- Corporate Governance Report (PDF: 515KB)last updated on June 27, 2025
- Criteria for Assessing Independence of Outside Directors and Outside Audit & Supervisory Board Members (PDF: 153KB)last updated: December 24, 2015
- Basic Policy on Establishing a System of Internal Controls (Only in Japanese) (PDF: 223KB)last updated on March 9, 2021
- Code of Corporate Ethics and Conduct(PDF：60.3KB)last updated on April, 2025
Basic View
Based on our Credo, スポーツベット テニス Analects and スポーツベット テニス Abacus, we strive to fulfill social responsibilities through our business activities, thereby earning a greater degree of trust from our shareholders and investors, and all other stakeholders, including clients, employees, and local communities. We also aim to manage スポーツベット テニス company in an expeditious, efficient, transparent, and lawful manner to achieve sustainable growth and increase corporate value over スポーツベット テニス medium to long term.
To achieve this, we have established a structure that enables スポーツベット テニス Board of Directors and Audit & Supervisory Board Members to appropriately supervise and audit スポーツベット テニス performance of duties, based on separation of スポーツベット テニス management strategy decision-making function from スポーツベット テニス execution of duties function. Concurrently, our basic policy on corporate governance is for our directors, executive officers, audit & supervisory board members, and employees to practice compliance management based on high ethical standards.
Structure
Corporate Governance Structure of スポーツベット
Overview of スポーツベット テニス Corporate Governance Structure
We have adopted スポーツベット テニス structure of a company with an Audit & Supervisory Board. We have chosen this system based on スポーツベット テニス belief that we have established a system to supervise and oversee management from an objective and neutral perspective. This was achieved by limiting スポーツベット テニス number of directors and introducing an executive officer system to clearly separate スポーツベット テニス management strategy decision-making and oversight functions from スポーツベット テニス business execution function, by taking steps to encourage energetic debate at スポーツベット テニス Board of Directors, and by electing outside directors, other non-executive directors, and outside Audit & Supervisory Board members who maintain a high degree of independence. スポーツベット テニス concrete structure and implementation status are detailed below.
- One-third or more of スポーツベット テニス Board of Directors elected are outside directors to strengthen management supervision function, and to promote more energetic debate by スポーツベット テニス Board of Directors.
- Outside directors and other non-executive directors and outside Audit & Supervisory Board members use their extensive experience and sophisticated insight based on their individual career histories to oversee and supervise management and provide necessary advice as appropriate.
- We established a structure mainly consisting of スポーツベット テニス head office administrative departments to provide timely information and other materials to assist outside directors and other non-executive directors in performing their management supervisory duties (including tours of offices, job sites, etc.).
- スポーツベット テニス relevant divisions provide guidance on スポーツベット テニス Company in general, description of its businesses, and other relevant information to new outside directors and outside Audit & Supervisory Board members.
- Audit & Supervisory Board members audit all duties performed by directors from a fair and impartial perspective.
- スポーツベット テニス Audit & Supervisory Board Members Office was established as スポーツベット テニス dedicated organization to support Audit & Supervisory Board members. This office secures スポーツベット テニス necessary support staff to enable more effective audits by Audit & Supervisory Board members.
- Audit & Supervisory Board members improve スポーツベット テニス effectiveness of management supervision by attending important meetings and obtaining sufficient information from officers and employees without delay.
- When a Board of Directors meeting is held, スポーツベット テニス Board of Directors administrative office and other divisions provide explanations in advance to スポーツベット テニス outside directors, non-executive directors, and Audit & Supervisory Board members.
- Outside directors and other non-executive directors regularly exchange opinions with スポーツベット テニス chairman and president. They also exchange opinions with outside Audit & Supervisory Board members.
- Regular Outside Officers Meetings are held for outside directors and outside Audit & Supervisory Board members, and regular Outside Directors and Audit & Supervisory Board Members Meetings are held for outside directors and all Audit & Supervisory Board members to facilitate スポーツベット テニス exchange of opinions.
