Basic Policy on Corporate GovernanceAmended on June 29, 2022

Dai Nippon Toryo Co., Ltd.

Table of Content
1.

The Company’s Basic Stance on its Corporate Governance ················································3(1)
Basic Concept···································································································3(2)Management Philosophy ······················································································3(3)Rules of Conduct ·······························································································3(4)
Sustainability ···································································································3(5)Ensuring Diversity including Women's Empowerment ···················································3
2. The Company’s Stance on Shareholders, General Meetings of Shareholders, and Capital Policies ·····4(1)Ensuring the Rights and Equality of Shareholders ························································4(2)General Meetings of Shareholders, Voting Rights, etc. ···················································4(3)Management Planning ·························································································4(4)Capital Policies ·································································································5(5)Returns to Shareholders ·······················································································5(6)Policy on Cross-Shareholding ················································································5(7)Measures to Guard against Takeover Bids ··································································5
3. The Company’s System of Governance ··········································································6(1)Directors, Executive Officers, and Auditors Structure ····················································6(2)Governance Structure Diagram ··············································································6(3)Responsibilities of the Board of Directors ··································································7(4)Composition and Balance of the Board of Directors ······················································7(5)Independence and Roles and Responsibilities of Outside Officers ·····································7(6)Effectiveness of the Board of Directors (including Self-Assessment and Revitalization) ···········9(7)Roles and Responsibilities of Auditors and the Board of Auditors······································9(8)Effectiveness of Audits and Collaboration with Outside Directors, the Internal Audit Department,
and Accounting Auditor ·······················································································9(9)Evaluation, Appointment, etc. of the Accounting Auditor·············································· 10(10) Policy and Procedures for Appointing and Removing Directors, Management Executives, andAuditors ······································································································· 10(11) Future Management Executives ··············································································· 10(12) Policy and Procedures for Determining Remuneration of Directors, etc. ······························· 11(13) Training for Directors, Executive Officers, and Auditors ·················································· 11
4. Compliance·········································································································· 12(1)Internal Control (Whistleblowing) ········································································· 12(2)Related Party Transactions ·················································································· 12
5. Dialogue with Shareholders ······················································································ 12(1)
Information Disclosure ······················································································ 12(2)Stance on Engagement (Dialogue with Specific Focus) ················································ 12
6. Asset Owners ······································································································· 13

