General Meeting of Shareholders
Board of Directors (Directors)
CSR Management Ofice
• Corporate Ethics Committee
• Customer Satisfaction Committee
• Social Contribution Committee
Audit & Supervisory
Committee (Directors serving as Audit &
Supervisory Committee members)
Audit Ofice Representative Directors
Management decisions
Operational execution
Management Meetings (Executive Oficers)
Operational Execution Divisions
• Administrative Division
• Marketing Division
• Production Division
• Technical Division
• Domestic and Overseas Subsidiaries
Appointment / Dismissal
Promotion Informing / Reporting
Appointment / Dismissal
Appointment / Dismissal
Internal Auditing Auditing /
Supervision Cooperation
Cooperation Informing
Account Auditing / Internal Control Auditing
Independent Auditor Basic Philosophy
The Company believes that the fundamentals of corporate governance are to achieve thorough legal compliance, to increase management transparency and promote corporate ethics, and to make prompt decisions and effectively execute operations. By enhancing and reinforcing corporate governance, we aim to further increase our corporate value and joint proits with shareholders.
Corporate Governance System 1. Corporate Governance System
The Company has selected the Company with Audit & Supervisory Committee system described in the Companies Act of Japan for its organizational structure. The Company has placed directors that are also Audit & Supervisory Committee members with voting rights on its Board of Directors in order to strengthen the Board’s supervisory function, with a view to stepping up corporate governance and to streamlining management even further. The Company has appointed 16 directors, of whom four are Audit & Supervisory Committee mem- bers and four are outside directors.
Held once a month to make important decisions with regard to management, Board of Directors’ meetings are also held on an ad hoc basis as necessary to strive for rapid decision making. Primarily
comprising executive oficers (including directors serving concur- rently) responsible for the execution of business, management meet- ings are also held once a month and endeavor to streamline business operations through the sharing of information among all business divisions.
The Audit & Supervisory Committee meets once a month and con- ducts monitoring audits that focus on matters reported from the Audit Ofice, which is the Company’s internal control division. In addi- tion to performing audits covering the appropriateness and legality of the execution of directors’ duties, each and every Audit & Supervisory Committee member also plays a role in supervising the execution of the directors’ duties through the exercise of the voting rights on the Board of Directors.
• Evaluation of Board of Directors’ effectiveness
In April 2017, the Company conducted an evaluation of the effective- ness of the Board of Directors. Details are as follows.
Overview
Based on the principles of Japan’s Corporate Governance Code, all 16 directors illed out a survey on matters such as the structure and operation of the Board of Directors, which included some open-ended questions. The results of these surveys were analyzed by
representative directors, and a inal evaluation was received from outside directors, who are independent oficers of the Company. In this inal evaluation, outside directors stated that the survey ques- tions and method were rational overall and that the measures in the iscal year under review (earlier distribution of documents, elimina- tion of overlaps between the Board of Directors and management meetings, enhancement of discussion at meetings of the Board of Directors), which were taken based on the results of the previous iscal year’s survey, were producing improvements. However, the inal evaluation included suggestions for further improvements and a request for consideration of methods of addressing the governance themes that were set out in the iscal year under review’s survey. Based on this feedback, we will take steps to develop an environment that facilitates improved Board of Directors’ effectiveness.
• Director training policies (1) New director training
After assuming their position, new directors are provided training from outside institutions to endow them with the legal, accounting, and other knowledge necessary to management.
(2) Regular training
Once or twice a year, directors undergo training on contemporary issues from lawyers or other outside lecturers. These training ses- sions serve as opportunities to hone the sense of judgment that is crucial to members of the Board of Directors.
(3) Special training
When necessary, directors participate in seminars at the Company’s expense to acquire the specialized insight required to perform their duties.
2. Internal Control System
With regard to an internal control system to ensure that the execution of directors’ duties is in compliance with laws and regulations as well as the Articles of Incorporation, and a system to ensure the appropri- ateness of the execution of other business, the Company decided on the following matters at the Board of Directors’ meeting held on June 24, 2015.
