CSR Management
Corporate Governance
To ensure efficient, sound, and transparent management, Alpine works hard to strengthen our corporate governance structure.
Basic Approach
Alpine defines corporate governance as the “mechanism which ensures that appropriate and efficient decision-making and business operations are implemented by management,” the “motivation for management to promptly report results to stakeholders with a view toward increasing corporate value,” and the “building and operation of a process that realizes sound, efficient, and transparent management.” With this in mind, Alpine is working hard to improve this structure.
Framework of Corporate Governance

Governance Structure
In accordance with Japanese Corporate Law, Alpine has established an internal auditing structure. We have also appointed a Board of Directors that oversee and supervise managerial decision-making and performance of duties, as well as a Board of Auditors that conduct internal audits.
The Board of Directors meets once each month to discuss and decide on matters of managerial importance. As each director is charged with the responsibility of one corporate function, it is clear where responsibility rests. Thus, appropriate and efficient performance of duty is assured.
The Board of Auditors discusses and decides on important matters reported from audits. This board functions as a check and balance for management. Auditors are selected from those who are well versed in Alpine's business among members of the parent company, certified public accountants, and lawyers, in order to utilize their respective expertise in management, accounting, and legal issues.
Corporate Governance Organizational Structure (as of June 2009)

Building Internal Control Systems
Alpine is making aggressive efforts to create internal control systems, based on the belief that such systems should not be created merely for the sake of compliance with relevant laws. They must contribute to improving operating efficiency and effectiveness, as well as increase corporate value through continual improvement.
In fiscal 2008, the first year that we were required to evaluate our own internal controls, we focused on improving relevant systems and implementing internal controls for financial statements. Going forward, we will further improve internal control systems in order to ensure sound management practice.
