Balancing Group Cohesion with Autonomy and Independence
First written in FY2016. 8 of 13 entries say "Advanced", first in FY2020-Q2. Latest entry: FY2026.
The whole theme swung hardest in 2020: 2 of 18 companies on the "Worse" side.
3 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The company held the Group Management Conference, attended by senior executives of the company and group companies, 2 times, sharing information to improve the effectiveness of group governance, increase enterprise value for the group as a whole, and achieve both the development and evolution of operating companies.」
Held the Group Management Conference 2 times during the fiscal year, giving concrete form to information sharing and balancing optimization of the group as a whole with the development of operating companies. - FY2025AdvancedAnnual report
「The company held the Group Management Conference, attended by senior executives of the company and group companies, 2 times, sharing information to improve the effectiveness of group governance, increase enterprise value for the group as a whole, and achieve both the development and evolution of operating companies.」
Held the Group Management Conference twice a year, giving concrete form to operations that balance information sharing across the group and optimization of the group as a whole with the development of operating companies. - FY2023-Q3RestatedAnnual report
「In addition, effective 1 April 2022, the company carried out an internal group reorganization under which みらい建設工業㈱, 東興ジオテック㈱ and タカマツハウス㈱ became subsidiaries of the company, with the aim of strengthening group governance and management and establishing a more efficient management structure.」
Continues to describe the organizational reorganization aimed at strengthening group governance and management. - FY2023-Q1AdvancedAnnual report
「Effective 1 April 2022, the company carried out an internal group reorganization under which みらい建設工業㈱, 東興ジオテック㈱ and タカマツハウス㈱ became subsidiaries of the company, with the aim of strengthening group governance and management and establishing a more efficient management structure.」
An organizational reorganization aimed at strengthening group governance and management was implemented effective 1 April 2022. - FY2020AdvancedAnnual report
「青木あすなろ建設 became a wholly owned subsidiary in November 2019. This ended the parent-subsidiary listing that had continued for 19 years after the company joined the group in 2000, eliminated the potential for conflicts of interest between minority shareholders and the company, and established a foundation for strengthening the group's unified approach and creating synergies.」
The full acquisition of 青木あすなろ建設 and elimination of the parent-subsidiary listing were completed, advancing the development of a foundation for integrated group operations and synergy creation. - FY2020-Q2AdvancedAnnual report
「The tender offer to acquire all common shares of the consolidated subsidiary 青木あすなろ建設株式会社, excluding treasury shares and shares already held by the company, was approved at the company's extraordinary Board of Directors meeting held on 6 August 2019 and was completed without incident. As a result, 青木あすなろ建設株式会社, which had remained jointly listed with the company for 19 years, became a wholly owned subsidiary of the company on 11 November 2019. Going forward, the company aims to achieve more integrated group-wide operations and further strengthen the creation of synergies.」
The tender offer for 青木あすなろ建設 was completed, and the company became a wholly owned subsidiary on 11 November 2019. Following the elimination of the parent-subsidiary listing, the company stated its policy of pursuing more integrated group-wide operations and strengthening synergy creation. - FY2020-Q1ReframedAnnual report
「To achieve sustainable growth, the group considers it important to clearly shift the priority of group management from respecting the diversity of individual group companies, as in the past, to maximizing synergies across the group. This will enable the group to operate more as an integrated whole, respond flexibly to changes in its environment and build a resilient management base, which the company considers essential.」
Clearly shifts the focus of group management from the previous emphasis on respecting the diversity and independence of individual companies toward prioritizing the maximization of group-wide synergies and integrated operations. - FY2019RestatedAnnual report
「The group has established Rules Concerning the Holding Company and Operating Companies to ensure close cooperation among group companies, promote the independent development of subsidiaries, and increase the enterprise value of the group as a whole.」
Reconfirms the operating policy of balancing subsidiary independence with improvement in the enterprise value of the group as a whole. - FY2017RestatedAnnual report
「The group has established Rules Concerning the Holding Company and Operating Companies to ensure close cooperation among group companies, promote the independent development of subsidiaries, and increase the enterprise value of the group as a whole.」
Restates the operating policy of balancing subsidiary independence with improvement in the enterprise value of the group as a whole. - FY2016First statedAnnual report
「The group has established Rules Concerning the Holding Company and Operating Companies to ensure close cooperation among group companies, promote the independent development of subsidiaries, and increase the enterprise value of the group as a whole.」
States that group rules, meetings of presidents and regular reports will be used to balance subsidiary autonomy with optimization of the group as a whole.