• System to ensure that the execution of the duties of directors and employees is in compliance with laws and regulations as well as the Articles of Incorporation
To ensure that the execution of the duties of directors and employees is in compliance with laws and regulations as well as the Articles of
Incorporation and that a sense of ethics is maintained, the Company established its motto of “Sincerity and Creativity,” on which its Code of Conduct was based. To ensure the effectiveness of the compliance system with regard to laws and regulations as well as the Articles of Incorporation, the Audit Ofice—an organization under the president’s direct supervision—investigates and veriies, by means of audits based on the Internal Audit Regulations, whether all of the
Company’s operations are being appropriately and reasonably imple- mented and pursuant to laws, the Articles of Incorporation, internal rules and regulations. The results of those audits are regularly reported to directors.
• System for storing and managing information related to the execution of directors’ duties
Documents are stored and managed in accordance with rules determined for each document type, including those documents stipulated by law.
• Regulations and other systems pertaining to management of risks of loss
By promoting the issue of manuals by division and facilitating their thorough use, the Company makes preemptive efforts to reduce or avoid risk. In the case of speciic risks, the Company promotes reviews of and improvements to response measures as risks arise. For emergency situations, such as the occurrence of a disaster, the Company has established the Companywide Crisis Management regulations, in addition to a BCMS, which is based on these regula- tions. These are separate from risk management initiatives con- ducted through normal operations, and we strive to ensure that a crisis management organization can be quickly established in the event of an emergency.
• System to ensure that the execution of the duties of directors is eficiently conducted
In addition to setting out the duties for which directors are responsible for and that correspond to the allocation of roles of each organization, based on the Regulations on the Division of Duties, the Company works to separate management from execution and accelerate decision making by the introduction of an executive oficer system. Moreover, the Company reviews internal organizations as necessary to be able to respond to environmental changes and works to maintain eficiency in the execution of the duties of directors by such means as the setting up of cross-organizational committees on an as-required basis.
• System to ensure the appropriateness of business in the corporate group comprising the Company and its subsidiaries
Based on the Afiliate Company Operational Regulations, the Company works to maintain the appropriateness of its operations as a group entity by having each of its principal business divisions control the operations of Group companies. Based on the Afiliate Company Operational Regulations, the Company works to maintain a system for receiving corporate performance, risk, and other important reports from each Group company regularly or on an as-required basis. Providing business management and support from the appropriate division as necessary, the Company promotes management eficiency in each company. To ensure that Group companies are in compliance with laws and regulations as well as the Articles of Incorporation, audits are conducted by each company’s internal audit system and by the Company’s Audit Ofice.
• Matters relating to the employees who are tasked to assist the duties of the Audit & Supervisory Committee, matters relating to the independence of said employees from directors, and matters relating to ensuring the effectiveness of Audit & Supervisory Committee instructions with respect to said employees
To further raise the effectiveness of Audit & Supervisory Committee audits and maintain a system to carry out audit duties more smoothly, the Company has established the Audit & Supervisory Committee secretariat, which supports and takes on Audit & Supervisory Committee duties. It is assumed that the Audit & Supervisory Committee’s consent has to be obtained for transfers of personnel to the Audit & Supervisory Committee secretariat staff, personnel eval- uations, and disciplinary action. The instructions and orders given to Audit & Supervisory Committee secretariat staff are also deemed to be given by directors serving as Audit & Supervisory Committee members. With regard to said instructions and orders received from Audit & Supervisory Committee members, with the exception of those instructions and orders that are not necessary for the duties of Audit
& Supervisory Committee members, it is assumed that Audit & Supervisory Committee secretariat staff do not receive instructions and orders from directors or other employees.
