Corporate Governance
Basic Policy
At Juroku Bank, we believe that retaining the trust of our stakeholders by conducting all of our activities in a sound manner isvital to our role as a financial institution. Therefore, we place thehighest priority on building a solid organizational structure andestablishing systems that continually reinforce corporate governance.
In association with the entry into effect of the Companies
Act, we established a Basic Policy related to the Establishmentof an Internal Control System at a meeting of the Board of
Directors held on May 24, 2006. Since that time, we have revised this basic policy as necessary and in a timely manner, andhave endeavored to develop and continuously refine the system
to ensure the appropriate execution of business at the Bank andthe corporate group comprising the Bank and its subsidiaries.
Under this basic policy, we will pursue initiatives to enhance
corporate governance.

Progress Thus Far
The Board of Directors comprises nine members including
three Outside Directors (as of June 18, 2021) and it is held atleast once a month, in principle, to deliberate and decide matters stipulated in laws and regulations and important management issues, and it also monitors directors’ conduct of business
operations by having each director report his/her own executionof duties at least once every three months, pursuant to Article
363, Paragraph 2 of the Companies Act. Additionally, in orderto further ensure the transparency and fairness of the Board of
Directors’ decision-making activities, a Management Advisory
Council has been established as an advisory body to the Board of
Directors. The Council is chaired by an Outside Director, and amajority of its members are external figures.
The Bank has adopted the executive officer system andensures that executive officers appointed by the Board of Directors responsibly execute the business operations of the sectionsin their charge. The adoption of the executive officer systemallows the Board of Directors to take on the functions of management supervision in a more effective manner, while alsoenabling quick decision making by the management team. In
terms of important matters affecting the daily conduct of business operations, a Management Council, comprising the Chairman and President, deputy president and director and managing
executive officers, has been established to enable quick and bolddecision making.
Furthermore, an Operational Audit Committee has been
established to enhance the supervisory functions of the Boardof Directors on the execution of business operations, thereby further enhancing the corporate governance system.
The Audit & Supervisory Board comprises four Audit &Supervisory Board Members, including two Outside Audit &Supervisory Board Members and two Standing Audit & Supervisory Board Members (as of June 18, 2021). The Audit &10

Supervisory Board is held at least once a month, in principle.
To support the Audit & Supervisory Board Members, we haveestablished the Audit & Supervisory Board Members’ Office,which monitors the execution of business operations objectively
and ensures appropriate auditing functions.
With regard to internal controls, the Internal Audit Division conducts internal audits, and at least once per year The
Bank seeks outside opinions regarding the development andmanagement of the internal control system.
Based on these objective opinions, we work to further
improve the internal control system. Moreover, to reinforce thecompliance system, we have established a whistle-blower systemand have improved the effectiveness of the system by using an
external lawyer as the point of contact.
With respect to the risk control system, we have establishedthe Integrated Risk Management Council, the ComplianceCouncil, and the Anti-Money Laundering Council, chaired by
the President, in principle, held once in every three months,
once a month, and once a month, respectively, as well as the Operational Risk Management Council chaired by the Managing
Officer in charge of Risk Management Division and held onceor more in every half year. At these meetings, the appropriateness of operations is reviewed and risk management is applied tominimize loss due to unforeseen circumstances.
We have also signed consultation agreements with six lawyers, who provide advice on legal matters and perform a varietyof legal checks when necessary.
In response to risks associated with cyberattacks, extreme
weather and natural disasters, new strain of influenza, theprolonged COVID-19 crisis and other factors, the Bank has
formulated business continuity plans to prepare for each ofthem, anticipating possible risk events. It continues to improve
its business continuity readiness including by conducting firstresponse drills as appropriate.
The Bank’s accounts are audited by the independent auditing firm Deloitte Touche Tohmatsu LLC (as of June 30, 2021).
This firm provides accurate audits on the basis of appropriate
information disclosure.
Going forward, we will work to further enhance our corporate governance standards and ensure the soundness of our
ethical conduct and financial position.