Basic Policy on Corporate Governance
Dai Nippon Toryo Co., Ltd. (“the Company”) has established its Basic Policy on Corporate Governancefor the purpose of achieving its sustainable growth and increasing its corporate value in the medium tolong term.
1. The Company’s Basic Stance on its Corporate Governance(1) Basic Concept
The Company believes that the enhancement of its corporate governance is the top priority
challenge management faces in its quest to gain recognition from shareholders and many otherstakeholders as a company with existential value. To address this challenge, the Company will
establish, in addition to the Board of Directors, a Nomination Advisory Committee and aCompensation Advisory Committee, which act as advisory bodies to the Board of Directors, andusher in a system comprising executive officers to properly separate management from the day-today execution of business, to ensure swift and appropriate decision-making and supervision in
response to changes in the business environment, and to heighten the level of efficiency in theexecution of business. The Company will also introduce a system made up of outside directors andauditors to strengthen and maintain the monitoring of business administration. In addition, theCompany will make efforts to ensure a higher degree of transparency in corporate management,such as the timely and appropriate disclosure of information on financial results and managerial
measures.
(2) Management Philosophy
The Company aims to be a company that contributes to creating a more prosperous society and ahigher standard of life by protecting the global environment and resources through the creation of newvalue.
(3) Rules of Conduct
The Company will formulate the Code of Corporate Ethics, Charter of Corporate Conduct of Dai
Nippon Toryo Co., Ltd., the Guidelines for Corporate Behavior as a Corporate Group, and the Codeof Conduct for Officers and Employees of Dai Nippon Toryo Co., Ltd. in order to ensure that its
directors, executive officers, and employees (“Officers and Employees”) always behave with a highdegree of ethical and social sensibility, to which compliance by the Officers and Employees will beaffirmed by the Board of Directors.
(4) Sustainability
We are aware that social, environmental, and other sustainability issues are an important factor inincreasing our corporate value in the medium to long term. We therefore aggressively andproactively address and deal with these issues under the Environmental Policy and the Quality
Policy and annually publish an Integrated Report in which our efforts are described.
(5) Ensuring Diversity including Women's Empowerment
The Company will promote women's empowerment and provide and improve the opportunities andenvironment that allow its Officers and Employees with various values, irrespective of gender,
nationality, work experience, and other attributes, to demonstrate their respective capabilities.
32. The Company’s Stance on Shareholders, General Meetings of Shareholders, and Capital Policies(1) Ensuring the Rights and Equality of Shareholders
The Company will treat all shareholders equally in accordance with their respective equity shares,
and endeavor to create an environment that will enable all shareholders to appropriately exercise
their voting rights.
(2) General Meetings of Shareholders, Voting Rights, etc.
(i) In order to hold general meetings of shareholders open to all shareholders where they havesufficient time to deliberate the meeting agenda and exercise their voting rights appropriately,
the Company will endeavor to ensure the accuracy of the information contained in notices ofgeneral meetings and to dispatch the notices as soon as possible. The Company will also
electronically release relevant information on TDnet as well as on its own website before
dispatching the notices.
(ii) The Company will build an electronic system for the exercise of voting rights and prepare
English translations of notices of general meetings to improve the environment for exercising
voting rights thereby enabling all shareholders to properly exercise their voting rights.
(iii) The Company regards general meetings of shareholders as the ultimate decision-making bodycomposed of shareholders with voting rights. The Company will analyze the results of voting
on the agenda items and who voted for and against them. When it recognizes that a
considerable number of votes were cast against any of the items proposed by the Company, it
will properly impart the intent of shareholders to the Board of Directors which will then study
whether further dialogue or other response with shareholders is needed.
(iv) When proposing to delegate to the Board of Directors some of the matters which otherwise
ought to be dealt with by a resolution of a general meeting of shareholders, the Company will
ensure that the judgment passed and decisions made by the Board of Directors are inaccordance with laws and regulations, taking into consideration the swiftness of managerial
decision making and the technical nature of the matters in question.
(v) Prior to implementing a capital policy that results in a transfer or major dilution of control, theBoard of Directors and auditors will study the necessity and reasonableness, and while
ensuring that the appropriate procedures are followed, provide sufficient explanations toshareholders with a view to fulfilling its fiduciary responsibility to shareholders.
(vi) The Company will analyze the register of shareholders twice a year to ascertain the shareholder
structure.
(vii) If an institutional investor holding shares in the name of a trust bank or the equivalent
expresses its wish to exercise its voting or other rights as a shareholder at a general meeting ofshareholders, the Company will consult with the relevant trust bank or the equivalent.
(3) Management Planning
The Board of Directors will develop a medium-term management plan to set the overall direction ofits business strategy and disclose and explain the outline and progress of the plan in a necessary andreasonable manner.

