This study examined the keys to sustainability management those values "future generations" by focusing on Seiren Co., Ltd., a leader in Fukui Prefecture's textile industry. As a result of this research, the following four points were discovered as keys to sustainability management.

This paper explores, from a corporate governance perspective, how female outside directors contribute to risk management in studies where outside directors are responsible for strategic risk management, and how the characteristics of female outside directors should be leveraged in strategic risk management.

This study explores how female outside directors of regional banks use their abilities
to become involved in management and contribute to improving business performance.
Female outside directors of regional banks are mainly audit committee members. While
the individual work experience of some of the female outside directors confirmed their
personnel skills, the basis for the company's claim of their personnel skills was unclear
in some cases. A comparison of the skills of female outside directors with management
strategies revealed that many companies have problems in aligning their skills with
their strategies. In order to further increase the number of female outside directors, it is
necessary to examine what skills are required to address specific issues in management
strategy

Corporate governance reforms in Japan have increasingly emphasized board diversity, particularly the appointment of female outside directors. However, existing studies provide mixed evidence regarding their impact on firm performance. A key limitation of prior research is the lack of attention to whether directors’ skills are aligned with firms’ strategic needs. This study addresses this gap by examining whether the strategic alignment between female outside directors’ skills and corporate strategy affects firm performance.

This study investigates structural factors underlying the gender pay gap in the manufacturing sector in Fukui Prefecture, Japan. Using a triangulated approach combining questionnaires and interviews with managers, HR personnel, and supervisors, the research identifies key causes of wage disparities. Findings reveal that gaps emerge not at hiring but through differences in skill development, work experience, evaluation systems, and promotion opportunities. In particular, insufficient training programs and unclear career paths for women hinder advancement to managerial positions. The study argues that addressing the gender pay gap requires management reforms focused on systematic skill development, fair evaluation, and the creation of inclusive career development frameworks.