Basic Policy on Strengthening Internal Control System
We are currently making efforts to build an internal control
system based on the policies described below.
1. 	System to ensure that the execution of duties by directors of the Bank and its affiliates comply with all
relevant laws, ordinances, regulations, and the Bank’s
Articles of Incorporation(1) Our Basic Policy establishes the Bank’s commitment to serve
local communities by fulfilling its mission as a financial institution, and to seek business growth through sound practices
founded on a broad and rational perspective.
(2) To implement this policy, directors and executive officersof the Bank are responsible for the establishment of various
standards including the Code of Ethics and Compliance Policy,
and for ensuring that business is conducted in accordance withthese standards and that laws, ordinances, and the Articles ofIncorporation are adhered to. In addition, directors are responsible for steadfastly confronting any anti-social forces that pose athreat to social order and safety; thereby directors consolidate asystem to sever all ties to these forces.
(3) The Bank’s affiliates make best efforts to pursue legitimate
and fair business practices that respond to social obligations,based on their own basic policy and management philosophy
that are adequate for the nature and scale of their business. In
addition, the affiliates are responsible for the establishment of
the Code of Ethics and Compliance Policy to ensure that business is conducted in accordance with laws and ordinances as well
as social norms.
2. 	System for storage and management of information related to the execution of duties by directors of the BankTo ensure efficient verification of proper business practices, regulations will be created and followed on the handling and control
of information and documents related to business operations (including electronic records); adherence to these regulations will
be monitored, and regulations will be revised when necessary.
In addition, a system will be established to enable directors
and Audit & Supervisory Board Members to view this information and the relevant documents when necessary.
3. 	Risk management regulations and other structures related to risk of loss at the Bank and its affiliates(1) The Bank positions the risk management as an important
duty to ensure the soundness and safety of business, and regulations related to each type of risk, including a Comprehensive
Risk Management Regulation, will be established in order tomanage risks associated with the business of the Bank and its affiliates in an exhaustive and comprehensive manner. Efforts will
be made to appropriately improve the measurement, evaluation,and management of risk by following these regulations.
An independent third party will regularly evaluate theBank’s management of major risks, and the Bank will continually work to improve risk management level evaluations.
(2) In addition to designating one department to comprehen­sively manage risk, individual departments will be made specifically responsible for each category of risk, ensuring effective risk
management. In addition, an organizational structure will beestablished, including the Integrated Risk Management Council chaired by the president and CEO and the Operational Risk
Management Council chaired by the director in charge of thedepartment responsible for comprehensive risk management.
Risk management reports will be made to the Board of Directors on a regular basis, or as necessary.
(3) The following are risks to be managed at the Bank. When
new risks arise, a department to handle them will be promptly
established by the Board of Directors.
1) credit risk, 2) market risk, 3) liquidity risk, 4) operationalrisk, and 5) money laundering and terrorist financing risk,
6) other risks that could have a serious impact on the Bank’sbusiness.
(4) In addition to establishing a Risk Management Council, theBank’s affiliates will manage risks in a proper and comprehensive manner, and set up a system to report any issues related torisk management to the Bank. The Internal Audit Departmentof the Bank conducts auditing of the Bank’s affiliates to assess
their risk management.
4. 	System to ensure the efficient execution of duties bydirectors of the Bank and its affiliates(1) Duties of the Bank will be executed centered on the Basic
Policy and an Action Plan. A Management Plan will be created,and guidelines based on this plan will be established for eachsix-month period.

