A Culture That Values Dialogue and Information Sharing Supports Highly Effective Governance
I became an Outside Director of JBIC in June 2025. I accepted the position because I strongly identified with JBIC’s corporate slogan, “Supporting Your Global Challenges.” JBIC’s commitment to pursuing both social significance—serving Japan’s national interests and contributing to the international community—and profitability—supporting the competitiveness and management of Japanese companies—represents a distinctive value that only JBIC can provide. I felt that, as the culmination of my career in finance, contributing to an organization with such a mission would be highly meaningful.
I see my role as contributing to JBIC’s value enhancement by drawing on the knowledge I have accumulated over many years in the financial industry in Japan and overseas, as well as my experience working to enhance corporate governance as a director of private-sector companies. From an independent standpoint, I offer my views on whether management decision-making processes and risk management systems are functioning appropriately. As an Outside Director in particular, I place importance on considering matters from the perspectives of diverse stakeholders, without being constrained by particular assumptions or the logic of executive management.
JBIC’s Board of Directors has a highly effective governance framework, and I believe this effectiveness is supported by both its institutional structure and its operational practices. Having the non-executive Chairman of the Board serve as chair of Board meetings allows the Board to maintain a certain degree of independence from executive management and facilitates open discussion. Communication with Audit Supervisory Board Members is also important for us. At JBIC, I particularly value the well-developed framework for sharing information with Outside Directors, including regular exchanges of views as well as detailed reports and advance briefings from Audit Supervisory Board Members. Furthermore, substantive discussions on JBIC’s management, important projects, and other matters take place at the Management Advisory and Evaluation Committee and the Risk Advisory Committee, allowing the perspectives of experts from diverse fields to be reflected in decision-making. I think that JBIC’s governance is supported not only by institutional frameworks but also by a culture that values dialogue and information sharing, contributing to its high degree of transparency and effectiveness.
Contributing to an Environment for Human Resource Development as JBIC’s Mission Continues to Grow
Amid growing concerns over geopolitical risks and economic security, JBIC’s mission is becoming increasingly important. By undertaking large-scale and high-risk projects that private financial institutions alone cannot fully address, JBIC supports the international competitiveness of Japanese companies and Japan's energy security. This makes personnel equipped with advanced expertise, international negotiation skills, and sound judgment all the more important. Such personnel cannot be developed overnight. Long-term development, together with appropriate evaluation and compensation commensurate with their capabilities, is essential. As an Outside Director, I hope to help foster an environment that supports the development of such personnel.
JBIC is an organization with a unique mission that contributes to the development of Japan and the international community while engaging with the world. I am confident that, by attracting people who share this aspiration and continue to take on challenges while developing advanced expertise, JBIC will further demonstrate its value as a policy-based financial institution that earns even greater trust from society.
Managing Director (Outside Director)
SASAKI Mami