4(4) Capital Policies
The Company recognizes its three priority challenges in increasing its share value in the medium tolong term: improving financial health; effective utilization of shareholders’ equity to boost its earnings
power; and amplified returns to shareholders. The Company makes it a basic principle that underlies
its capital policies, based on which it takes into overall consideration the optimal balance between
these three challenges to attain sustainable growth.
(5) Returns to Shareholders
The Company has adopted a basic principle of continuously and steadily paying dividends
consistent with its financial results, while strengthening its business structure and maintaining its
financial health, as it considers determining the amount of dividends to shareholders to be a key
management element.
With regard to the acquisition of treasury shares, the Company will do it at an appropriate time if it
is deemed necessary upon considering the market conditions, capital efficiency, and other factors.
(6) Policy on Cross-Shareholding
The Company will disclose its Policy on Cross-Shareholding and verify the economic rationality
and the future outlook of principal shares under cross-shareholding each year at the Board of
Directors. It will offer detailed explanations on the objective and reasonableness of ownership thatreflect the results of verification.
[Standards for Exercising Voting Rights]
The Company will hold shares of its business partners to achieve sustainable growth and increase its
corporate value if it deems necessary as part of efforts to maintain and strengthen its businessstrategies and trade relationships.
In addition, the Company’s Board of Directors will periodically perform an annual verification of
the purpose and economic rationality of each of cross-held shares from a medium- to long-term
perspective and will reduce the shares if the significance of holding them has diminished.
The Company will formulate and disclose the standards for ensuring appropriate actions for the
exercise of voting rights concerning the cross-held shares.
[Standards for Exercising Voting Rights]
To exercise voting rights of shares owned in cross-shareholding, the Company will first conduct
overall reviews of each of agenda items to properly determine whether or not they will contributeto improving its corporate value and shareholder value before exercising the voting rights.
(7) Measures to Guard against Takeover Bids(i) Prior to introducing and implementing measures to guard against takeover bids, the Company
will study the necessity and rationale of these measures to ensure the appropriate procedures, andwill give sufficient explanations to shareholders.
(ii) If the Company’s shares are in fact made subject to a takeover bid, the Company will properly
disclose to the shareholders the Board of Directors’ opinion about the bid. The Company will
not unfairly inhibit the shareholders’ rights from agreeing to the takeover bid and selling off
the Company shares.

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3. The Company’s System of Governance(1) Directors, Executive Officers, and Auditors Structure(i) The Company’s directors, executive officers, and auditors will be aware of their fiduciary
responsibility to shareholders and take actions for the benefit of the Company and for thecommon benefit of shareholders, while at the same time securing the appropriate level ofcollaboration with stakeholders.
(ii) The Company will adopt the scheme set forth by the Companies Act for companies withboards of company auditors thereby making good use of the auditing functions of the Board ofAuditors; appointing highly independent outside officers with an outside perspective to ensure
the supervisory function; and increasing the effectiveness of corporate governance.
(iii) In order to strengthen the decision-making and management and supervision functions of theBoard of Directors, the Company will establish a Nomination Advisory Committee and aCompensation Advisory Committee, which act as advisory bodies to the Board of Directors. The
Company will also adopt the system comprising executive officers that assigns the duties ofmanagerial decision-making and management and supervision to the Board of Directors andthose of executing business to the executive officers thereby carrying out quick and appropriate
decision-making and clarifying its authority and responsibility.
(2) Governance Structure Diagram

