Corporate Information Governance Structure

As a company with the Audit & Supervisory Board, the Company establishes the Board of Directors and Audit & Supervisory Board and adopts an executive officer system, aiming to promote "timely decision-making processes" by separating business execution and supervision.

In addition, the Company also works on the "enhancement of management fairness and transparency" by nominating Outside Directors as well as setting up a voluntary committee concerned with personnel affairs and compensation, so as to ensure effective supervision from an independent and objective standpoint.

In addition to audits by the Audit & Supervisory Board and its members, OKI seeks to ensure "full compliance and fortification of risk management," such as by establishing the Risk Management Committee.

Board of Directors

In principle, the Board of Directors meets once a month, with extraordinary meetings also held if necessary, to make decisions on basic management policies and other important matters and to supervise the execution of business in accordance with laws and regulations and the Articles of Incorporation.
To secure the functions of the Board of Directors, the Company selects candidates for Directors in consideration of diversities, such as expertise, career and gender, based on the skills matrix, and includes four Independent Outside Directors (including two female Director) to improve the fairness and transparency of management, thinking that the roughly equal numbers of internal Executive Directors and highly independent Outside Directors create an appropriate balance.
The Board of Directors is chaired by an Independent Outside Director.
In addition, in order to further clarify the management responsibility for each business year, the Articles of Incorporation provide that the term of office shall be one year.

Skills Matrix for the Board of Directors (As of June 25,2025)

The Company thinks that skills its Board of Directors needs as a whole for performing its roles and fulfilling its responsibilities become satisfied when respective Directors display their abilities by making the most of knowledge and experience expected from them according to the Company's management philosophy, vision and management plans, etc.

The Company expects the display of skills in the following fields in particular.

• "Corporate management," such as management strategy, business management and business strategy, for increasing the earning power of businesses and strengthening the governance structure
• "Marketing" for promoting the development of eco-systems in collaboration with customers
• "Technology & innovation" for developing new businesses toward the goals of further business development and growth
• "Human resources management" for securing human resources necessary for sustainable growth and cultivating abilities, thereby giving employees job satisfaction and enabling them to display abilities
• "Global" viewpoints for globalizing operations indispensable for securing growth opportunities
• "Finance & accounting" and "Legal affairs & risk management" that act as the basis for making decisions related to management and business activities
• "Manufacture & SCM" that act as important management bases in strengthening manufacturing and enhancing competitiveness comprising the Company's strengths

		Corporate management	Marketing	Technology & innovation	Human resources management	Global	Finance & accounting	Legal affairs & risk management	Manufacture & SCM
Inside	Takahiro Mori (Male)
	Teiji Teramoto (Male)
	Yuichiro Katagiri (Male)
	Yoichi Kato (Male)
Outside	Tamotsu Saito (Male)
	Izumi Kawashima (Female)
	Makoto Kigawa (Male)
	Ryoko Toyama (Female)

The above list does not represent all knowledge and experience respective individuals have.
Required skills for Directors that have been acquired as a result of business execution experience at the OKI Group (up to five skills)
Outside experience and specialist knowledge the Company expects in particular

Evaluation of the Effectiveness of the Board of Directors

The Company conducts evaluations and analyses every year to improve the effectiveness of the Board of Directors by recognizing, sharing, and improving the directions that the Board of Directors should take and the issues related to that direction.

[Method for Evaluating the Effectiveness of the Board of Directors]

The Board of Directors discussed methods for evaluating the effectiveness of the plan in FY2024.

1. We judged that self-evaluation is appropriate for conducting research and evaluation in line with our company's circumstances. Meanwhile, we have determined that conducting a third-party review aimed at verifying the objectivity and validity of the evaluation process once every few years is appropriate. We have undergone an external evaluation conducted by a major law firm.
2. As usual, the assessment was performed in three stages: a questionnaire, individual interviews and the deliberations of the Board of Directors. The scope of the assessment included all Directors and Audit & Supervisory Board members. The Secretariat of the Board of Directors compiled the results.
3. As usual, the questionnaire was based on the Corporate Governance Code and related materials and was reorganized with questions that reflect free and frank evaluation of each officer.
4. In the third-party review, the law firm assessed the processes and effectiveness of the creation of a questionnaire, the aggregation of the results of the questionnaire, interviews, and the preparations for discussions at Board of Directors meetings. The firm concluded that the Company's evaluation of the effectiveness of the Board of Directors is appropriate.

