Corporate Governance

Basic Stance

The JGC Group remains aware that, in line with our purpose of "Enhancing planetary health," sound governance is the foundation for management in pursuit of higher medium- to long-term corporate value and sustained growth. We are therefore strengthening our corporate governance, which we view as a priority material issue.
Our central mechanism for corporate governance is the Board of Directors. Its governance structures, functions, and roles are continuously reviewed, with Board effectiveness analyzed and assessed each year as we seek progress through steady improvement.
In shareholder and investor engagement, we take a proactive stance in highly transparent information disclosure, and viewpoints from this dialogue are applied to strengthen governance and management. In regulatory compliance and other matters essential to appropriate corporate governance as well, our purpose and values call on each employee and officer to maintain high ethical standards in everything they do, so that the Group as a whole works to enhance medium- to long-term corporate value and achieve sustained growth.

Outline of Corporate Governance System

JGC Holdings maintains a board of directors and an audit and supervisory board. The JGC Group has adopted a holding company structure under which operating companies pursue the Group's core business.

Outline of Corporate Governance System

Body Purpose Meetings Members Head of organization
Board of Directors
  • Resolves key matters of business execution
  • Oversees directors' executive actions
  • Deliberates on medium- to long-term strategies and issues
Generally
monthly
Seven directors (including four outside directors)
Five auditors (including three outside auditors)
(For fuller discussions, others also attend as needed, such as operating company officers, executive officers in charge of certain areas, and those in relevant divisions)
Chairman and CEO
Masayuki Sato
Nominating and Remuneration Committees
  • Deliberates on appointment and dismissal of officers, renumeration, etc.
Annually
(and as needed)
Chairman and CEO Masayuki Sato
President and COO Tadashi Ishizuka
Three outside directors*
  • *In order to improve fairness and transparency, the majority of the committee consists of outside directors.
Nominating Committee:
Outside Director Shigeru Endo
Remuneration Committee:
Outside Director
Masayuki Matsushima
Audit & Supervisory Board
  • Discusses or resolves issues based on reports of key auditing matters
  • Presents opinions based on the results above to directors or the Board of Directors as necessary
Generally
monthly
Five auditors (including three outside auditors) Full-time Audit & Supervisory Board Member
Yasumasa Isetani
Group Steering Committee
  • Reports on and discusses the direction that the Group should take as well as steering matters such as management / business strategies for the Group as a whole and each operating company
Generally
monthly
Chairman and CEO Masayuki Sato
President and COO Tadashi Ishizuka
Auditors (rotating)
(Consists of members such as group company officers appointed by the chairperson)
Chairman and CEO
Masayuki Sato
Sustainability Committee
  • Formulates Group policies and action plans related to sustainability; deliberation to evaluate and promote action supporting sustainability
Generally
annually
Chairman and CEO Masayuki Sato
Consists of members proposed by presidents and chairpersons of Group companies and approved by the president of their company
Chairman and CEO
Masayuki Sato
Group Investment and Loan Committee
  • Deliberates on holding company and group investment and lending projects
Generally
monthly
Standing members: Seven directors, executive officers, and auditors of the holding company and Group companies.
Non-standing members: Three executive officers of the holding company may attend, depending on the agenda.
Chairman and CEO
Masayuki Sato
Group Risk Management Committee
  • Understands and organizes risks posed to the Group as a whole, develops and maintains a groupwide risk management system, and proposes and deliberates on improvements
Generally
bi-annually
President and COO Tadashi Ishizuka
Members appointed by the chairperson, and members appointed by the chairperson based on recommendations by the presidents of each operating company
President and COO
Tadashi Ishizuka
Group Information Security Committee Understands the status of information security measures across the Group as a whole, and plans and discusses cross-company adjustments and enhanced responses among Group companies Generally bi-annually President and COO Tadashi Ishizuka
Members from Group companies nominated by the chairperson and vice-chairperson
President and COO Tadashi Ishizuka
Accounting Auditors
  • CPAs Takemitsu Nemoto, Atsushi Nagata, and Takashi Inoue of KPMG AZSA LLC audit JGC accounts.
  • Auditing support is provided by nine other CPAs and 16 assistants.

