Governance
Basic Concept
To live up to the trust placed in us by our customers and society, as well as to enhance our corporate value, the Daiei Kankyo Group is committed to improving fairness and transparency in management and enhancing the supervisory function of the Board of Directors and the Audit & Supervisory Committee. By doing so, we are working to improve our corporate competitiveness, ensure prompt and rational decision-making, and achieve transparent and sound management. We have also established the Basic Policies for Internal Control. Through the development of an internal control system, we have built a system to execute business legally and efficiently.
Corporate Governance Report
This report describes our corporate governance practices in accordance with the rules and regulations of the Tokyo Stock Exchange.
Corporate governance structure at a glance
| Form of institutional design | Company with an audit and supervisory committee | |
|---|---|---|
| Chair of the board of directors | President and Representative Director | |
| No. of directors | 4 | |
| Of which, outside directors | 1 | |
| No. of outside directors designated as independent officers | 1 | |
| No. of directors (audit & supervisory committee members) | 3 | |
| Of which, outside directors (audit & supervisory committee members) | 2 | |
| No. of directors (audit & supervisory committee members) designated as independent officers | 2 | |
| Term of office of directors | 1 year | |
| Term of office of directors (audit & supervisory committee members) | 2 years | |
| Adoption of executive officer system | Adopted | |
| Establishment of voluntary advisory committee | Nomination & Compensation Advisory Committee | |
| Adoption of performance-linked remuneration system | Adopted | |
| Accounting auditor | GYOSEI & Co. | |
Corporate Governance Structure
The Company transitioned from the structure of a company with an audit and supervisory board to the structure of
a company with an audit and supervisory committee on June 26, 2024. The Members of the Company’s Audit &
Supervisory Committee have voting rights on the Board of Directors, and the committee, the majority of which
consists of Outside Directors, performs not only legality audits but also validity audits, thereby enhancing the
supervisory function of the Board of Directors.
In addition, to strengthen our corporate governance structure, we have established the Risk Management &
Compliance Committee and other committees as well as the Group Management Meeting to facilitate prompt
decision-making, agile business execution, and Group management.
Corporate governance structure
Form of institutional design and reason for adoption
The Company transitioned from the structure of a company with an Audit & Supervisory Board to the structure of
a company with an Audit & Supervisory Committee on June 26, 2024. This transition aims to enhance the
supervisory function of the Board of Directors by granting members of the Audit & Supervisory Committee who are
also directors voting rights on the Board. Additionally, the committee, where the majority are outside
directors, performs not only legality audits but also validity audits.
In addition, to strengthen our
corporate governance structure, we have established the Risk Management & Compliance Committee and other
committees as well as the Group Management Meeting to facilitate prompt decision-making, agile business
execution, and Group management.
Transition to a stronger governance structure
- April 2020Established Risk Management & Compliance Committee
- June 2020Established Group Management Meeting
- June 2021Established Audit & Supervisory Board
- December 2021Established Nomination & Compensation Advisory Committee
- September 2022Established Sustainability Promotion Committee
- June 2024Transitioned to a company with an audit and supervisory committee
- April 2025Established the Information Security Committee under the Risk Management & Compliance Committee
Overview of corporate governance structure, etc.
Overview of Corporate Governance Structure (Transitioned to New Structure at the End of June 2026)
1. Board of Directors
| Purpose and contents | Makes decisions on important management matters and ensures management transparency through the appointment of independent Outside Directors. Furthermore, the Company’s Articles of Incorporation allow us to delegate all or part of the decision-making authority for important business executions to Directors. This delegation of authority enables us to achieve swift and accurate decision-making. |
|---|---|
| Frequency | In principle, once a month |
| No. of members | 7 (4 inside, 3 outside) |
| Chair | Morihiko Shimoda President and Representative Director, Executive Officer |
| Members | Chairperson and Representative Director; President and Representative Director, Executive Officer; Director; Outside Director; Director (Full-time Audit & Supervisory Committee Member); and two Outside Directors (Audit & Supervisory Committee Members) |
| Major agenda items for FY2026/3 Note: The Board of Directors at that time was operating under the previous governance structure |
1. Formulation of the Medium-Term Management Plan “D-Plan 2028” |
| 2. Action plans and KPIs for material issues (materiality) | |
| 3. Acquisition of a portion of shares of Sukarabesakure Co., Ltd. |
2. Audit & Supervisory Committee
| Purpose and contents | In addition to sharing information and exchanging opinions on the status of Directors’ performance of their duties, the Full-time Audit & Supervisory Committee Member reports on the status of audits at important meetings and the results of internal document inspections, and also discusses cooperation with the Audit Office and accounting auditor. |
|---|---|
| Frequency | In principle, once a month |
| No. of members | 3 (1 inside, 2 outside) |
| Chair | Akira Minemori Director (Full-time Audit & Supervisory Committee Member) |
| Members | Director (Full-time Audit & Supervisory Committee Member), 2 Outside Directors (Audit & Supervisory Committee Members) |
| Major agenda items for FY2026/3 Note: The Audit & Supervisory Committee at that time was operating under the previous governance structure. |
1. Accounting treatment of goodwill and other items arising from M&A-related business combinations, and the status of discussions with the accounting auditor |
| 2. Status of accidents and disasters, and related countermeasures | |
| 3. Companywide employee engagement survey results and trends |
3. Nomination & Compensation Advisory Committee
| Purpose and contents | To strengthen the fairness, transparency, and objectivity of the procedures related to nomination and remuneration, and to enhance corporate governance, deliberates on matters raised by the Board of Directors, such as the policy and standards for the election and dismissal of Directors, the remuneration system for Directors, and the policy for determining remuneration, and reports back to the Board of Directors. |
|---|---|
| Frequency | At least once a year |
| No. of members | 3 (1 inside, 2 outside) |
| Chair | Kazumasa Murai Outside Director (Audit & Supervisory Committee Member) |
| Members | Outside Director (Audit & Supervisory Committee Member); President and Representative Director, Executive Officer; Outside Director |
| Major agenda items for FY2026/3 Note: The Nomination & Compensation Advisory Committee at that time was operating under the previous governance structure. |
1. Revision of the restricted stock compensation plan |
| 2. Executive personnel changes associated with the transition to the next-generation management structure |
4. Group Management Meeting
| Purpose and contents | To optimize the Group management, makes relevant decisions from a Companywide perspective. Relevant parties, including Group subsidiaries, also attend as needed. |
|---|---|
| Frequency | In principle, once a month |
| No. of members | 13 (13 inside, 0 outside) |
| Chair | Morihiko Shimoda President and Representative Director, Executive Officer |
| Members | Chairperson and Representative Director; President and Representative Director, Executive Officer; Director; Director (Full-time Audit & Supervisory Committee Member); 3 Senior Managing Executive Officers; Junior Managing Executive Officer, General Manager of Business Administration Division and Manager of Accounting Department; Junior Managing Executive Officer, General Manager of Corporate Strategy Planning Division; Junior Managing Executive Officer, General Manager of Technical Department; Junior Managing Executive Officer, General Sales Manager; Junior Managing Executive Officer, General Manager of Enterprise Division and Manager of Enterprise Department; Executive Officer, Deputy General Manager of Sales Division and Manager of Kansai Sales Department |
| Major agenda items for FY2026/3 Note: The Group Management Meeting at that time was operating under the previous governance structure. |
1. Annual management plans for subsidiaries |
| 2. Capital investment for incineration and other heat treatment facilities at Aioi Eco Service Co., Ltd. | |
| 3. Establishment and revision of subsidiary regulations and rules |