• System relating to the reporting of cases to the Audit & Supervisory Committee and system for ensuring that the submitting of such reports is not seen as reason enough for the person who submitted them to be subjected to disadvantageous treatment
With regard to cases that are likely to signiicantly damage the Company or a Group company, such as violations of laws or regula- tions, all Group directors and employees are to report such cases to the Company’s Audit & Supervisory Committee. In addition, it is deemed that the Audit & Supervisory Committee will be able to directly demand business-related reports for all Group directors and employees. Under the Company’s Internal Reporting System Operation Regulations and its Global Internal Reporting System Regulations, the Company has established a helpline that can be used by all Group directors and employees and endeavors to maintain a system to ensure that the submitting of such reports is not seen as reason enough for the person who submitted said notiication or report to be subjected to disadvantageous treatment. In the event of an internal notiication via the helpline, this will be reported to the Audit & Supervisory Committee.
• Matters concerning policy relating to the handling of costs or liabil- ities arising from the execution of duties of Audit & Supervisory Committee members
When an Audit & Supervisory Committee member invoices the Company for the prepayment or redemption of expenses incurred for the execution of their duties, said costs or liabilities will be promptly handled following discussions in the department responsible, with the exception of cases in which said costs have been recognized as being not necessary for the execution of said Audit & Supervisory Committee member’s duties. In addition, should Audit & Supervisory Committee members deem that independent outside experts (such as lawyers, certiied public accountants, etc.) are necessary as advis- ers to the Audit & Supervisory Committee, the Company will bear those costs, with the exception of cases in which said costs have been recognized as being not necessary for the execution of said Audit & Supervisory Committee’s duties.
• Other system for ensuring that the Audit & Supervisory Committee carries out audits effectively
With a view to ensuring a system so that Company information reaches the Audit & Supervisory Committee unhindered, the Company works to maintain an environment in which information is
received not only from directors (excluding directors serving as Audit
& Supervisory Committee members) and from employees but also from independent auditors, corporate lawyers, tax accountants, and other specialists. The Company has a system in place to ensure regu- lar meetings with representative directors and venues for important discussions, such as management and strategy meetings, for Audit & Supervisory Committee members to attend and state opinions.
3. Basic Policies and Systems for Preventing Relationships with Antisocial Forces
The Company stands in irm opposition to all antisocial forces and organizations that threaten to disrupt the order and safety of civil society while practicing a strict policy of non-association with such entities. We have made this commitment clearly apparent in the LINTEC Compliance Guidelines and are taking steps to ensure thor- ough awareness with this regard among all directors and employees. We reject any illegitimate requests from antisocial forces and organizations and maintain close collaborative relationships with the police, centers for the removal of criminal organizations, lawyers, and other specialists to combat such requests. Should we be approached by antisocial forces or organizations, we will closely coordinate with such institutions, organizations, lawyers, or other specialists to furnish a quick, organization-wide response.
4. Risk Management System
The Company has established the Companywide Crisis Management Regulations as well as a risk management system for minimizing the possible impact and damage to corporate value if a major problem arises. It has also implemented and oversees the Information Security Management Rules and the Trade Secret Management Rules for the preservation and management of information. There are also Companywide risk assessments centered on the CSR Management Ofice.
5. Limited Liability Contracts
In accordance with Article 427, Paragraph 1 of the Companies Act, the Company has entered into a contract with each of its non-executive directors—outside directors Kazumori Fukushima, Toru Nozawa, Satoshi Ohoka, and Kanako Osawa—that limits liability for compen- sation for damages under Article 423, Paragraph 1 of the Companies Act. Based on this contract, liability for compensation for damages is limited to ¥10 million or the minimum liability amount stipulated by law, whichever is greater.
Internal Audits and Audit & Supervisory Committee Audits 1. Internal Audits
The Audit Ofice regularly implements internal audits of divisions, work sites, plants, and afiliated subsidiaries in addition to verifying that operational execution processes and results comply with the law and internal regulations. The status of these internal audits is reported when necessary to the Audit & Supervisory Committee, and opinions are exchanged on the results of the audits.
