Corporate Governance Report
Last Update: April 1, 2024

ISEKI & CO., LTD.
Shiro Tomiyasu, President
Contact: Corporate Planning Department
03-5604-7709
Securities Code: 6310
https://www.iseki.co.jp/english/
The corporate governance of ISEKI & CO., LTD. (the “Company”) is described below.

I.

Basic Views on Corporate Governance, Capital Structure, Corporate Profile andOther Basic Information

1. Basic Views
The main purpose of the Company’s management system is to respond quickly and accurately to changes inthe business climate and to maintain fair business operations. Achieving stable growth in shareholder value isanother top priority of management. To maintain positive relations with stakeholders, including shareholders,business partners, members of regional communities, and employees, the Company endeavors to expand andimprove its corporate governance. The Company acknowledges the importance of establishing an internal
control system that provides stakeholders with important information in a timely manner and of reinforcing
corporate governance throughout the ISEKI Group. Based on that recognition, it plans to establish
administrative rules for Group companies and a reporting structure to maintain fair business practices andshare information.
[Reasons for Non-compliance with the Principles of the Corporate Governance Code] [Updated]
All the principles of the Corporate Governance Code have been implemented.
[Disclosure Based on the Principles of the Corporate Governance Code] [Updated][Principle 1.4 Cross-Shareholdings]
 Policy on cross-shareholdings
The Company believes that maintaining and strengthening long-term, stable business relationships withtrading partners through the process of manufacturing and selling farming machinery leads to theenhancement of the Company’s medium- to long-term corporate value and is crucial to stably deliver“products that satisfy consumer demand” as a full-line manufacturer specializing in farming machinery.
For this reason, the Company holds shares in other companies where deemed necessary for the purpose ofcontributing to the enhancement of the Company’s medium- to long-term corporate value through themaintenance and reinforcement of harmonious business relationships vital for the Company’s businessactivities.
The significance of each shareholding, in terms of factors such as its benefits and risks, and with reference
to the cost of capital, is validated each year by the Board of Directors. Where, as a result of this validation,
it is deemed that a shareholding is not meaningful because it cannot be expected to contribute to enhancing
the Company’s medium- to long-term corporate value, the sale of that shareholding will be considered.
 Criteria for the exercise of voting rights
The Company makes comprehensive decisions regarding the exercise of voting rights associated with eachshareholding, based not only on the management policy and business status of the issuing company and-1-whether exercising voting rights will lead to the enhancement of the Company’s medium- to long-term
corporate value, but also through dialogue and other communication with the issuing company, as
necessary, concerning whether this would contribute to the common good of shareholders.
[Principle 1.7 Related Party Transactions]
When the Company plans to engage in transactions or competitive transactions with its Directors, these aresubject to debate by the Board of Directors in accordance with the Board of Directors Regulations. The
Company follows the required procedures for transactions with major shareholders, in the same way as forother transactions.
The Company investigates related party transactions, including those with Corporate Officers and officers ofGroup companies, once each year, and discloses the results of these investigations in its annual securities
reports.
[Principle 2.4 Ensuring Internal Diversity Including Promotion of Women's Active Engagement][Supplementary Principle 2.4.1 Ensuring Diversity in the Promotion of Women, Foreign Nationals and Midcareer Hires to Middle Managerial Positions](1) Approach to ensuring diversity
The Company has adopted a meritocracy based on the “abilities and qualifications system” as the core of
its personnel system, and actively promotes capable personnel regardless of gender, nationality, or
employment status. The Company recognizes that it must make maximum use of the abilities of diverse
human resources in the context of the increasing specialization due to business globalization andtechnological innovation in order to achieve sustainable growth and enhance corporate value. In addition
to setting targets to achieve this, the Company will endeavor to boost the abilities and promotion prospects
for women, foreign nationals and mid-career hires through education and training targeting the personnel
and their managers.
(2) The establishment and status of autonomous, measurable targets
1) Women: Increase the proportion of women in middle management positions to 7% or more by the endof 2025 (for the Company on a non-consolidated basis; 4.6% as of December 2023).
2) Foreign nationals: Increase the number of foreign nationals in middle management positions by theend of 2025 (for the Company on a non-consolidated basis; zero (0) as of December 2023).
3) Mid-career hires: Increase the proportion of mid-career hires in middle management positions to 7%
or more by the end of 2025 (for the Company on a non-consolidated basis; 8.5% as of December2023).
(3) Policies for human resource development and internal environment development aimed at ensuring
diversity, and their implementation status(Policy for human resource development)
The Iseki Group believes that it is “people” who solve problems, and that they are indispensable for thesustainable growth and value enhancement of the company. The Group will focus on securing core humanresources to implement our business strategies, including the promotion of cutting-edge technologies andglobalization, and we will develop human resources who have the determination to take on a challenge
to bring out the best in each individual and bring about “change” by further enhancing our educational
programs, including digital transformation (DX), with the aim of becoming Solution Provider for
Agriculture and Landscape.
(Policy for internal environment development)
Based on the company motto, “A stable workplace to the employees,” the Iseki Group aims to provide asafe and secure workplace to its employees and create a rewarding workplace. Based on the premise ofrespect for human rights and thorough compliance, we will work to improve engagement and create asound and highly transparent internal environment rich in diversity to enable the Company and its
employees to grow together.
Please refer to ISEKI Report for the implementation status of each policy.
ISEKI Report https://www.iseki.co.jp/english/csr/report/-2-