5. Risk Management & Compliance Committee
| Purpose and contents | By establishing standard procedures for risk management, strives to minimize losses and enhance the credibility of the Group by preventing the occurrence of risks and ensuring compliance. Additionally, under the committee, an Information Security Committee has been established to strengthen the management system and reduce the risk of information leaks. |
|---|---|
| Frequency | At least once a quarter |
| No. of members | 5 (5 inside, 0 outside) |
| Chair | Morihiko Shimoda President and Representative Director, Executive Officer |
| Members | President and Representative Director, Executive Officer; Director (Full-time Audit & Supervisory Committee Member); Junior Managing Executive Officer, General Manager of Business Administration Division and Manager of Accounting Department; Deputy General Manager of Business Administration Division and Manager of General Affairs Department; Manager of Audit Office |
| Major agenda items for FY2026/3 Note: The Risk Management & Compliance Committee at that time was operating under the previous governance structure. |
1. Measures to prevent the recurrence of compliance risks within the Group |
| 2. Formulation of the annual compliance training plan for FY2026/3 | |
| 3. Annual business risk plan for FY2026/3 (risk assessment and preventive measures) |
6. Rewards & Disciplinary Committee
| Purpose and contents | Strives to ensure sound management through the strict and proper application of the regulations regarding discipline stipulated in the employment regulations. |
|---|---|
| Frequency | Occasional |
| No. of members | 5 (5 inside, 0 outside) |
| Chair | Shinichi Kugimiya Junior Managing Executive Officer, General Manager of Business Administration Division and Manager of Accounting Department |
| Members | Junior Managing Executive Officer, General Manager of Business Administration Division and Manager of Accounting Department; Director (Full-time Audit & Supervisory Committee Member); Human Resources Department Manager; Deputy General Manager of Business Administration Division and Manager of General Affairs Department; Manager of Audit Office |
| Major agenda items for FY2026/3 Note: The Rewards & Disciplinary Committee at that time was operating under the previous governance structure. |
Matters related to employee disciplinary actions |
| Deliberations are conducted regarding disciplinary measures stipulated in the employment regulations. |
7. Sustainability Promotion Committee
| Purpose and contents | Formulates and revises the Basic Policy on Sustainability, identifies material issues (materiality), and sets goals and manages progress toward resolving social issues. When receiving a consultation from the Board of Directors, discusses management plans from the perspective of promoting sustainability and reports back to the Board. |
|---|---|
| Frequency | At least twice a year |
| No. of members | 9 (9 inside, 0 outside) |
| Chair | Morihiko Shimoda President and Representative Director, Executive Officer |
| Members | Chairperson and Representative Director; President and Representative Director, Executive Officer; Director; Director (Full-time Audit & Supervisory Committee Member); Junior Managing Executive Officer, General Manager of Business Administration Division and Manager of Accounting Department; Junior Managing Executive Officer, General Manager of Corporate Strategy Planning Division; Junior Managing Executive Officer, General Sales Manager; Junior Managing Executive Officer, General Manager of Enterprise Division and Manager of Enterprise Department; Investor Relations /Sustainability Promotion Department Manager |
| Major agenda items for FY2026/3 Note: The Sustainability Promotion Committee was operating under the previous governance structure. |
1. Discussion regarding formulation of the Medium-Term Management Plan (FY2026/3 to FY2028/3) |
| 2. Establishment of an Action Plan and key performance indicators (KPIs) for material issues | |
| 3. Business and human rights | |
| 4. Progress report on human capital management |
8. Audit Office
The Audit Office conducts internal audits of the Group. As an organization reporting directly to the President and Representative Director, it ensures independence from business execution departments. It also collaborates with Audit & Supervisory Board members and accounting auditors to conduct effective internal audits.
9. Executive Officers
We have introduced an executive officer system to ensure the prompt execution of business operations by separating the decision-making and business execution processes.
Other matters relating to corporate governance
(1) Status of internal control system
The Daiei Kankyo Group’s systems for ensuring the appropriateness of its operations are as follows.
1. System to ensure the appropriateness of operations of the corporate group consisting of Daiei Kankyo Co., Ltd. and its group companies
- ・In order to establish a governance system as a group, we have determined the department in charge of subsidiary management, its authorities, and the director in charge of subsidiary management.
- ・We have established the Affiliate Company Management Rules to clarify our basic policies on the management of subsidiaries, and the subsidiary management departments receive prior approval and reports on important management matters from each subsidiary.
- ・The directors in charge regularly report to our Board of Directors on the status of business execution, financial conditions, and other matters.
- ・Our Audit Office conducts audits of subsidiaries.
- ・We have established systems through which to contact Daiei Kankyo in the event of a crisis.
2. System to ensure that the execution of duties by directors and employees complies with laws and regulations and the Articles of Incorporation
- ・In addition to establishing the Daiei Kankyo Group Business Conduct Guidelines as specific standards of conduct to be observed by directors and employees, we carry out our business activities in compliance with our Articles of Incorporation and other internal rules and regulations. In particular, in order to prevent any kind of relationship with anti-social forces, we have established the Rules for the Elimination of Antisocial Forces and other regulations to ensure that the entire company takes a resolute and unified stance against such organizations.
- ・We have established the Whistleblower System Rules as an internal reporting system in the event that any violation of laws, regulations, or the Articles of Incorporation is discovered.
- ・In the event that a director discovers a significant fact concerning a serious violation of laws, regulations, or other internal rules, he or she shall immediately report the matter in question to Daiei Kankyo’s Audit & Supervisory Board (or to an Audit & Supervisory Board member in the case of subsidiaries). In addition, he or she shall also report the matter in question to Daiei Kankyo’s Board of Directors (or to the subsidiary’s Board of Directors and Daiei Kankyo’s Board of Directors in the case of subsidiaries) without delay (for subsidiaries that do not have a Board of Directors, he or she shall immediately report it to the subsidiary’s president and Daiei Kankyo’s Board of Directors without delay).
- ・We have established internal audit systems by the Audit Office.
3. System to ensure the efficient execution of duties by Directors
- ・In addition to stipulating matters concerning the operation of the Board of Directors in the Rules of the Board of Directors, we hold meetings of the Board of Directors on a monthly basis, as well as extraordinary meetings as necessary.
- ・We have established the Rules of Administrative Authority to stipulate decision-making matters that are reserved for the Board of Directors and those that are delegated to the President and Representative Director and general managers of divisions.
4. System for the storage and management of information related to the execution of duties by directors
We store and manage important documents and important information related to management, confidential information, and personal information for a specified period of time in accordance with laws, regulations, and the Document Handling Rules.
5. Basic stance on eliminating antisocial forces and the status of development of such measures
The Daiei Kankyo Group shall not have any involvement with antisocial forces that threaten social order and sound corporate activities, and shall take a resolute stance against any unreasonable demands from such antisocial forces. The General Affairs Department of the Business Administration Division plays a central role in promoting the development of internal systems for the elimination of antisocial forces in cooperation with outside professional organizations such as lawyers and the police, as well as in the collection of information.
6. Rules and other systems for managing risk of loss
- ・We carry out risk management in an effective and comprehensive manner under a consistent policy based on the Risk Management and Compliance Rules.
