Corporate Governance

Basic Philosophy

Based on our Management Principle, "We pursue the creation of 'environmental value' for the customers and for the local communities," we fulfill our responsibilities to our stakeholders through sustainable growth of our company and by increasing the value of our company, and implement an optimal corporate governance system designed to best meet the needs of society and the business environment.

In AEON delight Corporate Governance Guidelines (hereafter the "AEON delight Guidelines"), we have defined our corporate governance system as "a mechanism that helps to bring about sustainable growth of our company by maintaining balance between 'offense' and 'defense' in the four areas as follows":

  1. 1) Means for integrating the business activities of the members (executives and employees) of our enterprise under one policy or vector and then utilizing managerial resources to the maximum degree.
  2. 2)Basic promises that underpin the trusting relationships with stakeholders who support our enterprise
  3. 3) Preparedness for unexpected ordinary or extraordinary events
  4. 4)Rules each enterprise should follow for surviving as a member of society

Reason for Adopting the Current Corporate Governance System

The Company is a company with a Board of Corporate Auditors, and the Corporate Auditors and the Board of Corporate Auditors audit the execution of duties by the Directors and the Board of Directors.
The Board of Directors of the Company has both executive and supervisory functions. However, in order to speed up decision-making related to execution, the Board of Directors has introduced an executive officer system and delegated the execution of specific areas of business to executive officers.

The Board of Directors is composed of a diverse range of directors with different backgrounds in terms of expertise and experience, and has four independent and neutral outside directors.

To ensure the independence of the Board of Corporate Auditors, a majority of the Board of Corporate Auditors consists of outside auditors, and at least one of them is designated as an independent auditor as stipulated by the Tokyo Stock Exchange.

AEON delight has established the Nomination and Compensation Advisory Committee and the Evaluation Advisory Committee as voluntary advisory bodies to the Board of Directors in order to strengthen the independence, objectivity, and accountability of the Board of Directors in formulating policies and standards for nominating candidates for directors and for compensation of directors, and in determining individual nomination and compensation proposals, as well as in evaluating and analyzing the effectiveness of the Board of Directors as a whole. In addition, we have established a special committee as an advisory body to the Board of Directors to ensure that the opinions of minority shareholders and other stakeholders are appropriately reflected in the Board of Directors, from a standpoint independent of management executives and controlling shareholders.

Overview of Current Corporate Governance System

Corporate Governance Structure Chart



Board of Directors
The Board of Directors plays the second most important role in AEON delight's corporate governance system after the General Meeting of Shareholders. The Board of Directors makes important management decisions and provides highly effective supervision of Directors, Executive Officers, and other senior management.
In principle, Regular Board of Directors Meetings are held once a month, and Extraordinary Board of Directors Meetings are held as necessary.


Corporate Auditors and Board of Auditors
Corporate Auditors attend the meetings of the Board of Directors and Board of Executive Officers as well as other important meetings, and serve a key supervisory function with regard to decisions made and duties executed by the Directors and Board of Directors. 


Management Committee
The Management Committee consists of Managing Officers and above and other members as necessary depending on the content of the discussions, and discusses important management matters such as management policies and strategies. In particular, proposals to be submitted to the Board of Directors are submitted after thorough deliberation by the Management Committee to ensure that the Board of Directors can deliberate on matters fully and make appropriate decisions.

Voluntary advisory groups to the board of directors

Nomination and Compensation Advisory Committee
The Nomination and Compensation Advisory Committee was established to enhance the transparency and objectivity of the Board of Directors. To this end, it advises and reports to the Board of Directors on the selection and nomination of candidates for Director and Corporate Auditor, succession planning for the President and Representative Director, and incentive plans and compensation for Directors. The Committee likewise advises and reports on the election and dismissal of Representative Directors and Directors of Group companies. After the 2022 Annual Meeting of Shareholders, we have made the majority of the members of the Nomination and Compensation Advisory Committee independent Outside Directors.


Evaluation Advisory Committee
The Evaluation Advisory Committee was established to strengthen the independence and objectivity of the Board of Directors. The Committee analyzes and evaluates the effectiveness of the Board of Directors as a whole and provides advice and recommendations to the Board of Directors.The committee is composed of directors and corporate auditors, including several independent outside directors, and the chairperson is appointed from among the independent outside directors as a general rule.


