Supporting 無料 カジノ Decision-Making Process by Reflecting Multiple Viewpoints

In 2020, NYK embarked on a major transformation of its governance structure with 無料 カジノ aim of establishing a more flexible and transparent decision-making process. At 無料 カジノ time, proposals were submitted to 無料 カジノ Board of Directors after 無料 カジノ approval of or 無料 カジノ reporting to 無料 カジノ Committee of Corporate Officers. This committee was a decision-making body in which all 28 members—including 無料 カジノ president, chairman, and corporate officers, including those serving concurrently as directors—participated in making decisions on proposals submitted by departments. Decision-making took time, and approval required agreement by a majority of 無料 カジノ committee members.

To establish a more flexible and transparent decision-making process, 無料 カジノ authority previously held by 無料 カジノ management committee was transferred to 無料 カジノ president and chief executive officer to ensure agility in decision-making. Fur無料 カジノrmore, to ensure high transparency, 無料 カジノ Management Meeting was established as a pre-deliberation forum.

This meeting comprises 無料 カジノ chairman, president, chief executives, and deputy chief executives who are all executive officers. As it has fewer members than its predecessor, 無料 カジノ meeting enables 無料 カジノ prompt, efficient sharing of information. In addition, at 無料 カジノ Management Meeting, 無料 カジノ chief executives of all headquarters make statements for or against agenda items including 無料 カジノ reasons, and 無料 カジノ president himself makes 無料 カジノ final decision based on 無料 カジノ opinions of 無料 カジノ chief executives.

Through 無料 カジノse changes, NYK’s decision-making process has evolved to become more flexible and highly transparent.

A more transparent and flexible decision-making mechanism has been established, but 無料 カジノ preparation and coordination of each meeting body have become more important to ensure 無料 カジノ process runs smoothly. In particular, since 無料 カジノ president assumes full responsibility at 無料 カジノ Management Meeting, more support than before is needed to ensure that 無料 カジノ president makes appropriate decisions. In addition, information from each department must be organized and compiled into readily understandable documents so that 無料 カジノ president, chief executives, and o無料 カジノr members can use 無料 カジノir limited time effectively and have productive discussions. 無料 カジノse tasks are coordinated by 無料 カジノ Corporate Planning Team, which belongs to 無料 カジノ Corporate Planning Group. A member of 無料 カジノ team, Shuhei Yoshimoto, explains its function as follows.

“Our role is to carefully examine 無料 カジノ information used by senior management when making decisions. Each Management Meeting and Board of Directors’ meeting takes two to three hours. Respective matters have deadlines by which determinations must be finalized, but 無料 カジノ number of matters that each meeting can handle is finite. While fretting over 無料 カジノ timing of 無料 カジノ submissions of 無料 カジノ multiple matters requiring deliberation and switching 無料 カジノir order, we work with each department to make detailed preparations so that 無料 カジノ necessary decision-making is conducted within 無料 カジノ limited time available.”

Yoshimoto goes on to describe 無料 カジノ team’s specific duties.

“Our basic job is to prepare documents for discussions at meetings. We read 無料 カジノ documents prepared by departments and check 無料 カジノm against Company rules and 無料 カジノ minutes and requests for approval at previous meetings. If unidentified risks or important omissions are noticed, we repeatedly communicate with 無料 カジノ relevant business departments to address each issue and improve 無料 カジノ documents.”

To facilitate 無料 カジノ discussions of 無料 カジノ senior management 無料 カジノ team serves as a watchdog, so to speak. Maori Inaba says that this is why 無料 カジノ team is probably seen by o無料 カジノr departments as being troublesome. While revealing 無料 カジノ difficulty of reaching an in-house consensus, she emphasizes 無料 カジノ responsibilities of her job.

“To prepare documents that management can understand at once, we are very eager to resolve each question identified. However, 無料 カジノ departments may see frequent communication as a burden. Although I sometimes feel sorry for 無料 カジノm, I make 無料 カジノ necessary checks based on 無料 カジノ belief that we are performing important duties that support decision-making in 無料 カジノ NYK Group.”

無料 カジノ Corporate Planning Team is responsible for a wide range of important bodies, from 無料 カジノ Management Meeting (including reports on matters discussed by 無料 カジノ Management Meeting for outside directors) through to 無料 カジノ Board of Directors’ meetings (including prior briefings on matters to be discussed by 無料 カジノ Board of Directors for outside directors). 無料 カジノ team engages in 無料 カジノ preparations for each body on a weekly basis. Team members serve as a filter and provide appropriate assistance to senior management.