[Results of Evaluation of the Effectiveness of the Board of Directors]

As a result of the FY2024 evaluation, we were able to confirm that the Board of Directors of our company is functioning effectively. The following key initiatives were implemented:

• We monitored the progress of the initiatives in each business that were set out in Medium-Term Business Plan 2025 and held discussions with the personnel responsible for the businesses to achieve the targets.
• We assessed the situation regarding the allocation of management resources, including shifts in human resources and discussed the utilization of ROIC based on the characteristics of the business.

The Board of Directors will proceed with the initiatives below to further improve its functions in FY2025.

1. We will create discussion forums of various forms and continue to hold high-quality discussions.
   In addition to further enhancing the deliberations at meetings of the Board of Directors, we will utilize off-site meetings.
2. Enriching discussion topics from a medium- to long-term perspective
   To complete the implementation of Medium-Term Business Plan 2025 and develop a new Medium-Term Business Plan, we will engage in in-depth discussion of the following subjects:
   • The business portfolio
   • Human resources and financial strategies
   • The promotion of sustainability

OKI will strive to continuously improve the effectiveness of the Board of Directors with the goal of increasing corporate value.

Audit & Supervisory Board

The Company's Audit & Supervisory Board meets once per month in principle, but also additionally as needed, to determine policies, standards, and annual plans concerning audits and receive reports from each member regarding audit statuses and other pertinent issues.

Each Audit & Supervisory Board member receives internal reports compliant with the Company's internal reporting rules and is regularly informed regarding the application of these rules. In addition, members of the Company's Board of Directors are briefed on the development and implementation of the Company's internal control system and exchange opinions with directors, executive officers, division managers, and representatives of subsidiaries, thereby confirming the progress of these activities. Audit & Supervisory Board members participate in onsite inspections conducted by the internal audit division and in subsequent meetings held to report the results of these inspections. Through these activities, Audit & Supervisory Board members hold discussions and share views with the internal audit division and apply audit results when conducting their own audits. By meeting and exchanging views with accounting auditors and participating in their onsite inspections, Audit & Supervisory Board members ensure that collaboration with these accounting auditors remains close while protecting audit efficiency.

Knowledge, Experience, and Abilities of Audit & Supervisory Board Members

The Company's Audit & Supervisory Board consists of five (5) Audit & Supervisory Board members, three (3) of whom are highly independent outside Audit & Supervisory Board members. When appointing Audit & Supervisory Board members, in accordance with the Company's "Policies regarding Consent for Proposals concerning the Selection of Audit & Supervisory Board Member Candidates," the Audit & Supervisory Board evaluates candidates based on factors such as their independence from executives and their capacities for maintaining fair and unbiased attitudes. The Audit & Supervisory Board provides their consent once these attributes have been confirmed. The knowledge, experience, and abilities held by individual members of the Audit & Supervisory Board have been included below.

Position	Name	Knowledge, experience, etc.
Standing Audit & Supervisory Board member	Masashi Fuse	As Head of the Accounting & Control Division, Head of Corporate Group, and Chief Information Officer of the Company, Mr. Fuse has experience strengthening the Company's financial base and OKI-G's information base. Additionally, through his past experience as president and representative director of a subsidiary of the Company, Mr. Fuse has developed considerable expertise regarding management and finance and accounting.
Standing Audit & Supervisory Board member	Hajime Inoue	As Head of both the Company's Telecom Systems Group and the Social Infrastructure Solutions Division, Mr. Inoue has demonstrated strong leadership in strengthening the business foundation and has developed considerable expertise regarding management.
Audit & Supervisory Board member	Yoshihiro Tsuda	As a certified public accountant, Mr. Tsuda has performed duties overseas and has additionally amassed many years of accounting and auditing experience that includes global activities performed across a variety of industries. Consequently, Mr. Tsuda has considerable knowledge of finance and accounting.
Audit & Supervisory Board member	Yasuyuki Oda	Mr. Oda has served as GM, Finance & Accounting Div. and Corporate Planning Div. of the head office, president of an overseas subsidiary, and executive officer at a manufacturer, as well as having worked overseas for many years. Through his activities, Mr. Oda has acquired considerable knowledge of global affairs and finance and accounting.
Audit & Supervisory Board member	Hiroshi Niinomi	As an attorney-at-law for many years, Mr. Niinomi has been responsible for many listed companies with respect to corporate law and financial law matters. He also has the experience of serving as an Audit & Supervisory Board Member for an investment advisory company for a long time, and possesses considerable knowledge in the areas of finance, accounting, and judicial affairs.