Main Governing Bodies Established by Shimizu (including discretionary committees and other meeting formats)
Board of Directors
スポーツベット テニス Board of Directors holds meetings once a month as a rule, and as needed. It makes decisions on matters specified in laws and regulations and スポーツベット テニス Articles of Incorporation as well as other important matters, and supervises スポーツベット テニス execution of duties. スポーツベット テニス Articles of Incorporation specifies 12 as スポーツベット テニス maximum number of directors. These directors consist of executive directors who are highly knowledgeable in each area of our business and non-executive directors, some of whom are outside directors with extensive expertise and experience in their respective specialties. スポーツベット テニス Chairman and Representative Director serves as スポーツベット テニス chair of スポーツベット テニス Board of Directors.
［Names and Titles of Members］ (11 as of June 27, 2025)
| Chair | Kazuyuki Inoue (Chairman of スポーツベット テニス Board and Representative Director) | |||
|---|---|---|---|---|
| Members | Internal Directors | Executive | Tatsuya Shimmura, Kentaro Ikeda, Takeshi Sekiguchi, Yoshito Tsutsumi, Yoshiki Higashi | |
| Non-executive | Noriaki Shimizu | |||
| Outside Directors | Tamotsu Iwamoto, Junichi Kawada, Mayumi Tamura, Yumiko Jozuka | |||
(Main Agenda Items) Election of directors; organizational reform; establishment, revision or repeal of company regulations; formulation and supervision of management policies and strategies; monitoring of progress and growth strategies of each business; risk management; sustainability matters such as climate change and human resources development; feedback on dialogue with investors; reduction of securities holdings; and revision of スポーツベット テニス standards for referral to スポーツベット テニス Board of Directors.
Audit & Supervisory Board
スポーツベット テニス Audit & Supervisory Board meets once a month as a rule, and additionally as necessary. It makes decisions on audit policy, audit plans, auditing methods, and other important audit matters, and deliberates on necessary matters concerning audits. スポーツベット テニス Articles of Incorporation sets スポーツベット テニス number of Audit & Supervisory Board members at a maximum of five, including three outside Audit & Supervisory Board members. スポーツベット テニス chair of スポーツベット テニス Audit & Supervisory Board is an Audit & Supervisory Board member chosen through discussion by スポーツベット テニス Audit & Supervisory Board.
［Names and Titles of Members］ (five as of June 27, 2025)
| Chair | Hiroshi Kobayashi (standing) | |
|---|---|---|
| Members | Audit & Supervisory Board Member (standing) | Tomohiko Hirayama |
| Audit & Supervisory Board Member (part-time) | Kaoru Ishikawa, Toshie Ikenaga, Ko Shikata (all outside Audit & Supervisory Board members) | |
Nomination & Compensation Committee
We have established a Nomination & Compensation Committee to ensure fairness and transparency in スポーツベット テニス selection and dismissal of directors, Audit & Supervisory Board members and executive officers, as well as evaluation and compensation of directors and executive officers. スポーツベット テニス members of this committee consist of five non-executive directors (four outside directors and one non-executive internal director) and one executive director. スポーツベット テニス committee is chaired by a non-executive director elected every year from among スポーツベット テニス members.
［Names and Titles of Members］ (six as of June 27, 2025)
| Chair | Noriaki Shimizu (non-executive internal director) | |
|---|---|---|
| Members | Outside Directors | Tamotsu Iwamoto, Junichi Kawada, Mayumi Tamura, Yumiko Jozuka |
| Internal Director | Tatsuya Shimmura (President and Representative Director) | |
(Main Agenda Items) Creation of personnel appointments for and individual evaluations of directors and executive officers, total amount and individual bonuses for officers, individual monthly compensation for スポーツベット テニス next fiscal year, succession plans, and review of related regulations.
Risk Management Committee
Our Risk Management Committee ascertains and analyzes risks that would have a serious impact on our corporate group, which consists of Shimizu and its subsidiaries. It also determines key items of risk management, and follows up and reports to スポーツベット テニス Board of Directors. スポーツベット テニス President and Representative Director serves as スポーツベット テニス chair of スポーツベット テニス committee and one standing Audit & Supervisory Board member also attends committee meetings.
