Corporate Governance

• Rinnai views reinforcement and enhancement of corporate governance as important management priorities from the perspectives of strengthening competitiveness and continually improving corporate value of the Group.
• Rinnai takes care to preserve equality of shareholders by ensuring that their rights are essentially protected and that those rights can be exercised smoothly.
• Rinnai views appropriate cooperation with all stakeholders as essential to improving corporate value and, through its business activities, strives for its own growth together with social and economic prosperity.
• Rinnai emphasizes highly transparent management through the swift and appropriate disclosure of wide-ranging information while stepping up efforts to ensure that disclosure of company information is based on legal regulations.
• Rinnai's Board of Directors recognizes its fiduciary responsibilities to shareholders and strives to continually improve corporate value though transparent, fair, swift, and resolute decision-making.
• Rinnai encourages mutual communication through dialog with shareholders and other stakeholders in order to build relationships of trust with those stakeholders.

There are four Audit & Supervisory Board Member, two of whom are outside Audit & Supervisory Board Member. Audit & Supervisory Board Member attend Board of Directors meetings and other important meetings, where they monitor directors' execution of their duties, the development of the internal control system, and the overall performance of duties. In addition, an external account auditor audits the Company's accounts and verifies from a third-party perspective the legality of the internal control system as it relates to financial accounts.

• Corporate Officers

The Board of Directors consists of nine members, among whom four outside directors included and meet once a month in principle. The Board makes decisions on major management issues and also oversees business execution by Board members. Some of directors, from the Chairman down, serve concurrently as executive officers, whose role is to convey on the decisions of the Board to the head executives of the relevant divisions. The board checks on business operations and discuss issued at general business meetings and at other business meetings held on a quarterly basis. Moreover, the term of Directors should be fixed as one year in order to clarify their management responsibilities and to increase the opportunity of shareholders' confidence to them.

Skills Matrix of Directors (Areas particularly expected of the relevant directors)

*The following table does not represent all of the candidates' knowledge and experience.

Reasons for Matrix Selection

To enhance the objectivity and transparency of decisions pertaining to nomination of and compensation for senior management and directors, Rinnai established the Nomination Advisory Committee and the Compensation Advisory Committee, with the majority of members being independent outside directors, to act in an advisory capacity to the Board of Directors. Director, Audit and Supervisory Board member and executive officer nominations and director and executive officer compensation are discussed by the respective advisory committee, with a final decision made by the Board of Directors.

A summary of the Corporation's policies on determining compensation for individual directors is given below.

1Basic principles on determining compensation for directors

I. Promoting solid corporate value creation over the medium to long term

The level and composition of compensation are set so that directors will be strongly motivated to realize increased corporate value and attain goals through the concerted efforts of the entire Corporation. Directors will be motivated to routinely attain performance targets every fiscal year and create corporate value over the medium to long term by exercising appropriate quantitative evaluation on the basis of financial performance indicators and assessment of medium-to-long-term efforts on compensation. Steady improvement of corporate value is sought through directors holding the Corporation's shares for the medium to long term, thus having common interests with shareholders.

II. Securing objectivity and transparency to underline our accountability to a broad range of stakeholders, including shareholders

Policies on determining compensation are deliberated by the Compensation Advisory Committee, mainly composed of outside directors, and then ratified by the Board of Directors based on the Committee's recommendations. The level and composition ratio of compensation are continuously validated by an objective comparison with those of comparable companies.

2Structure of compensation

Compensation for directors consists of a basic component (fixed compensation) and a performance-linked component in a ratio of approximately 70:30 for the purpose of providing a sound motivation for increased corporate value and target achievement. Performance-linked compensation consists of an annual bonus, designed to promote steady attainment of performance targets every fiscal year, and a restricted stock compensation, designed to seek steady improvement of corporate value through sharing interests with shareholders by holding the Corporation's shares for the medium to long term.
Compensation for outside directors is limited to a basic component (fixed compensation) only, in order to promote proper conduct of their duties to supervise and give advice to management from a position independent of executive management.

The composition of compensation and summary of each component are as follows:

Composition of compensation

• 70%
• 20%
• 10%

• Basic component
• Annual bonus
• Restricted stock

Summary of each component

Type of compensation	Summary
Basic compensation	Cash compensation paid monthly in a fixed amount based on position and duties
Annual bonus	Cash compensation designed to promote steady attainment of　performance targets every fiscal year and corporate value creation over the medium to long term Consisting of a corporate performance-linked component(80%) and an individual performance-evaluation component(20%) The corporate performance-linked component will range from 0% to 150% of the standard amount, depending on the degree of attainment of targeted consolidated operating income and nonconsolidated operating income, which are key performance indicators of the Corporation The individual performance component will range from 0% to 150% of the standard amount, depending on major indicators of each director's area of responsibility and an evaluation of efforts towards medium-to long-term growth and ESG, etc. Determined amounts will be paid as a lump-sum cash payment after the end of each fiscal year
Restricted stock	Stock-based compensation designed to contribute to steady improvement of corporate value through shared interests with shareholders by holding the Corporation's shares for the medium to long term Basically, restricted stocks are granted every fiscal year, and transfer restrictions will be lifted in the event of a director's resignation

If any individual director holds a number of shares exceeding a specified number over the medium to long term, the restricted stock may be included in an annual bonus and the director will receive only an annual bonus as a performance-linked compensation incentive. Directors eligible to receive restricted stocks are identified at a meeting of the Compensation Advisory Committee, and then ratified by the Board of Directors.

3Level of compensation

The level of compensation for directors (excluding outside directors) is set so that directors are strongly motivated to realize increased corporate value and attain goals through the concerted efforts of the entire Corporation. It is determined on the basis of position and duties and by using objective data on executive compensation gathered through a survey conducted by an outside expert agency (Willis Towers Watson's Executive Compensation Data) and using those of selected comparable companies as a benchmark.

4Process of determining compensation

Policies on determining compensation for directors are deliberated objectively at a meeting of the Compensation Advisory Committee, composed of a majority outside directors, and ratified by resolution of the Board of Directors based on the Committee's recommendations. The amount of each director's compensation, including an assessment of an individual performance-evaluation component, is determined by deliberation of the Compensation Advisory Committee to which the Board of Directors has resolved to delegate authority, ensuring more objectivity and transparency in the process of determining compensation.
Deliberations of the Compensation Advisory Committee are conducted from an objective viewpoint and by referring to expertise about compensation systems. Accordingly, information is obtained from an outside expert agency (Willis Towers Watson in fiscal 2023) when necessary. The following are the members of the Compensation Advisory Committee who deliberated policies for the 73rd fiscal year and their activities during the fiscal year.

Members

• Hiroyasu Naito, President and Representative Director
• Nobuyuki Matsui, Outside Director (Chairman of the Committee)
• Takashi Kamio, Outside Director

Activities

• May 18, 2022: Decision of annual bonus for the 72nd fiscal year, and deliberation on compensation policies for the 73rd fiscal year
• June 29, 2022: Deliberation on selection of Compensation Advisory Committee Chairman and individual amounts of compensation for officers (directors) for the 73rd fiscal year