[Principle 2.6 Roles of Corporate Pension Funds as Asset Owners]
The Company has a defined contribution corporate pension plan, where management of the corporate pension
fund is entrusted to multiple trust banks and life insurance companies, which act as asset managers. By
delegating decisions on the selection of individual investment targets and the exercise of voting rights to each
asset manager, the Company ensures that conflicts of interest do not arise between the beneficiaries of thecorporate pension plan and the Company.
The Personnel Department, which is responsible for the corporate pension plan, appropriately oversees the
management status of the pension fund assets, including through quarterly reports from the asset managers
on the status of management of the pension fund assets, and endeavors to raise internal expertise throughinitiatives such as participation in pension fund management seminars.
[Principle 3.1 Full Disclosure](1) Company objectives (e.g., management philosophy), business strategies and business plans Management philosophy
Ever since the Group was founded in 1926, it has contributed to the modernization of Japanese agriculture
as a full-line manufacturer specializing in farming machinery, guided by the management philosophy
expressed in its Company Motto:■ Company Motto
Our management philosophy is to provide:
1. Products that satisfy consumer demand;
2. A stable workplace to the employees;
3. Appropriate dividends to the shareholders;
and thereby we will fulfill our social mission”
The Group will mark the 100th anniversary of its founding in 2025. As it approaches its second century,
the Group espouses the corporate philosophy of contributing to the creation of a prosperous and sustainable
society through “providing innovative products and higher quality of services to the customers.” The Groupwill continue its activities aimed at satisfying customers through a focus on providing services (information,
goods, functions, etc.) as well as products.
■ The aims of the GroupThe Group’s long-term vision for 2030 is as follows: To be Solution Provider for Agriculture and Landscape— Supporting “the farming full of dreams” and “beautiful landscape,” creating the sustainable future of“Agriculture and Landscape.”“Agriculture” protects “food” and “land,” making “people and society” affluent. The Group aspires tocontinue to support “agriculture” and “farmers,” and solve related issues.
 Management strategies and management plans
The Group has formulated and announced its “Mid-term Management Plan (2021-2025)” covering the fiveyear period from the fiscal year ended December 31, 2021 to the fiscal year ending December 31, 2025.
The Group has faithfully inherited its founding philosophy “to free farmers from exhausting labor,” andhas continued to work hand-in-hand with farmers. The Mid-term Management Plan (2021-2025) not only
presents a vision for the period until the Group’s centenary in 2025 but also lays the foundations for the
next 100 years. Amid dramatic changes in the business environment, the Group will strive to solve social
issues based on the core of insight and experience it has cultivated as a full-line manufacturer specializing
in farming machinery, and aim to create new value as a solution provider. Please refer to the Company’s
website for details.
<Mid-term Management Plan>（Investor Relations Presentation Materials「New Mid-term Management
Plan (2021-2025)」）https://www.iseki.co.jp/english/ir/library/ir5.html(2) Basic views and policy on corporate governance
As presented in section I. 1. “Basic Views” above in this report.
(3) Policies and procedures in determining the remuneration of the senior management and directors
As presented in section II. 1. “[Director Remuneration]” in this report.
-3-

(4) Policies and procedures in the appointment/dismissal of senior management and the nomination of
Director and Corporate Auditor candidates
 Policy
Directors’ appointment and dismissal proposals to the General Meeting of Shareholders and selection andremoval of Representative Directors are considered in accordance with the following criteria.
1) Criteria for the appointment of Directors
 Has appropriate personalities as Director
 Has outstanding leadership Has abundant capability, knowledge, and experience in the specialized field Appointment is considered in a comprehensive manner taking into account the company’s situationand governance structure at that time2) Criteria for the selection of Representative Directors
 Fulfills the appointment criteria for Directors
 Has a company-wide perspective as well as abundant capability, knowledge, and experience incorporate management
 Experience in the overseas business is considered Appointment is considered in a comprehensive manner taking into account the company’s situationand governance structure at that time3) Criteria for dismissal of Directors and the removal of Representative Directors
 Upon committing an act that violates laws, regulations, and the Articles of Incorporation
 When acknowledged that it is difficult to perform duties due to deteriorating health When acknowledged to have significantly damaged the Company’s corporate value When acknowledged to have lost the capabilities and quality stipulated by the appointment or
selection criteria
The appointment of Corporate Officers is based on comprehensive consideration from the perspective ofwhether they will be able to execute management and business duties accurately and responsibly inaccordance with the basic management policy decided by the Board of Directors.
Proposals to the General Meeting of Shareholders regarding the election of Corporate Auditors are basedon comprehensive consideration from the perspective of whether candidates possess knowledge andexperience in finance, accounting, and their fields of specialization, and whether they understand all aspectsof the Company’s business.
Proposals to the General Meeting of Shareholders regarding the election of Outside Directors and Outside
Corporate Auditors are based on comprehensive consideration from the perspectives of whether candidates
possess abundant knowledge and experience in their respective fields, and whether they will be able toutilize this knowledge and experience to strengthen the Company’s supervisory function, in addition to the
independence requirements stipulated under the Companies Act.
The Company’s approach and criteria regarding the appointment of Independent Directors/Auditors aredisclosed under II. 1. “[Independent Directors/Auditors]” in this report, and in the Company’s annual
securities report.
Proposals to the General Meeting of Shareholders regarding the dismissal of Corporate Officers andCorporate Auditors will be considered if dismissal is regarded as necessary in cases such as those where
the individual concerned is deemed to have significantly damaged the Company’s corporate value.
 Procedure
The Board of Directors makes a decision based on the policy described above. In the case of proposals to
the General Meeting of Shareholders for the election and dismissal of Directors, the selection and dismissalof Representative Directors, and the appointment and dismissal of Corporate Officers, a resolution is madeby the Board of Directors in accordance with a report from the Nomination and Compensation Committee.
(5) Explanation regarding individual appointments/dismissals and nominations for the appointment/
dismissal of senior management and the nomination of Director and Corporate Auditor candidates
With respect to the appointments and nominations of Director and Corporate Auditor candidates, theindividual career summaries, reasons for nomination, and other information on candidates for Director andCorporate Auditor are provided in the Reference Documents for the General Meeting of Shareholders.
-4-[Supplementary Principle 3.1.3 Sustainability Initiatives]
The Group is committed to its corporate philosophy of “contributing to the creation of a prosperous andsustainable society through ‘providing innovative products and higher quality of services to the customers,’”
in line with its founding aspiration “to free farmers from exhausting labor.” Together with all its stakeholders,it aims to create a sustainable society through “Agriculture and Landscape.”
The progress of the Group’s initiatives to address priority issues is managed by the ESG Committee, which ischaired by an Independent Outside Director, consists of Directors and Corporate Officers, and serves as aconsultative body of the Board of Directors regarding ESG improvement of the Group. The Committee meets
every month, as a rule, to discuss and deliberate on initiatives related to sustainability across the entire Group,
primarily climate change response, respect for human rights, and employee health, from the perspectives ofrisks and growth opportunities. The results of the Committee’s deliberations are reported to the Board of
Directors, and the Board of Directors deliberates and decides on basic policies, priority issues, and otherimportant matters. Through this mechanism, the Group aims to strengthen the involvement of senior
management.
In addition, the Group has positioned environmental preservation as one of the most important issues to enable
the formation of a sustainable society, and has established an environmental policy and is practicing
environmental management. In response to recent climate change and the need to realize a decarbonizedsociety, in May 2022 we announced our endorsement of the TCFD recommendations, formulated a newenvironmental vision, and revised our existing basic environmental policy and medium- and long-term
environmental targets. We will continue to further activate our efforts to realize a sustainable society.
Details of the Group’s sustainability initiatives, including its investment in human resources and intellectual
property, and its disclosure in line with the TCFD recommendations are presented on the Company’s website
and in the ISEKI Report.
The Company’s website (Sustainability): https://www.iseki.co.jp/csr/ (Japanese only)
ISEKI Report: https://www.iseki.co.jp/english/csr/report/[Principle 4.1 Roles and Responsibilities of the Board of Directors][Supplementary Principle 4.1.1 Scope of Matters Delegated to Senior Management by Directors]
In order to facilitate swift decision-making, the Company’s Board of Directors holds extraordinary meetings
as necessary, in addition to regular monthly meetings.
The Company endeavors to ensure sound corporate management through the execution of duties, with
Corporate Officers responsible for smoothly fulfilling their respective duties as specified by the Board of
Directors. In addition, the Directors’ Operation Committee, composed of all Corporate Officers, as well as
Deputy Division Managers and others nominated by the chairman of the Committee, meets at least twice
monthly, in principle, to share the latest information and discuss and report on matters such as the state ofbusiness development, the existence of risks, and measures to prevent or mitigate them.
Given this structure, the Company has established the Board of Directors Regulations and the Authority
Regulations. The Board of Directors decides on matters stipulated by laws, regulations, or the Articles ofIncorporation, or otherwise deemed appropriate for resolution by the Board of Directors in light of factors
such as their importance. Decisions on other matters are delegated to the Directors’ Operation Committee,
Corporate Officers, or others, within the scope of normal business execution.
[Principle 4.9 Independence Standards and Qualification for Independent Outside Directors]
As presented in section II. 1. “[Independent Directors/Auditors]” in this report.
[Principle 4.10 Utilization of the Voluntary Mechanism][Supplementary Principle 4.10.1 Mechanism for Obtaining Appropriate Involvement and Advice fromIndependent Outside Directors]
As presented in section II. 1. “[Directors] Committee’s Name, Composition, and Attributes of Chairperson”
in this report.
[Principle 4.11 Preconditions for the Effectiveness of the Board of Directors and the Board of Auditors][Supplementary Principle 4.11.1 Composition and Scale of the Board of Directors, and Policy and Proceduresfor the Appointment of Directors]
The Company’s Board of Directors is composed of Directors with a diversity of different fields ofspecialization and experiences. In accordance with the Articles of Incorporation, the scale of the Board of-5-