［Names and Titles of Members］ (15 as of June 27, 2025)
| Chair | Tatsuya Shimmura (President and Representative Director) | |
|---|---|---|
| Members | Kentaro Ikeda, Takeshi Sekiguchi, Yoshito Tsutsumi, Masanobu Onishi, Takao Haneda, Yoshiki Higashi, Hideo Yokoyama, Tomoaki Harada, Michiho Yamaguchi, Nobuyoshi Kikuchi, Taizo Tsukada, Deputy Manager of DX Management Office, General Manager of Audit Dept., Tomohiko Hirayama (standing Audit & Supervisory Board Member) | |
Committee on Corporate Ethics
We have established スポーツベット テニス Committee on Corporate Ethics to determine company-wide policies on strict compliance with corporate ethics, laws and regulations, and deploy and follow up on compliance. スポーツベット テニス committee is also tasked with collecting all information on serious incidents involving wrongdoing as well examining ways to prevent incidents and recurrence and issuing directions to accomplish that. スポーツベット テニス President and Representative Director serves as スポーツベット テニス chair of スポーツベット テニス committee. One full-time Audit & Supervisory Board member and one outside expert (an attorney) also attend committee meetings.
［Names and Titles of Members］ (19 as of June 27, 2025)
| Chair | Tatsuya Shimmura (President and Representative Director) | |
|---|---|---|
| Members | Kentaro Ikeda, Takeshi Sekiguchi, Yoshito Tsutsumi, Masanobu Onishi, Takao Haneda, Yoshiki Higashi, Hideo Yokoyama, Hitoshi Fujita, Michiho Yamaguchi, Nobuyoshi Kikuchi, General Manager of Legal Affairs Dept., General Manager of Human Resources Dept., General Manager of General Affairs Dept. and Manager of Corporate Ethics Help-Line Office, Manager of Group Companies Strategy Office, General Manager of Audit Dept., Senior General Manager of Business Development & Marketing Headquarters, Hiroshi Kobayashi (standing Audit & Supervisory Board Member), outside experts (attorneys) | |
Executive Officers Council
We have established an Executive Officers Council to communicate important matters and policies decided by スポーツベット テニス Board of Directors to executive officers and provide instructions to them. スポーツベット テニス President and Representative Director serves as スポーツベット テニス chair of this council and members consist of executive directors (other than スポーツベット テニス chair) and executive officers. Two full-time Audit & Supervisory Board members also attend council meetings.
Evaluating スポーツベット テニス Effectiveness of スポーツベット テニス Board of Directors
Our Board of Directors evaluates スポーツベット テニス overall effectiveness of スポーツベット テニス Board of Directors once a year. A summary of スポーツベット テニス evaluation method and results for fiscal 2024 are provided below:
Evaluation Method
All directors and Audit & Supervisory Board members complete a survey (including anonymous entries and open answers). A self-analysis is performed through discussion by all directors and all Audit & Supervisory Board members at Board of Directors meetings, based on an analysis by a third party (attorney).
| Period covered | April 2024 to March 2025 |
|---|---|
| Dates performed | Board of Directors meetings on March 7, March 26, and April 25, 2025 |
| Main items evaluated | Board of Directors composition/operations, management strategy/management supervision function, corporate ethics/risk management, response to sustainability issues, process of determining nomination/compensation, human resources development, communication between outside directors and management, dialogue with shareholders/investors, etc. |
Summary of Evaluation Results
Conclusion: スポーツベット テニス Shimizu Board of Directors evaluated and determined スポーツベット テニス Board of Directors as a whole to be operating effectively.
Status of response to issues indicated in スポーツベット テニス last evaluation of effectiveness in FY2023 (covering April 2023 to March 2024)
スポーツベット テニス Board of Directors has made consistent efforts to resolve issues and make improvements as follows. スポーツベット テニス Board of Directors will continue to strive for further improvement.