Corporate Governance System

Corporate Governance System

Separating management from execution provides greater clarity on roles and responsibilities of the holding company and operating companies. The holding company's role is to formulate management policies and oversee the operating companies from a medium- to long-term Group perspective. Operating companies apply Group management policies and strategies to respond flexibly and rapidly to market characteristics and seek further business expansion. This is intended to maximize corporate value and ensure optimal allocation of management resources for the Group as a whole while enhancing transparency of corporate management and strengthening overall Group governance. Committees have been established to deliberate key Group matters, and an executive officer system has been introduced to ensure efficient managerial decision-making and execution.

Improvement Status of Internal Control System

JGC Holdings' Board of Directors determines the basic principles of the internal control system and revises them as necessary.

【Improvement Status】

  1. 1.The Internal Auditing Department monitors, evaluates, and improves the effectiveness of the internal control systems of JGC Holdings and the JGC Group and conducts separate audits as necessary
  2. 2.Rules of Management Authority regulate the duties and authority of each role, and clarify the system of responsibilities in corporate management and business execution
  3. 3.Management rules for Group companies have been formulated and implemented to ensure efficient and appropriate operations across the Group

About JGC's Response to the Corporate Governance Code

We implement all principles laid out in the Corporate Governance Code and provide disclosure according to all 14 general principles, and supplementary principles required by the Tokyo Stock Exchange as stipulated in the revised Corporate Governance Code of June 11, 2021, and are making steady efforts to further solidify our corporate governance.
A Corporate governance report is available on the JGC Group website. (Only in Japanese)

  • *CPAs Takemitsu Nemoto, Atsushi Nagata, and Takashi Inoue of KPMG AZSA LLC audit JGC accounts. Auditing support is provided by nine other CPAs and 16 assistants.

Board of Directors

Board Functions

The Board of Directors is responsible for decision-making on medium- to long-term group strategy and issues, and it provides oversight regarding business execution of the Group companies. Board composition is intended to enable effective and efficient execution of these functions.

Basic Policy on Board Composition and Diversity

From the standpoint of further enhancing discussions on medium- to longterm group strategies and issues and of strengthening oversight regarding business execution of the Group companies, the board consists of the following members.

  1. 1.Consists mainly of directors with broad experience in business markets and directors with a high level of knowledge and expertise in EPC operations, which is the primary Group business.
  2. 2.Independent outside directors are appointed in order to incorporate outside perspectives in management, with the expectation that these directors will provide objective advice to the board and fulfill oversight functions from an independent viewpoint.

As a matter of policy respecting the importance of diverse perspectives, members are appointed not solely based on professional experience and expertise but also on competence, regardless of nationality, race, or gender.

Skills Matrix for Directors and Auditors

  1. *1Appointed at the General Shareholders’ Meeting held in June 2024.

(Notes)
Selection rationale for each skills matrix is shown below. The above list is not exhaustive or prescriptive, which indicates disciplines where directors and auditors can further demonstrate their expertise, not all disciplines in which each director and auditor excels. In addition, ESG-related fields are positioned as an expected role required of all directors and auditors, and are therefore not listed as a separate item in the above table.

  1. *2Attended the Board of Directors’ meeting following the General Shareholders’ Meeting held in June 2023.
  2. *3Appointed at the General Shareholders’ Meeting held in June 2024.

Messages from Newly Appointed Outside Directors

Risk assessment and challenges
Outside director
Shinjiro Mishima

I have been involved in the shipbuilding business for many years. Given that Japan is an island nation with scarce natural resources, Japan’s shipbuilding industry is indispensable not only in that it supports large-scale marine logistics but also in terms of both marine and seabed resource development and maritime safety and defense. However, we always struggled with fierce competition for orders with overseas rivals due to fluctuating demand, rising material costs, and the rapid appreciation of the yen.
Also in the construction industry, the JGC Group has played an important role since its establishment in 1928 in securing the energy resources vital for the functioning of the modern world, and in utilizing this in various sectors.
With the global calls for reductions in CO2 and for new alternative energy sources, I believe that the JGC Group now faces a tremendous business opportunity.
On the other hand, engineering businesses based on EPC involve large-scale projects that are often fraught with multiple risks, including country risks. I feel it is extremely important that we analyze these risks before accepting a project, and respond to these with strong technical capabilities and competent teamwork. We often face situations where we feel cornered by strong demand from different countries, high expectations from key clients, and a desire to challenge ourselves with large projects that are beyond our capacity, leading to a sense that we must secure the order at all costs. Failure in such situations can prove very costly. How calmly we can analyze the situation when taking orders is crucial.
Fiscal 2023 was difficult in terms of profit and loss, however, we should take these results as a lesson, turn this situation to our advantage, and aim for further success. I hope that my modest efforts can contribute to the development of the JGC Group.


