The NSK Mission Statement is as follows: “NSK contributes to a safer, smoother society and helps protect the global environment through its innovative technology integrating Motion & Control™.” As a truly international enterprise, we are working across national boundaries to improve relationships between people throughout the world. NSK Ltd. aims to fulfill this responsibility to society while maintaining an appropriate level of profitability that meets the expectations of our shareholders, thereby achieves sustainable growth and increases our mid- to long-term corporate value.
NSK believes that the establishment and maintenance of systems that ensure transparent, fair and timely decision-making is essential in order to achieve sustainable growth and increases our mid- to long-term corporate value. To realize this objective, we are working to construct our corporate governance systems based on the following four guiding principles.
- (1) To increase the efficiency and agility of management by proactively delegating decision-making on the execution of the operations from the Board of Directors to the Company’s executive organizations.
- (2) To ensure that supervisory organizations have oversight of executive organizations by clearly separating the two.
- (3) To strengthen supervisory organizations’ oversight of the executive organizations by ensuring cooperation between the two.
- (4) To improve the fairness of management by strengthening compliance systems.
NSK has adopted a Company with Three Committees (Nomination, Audit and Compensation) as its form of corporate organization to better achieve the aforementioned basic approach. We have articulated this basic approach to corporate governance and its structure in our Corporate Governance Rules, which guide directors and executive officers in the performance of their duties.
Corporate Governance Structure
Core Values Committee: The core values of "Safety, Quality, Environment, and Compliance" are common value standards that are given the highest priority in NSK's management decisions and actions. The Core Values Committee sets company-wide issues, makes recommendations for their resolution, and monitors progress through discussion of policies for promoting and strengthening core values and sharing of related risks.
NSK's Board of Directors passes resolutions related to basic management policies etc. The Board also delegates decision-making on the execution of the operations to executive organizations, while monitoring the status of implementation in an appropriate manner. A list of the items which must be resolved by Board of Directors is as follows.
<Major matters requiring board resolution>
- Basic management policy
- Matters regarding the interrelationship between the Executive Officers, including the division of duties between the Executive Officers and hierarchy of command of the Executive Officers
- Basic policy on the development of internal control systems
- Acquisition of company treasury stock stipulated in the Articles of Incorporation
- Calling of the General Meeting of Shareholders
- Approval of related party transactions
- Appointment and removal of members of the Nomination, Audit and Compensation Committees
- Appointment and removal of the Executive Officers
- Appointment and removal of Representative Executive Officers
- Approval of financial statements, business reports and the annexed detailed statements thereof as well as provisional financial statements and consolidated financial statements
- Decision on matters regarding dividends of surplus stipulated in the Articles of Incorporation
- Approval of execution of material operations
- Establishment, amendment and repeal of material by-laws
- Other items required to be resolved by the Board of Directors in accordance with laws or the Company's Articles of Incorporation except matters which may be delegated to the Executive Officers as well as items delegated to the Executive Officers but for which resolution of the Board are deemed necessary
The Nomination Committee, Audit Committee and the Compensation Committee, each of which are comprised of a majority of independent outside directors, work to strengthen the monitoring function by fulfilling the duties of each.
- Nomination Committee
- The primary function of the Nomination Committee is to determine the content of proposals regarding the election and dismissal of directors to be submitted at the general meeting of shareholders, ensuring with due care that the nominating process for director candidates is transparent and effective.
- Audit Committee
- The primary function of the Audit Committee is to audit the execution of duties by the Directors and the Executive Officers and prepare audit reports, as well as to determine the content of proposals regarding the election and dismissal of financial auditors. The Committee also audits in accordance with the Companies Act, and the NSK Group's governance systems and its management of business risk in cooperation with the internal audit department.
- Compensation Committee
- The primary function of the Compensation Committee is to determine the remuneration policy for the Directors and the Executive Officers as well as the remuneration of the individual Directors and Executive Officers.
The Executive Officers appointed by the Board of Directors are responsible for executing their respective duties in accordance with the division of duties under the directions of the Chief Executive Officer (CEO) . NSK established the Operating Committee and Officers' Meeting, and secures the efficiency and agility of execution of operations properly.
- Operating Committee
- The Operating Committee is established as an organization for supporting decision-making by the CEO. It deliberates on policies and key matters relates to the execution of the NSK Group's business operations.
- Officers' Meeting
- The Officers' Meeting is established to foster a common understanding by sharing information of managerial issues, operational direction and status of the execution of their duties. The Officers' Meeting consists of the CEO, Executive Officers, Operating Officers and Group Officers, and is chaired by the CEO.
