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An interview with Yohei Koyama, Executive Director and Head of Corporate Planning at Catalys, has been published on Biz/Zine, the business innovation media — on what the 2026 revision of the Corporate Governance Code really asks for, and what corporate planning teams should do about it —
Catalys Inc. (head office: Minato-ku, Tokyo) is pleased to announce that an interview with Yohei Koyama, Executive Director and Head of Corporate Planning, was published on 1 September 2026 in Biz/Zine, the business innovation media run by Shoeisha Co., Ltd.
■ About the article
Title: The 2026 revision of the Corporate Governance Code: how to move past box-ticking and turn it into board reform and growth
Publication: Biz/Zine, Shoeisha Co., Ltd.
Published: 1 September 2026
URL: https://bizzine.jp/article/detail/13466
On 21 July 2026 the Corporate Governance Code was substantially revised for the third time. With the deadline for the corporate governance report under the revised Code falling at the end of July 2027, many Japanese companies face the problem of moving past a formal, box-ticking response.
In the article, Koyama speaks to the Biz/Zine editorial team about what the revision is really asking for, and which questions corporate planning teams should take up first.
■ What the article covers
1. From form to substance — the structure of the discipline itself has changed. What is subject to comply-or-explain has been reorganised from 83 items (5 basic principles, 31 principles and 47 supplementary principles) down to 30 items (4 basic principles and 26 principles). Koyama reads this not as a loosening but as a shift into an era where ticking a list no longer works, and a company has to describe its own debate and its own execution in its own words.
2. Three pillars for reading the revised Code. Catalys organises the revision around three points: disclosure of the annual securities report before the AGM; the allocation of resources, meaning investment for growth; and strengthening how the board actually works. The article sets out each with a view on what to do first.
3. The first priority is disclosure before the AGM — and there are two routes. For the year ended March 2026, 94.3% of Prime Market companies already filed their annual securities report before the AGM, yet only seven achieved the three weeks or more that the interpretive guidance treats as most desirable. The article compares Route A, filing the report earlier, with Route B, redesigning the record date for voting rights and the AGM calendar, using real company examples.
4. Our own research on business exits. Starting from the 1,551 domestic companies on the TSE Prime Market as at the end of July 2026, Koyama examined timely disclosures from April 2023 to July 2026. He found that 352 companies, 22.7% of the total, had disclosed something amounting to a business exit. On that basis he argues that the problem for Japanese companies is not an inability to exit, but that the criteria and the reasoning behind an exit are hard for outsiders to verify.
5. A roadmap to July 2027, and a first step for tomorrow. The article sets out the three things a convincing explanation needs, a roadmap in three stages of priority, and actions a corporate planning team can begin tomorrow.
■ A comment from the author
Yohei Koyama, Executive Director and Head of Corporate Planning, Catalys Inc.
“This revision is not about how to tidy up a disclosure document. The real job of corporate planning is not to produce a clean piece of writing, but to build, inside the company, a way of making decisions that is worth explaining. I hope the article helps readers treat the revision as a chance to raise the quality of how their company is run, from the ground up.”
■ About the speaker
Yohei Koyama, Executive Director and Head of Corporate Planning, Catalys Inc.
At Deloitte Tohmatsu Consulting, KPMG Management Consulting and BayCurrent Consulting he worked on PMI and systems integration PMO for financial institutions, and on corporate transformation. He then held roles at Hilti Japan as Finance Controller, head of sales and head of the service center. As Managing Executive Officer at Koki Holdings Japan he oversaw domestic service reform and marketing, and served as a director of group companies. After supporting corporate strategy and operational reform as a partner at a large consulting firm, he joined Catalys in his current role. He is a graduate of International Christian University.