- Monitoring and supervision of スポーツベット テニス progress of スポーツベット テニス Mid-Term Business Plan by スポーツベット テニス Board of Directors
・
Strengthen monitoring of how スポーツベット テニス Mid-Term Business Plan and スポーツベット テニス annual Operation Plan are linked, how it is adopted across スポーツベット テニス Company and its progress
→Holding explanatory meetings/group meetings for better understanding and achievement of スポーツベット テニス Mid-Term Business Plan. Opinions of スポーツベット テニス participants shared at スポーツベット テニス Board of Directors. Implement follow-up measures to ensure better understanding of スポーツベット テニス Mid-Term Business Plan and better incorporation into スポーツベット テニス annual Operation Plan. - スポーツベット テニス Board of Directors to check that management resources are appropriately distributed
・
Further discussions on business portfolio taking into account medium to long-term growth
→Gather all Directors at offsite meetings, and hold discussions on precedents of business portfolio optimization. Have in-depth discussions on growth strategies for each line of business at スポーツベット テニス Board of Directors. - Sharing スポーツベット テニス deliberation status, etc. of スポーツベット テニス Nomination and Compensation Committee at スポーツベット テニス Board of Directors
・
スポーツベット テニス Board of Directors to check スポーツベット テニス deliberation process of スポーツベット テニス Nomination and Compensation Committee in addition to its result
→スポーツベット テニス deliberation process and discussion details of スポーツベット テニス Nomination and Compensation Committee, outline of succession planning and other implementation matters to be shared at スポーツベット テニス Board of Directors. - Expanded disclosure of non-financial information
・
Expanded information disclosure related to risk management and sustainability
→Review risk management process and items, continue discussions on disclosure details for better disclosure. Early information disclosure based on スポーツベット テニス TCFD and TNFD recommendations.
Major issues identified in スポーツベット テニス effectiveness evaluation.
- Hold in-depth discussions on business portfolio optimization to enhance corporate value
・
Hold more in-depth discussions on growth strategies for each line of business considering スポーツベット テニス cost of capital at スポーツベット テニス Board of Directors, clearly define roles of each line of business in a company-wide scheme to enhance corporate value
- Further improve internal control and risk management systems in order to realize teachings of our Credo, スポーツベット テニス Analects and スポーツベット テニス Abacus, in our operation
・
Establishing a reporting system where details of risky projects are more promptly reported. Creating a more systematic reporting system where スポーツベット テニス progress and completion of スポーツベット テニス responses can be shared.
- Enhance スポーツベット テニス communication between our senior management and Outside Directors/Outside Auditors
・
Provide more opportunities for our senior management and Outside Directors/Outside Auditors to talk to each other in person outside スポーツベット テニス Board of Directors meeting.
Future initiatives
Based on スポーツベット テニス results of スポーツベット テニス evaluation of スポーツベット テニス effectiveness of スポーツベット テニス Board of Directors, we aim to enhance スポーツベット テニス effectiveness of スポーツベット テニス Board of Directors and further expand and reinforce corporate governance through スポーツベット テニス PDCA cycle to improve on issues.
Election of Outside Directors and Outside Audit & Supervisory Board Members
as of June 27, 2025
Criteria for Assessing Independence of Outside Directors and Outside Audit & Supervisory Board Members
Support Structure for Outside Directors and Outside Audit & Supervisory Board Members
We have established a system to provide information to facilitate supervision of management by outside directors and other non-executive directors in performing their duties. スポーツベット テニス administration departments in スポーツベット テニス head office play スポーツベット テニス main role in providing this information in a timely manner. スポーツベット テニス Corporate Auditor’s Office was established as a dedicated organization to support Audit & Supervisory Board members. A sufficient number of staff members have been secured to assist outside Audit & Supervisory Board members. When a Board of Directors meeting is held, materials are distributed in advance and スポーツベット テニス Board of Directors administrative office and other divisions provide explanations in advance to スポーツベット テニス outside directors and スポーツベット テニス outside Audit & Supervisory Board members.
Directors, Audit & Supervisory Board Members, and Executive Officers
Officer Compensation
Policy on Determining Officer Compensation
スポーツベット テニス remuneration of each Director of スポーツベット テニス Company, which consists of a fixed-amount monthly salary that is スポーツベット テニス base salary and performance-based compensation that comprises bonuses and compensation exclusively for purchasing shares of スポーツベット テニス Company, is decided through deliberations of スポーツベット テニス Nomination and Compensation Committee, which is made up of a majority of Outside Directors and is chaired by a Non-executive Director, and which was established to evaluate スポーツベット テニス performance of Directors and decide on their remuneration in a fair and transparent manner, based on a resolution passed at スポーツベット テニス Board of Directors. Non-Executive Directors including Outside Directors and Audit & Supervisory Board Members are paid only fixed-amount monthly salary for スポーツベット テニス purpose of enhancing their supervisory function of management.
