Integrated Report 2021(For the year ended December 31, 2020)

Dialogue between Outside OfficersWe will evolve our corporate governance systems toward achieving further growth in today’s highly unpredictable external environment.Developments such as the global COVID-19 pandemic and the trend toward decarbonization highlight the changes underway in the external environment. In what ways must Yamaha Motor evolve its corporate governance systems to achieve its Long-Term Vision amid these changes? Outside Director Tetsuji Ohashi and Outside Audit & Supervisory Board Member Masatake Yone discussed their thoughts on this topic.Tetsuji OhashiOutside DirectorMasatake YoneOutside Audit & Supervisory Board MemberOverall Assessment of Yamaha Motor’s Corporate GovernanceYone I would like to begin by talking about the discussions we have at meetings of the Board of Directors. As of 2021, I am in my third year as an outside Audit & Supervisory Board member at Yamaha Motor and I feel that every Board meeting sees open and frank discussions. This leads to my belief that Yamaha Motor is fortunate to have such a proactive Board of Directors.Ohashi I agree. Board meetings present an atmosphere in which it is easy for outside officers like myself to voice our opinions and proceedings are highly transparent. When I pose a ques-tion, I often receive an answer on the spot, but there are also occasions in which additional materials are prepared to provide more in-depth explanations during the hiatus before the next meeting. This level of diligence is a clear indicator that the Company is earnest in its reception of our input.The basic role of outside directors is to oversee management and the execution of duties, but I believe that finding ways to push a company forward toward sustainable growth and higher corporate value is another important role. When I served as the president of a company in the past, I remember receiving multifaceted opinions from outside officers on the growth scenarios and strategies formulated by the executive team, and I found them very informative. Similarly, I believe that the per-spective and insight I gained in B2B operations can offer extra benefits to the B2C operations of Yamaha Motor. I therefore intend to continue proactively offering my input to help Yamaha Motor achieve more robust growth and higher corporate value.54Corporate Governance Yamaha Motor Co., Ltd. Integrated Report 2021

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