2. Audit & Supervisory Committee Audits
The Company’s Audit & Supervisory Committee comprises four direc- tors serving as Audit & Supervisory Committee members, of whom three are outside directors. While utilizing the internal control system, the Audit & Supervisory Committee cooperates with the Audit Ofice and the independent auditor, receives the necessary reports, and conducts audits of the directors’ business execution through such methods as exchanges of opinions. Each Audit & Supervisory Committee member attends management and other meetings, obtains the information needed for the audits, attends Board of Directors’ meetings as a director, and supervises the directors in the execution of their duties by stating opinions and participating in reso- lutions through their voting rights.
Audit & Supervisory Committee members Hiroshi Okada and Toru Nozawa have considerable knowledge of inance and accounting, having gained many years of experience in their respective roles at the Company’s administrative and audit divisions and Nippon Paper Industries Co., Ltd.’s administrative division.
Outside Directors
The Company has selected Kazumori Fukushima, Toru Nozawa, Satoshi Ohoka, and Kanako Osawa as its four outside directors. With the exception of Kazumori Fukushima, the other three are also Audit
& Supervisory Committee members.
1. Human, Financial, and Business Relationships and Other Shared Interests between the Outside Directors and the Company There are no particular shared interests between the Company and Kazumori Fukushima, but Nippon Paper Industries Co., Ltd., where he serves as an executive oficer, is a major trading partner of the Company, which purchased ¥2,145 million worth of raw materials from and sold ¥42 million worth of products to Nippon Paper (both results from the iscal year ended March 31, 2017). In addition, Nippon Paper is a major shareholder in the Company; its holding amounted
to 21,737,792 shares (28.39% of the total number of Company shares outstanding) on March 31, 2017.
There are no particular shared interests between the Company and Satoshi Ohoka, who is an independent committee member as stipulated in the Company’s rules of large-scale purchase to deal with an act of large-scale purchase.
There are no particular shared interests between the Company and Toru Nozawa, but Nippon Paper Industries Co., Ltd., where he serves as a director and an executive oficer, is a major trading part- ner of the Company, which purchased ¥2,145 million worth of raw materials from and sold ¥42 million worth of products to Nippon Paper (both results from the iscal year ended March 31, 2017). In addition, Nippon Paper is a major shareholder in the Company; its holding amounted to 21,737,792 shares (28.39% of the total number of Company shares outstanding) on March 31, 2017.
There are no particular shared interests between the Company and Kanako Osawa, who is an independent committee member as stipulated in the Company’s rules of large-scale purchase to deal with an act of large-scale purchase.
2. Functions Performed and Roles Served by Outside Directors in the Company’s Corporate Governance
By utilizing knowledge and experience from his directorship experi- ence at Nippon Paper Industries Co., Ltd., and his many years of business experience in this company’s production and sales divisions, Kazumori Fukushima is able to strengthen the Company’s Board of Directors’ supervisory function. He is thus considered qualiied to be an outside director.
By utilizing knowledge and experience from his directorship expe- rience at Nippon Paper Industries Co., Ltd., and his many years of business experience in this company’s administrative divisions, Toru Nozawa is able to audit and supervise the Company’s Board of Directors. He is thus considered qualiied to be a director serving as an Audit & Supervisory Committee member.
By utilizing his long years of policy-based inance experience, his rich international experience, his specialist academic experience, and his knowledge and experience gained as an outside director in indus- tries different to that of the Company, Satoshi Ohoka is able to audit and supervise the Company’s Board of Directors. He is thus consid- ered qualiied to be a director serving as an Audit & Supervisory Committee member. He is also designated as an independent director based on the criteria stipulated by Tokyo Stock Exchange, Inc. (TSE).
By utilizing her specialist expertise and extensive knowledge gained as an attorney, along with the knowledge and experience gained through her career in corporate legal affairs both at home and abroad, Kanako Osawa is able to audit and supervise the Company’s Board of Directors. She is thus considered qualiied to be a director serving as an Audit & Supervisory Committee member. She is also designated as an independent director based on the criteria stipu- lated by TSE.
3. The Company’s Basic Way of Thinking with Regard to the Independence of Outside Directors
The Company does not have its own set standards and policies with regard to the independence of outside directors and refers instead to the standards stipulated by TSE. Since appointment is based on a request from the Company, we recognize that independence from management is to be ensured.