Special Committee
The purpose of the Special Committee is to ensure that the opinions of minority shareholders and other stakeholders are appropriately reflected in the Board of Directors from a standpoint independent of management and controlling shareholders. The Committee’s chair and all members are independent Outside Directors, and meetings are held when there is a concern about a conflict of interest between controlling shareholders and minority shareholders. 

Overview of each meeting and committee

Meeting Number of sessions* Committee Members
Board of Directors 17 Kazumasa Hamada, President(Chairman); Goro Miyamae, Director; Tetsuya Akutsu, Director; Hiroyuki Watanabe, Director; Yoshiaki Hompo, Independent Outside Director; Keiji Yoshikawa, Independent Outside Director; Asako Takada, Independent Outside Director; Toshio Shimada, Independent Outside Director 
Board of Auditors 15 Takashi Kuroda, Outside Auditor(Chairman); Tsukasa Takahashi, Independent Outside Auditor; Mari Ebisui, Independent Outside Auditor; Takashi Fujimoto, Auditor
Nomination and Compensation Advisory Committee 8 Asako Takada, Independent Outside Director(Committee Chairman); Kazumasa Hamada, President; Keiji Yoshikawa, Independent Outside Director; Toshio Shimada, Independent Outside Director; Goro Miyamae, Director
Evaluation Advisory Committee 1 Yoshiaki Hompo, Independent Outside Director(Committee Chairman); Kazumasa Hamada, President; Keiji Yoshikawa, Independent Outside Director; Tsukasa Takahashi, Independent Outside Auditor
Special Committee Yoshiaki Hompo, Independent Outside Director(Committee Chairman); Keiji Yoshikawa, Independent Outside Director; Asako Takada, Independent Outside Director; Toshio Shimada, Independent Outside Director

*Number of meetings held in FY2022

Strengthening the system to enhance Group governance

We are building the following three pillars of Group governance to accelerate the growth strategy of the entire AEON delight Group and to strengthen the Group governance system: (1) growth strategy by individual company; (2) budget and performance management; and (3) internal control system.
Our Board of Directors and the AEON delight Group Company President's Committee, to which authority has been transferred, monitor whether these three pillars of Group governance are functioning systematically and make decisions on resource reallocation for each company.

Other Voluntary Committees

In March 2021, as part of the governance initiatives to prevent misconduct at Group companies, we established the Group Governance Enhancement Promotion Committee, which is responsible for monitoring the maintenance and continuation of the efforts of the Recurrence Prevention Committee, which was created when accounting irregularities were discovered at a subsidiary, and the Corporate Culture Committee, which is responsible for instilling the Group’s common philosophy and Delight Way as a mindset for all Group employees, as well as for creating a fulfilling workplace environment.

The Group Governance Enhancement Promotion Committee discusses the effectiveness of recurrence prevention measures within the Group and the status of internal controls for the entire Group every month, and implements additional measures as necessary on a case-by-case basis. The Corporate Culture Committee carried out specific measures in fiscal 2022, such as holding a discussion titled "As a First Step toward Becoming a Fulfilling Place to Work" for managers at each regional office, based on the results of the Fulfilling Company Questionnaire for Group employees, which was conducted in fiscal 2021 with the aim of creating a fulfilling workplace.
In addition, the Risk Management Committee identifies misconduct at Group companies as a material risk and engages in risk management and implements recurrence prevention measures to mitigate risks.
These three committees are comprehensively involved in Group-wide monitoring and activities to promote measures to strengthen internal controls in the areas under the responsibility of headquarter departments including Finance and Accounting, Personnel and General Affairs, IT Infrastructure, Compliance, Internal Controls, and Legal Affairs.

Furthermore, in April 2022, we established the Sustainability Committee as a company-wide promotion body for ESG management to solve social issues through our business activities. The Sustainability Committee is responsible for holding discussions on ESG management promotion, including priority initiatives based on the Basic Policies for Sustainability and Material Issues, as well as summarizing the discussions and reporting to the Board of Directors.