(2) Progress made in implementing these plans will be reported
to the Board of Directors in a timely manner, and steps will betaken in response as needed.
(3) Items that should be taken up by the Board of Directors of
the Bank will be clearly stated in regulations such as the Boardof Directors Regulations, and important items will be discussed
as necessary by the Management Council, which comprises managing directors or above and other related personnel, to ensurethat issues are sufficiently examined. In addition, Regulations on
Decision-Making Authority Related to Operations will stipulate
the appropriate delegation of authority to subordinates basedon such factors as the importance of the operation, making thedirectors’ execution of duties more efficient.
(4) The Bank will reinforce collaboration with its affiliates andfacilitate information sharing. In addition, the managementof the Bank and representatives of its affiliates will exchange
opinions on a regular basis in order to resolve various issues efficiently.
(5) The Bank will establish regulations for top management,
organizations, risk management and others, and provide its affiliates with necessary information in order to have them create
their own systems efficiently in compliance with these regulations.
5. 	System to ensure that the execution of duties by employees of the Bank and its affiliates complies with laws,
ordinances, and the Articles of Incorporation(1) In addition to positioning compliance with laws and ordinances as one of our most important business responsibilities
and establishing regulations such as the Code of Ethics andCompliance Policy, the Bank will establish a department to provide overall control. In addition, a Compliance Council, chairedby the president and CEO, will be created, and this council will
be tasked with handling compliance-related issues.
(2) In addition to establishing a Compliance Council, the Bank’s
affiliates will manage and operate in-house compliance systemappropriately and set up a system to report any complianceviolation to the Bank. The Internal Audit Department of the
Bank conducts auditing of the Bank’s affiliates regarding theircompliance with laws, ordinances, and others.
(3) At the Bank and its affiliates, an in-house system will becreated for reporting violations of laws and ordinances andother compliance-related issues, and a whistle-blower systemthat employs an independent lawyer to receive reports will bemaintained. Efforts will be made to prevent or promptly detectproblems such as violations of laws.
6. 	System to ensure appropriate operations of the corporategroup, which is composed of the Bank and its affiliates(1) An internal auditing agreement will be concluded with
the Bank’s affiliates, and operations are audited by the Internal
Audit Department of the Bank to ensure proper business operations by the corporate group, which is centered on the Bank.
Operations at affiliates will be audited through various activities, including appointing officers or employees of the Bank as
officers of affiliates and having them attend the meeting of theBoard of Directors of the affiliates.
(2) The management of the Bank and representatives of its affiliates will exchange opinions on a regular basis to prevent problems such as inappropriate transactions between the Bank andits affiliates.
(3) When engaging in transactions with the Bank’s affiliates andother entities, steps will be taken to verify that the terms of thetransaction conform to the arms-length principle.
(4) A whistle-blower system will be established at the Bank

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and all affiliates, making it possible for parties such as affiliate
employees to make reports or seek advice.
(5) A system will be created to ensure the reliability of thefinancial reporting of the Group, centered on the Bank.
7. 	System to report matters related to the execution of duties by directors of the Bank’s affiliates to the Bank
(1) By having officers of the Bank dispatched to its affiliates, theBank will receive reports related to the execution of duties bydirectors of its affiliates at the meeting of the Board of Directorsof the affiliates.
(2) The Bank will deliberate or request reports, on a regularbasis or as necessary, to accurately understand business operationof its affiliates, pursuant to the Group Companies Management
Regulation established by the Bank.
(3) The department undertaking overall control of the Bank’s affiliates and individual departments responsible for each affiliate
will monitor the status of affiliates in a timely and appropriatemanner, and promptly report any matters deemed important to
the management of the Bank, while taking necessary steps.
8. 	Items related to employees whose assignment to assist
Audit & Supervisory Board Members of the Bank intheir duties is requested by them
An Audit & Supervisory Board Members’ Office will be createdto assist the Audit & Supervisory Board Members in the performance of their duties, and at least one full-time employee will
be assigned to work in that office. Upon obtaining the opinionsof the Audit & Supervisory Board, decisions will be made on
the positions and qualifications of employees to be assigned toengage in this work, and a roster of such employees will be created.
9. 	Ensuring the independence of the above employees fromdirectors and the effectiveness of instructions given to
those employees
The appointment, transfer, and evaluation of employees who assist the Audit & Supervisory Board Members in their duties will
be subject to the approval of the Audit & Supervisory Board.
The said employees will solely comply with instructions andorders given by the Audit & Supervisory Board Members.
10. System for officers and employees of the Bank andits affiliates to report to Audit & Supervisory Board
Members of the Bank and a system for other reports to
Audit & Supervisory Board Members
Officers and employees of the Bank and its affiliates and persons who received reports from them shall submit reports andprovide information in response to requests from the Audit &Supervisory Board or individual Audit & Supervisory Board
Members. The following are the main topics of the reports andinformation to be provided.
(1) Department activities related to creating the Bank’s internal
control system(2) Activities of the Bank’s affiliates(3) Matters that may inflict a significant loss on the Bank and its
affiliates(4) Significant accounting policies and standards and changes tothem(5) Content of disclosed earnings, projections, and other important disclosure materials(6) Serious violations of the laws and ordinances(7) Operation of the whistle-blower system and notifications(8) Circulation of documents such as draft proposals and theminutes of important conference/committee meetings(9) Other items deemed necessary by the Audit & Supervisory
Board Members