4. Outside Directors’ Supervision of Directors’ Execution of Duties and Internal Auditing, Mutual Cooperation with Audit & Supervisory Committee Audits and Accounting Audits, and Relationship with the Internal Control Division
In addition to attending Board of Directors’ meetings and making necessary and effective remarks as appropriate during agenda delib- erations, outside directors cooperate with the Internal Audit Division and the independent auditor as well as oversee directors in the exe- cution of their duties.
Remuneration of Corporate Officers
1. Total Remuneration by Corporate Oficer Type
Corporate oficer type Total remuneration (Millions of yen)
Total remuneration by type (Millions of yen)
Number of people receiving remuneration Basic
remuneration Stock
options Bonuses Directors
(excluding Audit & Supervisory Committee members and outside directors)
450 353 11 85 11
Directors (Audit & Supervisory Committee members) (excluding outside directors)
19 19 — — 1
Outside oficers 16 16 — — 4
2. Policy Regarding Decisions on Amounts of Director Remuneration (1) Director remuneration (excluding Audit & Supervisory Committee
members)
Remuneration of directors (excluding Audit & Supervisory Committee members) consists of the following.
Basic remuneration
• Fixed amount determined based on rank as well as contributions to the director shareholding association
• Long-term incentives provided by enabling directors to periodically purchase and hold shares of Company stock through the director shareholding association based on contributions made
Bonuses
• The Company has established short-term incentives (remuneration linked to business performance) paid in amounts adjusted based on consolidated business results. However, the total amount paid does not exceed ¥150 million.
Stock options
• Long-term incentives provided together with the director shareholding association
The amounts of remuneration are decided by the Board of Directors in accordance with the Company’s internal rules on director remuneration and based on the duties and responsibilities of each director (excluding Audit & Supervisory Committee members), within totals approved at the General Meeting of Shareholders.
The remuneration assessment advisory meeting has been estab- lished as an advisory body for the president and CEO on matters regarding the assessment of and decisions on remuneration for directors (excluding Audit & Supervisory Committee members) with the aim of improving objectivity and transparency.
This body, which has members including external specialists, provides advice and makes suggestions to the president and CEO when necessary.
(2) Director (Audit & Supervisory Committee member) remuneration Audit & Supervisory Committee member remuneration is dis- cussed and decided by the Audit & Supervisory Committee in accordance with the Company’s internal rules on director remu- neration and based on each member’s duties and responsibilities, within totals approved at the General Meeting of Shareholders.
Policy on Holdings of Capital Tie-Up Shares
The Company views the establishment and maintenance of stable, long-term relationships with business partners as a matter of impor- tance. For this reason, shares of stock are held to form capital tie- ups when deemed appropriate based on a comprehensive evaluation of factors such as the Company’s business relationship with the part- ner in question. We only acquire such holdings when increasing trust and coordination with the business partner through holdings is judged as an effective means of mutually raising corporate value, and these holdings are reviewed based on this perspective when neces- sary. In exercising voting rights, the Company respects the manage- ment policies of the investee and votes for or against proposals based on a careful examination of whether or not the proposal will contrib- ute to improved corporate value and shareholder returns.
Stockholdings
Stocks held for purposes other than pure investment Number of issues: 56 issues
Total amounts recorded on balance sheet: ¥2,544 million
Fiscal Year under Review Speciic Investment Shares
Top 10 issues
Number of shares (Thousands)
Amounts recorded on balance sheet (Millions of yen)
Purpose of holding
Toray Industries, Inc. 1,160 1,144 To strengthen business
relationships
AMANO Corporation 224 499 Same as above
Fujipream Corporation 936 286 Same as above
Mitsubishi UFJ Financial Group, Inc. 159 111 Same as above
KING JIM CO., LTD. 76 66 Same as above
Soken Chemical & Engineering Co., Ltd. 35 55 Same as above
IMURA ENVELOPE CO., INC. 100 48 Same as above
Mizuho Financial Group, Inc. 206 42 Same as above
OZU CORPORATION 15 34 Same as above
ASAHI PRINTING CO., LTD. 12 32 Same as above
submission to and approval by the General Meeting of Shareholders held on June 24, 2015, of proposal No. 6. For details, please see the General Meeting of Shareholders section of the Company’s website (http://www.lintec-global.com/ir/stock/meeting.html). Further, the effective period of takeover defense measures is three years (until the end of the General Meeting of Shareholders to be held in June 2018).
