Strengthening Corporate Governance Functions
First written in FY2016. 8 of 11 entries say "Advanced", first in FY2018. Latest entry: 2026-06-26.
- 2026-06-26RestatedGovernance
「Board of Directors Directors who are not Audit and Supervisory Committee members Directors who are Audit and Supervisory Committee members <Nomination Committee・Compensation Committee> <Top Management Meeting> <Audit and Supervisory Committee> President Representative Director Executive Officers with Titles Executive Officers Internal Audit Department」
The corporate governance report reconfirmed in an organizational chart the relationships among the Board of Directors, Top Management Meeting, Audit and Supervisory Committee, Nomination Committee and Compensation Committee, executive officers, and the Internal Audit Department. The canonical thread itself remains unchanged. - FY2026AdvancedAnnual report
「To strengthen the structure for executing these forward-looking strategies and optimize the operating structure according to the characteristics of each business, on 1 April this year we spun off the railway business, changed the corporate name to “NANKAI Co.,Ltd.” and transitioned to a new Group management structure.」
The railway business was spun off and the company shifted to an operating company holding company structure, moving toward the establishment of an operating structure suited to each business and Group governance. - FY2023AdvancedAnnual report
「A new business execution structure was launched on 1 April this year.」
A new business execution structure supporting rapid decision-making and strategy execution under the Co-Creation 140 Plan was launched on 1 April 2023. - FY2022AdvancedAnnual report
「By adopting the company-with-an-Audit and Supervisory Committee structure, increasing both the number and proportion of outside directors with voting rights at Board of Directors meetings, and thereby strengthening the Board’s supervisory function and improving management transparency, while delegating part of the Board’s authority to make decisions on business execution to directors to improve the agility of business execution, we will continue to pursue the transition to a monitoring board.」
Following the transition to a company with an Audit and Supervisory Committee, the company detailed a structure of 15 directors, including 8 outside directors, the delegation of authority, and the separation of executive and supervisory functions. - FY2020AdvancedAnnual report
「To strengthen the supervisory function of the Board of Directors, its primary roles are defined as making decisions on management policies and other matters and supervising business execution. At the same time, to improve the agility of business execution, executive officers are positioned as those responsible for business execution, clearly separating the business execution and supervisory functions.」
The company clearly defined the division of functions, with the Board of Directors responsible for decision-making and supervision and executive officers responsible for business execution. It also described a structure comprising 3 outside directors among 8 directors, with outside directors chairing the Nomination and Compensation Committees. - FY2019AdvancedAnnual report
「In addition, outside directors account for one-third of all directors, and Nomination and Compensation Committees have been established, with outside directors comprising a majority of the members of each, thereby ensuring objectivity and transparency in the decision-making process for important management matters, including nominations and compensation.」
Outside directors account for one-third of all directors, and Nomination and Compensation Committees, each with a majority of outside directors, have been established. - FY2018AdvancedAnnual report
「The Board of Directors, comprising 13 directors, including 3 outside directors, and 5 Audit & Supervisory Board Members, including 3 outside Audit & Supervisory Board Members, is generally held once a month (secretariat: General Affairs Department) to make decisions on important matters concerning business execution and supervise the execution of directors’ duties.」
The composition of the Board of Directors and Audit & Supervisory Board, including 3 outside directors and 3 outside Audit & Supervisory Board Members, and their supervisory functions were described in detail. - FY2016First statedAnnual report
「We respect each principle of the Corporate Governance Code established by the Tokyo Stock Exchange and will pursue sustainable growth and improved corporate value over the medium to long term while continuously strengthening and reviewing the effectiveness of our corporate governance.」
The company has set out a policy of continuously strengthening its governance in line with the Governance Code.