We, at a Board of Directors’ Meeting held on February 24, 2021, resolved regulations for executives' remuneration that set forth スポーツベット テニス policy for determining スポーツベット テニス remuneration of each Director. Its outline is provided below.
Policy on Base Salary
Of スポーツベット テニス remuneration, etc. of Directors of スポーツベット テニス Company, スポーツベット テニス fixed-amount monthly salary that is スポーツベット テニス base salary is a maximum total of 90 million yen a month (including a maximum of 10 million yen for Outside Directors) pursuant to a resolution passed at スポーツベット テニス 117th Annual General Meeting of Shareholders held on June 27, 2019. As of スポーツベット テニス closing of スポーツベット テニス 117th Annual General Meeting of Shareholders, スポーツベット テニス number of Directors was 12 (including 3 Outside Directors). Remuneration for Audit & Supervisory Board Members is a maximum total of 13 million yen a month pursuant to a resolution passed at スポーツベット テニス 89th Annual General Meeting of Shareholders held on June 27, 1991 and is decided through discussions at Audit & Supervisory Board. As of スポーツベット テニス closing of スポーツベット テニス 89th Annual General Meeting of Shareholders, スポーツベット テニス number of Audit & Supervisory Board Members was 4.
Policy on Performance-based Compensation
Of スポーツベット テニス remuneration, etc. of Directors of スポーツベット テニス Company, bonuses that are performance-based compensation is a maximum total of 500 million yen a year based on a resolution at スポーツベット テニス 118th Annual General Meeting of Shareholders held on June 26, 2020, and スポーツベット テニス Nomination and Compensation Committee deliberates on whether or not a bonus shall be paid and on what amount shall be paid. スポーツベット テニス bonus amount is calculated according to スポーツベット テニス following method based on consolidated net income, スポーツベット テニス final results of スポーツベット テニス Group’s business activities for a business year. スポーツベット テニス “performance coefficient” used to calculate スポーツベット テニス bonus amount has been updated at スポーツベット テニス Board of Directors’ Meeting held on January 31, 2025 considering a proposal for deliberation presented by スポーツベット テニス Nomination and Compensation Committee to make it more clearly defined and provide management more incentives. スポーツベット テニス new coefficient is applied from スポーツベット テニス fiscal year starting on April 1, 2025.
(Method of calculating individual performance-based compensation ［bonuses］) Consolidated performance*1 x Performance coefficient*2 x Positional index*3 x Individual evaluation coefficient*4 = Individual bonus*5
- *1. Consolidated net income for スポーツベット テニス current fiscal year (Net income attributable to shareholders of スポーツベット テニス Company)
- *2. スポーツベット テニス Nomination and Compensation Committee determines スポーツベット テニス earnings coefficient using ordinary income which represents スポーツベット テニス result of basic business development of スポーツベット テニス Company and an achievement rate against スポーツベット テニス targets set for スポーツベット テニス fiscal year of awards profitability of スポーツベット テニス construction business, a leading indicator of スポーツベット テニス business results for coming fiscal years, as main evaluation items. Other items are selected from non-financial KPIs from スポーツベット テニス Mid-Term Business Plan and added by スポーツベット テニス Nomination and Compensation Committee based on priority in terms of enhancing mid-to-long term corporate value and objectivity of evaluation. スポーツベット テニス Nomination and Compensation Committee then considers whether or not there is any material violation of laws and decides スポーツベット テニス earnings coefficient based on スポーツベット テニス evaluation value derived by weighted average of each item.
- *3. An index determined for each Director’s position
- *4. スポーツベット テニス Nomination and Compensation Committee determines individual evaluation indices based on スポーツベット テニス results of evaluations of スポーツベット テニス level of achievement of targets set for each director based on interviews with Executive Directors at スポーツベット テニス beginning and end of スポーツベット テニス fiscal year. (Evaluation indices range from 65% to 135%) スポーツベット テニス multifaceted evaluations cover スポーツベット テニス short-term performance of each director in addition to their level of contribution to achieving スポーツベット テニス targets of スポーツベット テニス Mid-Term Business Plan, their efforts to strengthen スポーツベット テニス management base, their contributions to sustainability, and their performance as directorships. Notably, only スポーツベット テニス non-executive directors of スポーツベット テニス Nomination and Compensation Committee Members make decisions regarding executive director evaluations.
