Sharp 2010 Annual Report Download - page 31

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Basic Concept Concerning Corporate Governance
Sharp has always been a manufacturing- and technology-
oriented company. In an effort to further strengthen manufac-
turing competency, Sharp is committed to improving the
speed and quality of managerial decisions. Our business activi-
ties are limited to the development, production and sale of
products and devices, which have a strong interrelation and
require high expertise. This enables our directors, who are
highly adept at our business, to make swift and accurate man-
agement decisions through the mutual exchange of ideas. It
also serves to clarify reciprocal managerial responsibilities and
promote mutual supervisory functions.
We are also striving to preserve transparency, objectivity
and soundness in management together with realizing appro-
priate management. From the viewpoint of increasing our
consideration of shareholders and corporate social
Corporate Governance
Shareholders’ Meeting
Business execution (Business groups/functional groups/sales and marketing groups/subsidiaries and affiliates)
Board of Directors
Meeting
Directors
Board of Corporate
Auditors
Corporate auditors
Executive Management
Committee
Executive officers, etc.
Business Promotion
Committee
Executive officers
Division general managers
Sales subsidiary presidents, etc.
Representative directors/
managing directors
(Executive officers)
Accounting
auditors
Internal Audit
Division
Corporate
Auditors Office
Internal Control Committee
Technology Strategy Committee
Special Committee
Compensation Committee
Nominating Committee
Strategic and Consultative
Committees
One-of-a-kind Product
Strategy Committee
Core Business Strategy
Committee
Investment Committee
CSR/BRM Committee
Compliance Committee
Election/dismissal Election/dismissal
Report
Report
Report
Monitoring
Coordination
Report
Audit
Audit
Report
Election/dismissal
Operational
audit
Accounting
audit
Coordination
Coordination
Coordination
Supervision/
decision-making
Supervisory/decision-making functions
Business execution functions
Audit functions
Supervision
Appointment/
removal
(Election/
dismissal)
Resolution/
report
Deliberation on key
policies, etc.
Information sharing of
business status, etc.
Supplement supervisory
functions
Supplement business
execution functions
Business
execution
and
checks
Discussion/report Report Operational
audit
Ensure apt policy execution/
information sharing
Corporate Governance System (As of June 23, 2010)
responsibility, we have appointed an outside director with an
international and multi-faceted perspective, including regarding
compliance, on wide-ranging issues such as the social and
economic environment, and the future direction of Sharp. In
doing so we have strengthened the decision-making functions
within the Board of Directors and the functions for supervising
directors’ execution of duties.
We have also introduced the Executive Officer System,
thereby creating a structure that steadily facilitates nimble,
efficient business execution.
Sharp has taken these measures to further strengthen the
current Director/Corporate Auditor System, which allows man-
agement and manufacturing divisions to work together very
closely, enabling the business to expand. Sharp works to
enhance its corporate governance through this system.
Corporate Governance
Annual Report 2010 29