OJI Holdings Corporation has confirmed its commitment to long -term value creation and management reform during the 101 -year meeting of the shareholders held on June 27, 2025. With a revision to a reorganized board, new agreements and its articles on incorporation, performance, performance, marking,
Key Governance Amendments Reflect Modernized Management Structure
Partial changes were approved for articles involving the meeting point for this year’s meeting, designed to clarify the roles and responsibilities within and. By reducing the positions of president and chairman of the need to be specially prepared from the board, and paved the way for maximum management flexibility, which allows you to be appointed corporate managers – who cannot sit on the board – which will be appointed in these major executive roles.
This change is in line with the global best practice and also indicates increasing intentions to streamline the decision on decisions, and increase the board’s supervisory role. The updated management framework allows any board member, including external board members, calls board meetings and for a chairman – an important mechanism to strengthen responsibility and inclusion at the highest level of the organization.
Board Composition Signals Generational and Gender Diversity
In a move that reflects both consolidation and renewal, shareholders approved the election of nine directors, down from twelve in the previous term. Among the newly elected directors are Satoshi Takuma, Executive Officer and Group CTO, and Atsuko Muraki, an independent outside director with extensive public sector experience in social welfare and labor policy.
The updated board now includes four outside directors, three of whom are women, reinforcing Oji’s commitment to diversity and independence—both critical components of ESG credibility and stakeholder trust.
Chairman Masatoshi Kaku and President Hiroyuki Isono both retained their leadership positions. Isono, in particular, was credited with leading the development of Oji’s upcoming FY2025–FY2027 Medium-Term Management Plan, which emphasizes capital efficiency and portfolio optimization as the group transitions toward higher-value business domains.
Incentive Reforms Link Pay to Long-Term Value Creation
Another key agenda item was the revision of the performance-linked stock-based remuneration plan for directors, a measure designed to deepen the alignment between executive incentives and corporate performance. Under the revised plan, shares will now be awarded during a director’s tenure, subject to transfer restrictions until retirement—ensuring that executives bear both the upside and downside of Oji’s stock performance.
The revised scheme raises the three-year funding cap for the incentive plan from ¥600 million to ¥750 million and introduces stricter performance conditions tied to both financial and non-financial targets, including ESG-linked indicators. With up to 580,000 points available per fiscal year under the new structure, the plan aims to strengthen the company’s capital market discipline while retaining top executive talent.
Broader Implications for Stakeholders and Industry
Oji’s governance overhaul and board refresh come at a time when global paper, packaging, and material science companies are under pressure to innovate amid sustainability, digital transformation, and structural demand shifts. For supermarket groups, especially those reliant on Oji’s packaging, hygiene, and industrial material solutions, the meeting sends a clear message: Oji is building a leaner, more responsive governance platform to underpin strategic transformation.
In addition, the renewed focus on sustainability, human capital development, and global market alignment—as evidenced in the revised skill matrix—reflects a broader recalibration of the group’s long-term value proposition.
Bottom Line
The Oji Holdings 2025 General Meeting underscores the company’s intent to modernize governance, sharpen executive accountability, and better align with global capital market expectations. For shareholders and industry partners alike, these changes offer reassurance that Japan’s largest pulp and paper group is not only adapting to change—but shaping it.