Evaluating the Effectiveness of the Audit & Supervisory Board

[Methods of Evaluating the Effectiveness of the Audit & Supervisory Board]
To enhance the sophistication of audits performed by its Audit & Supervisory Board members, OKI conducts assessments regarding the effectiveness of the Audit & Supervisory Board through self-assessment questionnaires conducted by each member. Based on the results of these assessments, the Company considers possible methods for improving future audit activities before establishing an annual audit plan. The self-assessment questionnaires primarily focus on responsibilities required of the Audit & Supervisory Board and its members under OKI's auditing standards for Audit & Supervisory Board members and Japan's Corporate Governance Code.

[Results of Evaluations concerning the Effectiveness of the Audit & Supervisory Board]
In the evaluation of the effectiveness of the Audit & Supervisory Board, which has been conducted annually since FY2021, Audit & Supervisory Board members reviewed and inspected internal control systems; monitored legal compliance and risk management systems; coordinated and collaborated with directors, the Board of Directors, the internal audit division, and accounting auditors; and took appropriate actions in accordance with Japan's Corporate Governance Code. Based on the results of these evaluations, in FY2024, the Company undertook a number of efforts, monitoring the progress of improvements regarding issues identified in the previous fiscal year; visiting important locations. For FY2025, the Company has formulated an audit plan based on the previous year's evaluation and aims to further improve the effectiveness of its Audit & Supervisory Board. In addition, based on items of concern identified through activities performed in accordance with this audit plan, each Audit & Supervisory Board member has presented numerous recommendations and issues to directors and executive divisions through forums such as meetings of the Board of Directors and Management Conference.

The Company will continuously strive to improve the effectiveness of its Audit & Supervisory Board while aiming to enhance its corporate value.

Executive Officer System

OKI appoints executive officers to implement operations in accordance with management policies determined by the Board of Directors so as to separate the functions of business execution and oversight of management and promote timely decision-making processes. Moreover, to assist the president in making decisions, the Company has established the Management Committee.

Utilization of Voluntary Committees

The Company has established the Personnel Affairs and Compensation Advisory Committee as a voluntary committee to secure transparency and objectiveness in the decision-making processes concerning appointment and dismissal of Directors and determination of compensation for officers. The Committee holds a meeting as necessary. The Committee is consulted prior to resolutions at a Board of Directors meeting on appointment and dismissal of Directors, Executive Officers, etc. and the structure and level of their compensation, deliberates on these issues from an objective viewpoint, and reports the results to the Board of Directors. The Committee consists of four Outside Directors. The current Chairperson of the Committee is an Independent Outside Director by resolution of the Board of Directors.

Internal Auditing

The Company has established the Internal Auditing Division that reports directly to the president. Internal Audit Personnel of the Internal Auditing Division consists of 28 members, including three certified internal auditors and two certified fraud examiner. In accordance with the internal audit rules, the Internal Auditing Division conducts internal audits to properly understand the actual status of compliance risk management and overall operations at the Company's business units and subsidiaries, identify problems in the execution of internal controls, propose improvements, and support improvement of operations.

Members of each Institution (As of June 25,2025)

	Name	Board of Directors	Personnel Affairs and Compensation Advisory Committee	Audit & Supervisory Board	Position
Director	Takahiro Mori				President, Representative Director and Chief Executive Officer
	Teiji Teramoto				Senior Executive Vice President,Representative Director
	Yuichiro Katagiri				Executive Vice President and Member of the Board
	Yoichi Kato				Senior Vice President and Member of the Board
	Tamotsu Saito				Independent Outside Director
	Izumi Kawashima	Chairperson			Independent Outside Director
	Makoto Kigawa		Chairperson		Independent Outside Director
	Ryoko Toyama				Independent Outside Director
Audit & Supervisory Board Member	Masashi Fuse			Chairperson	Standing Audit & Supervisory Board Member
	Hajime Inoue				Standing Audit & Supervisory Board Member
	Yoshihiro Tsuda				Independent Outside Audit & Supervisory Board Member
	Yasuyuki Oda				Independent Outside Audit & Supervisory Board Member
	Hiroshi Niinomi				Outside Audit & Supervisory Board Member

Member
Chairperson
Persons who are members and have a right and obligation to attend relevant meetings

Changes in Corporate Governance Structure

		2016/6	2017/6	2018/6	2019/6	2020/6	2021/6	2022/6	2023/6	2024/6	2025/6
Director	Total Number	7			9				8
	of which, Independent Outside Directors	2	3	4
	Chair	Chairman					Independent Outside Director
	Term	1 year
Audit & Supervisory Board Member	Total Number	4					5
	of which, Independent Outside Audit & Supervisory Board Members	2					3			2
	Term	4 years
Voluntary Committees		Personnel Affairs and Compensation Advisory Committee