Directors is kept to a maximum of 11 members, including both internal and Outside Directors, which isdeemed an appropriate size to enable it to exercise its function effectively and efficiently.
The policies and procedures for the appointment of Directors are presented in [Principle 3.1 (4)] above.
Please refer to Reference: the Board of Directors Skill Matrix attached to this report for a summary of theknowledge, experience, and abilities of each Director in matrix format.
[Supplementary Principle 4.11.2 Disclosure of Concurrent Positions Held by Outside Directors and Outside
Corporate Auditors]
Concurrent positions held by Outside Directors, Outside Corporate Auditors, and other Directors andCorporate Auditors are kept within reasonable limits from the perspective of ensuring that they are able toappropriately fulfill their roles and duties at the Company.
The Company discloses significant concurrent positions held by each Director and Corporate Auditor in its
Business Report and the Reference Documents for the General Meeting of Shareholders.
[Supplementary Principle 4.11.3 Evaluation of Directors and the Board of Directors]
To further facilitate the roles of the Board of Directors, the Company has implemented a self-appraisal andanalysis program for individual officers. Effectiveness has been evaluated through a third-party organization,with methods for canvassing personalized opinions such as individual questionnaires and individualinterviews for all Directors and Corporate Auditors.
Questionnaire responses indicated a generally positive assessment of aspects such as the appropriate
determination of deliberation matters, the appropriate supervision of appointment of Director candidates
through the Nomination and Compensation Committee and the determination of specific amounts ofremuneration. The Company considers the overall effectiveness of the Board of Directors to be assured.
At the same time, respondents shared their views on further strengthening the roles of the Board of Directors
and revitalizing discussion, including aspects such as monitoring progress against management plans andsupervising measures to invest in human resources and address labor and human rights issues.
The Company will continue to follow a PDCA cycle, striving to respond swiftly to issues after adequate
consideration and further facilitate the roles of the Board of Directors on the basis of this effectivenessevaluation.
[Principle 4.14 Training for Directors and Corporate Auditors][Supplementary Principle 4.14.2 Training Policy]
The Company nominates Directors and Corporate Auditors from both inside and outside the Company who
can perform their expected roles responsibly.
At the time of their appointment, Directors and Corporate Auditors acquire the necessary knowledge of theCompany’s business, finance, and organization, and are provided with the information and knowledge needed
to supervise management. They are also provided with this knowledge and information while in office, andactively participate in training emphasizing compliance, in addition to various other training sessions.
[Principle 5.1 Policy for Constructive Dialogue with Shareholders]
The Company aspires to build long-term trusting relationships by providing shareholders with accessible
explanations of its management policy and engaging in constructive dialogue.
(1) Designation of senior management and Directors to manage and supervise general dialogue withshareholders
General dialogue with shareholders is managed by the officers in charge of the Company’s administrative
departments (the Public & Investor Relations Section, Corporate Planning Department, Financial
Department, and General Affairs Department). These officers and administrative departments actively
engage with shareholders to achieve constructive dialogue through various initiatives including financial
results briefings.
The Company has also established a dedicated section on its website where it presents information suchas its management policy, business performance, and various initiatives in an easily accessible format.
(2) Measures to ensure positive cooperation between internal departments with the aim of supporting dialogue
The person in charge of IR cooperates with the department responsible for each topic of dialogue toactively promote measures to enhance dialogue, such as the preparation of disclosure materials and thesharing of information as necessary.