Internal Control System
The Executive Officers are required to create and operate internal control systems, according to the basic policy determined by resolution of the Board of Directors. The main functions of the internal control system and the roles of the organization responsible are outlined as follows:
The Legal & Compliance Division shall formulate policies to strengthen the Group's compliance system, implement various measures based on these policies, continuously monitor the status of these policies, and regularly report its activities to the Core Values Committee.
The Corporate Planning Division Headquarters and the Finance Division Headquarters coordinate with each business and functional division headquaters, and regional headquarters to support the CEO and oversee and manage general risks related to management of the NSK Group. It is also responsible for maintaining and enhancing the internal control systems necessary for the operation of the NSK Group's global business.
The Internal Audit Department conducts regular stock takes of risks and performs risk monitoring to ascertain their management status. It also studies the appropriateness of internal systems and performs business audits to facilitate corrective measures and improvement initiatives.
The Crisis Management Committee is responsible for preparing and strengthening management systems in order to prevent or minimize the damage from major risks to the NSK Group, such as natural disasters, pandemics, or major accidents. It is also responsible for leading a swift and appropriate response in the event of a disaster.
Approval and Reporting
Each NSK Group Company duly applies for approval to CFO for matters related to corporate management, systems, governance structure and interest of shareholders, or to the controlling business or functional division headquarters in the case of important decisions related to business operation. NSK Group Companies also report on the progress of their operations to the Company on a regular basis.
Changes to Corporate Governance System
Board of Directors
Composition of the Board of Directors
The Company believes that the Company’s Board of Directors should be well versed in the Company’s businesses and be capable of supervising important managerial judgments related to business execution, with the aim of enhancing the sustainable growth and mid- to long-term corporate value of the NSK Group. Career diversity in field of expertise and business experience are considered to ensure that the Board maintains a well-balanced composition, in light of the Company’s mid- to long-term business strategy or managerial issues and the size of the Board is also considered to enhance the effectiveness of deliberations. In appointing individual directors, in addition to selecting based on experience in business and management in general or experience in their area of expertise, high ethical standards in management and their insight into corporate governance is also in the selection criteria.
<Skill Matrix for Board of Directors>
|Name||Experience and expertise expected|
Mitsuhiro Nagahama, Koichi Obara, Junji Tsuda, Sayoko Izumoto and Mikio Fujitsuka are outside directors.
Structure and Roles of Supervisory Organizations
(As of the end of June, 2023)
Years as Director at NSK, Attendance at the Board of Directors and Committee meetings
(As of the end of June, 2023)
|Attendance at the Board of Directors and committee meetings(FY2022)||Current position of the Board||Significant Concurrent Positions
outside the Company
|6||Board of Directors||100%||(10/10)||Member of the Nomination Committee||-|
|Keita Suzuki||-||-||Member of the Compensation Committee||-|
|10||Board of Directors||100%||(10/10)||-||-|
|2||Board of Directors||100%||(10/10)||Member of the Audit Committee||-|
|3||Board of Directors||100%||(10/10)||Chair of the Compensation Committee
Member of the Audit Committee
|External Auditor of Kuraray Co., Ltd.,
Outside Director of Azbil Corporation
|Koichi Obara||2||Board of Directors||100%||(10/10)||Member of the Compensation Committee||Consultant of Maeda Corporation|
|1||Board of Directors||75%||(6/8)||Chair of the Nomination Committee||Senior Advisor of Yasukawa Electric Corporation
Outside Director of TOTO LTD.,
External Member of Directors of Kyusyu Electric Power Company, Incorporated.
|1||Board of Directors||100%||(8/8)||Chair of the Audit Committee||External Audit and Supervisory Board Member of Freund Corporation|
|Mikio Fujitsuka||-||-||Member of the Nomination Committee||Outside Director of Yamaha Corporation
Outside Corporate Auditor of Mitsui Chemicals, Inc.
* Keita Suzuki and Mikio Fujitsuka were newly appointed as directors on June 23, 2023, and therefore have not attended any meetings in fiscal 2022.
* Each of the outside directors has been registered with the Tokyo Stock Exchange as an independent director.
Roles and Election Standards of Outside Directors
NSK expects outside directors to possess outstanding character and a broad range of knowledge. These individuals provide expert knowledge beneficial to the Group and contribute to achieving sustainable growth and increasing its mid- to long-term corporate value.
