Bridgestone 2013 Annual Report Download - page 15

13Annual Report 2013 Operational Review
As of March 25, 2014
The Internal Auditing Of ce and internal auditing
departments within the Company’s divisions and major
subsidiaries conduct internal accounting and operational
audits. The Internal Auditing Of ce makes annual audit
plans and conducts on-site audits of each function,
division, and subsidiary. It employed 30 people (excluding
those working concurrently in other positions) as of
December 31, 2013. The Internal Auditing Of ce and the
Company’s internal auditing departments have conducted
audits at Group companies that have instituted organizational
changes in line with the provisions of the Companies Act,
with the aim of ensuring a more robust internal control system.
Deloitte Touche Tohmatsu LLC performs the
accounting audit of the Company’s  nancial statements.
The accounting audit team in  scal 2013 included four
certi ed public accountants, nine assistants who were
certi ed public accountants, four associate members of
the Japan Institute of Certi ed Public Accountants, and
seven other staff members.
The corporate auditors, the Internal Auditing Of ce, and
the accounting auditors exchange information and opinions
as necessary and generally maintain close contact, thereby
working to increase audit ef ciency and effectiveness.
Outside directors and outside corporate auditors
As of March 25, 2014, the Company has four outside
directors and two outside corporate auditors.
The Company believes that the outside directors
contribute to the strengthening of corporate governance,
including appropriate decision-making at meetings of
the Board of Directors. To that end, the outside directors
provide independent opinions that re ect their sound
judgment and extensive experience, which are based on
their varying backgrounds and  elds of specialization. In
addition, the Company believes that the outside corporate
auditors can enhance the effectiveness of the corporate
auditors in audits of directors’ business execution. To that
end, the outside corporate auditors attend important
meetings, such as meetings of the Board of Directors and
meetings of the Board of Corporate Auditors, and provide
opinions from an objective, neutral viewpoint, based
on their varying perspectives as specialists and on their
extensive experience.
Through measures and deliberations at meetings
of the Board of Directors, such as the reporting of  nancial
results and the reevaluation of the policy governing
internal control systems, the outside directors directly and
indirectly receive reports from internal control departments
and implement effective oversight of the directors.
Through measures and deliberations at meetings of the
Board of Directors, such as the reporting of  nancial
results and the reevaluation of the policy governing
internal control systems, and through exchanges of
information and opinions at meetings of the Board of
Corporate Auditors, the outside corporate auditors work
closely with the corporate auditors, the Internal Auditing
Of ce, and the independent auditors and strive to
enhance the ef ciency and effectiveness of audits.
Board of Corporate Auditors
Corporate Auditors (4)
(includes 2 outside corporate auditors)
Audit Inquiry
Report
The Annual Shareholders’ Meeting
Independent
Auditors
Executive Operational Committee
Ofcer Nomination and Compensation Committee
Integrated CSR Enhancement Committee
Compliance Subcommittee
Risk Management Committee
Social Activities Committee
Group Environmental Committee
Group Safety Committee
Corporate Ofcers
(includes those serving concurrently as Board members)
Business and Management Sections
Corporate Ofcer
responsible for Internal Auditing Internal Auditing Ofce
Corporate Auditor Ofce
Accounting
audit
Internal audit
Management oversight
Operational execution
Board of Directors (8)
(includes 4 outside directors)
Chairman of the Board
Advisory Committee
to the Board of Directors
Nominating Committee
Compensation Committee
Governance Committee
Compliance Committee