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11. System to ensure that a person who made a report inaccordance with the preceding paragraph does not receive unfair treatment on the grounds of making suchreport
The Bank and its affiliates prohibit a dismissal or any otherdisadvantageous treatment of the person who made a reportin accordance with the preceding paragraph on the grounds ofmaking such report, etc. and take appropriate steps to ensurethat such person will not receive unfair treatment.
12. Matters related to treatment of expenses incurred in
the execution of duties by Audit & Supervisory Board
Members
In the event that Audit & Supervisory Board Members made arequest for reimbursement of expenses incurred in the executionof their duties, it will be granted unless the expenses are proved
to be unnecessary to the execution of their duties.
13. System to ensure effective audits by Audit & Supervisory Board Members
The representative director will regularly meet and cooperatewith the Audit & Supervisory Board Members to ensure theeffectiveness of audits, and will regularly exchange opinions on
management problems and progress in auditing to ensure highaccuracy.

Compliance System
Recognizing that the survival of financial institutions depends
on trust, we put top priority on earning the firm trust of thegeneral public.
We are further strengthening our compliance system underour 15th Medium-Term Management Plan through our policy
which is designed to “promote awareness of the crucial importance of compliance among our staff.”
1) Earn the firm trust of the general public through themaintenance of high corporate ethical standards andawareness of the importance of legal compliance;
2) Promote awareness of the crucial importance of compliance among our staff; and3) Raise standards of compliance rigor still higher.
To further enhance the compliance system that we have built
to date, we formulate and implement a compliance programeach fiscal year. Specifically, all departments regularly hold study
meetings on compliance, and we have implemented curriculums
related to compliance for various training programs in order toboost the awareness of compliance and ingrain a complianceoriented corporate culture.

Organizational Structure
Compliance Council

department and branch. We are making every effort to educate
employees about the handling procedures and to bolster theirawareness of security issues so that we can ensure the maximum
degree of protection for customer data in daily operations.

Chaired by the president and CEO, consisting of managing
directors and the general managers from relevant divisions, theCompliance Council examines, discusses, and issues directives
concerning matters of compliance.

Money Laundering and Terrorist
Financing Risk Management Framework

Compliance Office(Risk Management Division)

Towards a more enhanced management framework
for money laundering and terrorist financing risks

As the entity responsible for overseeing compliance, the Compliance Office promotes compliance programs and serves as thesecretariat for the Compliance Council.

Inspection Section(Internal Audit Division)
The section conducts audits and other investigations related tothe compliance conditions in each division.

There is a strong international pressure for financial institutions
to prevent money laundering and terrorist financing (hereinafter,“Money Laundering, etc.”), amid increasing threats of international terrorism and the internationalization and expansion offund transfers by criminal groups and terrorists.
The Bank has placed the prevention of Money Laundering,etc. as one of its most important management issues, and will
aim to further enhance such risk management by constructing
an effective risk management framework.

Compliance at Each Division
Compliance officers are appointed in each of the divisions tocheck the day-to-day compliance of those divisions.

Customer Protection Management System
The Bank set up a Customer Protection Management Policyin September 2007 to develop and establish a system to ensure
customer protection. Under the Customer Protection Management Policy, we have clearly stated protection measures that we
had taken as part of compliance and risk management. We arefocusing more heavily on customer-oriented management. The
purpose of the policy is to improve the protection and convenience of customers through the following initiatives:(i)	Providing appropriate information and explanations on
products and services for customers(ii)	Responding properly to requests, consultation, inquiries
and complaints from customers(iii) Appropriately managing customer information(iv) Properly managing outsourced operations(v)	Properly managing of conflicts of interest so avoid unfair
detriment to the interests of our customers

Information Security, Management of Customer
Information
In line with the top priority that we assign to ensuring the confidentiality of our customers’ personal data, information security
risk is addressed by the Bank’s Information Security Management Rules. We have publicly announced our Declaration of
Personal Information Protection (Privacy Policy).
As stipulated in the aforementioned Security Management Rules, we have also appointed a chief information officer
at the Bank’s headquarters and an information officer in each

Organizational Structure
Chaired by the president and CEO, consisting of managing directors and the general
Anti-Money
managers from relevant divisions, the Anti-Money Laundering Council reports on
Laundering Council problematic cases relating to the prevention of Money Laundering, etc., discusses
policies on necessary responses, and issues directives to the divisions in charge.
First Line(Business Divisions
and Branches)

Fully understanding policies, procedures, and plans, etc.
related to countermeasures for Money Laundering, etc., theFirst Line accurately implements reduction measurescommensurate with the risks.

