Our Policy on Corporate Governance

The Daifuku Group emphasizes the fulfillment of its corporate social responsibility (CSR) based on the following management philosophy:

  1. Provide the best solutions to benefit the global markets and the development of society.
  2. Focus on healthy, growth-driven global management under a diverse and positive corporate culture.

Daifuku has enhanced its corporate governance framework by developing the Board of Directors, including two independent outside directors, and the Audit & Supervisory Board consisting of five members, three of whom are elected from outside the Company. Daifuku believes that the management oversight system functions sufficiently through the close collaboration of the two Boards. In addition, Daifuku has introduced the corporate officer system to encourage rapid decision-making on business execution.

Daifuku acknowledges that a firm internal control system will make corporate governance more workable, thereby leading to enhanced corporate credibility in addition to efficient and effective operations, and will seek to ensure compliance with laws and regulations, risk management, secured assets, and credible financial reporting.

Corporate Governance Report


Corporate Governance Report PDF (76 KB)

Corporate Governance Framework

1. Board of Directors

Daifuku's Board of Directors consists of 10 directors. The directors’ term of office is one year. Daifuku holds regular monthly meetings of the Board of Directors to make decisions on fundamental management issues, with extraordinary meetings convened as necessary, on six occasions during the fiscal year ended March 31, 2017.

The directors manage their respective business operations in accordance with resolutions made at the Board of Directors' meetings.

The two independent outside directors provide insightful advice and recommendations to the Board of Directors based on their abundant experience and extensive knowledge of corporate operations, corporate legal affairs, and accounting, etc. They also ensure the transparency of management and supervise business execution by the inside directors.

2. Audit & Supervisory Board

Daifuku maintains an Audit & Supervisory Board made up of five Audit & Supervisory Board members, three of whom are elected from outside the Company. Daifuku held meetings of the Audit & Supervisory Board on six occasions during the fiscal year ended March 31, 2017.

3. Advisory Committee

Daifuku has the Advisory Committee to advise the Board of Directors concerning important matters on the nomination and remuneration of directors and the management team members to ensure corporate transparency, the purpose of the Japan's Corporate Governance Code, and respond to social requirements. The Advisory Committee is comprised of three representative directors and two outside directors and is chaired by one of the outside directors, and the meetings were held on four occasions during the fiscal year ended March 31, 2017.

4. Other bodies, etc.

For important management matters, a body comprising all directors, the Management Advisory Meeting, is in place to confer. With Audit & Supervisory Board members in attendance, the Meeting also seeks the opinions of external specialists on an as-needed basis. Convened by the president as he sees fit, the Management Advisory Meeting meets on a timely basis as appropriate. In the fiscal year ended March 31, 2017, Daifuku held one meeting.

In addition, Daifuku introduced the corporate officer system for the purposes of the following:

(1) Accelerating decision-making on business execution through a reduction in the number of directors as well as further revitalizing the Board of Directors by promoting more rigorous deliberations.
(2) Engage in functional and efficient business operations to serve as corporate officers and execute business based on authority bestowed upon them by the Board.

With the introduction of the corporate officer system, Daifuku holds officers' meetings with all directors, corporate officers, and full-time Audit & Supervisory Board members, etc. attending and participating in deliberations. The meetings are held every month, fitting in with scheduled Board of Directors meetings. Corporate officers participate in meetings of the Board of Directors and the Management Advisory Meeting, depending on the matters to be discussed.

Daifuku also holds Japanese affiliate company meetings about once every three months, and representatives of the companies report on business conditions and other information to its representative directors and Audit & Supervisory Board members. In addition, Daifuku holds annual global affiliate management meetings to share information on business plans, with presidents from all over the world in attendance.

Risk Management System Policy

Task force for the role-play training

Task force for the role-play training

To develop an appropriate risk management system to respond to anticipated risks that have a significant impact on the Daifuku Group's business activities, the senior managing director acts as Chief Risk Officer (CRO), supervising the Corporate Affairs Operations, which develop and execute countermeasures.

Daifuku has taken steps to address significant risks, such as earthquakes, wind, floods, lightning, fire, and new strains of influenza. In addition, to enhance companywide business continuity management (BCM), the Company also documented the risk management system it has built. By also establishing an organization composed of managers of respective business operations, to facilitate risk management, the Company seeks to reduce and minimize management risk and build a more practicable system for emergencies.

During the fiscal year ended March 31, 2015, Daifuku implemented a role-play training that simulated a scenario of a large earthquake at the Shiga Works. Moving forward, by sharing and implementing risk countermeasures across the Daifuku Group, the Company will strive to establish companywide BCM to garner further recognition by stakeholders and third parties.