Contributing to the JGC Group, to pass on a better society to future generations
Outside director
Miku Hirano

While conducting AI research, I have been running digital and AI companies for nearly 20 years since founding a startup as a student. Having experienced both success and failure, I have gained a deeper understanding of starting new businesses. Now, as an outside director for JGC Holdings, I look forward to using my experience in contributing to the transformation of the JGC Group.
My mission in life is to pass a better society on to our children. I believe in this for my three children and future grandchildren, those of JGC Group employees, and for the children and grandchildren of the world. In 2023, the UN Secretary-General stated that humanity has “opened the gates to hell.” The summer of 2024 also saw recordbreaking heat. When I think of future generations, I feel a strong sense of connection with the JGC Group goals of balancing energy stability with decarbonization, reducing the environmental impact of resource consumption, and providing sustainable infrastructure and services. These are not just ideals for me—I am committed to making them a reality.
Furthermore, I value communication with the younger generation of employees, I intend to learn alongside them and work together to leverage their fresh ideas and energy for the Company’s growth, so we can create a brighter future for the JGC Group and the planet.
As an outside director, I hope to play a part in contributing to “Enhancing planetary health.”

Policies and Procedures for Senior Management Appointment and Dismissal

Appointment process

Appointment of senior management and nomination of candidates for directors

  1. 1.Deliberations of the Nomination Committee, which consists of a majority of outside directors and is chaired by an outside director, are focused on the following items.
    1. (1)Qualities such as character and views
    2. (2)Senior management and inside directors: Qualities such as experience, performance, and management capabilities, as defined in succession planning
    3. (3)Outside directors: Qualities such as independence and expertise
  2. 2.After comprehensive deliberation by the Nominating Committee, a decision is made by the Board.
    1. (1)Appointment of senior management and nomination of director candidates follows this process and involves ample discussion before decisions are made, with the understanding that these individuals may one day be candidates to succeed the CEO.

Dismissal process

Dismissal of senior management

In the event of any of the following, the Board decides on dismissal after deliberation by the Nominating Committee.

  1. (1)Wrongdoing, impropriety, or breach of faith
  2. (2)Violation of laws or articles of incorporation
  3. (3)Loss of the qualities and capabilities initially required for appointment

Succession plan

The following succession plan in place informed by discussions of the Nominating Committee and Board is beginning to be initiated, reflecting the Group's recognition of the importance of succession planning in sustainable growth of corporate value.

Purpose

  • Toward attainment of BSP 2025 and the 2040 Vision, and for lasting enhancement of corporate value beyond this, we recognize the necessity of appointing optimal directors and executive officers for the current business environment and management strategies.
  • Based on the business environment and management strategies, the plan clarifies the knowledge, experience, abilities, and personal qualities sought in top management, guiding development and selection of the Group's next leaders and enabling continuous appointment of these leaders whenever needed.

Stance on leadership criteria

  • In fiscal 2019, leadership criteria were determined through talks with current top management facilitated by a third-party organization, and future needs in leaders were defined from a medium- to long-term management vision.
  • These criteria are classified on minimum essential attributes and ideal attributes (three-level scale), and candidates are assigned to groups with specific level requirements.

Stance on succession planning

  • The basic stance taken on succession planning involves defining leadership criteria, selecting several individuals for near- and far-term candidate groups, providing opportunities to develop required attributes and gain experience, and monitoring progress each year as candidates are groomed over the medium to long term.
  • In line with the above approach, educational programs for near- and far-term candidate groups are enhanced and built upon through measures such as sending candidates to external educational and training programs, inviting external lecturers to give ongoing lectures, and providing opportunities for ongoing discussions.