When electing outside director candidates, we verify requirement as follows in addition to “Selection Standards of Directors”:
- Persons who have neither a special interest with the Company nor conflict of interest with regular shareholders
- Persons who meet NSK’s criteria for independence
- Persons who have considerable experience and deep insight as a corporate executive or as experts
- Persons who can devote sufficient time to perform duties as an outside director of NSK
The Nomination Committee determines outside director candidates who meet the above criteria.
The following persons are ineligible to become independent director candidates of NSK Ltd.
- 1) Persons holding positions at a company which constituted 2% or more of the previous year's consolidated sales of NSK, or persons who held such a position until recently.
- 2) Persons holding positions at a company which made 2% or more of its previous year's consolidated sales to NSK or a subsidiary of NSK, or persons who held such a position until recently.
- 3) Persons holding positions at a financial institution which NSK relies on for funding, or persons who held such a position until recently.
- 4) Consultants, accounting or legal professionals receiving significant financial compensation in addition to compensation for the NSK independent director position, or persons who held such a position until recently.
- 5) Persons belonging to a company or organization which held 10% or more of NSK's total number of shares issued at the end of the most recent financial reporting period, or persons belonging to such a company or organization until recently.
- 6) Persons belonging to a company or organization which NSK holds 10% or more of the company's total number of shares issued at the end of the most recent financial reporting period, or persons belonging to such a company or organization until recently.
- 7) Relatives within the second degree, or family members living in the same household as persons specified in items 1) to 6) (excluding non-key posts).("Key posts" are generally assumed to refer to executive or senior managers of relevant companies or trading partners, chartered public accountants belonging to relevant audit firms, and legal professionals belonging to relevant legal firms.)
- 8) Persons who hold executive positions at NSK or a subsidiary of NSK, or relatives within the second degree or family members living in the same household of persons who held such positions until recently.
The wording “recently” in the items above shall be assumed to be a period of three years or less from the date NSK elects directors.
These criteria satisfy those of the Tokyo Stock Exchange, Inc.
Reasons of Outside Directors Appointoment
|Name||Independence||Reasons of Appointment|
|Mitsuhiro Nagahama||Mitsuhiro Nagahama has supervised management and provided advice in general management from an independent and fair standpoint, drawing on his extensive experience as a corporate manager, high ethics standards, and broad insight, and he has actively participated in Board of Directors meetings. As the Chair of the Compensation Committee, he has played a leading role in the discussions and deliberation of executive compensation policies and decisions on compensation. Furthermore, as a member of the Audit Committee, he has played an appropriate role in enhancing the audit system and its operation through discussions and deliberations at committee meetings. We believe that he continue to contribute to improving and strengthening our corporate governance and enhancing our corporate value.|
|Koichi Obara||Koichi Obara has supervised management and provided advice on general management from independent and fair standpoint, drawing on his extensive experience as a corporate manager, high ethical standards, and broad insight, and he has actively participated in Board of Directors meetings. As a member of the Compensation Committee, he has played an appropriate role through discussions and deliberations on executive compensation policies and compensation decisions. We believe that he will contribute to improving and strengthening our corporate governance and enhancing our corporate value.|
|Junji Tsuda||Junji Tsuda has supervised management and provided advice on general management from an independent and fair standpoint, drawing on his extensive experience as a corporate manager, high ethical standards, and broad insight, and he has actively participated in Board of Directors meetings. In addition, as a member of the Nominating Committee, he has played an appropriate role through discussions and deliberations on proposals for the appointment of directors and CEO succession planning. We believe that he will continue to contribute to improving and strengthening our corporate governance and enhancing our corporate value.|
|Sayoko Izumoto||Sayako Izumoto has supervised management and provided advice on general management from an independent and fair standpoint, drawing on her extensive experience as a certified public accountant, high ethical standards, and broad insight, and she has actively participated in board meetings. In addition, as the Chair of the Audit Committee, she has played a leading role through discussions and deliberations at committee meetings regarding the enhancement of the audit system and its operation. We believe that she will continue to contribute to the improvement and strengthening of our corporate governance and the enhancement of our corporate value.|
|Mikio Fujitsuka||Mikio Fujitsuka has a wealth of experience as a corporate manager, high ethical standards, and broad insight, which he will utilize in supervising management from an independent and fair standpoint. As an outside director, we expect him to supervise management and provide advice on overall management, and we believe that he will contribute to improving and strengthening our corporate governance and increasing our corporate value.|
NSK provides information in an appropriate manner, including distributing materials to all directors in advance, and prior explanation by officers and the Board secretariat. Furthermore, in previous years, we have provided opportunities for outside directors to visit business facilities in Japan and overseas, which enables them to deepen their understanding of NSK’s business and matters specific to NSK.