-6-The Company also holds monthly meetings of the Public Relations Liaison Committee with the aim ofsharing information with senior management.
(3) Measures to promote opportunities for dialogue aside from individual meetings
The Company holds financial results briefings for analysts and institutional investors, and briefings andoffice tours for individual investors online as forums for dialogue aside from individual meetings.
(4) Feedback to senior management concerning shareholder views learned through dialogue
The Company aims to share information on shareholder views by relaying the content of dialogue withshareholders to Directors, senior management, and related departments, as necessary, through measures
such as reporting at meetings or the distribution of written reports.
(5) Measures concerning the control of insider information and information disclosure when engaging in
dialogue
The Company has established rules concerning the control of insider information, and controls thisinformation. The Company designates the period prior to the release of financial information as a silent
period, and restricts dialogue with investors during this period. When disclosing information, theCompany engages in fair, timely, and appropriate disclosure.
[Measures to realize management that is conscious of cost of capital and stock price][Status of dialogue with shareholders, etc.]
The current state analysis, management strategy, and initiatives aimed at realizing management that is
conscious of cost of capital and stock price are posted on the Company’s website, along with the specificstatus and details of dialogue with shareholders. Please also refer to the Company’s website for
information on the fundamental structural reforms and growth strategy under Project Z, which waslaunched in November 2023.
“Action to Implement Management that is Conscious of Cost of Capital and Stock Price”
https://www.iseki.co.jp/global/english/ir/result/“Project Z Measures” https://www.iseki.co.jp/global/english/ir/result/-7-

2. Capital Structure
Foreign Shareholding Ratio

Less than 10%[Status of Major Shareholders] [Updated]
Name / Company Name
Number of Shares Owned
The Master Trust Bank of Japan, Ltd. (Trust Account)
2,211,600
Mizuho Bank, Ltd.
1,070,800
Iseki kabushiki hoyukai
981,554(Company’s Stockholding Co-op.)
The Norinchukin Bank
868,785
Custody Bank of Japan, Ltd. (Trust Account)
865,800
Sumitomo Mitsui Trust Bank, Limited
800,000
Iseki eigyo-hansya group syain mochikabukai
728,200(Business-selling Group Holdings)
The Iyo Bank, Ltd.
580,042
Sompo Japan Insurance Inc.
434,500
The Kyoei Fire and Marine Insurance Company, Limited
352,700
Controlling Shareholder (except for Parent
Company)
Parent Company

Percentage (%)
9.66
4.68
4.29
3.79
3.78
3.49
3.18
2.53
1.89
1.54

None

Supplementary Explanation-

3. Corporate Attributes

Fiscal Year-End

Tokyo Stock Exchange
Prime
DecemberType of Business

Machinery

Listed Stock Market and Market Section

Number of Employees (consolidated) as of the
End of the Previous Fiscal YearSales (consolidated) as of the End of thePrevious Fiscal Year
Number of Consolidated Subsidiaries as of the
End of the Previous Fiscal Year

1000 or more
From ¥100 billion to less than ¥1 trillion
From 10 to less than 50

4. Policy on Measures to Protect Minority Shareholders in Conducting Transactions with Controlling
Shareholder
5. Other Special Circumstances which may have Material Impact on Corporate Governance-8-II. Business Management Organization and Other Corporate Governance Systems
regarding Decision-making, Execution of Business, and Oversight in Management
1. Organizational Composition and Operation
Organization Form

Company with a Board of Auditors[Directors]
Maximum Number of Directors Stipulated in
Articles of Incorporation
Term of Office Stipulated in Articles ofIncorporation

11
1 yearChairperson of the Board

Outside Director

Number of Directors [Updated]

8

Appointment of Outside Directors

Appointed

Number of Outside Directors

3

Number of Independent Directors

3Outside Directors’ Relationship with the Company (1) [Updated]
Name

Attribute

Relationship with the Company*
a

b

c

d

e

f

g

h

i

j

k

Atsushi Iwasaki
CPA
Eiko Kisogawa
From another company
Fumiko Kishimoto
Attorney*
Categories for “Relationship with the Company”* ”○” when the director presently falls or has recently fallen under the category;“△” when the director fell under the category in the past
* “●” when a close relative of the director presently falls or has recently fallen under the category;“▲”when a close relative of the director fell under the category in the pasta. Executive of the Company or its subsidiaries
b. Non-executive director or executive of a parent company of the Company
c. Executive of a fellow subsidiary company of the Company
d. A party whose major client or supplier is the Company or an executive thereof
e. Major client or supplier of the Company or an executive thereof
f. Consultant, accountant or legal professional who receives a large amount of monetary consideration or otherproperty from the Company besides compensation as a director
g. Major shareholder of the Company (or an executive of the said major shareholder if the shareholder is alegal entity)
h. Executive of a client or supplier company of the Company (which does not correspond to any of d, e, or f)(the director himself/herself only)
i. Executive of a company, between which and the Company outside directors/corporate auditors are mutually
appointed (the director himself/herself only)
j. Executive of a company or organization that receives a donation from the Company (the director
himself/herself only)
k. Others-9-Outside Directors’ Relationship with the Company (2) [Updated]
Name

Designation as
Independent
Director

Supplementary
Explanation of
the Relationship

Atsushi Iwasaki〇-

Eiko Kisogawa〇-

Fumiko Kishimoto〇-

Voluntary Establishment of Committee(s)Corresponding to Nomination Committee orRemuneration Committee

Reasons for Appointment
With extensive experience and knowledge as acertified public accountant, Mr. Atsushi Iwasaki
supervises management from an independent
perspective to contribute to enhancing thesupervisory functions and ensuring transparencyof the Board of Directors. He can be expected tocontribute further in the future. He also plays animportant role in the Company by chairing theBoard of Directors, the Nomination andCompensation Committee, and the ESG
Committee. The Company has designated him
as an Independent Director as it deems that there
is no risk of a conflict of interests with generalshareholders.
Ms. Eiko Kisogawa can be expected to utilize
her management experience at a businesscompany to supervise management from an
independent perspective. She has extensive
experience and expertise in corporate
management and operational efficiency,
including experience in leading businessreforms, risk management restructuring, IT
projects and digital transformation (DX) at afinancial institution. The Company has
designated her as an Independent Director as it
deems that there is no risk of a conflict ofinterests with general shareholders.
With extensive experience and knowledge as an
attorney, Ms. Fumiko Kishimoto can be
expected to supervise management from an
independent perspective to contribute toenhancing the supervisory functions andensuring transparency of the Board of Directors.
She has served as Outside Director (Audit andSupervisory Committee Member) at anothercompany and has specialized and advanced
knowledge in areas such as internal controls,
compliance and corporate governance. The
Company has designated her as an Independent
Director as it deems that there is no risk of aconflict of interests with general shareholders.