Second Line
(Risk Management
Division, Operations
Administration Division)

Checks the autonomous risk management of the First Line,
while concurrently providing information and answering
questions.

Third Line
(Internal Audit
Division)

Regularly performs audits from an independent position
regarding the effectiveness of measures to prevent Money
Laundering, etc. and the proper functioning of the First andSecond Lines.

Risk-Based Approach
The risk-based approach for Money Laundering, etc. countermeasures involves identification and evaluation of Money Laundering, etc. risks as well as implementation of effective measures
to reduce such risks. At the Bank, we compile a risk evaluation
document regarding the risk reduction measures formulated byapplying the risk-based approach, and use it as a guideline forwhen each of the sales division and branch conducts business.
The various products and services of the Bank that we provide to
our sound customers should never be abused by criminals. The
Bank aims to further enhance its risk management framework
towards preventing Money Laundering, etc., thereby fulfillingsocial responsibility.

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Risk Management
The importance of risk management has grown as the risks confronting financial institutions have become more complex anddiverse. Recognizing risk management as crucial for safe andsound operations, we have established a Comprehensive Risk
Management Policy and other policies and rules relating to risk
management that enable an appropriate and prompt response tovarious types of risk.
We have established the Risk Management Division to stepup our commitment in this area. We aim to further strengthen
our risk management system through use of the PDCA cycle,
by laying down policy (planning), creating internal rules andorganizations (doing), assessing results of these measures (checking) and making improvements where needed (acting).
In addition, to ensure that our risk management mechanisms function effectively with regard to sections within theGroup subject to auditing (the Bank’s head office divisions,branches and consolidated affiliates), regular, planned, on-site
audits of such departments are carried out by staff of the Internal Audit Division, which is independent from business operation departments. In this way the Bank verifies the effectivenessof its risk management systems.

Comprehensive Risk
The Bank has formulated a comprehensive risk management
framework by determining a Comprehensive Risk Management
Policy and Rules.
The Bank’s risk management does not stop at managing
various risks individually, but extends a step ahead to control
the total amount of risks to keep it within the range of distributable capital, which is defined as “core capital (full implementation basis) less allowance for doubtful accounts,” through therisk quantification using statistical methods, thereby enforcing acomprehensive risk management aiming at ensuring soundnessof management.
We adopt a flexible approach to required responses by
getting the current state of such comprehensive risks checkedby the Integrated Risk Management Council and Committee,
which meet regularly and report directly to the Board of Directors, etc.

Credit Risk
To appropriately adapt to changes in the credit risk in relation
to assets held by the Bank, and to ensure stable profitability andmaintain sound operations, we conduct management appropriately with reference to our Credit Risk Management Policies
and Credit Risk Management Rules.
In order to objectively determine a borrower company’s
credit state and its capacity to repay loans, we perform a credit
rating system in a timely manner and reflect the result of thecredit rating in our credit risk management. More specifically,
we endeavor to maintain a sound asset base by implementing
our own assessment of loan assets and by making appropriate
provision for possible loan losses and write-offs based on thecredit rating system.
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Meanwhile, the credit rating system enables a quantificationof the credit risk, controls concentration of risk with particularborrowers or industries, and further ensures profits that are balanced by credit costs, and thereby enables the Bank to improveits credit portfolio.
Regarding examination of loan applications, we have clearly
separated the sales promotion and credit screening functions
and undertake strict reviews and management under a policyof screening by borrower business sector. Individual cases arescreened by verifying various aspects including the use of funds,
income and expenditure plans, and investment outcomes, and by
carefully examining a borrower’s resources and plans for repayment.

Market Risk
For market risk, the Market Risk Management Rules have been
established, which stipulates the policies for monitoring, control
and mitigation of the risk, along with specific arrangements.
The Risk Management Division manages interest rate risk
related to deposits and loans, as well as the risk associated withsecurities, derivatives and other markets. Our current positions,
unrealized gains/losses and risk indicators such as BPV and VaR
are measured and evaluated on a daily or monthly basis andreported to management. From the perspective of managing
assets and liabilities together, we hold the monthly Integrated
Risk Management Committee, forecast interest rates, stock
prices and exchange rates, as a set of measures to enable anappropriate response to risk.