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(3) Responsibilities of the Board of Directors(i) The Board of Director is aware of its fiduciary responsibility and accountability toshareholders and will properly fulfill the roles and responsibilities specified below to facilitate
the sustainable growth of the Company, increase its corporate value in the medium to longterm, and to improve its earning power, capital efficiency, and other capacities:
Decision-making on important corporate strategies such as medium-term management plans;
Building an environment that supports directors and executive officers to take risks bydeveloping group-wide internal control and risk management systems; andImplementing highly effective supervision of directors and executive officers from an
independent and objective standpoint.
(ii) The Company has established the Regulations on the Board of Directors and the Regulations
on the Management Council to specify matters that should be discussed by and reported to theBoard of Directors, which include a mandate giving the Management Council the authority todeal with matters concerning the execution of business.
(iii) The Company will establish a Nomination Advisory Committee and a Compensation Advisory
Committee, which act as advisory bodies to the Board of Directors, to ensure the fairness,transparency, and objectivity and increase accountability in the decision-making process of theBoard of Directors for nominating directors, etc. and determining directors' remuneration andto improve the Company's corporate governance. Each committee will consist of a majority of
independent outside directors and report to the Board of Directors the results of its discussions
on the nomination and remuneration of directors, etc.
(iv) The Board of Directors will supervise the timely and accurate disclosure of information,
properly develop group-wide internal control and risk management systems, and oversee
whether the systems are effectively implemented.
(4) Composition and Balance of the Board of Directors(i) The Board of Directors will be composed of the right number of members who have knowledge,
experience, and capabilities, according to the appropriate balance between the members,
diversity, and roles and irrespective of gender, nationality, work experience, age, and otherattributes. Prospective outside directors will be selected by taking into account their attributes,
knowledge, and skills, and prospective inside candidates, their performance, activities, and otherfactors, and in either case, a combination of skills required to serve as members of the Board of
Directors will be considered. Directors will be appointed in a general meeting of shareholders
with the utmost respect for the advice of the Nomination Advisory Committee.
(ii) In the event that a director or auditor of the Company also serves as a director or auditor ofanother listed company, the number of such positions will be limited to a reasonable extent. The
status of directors or auditors holding such positions will be disclosed in an annual business
report.
(5) Independence and Roles and Responsibilities of Outside Officers(i) Outside directors elected in accordance with the Judgment Criteria on Independence, anddirectors who do not engage in the execution of day-to-day business will still offer opinions
and advice from their independent and objective standpoints with regard to important decisions
on remuneration, nomination, and other matters in order to ensure a high level of effectivenessin the system of management supervision.

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[Criteria for Judgment on Independence]
When selecting outside director and outside auditor candidates, a person who does not meet anyof the following criteria, in addition to the independence requirements under the Companies Act
and the regulations of the Tokyo Stock Exchange, will be deemed by the Company to be fully
independent.
1) An entity whose major business partner is the Company and its subsidiaries (“theGroup”)*1 or a person executing the business of such entity *2;2) The Group's major business partner*3 or a person executing the business of such major
business partner;
3) A consultant, accountant, or legal expert who received from the Group money or otherproperty worth 10 million yen or more per year in the last business year in addition to
directors' remuneration (or if an entity that received such property is an organization suchas a corporation, association, etc., a person who belongs to such organization);
4) An entity that received from the Group a donation of 10 million yen or more per year in
the last business year or a person executing the business of such entity;5) The Company's major shareholder (a shareholder who directly or indirectly holds ten
percent or more of the total voting rights of the Company) or a person executing thebusiness of such major shareholder;6) An entity or person who fell into any of the categories 1) to 5) above in the last three years; or7) A relative within the second degree of kinship of a person who falls into any of thecategories 1) to 5) above (such relative must be a person holding a key position *4)
*1

*2

*3

*4

An entity whose major business partner is the Group means a group of companies which provides products
or services to the Group and which received payments from the Group that accounted for two percent ormore of its annual consolidated sales in the last business year.
A person executing business means an executive as defined in Article 2, Paragraph 3, Item 6 of theOrdinance for Enforcement of the Companies Act and includes executive directors, executive officers,
other officers executing the business of a company, members executing the business of a company, andemployees.
The Group's major business partner means a group of companies to which the Group provides its
products or services and which made payments to the Group that accounted for two percent or more of
the Group's annual consolidated sales in the last business year. (In the case of a financial institution
which lends money to the Group, the amount of money borrowed by the Group from that financial
institution must account for a significant portion of the Group's consolidated assets.)
A person holding a key position means, in relation to 1), 2), 4), and 5), a director, an executive, an
executive officer, and a person executing the business of a company and holding a position of generalmanager or higher, and in relation to 3), a certified public accountant belonging to an audit firm and alawyer belonging to a law firm (including so-called associates).