Established

Committee’s Name, Composition, and Attributes of Chairperson- 10 -

All Committee Members

Committee
Corresponding
Nomination Committee
Nomination and Compensation
Committee
5

Full-time Members

00Inside Directors

22

Outside Directors

33Outside Experts

0

0

Other

0

0

Chairperson

Outside Director

Outside Director

Committee’s NametoCommittee
Corresponding
Remuneration Committee
Nomination and Compensation
Committee
5toSupplementary Explanation [Updated]
The Company has established the Nomination and Compensation Committee, composed of two
Representative Directors and three Independent Outside Directors, as a consultative body of the Board of
Directors. The Nomination and Compensation Committee advises the Board of Directors on matters including
the remuneration of Directors and Corporate Officers, as well as nominations for proposals to the General
Meeting of Shareholders concerning the election and dismissal of Directors, the appointment and dismissalof Corporate Officers, and the selection and removal of Representative Directors.
The Nomination and Compensation Committee
Roles: Deliberation on the following matters on request from the Board of Directors, and reporting back to
the Board of Directors (the Board of Directors respects the Committee’s recommendations when
making decisions):(1) Drafting of proposals for the election and dismissal of Directors (for resolution by the General
Meeting of Shareholders)(2) Appointment and dismissal of Corporate Officers(3) Selection and removal of Representative Directors(4) Representative Director succession plans(5) Amounts of remuneration for Directors and Corporate Officers(6) Composition and decision process of remuneration for Directors and Corporate Officers(7) Establishment and change of basic policy and criteria for deliberation of the above(8) Other matters recognized by the Board of Directors as necessary in association with each of theitems above
The Committee was established in December 2018, and met 9 times during the fiscal year ended December
31, 2023. The main agenda items were as follows:• Criteria for appointment of Directors• Criteria for the selection of Representative Directors• Criteria for dismissal of Directors and the removal of Representative Directors• Independence Standards for Outside Directors/Auditors• Policy for determining remuneration etc. for individual Directors• Nomination of candidates for Director and the selection of Representative Directors• Succession planning for the CEO and other officers• Amendments to the officer remuneration system• Directors Skill Matrix- 11 -

[Corporate Auditors]
Establishment of a Board of Auditors
Maximum Number of Corporate Auditors
Stipulated in Articles of Incorporation
Number of Corporate Auditors

Established5
4

Cooperation among Corporate Auditors, Accounting Auditors, and Internal Audit Departments
Cooperation between Corporate Auditors and the accounting auditor
Corporate Auditors hold regular liaison meetings with the accounting auditor to exchange information onmatters such as audit plans and contents. They also hold other meetings with the accounting auditor asnecessary to share information on matters such as audit findings.
Cooperation between Corporate Auditors and the Internal Audit Department
The Company’s Internal Audit Department is responsible for internal auditing in the Group. Its audit reports
are all viewed by the Corporate Auditors. Corporate Auditors also hold meetings with the Internal Audit
Department as necessary to share information.
Appointment of Outside Corporate Auditors

Appointed

Number of Outside Corporate Auditors

3

Number of Independent Corporate Auditors

1

Outside Corporate Auditors’ Relationships with the Company (1) [Updated]
Name

Attribute

Relationship with the Company*
a

b

c

d

e

f

g

h

i

j

k

l

m

Yasuji Fujita
From another company△
Kentaro Morimoto
From another company△
Mami Taira
CPA*
Categories for “Relationship with the Company”* ”○” when the Corporate Auditor presently falls or has recently fallen under the category;“△” when the Corporate Auditor fell under the category in the past
* “●” when a close relative of the Corporate Auditor presently falls or has recently fallen under the category;“▲”when a close relative of the Corporate Auditor fell under the category in the pasta. Executive of the Company or its subsidiaryb. Non-executive director or accounting advisor of the Company or its subsidiaries
c. Non-executive director or executive of a parent company of the Company
d. Corporate auditor of a parent company of the Company
e. Executive of a fellow subsidiary company of the Company
f. A party whose major client or supplier is the Company or an executive thereof
g. Major client or supplier of the Company or an executive thereofh. Consultant, accountant or legal professional who receives a large amount of monetary consideration orother property from the Company besides compensation as a corporate auditor
i. Major shareholder of the Company (or an executive of the said major shareholder if the shareholder is alegal entity)
j. Executive of a client or supplier company of the Company (which does not correspond to any of f, g, or h)(the corporate auditor himself/herself only)- 12 -

k. Executive of a company, between which and the Company outside directors/ corporate auditors are mutually
appointed (the corporate auditor himself/herself only)
l. Executive of a company or organization that receives a donation from the Company (the corporate auditor
himself/herself only)
m. Others
Outside Corporate Auditors’ Relationship with the Company (2) [Updated]
Name

Designation as
Independent
Corporate Auditors

Supplementary
Explanation of
the RelationshipYasuji Fujita

Mr. Yasuji Fujita hasserved in The Iyo Bank,
Ltd., which is one of theCompany’s main
financial institutions.

KentaroMorimoto

Mr. Kentaro Morimoto
has served in The
Norinchukin Bank,
which is one of theCompany’s main
financial institutions.

Mami Taira〇-

Reasons of Appointment
He possesses abundant experiencecultivated through his work at financial
institutions and a wide range of insight,
including expertise in financial matters.
The Company has therefore deemed that
he is able to appropriately audit theexecution of duties by Directors.
He possesses a wide range of insight,
including extensive experience andexpertise in finance and agriculture,
forestry and fisheries in general,
cultivated through his work at a financial
institution. The Company has therefore
deemed that he is able to appropriately
audit the execution of duties byDirectors.
Ms. Mami Taira possesses expert insightand abundant experience concerning
accounting and taxation as a certified
public accountant and tax accountant,and the Company has therefore deemedthat she is able to appropriately audit theexecution of duties by Directors. The
Company has designated her as an
Independent Corporate Auditor as she
has no special interests in the Company,
and it considers that there is no risk of aconflict of interests with generalshareholders.

[Independent Directors/Auditors]
4

Number of Independent Directors/Auditors
Matters relating to Independent Directors/Auditors

In addition to the independence criteria prescribed by the Tokyo Stock Exchange, the Company requires
Outside Directors and Outside Corporate Auditors to satisfy its Independence Standards for Outside
Directors/Auditors. In addition, the Company selects candidates for the position of Outside Director or
Outside Corporate Auditor who will be able to accurately advise and supervise the Company’s management,with an emphasis on a high degree of specialization and abundant experience.
<Independence Standards for Outside Directors/Auditors>- 13 -

