The Nikke Group prioritizes global environmental conservation among business management matters
so as to hand down the rich natural environment to future generations.
Mid-term plan for environmental conservation
■ Targets and results for FY 2016
|Purpose||Description||FY 2016 target||FY 2016 result||Self-evaluation|
|Saving energy||Specific energy consumption per unit of factory shipping price compared with that in FY 2015||No more than 99.0%||91.6%|
|Reducing CO2 emissions||Specific CO2 emissions per unit of factory shipping price compared with that in FY 2015||No more than 99.0%||89.8%|
|Reducing final disposal volume of waste||Specific final disposal volume per unit of factory shipping price compared with that in FY 2015||No more than 99.0%||101.5%|
|Achieved the goal, well exceeding the target||Achieved the goal|
|Couldn’t achieve the goal, but close||Couldn’t improve to achieve the goal|
Target sites for the report
■ Three manufacturing sections (Innami Mill / Ichinomiya Mill / Gifu Mill)
● Offices (eight locations)
▲ Eight domestic group companies (Ambic Co., Ltd., Gosen Co., Ltd., Kanaya Knit Co., Ltd., Bisyuu Wool Co., Ltd, Taisei Wool Textile Co., Ltd., Tsukineko Co., Ltd., Nikke-Okoshi Dyeing Co., Ltd . and Hokuren Co., Ltd.)
◆ Two shopping centers (Nikke Parktown and Nikke Colton Plaza)
■ Total energy consumption and specific consumption
■ CO2 emissions and specific emissions
Note: The CO2 emissions factor from FY 2015 was used to calculate the actual FY 2016 value because the factor from FY 2016 hadn’t been published yet. Also, the actual value from FY 2015 is different from that in the data reported last year because the calculations were corrected after the FY 2015 factor was published.
■ Waste volume / recycled volume / final disposal volume and specific final disposal volume
Recognizing the importance of strengthening corporate governance in order to improve our corporate value in a long-term and stable manner, we will secure corporate transparency and aim for operations that can be trusted by diverse stakeholders including shareholders in accordance with our corporate philosophy and corporate principles.
Corporate governance system
1. Board of Directors
The Board of Directors consists of eight directors including three external directors, who are balanced in terms of knowledge, experience, and capabilities as a board and have diversified backgrounds, and holds a meeting every month. Highly independent external directors are appointed, and more than one third of the board members shall be external so that we can expect advice from various perspectives and strengthen the Board’s supervisory function. The Board of Directors recognizes its fiduciary responsibility to shareholders and is responsible for realizing our corporate philosophy and sustainably improving our corporate value by appropriately exercising its authority.
The Board of Directors shall:
- Develop the environment to enable risk-taking, and support the executive team in making prompt and decisive decisions in accordance with our corporate philosophy “meeting every challenge with passion and pride.”
- Make decisions on important matters stipulated in laws and regulations, the articles of incorporation, and the Board's rules including its bylaws, and supervise directors’ execution of operations.
- Entrust the executive team with decision making on matters except those described in the preceding item so as to improve its agility and flexibility in executing operations. Note that the Board of Directors may entrust the executive team with making decisions on the execution of operations related even to important matters from the viewpoint of agility, flexibility, and expertise.
- Recognize that the goals stipulated in a mid-term business plan are part of the Board’s commitments to shareholders, and make every effort to achieve such goals. If any goal is not achieved, the Board shall analyze the causes and responses, explain them to the shareholders, and then incorporate its analysis into subsequent plans.
- Develop an internal control system, and supervise its operation to ensure that the system is being effectively operated by cooperating with the Internal Auditor Department.
- Develop and establish a reporting system to Audit and Supervisory Board members so as to improve the effectiveness of audits.
2. Audit and Supervisory Board
The Audit and Supervisory Board consists of four members including two external members, and holds a meeting every month. Highly independent external auditors have been appointed, and they conduct audits in accordance with their independence and appropriately give their opinions. The Audit and Supervisory Board recognizes its fiduciary responsibility to shareholders, and secures the soundness of the Group, aiming for the sustainable improvement of corporate value by making appropriate judgments from an independent, objective viewpoint.
The Audit and Supervisory Board shall:
- Monitor the condition of corporate governance and the status of operations, and conduct audits of the daily activities of the executive team including the directors.
- The Audit and Supervisory Board members shall audit the Board of Directors’ decision-making process and the directors’ execution of operations by means of participating in the Board of Directors’ meetings and other important meetings, hearing from directors, and inspecting documents such as important approval documents.
3. Advisory Board
We have established the Advisory Board, of which at least half of the members are independent and external. The Advisory Board shall receive reports regarding the appointment and remuneration of officers and matters that are essential to company management, and provide advice.
- The Advisory Board consists of six board members (including three external members).
- The Board shall hold regular meetings twice a year and special meetings when necessary. The purpose of the meetings is to provide reference assistance on management through a free exchange of ideas.
4. Group Management Conference
The Group Management Conference consists of executive officers, full-time Audit and Supervisory Board members, division managers, and division managers from the Group headquarters, and it holds meetings twice or more per month for the purpose of leading the Chief Executive Officer to make effective judgements by considering each matter from various angles through discussions when the CEO is to make important decisions regarding his/her execution of operations.