Strengthening Governance Under the Corporate Governance Policy
First written in FY2016. 9 of 14 entries say "Advanced", first in FY2017. Latest entry: FY2026.
65 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「To further enhance the effectiveness of our strategy, executive officers of J. Front Retailing will concurrently serve as executive officers of Daimaru Matsuzakaya Department Stores and PARCO in the 3 areas of human resources, IT and digital, and finance.」
Regarding governance and the Group management platform, the company established a structure in which holding company executive officers concurrently serve in executive roles at the principal operating companies in the 3 areas of human resources, IT and digital, and finance, promoting Group-wide optimization and the sharing of functions. - FY2025-Q1AdvancedAnnual report
「With respect to corporate governance, we changed the structure so that an independent outside director chairs the Board of Directors, in addition to chairing the 3 statutory committees.」
As part of strengthening governance, the structure changed so that an independent outside director also chairs the Board of Directors, in addition to chairing the 3 statutory committees. - FY2023AdvancedAnnual report
「We have also established 7 divisions overseeing the company's management functions: the Management Strategy Division, CRE Strategy Division, Group Digital Division, Group Systems Division, Financial Strategy Division, Human Resources Strategy Division, and Operations Division. We are clarifying the roles, responsibilities and authority of each organization, strengthening oversight functions, and enhancing the Group-wide internal control system.」
The company expanded its governance and execution platform, including its business portfolio and real estate strategy, by adding the CRE Strategy Division to the previous structure of 6 overseeing divisions, creating a 7-division structure. - FY2022AdvancedAnnual report
「We have also established 6 divisions overseeing the company's management functions: the Management Strategy Division, Group Digital Division, Group Systems Division, Financial Strategy Division, Human Resources Strategy Division, and Operations Division. We are clarifying the roles, responsibilities and authority of each organization, strengthening oversight functions, and enhancing the Group-wide internal control system.」
The company expanded its governance framework from the previous structure of 5 overseeing divisions to 6, establishing the digital and systems functions as independent organizations. - FY2021AdvancedAnnual report
「We have also established 5 divisions overseeing the company's management functions: the Management Strategy Division, Group Digital Strategy Division, Financial Strategy Division, Human Resources Strategy Division, and Operations Division. We are clarifying the roles, responsibilities and authority of each organization, strengthening oversight functions, and enhancing the Group-wide internal control system.」
Based on a company with a three-committee board structure, the company advanced its governance framework through the establishment of 5 overseeing divisions, clarification of authority and responsibility, and strengthened Group-wide oversight and internal controls. - FY2020AdvancedAnnual report
「From the current fiscal year, as the audit committee chair changed from an internal director to an outside director, we further strengthened the organizational audit framework. Specifically, we increased the audit committee secretariat by 1 person, assigned it an audit support role in addition to its previous focus on administrative work, and enabled it to act on behalf of audit committee members.」
Based on the governance framework of a company with a three-committee board structure, the company strengthened the audit function by appointing an outside director as audit committee chair, increasing the secretariat by 1 person, and explicitly stating its authority to commission investigations from the internal audit office and other bodies. - FY2018RestatedAnnual report
「We will enhance management transparency and objectivity by adopting a company with a three-committee board structure comprising three committees for nomination, audit and compensation, each with a majority of outside directors.」
Following the transition to a company with a three-committee board structure, the company reconfirmed the governance framework comprising the three committees, 5 outside directors, and the division of roles between the Board of Directors and executive officers. - FY2018-Q3RestatedAnnual report
「To further strengthen the corporate governance of the Group, we implemented the transition to a company with a three-committee board structure following the general meeting of shareholders in May, with the aim of strengthening management oversight by separating oversight from execution, clarifying authority and responsibility in business execution, promoting agile management, and enhancing management transparency and objectivity.」
The company reconfirmed the completion of the transition to a company with a three-committee board structure and its objectives of separating oversight from execution and clarifying authority and responsibility. - FY2018-Q2RestatedAnnual report
「To further strengthen the corporate governance of the Group, we transitioned to a company with a three-committee board structure following the general meeting of shareholders in May, with the aim of strengthening management oversight by separating oversight from execution, clarifying authority and responsibility in business execution, promoting agile management, and enhancing management transparency and objectivity.」
The company reconfirmed the completion of the transition to a company with a three-committee board structure and its objectives of separating oversight from execution and clarifying authority and responsibility. - FY2018-Q1AchievedAnnual report
「To further strengthen the corporate governance of the Group, we transitioned to a company with a three-committee board structure following the annual general meeting of shareholders in May, with the aim of strengthening management oversight by separating oversight from execution, clarifying authority and responsibility in business execution, promoting agile management, and enhancing management transparency and objectivity.」
The company completed the transition to a company with a three-committee board structure following the annual general meeting of shareholders in May, in line with its transition policy. - FY2017AdvancedAnnual report
「To further strengthen the corporate governance framework, we decided to separate oversight from execution and transition to a company with a three-committee board structure.」
The company decided on the policy of transitioning to a company with a three-committee board structure and had amended its articles of incorporation and completed the transition by the filing date. - FY2016First statedAnnual report
「With the aim of achieving sustainable group growth and enhancing corporate value over the medium to long term through the highest standards of corporate governance, we established and disclosed the Corporate Governance Policy in December last year.」
The company has set out the establishment and disclosure of the Corporate Governance Policy, use of the expertise of outside officers, enhancement of the effectiveness of the Board of Directors, and strengthening of the human resources and compensation committees.