The Company will decide that an Outside Director/Auditor or a candidate for Outside Director/Auditor isindependent from the Company if they are deemed not to fall under any of the following items.
1. The Group’s (*1) executive (*2) at present or in the past
2. The Company’s major shareholder (*3) or its executive in the most recent five fiscal years including thecurrent fiscal year
3. The Group’s major business partner (*4) or its executive in the most recent three fiscal years including thecurrent fiscal year
4. An entity whose major business partner is the Group (*5) or its executive in the most recent three fiscal
years including the current fiscal year
5. The Group’s major lender (*6) or its executive in the most recent three fiscal years including the current
fiscal year
6. An entity who has received average annual donations of 10 million yen or more from the Group in the mostrecent three fiscal years including the current fiscal year (or its affiliate if the recipient is an incorporated
entity, an association or any other organization)
7. A consultant, an accounting or legal expert who has received monetary or other proprietary benefits ofapproximately 10 million yen or more on average from the Group, apart from the remuneration for
director/auditor, in the most recent three fiscal years including the current fiscal year (or its affiliate if therecipient an incorporated entity, an association or any other organization)
8. A spouse or a relative within the second degree of kinship of a key person (*7) among the persons describedin any of items 1 to 7 above
9. An executive of an entity with which the Company has an interlocking directorship (*8) for outside officers
10. Other than the persons described in any of the above items, a person who has significant interests with theGroup that raise concerns over his/her independence(*1) The Company, its subsidiaries, or equity method affiliates(*2) Executive director, executive officer, general manager or other employee(*3) A shareholder holding 10% or more of the Company’s voting rights(*4) An entity making payments to the Group that accounts for 2% or more of the Group’s consolidated net
sales in business transactions with the Group(*5) An entity receiving payment from the Group for purchases that accounts for 2% or more of theconsolidated net sales of the entity in business transactions with the Group(*6) A financial institution lending the Group an amount accounting for 2% or more of the consolidated total
assets of the Group(*7) In items 1 to 6, an executive director, executive officer, or employee in a position equivalent to generalmanager or higher. In item 7, a certified public accountant affiliated to an audit firm or an attorney-at-law
affiliated to a law firm(*8) A relationship where the executive of an entity where the Group’s executive currently serves as an outside
officer is appointed as the Company’s Outside Director/Auditor[Incentives]
Incentive Policies for Directors

Performance-linked Remuneration

Supplementary Explanation
The Company has introduced “performance-linked and evaluation remuneration (cash)” paid once yearly inan amount determined in accordance with factors such as the level of performance indicators for each fiscal
year and the degree of achievement of targets for indicators predesignated with reference to management
issues for individual Director.
Moreover, a performance-linked stock-based remuneration plan utilizing a trust structure for Directors(excluding Outside Directors) of the Company was approved by the 98th Ordinary General Meeting of
Shareholders held on March 30, 2022, and the Company also introduced a similar performance-linked stockbased remuneration plan for Corporate Officers. The Plan is designed to more clearly link the remunerationof Directors and Corporate Officers to the Company’s performance and the value of its stock and to encourage
Directors and Corporate Officers to contribute to improving medium- to long-term business performance and- 14 -

increasing corporate value by ensuring that they share profits and risks from stock price fluctuations withshareholders.
Recipients of Stock Options
Supplementary Explanation[Director Remuneration]
Disclosure of Individual Directors’
Remuneration

No Individual Disclosure

Supplementary Explanation
Total remuneration paid to Directors and total remuneration paid to Corporate Auditors are separately
disclosed.
Policy on Determining Remuneration Amounts
and Calculation Methods

Established

Disclosure of Policy on Determining Remuneration Amounts and Calculation Methods[Basic policy]
It is the duty of senior management to “transform” the ISEKI Group, guide the Company towards sustainablegrowth, and to aim to increase medium- to long-term corporate value in order to realize the Group’s purpose
and corporate philosophy of contributing to the creation of a prosperous and sustainable society through“providing innovative products and higher quality of services to the customers.”
The Company’s basic policy concerning Directors’ remuneration is to promote the fulfillment of these duties
by clarifying the link between the remuneration of management and business performance, including over the
medium and long term, and shareholder value, to make the remuneration system function as a sound incentive.
[Overview of remuneration for Directors]
In accordance with this basic policy, remuneration for Directors of the Company is composed of “basic
remuneration (cash),” “performance-linked and evaluation remuneration (cash),” and “performance-linked
stock-based remuneration,” in a standard ratio of 6:3:1, respectively. Remuneration for Outside Directors is
composed only of basic remuneration (monthly remuneration), because of their independence from businessexecution. The overall level of remuneration is determined with reference to the levels of remuneration atother companies in the same industry or of a similar scale to the Company. The maximum total amount ofbasic remuneration and performance-linked and evaluation remuneration (up to 360 million yen per year) wasestablished by resolution of the 98th Ordinary General Meeting of Shareholders held on March 30, 2022.
Basic remuneration is paid monthly in an amount determined with reference to factors including each
Director’s duties.
Performance-linked and evaluation remuneration is paid once yearly in an amount determined in accordancewith factors such as the level of performance indicators for each fiscal year and the degree of achievement oftargets for indicators predesignated based on management issues for individual Director.
Performance-linked stock-based remuneration is based on a share delivery trust system. Within the
remuneration limits determined by resolution of the 98th Ordinary General Meeting of Shareholders held on
March 30, 2022 (up to 148 million yen in total to be contributed by the Company as funds for acquiring sharesof the Company needed for delivery to Directors, excluding Outside Directors, during the four years from thefiscal year ending December 31, 2022 to the fiscal year ending December 31, 2025), the Company delivers toeach Director a number of shares according to the aggregate number of points that have been awarded to each- 15 -

Director each fiscal year, in principle, at the time of the Director’s retirement, in accordance with the sharedelivery rules established by the Board of Directors. A certain proportion of these shares of the Company are
sold, converted into cash within the Trust, and their value is paid as cash.
Remuneration for individual Directors is deliberated on by the Nomination and Compensation Committee,
which is chaired by an Independent Outside Director and mainly composed of Independent Outside Directors.
The results of these deliberations are reported to the Board of Directors, which ultimately resolves on
remuneration for individual Directors in accordance with these reports. When determining the details of
remuneration, etc. for individual Directors, the Nomination and Compensation Committee engages in a multifaceted consideration of their consistency with the decision policy. The Board of Directors therefore generally
respects the Committee’s reports, and considers these details to conform with the decision policy.
[Overview of remuneration for Corporate Auditors]
A maximum amount of remuneration for Corporate Auditors of 8.00 million yen was resolved by the 85th
Ordinary General Meeting of Shareholders held on June 26, 2009. Remuneration for individual Corporate
Auditors is determined through discussion between Corporate Auditors.

Number of retired Presidents, etc. holding
advisory positions (sodanyaku, komon, etc.)