(ii) Outside directors will be aware that they are expected to fulfill the roles and responsibilities
specified below and will appropriately carry out their duties:
To give appropriate advice in order to help realize the Company’s sustainable growth andmedium- to long-term corporate value elevation on the basis of their knowledge ofmanagement policies and improvements.
To supervise the management by electing and dismissing directors and executive officers
and making other significant decisions of the Board of Directors.
To supervise conflicts of interest between the Company and directors, executive officers,
majority shareholders, or other similar parties.

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To properly incorporate the opinions of minority shareholders and other stakeholders into
the Board of Directors from a perspective separate and independent of directors, executive
officers, and majority shareholders.
(iii) In the event that an outside director communicates or coordinates with a director or an
executive officer, or collaborates with an auditor or the Board of Auditors, the General Affairs
Department will act as a point of contact for communication and coordination.
(6) Effectiveness of the Board of Directors (including Self-Assessment and Revitalization)(i) The Board of Directors will annually analyze and evaluate its overall effectiveness by referring
to self-assessment of individual directors, and disclose the outline of the results.
(ii) The Board of Directors will strive to engender a culture respectful of free, lively, and constructive
discussions and exchanges of views. It will describe in the Regulations on the Board of Directors
how it operates the Board of Directors, and more particularly, provide sufficient information, so
as to enhance the effectiveness of outside directors and auditors by giving prior explanations on
the materials for the Board of Directors meetings.
(iii) The Company will build a system for providing directors with personnel and other support tohelp obtain information.
(iv) Directors, including outside directors, will make active efforts to collect information and seek
additional information from the Company as needed in order to effectively fulfill their roles
and responsibilities. Depending on the circumstances, they will consider seeking advice fromoutside experts at the cost of the Company.
(7) Roles and Responsibilities of Auditors and the Board of Auditors
The auditors and the Board of Auditors will act in accordance with the Audit Standards for
Auditors. The auditors and the Board of Auditors are well aware of their fiduciary responsibility toshareholders and will not only conduct performance audits and accounting audits but also work
together with outside directors to make proactive comments to directors and executive officers froman independent and objective standpoint.
(8) Effectiveness of Audits and Collaboration with Outside Directors, the Internal Audit
Department, and Accounting Auditor(i) In order to ensure the effectiveness of audits, the auditors and the Board of Auditors will makeactive efforts to collect information and seek additional information from the Company asneeded. Depending on the circumstances, they will consider seeking advice from outside experts
at the expense of the Company. The Company will build a system for providing support for theseactions in accordance with its basic policy on the group-wide internal control system.
(ii) The Board of Auditors will hold regular meetings with the accounting auditor and the Internal Audit
Department, and exchange information and share views with outside directors from time to time.
(iii) The Accounting Auditor and the Company will take appropriate measures aimed at ensuring
fair and sound audits.
(iv) The Board of Directors and the Board of Auditors will take appropriate measures, including
providing a sufficient amount of time for the accounting auditor to properly carry out audits
and providing access to the management executives such as the president, the senior managing
director, and managing executive officers. The Company will also establish a framework thatenables the Company to respond to any fraud, deficiency, or other issues identified by theaccounting auditor.
9(v) In order for the Board of Directors and the Board of Auditors to perform their functions, theCompany will ensure that the Internal Audit Department works together with the directors,
auditors, and accounting auditor by developing a system that enables the Internal Audit
Department to properly and directly report to the Board of Directors and the Board ofAuditors.
(9) Evaluation, Appointment, etc. of the Accounting Auditor
The Board of Auditors will properly assess the accounting auditor in accordance with theRegulations on the Board of Auditors and the Assessment Criteria Concerning Appointment andOther Matters of the Accounting Auditor, and make decisions on whether or not to appoint, dismiss,or reappoint the accounting auditor.
(10) Policy and Procedures for Appointing and Removing Directors, Management Executives, andAuditors(i) The Board of Directors will give overall consideration to the appointment and dismissal ofmanagement executives and the nomination of prospective directors by taking into accountappropriate and swift decision-making, proper risk management, the monitoring of theexecution of business, and the balance between the Company's functions and operating
segments and with the utmost respect for the advice of the Nomination Advisory Committee.
Further, the Company’s financial results and other factors will be reflected in the appointment
and dismissal of management executives.
(ii) Each of prospective auditors must have financial, accounting, and legal knowledge and at least
one of whom must have a sufficient financial and accounting knowledge. The Board of
Directors will nominate candidates with the utmost respect for the advice of the Nomination
Advisory Committee and appoint them at a general meeting of shareholders. With a view to
appointing the right person at the right position, the Board of Directors will comprehensively
consider the nomination of prospective auditors while ensuring the balance between
knowledge of the Company’s business sector and a diverse range of views on corporate
management. The prospective auditors’ candidacy will require the approval of the Board ofAuditors.
(iii) Information about the selection and nomination of each prospective director and auditor andtheir professional backgrounds will be provided in the reference document for a general
meeting of shareholders and they will be elected by a resolution of the general meeting. The
prospective auditors will further be subject to the approval of the Board of Auditors.
(11) Future Management Executives
In order to secure human resources who will contribute to the Company's sustainable growth anddevelopment, the Company will provide personnel who exhibit the potential to become management
executives in the future with level-specific systematic training according to their job ranks. They
will be systematically trained to be future management executives by being transferred to work in
different departments and by attending Management Council meetings and other importantmanagement meetings to gain experience of managing the Company. The Board of Directors will
monitor the progress of training.

