
Chairman and CEO, Representative Director of SEGA CORPORATION
Chairman, President and CEO, Representative Director of the Company
2007 President, CEO and COO, Representative Director of SEGA CORPORATION
2008 Chairman and CEO, Representative Director of the above
2012 Chairman of the Board of Sammy Corporation2013 Chairman and CEO, Representative Director of the above
2015 Advisor to NDK (current position)2016 Chairman, President, CEO and COO, Representative Director of the Company
2017 Chairman and CEO, Representative Director of the Company
Chairman of the Board, Representative Director of Sammy Corporation (current position)
Honorary Chairman of the Board of SEGA Holdings Co., Ltd. (now SEGA CORPORATION)(current position)2018 Chairman and Group CEO, Representative Director of the Company
2021 Chairman, Representative Director of the Company (current position)
2022 Chief Advisor of PHOENIX RESORT CO., LTD. (current position)
Honorary Advisor of Japan Amusement Industry Association (current position)

1981 Joined BROTHER INDUSTRIES, LTD.
1988 Joined Swarovski Japan Ltd.
1994 President of Alphametrics, Inc.
1999 Director of Netyear Group, Inc.
Director of Netyear Group Corporation
2000 President & CEO of the above
2013 Outside Audit & Supervisory Board Member of Sompo Japan Insurance Inc.
2014 Outside Director of Hottolink, Inc.
Outside Director of Monex Group, Inc. (current position)2015 Outside Director of Sompo Japan Nipponkoa Insurance Inc.
(now Sompo Japan Insurance Inc.)
2021 Outside Director of WingArc1st Inc.
Director of Netyear Group Corporation (current position)
Director of the Board (External) of the Company (current position)
2022 External Director of The Shoko Chukin Bank, Ltd. (current position)
2023 External Director of MITSUI & CO., LTD. (current position)

89

Financial Information

Yukito Sakaue

Kazutaka Okubo

Director, Audit andSupervisory Committee
MemberDirector, Audit andSupervisory Committee
Member (External)

1995 Joined Century Audit Corporation (now Ernst & Young ShinNihon LLC)
2003 Director of Shinnihon Integrity Assurance, Inc.
(now Ernst & Young Shinnihon Sustainability Co., Ltd.)2005 Managing Director of the above
2006 Partner of Ernst & Young ShinNihon (now Ernst & Young ShinNihon LLC)
2012 Senior Partner of Ernst & Young ShinNihon LLC
2016 Senior Executive Board Member of the above
2019 Audit & Supervisory Board Member (External) of the Company
President and Representative Director of Okubo Associates Inc. (current position)
Outside Director of Sun Frontier Fudousan Co., Ltd. (current position)
Outside Audit & Supervisory Board Member of BrainPad Inc.
Outside Director of LIFULL Co., Ltd. (current position)2020 Outside Director of SALA Corporation (current position)
Outside Director of The Shoko Chukin Bank, Ltd. (current position)
Outside Director (Audit and Supervisory Committee Member) of
Musashi Seimitsu Industry Co., Ltd. (current position)
President and Representative Director of K.K. SS Dnaform (current position)
2021 Outside Director (Audit and Supervisory Committee Member) of BrainPad Inc.
(current position)
2022 Director, Audit and Supervisory Committee Member (External) of the Company(current position)