- ・We have formulated the Internal Control Rules for Financial Reporting as a means of establishing internal control over the financial reporting of our group, thus ensuring the reliability of our financial reporting.
7. System for reporting to Audit & Supervisory Board members
Directors and employees report matters related to the performance of their duties when requested to do so by Audit & Supervisory Board members.
8. Matters related to employees assisting the duties of Audit & Supervisory Board members and matters related to the independence of employees from directors
The Audit & Supervisory Board assigns employees to assist the duties of Audit & Supervisory Board members in accordance with the Rules of the Audit & Supervisory Board.
9. Other systems to ensure that audits by Audit & Supervisory Board members are conducted in an effective manner
- ・Audit & Supervisory Board members attend meetings of the Board of Directors and other meetings in order to understand the processes by which important decisions are made and the state of execution of duties.
- ・Audit & Supervisory Board members conduct timely on-site inspections of the various departments, offices and group subsidiaries in cooperation with Daiei Kankyo’s Audit Office.
(2) Status of risk management systems
The Daiei Kankyo Group’s Risk Management & Compliance Committee, chaired by the President and
Representative Director, establishes standard items for risk management (discovery, identification,
analysis, and consideration of countermeasures for risks to be addressed by each division) in accordance
with the Risk Management and Compliance Rules. This committee manages the risks of the entire group in an
integrated manner by bringing up and reporting to the Board of Directors important risks that could have a
particularly large impact on the group’s management, such as accidents which cause significant damage to
property or a serious health hazard, injury, or death, as well as illegal acts.
In addition, we have established the Daiei Kankyo Group Business Conduct Guidelines as a code of conduct
applicable to all executives and employees of the Daiei Kankyo Group, and we conduct compliance training for
about 3,400 of all group executives and employees to minimize losses and improve social credibility. For
those items that are subject to a Business Continuity Plan (BCP), we set out our response policies in a BCP
established separately.
In the event that a risk arises, the Risk Management & Compliance Committee takes the lead in developing
countermeasures in coordination with the originating department and department in charge. In addition, if a
significant risk arises and it is determined that a company-wide response is necessary, a meeting of the
Risk Management & Compliance Committee is convened, and a prompt and appropriate response is taken to
minimize any loss or disadvantage to the Group.
In the event that we take measures to prevent the recurrence of risks that have occurred in our group, the
Risk Management & Compliance Committee reports them to the Board of Directors and shares them within the
Group to ensure that similar risks do not occur.
(3) Outline of the content of liability limitation agreement
Pursuant to Article 427, Paragraph 1 of the Companies Act, Daiei Kankyo has entered into an agreement with its directors (excluding executive directors) and outside Audit & Supervisory Board members to limit their liability for damages under Article 423, Paragraph 1 of the Companies Act. The purpose of this agreement is to create an environment in which directors and Audit & Supervisory Board members can fully demonstrate their abilities and fulfill their expected roles in the execution of their duties. However, the maximum amount of liability based on such contracts is the amount stipulated by laws and regulations.
(4) Outline of the content of indemnity agreement
Daiei Kankyo Co., Ltd. has entered into an indemnity agreement as stipulated in Article 430-2, Paragraph 1
of the Companies Act with Fumio Kaneko, Morihiko Shimoda, Nariyuki Ohta, Tomoko Murakami, Akira Minemori,
Kazumasa Murai, and Noriko Kitajima. This agreement provides that the Company will compensate them to the
extent permitted by law for expenses under Item 1 and losses under Item 2 of the said Paragraph.
However, in order to ensure that the said indemnity agreement does not impair the appropriateness of the
performance of duties by all company executives, indemnification is not provided in the following cases:
where they seek to gain unjust profits for themselves or third parties; where they are found to have
performed their duties with the intent to cause damage to Daiei Kankyo; where compensation is claimed due to
malicious intent or gross negligence in performing their duties; and where they fail to provide information
or make reports or are late in providing such information or making such reports.
(5) Outline of the content of liability insurance policy for executives, etc.
Daiei Kankyo has concluded a liability insurance contract with an insurance company to cover the liability of executives, etc. as stipulated in Article 430-3, Paragraph 1 of the Companies Act. The scope of those insured under this insurance policy is (i) directors, (ii) managerial employees, and (iii) employees belonging to Daiei Kankyo and its subsidiaries (limited to claims arising from wrongful acts) , and the insured persons do not bear the insurance premiums for this policy. The said insurance policy covers the insured’s liability for damages to Daiei Kankyo and for damages to third parties. However, in order to ensure that the policy does not impair the insured’s proper performance of his or her duties, the policy does not provide coverage in cases where the insured’s conduct was intentional or caused by gross negligence.
(6) Fixed number of Directors
Daiei Kankyo’s Articles of Incorporation stipulate that there shall be no more than eight directors.
(7) Requirements for resolutions for the election of directors
Daiei Kankyo’s Articles of Incorporation stipulate that resolutions for the election of directors shall be passed by a majority of the voting rights of shareholders present at a meeting where shareholders holding one-third or more of the voting rights of shareholders who are entitled to exercise their voting rights are present. The Articles of Incorporation also stipulate that resolutions for the election of directors shall not be made by cumulative voting.
(8) Requirements for special resolutions of the General Meeting of Shareholders
Daiei Kankyo’s Articles of Incorporation stipulate that the requirements for special resolutions of the General Meeting of Shareholders provided in Article 309, Paragraph 2 of the Companies Act shall be passed by two-thirds or more of the votes of shareholders present at a meeting where shareholders holding one-third or more of the voting rights of shareholders who are entitled to exercise their voting rights are present. The purpose of this provision is to ensure the smooth operation of the General Meeting of Shareholders by relaxing the quorum for special resolutions at the General Meeting of Shareholders.
(9) Items to be resolved at the General Meeting of Shareholders that can be resolved by the Board of Directors
- ・Organization for determining the distribution of surplus funds, etc.
Daiei Kankyo’s Articles of Incorporation stipulate that matters listed in Article 459, Paragraph 1 of the Companies Act may be determined by a resolution of the Board of Directors. The purpose of this provision is to provide a flexible return of profits to shareholders by giving the Board of Directors authority over matters such as the distribution of surplus funds, etc. - ・Interim dividends
Pursuant to Article 454, Paragraph 5 of the Companies Act, Daiei Kankyo’s Articles of Incorporation stipulate that it may pay interim dividends with a record date of September 30 of each year by a resolution of the Board of Directors. The purpose of this provision is to enable the flexible return of profits to shareholders. - ・Exemption from liability
Pursuant to Article 426, Paragraph 1 of the Companies Act, Daiei Kankyo’s Articles of Incorporation stipulate that directors (including those who used to be directors) and Audit & Supervisory Board members (including those who used to be Audit & Supervisory Board members) may be exempted from liability for damages due to negligence of their duties by a resolution of the Board of Directors to the extent permitted by laws and regulations. The purpose of this provision is to ensure that directors and Audit & Supervisory Board members can fully perform their expected roles and to secure appropriate human resources on an ongoing basis.
Evaluating the effectiveness of the Board of Directors
May 26, 2026
Daiei Kankyo Co., Ltd.
Evaluating the effectiveness of the Board of Directors
We conducted an analysis and evaluation of the effectiveness of our Board of Directors to verify that the Board as a whole is functioning appropriately and to identify issues and opportunities for further enhancing its effectiveness. A summary of the results is presented below.