Message from Outside Director Shigeru Endo

The JGC Group “Fights Back”
Outside director
Chair of Nominating Committee
Member of Remuneration Committee
Shigeru Endo

The Board of Directors has now expanded to 10 members with the addition of two new outside directors and one inside director. Prior to this, the Nominating Committee had been reviewing measures to improve the skills and diversity of the Board of Directors, and the addition of new members has further broadened the scope of discussions. The committee also regularly discusses the management structure of the JGC Group as a whole. Recently, for instance, following a review of management at JGC Corporation and JGC Japan Corporation, changes were made to the management structures of both companies. Additionally, moving forward, it will be necessary to address topics such as succession planning and the advancement of women.
It was deeply regrettable that, following the loss recorded in fiscal 2021, we recorded another loss in fiscal 2023. We are currently identifying the causes of this and implementing measures to address them. Even in the midst of a rapidly changing business environment, we must urgently strengthen our EPC execution framework while maintaining the directionality of our BSP 2025 medium-term business plan and our 2040 Vision, long-term management vision. We also need to focus on the “expansion of manufacturing business for high-performance functional materials” and “establishment of future engines of growth.” I do not think it an exaggeration to say that the Group is now at a critical juncture.
As I reflect on our history, I realize that we have always survived through challenges. We have stumbled, but we have picked ourselves up each time, ultimately creating greater strength and value. Some may call this “anti-fragility,” but I think this is the very DNA of our Group. Since the launch of BSP 2025 as well, we have faced challenges such as increasing momentum toward decarbonization and COVID-19, along with geopolitical crises such as Russia’s invasion of Ukraine and the Gaza conflict. We have fought back against these challenges with all our might. I believe that through such challenges, this “anti-fragility” will be further tempered.

Director Compensation

Policy on Determining Director Compensation Amounts or Calculation Methods

Basic Policy, General Share-Holders' Meeting Resolutions

  • Under a basic policy to secure the management personnel needed for greater global competitiveness and higher medium- to long-term corporate value, a resolution made at the 113th general shareholders' meeting on June 26, 2009, set maximum annual director compensation at ¥690 million, with maximum auditor compensation at ¥88 million.
  • As for the policy on determining the amount, calculation, and breakdown of compensation for individual directors, compensation shall not exceed the range resolved at the general shareholders' meeting, and details are discussed in advance by the Remuneration Committee (which consists of a majority of outside directors and is chaired by an outside director), whose report is considered by the Board to reach a decision.

Process for Determining of Compensation

  • To ensure fairness, transparency, and consistency with this decision policy, decisions by the chairman and CEO reflect the results of comprehensive deliberation by the Remuneration Committee on evaluation of individual directors and the amount of remuneration.
  • The compensation for individual directors within the range set at the general shareholders'meeting is at the discretion of the chairman of the Board, who as the Company's CEO is most familiar with the duties and responsibilities of each director, their performance, and the extent to which this performance contributes to higher corporate value.
  • The Board has determined that final decisions have been consistent with this policy, and in making this determination, the Board has been informed of a summary and results of Remuneration Committee deliberations, as well as final decisions by the chairman and CEO.

Compensation mix and details

  • Inside directors, excluding outside directors, receive compensation comprising monetary compensation and stock compensation, where monetary compensation comprises fixed compensation and bonuses, and stock compensation comprises restricted stock and performance share units.
  • The compensation mix is designed to provide a higher proportion of variable compensation (bonus and stock compensation) for higher performance and rank.

Breakdown of Executive Remuneration

(Notes)

  1. 1As of the end of fiscal 2023, there were seven directors (including three outside directors) and five auditors (including three outside auditors).
  2. 2The performance-based compensation (monetary) and performance share unit above did not achieve the performance evaluation indicators, and so were not granted.
  3. 3Since our Company has no executives with total remuneration of \100 million or more, individual compensation is not disclosed.

