Report on Progress Under the Business Improvement Plan (NEXT Initiatives, No. 3)
FP Partner Inc.
Insurance solicitation management framework, customer management framework, compliance framework, management oversight (governance) framework, and the 755 products handled by the company (424 products, excluding 331 products whose sales have been suspended or discontinued)
An organizational culture focused excessively on top-line growth, an organizational structure dependent on the provision of favors, deficiencies in internal rules and regulations, a lack of commitment to recruiting and developing personnel, and unresolved problems in the organization’s structure and operations
Related procedures
Administrative action (order to improve business operations) and on-site inspection
Kanto Local Finance Bureau
Company response
Suspension and discontinuation of the handling of 331 products whose sales have been suspended or discontinued
Measures addressing contracts for the company’s sales employees themselves and other matters involving violations of Article 300, paragraph 1, item 5 of the Insurance Business Act; promotion of the practice of identifying and confirming customer intentions and making comparative recommendations; measures to ensure the appropriate provision of explanations of important matters; strengthening of the second-line framework; implementation of various monitoring activities; improvements to the operation of the Board of Directors; reconstruction of the complaint management framework and the framework for handling misconduct incidents; establishment of the first line; improvement of the customer management system; strengthening of the internal audit framework; review of the process for selecting recommended product groups by the Board of Directors; rebuilding of relationships with insurance companies; development of rules and regulations and a training framework for comparative recommendations; optimization of sales employee recruitment; systematic implementation of sales employee training; establishment of the Management Committee as the body through which management determines management policies; review of the division of roles between full-time directors and executive officers; development of the prerequisites for strengthening the management oversight framework; and enhancement of all employees’ engagement and utilization of human capital
The company will continue implementing the improvement measures and work to prevent recurrence and restore trust. The next progress report to the Kanto Local Finance Bureau is scheduled for November 2026.
Scheduled for November 2026 (next progress reference date: 31 October 2026)
| Item | Details |
|---|---|
| Event name | Report on Progress Under the Business Improvement Plan (NEXT Initiatives, No. 3) |
| Date of occurrence | As of the end of April 2026 (progress reference date) |
| Date recognized / date notice received | 15 May 2026 (date the progress report was submitted) |
| Subject Entity | FP Partner Inc. |
| Target Locations / Products | Insurance solicitation management framework, customer management framework, compliance framework, management oversight (governance) framework, and the 755 products handled by the company (424 products, excluding 331 products whose sales have been suspended or discontinued) |
| Cause | An organizational culture focused excessively on top-line growth, an organizational structure dependent on the provision of favors, deficiencies in internal rules and regulations, a lack of commitment to recruiting and developing personnel, and unresolved problems in the organization’s structure and operations |
| Type of litigation or proceeding | Administrative action (order to improve business operations) and on-site inspection |
| Court or authority | Kanto Local Finance Bureau |
| Suspended operations | Suspension and discontinuation of the handling of 331 products whose sales have been suspended or discontinued |
| Measures to prevent recurrence | Measures addressing contracts for the company’s sales employees themselves and other matters involving violations of Article 300, paragraph 1, item 5 of the Insurance Business Act; promotion of the practice of identifying and confirming customer intentions and making comparative recommendations; measures to ensure the appropriate provision of explanations of important matters; strengthening of the second-line framework; implementation of various monitoring activities; improvements to the operation of the Board of Directors; reconstruction of the complaint management framework and the framework for handling misconduct incidents; establishment of the first line; improvement of the customer management system; strengthening of the internal audit framework; review of the process for selecting recommended product groups by the Board of Directors; rebuilding of relationships with insurance companies; development of rules and regulations and a training framework for comparative recommendations; optimization of sales employee recruitment; systematic implementation of sales employee training; establishment of the Management Committee as the body through which management determines management policies; review of the division of roles between full-time directors and executive officers; development of the prerequisites for strengthening the management oversight framework; and enhancement of all employees’ engagement and utilization of human capital |
| Outlook | The company will continue implementing the improvement measures and work to prevent recurrence and restore trust. The next progress report to the Kanto Local Finance Bureau is scheduled for November 2026. |
| Planned follow-up disclosure | Scheduled for November 2026 (next progress reference date: 31 October 2026) |
Items this document does not state (13)
These are items the company does not state in this document. We do not leave them blank, nor fill them in from other sources or by inference.
The reasons the company gives
The company's own explanation, not something inferred from the numbers.The Kanto Local Finance Bureau’s on-site inspection identified deficiencies in the frameworks for management oversight, insurance solicitation management, customer management, and compliance with laws and regulations, resulting in an order to improve business operations. The company stated that it would address solicitation practices that do not reflect customer intentions and an excessive bias toward particular insurance companies, while working to restore trust and prevent recurrence.