1. Evaluation method
In April 2026, we conducted a questionnaire on the effectiveness of the Board of Directors for all Directors with the support of a third-party organization. Based on the aggregated results, the Board analyzed and discussed the findings, shared its assessment and identified issues, and deliberated on future initiatives. The questionnaire covered the following evaluation categories.
- ‹Questionnaire items for evaluation›
-
- 1. Composition of the Board of Directors
- 2. Operation of the Board of Directors
- 3. Agenda of the Board of Directors
- 4. Monitoring Function of the Board of Directors
- 5. Performance of Outside Directors
- 6. Support system for Directors
- 7. Training
- 8. Dialogue with shareholders (investors)
- 9. Personal initiatives
- 10. Operation of the Nomination & Compensation Advisory Committee
- 11. Audit & Supervisory Committee
2. Overview of evaluation results
As a result of certain initiatives and improvements implemented across all evaluation areas, the Board confirmed that it is functioning appropriately and concluded that it remains effective.
- (1) The Board of Directors is composed of members, including Outside Directors who possess the necessary knowledge and skills in their respective fields, ensuring an appropriate structure.
- (2) The frequency of Board meetings, the duration of deliberations, and the content and volume of materials are appropriate.
- (3) The Board meetings provide an environment where members can speak freely, enabling active discussions. For proposals requiring detailed explanations, briefing sessions are held in advance for Outside Directors, establishing a framework that facilitates lively debate.
- (4) Sufficient discussions are held regarding matters related to internal control and the establishment and operation of the Company-wide risk management system.
At the same time, the Board identified the following priorities for ensuring its continued effectiveness.
- (1) Further strengthen the Board’s monitoring function for the increasing number of subsidiaries resulting from M&A activities.
- (2) Ensure opportunities for subsidiary management to report on management conditions and progress against the Medium-Term Management Plan.
- (3) Maintain and further enhance both the opportunities and quality of dialogue with shareholders.
- (4) Provide further opportunities for discussion on how to attract and develop diverse talent to support the Company’s sustainable growth, as well as on the development of core talent and the improvement of workplace environments.
3. Measures to enhance effectiveness
Based on the results of this effectiveness evaluation, we will implement the following measures to further enhance the quality of Board deliberations and Board effectiveness.
- (1) Strengthen the Board’s monitoring function through the appointment of an Executive Officer responsible for subsidiary management.
- (2) Ensure opportunities for subsidiary management to report on the status of business execution.
- (3) Continuously enhance both the opportunities and quality of dialogue with shareholders, including individual investors.
- (4) Ensure opportunities for discussion on securing diverse talent and developing core talent.
Executives
Directors
5 male, 2 female (28.6% of executives are female)
| Position | Name |
|---|---|
| Chairperson and Representative Director | Fumio Kaneko |
| President and Representative Director | Morihiko Shimoda |
| Director | Nariyuki Ohta |
| Outside Director | Tomoko Murakami |
| Director / Audit & Supervisory Committee Member | Akira Minemori |
| Outside Director / Audit & Supervisory Committee Member | Kazumasa Murai |
| Outside Director / Audit & Supervisory Committee Member | Noriko Kitajima |
Director Tenure, Number of Shares Held, and Attendance at Board and Committee Meetings
Executive officers
To expedite business execution through its separation from the decision-making process, we have introduced an executive officer system. The Executive Officers are listed below.
| Position | Name | Position and responsibilities |
|---|---|---|
| President and Representative Director, Executive Officer | Morihiko Shimoda | - |
| Senior Managing Executive Officer | Kunihiko Idei | Responsible for special assignments from the chairperson |
| Senior Managing Executive Officer | Hitoshi Wanibe | Responsible for subsidiary management |
| Senior Managing Executive Officer | Hiroaki Shimoji | Responsible for enterprise |
| Junior Managing Executive Officer | Shinichi Kugimiya | General Manager of Business Administration Division / Manager of Accounting Department Responsible for business administration |
| Junior Managing Executive Officer | Kengo Otsuka | General Manager of Corporate Strategy Planning Division Responsible for corporate strategy planning |
| Junior Managing Executive Officer | Makoto Yamada | Manager of Technical Department Responsible for technology |
| Junior Managing Executive Officer | Hiroyuki Hamashima | General Manager of Sales Division Responsible for sales |
| Junior Managing Executive Officer | Yasuhiko Maeyama | Junior Managing Director of Mie Chuo Kaihatsu Co., Ltd. / Manager of Mie Recycle Center Responsible for management of Mie Chuo Kaihatsu Co., Ltd. |
| Junior Managing Executive Officer | Tatsuo Nakamura | General Manager of Kanto Branch / Representative Director of Kyodoh Doboku Co., Ltd. Responsible for business in the Kanto area |
| Junior Managing Executive Officer | Wataru Yamaguchi | General Manager of Enterprise Division / Manager of Enterprise Department Responsible for enterprise (Deputy) |
| Executive Officer | Akinori Kubo | Deputy General Manager of Sales Division / Manager of Kansai Sales Department Responsible for sales (Deputy) |
Skills matrix of Directors
Our Directors consist of individuals with a good balance of knowledge, experience, and abilities. In order to improve the quality of discussions at meetings of the Board of Directors from multiple perspectives and to strengthen our corporate governance system, we have compiled a list of each executive’s main skills and organized them into a chart.
| Directors | Skills matrix | |||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Name | Position | Corporate management |
Legal affairs and compliance |
Risk management |
Finance, accounting, and tax affairs |
Engineering and facility operations |
R&D | Sales and marketing |
ESG and sustainability |
Human resources development |
| Fumio Kaneko | Chairperson and Representative Director |
● | ● | ● | ● | ● | ||||
| Morihiko Shimoda | President and Representative Director |
● | ● | ● | ● | ● | ||||
| Nariyuki Ohta | Director | ● | ● | ● | ● | ● | ||||
| Tomoko Murakami | Outside Director | ● | ● | |||||||
| Akira Minemori | Director /Audit & Supervisory Committee Member | ● | ● | ● | ● | |||||
| Kazumasa Murai | Outside Director (Audit & Supervisory Committee Member) | ● | ● | |||||||
| Noriko Kitajima | Outside Director (Audit & Supervisory Committee Member) | ● | ● | |||||||
Reasons for selection as important skills
| Corporate management | As the business environment in the waste management industry undergoes significant change due to factors such as industry consolidation, we have identified “Corporate management” as an important skill, recognizing the need for the ability to drive overall Group management and promote the Medium-Term Management Plan with foresight and insight based on management experience. |
|---|---|
| Legal affairs and compliance | We have identified “Legal affairs and compliance” as an important skill, recognizing the need to ensure thorough compliance with applicable laws and regulations and management that emphasizes transparency, while appropriately managing legal risks associated with business expansion and maintaining social trust through strengthened governance across the Group. |
| Risk management | We have identified “Risk management” as an important skill, recognizing the need to promptly identify and assess legal risks related to the Waste Management and Public Cleansing Act and other regulations, business risks associated with health and safety management, and potential risks arising from M&A activities, while implementing appropriate measures to avoid and mitigate such risks and ensuring thorough governance across the Group to maintain business continuity as a social infrastructure provider and preserve social trust. |
| Finance, accounting, and tax affairs | We have identified “Finance, accounting, and tax affairs” as an important skill, recognizing the need to maintain a sound financial position while optimizing financing and capital allocation for growth investments, as well as ensuring appropriate accounting, disclosure, and tax practices as a listed company in order to build and manage the financial foundation that supports the Group’s growth strategy. |
| Engineering and facility operations | We have identified “Engineering and facility operations” as an important skill, recognizing the need to stably and efficiently operate a one-stop system covering the entire process from waste collection to final disposal, while achieving both proper waste treatment and resource recycling in order to ensure trust and competitiveness as a social infrastructure provider. |
| R&D | We have identified “R&D” as an important skill, recognizing the need to create proprietary technologies that contribute to decarbonization and other initiatives through the advancement of resource recycling technologies and the development of new technologies that reduce environmental impact, while promoting the creation of new business models aimed at realizing a recycling-oriented society. |
| Sales and marketing | We have identified “Sales and marketing” as an important skill, recognizing the need to provide high-value-added proposals to private-sector customers and municipalities, while driving market development to expand market share and achieve sales targets. |
| ESG and sustainability | We have identified “ESG and sustainability” as an important skill, recognizing the need to promote decarbonization and resource recycling through our business activities, enhance environmental, social, and governance sustainability, and build trust with stakeholders in order to increase corporate value. |
| Human resources development | We have identified “Human resources development” as an important skill, recognizing the need to foster next-generation leaders and develop highly specialized human resources, while promoting the integration of increasingly diverse organizations resulting from M&A and other initiatives in order to cultivate an organizational culture that supports growth across the Group and maximize human capital. |
Diversity in the Board of Directors and officers
Our Board of Directors consists of five men and two women, including three Outside Directors
with expertise as lawyers, certified public accountants, and tax accountants, ensuring a diverse Board
composition. The Board of Directors receives valuable feedback and advice from Independent Outside Directors
who bring multifaceted perspectives and specialized knowledge, leading to very active discussions.