Message from Outside Director Masayuki Matsushima

Promoting Reform of the Execution Compensation System
Outside director
Chair of Remuneration Committee
Member of Nominating Committee
Masayuki Matsushima

For the JGC Group to achieve sustainable growth over the next 50 to 100 years, a sound business strategy and technological development, along with a robust human resources strategy to support these are essential. Particularly for our Group, given that we operate on a global scale, securing talent capable of thriving internationally is critical.
A rewarding work environment and suitable workplace conditions are fundamental if we are to achieve this general policy. However, at the same time, salary systems and levels must provide incentives that reflect skills and performance.
The Remuneration Committee, which is comprised of a majority of outside directors (and chaired by an outside director), is pursuing reforms of the compensation system from a more objective perspective that incorporates external opinions. In 2019, we introduced restricted stock compensation for our director compensation, which comprises cash and stock, thereby enhancing alignment with our stock price. Additionally, from July 2024, we implemented performance share unit to increase the proportion of pay linked to performance, and are conducting stringent evaluations of departments (operating companies) that recorded a loss in fiscal 2023. The committee is also thoroughly deliberating individual compensation amounts.
These matters are reviewed by the Remuneration Committee, voted on as part of the Board of Directors’ agenda, and then actioned.

Board Effectiveness Evaluation

Board effectiveness is analyzed and evaluated annually, efforts toward improvement are reviewed, and issues linked to further gains in effectiveness are discussed by the Board in pursuit of continuous improvement. Presented below is a summary of the process for evaluating Board effectiveness in fiscal 2022, the state of initiatives based on the Board evaluation results of the previous year (fiscal 2021), and future response policy based on these evaluation results.

Process

Evaluation results

Survey analysis and evaluation has indicated that the Board is functioning appropriately and effectively in its current state. Details of the evaluation results are as follows.

Main Efforts to Date for Improving Board Effectiveness

Message from Outside Director Noriko Yao

Group Governance to Support Implementation of Reforms
Outside director
Member of Nominating Committee
Member of Remuneration Committee
Noriko Yao

Unfortunately, we recorded a loss in fiscal 2023, primarily due to declining profitability in the overseas EPC business.
The Board of Directors have been conducting discussions on the cause of this decline, as well as on the challenges faced and response strategies, and is promoting the review and strengthening of human resource allocation and business management systems.
The EPC business involves long-term projects that can take many years from the start of estimates through to completion, and given rapid shifts in the business environment, including geopolitical risks, I feel there is an increasing demand for foresight and risk-handling capabilities. As these have a significant impact on our Group’s operations, timely and accurate monitoring, coupled with its enhancement and practical implementation are considered important issues.
To achieve the goals of expanding business domains and diversifying business models set forth in the 2040 Vision, our long-term management vision, various initiatives are currently being carried out simultaneously at each of our Group companies.
In this context, appropriate risk management by the holding company across the Group, along with the allocation of human capital and other management capital, are viewed as important issues for building a foundation for sustainable growth. Accordingly, we intend to continue closely monitoring the Group governance system.
To enhance the effectiveness of the Board of Directors, in fiscal 2023, separate to the Board of Directors, initiatives including workshops on EPC governance enhancements and off-site meetings among directors were undertaken to deepen discussions about the role, function, and desired nature of the Board of Directors at our Company, which is a holding company. Additionally, the Board will welcome two new outside directors with diverse knowledge and experience, and this is expected to foster further discussions from a more diverse range of perspectives.
We will continue to work toward further enhancing the effectiveness of the Board of Directors and meeting the expectations of shareholders in view of these issues, and looking toward achieving sustainable growth and enhancing corporate value past the BSP 2025 medium-term business plan.

Cross-Shareholdings

1. Purpose

The Group refrains from cross-shareholdings except in cases where maintaining and strengthening relationships with clients and business partners will contribute to higher medium- to long-term corporate value for the Group. Each year, the Board of Directors reviews the significance of maintaining each cross-shareholding, and both qualitative and quantitative aspects are reviewed. Quantitatively, TSR (total shareholder return) and ROE are checked for each company, as well as whether business advantages are commensurate with the cost of equity. Sale of shares deemed to have lost their significance is investigated accounting for the market environment and changes in stock prices.

2. Basis for exercising voting rights

In exercising voting rights for cross-shareholdings, advantages and disadvantages are weighed based on whether the decision will contribute to sustained growth of the company involved, and thus, higher group corporate value over the medium to long term.