- *5. To encourage スポーツベット テニス further sharing of values with shareholders and increase corporate value over スポーツベット テニス medium to long term, an amount corresponding to 20% of スポーツベット テニス bonus as performance-based compensation, shall be deemed to be compensation for purchasing スポーツベット テニス Company’s shares, and each Director shall contribute this remuneration to スポーツベット テニス Executives’ Shareholding Association, which shall acquire スポーツベット テニス Company’s shares. スポーツベット テニス Company’s shares that are acquired in this way shall continue to be held for スポーツベット テニス duration of スポーツベット テニス Director’s tenure and for a fixed period of time after resignation.
Matters concerning delegation of decisions on compensation, etc.
We have established a Nomination & Compensation Committee which consists of a majority of outside directors and is chaired by a non-executive director, to ensure fair and transparent evaluation and compensation of directors and officers through deliberation by スポーツベット テニス committee based on スポーツベット テニス resolution of スポーツベット テニス Board of Directors. スポーツベット テニス Nomination & Compensation Committee reviewed compensation for last fiscal year ended March 31, 2025 and discussed スポーツベット テニス base monthly salary and スポーツベット テニス amount to be paid as bonuses for each director according to スポーツベット テニス evaluation of スポーツベット テニス performance of each director, based on スポーツベット テニス Rules on Officer Compensation. スポーツベット テニス committee determined スポーツベット テニス compensation to be in line with policy determined by スポーツベット テニス Board of Directors.
Director and Audit & Supervisory Board Member Compensation
FY2024
Securities Holdings
Policy on Securities Holdings
When there is a necessity from スポーツベット テニス viewpoint of business development, we acquire and retain shares of clients and business partners to strengthen and maintain relationships. Acquisition of major securities is determined by スポーツベット テニス Board of Directors, taking comprehensive consideration of benefits to スポーツベット テニス Company, acquisition cost, risk of share price changes and other factors. スポーツベット テニス Board of Directors examines スポーツベット テニス necessity of securities holdings for individual stocks each year, taking into consideration its economic rationality, including cost and risk of holding them, and business development benefits. Based on such examination, shares that have become dilutive in terms of significance to our operations, are disposed while confirming relationships with business partners.
Status of Reduction of Securities Holdings
To effectively use our capital, we established a following goal: “to reduce スポーツベット テニス ratio of スポーツベット テニス outstanding amount of securities holdings to consolidated net assets to less than 20% by スポーツベット テニス end of March 2027”, and announced it to スポーツベット テニス public on April 26, 2023. Since then, we have been seeking to reduce スポーツベット テニス volume of securities holdings. At スポーツベット テニス Board of Directors Meeting held on November 12, 2024, we have decided to move up スポーツベット テニス target date of スポーツベット テニス existing reduction goal by one year to スポーツベット テニス end of March 2026, so that we can accelerate スポーツベット テニス implementation of “management that is conscious of cost of capital and stock price”. We have also established a new goal of reducing スポーツベット テニス ratio of スポーツベット テニス outstanding amount of securities holdings to consolidated net assets to less than 10% by スポーツベット テニス end of March 2027”.We sold shares of 31 listed companies during fiscal 2024 (including shares of which part of スポーツベット テニス holdings were sold). スポーツベット テニス proceeds were ¥58.6 billion. From fiscal 2018 to fiscal 2024, スポーツベット テニス total number of listed companies of which we sold its holdings was 91 (including shares of which part of スポーツベット テニス holdings were sold). スポーツベット テニス proceeds were ¥208.6 billion. As a result, スポーツベット テニス number of listed companies we held shares in decreased from 187 as of スポーツベット テニス end of March 2018 to 123 as of スポーツベット テニス end of March 2025. As of スポーツベット テニス end of March 2025, スポーツベット テニス proportion of securities holdings in consolidated net assets is 27.0%.
Criteria for exercising voting rights pertaining to securities holdings
We exercise voting rights on securities holdings after comprehensively examining スポーツベット テニス contents of proposals, referring to スポーツベット テニス Policy on securities holdings above, and judging whether to vote for or against each proposal from スポーツベット テニス perspective of whether スポーツベット テニス corporate value of スポーツベット テニス Company and business partners may increase.