We maintain a policy of ensuring that at least one-third of the Directors are Independent Outside Directors.
While specific timing and selection of individuals are yet to be determined, we are considering the
appointment of Independent Outside Directors with business management experience to further strengthen
governance and enhance diversity.
Policy on appointment of Directors and Outside Directors, and nomination of candidates
Succession planning
Training for Officers
- ① Training policy
To ensure that Directors, including Outside Directors, appropriately fulfill the roles and responsibilities expected of them as part of the Company’s important governance bodies, we provide opportunities for training, such as for acquisition and appropriate updating of necessary knowledge and deeper understanding of their roles and responsibilities.
- ② Main training content
To ensure that Directors, including Outside Directors, appropriately fulfill the roles and responsibilities expected of them as key members of the Company’s governance bodies, we provide training opportunities to acquire and update necessary knowledge and deepen their understanding of these roles and responsibilities.
In the fiscal year ended March 31, 2026, Internal Directors and Outside Directors attended training sessions conducted by outside experts on the latest trends in sustainability and cybersecurity for management, deepening their understanding of the latest developments in these areas.
Inside Directors, like employees, completed compliance training covering 18 topics. Outside Directors participated in a training program covering 13 topics, following explanations from relevant departments about the Company’s internal operations, including site visits, safety patrol activities, and system operation frameworks. Through this program, they enhanced their understanding of the Daiei Kankyo Group’s businesses.
For the fiscal year ending March 31, 2027, we will continue providing compliance training led by external instructors for both Inside and Outside Directors. Outside Directors will also receive explanations from relevant departments regarding the Company’s internal operations, including site visits, Group consolidated budget policies, and technical support for new facilities and businesses. This will be followed by participation in a training program covering 13 topics to further deepen their understanding of the Group’s businesses.
Outside officers
The Company elects three independent outside directors. We have established a policy on independence to
elect
independent outside directors who have no conflicts of interest with general shareholders, and ensure the
independence of management.
When transacting with a controlling shareholder, we handle it in a manner that does not infringe on the
interests of minority shareholders by treating the terms and conditions the same as those of general
transactions. In addition, a special committee consisting of independent outside directors is established to
discuss such transactions. We have also formulated Management Rules for Related Parties to build a framework
for making decisions after thorough deliberations on the terms and conditions and the appropriateness of the
transactions. Transactions with directors or major shareholders, including new competing transactions or
transactions involving conflicts of interest, are subject to resolution by the Board of Directors.
Supervision and audit by Outside Directors and Outside Directors who are Audit & Supervisory Committee Members; their cooperation with the internal audit division, the Audit & Supervisory Committee, and the accounting auditor; and their relationship with internal control divisions
The Outside Directors involve themselves in the management process from an independent standpoint by
attending and speaking at meetings of the Board of Directors and enhance supervisory functions by
collaborating with the Audit Office, the full-time Audit & Supervisory Committee Members, and Outside
Directors who are Audit & Supervisory Committee Members.
Audit & Supervisory Committee Members conduct effective audit by attending and speaking at the meetings
of
the Board of Directors, studying regulations and other internal documentation, and taking other action.
Through Audit & Supervisory Committee meetings, they draft audit plans with the full-time Audit &
Supervisory Committee Members and share information with them on the status of conduct of audits.
They additionally receive the accounting audit and internal audit reports of the accounting auditor and the
Audit Office, hold regular meetings for sharing opinion and information with the accounting auditor and the
Audit Office, and work closely with them to exercise effective supervisory and audit functions.
Audits
Audits are conducted through regular exchanges of opinions among the Audit & Supervisory Committee, the Audit
Office, and the accounting auditor. By sharing information on the Audit & Supervisory Committee’s findings,
internal audit results, and accounting audit outcomes (including quarterly reviews and annual audits), they
facilitate complementary and effective audits. Operational audits by the Audit & Supervisory Committee are carried
out by one Full-time Audit & Supervisory Committee Member and two Outside Directors who are Audit & Supervisory
Committee Members. The Audit & Supervisory Committee meets monthly in accordance with the rules of the Audit &
Supervisory Committee.
In addition to attending important meetings, including meetings of the Board of
Directors, Audit & Supervisory Committee Members review important documents and other information related to
business execution, and receive reports from the officers and employees of the Company and its subsidiaries from
time to time regarding information necessary for auditing. They also exchange views with the Representative
Director on a regular basis.
Internal audits of the Daiei Kankyo Group are conducted by the Audit Office, which
reports directly to the President and Representative Director. The Audit Office conducts audits of the business
activities of each department and the operation of various systems in light of management objectives. The Audit
Office regularly meets with the Audit & Supervisory Committee (once a month) and the accounting auditor (three
times a year) to exchange information and promote the efficient execution of internal audits. The office also
provides guidance, advice, and recommendations to the audited departments based on the internal audit results.
Furthermore, once an audit is completed, an internal audit report is compiled after a comprehensive review and
assessment of the audit findings and opinions of the department being audited, and this report is delivered to the
Board of Directors, the President and Representative Director, and the Audit & Supervisory Committee.
Audits by Audit & Supervisory Committee
In the fiscal year ended March 31, 2026, audits were conducted at 32 locations (6 companies, 26 departments)
on the key audit items of compliance with relevant laws and regulations, prevention of individual company
risk, and building and operating an internal control system.
The audits found no material facts indicating
fraud or other misconduct relating to the execution of duties by directors or violation of laws, regulations,
and the Articles of Incorporation. In addition, the development and operation of internal controls were
appropriately evaluated and reviewed to ensure stakeholder trust. All identified deficiencies were remediated
during the fiscal year, and the auditor concluded that there were no significant issues or material weaknesses
related to the control environment.
