Strengthening the Management Control Organization and Corporate Governance
First written in FY2016. 10 of 17 entries say "Advanced", first in FY2018-Q3. Latest entry: FY2026.
45 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「In an effort to ensure the effectiveness of the internal audit function, the internal audit department reports directly not only to the Representative Director but also to the Board of Directors and the Audit & Supervisory Committee.」
The company explicitly established procedures for expanding the recipients of internal audit reports beyond the Representative Director to the Board of Directors and the Audit & Supervisory Committee. The Audit & Supervisory Committee held 12 meetings in FY2025. - 2026-05-01RestatedGeneral Meetings of Shareholders
「The Board of Directors met 13 times during the fiscal year, making management decisions.」
The company continued operating its management structure through coordination among the Board of Directors, the Audit and Supervisory Committee, internal audit and the accounting auditor. - FY2024AdvancedAnnual report
「Following a resolution at the 19th Annual General Meeting of Shareholders held on 26 May 2022, the company transitioned to a company with an Audit & Supervisory Committee. Its corporate bodies comprise the General Meeting of Shareholders, the Board of Directors and the Audit & Supervisory Committee.」
The company has maintained the framework introduced following the transition to a company with an Audit & Supervisory Committee. The Board of Directors comprises 2 directors and 3 directors serving as Audit & Supervisory Committee members, while the Audit & Supervisory Committee comprises 3 outside directors. The Audit & Supervisory Committee held 13 meetings during the fiscal year. - FY2023AdvancedAnnual report
「The Company transitioned to a company with an Audit and Supervisory Committee pursuant to a resolution at the 19th Annual General Meeting of Shareholders held on 26 May 2022, and held 3 meetings of the board of statutory auditors and 10 meetings of the Audit and Supervisory Committee in 2022.」
After transitioning to a company with an Audit & Supervisory Committee, the company held 3 Board of Corporate Auditors meetings and 10 Audit & Supervisory Committee meetings and disclosed its operating record under the new oversight and audit framework. - FY2022AdvancedAnnual report
「Pursuant to a resolution at the 19th Annual General Meeting of Shareholders held on 26 May 2022, the Company transitioned to a company with an Audit and Supervisory Committee, establishing a general meeting of shareholders, a board of directors and an Audit and Supervisory Committee as its corporate bodies.」
The Company transitioned to a company with an Audit and Supervisory Committee and introduced a supervisory and audit structure comprising the board of directors and the Audit and Supervisory Committee. The composition of 4 directors and 3 Audit and Supervisory Committee members was also stated. - FY2021RestatedAnnual report
「To build a management organization capable of supporting the future expansion of the Company's business, the Company plans to continue enhancing its internal audit framework and strengthening coordination among audits by the audit and supervisory committee members and the accounting auditor, thereby enhancing the three-way audit system. It also plans to provide continuing education for all employees.」
The Company continues its policy of strengthening the management organization through coordination among internal audits, audits by audit and supervisory committee members and audits by the accounting auditor, together with employee education. - FY2021-Q1RestatedAnnual report
「Although reductions in selling, general and administrative expenses, including head-office costs, resulting from business process improvements in head-office and sales administration functions since previous fiscal years are progressing smoothly,」
The Company continues business process improvements in its head-office and sales administration functions and reductions in head-office costs. - FY2020RestatedAnnual report
「To build a management organization capable of supporting the future expansion of the Company's business, the Company plans to continue enhancing its internal audit framework and strengthening coordination among audits by the audit and supervisory committee members and the accounting auditor, thereby enhancing the three-way audit system. It also plans to provide continuing education for all employees.」
The Company continues its policy of strengthening the management organization through coordination among internal audits, audits by audit and supervisory committee members and audits by the accounting auditor, together with employee education. - FY2020-Q2RestatedAnnual report
「Continuing the substantial cost reductions achieved through business process improvements in head-office and sales administration functions since previous fiscal years」