Policy in case スポーツベット テニス cross-shareholder has expressed their intention to sell スポーツベット テニス shares
In case スポーツベット テニス cross-shareholder has expressed their intention to sell スポーツベット テニス Company’s shares, we will not act to prevent スポーツベット テニス sale by, for example, suggesting that we will reduce transactions with スポーツベット テニス company concerned.
Internal Control System Establishment
We have established a Basic Policy on Establishing a System of Internal Controls based on スポーツベット テニス Companies Act.
Basic Policy on Establishing a System of Internal Controls (Only in Japanese) (PDF： 223 KB) Last revision： March 9, 2021
Internal Control System Status
We have established a system of internal controls and スポーツベット テニス Board of Directors makes decisions on スポーツベット テニス Basic Policy on Establishing a System of Internal Controls to ensure proper operation of スポーツベット テニス company. An overview of スポーツベット テニス operational status of internal control systems in fiscal 2024 is provided below.
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Risk Management
Compliance
Code of Corporate Ethics and Conduct and Internal Corporate Structure
Code of Corporate Ethics and Conduct
We have adopted スポーツベット テニス Analects and スポーツベット テニス Abacus, which contains スポーツベット テニス teachings of Eiichi Shibusawa, as our corporate credo. We base our business activities on スポーツベット テニス conviction that our company’s business will always prosper if we pursue ethics and economic gain simultaneously, or in other words, if we do good work that delights スポーツベット テニス community and our customers and is grounded in a strong sense of ethics. In this era of strong demand for corporate social responsibility, we have established スポーツベット テニス Code of Corporate Ethics and Conduct to ensure that all officers and employees thoroughly understand スポーツベット テニス Analects and スポーツベット テニス Abacus and demonstrate it in their daily actions. We are committed to enforcing corporate ethics, including compliance with laws and regulations.
Establishment of Internal Corporate Structure
We provide education and training to ensure strict implementation and practical operation of スポーツベット テニス Code of Corporate Ethics and Conduct by officers and employees. We have also appointed an officer in charge of corporate ethics, established a Committee on Corporate Ethics, スポーツベット テニス Corporate Ethics Office, スポーツベット テニス Corporate Ethics Help-Line Office, and an internal whistleblowing system.
Proper Management of Personal Information
In addition to establishing スポーツベット テニス Privacy Policy, we have appointed a Corporate Personal Information Protection Administrator to promote appropriate measures for スポーツベット テニス proper management of personal information, including individual numbers (スポーツベット テニス “My Number” system).
Internal Whistleblowing System
スポーツベット テニス Shimizu Group has established an internal whistleblowing system allowing officers and employees of Shimizu, subsidiaries, and subcontractors to consult about or report various compliance issues that may arise within スポーツベット テニス Group, anonymously or otherwise. This encompasses actions by officers and employees of スポーツベット テニス Group that may violate スポーツベット テニス Code of Corporate Ethics and Conduct (such as harassment and other human rights violations, accounting fraud, bribery, and other corrupt practices). Under this system, a Corporate Ethics Help-line Office, a Harassment Consultation Desk, and an External Consultation Desk staffed by outside attorneys have been established as Consultation and Reporting Desks (Compliance Hotlines). Reports submitted to these desks are thoroughly investigated, and appropriate measures are taken as needed. We ensure that whistleblowers are not subjected to any adverse treatment. Stakeholders outside of スポーツベット テニス Shimizu Group may consult with us via スポーツベット テニス contact information on our website.
Internal Whistleblowing System Diagram
Initiatives Aimed at Strengthening Compliance
We implement various measures that will help cultivate an ethical mindset and contribute to strict compliance among Group officers and employees, so that they put スポーツベット テニス spirit of our corporate credo, スポーツベット テニス Analects and スポーツベット テニス Abacus, into practice in their actions.
Top management will lead by example in cultivating an ethical mindset and strict compliance.
- Corporate ethics training for executive management (including management of Group companies)
- Compliance e-learning training (including Compliance with スポーツベット テニス Anti- monopoly Act)
Make sure that everyone understands スポーツベット テニス code of conduct on bidding for construction projects (mainly for Shimizu and construction-related subsidiaries)
We conduct training and interviews for officers and employees to ensure thorough awareness of スポーツベット テニス code of conduct as well as interviews by outside attorneys and other experts as necessary on a case-by-case basis.