1

Others
-2.Matters on Functions of Business Execution, Auditing, Oversight, Nomination and Remuneration
Decisions (Overview of Current Corporate Governance System) [Updated]
The Board of Directors is composed of 8 Directors, of whom 3 are Outside Directors. The Board of Directors
decides on matters stipulated by laws, regulations, or the Articles of Incorporation, and other basic
management matters. In order to facilitate swift decision-making, the Board of Directors holds extraordinary
meetings as necessary, in addition to regular monthly meetings. The Board of Directors met 20 times in thefiscal year ended December 31, 2022. All internal Directors and Outside Directors attended all meetings ofthe Board of Directors.
The Company has established the ESG Committee, which is chaired by an Independent Outside Director,
consists of Directors and Corporate Officers, and serves as a consultative body of the Board of Directors. The
committee deliberates on matters regarding ESG improvement of the Group on request from the Board of
Directors, and reports back to the Board of Directors. Corporate auditors are requested to attend
the meetings as observers and state opinions as necessary.
The Company endeavors to ensure sound corporate management through the execution of duties, with
Corporate Officers responsible for smoothly fulfilling their respective duties as specified by the Board of
Directors. In addition, the Directors’ Operation Committee, composed of all Corporate Officers, as well as
Deputy Division Managers and others nominated by the chairman of the Committee, meets at least twice
monthly, in principle, to share the latest information and discuss and report on matters such as the state ofbusiness development, the existence of risks, and measures to prevent or mitigate them.
Regarding transparent information disclosure, the Company aims to maintain fair business practices and share
information by establishing systems to provide stakeholders with important information in a timely manner,
as well as other systems such as Group-wide administrative rules and a reporting structure.
The Board of Auditors is composed of 4 Corporate Auditors, of whom 3 are Outside Corporate Auditors (ofwhom 1 is a certified public accountant). In addition to attending meetings of the Board of Directors and otherimportant meetings, Corporate Auditors autonomously decide on audit policy and audit the business and assetsof the Company and its subsidiaries in coordination with the Internal Audit Department and the accounting
auditor. They also rigorously check important proposals made at the Directors’ Operation Committee andother forums, and the status of the execution of duties by Directors.

- 16 -

The Company sets Directors’ term of office to 1 year to further clarify Directors’ management responsibility
for each fiscal year and respond swiftly to changes in the management environment. The term of office for
Corporate Officers is likewise 1 year.
In accordance with the provisions of Article 427, Paragraph 1 of the Companies Act, the Company has enteredinto agreements with Outside Directors and Outside Corporate Auditors to limit their liability for damages
stipulated in Article 423, Paragraph 1 of the same Act. Under these agreements, the amount of liability islimited to the amount prescribed by laws and regulations.

3. Reasons for Adoption of Current Corporate Governance System
The Company operates its management system with the main purpose of responding quickly and accurately
to changes in the business climate and maintaining fair business operations.
The Company considers this system to be the most reasonable at the present time, from the perspective ofensuring the effectiveness of management supervision and corporate governance.

- 17 -

III. Implementation of Measures for Shareholders and Other Stakeholders
1. Measures to Vitalize the General Meetings of Shareholders and Smooth Exercise of Voting Rights
Early Notification of General
Meetings of Shareholders

Scheduling General Meetingsof Shareholders Avoiding Peak
Days
Allowing Electronic Exerciseof Voting Rights
Participation in Electronic
Voting Platform
Providing Convocation Noticein English
Other

Supplementary Explanations
The notice of convocation (matters to be provided electronically) is posted on
the Company’s website and the website of the Tokyo Stock Exchange at least
3 weeks prior to the date of the General Meeting of Shareholders. A document
excluding some of the items provided electronically is sent to shareholders
who have requested delivery of the document at least two weeks prior to thedate of the General Meeting of Shareholders. Reference Documents andrelated materials (summary version of the notice of convocation) for the
General Meeting of Shareholders are sent to shareholders who have notrequested delivery of written documents at least two weeks prior to the dateof the General Meeting of Shareholders.
The Company’s website (Shareholders Information):
https://www.iseki.co.jp/english/ir/stockholders/
The Company endeavors to avoid scheduling General Meetings ofShareholders on peak days, enhance the attendance environment, and operate
the meetings with a focus on shareholders.
The Company has enabled the electronic exercise of voting rights since the92nd Ordinary General Meeting of Shareholders held on March 25, 2016.
The Company participates in the electronic voting rights exercise platform
operated by ICJ, Inc., and endeavors to improve the environment for the
exercise of voting rights by institutional investors, including those overseas.
An English translation of part of the notice of convocation for the General
Meeting of Shareholders is posted on the Company’s website.
The notice of convocation for the General Meeting of Shareholders,consolidated financial results, annual securities report, and other usefulcorporate information for investors are disclosed on the Company’s website.
https://www.iseki.co.jp/english/ir/
The Company also prepares visualizations in the Business Report to help
deepen shareholders’ understanding.

2. IR Activities [Updated]
Supplementary Explanations

Explanations byRepresentatives

Preparation and Publication ofDisclosure Policy
Regular Investor Briefings for
Individual Investors

Regular Investor Briefings forAnalysts and Institutional
Investors

The Company has established a Disclosure Policy,
which is presented on the Company’s website.
https://www.iseki.co.jp/ir/support/disclosure/(Japanese only)
The Company holds briefings for individual investors
online. The Company endeavors to enhance theprovision of information on its website that will help
deepen shareholders’ understanding, such as
information for individual investors and IR reports
concerning the Company.
The Company’s website (investor information):
https://www.iseki.co.jp/english/ir/
The Company holds briefings quarterly and at the endof the fiscal year.

- 18 -Yes

Yes

Posting of IR Materials on
WebsiteEstablishment of Department
and/or Manager in Charge ofIR

The Company posts quarterly and annual financial
results on its website, together with financial results
briefing materials.
The Public & Investor Relations Section has been
established as the section in charge of IR.

3. Measures to Ensure Due Respect for Stakeholders [Updated]
Stipulation of Internal Rules
for Respecting the Position of
Stakeholders
Implementation ofEnvironmental Activities, CSR
Activities etc.

