Strengthening Corporate Governance
First written in FY2016. 7 of 11 entries say "Advanced", first in FY2019. Latest entry: FY2026.
The whole theme swung hardest in 2021: 3 of 37 companies on the "Worse" side.
21 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「This matter is based on director candidates selected following deliberation and a decision by the Nominating Committee. As a result, we expect to have a structure in which outside directors serve as both chair of the Board of Directors and chairs of all committees.」
While maintaining a company with a three-committee board structure and an oversight system centered on independent outside directors, we are moving toward a structure in which outside directors serve not only as chair of the Board of Directors but also as chairs of the Nominating, Compensation and Audit Committees. - 2026-05-25AdvancedGeneral Meetings of Shareholders
「As part of efforts to improve the effectiveness of the Board of Directors, we held 14 meetings in fiscal 2025, mainly attended by outside directors, to establish a common understanding of the desired state and eliminate information asymmetry among directors.」
While maintaining a company with a nominating committee structure and a supervisory framework centered on outside directors, the company has made its effectiveness reviews and dialogue more concrete through meetings of outside directors, expanded audit committee meetings and broad strategic discussions. - FY2025AdvancedAnnual report
「For fiscal 2024, given that it is the final year of the Medium-Term Management Plan (2022–2024) and that the following fiscal year will be the first year of a new Medium-Term Management Plan under which the strategy will change and evolve with a view to the “individual customer business,” we decided to obtain support from a third-party organization in formulating hypotheses and conducting analyses to improve the effectiveness of the Board of Directors.」
While maintaining a company with a three-committee board structure and a majority of independent outside directors, we are advancing Board effectiveness assessments reflecting the new Medium-Term Management Plan and the transition to the individual customer business, the fiscal 2025 action plan, and stronger group company governance. - FY2022RestatedAnnual report
「Independent outside directors constitute a majority of the Board of Directors. We have also established statutory Nominating, Compensation and Audit Committees, each with a majority of outside directors, creating an objective and transparent oversight structure led by outside directors.」
We are reconfirming the oversight, nomination, compensation and audit structure centered on independent outside directors following the change to a company with a three-committee board structure. - FY2021AdvancedAnnual report
「The Board of Directors is structured to facilitate monitoring of management execution, including by having outside directors constitute a majority. At the same time, the Board Regulations and the Group Decision-Making Procedures Regulations clearly define the matters requiring Board of Directors approval, while authority is being delegated to executive officers to increase management flexibility.」
After changing to a company with a three-committee board structure, we implemented a majority of outside directors, clarified the matters requiring Board approval, and delegated authority to executive officers. From April 2021, we further advanced the structure so that an outside director serves as chair of the Board of Directors. - FY2020AdvancedAnnual report
「To further strengthen our corporate governance structure, we have changed from a company with an Audit & Supervisory Board to a company with a three-committee board structure. We will clarify the separation between oversight and execution in management, strengthen the Board of Directors' oversight function, and accelerate execution.」
On 15 June 2020, we changed to a company with a three-committee board structure, giving concrete institutional form to the separation of oversight and execution, the strengthening of the Board of Directors' oversight function, and faster execution. - FY2020-Q1AdvancedAnnual report
「We take this matter seriously and sincerely apologize to our customers and all other stakeholders. We will further strengthen our group company management structure and work to prevent a recurrence.」
Following the violation of the Act against Unjustifiable Premiums and Misleading Representations by エムアイカード, we are strengthening the group company management structure and taking steps to prevent a recurrence. - FY2019AdvancedAnnual report
「To ensure the achievement of our priority strategies, we will delegate authority and responsibility to the operating companies under the Company, accelerate management decision-making and establish an agile business-execution structure. To this end, it is also necessary to further strengthen our corporate governance structure. We will continue initiatives including improving the operational precision of the chief officer system that controls the Group as a whole and enhancing the effectiveness of the Board of Directors.」
We are strengthening our governance structure by delegating authority and responsibility to operating companies, introducing a chief officer system, and improving the effectiveness of the Board of Directors. There are 4 outside directors, 3 of whom are independent outside directors. - FY2018RestatedAnnual report
「The Company has 9 directors, 4 of whom are outside directors, and the Board comprises diverse personnel with different experience and areas of expertise.」
The governance structure combining the Board of Directors, including outside directors, a Nomination and Compensation Committee in which outside directors comprise a majority, the Board of Statutory Auditors and internal audit continues to be explained. - FY2017RestatedAnnual report
「The Board of Directors, in which outside directors account for at least one-third of the members, functions as the highest decision-making body for management of the Group as a whole. In addition, the statutory auditors, including 3 outside statutory auditors, attend Board of Directors meetings independently and have established a system for auditing the fulfilment by directors of their duty of care and duty of loyalty in the execution of their duties.」
The governance and oversight structure, including outside directors, outside statutory auditors, the Nomination and Compensation Committee and internal audit, continues to be explained. - FY2016First statedAnnual report
「Through these initiatives, we will achieve the performance targets under the Group's 3-year plan and strengthen corporate governance, thereby seeking to enhance corporate value and achieve sustainable growth.」
The governance structure, including outside directors, the Nomination and Compensation Committee, statutory auditors and internal audit, was explained.