54– What are the Simplex Group's strengths and challenges when it comes to governance?Takahashi: As I mentioned earlier, our Group is one based on trust in team members and the organization, with a high sense of commitment to achieving our objectives. At the same time, we are anticipating the expansion of the organization in line with our proactive recruitment activity. In my professional career, I have seen many instances where inherent weakness of human beings under certain stressful circumstances can lead to a scandal or misconduct. In the process of adding new associates and expanding the size of an organization, it is easy for irregularities to occur. In these situations, it is important to remember that “people are weak.”Going forward, we believe it is important for the Group to be vigilant of these risks and to expand and improve mechanisms for the early detection and prevention of misconduct. For example, when we have conducted training on the operation of whistle-blowing systems at other companies, we have found cases where the systems and mechanisms were in place but did not actually function the way they were supposed to. However, there is always room for improvement through various measures. In the case of the Simplex Group, we believe that it is important not only to have systems in place but also to ensure they function effectively in practice and are continuously improved.– As outside directors, you both also serve as Audit and Supervisory Committee members. What is the atmosphere like at Board of Directors meetings and Audit and Supervisory Committee member meetings?Akiyama: We have outside directors with a variety of backgrounds and knowledge, which ensures diversity of thinking. Discussions are open and frank, and there is never an atmosphere in which it is difficult to express an opposing opinion. Outside directors are also given sufficient authority, and I do not feel that there are any systemic problems. The other outside directors are also making full use of this system. The division of roles between the Audit and Supervisory Committee members and the Board of Directors is also clear, and I feel that the role of auditing the execution of business by the directors is functioning as it should.Takahashi: It has been a year since I became an outside director, and likewise, I have never found it difficult to express my views. What matters most at board meetings is the substance of what is being said, not the speaker’s gender or age, and I feel that this is an environment that accepts diversity as a matter of course. President Kaneko and all board members are open to diverse opinions at our board meetings, which fosters productive discussions.One specific episode occurred during a regular meeting with President Kaneko, when we asked him about his perception of gift compliance (rules regarding company dinners and gifts between companies). President Kaneko, in turn, asked about cases and approaches at other companies, and agreed there was a need to expand our efforts in this area. Furthermore, at the board meeting held immediately after the interview, all board members shared the recognition that further attention to gift compliance was necessary to avoid damaging corporate value.Prior to my appointment as an outside director, I had some concerns that President Kaneko's strong drive to push the business forward as a founder of the company might lead him to have a high tolerance for risk. However, through this experience, I realized that he is someone who genuinely listens to the opinions of those around him, and exhibits strong leadership as a CEO.– Finally, please tell us what you are most enthusiastic about for the future.Akiyama: Active discussion and communication are essential for generating new ideas. To facilitate more multifaceted discussions within the Board of Directors, we could consider inviting various experts, including overseas professionals, as board members. I believe it is important to continue embracing challenges under proactive governance by incorporating diverse perspectives.In addition, although we have ample opportunities to discuss issues with management at board meetings, we feel that there are fewer opportunities to communicate with employees on the ground. In particular, we would like to increase communication with younger employees, as their innovative perspectives and ideas are often the driving force behind a company's growth.Takahashi: I am the only female director in the current structure. From the time of my appointment to the present day, I have never felt any gender differences in individual discussions, but I do wonder whether the Board of Directors is fully aware of all issues when it comes to individual employees. In this sense, going forward, I would like to have opportunities to meet with individual employees, being mindful of diversity, and bring any concerns they have to the board’s attention.Furthermore, we intend to contribute to enhancing corporate value by making recommendations based on the expertise and knowledge we have cultivated, including the expansion of mechanisms for the early detection and prevention of misconduct.Toward further sophistication in governance
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