Cooperation among Audit & Supervisory Board Member, Accounting Auditors and Internal Audit Departments

Auditors hold meetings periodically and as required with the Accounting Auditor to exchange information. AEON delight has concluded an audit agreement with Deloitte Touche Tohmatsu LLC as the Accounting Auditor and receives audits based on the Company Act and the Financial Instruments and Exchange Act.
The Office of Corporate Audit has been established as the Group Corporate Audit Department and conducts assessments and audits in a planned manner to enhance appropriateness and efficiency of internal control across all business operations with efforts made to ensure smooth management and control of business affairs. The corporate auditors exchange information and opinions with the Group Corporate Audit Department on a regular and daily basis, and as necessary, and also organizes three-way audit meetings to ensure mutual cooperation. 

Accounting Auditor

AEON delight has elected Deloitte Touche Tohmatsu LLC as its Accounting Auditor and receives accounting audits from the company. There is no special vested interest between AEON delight and Deloitte Touche Tohmatsu LLC or any of the public accountants engaging in the auditing work.
The accounting audit system for the fiscal year under review is as follows.
Name(s) of the certified public accountant(s) who performed the audit
CPAs that performed the audit: Kazunari Todoroki and Seiji Oguchi
Composition of assistants for audit work
19 certified public accountants, 22 others

 

Corporate Governance Code compliance status

AEON delight has implemented all of the principles of the Corporate Governance Code, with the exception of "Supplementary Principle 4-11-1: Views on balance, diversity, and size of the Board of Directors as a whole," as described in our Corporate Governance Report.

Evaluation of Board effectiveness

Evaluation Process

The Evaluation Advisory Committee, a voluntary advisory body to the Board of Directors, administered a self-evaluation based on a questionnaire* in March 2023, and analyzed and evaluated the results. Based on the results of the analysis and evaluation by the Evaluation Advisory Committee and an opinion from the Company’s legal counsel, the Board of Directors assessed the effectiveness of the Board of Directors at a meeting held on May 19, 2023.
* Self-evaluation based on a questionnaire: All directors and corporate auditors responded to a questionnaire regarding the effectiveness of the Board of Directors.

Evaluation items

1. Composition of the Board of Directors, 2. Operation of the Board of Directors, 3. Agenda of the Board of Directors, 4.Structure to support the Board of Directors, 5. Roles and responsibilities of the Board of Directors, 6. Others

Overview of evaluation results

We evaluated that the effectiveness of decision-making and supervision of business execution by the Board of Directors is being maintained in line with the Company's basic approach to corporate governance.

The composition of the Board of Directors is designed to ensure the effective operation of the Board of Directors, with half of the members being outside directors, in consideration of its role as a supervisory function for management, and the appointment of female directors to embrace diversity. In terms of operations, we saw improvements in managing the agenda of the Board of Directors meetings based on an annual plan, and in ensuring that outside directors are briefed on the agenda in advance according to a schedule, which helps facilitate effective discussions at the Board of Directors meetings.

On the other hand, we recognize the need to continue improving existing issues, such as carrying out discussions on important management issues such as business portfolios, reporting on the status of business execution, and succession planning.

Policy on Measures to Protect Minority Shareholders in Conducting Transactions with a Controlling Shareholder

AEON delight belongs to a corporate group consisting of Aeon Co., Ltd. (pure holding company; “Aeon Co. Ltd.”) and Aeon Co., Ltd. consolidated subsidiaries and equity-method affiliates.

The Company makes its own independent management decisions related to daily business operations, and confers with or reports to Aeon Co. Ltd. concerning key management issues. The growth of Aeon Co., Ltd. and its group companies leads to more business opportunities for the Company. Therefore, the Company believes that collaboration and maximization of synergies with Aeon Group companies will contribute to the expansion of minority shareholders' interests.

In accordance with Article 9 "Prevention of transactions that go against shareholders’ interests" of the Company's Guidelines, the Company ensures the economic rationality of the terms and conditions of transactions with Aeon Co., Ltd. and its group companies from the perspective of protecting minority shareholders, and concludes particularly important contracts through resolutions at meetings of the Board of Directors attended by outside directors and outside corporate auditors who are designated as independent officers and corporate auditors as stipulated by the Tokyo Stock Exchange, Inc.

In addition, we established a special committee in May 2022 as an advisory body to the Board of Directors, with the chairman and all members being independent outside directors, for the purpose of appropriately reflecting the opinions of minority shareholders and other stakeholders in the Board of Directors from a standpoint independent of management executives and controlling shareholders in the event of matters that may cause conflicts of interest between controlling shareholders and minority shareholders.