Agile Business Execution and Strengthening the Board of Directors’ Oversight Function
First written in FY2016. 7 of 12 entries say "Advanced", first in FY2019. Latest entry: 2026-06-19.
Chuo Spring moved to the "Worse" side of this theme in 2017, 5 years before the typical company in this theme (2022).
102 other companies' latest entry also says "Restated".
- 2026-06-19RestatedGovernance
「Board of Directors; Nomination and Compensation Committee」
The relationship between the Board of Directors and the Nomination and Compensation Committee is restated in the corporate governance structure. - FY2026AdvancedAnnual report
「The Nomination and Compensation Committee held 4 meetings during the fiscal year.」
The number of meetings of the Nomination and Compensation Committee increased from 3 in the previous fiscal year to 4. The Board of Directors also held 14 meetings, maintaining a structure that included 2 independent outside directors. - 2026-05-27AdvancedGeneral Meetings of Shareholders
「We conduct an evaluation of the effectiveness of the Board of Directors every year with the aim of enhancing the Board's supervisory and decision-making functions.」
In addition to continuing evaluations of the Board's effectiveness, the company identified the preparation and training of manuals for misconduct and emergencies and deeper discussions of sustainability issues as future initiatives. - FY2024AdvancedAnnual report
「The company established the Nomination and Compensation Committee in October 2022 and held 3 meetings during the fiscal year.」
The Nomination and Compensation Committee held 3 meetings during the year and deliberated on and made recommendations regarding director nominations and compensation, with outside directors comprising a majority. - FY2023AdvancedAnnual report
「The company established the Nomination and Compensation Committee in October 2022 and held 2 meetings during the fiscal year. Outside directors comprise a majority of the committee, and the Representative Director and President serves as chair. As an advisory body to the Board of Directors, the committee deliberates on the nomination and compensation of directors from an objective and fair perspective and submits recommendations to the Board.」
The company established the Nomination and Compensation Committee in October 2022 and held 2 meetings during the year. It introduced a framework in which outside directors form a majority to enhance the objectivity and fairness of nominations and compensation. - FY2022AdvancedAnnual report
「In April 2022, the company conducted an evaluation of the effectiveness of the Board of Directors and worked to enhance its effectiveness and increase corporate value. It also revised the Executive Officer Regulations in May 2018 and October 2021, and the Board of Directors Regulations in October 2017 and March 2022, to strengthen governance and accelerate decision-making.」
The company conducted an evaluation of the Board of Directors' effectiveness and revised the Board of Directors Regulations in March 2022. This was a specific update related to strengthening governance and accelerating decision-making. - FY2021AdvancedAnnual report
「In June 2019, the company appointed 2 individuals meeting the requirements for independent officers to strengthen the Board of Directors' oversight function and ensure objectivity.」
The company explicitly stated that it appointed 2 outside directors meeting the requirements for independent officers to strengthen the Board of Directors' oversight function and objectivity. - FY2020RestatedAnnual report
「In June 2018, the company also ended the concurrent holding of director and executive officer positions. By clarifying the respective roles and responsibilities of directors, who are responsible for decision-making and oversight of business execution, and executive officers, who are responsible for business execution, it sought to further strengthen governance and the functions related to business execution.」
The company reaffirmed the separation of the roles of directors and executive officers, the revisions to the Board of Directors Regulations and Executive Officer Regulations, and the appointment of outside directors meeting the requirements for independent officers. - FY2019AdvancedAnnual report
「In June 2018, the company also ended the concurrent holding of director and executive officer positions. By clarifying the respective roles and responsibilities of directors, who are responsible for decision-making and oversight of business execution, and executive officers, who are responsible for business execution, it sought to further strengthen governance and the functions related to business execution. In addition, it revised the Board of Directors Regulations in October 2017 and the Executive Officer Regulations in May 2018 to strengthen governance and accelerate decision-making.」
In addition to separating the roles of directors and executive officers, the company revised the Board of Directors Regulations and Executive Officer Regulations. It also stated that it appointed 1 outside director meeting the requirements for an independent officer in June of this year. - FY2018ReframedAnnual report
「In June 2018, the company also ended the concurrent holding of director and executive officer positions. By clarifying the respective roles and responsibilities of directors, who are responsible for decision-making and oversight of business execution, and executive officers, who are responsible for business execution, it sought to further strengthen governance and the functions related to business execution.」
While maintaining the objective of agile business execution, the company ended the concurrent holding of director and executive officer positions in June 2018 and separated and clarified the roles of decision-making and oversight from business execution. - FY2017ReframedAnnual report
「The company introduced an executive officer system in June 2012, under which executive officers execute business based on appropriate and agile decision-making. In June 2017, it abolished the headquarters and head-of-headquarters system and established functions and officers responsible for overseeing those functions, improving the organization so that decisions could be translated into prompt action.」
While maintaining the objective of agile business execution, the company abolished the headquarters and head-of-headquarters system in June 2017 and reorganized it into functions and officers responsible for overseeing those functions. - FY2016First statedAnnual report
「In June 2014, the company appointed 1 outside director to strengthen the Board of Directors' oversight functions. Business execution is supported by a framework that enables the company to respond quickly to changes in the operating environment through management meetings held twice a month. The company introduced an executive officer system in June 2012, under which executive officers execute business based on appropriate and agile decision-making. In April 2012, it also introduced a headquarters-based organizational structure, under which directors oversee each function as heads of headquarters and link decisions to prompt action.」
The company describes a framework aimed at strengthening oversight and enabling agile business execution through outside directors, management meetings, the executive officer system and the headquarters-based structure.