Separation of Decision-Making and Oversight from Business Execution
First written in FY2016. 8 of 11 entries say "Advanced", first in FY2020-Q2. Latest entry: 2026-07-06.
31 other companies' latest entry also says "Restated".
- 2026-07-06RestatedGovernance
「監督・意思決定機能」
コーポレート・ガバナンス体制図において、取締役会等の監督・意思決定機能と、代表取締役会長/社長、経営会議および執行組織による業務執行機能を区分して示している。 - FY2026AdvancedAnnual report
「In April 2025, we changed from the previous 7-business-headquarters structure to a 2-major-headquarters structure consisting of the Housing Solutions Headquarters and Business Solutions Headquarters.」
After one year under the 2-major-headquarters structure, it advanced the integration of similar functions, delegation of authority, and sharing of customer information and technology. In addition, it established the Management Council in October 2025 and is moving toward a clearer division between execution and oversight and a monitoring-oriented Board of Directors. - FY2025AdvancedAnnual report
「To strengthen our earnings capabilities and formulate growth strategies in Japan and overseas, we changed from the 7-business-headquarters structure to a 2-major-headquarters structure on 1 April 2025.」
It changed from the previous 7-business-headquarters structure to a 2-major-headquarters structure consisting of the Housing Solutions Headquarters and Business Solutions Headquarters, strengthening the delegation of authority and cross-functional coordination. - FY2023AdvancedAnnual report
「To enable management issues to be addressed separately through management strategy and functional strategies, the management planning function responsible for management strategy was changed from April 2023 to report directly to the CEO. At the same time, we revised the evaluation of business locations by reducing the weighting of performance figures and increasing the weighting of talent development, compliance and customer satisfaction, so that it can determine whether an organization is capable of delivering results in the future.」
The management strategy function was placed directly under the CEO, and business location evaluations were revised from an excessive focus on performance figures to place greater emphasis on talent development, compliance and customer satisfaction. - FY2022AdvancedAnnual report
「Under the business headquarters system introduced in April 2021, we have been building a structure for swift management decision-making by delegating authority to the presidents of the business headquarters. The system is functioning more rapidly than initially expected, and results are gradually emerging.」
The business headquarters system has progressed from its introduction and full-scale launch to a stage where the delegation of authority to the business headquarters presidents is functioning faster than expected and producing results. - FY2022-Q1AdvancedAnnual report
「Amid this business environment, we fully launched the business headquarters system in April 2021 to strengthen the foundation for a new stage of growth, drawing on the strengths of the Group's people, who maintain the attitude of opening up the future and moving forward even in the face of unforeseen circumstances and difficult challenges. We strengthened the authority of each business headquarters president and established a structure in which they are responsible not only for business performance but also for overall management, including risk management.」
Regarding the business headquarters system introduced in the previous fiscal year, it moved to full-scale operations in April 2021 and strengthened the authority of each business headquarters president and their responsibility for business performance and risk management. - FY2021-Q2RestatedAnnual report
「As in the previous year, we implemented a restructuring of the organization for future growth as part of measures to strengthen governance, including increasing the number of outside directors and ensuring diversity, delegating authority for business execution, redefining the allocation of roles and responsibilities, and strengthening the organization's ability to respond to risks that differ among the Group's businesses and regions.」
It continues to implement a restructuring of the organization, including the delegation of authority for business execution, redefinition of roles and responsibilities, and strengthening of risk response capabilities by business and region. - FY2020AdvancedAnnual report
「The domestic business execution structure has been reorganized into 7 business headquarters, with the relevant Group companies placed under them. Each business headquarters has the authority and responsibility for business performance, risk management and compliance, and manages these matters consistently, while the head office departments provide cross-functional support to each business headquarters and work to strengthen governance functions. The system was introduced in April 2020, and the year leading up to the start of full-scale operations in April 2021 is being positioned as a period for considering the organizational structure and operating methods.」
Regarding decision-making and business execution, it presented a specific transition plan to reorganize the domestic business into 7 business headquarters, introduce the system in April 2020 and begin full-scale operations in April 2021. - FY2020-Q3AdvancedAnnual report
「With regard to the governance structure, we will also rebuild the organization for future growth by delegating authority for business execution, redefining the allocation of roles and responsibilities, and strengthening the organization's ability to respond to risks that differ among the Group's businesses and regions, while continuing to optimize the governance structure to suit each stage of growth.」
It has moved from the previous planning stage to the stage of implementing a restructuring of the governance framework, including the delegation of authority, redefinition of responsibility allocation, and strengthening of risk response capabilities by region and business. - FY2020-Q2AdvancedAnnual report
「With regard to the governance structure, we will also rebuild the organization for future growth by delegating authority for business execution, redefining the allocation of roles and responsibilities, and strengthening the organization's ability to respond to risks that differ among the Group's businesses and regions, while continuing to optimize the governance structure to suit each stage of growth.」
Regarding the relationship between decision-making and oversight and business execution, it has moved to the stage of delegating authority for business execution, redefining roles and responsibilities, and optimizing the structure according to the stage of growth. - FY2016First statedAnnual report
「To clearly distinguish management decision-making and oversight from business execution, the company has adopted an executive officer system. The Board of Directors and its individual directors are responsible for decision-making and oversight, while executive officers are responsible for business execution.」
It has adopted a hybrid structure that separates the roles of the Board of Directors and executive officers.