New cybersecurity system was introduced as part of efforts to
strengthen IT general controls. The system is a necessary tool and is already in place, and our focus going
forward will be on raising the standard of its operation. The Information Security Committee was also
established, and measures for responding to security incidents were further refined.
Internal audits
To ensure the effectiveness of internal controls, audits are prioritized in high-risk areas. The decision was
made to conduct annual internal audits of Daiei Kankyo Co., Ltd. and our main subsidiaries, Mie Chuo Kaihatsu
Co., Ltd., DINS Kansai Co., Ltd., and Kyodoh Doboku Co., Ltd. as well as internal audits once every two years
for other subsidiaries. Subsidiaries with findings in the audit results requiring improvement will undergo
internal audits annually at the direction of the President and Representative Director.
In the fiscal year
ended March 31, 2026, internal audits were conducted at 47 locations (19 companies, 47 departments) on the key
audit items of compliance with relevant laws and regulations, safety and health initiatives and compliance,
effectiveness and efficiency of controls and processes, location operation, and findings from past audits.
Compared to the fiscal year ended March 31, 2025, the proportion of departments with “good” and “generally
good” increased by 0.7 points from 86.5% to 87.2%, while the proportion of departments requiring improvement
decreased by 0.7 points from 13.5% to 12.8%. In addition, for subsidiaries newly added to the Group through
M&A, key process flows in internal controls, such as sales and purchasing management, have been steadily
established, and improvements have been observed.
In regard to compliance with relevant laws and
regulations, which is a key audit item of the Group, no violations of the Waste Management Act, Industrial
Safety and Health Act, and other relevant laws and regulations were found.
In the fiscal year ending March
31, 2027, we will ensure the effectiveness of our internal management structure by conducting internal audits
at 38 locations (13 companies, 38 departments) on similar key audit items, while also providing support for
the six companies that recently joined the Group, and operating the PDCA cycle.
Accounting audits
Name of accounting auditor: GYOSEI & Co. (Continuous audit period: 6 years)
We have concluded an audit agreement with GYOSEI & Co. as specified in the Financial Instruments and Exchange Act, and they audit our consolidated and non-consolidated financial statements. In the fiscal year ended March 31, 2026, the accounting firm issued an unqualified opinion (indicating that all key audit items were appropriate). The accounting firm also coordinates with the Audit & Supervisory Committee and the Audit Office in maintaining a three-way relationship that enables timely sharing of requisite information as necessary, and rapid building of consensus opinions on what information should be shared and integrated. The Audit & Supervisory Committee convenes three-way audit liaison meetings three times a year in August, November, and February. In May, the parties also report on the implementation of their respective audit plans to facilitate communication and coordination among them.
Officer Remuneration
The Articles of Incorporation stipulate that remuneration and other benefits for Directors shall be determined by
a resolution of the General Meeting of Shareholders. Based on this, the remuneration and other benefits are
determined within the maximum amount resolved at the General Meeting of Shareholders, taking into account
position, tenure in office, business performance, and other factors in a comprehensive manner. In addition, to
strengthen the fairness, transparency, and objectivity of procedures related to remuneration and other benefits,
and to enhance corporate governance, the Nomination & Compensation Advisory Committee has been established,
chaired by an Independent Outside Director and consisting of the President and Representative Director / Executive
Officer, and two Outside Directors. The Nomination & Remuneration Advisory Committee deliberates on matters
raised by the Board of Directors, including the remuneration system for Directors and policies for determining
remuneration, and the Board of Directors makes final decisions based on the contents of these deliberations.
For Directors* and Executive Officers, in addition to fixed compensation, we have introduced a performance-linked
restricted stock compensation plan with the purpose of further aligning value with our shareholders. In this plan,
compensation varies depending on the achievement of performance targets according to our Executive Remuneration
Rules. Remuneration for other Directors (Outside Directors and Directors who are Audit & Supervisory Committee
Members) consists of fixed compensation and restricted stock compensation.
* Excluding Outside Directors and Directors who are members of the Audit & Supervisory Committee

Amount of officer remuneration (FY2025/3)
| Category of officers | Total amount of remuneration, etc. (Millions of yen) |
Total amount of remuneration, etc., by type (Millions of yen) | No. of eligible officers | ||
|---|---|---|---|---|---|
| Fixed compensation | Performance-linked remuneration | Non-monetary remuneration, etc. | |||
| Directors (excluding Audit & Supervisory Committee Members and Outside Directors) |
122 | 108 | 13 | - | 3 |
| Directors (Audit & Supervisory Committee Members, excluding Outside Directors) |
15 | 12 | - | 3 | 1 |
| Outside Directors | 21 | 17 | - | 4 | 3 |
- Notes:
- 1. The total amount of remuneration and other benefits for Directors (excluding Audit & Supervisory Committee Members) does not include employee salaries for Directors concurrently serving as employees.
- 2. Non-monetary remuneration, etc., is the amount recorded as an expense in the fiscal year under review based on the restricted stock compensation plan.
- 3. The performance indicator used to determine performance-linked remuneration is consolidated operating profit. Consolidated operating profit for the fiscal year ended March 31, 2024, which served as the basis for calculating the performance-linked remuneration paid in the fiscal year ended March 31, 2025, was ¥21,548 million. This indicator was selected because the Company considers it an appropriate measure that directly reflects the results of the Group’s business activities.
The Company’s performance-linked remuneration consists of performance-linked restricted stock compensation. Under this system, the performance evaluation period is, in principle, one fiscal year. Following the end of the performance evaluation period, restricted shares are granted to eligible Directors based on the base number of shares predetermined by the Board of Directors and the degree of achievement of consolidated operating profit, which directly reflects the results of the Group’s business activities, during the performance evaluation period. As consolidated operating profit for the fiscal year ended March 31, 2024, which served as the basis for calculating the performance-linked remuneration paid in the fiscal year ended March 31, 2025, increased by 5% or more compared with the fiscal year ended March 31, 2023, restricted shares equivalent to 1.5 times the base number of shares were granted.
Management of Affiliated Companies
The Daiei Kankyo Group is composed of 62 companies, including Daiei Kankyo Co., Ltd. and its 48 consolidated
subsidiaries, 2 non-consolidated subsidiaries, 8 affiliated companies accounted for by the equity method, and 4
affiliated companies not accounted for by the equity method. (As of March 31, 2026)
We have established the
Basic Policies for Internal Control and have built a system to ensure the appropriateness of operations within the
Group. Regarding the control of affiliated companies, we have established the Affiliate Company Management Rules,
and the Company’s Business Administration Division takes the lead in guiding and supporting the smooth operation
of affiliated companies in accordance with the Basic Policies on the Management of Subsidiaries.
Important
management matters are decided at the Group Management Meeting. To enhance internal checks and balances, we not
only dispatch Directors and Audit & Supervisory Committee Members from the Company, but also conduct internal
audits by the Audit Office and business audits by the Audit & Supervisory Committee Members.