In addition, NSK holds meetings comprised of outside directors to facilitate information exchange and foster shared understanding among outside directors and executive officers. While valuing these meetings as an opportunity to freely share opinions, the Board secretariat follows up on requests and suggestions as appropriate to improve the effectiveness of the Board of Directors.
Compensation for Directors and Executive Officers, Policy on Determining Compensation Amounts and Calculation Methods
As a Company with Three Committees (Nomination, Audit, and Compensation), NSK Ltd. makes decisions on executive compensation structure, compensation levels, and individual compensation, etc., at a Compensation Committee chaired by an outside director, and based on advice from external consultants as well as objective information on compensation levels and trends at other companies.
The Company will determine compensation for director and executive officer positions separately. When a director also serves as an executive officer, the total of each respective compensation amount shall be paid. For directors who also serve as executive officers, stock-based compensation for the director position will not be provided.
Executive Officers’ Compensation
The compensation package for executive officers consists of a fixed basic compensation and a performance-based compensation that fluctuates with performance. The Company generally sets a compensation ratio of 4:6 of fixed compensation to performance-based compensation.
- (1) Basic compensation
The amount of basic compensation is determined according to the title of the executive officer. Moreover, an additional amount will be paid to executive officers with representation rights.
- (2) Performance-based compensation
The performance-based compensation consists of a short-term performance-based compensation and a mid- to long-term performance-based stock compensation.
- a) Short-term performance-based compensation
- The short-term performance-based compensation are determined based on metrics consistent with management goals to increase profitability, raise efficiency of shareholders’ equity, and improve corporate value: metrics related to the operating income margin, ROE, cash flow, and ratio of new product sales to total sales as well as an achievement target for ESG goals for CO2 emission reductions and safety and quality improvement. The individual’s level of achievement in their designated job duties are also evaluated when determining the amount of compensation paid to each executive officer.
- b) Mid- to long-term performance-based stock compensation
- In order to further incentivize contributions to a sustainable improvement of corporate value, to ensure they share the interests with shareholders and to further reinforce the link between executive officer compensation and the mid- to long-term stock value, the Company has introduced a performance-based stock compensation program using a Board Benefit Trust system. Through the system, points are fixed every three years based on a relative evaluation of the total shareholder return (TSR) of the Company’s shares through a comparison with the TOPIX growth rate, the equivalent for which Company shares are then distributed upon retirement. However, for a certain portion of the above shall be provided in the from of cash obtained by converting shares into cash.
The compensation package for directors consists of a fixed basic compensation and stock compensation which is variable compensation.
- (1) Basic compensation
Basic compensation is determined based on whether the director is an outside director or an internal director in addition to the director’s role on committees and the Board of Directors to which the director belongs.
- (2) Stock compensation
In order to further incentivize contributions to a sustainable improvement of corporate value and to ensure they share the interests of shareholders, the Company has introduced a stock compensation program using a Board Benefit Trust system. The system distributes company shares upon retirement based on points allocated each fiscal year, of which separate amounts are given for outside and internal directors. However, for a certain portion of the above shall be provided in the from of cash obtained by converting shares into cash. For directors who also serve as executive officers, stock-based compensation will not be provided for the director position.
In addition, in the event a member of a management team of another company such as a subsidiary or an affiliate, etc., assumes an executive officer position, compensation will be determined separately.
Assessment of Effectiveness of Board of Directors
In order to achieve sustainable growth and increase our mid- to long-term corporate value, NSK conducts annual assessments of the effectiveness of its Board function and works to further enhance performance. To maintain the objectiveness of these assessments, we commission external experts to conduct assessment based on questionnaires and interviews and the results are discussed by the Board.
Assessment of Effectiveness of Board of Directors
Assessment processFY2021 Assessment
An assessment conducted in FY2021 by external experts concluded that improvements to the administration of NSK's Board of Directors have made progress. The main assessment results and issues are as follows.
Main Future Initiatives
Based on the evaluation results for FY 2021, the main future initiatives are as follows.
- Monitoring of specific mesures under MTP2026 and their progress
- Provision of locations for outside directors to share opinions and of opportunities to learn about the business, etc.
We will continue to work to improve the effectiveness of the Board in order to achieve sustainable growth and increase our mid- to long-term corporate value.