Integrated Report 2023

SEGA SAMMY HOLDINGS

1975 Joined The Sanwa Bank, Limited (now MUFG Bank, Ltd.)
2003 Joined Sammy Corporation as Director of Audit Office
2004 Director of Legal Department of Administration Division of the above
2006 Director of Audit & Supervisory Board Members’ Office of the Company
2014 Audit & Supervisory Board Member of the Company
Standing Audit & Supervisory Board Member of SEGA CORPORATION
2015 Audit & Supervisory Board Member of SEGA Interactive Co., Ltd.
(now SEGA CORPORATION)
Standing Audit & Supervisory Board Member of SEGA Holdings Co., Ltd.
(now SEGA CORPORATION)
Audit & Supervisory Board Member of SEGA Games Co., Ltd. (now SEGA CORPORATION)
Audit & Supervisory Board Member of TMS ENTERTAINMENT CO., LTD.
Audit & Supervisory Board Member of SEGA ENTERTAINMENT Co., LTD.
(now GENDA GiGO Entertainment Inc.)
Audit & Supervisory Board Member of MARZA ANIMATION PLANET INC.
2017 Audit & Supervisory Board Member of ATLUS. CO., LTD.
2019 Audit & Supervisory Board Member of SEGA Logistics Service Co., Ltd.
Audit & Supervisory Board Member of DARTSLIVE Co., Ltd.
2020 Audit & Supervisory Board Member of SEGA CORPORATION (current position)
2021 Audit & Supervisory Board Member of SEGASAMMY BUSINESS SUPPORT CO., LTD.
(current position)
Audit & Supervisory Board Member of PHOENIX RESORT CO., LTD. (current position)
Standing Audit & Supervisory Board Member of the Company
2022 Audit & Supervisory Board Member of SEGA SAMMY CREATION INC. (current position)
Audit & Supervisory Board Member of Sammy Corporation (current position)
Director, Standing Audit and Supervisory Committee Member of the Company(current position)

Shione Kinoshita

Naoko Murasaki

Director, Audit andSupervisory Committee
Member (External)

Director, Audit andSupervisory Committee
Member (External)

1985 Registered as an attorney-at-law
Joined Hashimoto Joint Law Office
1986 Joined Daiichifuyo Law Office (current position)
2004 Vice-President of Dai-ichi Tokyo Bar Association2010 Visiting Professor of The University of Tokyo Graduate Schools for Law and Politics
2011 Outside Audit & Supervisory Board Member of SURUGA bank Ltd.
2013 Vice President of Tokyo Institute of Technology (current position)2014 Director of Japan Labor Law Association (current position)2018 Director of Japan Securities Research Institute (JSRI) (current position)
Outside Director of SURUGA bank Ltd.
2021 Audit & Supervisory Board Member (External) of the Company
2022 Director, Audit and Supervisory Committee Member (External) of the Company(current position)

1995 Joined the National Police Agency
2001 Northeast Asia Division, Asian and Oceanian Affairs Bureau of Ministry of Foreign Affairs
2003 Chief of 2nd Criminal Investigation Division,
Criminal Investigation Department of Shizuoka Prefectural Police Headquarters
2005 Chief of Foreign Affairs Division, Security Department of
Hyogo Prefectural Police Headquarters
2006 Foreign Affairs Division, Foreign Affairs and Intelligence Department,
Security Bureau of National Police Agency
2007 Security Planning Division, Security Bureau of National Police Agency
2008 Bain & Company Japan Incorporated
2010 Senior Director of Kroll International Inc. (Japan Office)2013 Associate Managing Director of the above
2015 Head of Japan of the above
2016 Managing Director and Head of Japan of the above2018 President and Representative Director of Nobligier Co., Ltd. (current position)
Senior Advisor of Kroll International Inc. (Japan Office) (current position)
2021 Outside Director of Sansei Landic Co., Ltd. (current position)
Director of the Board (External) of the Company
2022 Outside Director (Audit and Supervisory Committee Member) of Riraku Co., Ltd.
(current position)
Director, Audit and Supervisory Committee Member (External) of the Company(current position)
2023 Director (Audit and Supervisory Committee Member) of VISIONARYHOLDINGS CO., LTD.
(current position)

Executive Officers

Executive Vice President, Executive Officer

Vice President, Executive Officer

Makoto Takahashi

Takaharu Kato

Yuka Ichiki

Yoichi Owaki

Hironobu Otsuka

Yukio Kawasaki

Koji Takeyama

Natsue Ishida
©SEGA

90

91