10(12) Policy and Procedures for Determining Remuneration of Directors, etc.
Remuneration of directors and other officers of the Company is composed of basic remuneration(fixed remuneration) which is determined within the limits specified in the position-specificremuneration table and paid in cash, a bonus linked with short-term performance, and stock-based
remuneration in treasury shares aimed at medium- and long-term improvement in financial results.
The Company will specify the ratio of remuneration linked with medium- and long-term financial
results and the ratio of remuneration in cash to that in treasury shares at proper levels in order toprovide sound incentives that help to further sustainable growth.
[Policy and Procedures for Determining Remuneration of Directors, etc.](i) Policy on Determining Remuneration of Directors, etc.
The Company will define the following as a basic policy on determining remuneration of
directors and other personnel.
A structure of remuneration suited to the roles, responsibilities, and results of individual
directors and other personnel.
A structure of remuneration that reflects the Company’s financial conditions and mediumand long-term financial results.
A structure of remuneration that gives incentives to improve the Company’s financial
results and its corporate value and raises morale.
A structure of remuneration that enables directors and other personnel to share the samevalue standard with shareholders and other stakeholders.
(ii) Details of Remuneration and Procedures for Determining Remuneration
Remuneration of directors is composed of basic remuneration, a bonus, and stock-based
remuneration in treasury shares. The amount of remuneration of each director will be
determined by the president, who is delegated to do so by the Board of Directors, within
the limits approved at a general meeting of shareholders and with the utmost respect for
the advice of the Nomination Advisory Committee. Remuneration of outside directors
consists of basic remuneration only.
Because of the nature of auditing functions, remuneration of auditors will not be linked toperformance and will only consist of basic remuneration. The amount of remuneration ofeach auditor will be determined through discussion among the auditors, within the limits
approved at a general meeting of shareholders.
Remuneration of executive officers will consist of basic remuneration, a bonus, andstock-based remuneration in treasury shares, subject to a decision by the Board of
Directors.
(13) Training for Directors, Executive Officers, and Auditors
The directors and auditors are part of the important governance body of the Company. As such, they
will deepen their understanding of their roles and responsibilities and properly fulfill them. They will
also endeavor to acquire and update the necessary knowledge that they are required to possess under
the Policy on the Training for Directors and Auditors described below.
This training policy will also apply to executive officers.
[Policy on the Training for Directors, Executive Officers, and Auditors]- The Company will from time to time provide directors and auditors, including outside directors
and outside auditors, and executive officers with such appropriate training and information as
may be necessary for them to properly fulfill their respective roles and responsibilities.
- When new directors, auditors, and executive officers are appointed, the Company will provide
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them with opportunities to receive training on the Companies Act and other applicable laws
and regulations, and will continue to provide training on legal reforms, management issues,and other matters after their appointment.
When new outside directors and outside auditors are appointed, the Company will explain thedetails of its business and organize an inspection tour of its principal facilities. The Company
will also offer necessary information on business issues and other matters after their
appointment.
The Board of Directors will check whether the aforementioned measures are properly
implemented.