Shareholder Interactions
The Company seeks to engage in constructive interactions with shareholders and other investors that contribute to sustainable growth and medium- to long-term improvements in corporate value. The Company has established an investor relations (IR) activity system and advances proactive initiatives based on the following poli- cies to facilitate this endeavor.
(1) The oficer responsible for IR implements and oversees the Company’s various IR activities, including individual meetings with shareholders and investors. In regard to responses to requests for individual meetings, members of senior management or directors will meet with shareholders or investors requesting meetings based, whenever appropriate, on the desires and interests of the requester. In the iscal year ended March 31, 2017, we held individ- ual meetings with more than 180 domestic and overseas institu- tional investors and analysts.
(2) The Public Relations Ofice, Finance & Accounting Department, General Affairs & Legal Department, and Corporate Strategic Ofice will play a central role in advancing the Company’s various IR activities. Relevant divisions pursue close coordination with these ofices and departments, exchanging information on a daily basis and meeting with members of senior management as appropriate to share necessary information.
(3) In addition to individual meetings, the Company’s IR activities include regular brieings on inancial results and medium-term business plans, visits to overseas investors, participation in IR conferences at which overseas investors gather, business explana- tory forums, and Company brieings for individual investors. In the iscal year ended March 31, 2017, the Company participated in a total of four IR conferences held in Tokyo. We seek to expand the range of information provided to domestic and overseas share- holders and other investors by publishing shareholder newsletters and annual reports and posting information in the IR section of our corporate website. At the same time, we collect feedback from a wide range of shareholders and other investors through surveys
Directors’ meetings or reported appropriately to management on an as-required basis.
(5) In interactions with shareholders and other investors, we practice stringent management of information in accordance with the internal Insider Trading Prevention Regulations to ensure that insider information is not disclosed. In addition, the Company’s disclosure policy stipulates that we will observe a quiet period that begins approximately one month prior to the announcement of quarterly inancial results to avoid leaks of inancial results and to maintain fairness. During this period, we will not answer questions or make comments on our inancial results and forecasts.
Helping to Strengthen
Governance from an
Outsider’s Perspective
Effectiveness of the Board of Directors
As LINTEC’s Board of Directors moves with the times in corporate governance, I think it is becoming more of a body that engages in debate rather than one that simply makes decisions. In addition to Board of Directors’ meetings, monthly management meetings are held and attended not only by directors but also executive oficers with responsibility for business execution, and the Board ultimately relects the results of the information sharing that takes place between directors and executive oficers. As an outside director, I make every effort to attend these meetings and deepen my understanding of LINTEC’s businesses. Board meetings and management meetings were previously held on the same day but now are held on separate days, and as a result, I have time to fully digest the management meeting discussions. Also, I can obtain Board meeting materials prior to the meeting, so I endeavor to promote thoughtful discussion with probing questions.
I think there are two types of corporate governance—defensive, with a system of mutual checks, and offensive, where risk is taken and consideration is given regarding the direction of management. LINTEC’s Board strives to achieve a good balance between the two, in my view.
The Role of an Independent Outside Director Who is a Member of the Audit & Supervisory Committee
As an attorney at law, I am frequently engaged in corporate law cases involving manufacturers, but I have little specialist knowledge of LINTEC’s adhesive product and specialty paper sectors. However, that means I am able to promote lively discussions at Board of Directors’
standpoint. It also seems that my asking questions makes it easier for company management to ask each other questions. As a member of the Audit & Supervisory Committee, I receive a wide variety of information from the Audit Ofice, and when there are things I am not clear about I make a point of asking questions at forums such as Board meetings.
