Director of directors
In principle, decisions are made at the Board of Director meeting held once a month.
The Management Council operates to solicit the opinions of participants such as Executive Officer and Division General Manager in order to ensure a broader perspective and transparency.
Meeting features
- The seats have a round table layout so that everyone's faces can be seen.
- There are no upper or lower seats, and the seats are changed every time so that you can always participate with a fresh feeling.
- Disclosure of the minutes of the management meeting, including not only the matters to be resolved but also the content of each person's remarks, to all Staff within one week
TRUSCO Skill matrix
We have combined the skills necessary for management with the Open Judging System (OJS = 360-degree evaluation) that we have been implementing in the past, and expressed the skill matrix of Director in a "T-shape".
We believe that the most important skill of the President is the idea of strategies, measures, and systems.
Regarding the President, we disclose the strategies, measures, and systems that were invented as a manager aiming for Creativity in Management. For Director and corporate auditors, in addition to having 11 skills judged from experience and achievements, by utilizing the Open Judging System (OJS = 360 degree evaluation) firmly rooted in the Company during many years of system operation. It enhances the fairness and objectivity of the evaluation.
Regarding OJS of the President, the voting results from shareholders who attended the General Meeting of Shareholders are disclosed as an important evaluation index (President OJS).
Department General Manager Kazuo Nakai
| Open Judging System (OJS = 360 degree evaluation) (4 points x 6 items total 24 points) | ||||||
|---|---|---|---|---|---|---|
| captured the essence judgement |
management ability | Originality· Creative ability |
problem-solving ability | communication ability | Shushazentaku (fairness, fairness, sincerity) | total (year-on-year) |
| 3.0 | 3.0 | 2.3 | 3.1 | 3.2 | 3.0 | 17.5 ▼(△ 0.9) |
- Total (year-on-year change)
- 17.5 ▼(△ 0.9)
Department General Manager Manager of Digital Strategy Headquarters
Orange Book Department General Manager Atsushi Kazumi
| Open Judging System (OJS = 360 degree evaluation) (4 points x 6 items total 24 points) | ||||||
|---|---|---|---|---|---|---|
| captured the essence judgement |
management ability | Originality· Creative ability |
problem-solving ability | communication ability | Shushazentaku (fairness, fairness, sincerity) | total (year-on-year) |
| 2.9 | 2.7 | 2.8 | 2.8 | 2.8 | 2.6 | 16.7 ▼(△ 1.3) |
- Total (year-on-year change)
- 16.7 ▼(△ 1.3)
Department General Manager Hideki Naokichi
| Open Judging System (OJS = 360 degree evaluation) (4 points x 6 items total 24 points) | ||||||
|---|---|---|---|---|---|---|
| captured the essence judgement |
management ability | Originality· Creative ability |
problem-solving ability | communication ability | Shushazentaku (fairness, fairness, sincerity) | total (year-on-year) |
| 2.6 | 2.5 | 2.4 | 2.8 | 2.8 | 2.8 | 15.9 ▼(△ 1.0) |
- Total (year-on-year change)
- 15.9 ▼(△ 1.0)
Tatsuya NakayamaGeneral Department General Manager Merchandising Division
| Open Judging System (OJS = 360 degree evaluation) (4 points x 6 items total 24 points) | ||||||
|---|---|---|---|---|---|---|
| captured the essence judgement |
management ability | Originality· Creative ability |
problem-solving ability | communication ability | Shushazentaku (fairness, fairness, sincerity) | total (year-on-year) |
| 3.3 | 2.9 | 2.9 | 3.1 | 3.1 | 3.2 | 18.5▲(0.1) |
- Total (year-on-year change)
- 18.5▲(0.1)
Open Judging System (OJS = 360 degree evaluation) based Officer Evaluation
We have introduced a personnel evaluation system that allows Division General Manager and above to receive multifaceted evaluations. Voters will vote for the target person with a maximum of 4 points for each rating item (24 points in total) based on their attitude toward work. In addition to the voting results, we also consider daily behavior, judgment, problem-solving ability, etc. as criteria for promotion and demotion.
Establishment of outside Director (board brain)
Outside Director are appointed based on being a person who has extensive knowledge and sufficient experience in corporate management and can contribute not only to "prevention of fraud" but also to "sustainable growth and improvement of corporate value". increase.
We call outside Director Board Brain (BB). We named it because we want you to contribute to the development of our company through advice and support that make use of our abundant experience and knowledge.
Kenichi Saito
Company President of Foresight and Company Co., Ltd.
- Attendance at the 60th Director Meeting: 90% (9/10)
- Number of years in office (at the end of the 60th Ordinary General Meeting of Shareholders): 7 years
Outline of reasons for becoming an outside Director and expected roles
Kenichi Saito has experience in a company that develops business globally and runs a management consulting company. Based on my experience and insight as a management expert, I have been appointed as an outside Director because I can expect fair and objective advice for the sustainable improvement of corporate value of the Company.
Kuniaki Hagihara
Hagiwara Industry Co., Ltd. Counselor
- Attendance at the 60th Director meeting: 100% (10/10 times)
- Number of years in office (at the end of the 60th Ordinary General Meeting of Shareholders): 7 years
Outline of reasons for becoming an outside Director and expected roles
Mr. Kuniaki Hagiwara has abundant experience and wide-ranging insight as a person with experience in the manufacturing industry, and in addition to the supervisory function and advice from the perspective of shareholders and investors, in order to improve the corporate value of our company for sustainable growth. I have been appointed as an outside Director because I can expect to contribute to the swift and decisive decision-making of the management team.
Takako Suzuki
ST Co., Ltd. Chairman
- Attendance at the 60th Director meeting: 100% (10/10 times)
- Years in office (at the end of the 60th Ordinary General Meeting of Shareholders): 3 years
Outline of reasons for becoming an outside Director and expected roles
Takako Suzuki has a wealth of knowledge and broad insights regarding corporate management, and in addition to supervisory functions and advice from the perspectives of shareholders and investors, the management's swift and decisive decision-making is aimed at the sustainable growth of the Company. I have been appointed as an outside Director because I can expect to contribute to.
Officer composition
Director ratio
社内取締役：５名
社外取締役：３名
Audit & Supervisory Board Member Ratio
社内監査役：１名
社外監査役：３名
Ratio of female officers
女性：１名
男性：１1名