Liquidity Risk
We manage liquidity risk through our Liquidity Risk Management Policies and Liquidity Risk Management Rules and regard
stable cash flows as the primary objective. Moreover, we havein place a system (Liquidity Risk Contingency Plan) that can
respond to a wide variety of circumstances promptly and appropriately.

Operational Risk
We have drawn up an Operational Risk Management Policies
and Operational Risk Management Rules, with separate provisions for administrative risk, system risk, legal risk, personnel
risk, fixed asset risk and reputational risk. We implement necessary measures for required responses by getting the current
management status of such risks checked regularly by the
Operational Risk Management Council and reported to theBoard of Directors. For the important categories of administrative and system risk, we have drawn up the following subpolicies and procedures.

Administrative Risk

We manage administrative risk through our own Administrative Risk Management Policies and Administrative Risk Management Rules. While adapting to the growing diversificationand complexity of banking operations, our administration has
become more rigorous in an effort to retain and strengthen thetrust of our customers.

System Risk

System risk refers to the risk of incurring a loss due to computer
system failure, malfunction and other errors or system flaws andother deficiencies, as well as the risk of incurring a loss due tothe improper use of computers. This includes “cyber securityrisk” that threatens the safety of computer systems and computer networks as a result of cyber attacks. We have establisheda framework that swiftly responds to system failure throughour Computer System Failure Action Rules and Center Failure
Rules.
In regards to cyber security incidents that are increasingly
becoming a threat, the Bank has set up the Computer Security
Incident Response Team (CSIRT), an internal body with its

secretariat administered by the Risk Management Division andthe Operations Administration Division, that is expected to stayalert in ordinary times and to promptly respond to and solve any
incident.
To prepare for contingencies that cannot be dealt with using our conventional risk management mechanisms, we havecompiled a Business Continuity Plan, and have taken measuresthat would enable us to continue major business operations evenunder emergency conditions.
At Juroku Bank, we recognize the importance of integrated
risk management, and we will continue working to enhance thesophistication of our risk management system.

Business Continuity Plan
In response to the recent surge of risks associated with cyberattacks, extreme weather and natural disasters, new strain of influenza, the prolonged
COVID-19 crisis and other factors, the Bank has formulated business continuity plans to prepare for each of them, anticipating possible risk events. It
continues to improve its business continuity readiness including by conducting first-response drills.
Structure of the business continuity plan (BCP)
Rules on Business Continuity Readiness and Management
Basic Plan
Crisis Response Plan
Large-scale Earthquake Response Plan
Large-scale Earthquake Response Plan
Large-scale Earthquake Response Plan
New Influenza Virus Response Plan
Core System Emergency Response Plan
Cyberattack Response Plan
Contingency Plan for Liquidity Risk

Basic rules concerning the Bank’s business continuity plan and readiness
Provides a general concept of business continuity, the Bank’s policy and other basic matters
Provides first responses commonly applicable to different risks and other basic matters
Plan concerning responses to anticipated earthquakes(Response procedures for essential operations)(Version for the so-called (“Nankai megathrust earthquakes” countermeasures) anticipatedto occur in the Tokai region)
Response plan anticipating the epidemic of new strain of influenza and other diseases
Response plan anticipating failures in the core system and other similar problems
Response plan anticipating cyberattacks
Response plan anticipating actualization of liquidity risk

In regards to COVID-19, the Bank set up an Emergency Response Task Force in its early stage based on the above-mentioned New Influenza Virus
Response Plan and implements the following measures to prevent the spread of infection and concurrently to continue its essential operations that areneeded for supporting people’s livelihood and continuing the Bank’s operations.
<Examples of the Bank’s business continuity and infection prevention measures>• Working from home; staggered work hours; and splitting operations• Partial changes in business days and hours; suspension of customer visits• Ensuring sterilization of branches; installment of plastic shields at the counters; and social distancing between customers

Stakeholder Engagement
The Bank emphasizes engagement with all stakeholders. We have progressed from taking action “for” our stakeholders to acting “with”
them.
The 15th Medium-Term Management Plan launched in April 2020 centers on running a continuous “engagement cycle.” To do so,
our officers and employees are encouraged to bear in mind four basic stances in their daily work: “Let’s say,” “Let’s listen,” “Let’s act”
and “Let’s think” and to proactively exchange opinions with all stakeholders.

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