The Company continues BPR in its head-office and sales administration functions and the resulting substantial cost reductions. - FY2020-Q1AdvancedAnnual report
「Cost savings have materialized from integrating the merchandising and logistics functions into the procurement and logistics system of the parent company, 株式会社ＤＤホールディングス, and from recruitment conducted across the group.」
The Company integrated the merchandising and logistics functions into the parent company's procurement and logistics system, generating cost savings together with group-wide recruitment. It is advancing group collaboration into concrete operational improvements. - FY2019AdvancedAnnual report
「To resolve or improve this situation, under a corporate philosophy extending beyond the framework of a restaurant company, the Company plans to secure new revenue sources not only through restaurant operations but also by developing various IP content using its physical stores. In addition, as part of the BPR initiatives already under way, it plans to improve business-process efficiency, enhance productivity and reduce costs by optimizing system infrastructure and reallocating resources as appropriate.」
For BPR, the Company identified optimization of system infrastructure and resource reallocation as specific improvement measures in addition to reducing personnel expenses and head-office-related costs. - FY2019-Q3AdvancedAnnual report
「Reductions in personnel expenses and head-office-related costs are progressing smoothly. During the second quarter accounting period, the Company began using part of the floors in its head-office building as a membership-based shared workplace operated by 株式会社ツクルバ, which operates coworking spaces nationwide, contributing to cost reductions.」
Personnel expenses and head-office-related costs have been reduced through BPR, and the Company began a new cost-reduction initiative by using part of its head-office building as a shared workplace. - FY2018AdvancedAnnual report
「In the previous fiscal year, the Company recorded an operating loss of ¥58 million, an ordinary loss of ¥41 million and a net loss of ¥171 million. In the current fiscal year, it recorded an operating loss of ¥114 million, an ordinary loss of ¥118 million and a net loss of ¥531 million, and operating cash flow was also negative at ¥81 million. Nevertheless, the Company has achieved substantial cost reductions through business process improvements (BPR) in its head-office functions and sales administration functions under the new organizational structure and business operating policy introduced in October 2017.」
The Company stated that it was pursuing BPR under the new organizational structure and business operating policy introduced in October 2017 and had achieved substantial cost reductions. - FY2018-Q4AdvancedAnnual report
「Under the new organizational structure and business operating policy introduced in October 2017, we redefined “frontline capabilities” with the aim of improving QSCA at our stores. To build a simple, flat organization supporting these enhanced frontline capabilities, we are resetting KPIs, fundamentally reviewing our meeting structure and business processes, and clarifying the roles of planning and operations.」
The Company launched a new organizational structure and business operating policy in October 2017 and is making concrete progress in organizing KPIs, meeting structures, business processes, and planning and operations functions. - FY2018-Q3AdvancedAnnual report
「While planning a change in the management structure, the Company is sequentially reviewing its sales structure and store operating policies and optimizing company-wide business processes and system infrastructure.」
The Company plans to change its management structure and is proceeding with a review of its sales structure and store operating policies, as well as optimization of company-wide business processes and system infrastructure. - FY2017RestatedAnnual report
「To build a management control organization capable of supporting the future expansion of our business, we will continue to enhance internal audit functions and strengthen coordination among internal audits, audits by the Audit & Supervisory Board members and audits by the accounting auditor, thereby enhancing the three-way audit framework. We will also continue providing education to all employees.」
The Company continues its policy of strengthening the management organization, the three-way audit system and employee education to support business expansion. - FY2016First statedAnnual report
「To build a management control organization capable of supporting the future expansion of our business, we will continue to enhance internal audit functions and strengthen coordination among internal audits, audits by the Audit & Supervisory Board members and audits by the accounting auditor, thereby enhancing the three-way audit framework. We will also continue providing education to all employees.」
Management controls capable of supporting business expansion, internal audits, the three-way audit framework and employee education are identified as priorities.