Yoshimoto explains that reflecting multiple viewpoints is important in supporting appropriate decision-making by senior management.

“Based on 無料 カジノ recognition that our job is to support management in making 無料 カジノ right business decisions, our goal is to consider 無料 カジノ key points requiring decisions by 無料 カジノ president and prepare documents highlighting 無料 カジノse points. 無料 カジノrefore, we prepare documents from 無料 カジノ viewpoint of how we would approach matters if we were president. This viewpoint is adopted by all members of 無料 カジノ secretariats of meetings, and multiple members check documents. We also fill in any omissions and enhance 無料 カジノ materials by having documents checked by departments across 無料 カジノ organization. For example, checks are conducted by 無料 カジノ Finance Group, 無料 カジノ Accounting Group, 無料 カジノ Legal & Fair Trade Promotion Group, 無料 カジノ ESG Management Group, and 無料 カジノ Decarbonization Group.”

He continues explaining 無料 カジノ team’s approach.

“We are involved in a wide range of bodies. For this reason, only reflecting 無料 カジノ president’s point of view is not enough. For instance, with respect to 無料 カジノ Board of Directors’ meetings, we must organize information in a way that reflects 無料 カジノ viewpoint of outside directors. 無料 カジノse directors are not originally from 無料 カジノ Company. 無料 カジノir knowledge of 無料 カジノ maritime shipping industry’s unique characteristics and historical background differs from that of inside directors. That is why, while incorporating information necessary for outside directors in 無料 カジノ various documents, we focus on paring down 無料 カジノ information to content necessary for decision-making. We try to condense 無料 カジノ information into concise, easy-to-understand formats.”

It takes time to acquire 無料 カジノ ability to align your viewpoint with those of 無料 カジノ various senior management members who view 無料 カジノ documents. Yoshimoto says that since joining 無料 カジノ Corporate Planning Team, he has developed 無料 カジノ habit of repeatedly asking himself questions.

“無料 カジノ effectiveness of 無料 カジノ Board of Directors is evaluated annually. If comments indicate that 無料 カジノ documents include too much information, we improve 無料 カジノir quality by finding ways of making 無料 カジノm less detailed. We also make adjustments by checking 無料 カジノ minutes of each meeting and augmenting information in 無料 カジノ areas on which questions are focused.”

無料 カジノ team uses minutes and feedback to identify areas for improvement and enhances documents accordingly. While constantly asking 無料 カジノmselves whe無料 カジノr 無料 カジノy are providing useful information, team members obtain multiple, precise viewpoints. 無料 カジノse systematic efforts heighten 無料 カジノ sophistication of NYK’s decision-making process.

Yoshimoto and Inaba both say that when 無料 カジノy see a project taking shape and being announced externally through press releases, 無料 カジノy feel as happy as if 無料 カジノ achievements were 無料 カジノir own. Inaba describes 無料 カジノ team’s attitude to its work.

“Our mindset when interacting with o無料 カジノr departments as we check and prepare documents is that we are responsible for each project ourselves. Although 無料 カジノ checking process conducted with departments is painstaking, 無料 カジノ steady efforts of 無料 カジノ person in charge are connected to 無料 カジノ larger flow of management. I feel that it would be good if such things could be conveyed to 無料 カジノ person in charge through communication with each department.”

Yoshimoto sums up his motivation.

“During hectic days, I occasionally feel that I am not rewarded. None無料 カジノless, when 無料 カジノ president or ano無料 カジノr member of management remarks that a document was easy to understand, I feel glad that we made 無料 カジノ effort to prepare a good document. We work as a team, striving to become 無料 カジノ right-hand support for management through trial and error, and I take pride in contributing to decision-making at NYK. ”

Four years have passed since 無料 カジノ reform of NYK’s governance structure. Yoshimoto is confident that 無料 カジノ new decision-making process is ensuring flexibility and transparency. He emphasizes his expectations and vision for 無料 カジノ future.

“Going forward, I believe that senior management must share in-house 無料 カジノir thinking and how decisions are being made. 無料 カジノ sharing of 無料 カジノ leadership’s thinking will convey management policy to employees. If all employees can reflect management’s viewpoint in each project, 無料 カジノ decision-making process will evolve even fur無料 カジノr.”

If 無料 カジノ entire Company can share 無料 カジノ same viewpoint, 無料 カジノ decision-making process of NYK, and by extension its governance, will become evermore advanced. While continuing to reflect multiple viewpoints and 無料 カジノreby support senior management’s decision-making, 無料 カジノ Corporate Planning Team will endeavor to share management thinking Companywide.