Management inevitably involves risk, and I think that using my knowledge of corporate law to appropriately identify hidden risks is another important part of my role. I aim to help management in deciding whether risk is tolerable or should be quickly eliminated.
Toward Sustained Growth
Having been an outside director for two years, I realize that LINTEC has technology that other companies cannot match and a solid structure where each business division makes a proit. Growth strategies that embrace the whole company can be dificult to formu- late due to the wide range of businesses and large number of niche products, but I think that making three U.S. and European companies subsidiaries in 2016 sent a clear message to investors and employees about LINTEC’s global growth intentions. In the run-up to the decision, I was of course able to ask many questions at Board of Directors’ meetings from an outside director’s point of view and take part in full discussion of the suitability of taking this step from a risk and opportunity standpoint. The issue now is the synergies that can be created, and I hope to provide full support using the knowledge I have accumulated so far and my outsider’s perspective.
Kanako Osawa Outside Director,
Audit & Supervisory Committee Member
Mar. 1967 Joined the Company
Apr. 1994 General Manager, Nagoya Branch Ofice Jun. 2000 Director, Plant Manager, Tatsuno Plant, Production Div. Jun. 2004 Representative Director, President
Apr. 2014 Representative Director, Chairman and CEO (current position)
Representative Director, Chairman and CEO Akihiko Ouchi (Date of Birth: Jan. 2, 1945)
Apr. 1978 Joined the Company
Jun. 2010 Director, General Manager, Corporate Strategic Ofice Apr. 2014 Representative Director, President, CEO and COO
(current position)
Hiroyuki Nishio (Date of Birth: Oct. 18, 1954) Representative Director, President, CEO and COO
Feb. 1985 Joined the Company
Jun. 2002 Director, Assistant General Manager, Administration Div. and General Manager, Finance & Accounting Dept. Oct. 2015 Director, Vice President Executive Oficer, General
Manager, Administration Div. (current position)
Hitoshi Asai (Date of Birth: Mar. 7, 1948) Director, Vice President Executive Officer and CFO
Apr. 1978 Joined the Company
Apr. 2013 Executive Oficer, Plant Manager, Kumagaya Plant, Production Div. and General Manager, Fine & Specialty Paper Production Dept.
Junichi Nishikawa (Date of Birth: Sep. 12, 1955)
Mar. 1975 Joined the Company
Jun. 2008 Director, Assistant General Manager, Research & Development Div., General Manager, Research Center and Intellectual Property Dept.
Kazuyoshi Ebe (Date of Birth: Jan. 26, 1953) Apr. 1980 Joined the Company
Apr. 2014 Executive Oficer, General Manager, Advanced Materials Operations, Business Administration Div. Apr. 2017 Director, Managing Executive Oficer, General
Manager, Business Administration Div. (current position)
Makoto Hattori (Date of Birth: Oct. 12, 1957) Directors, Managing Executive Officers
Apr. 1976 Joined the Company
Jun. 2011 Executive Oficer, General Manager, Fine & Specialty Paper Products Operations, Business Administration Div. and in charge of Converted Products Operations Apr. 2017 Director, Managing Executive Oficer, Assistant
General Manager, Business Administration Div. (current position)
Takashi Nakamura (Date of Birth: Dec. 23, 1953)
Apr. 1979 Joined the Company
Jun. 2011 Executive Oficer, Chairman and President, LINTEC (SUZHOU) TECH CORPORATION (seconded) Apr. 2017 Director, Managing Executive Oficer, General
Manager, Production Div. and in charge of Quality Assurance & Environmental Protection Div. (current position)
Gohei Kawamura (Date of Birth: Jan. 12, 1956)
Jan. 1983 Joined the Company