Basic Policy on Internal Control
Examples of measures to strengthen Group governance: Enhancing management transparency and Group capabilities
| Initiative | Results for FY2026/3 | Initiatives for FY2027/3 |
|---|---|---|
| ① Evaluation of Board of Directors effectiveness | ✓ Verified Board of Directors agenda items based on effectiveness evaluation results ✓ Conducted opinion exchange meetings with Outside Directors, pre-Board briefing sessions, and site visits |
・Improve Board of Directors agenda items based on effectiveness evaluation results ・Conduct opinion exchange meetings with Outside Directors, pre-Board briefing sessions, and site visits |
| ② Ensuring transparency in the Nomination & Compensation Advisory Committee | ✓ Deliberated executive personnel changes associated with the transition to the next-generation
management structure ✓ Deliberated the restricted stock compensation plan |
・Verify and establish the executive structure following the transition to the new management
structure ・Revise the skills matrix ・Enhance successor development through the succession plan |
| ③ Strengthening the Group governance structure | ✓ Improved transparency in approval processes through the introduction of a procurement system ✓ Implemented integration processes for newly consolidated companies ・Introduced internal regulations and compliance training |
✓ Promote stronger internal controls and operational efficiency through the renewal and
standardization of internal tools such as groupware and application/document management platforms ✓ Implement integration processes for newly consolidated companies ・Introduce internal regulations and compliance training |
| ④ Enhancing occupational safety and health | ✓ Recorded 12 occupational accidents resulting in four or more lost workdays ✓ Enhanced disaster risk reduction training ✓ Reinforced 5S* activities and facility improvements * 5S refers to Sort, Set in Order, Shine, Standardize, and Sustain. ✓ Enhanced safety patrol activities |
✓ Reduce occupational accidents resulting in four or more lost workdays to zero ✓ Promote occupational safety and health training ✓ Promote activities by dedicated safety personnel ✓ Strengthen promotion of risk assessment activities |
| ⑤ Strengthening information security | ✓ Implemented measures to reduce ransomware damage ・Reduced damage through firewall replacement ・Reduced external intrusion risks through the elimination of VPN usage |
✓ Prevent unauthorized access through strengthened ID management ✓ Implement early recovery measures in the event of ransomware attacks through enhanced backup systems ✓ Conduct employee awareness activities through security education |
Cross-Shareholdings
The Company holds shares in its business partners as cross-shareholdings in order to achieve sustainable growth
and increase medium- to long-term corporate value, maintain business relationships (e.g., stable funding and
financial transactions), and strengthen business transactions in the field of waste management orders. The status
of these shareholdings is reported to the Board of Directors once a quarter. Stocks that are no longer meaningful
to hold in light of the development of our business will be sold after obtaining the approval stipulated in our
regulations, taking into consideration the stock price and market trends as appropriate. It is our policy not to
acquire new cross-shareholdings.
In exercising the voting rights associated with the shares we own, we scrutinize the content of proposals from the
perspective of whether or not they will contribute to improving the medium- to long-term corporate value of the
issuing company.

Compliance
We recognize that compliance is of the utmost importance for the Group to enhance business continuity and continue to evolve as a company with the power to create better environments. We formulated the Daiei Kankyo Group Business Conduct Guidelines as a specific code of conduct that all officers and employees of the Group must comply with. By putting these guidelines into practice, we aim to build a group that is trusted and needed by society, and one in which people can take pride in working.
Diagram of the compliance framework

Compliance Education
In the fiscal year ended March 31, 2026, we carried out education spanning 19 topics.
- • Training on the Daiei Kankyo Group Business Conduct Guidelines and insider trading
Scope: All officers and employees as well as on-site personnel of partner companies. - • 11 topics such as information management seminars and harassment training
Scope: All officers and employees of the Daiei Kankyo Group across the organization, including contracted employees, part-timers, temporary workers, personnel working under subcontracting agreements, and employees of on-site partner companies. - • 5 topics such as the Waste Management Act and Subcontracting Act seminars
Scope: Relevant officers and employees in particular.
We keep records of all training to ensure that all relevant employees have taken each course.
For the fiscal year ending March 31, 2027, we plan to provide education spanning 19 topics.
Anti-Corruption Policy
All officers, employees, contracted workers, part-timers, and temporary workers of the Daiei Kankyo Group shall
strictly comply with related laws and regulations in all local areas and countries where the Group does
business. The Group shall prohibit them from directly or indirectly engaging in or being complicit in
corruption.
No cases involving administrative sanctions or criminal penalties related to anti-competitive
conduct or bribery were identified in the fiscal year ended March 31, 2026.
Regular audits of corporate ethics standards
In addition to internal audits and audits conducted by the Audit & Supervisory Committee, we regularly conduct
compliance awareness surveys to assess the effectiveness of compliance activities and identify any potential
issues. The results of these surveys are reported to the Board of Directors, shared with management to address
compliance-related issues, and used to implement recurrence prevention measures as necessary.
In the fiscal
year ended March 31, 2026, we conducted a survey in January 2025 targeting 2,182 employees of the Company and
its consolidated subsidiaries across all employment categories, including full-time employees, commissioned
employees, contracted employees, part-timers, and temporary employees. Following the survey, the General Affairs
Department of the Business Administration Division conducted interviews with each department head based on the
survey findings and confirmed that compliance activities had been sufficiently implemented and that no potential
issues existed. The results of these initiatives were reported to the Board of Directors in September
2025.
In the event that any issue arises, the Audit Office and the various departments within the
Administrative Division, including the Human Resources Department, will work together to address the matter.
Basic Policy on Anti-Social Forces
The Daiei Kankyo Group hereby announces its basic policy regarding anti-social forces as follows.
Whistleblowing System
To quickly detect and rectify misconduct and strengthen compliance management, the Group has established both
internal and external whistleblowing channels accessible to all officers, employees, contracted employees,
part-timers, temporary workers (hereinafter, “personnel”), as well as business partners.
The internal contact point is set up in the Audit Office, which is an independent organization. If the matter
relates to the Audit Office, it may be reported to the Company’s General Affairs Department Manager or Full-time
Audit & Supervisory Committee Member, and if the matter relates to a Director of the Company, it may be
reported to an Audit & Supervisory Committee Member of the Company. We also address consultations regarding
organizational or individual violations of internal regulations and compliance issues from all personnel. The
external whistleblowing channel is handled by an independent external lawyer with no conflicts of interest with
the Company.
| 2022 | 2023 | 2024 | 2025 | 2026 | |
|---|---|---|---|---|---|
| Internal contact point | 14 | 10 | 24 | 26 | 25 |
| External contact point | 1 | 5 | 5 | 4 | 6 |
| Total | 15 | 15 | 29 | 29 | 31 |
| 2022 | 2023 | 2024 | 2025 | 2026 | |
|---|---|---|---|---|---|
| Misconduct, etc. | 0 | 1 | 1 | 6 | 7 |
| Rules/ regulations |
2 | 4 | 8 | 5 | 8 |
| Harassment, etc. | 9 | 9 | 15 | 10 | 15 |
| Work improvement, etc. | 3 | 1 | 1 | 4 | 1 |
| Dissatisfaction with personnel affairs | 1 | 0 | 4 | 5 | 0 |
| Total | 15 | 15 | 29 | 29 | 31 |
Response when a whistleblowing incident occurs
When a whistleblowing incident occurs, the Audit Office takes the lead on interviewing the relevant individuals and investigates the incident. When an incident that could have a significant impact on business occurs, the Audit Office reports it to the Full-time Audit & Supervisory Committee Member and to Independent Outside Directors and then rapidly investigates and discusses the case at the Risk Management & Compliance Committee meeting. Based on the results of the whistleblowing report, disciplinary action is taken for the employee involved, and compliance training is conducted to prevent recurrence. The results are reported to the Board of Directors and the Audit & Supervisory Committee.