Development of Policies on
Information Provision to
Stakeholders

Supplementary Explanations
The Company espouses the management philosophy expressed in its
Company Motto: “to provide: 1. Products that satisfy consumer demand; 2. A
stable workplace to the employees; 3. Appropriate dividends to theshareholders.”
The Company reports on its activities through the publication of the ISEKI
Report, which incorporates information on the implementation ofenvironmental protection activities and CSR activities.
The ISEKI Report is also available from the Company’s website.
The Company’s website (sustainability):
https://www.iseki.co.jp/english/csr/greeting/
ISEKI Report:
https://www.iseki.co.jp/english/csr/report/
The Company has established a Disclosure Policy, which is available fromthe Company website.
https://www.iseki.co.jp/ir/support/disclosure/ (Japanese only)

IV. Matters Related to the Internal Control System
1. Basic Views on Internal Control System and the Progress of System Development
The Company regards the establishment of a Group internal control system as a key matter of management
policy. It has established the Basic Policy on Internal Control to develop the internal control system, andrevises this policy as necessary. The Company has established systems to ensure the efficient execution of
Directors’ duties, such as the establishment of regulations on the division of duties and the internal control
system, and engages in a multi-faceted consideration of important matters through the Board of Directors.
The Company endeavors to establish systems for the appropriate storage and management of information
related to the execution of duties, such as minutes of meetings of the Board of Directors and approval
documents, in accordance with the Board of Directors Regulations and the Document Regulations.
Regarding the compliance system, the Company implements continuing compliance training led by the Legal& Compliance Department under the supervision of the officer in charge of compliance, endeavoring toprevent fraud and scandals by ensuring thorough compliance awareness among all officers and employees.
The Internal Audit Department audits and monitors the operation of the internal control system at theCompany and its manufacturing and sales subsidiaries.
In addition, the ESG Committee deliberates and follows up on matters related to the development andoperation of the internal control system and checks the status of thorough compliance.
Please refer to the Corporate Governance System (Diagram) attached as an appendix to this report.

2. Basic Views on Eliminating Anti-Social Forces and the Implementation of Associated Measures
1. Basic Views on Eliminating Anti-Social Forces
The Company has established the ISEKI Group Code of Ethical Behavior, working against any possibilityof a relationship with anti-social forces or groups.
2. Establishment of Measures for Eliminating Anti-Social Forces- 19 -

In addition to setting forth guidelines to combat anti-social forces in the ISEKI Group Code of EthicalBehavior, the Company has established internal systems to eliminate anti-social forces such as those listed
below, with the aim of establishing corporate ethics at the Company and Group companies.
a. The General Affairs Department is responsible for managing the response to anti-social forces, anddiscusses the response in each case with the departments concerned.
b. The Company has established a structure to combat anti-social forces through regular coordination withthe police, the Center for Removal of Criminal Organizations, attorneys, and other specialist external
agencies.
The Company is also a member of Tokubouren, regularly receiving guidance and sharing information.

V. Other
1. Adoption of Anti-Takeover Measures
Adoption of Anti-Takeover Measures

Not Adopted

Supplementary Explanation-

2. Other Matters Concerning Corporate Governance System
The Company considers the timely disclosure of information to be vital for building positive relations withstakeholders. It therefore actively organizes forums such as quarterly financial results briefings.
The Group as a whole is actively engaged in addressing environmental issues, including the regularpublication of the ISEKI Report, and has been recognized as one of the “companies doing environmentfriendly business activities progressively.”[Overview of the timely disclosure system]
1) The Company’s basic views on information disclosure
The Company discloses information based on “disclosing information properly to fulfill social
accountability” and “promptly disclosing accurate information required from inside or outside of the Groupin recognition of the importance of social accountability and thereby endeavoring to become a company
with transparency,” which are the basic philosophy and standard of conduct, respectively, set forth in the
ISEKI Group Code of Ethical Behavior.
To win fair evaluation from all its stakeholders, including shareholders, investors, customers, suppliers,
local communities, and employees, and to ensure management transparency, the Company strives for fair,equitable, timely, and appropriate disclosure of management-related information in keeping with the
purpose and meaning of fair disclosure rules.
2) Internal systems for the timely disclosure of corporate information
The system for reporting management-related information from major subsidiaries to the Company, andthe company’s systems for information disclosure, are presented under Reference: the Overview of theTimely Disclosure System (Diagram) attached as an appendix to this report.

- 20 -

Reference: Corporate Governance System (Diagram)
General Meeting of Shareholders
Appoint/
dismiss
Nomination andCompensation Committee

Appoint/
dismiss

Appoint/
dismiss

Advise/Board ofreport(Cooperate)

Directors
Audit

5 Members (incl. 2
Representative Directors
and 3 Independent Outside
Directors）

ESG Committee
Members
Directors
Corporate Officers

Board ofAuditors
Corporate Auditors

Directors
8 Directors(incl. 3 Independent Outside
Directors)

Audit

Advise/report4 Corporate Auditors(incl. 3 Outside
Corporate Auditors)

Accounting Auditor
Audit

Appoint/
dismiss/monitorReport/cooperate(Business execution system)
Report/instruct
PresidentInternal Audit Department

Directors’ Operation
Committee(All Corporate Officers and
Deputy Division Managers of
nominated Divisions and others)

Important matters debated/reported
Corporate Officers
Direct/supervise
Associated companies, divisions & sections- 21 -

Legal & ComplianceDepartment
Training/
cooperation

Audit

Reference: Overview of the Timely Disclosure System (Diagram)Within subsidiaries

Departments in charge of information management

Collect information

Departments in charge of information collection

Within the Company

Managing departments

Disclose/announce

Confirm/decideCorporate Planning
Department

Financial Department

Board ofAuditors(Audit)Directors’ Operation Committee — confirm significant events
Board of Directors — makes important decisions; determines
the content and method of information disclosure

Internal Audit
Department(Audit)Information handling supervisor (officer in charge of the
Corporate Planning Department)
Information handling representatives(Corporate Planning Department)

Information
disclosureIRannouncements

Posted on thewebsiteInformation
Financial information- 22 -

Reference: Directors Skill Matrix

Name

Shiro
Tomiyasu

HajimeOdagiri

Masayuki
Fukami
Directors

ShuichiJinno
KazuyaTani
AtsushiIwasaki

Title

Representative
Director,
President &Executive
Officer
Representative
Director &SeniorCorporate
Executive
Officer
Director &SeniorCorporate
Officer
Director &SeniorCorporate
Officer
Director &SeniorCorporate
Officer

Corporate
Management/
Management
Strategy

Finance●●●

Sales/
MarketingOverseas
Business

●

●

●

●

●

●

●

Eiko
Director
Kisogawa

●

●

●

●

Personnel

IT/ Data●●

Director

Development Compliance/
ESG/
Legal Affairs/
andSustainability
Audit
Manufacturing

●

●

●

●

●

●

FumikoDirector
Kishimoto* The table above does not represent all types of knowledge held by each officer.

- 23 -

●

●

●

●

●

●

●