Jun. 2011 Executive Oficer, General Manager, General Affairs
& Human Resources Div., General Manager, General Affairs & Legal Dept. and Human Resources Dept. Jun. 2015 Director, Managing Executive Oficer, General
Manager, General Affairs & Human Resources Div. (current position)
Tsunetoshi Mochizuki (Date of Birth: May 12, 1958)
Apr. 1979 Joined the Company
Apr. 2013 Executive Oficer, General Manager, Industrial & Material Operations, Business Administration Div. Jun. 2015 Director, Executive Oficer, General Manager,
Industrial & Material Operations, Business Administration Div. (current position)
Shuji Morikawa (Date of Birth: Dec. 30, 1955) Directors, Executive Officers
Apr. 1998 Certiied as an Attorney, joined Kajitani Law Ofices (to present)
Oct. 2005 Admitted to practice law in the State of New York, U.S. Jun. 2015 Outside Director / Audit & Supervisory Committee
Member of the Company (current position) Jun. 2015 Member of LINTEC Independent Committee
(current position)
Kanako Osawa (Date of Birth: Dec. 22, 1970)
Executive Officers
Apr. 1980 Joined Sanyo-Kokusaku Pulp Co., Ltd. Apr. 2013 Executive Oficer, General Manager, Kushiro Mill,
Nippon Paper Industries Co., Ltd. Jun. 2016 Executive Oficer, General Manager, Business
Communication & Industrial Paper Sales Div., Nippon Paper Industries Co., Ltd. (current position) Jun. 2017 Outside Director of the Company (current position)
Kazumori Fukushima (Date of Birth: Feb. 12, 1958) Outside Director
Apr. 1980 Joined the Company
Apr. 2013 Executive Oficer, Plant Manager, Chiba Plant, Production Div.
Jun. 2017 Director, Executive Oficer, Assistant General Manager, Production Div. and Plant Manager, Tatsuno Plant (current position)
Takehiko Wakasa (Date of Birth: Jun. 23, 1956)
Apr. 1979 Joined the Company Oct. 2012 General Manager, Audit Ofice
Jun. 2017 Director / Audit & Supervisory Committee Member (current position)
Hiroshi Okada (Date of Birth: Aug. 25, 1954) Director / Audit & Supervisory Committee Member
Apr. 1981 Joined Jujo Paper Co., Ltd.
Jun. 2014 Outside Audit & Supervisory Board Member of the Company
Jun. 2014 Director, Executive Oficer, General Manager, Corporate Planning Div. and in charge of Subsidiaries and Afiliated Companies, Nippon Paper Industries Co., Ltd. (current position)
Jun. 2015 Outside Director / Audit & Supervisory Committee Member of the Company (current position)
Toru Nozawa (Date of Birth: Mar. 10, 1959)
Outside Directors / Audit & Supervisory Committee Members
Apr. 1975 Joined Japan Development Bank
Apr. 2003 Lecturer, Chuo University, Graduate School of Commerce (current position)
Jun. 2006 Outside Director, Ryobi Limited (current position) Jun. 2007 Member of LINTEC Independent Committee
(current position)
Jun. 2012 Outside Director of the Company
Jun. 2015 Outside Director / Audit & Supervisory Committee Member of the Company (current position)
Satoshi Ohoka (Date of Birth: Apr. 24, 1951)
Masahiro Oshima
President, LINTEC USA HOLDING, INC.
Tatsuya Tsukida
General Manager, Research & Development Div. and Research Center
Sumio Morimoto
President, LINTEC ASIA PACIFIC REGIONAL HEADQUARTERS PRIVATE LIMITED
Toru Onishi
Plant Manager, Mishima Plant, Production Div. and General Manager, Administration Dept.
Shigeru Uematsu
General Manager, Public Relations Ofice
Norio Murata
General Manager, Osaka Branch Ofice, Business Administration Div., in charge of Western Japan and General Manager, Converted Production Sales Dept.
Toshimi Sugaya
General Manager, Fine & Specialty Paper Products Operations, Business Administration Div. and General Manager, Fine & Specialty Paper Sales Dept.
Takeshi Kaiya
General Manager, Advanced Materials Operations, Business Administration Div.
Hiroyuki Matsuo
Plant Manager, Agatsuma Plant, Production Div.