4. Compliance(1) Internal Control (Whistleblowing)
The Company will put in place a group-wide whistleblowing program that enables all employees of
the Company and its subsidiaries to directly report on any illegal or inappropriate conduct by anorganization or an individual without being treated unfairly and develop a rule that ensureswhistleblowers' anonymity and prohibits their unfair treatment. The Board of Directors will oversee
the operations of these steps concerning whistleblowing.
(2) Related Party Transactions
Before the Company engages in a transaction with a director, executive officer, or principal
shareholder (related party), the Board of Directors will first examine the reasonableness of thetransaction and a potential conflict of interest before deciding whether to approve the transaction ornot, so that the transaction will not damage the Company’s interests or the common interests ofshareholders.
5. Dialogue with Shareholders(1) Information Disclosure
The Company will properly disclose information required by laws and regulations and also disclose
information, other than that required by laws and regulations, in a timely and appropriate manner sothat such information offers greater added value to users. The Company will also disclose and provide
information in the English language for overseas investors to a reasonable extent.
(2) Stance on Engagement (Dialogue with Specific Focus)
The Company will endeavor to improve its system for constructive communication withshareholders pursuant to the Basic Policy on the Investor Relations System.
[Basic Policy on the Investor Relations System]- The officer in charge of the Administration Division will control all communication withshareholders and equivalent parties in an effort to achieve constructive communication. The
officer in charge of the Administration Division or any other personnel named by him or her will
engage in actual communication or interviews with shareholders and equivalent parties in view ofthe wishes of the shareholders or equivalent parties and the principal subjects of the interviews.
- Other relevant departments assisting the communication will work in close collaboration in
putting together the relevant disclosure materials and sharing information in an effort to achieve
constructive dialogue.

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As a means of communication other than individual interviews, the Company will organize
financial results briefings targeted at analysts, institutional investors, and other similar
individuals. In addition, the Company’s website will have a webpage dedicated to investor
relations information for publishing financial results and other information in plain form.
Personnel engaging in the above-mentioned communications will report the opinions andconcerns heard from shareholders to the management team and others in a timely and appropriatemanner.
If any insider information emerges at the time of communications, the Company will manage thesame in accordance with the Regulations on the Management of Insider Information and Insider
Transactions which will be formulated.

6. Asset Owners
The Company recognizes that the management of its company pension plan will have an impact not only
on its employees' stable asset building but also on its financial conditions. In order for the AssetManagement Committee to monitor how the pension plan is managed and take other appropriate steps, theCompany has staff who are knowledgeable about asset building, such as those who have worked in the
Finance Department or served as labor union officials, and encourage them to improve their credentials byattending externally organized seminars or qualifying as a financial planner.
The Company engages an asset management organization to manage the company pension plan andinstructs it to exercise voting rights in accordance with Japan's stewardship code. The Company receives
regular reports of how the voting rights are exercised.
In addition, the Company properly manages any conflict of interest that may arise between the Company
and beneficiaries of the company pension plan.
Supplementary ProvisionThis Basic Policy on Corporate Governance shall go into effect on June 29, 2022.
Established on October 29, 2015
Partially amended on December 21, 2018
Partially amended on May 10, 2019
Partially amended on February 25, 2021
Partially amended on December 23, 2021
Partially amended on June 29, 202213