Tax Affairs
Fundamental Approach to Taxation
The Company complies with all tax-related laws and regulations and places importance on acting with high integrity and transparency. We strictly observe proper procedures for filing tax returns and payment of taxes, and handle tax affairs in a legal and fair manner. We also endeavor to manage and prevent tax risks. When any uncertainties or issues arise concerning taxation, we address them promptly and appropriately, and fulfill our social responsibilities. Furthermore, to strengthen our management systems for filing tax returns and ensure thorough tax compliance, we are implementing the following initiatives:
- 1. Establishment of internal controls
- We clarify tax-related business processes and establish an appropriate monitoring and checking system to prevent omissions or errors in tax filings. In addition, for significant tax matters, an approval process has been established involving the Company’s specialized internal departments and responsible personnel.
- 2. Utilization of specialized expertise
- To stay fully informed of the latest changes in tax laws and regulations, we have reinforced collaboration with tax accountants and external specialists, establishing a system for obtaining expert advice as necessary.
- 3. Employee training
- Employees receive regular training and education on tax laws and internal regulations to enhance
Company-wide awareness of tax compliance.
Through these management systems, the Company ensures compliance with laws and transparent tax operations, contributing to the development of a sustainable society.
Risk Management
The Company has established the Sustainability Promotion Committee, chaired by the President and Representative Director / Executive Officer, which identifies and evaluates risks and opportunities to address sustainability issues such as climate change and human capital. Other risks for the Daiei Kankyo Group as a whole are identified and assessed by the Risk Management & Compliance Committee, chaired by the President and Representative Director / Executive Officer. Each committee determines materiality based on uniform judgment criteria and make additional changes to risk items or revise their materiality in response to changes in the external environment such as laws and regulations. Risks deemed to be of high materiality by each committee are reported or brought to the Board of Directors for discussion, thereby ensuring integrated management of risks for the Daiei Kankyo Group as a whole.
Risks Related to Sustainability Issues
In the fiscal year ended March 31, 2026, the Sustainability Promotion Committee met three times to discuss
various sustainability-related policies.
Discussions on the Medium-Term Management Plan focused on
sustainable approaches to the utilization of waste incineration power generation facilities and final disposal
sites. The Committee also established action plans and KPIs for the Group’s material issues and discussed
monitoring methods for continuously tracking and managing progress.
Human rights discussions focused on the
development and enhancement of the operational framework for human rights due diligence.
Progress on key
human capital management initiatives and future policy directions was reported to the Board of Directors.
Other Risks across the Group
The Daiei Kankyo Group has established the Daiei Kankyo Group Business Conduct Guidelines as a code of conduct
for all officers and employees. We revised the guidelines in October 2025 during the fiscal year ended March 31,
2026. In addition to reviewing the basic policy, the revision added risk-related information concerning the
thorough management of waste treatment and information management. Following the revision, the updated
guidelines were communicated again to all officers and employees.
With respect to subsidiary management
structures, we assign executive personnel from the Company to each subsidiary on a full-time basis in order to
promote the dissemination of Group policies and provide day-to-day operational oversight. Moreover, by
centralizing the Group’s accounting functions within the Company, we seek to unify financial management, ensure
transparency, and reduce the risk of misconduct. Important matters are deliberated and decided at the Group
Management Meeting. From an auditing perspective, internal audits are conducted at both the Company and each
subsidiary to ensure the effectiveness of governance across the Group. Furthermore, we maintain an internal
whistleblowing system that enables officers and employees to report misconduct or violations of laws and
regulations, thereby establishing a self-correcting framework that facilitates the early detection and
correction of issues.
In the event that a risk event occurs, the Risk Management & Compliance Committee
discusses the matter, and the department responsible for the relevant area implements measures to prevent
recurrence. The details of such measures are shared not only with the department where the issue occurred but
also across the Group, and self-inspections are conducted as necessary to prevent recurrence and mitigate risks
before they arise. Risks deemed highly significant are submitted and reported to the Board of Directors in an
effort to minimize losses and adverse impacts across the Group.
Risk matrix

Diagram of risk management structure

Information Security Measures
In the fiscal year ended March 31, 2026, we established the Information Security Policy and developed measures
for responding to security incidents. We also identified information assets and advanced the extraction,
assessment, and mitigation of risks, thereby strengthening information security across the Group.
The Group
has positioned “thorough information management” as a key policy in the Daiei Kankyo Group Business Conduct
Guidelines, which serve as the code of conduct for all officers and employees within the Group, and ensures that
this policy is effectively communicated and understood throughout the organization. In addition, the Group has
also developed and applies basic policies and internal rules, including Information Security Policy, rules for
the management of confidential information, rules for the protection of personal information, and detailed rules
for the implementation of electronic information security, thereby building the foundation of our information
security system.
Activities of the Information Security Committee
To strengthen our ability to respond to increasing security risks, we established the Information Security Committee on April 1, 2025. Based on the purpose and expected outcomes outlined below, the Committee promotes Companywide initiatives and reports on the status of these activities and the results of subsequent initiatives aimed at achieving these objectives.
- Purpose
-
- ● Address the increasing security risks and protect the Company’s information assets
- ● Enhance security awareness among all employees and strengthen the security framework
- Expected outcomes
-
- ● Prevent information leaks and cyberattacks
- ● Establish a rapid response system for incident management
- ● Develop and implement information security policies
Medium-term initiatives (FY2026/3 to FY2028/3)
To further advance the information security system, we systematically implement the priority measures:
Priority measure 1: Identify information assets and extract, assess, and mitigate
risks
We identified critical information assets, defined high-priority systems, and formulated appropriate
response policies.
Priority measure 2: Implement measures to prevent and respond to security
incidents
We established a framework for responding to information security incidents.
Priority measure 3: Conduct security education, including onboarding and hands-on
training
To improve information security literacy, we conducted hands-on security training for employees, with
268 employees participating.
Priority measure 4: Carry out security incident drills
We conducted targeted phishing email training twice a year to enhance employees’ security awareness.
KPIs for improving information literacy (Through FY2028/3)
| Targets | Results for FY2026/3 | |
|---|---|---|
| Internal security training attendance rate | 95% or more annually | 97% |
| Targeted phishing email training | Twice a year | 2 |
| Information Security Committee meetings | Four times a year | 6 |
Information security organizational chart

Business Continuity Plan (BCP)
The Daiei Kankyo Group has established a BCP to fulfill its responsibility to continue waste management
operations, minimize the impact of business interruption and enable early recovery, and ensure the safety of
employees of the Company and partner companies and protect their employment.
The BCP defines the criteria for activating it, as well as the structure and roles of the emergency task force
so that it can respond quickly when activated. In the event the headquarters building is damaged and there is no
prospect of recovery, the Miki Recycle Center and other sites, which are assumed to be at low risk of damage
from earthquakes, have been designated as an alternative base of operations for the emergency task force to
prepare for unforeseen events such as loss of the chain of command. The Daiei Kankyo Group has also established
procedures for responding to major accidents and other incidents at each of its business sites.
In the future, we plan to fine-tune the contents of these plans to be more practical and combine them so that
they work in a coordinated fashion.
We will continue to revise our plans so that the Daiei Kankyo Group can fulfill its expected role as a part of
the social infrastructure that supports a recycling society even in the event of a disaster.


