Enhancement of Management Control and Strengthening of Function-Specific Strategies
First written in FY2017. 7 of 13 entries say "Advanced", first in FY2018. Latest entry: 2026-08-04.
The whole theme swung hardest in 2026: 3 of 28 companies on the "Worse" side.
15 other companies' latest entry also says "Advanced".
- FY2026ReframedAnnual report
「To further advance sustainability management, from April 2026 we have changed the structure so that governance covering sustainability in general is reorganized, with the Sustainability Management Promotion Council and the Environment and Technology Council established in place of the two existing committees. Together with the Geoeconomics Council and Digital Council, which were also newly established from April 2026, these two councils were established as an Integrated Strategy Council, a complementary body to the lead groups responsible for promoting functional strategies, in order to promote business and functional strategies more efficiently in a more integrated manner.」
We reorganized the framework for promoting management control and functional strategies from the previous committee-centered structure into an integrated strategy council comprising 4 councils covering sustainability, the environment and technology, geoeconomics and digital. - FY2024RestatedAnnual report
「In addition, through further advances in management control, the introduction of management based on an awareness of the cost of capital and cash flow for each business, and the introduction of business investment management to maintain and strengthen investment discipline, we aim to optimize capital efficiency and further enhance corporate value.」
We continued to set out a policy of managing the cost of capital and cash flow for each business and maintaining and strengthening investment discipline through business investment management. - FY2023RestatedAnnual report
「In addition, through further advances in management control, the introduction of management based on an awareness of the cost of capital and cash flow for each business, and the introduction of business investment management to maintain and strengthen investment discipline, we aim to optimize capital efficiency and further enhance corporate value.」
We continued our policy of managing the cost of capital and cash flow for each business and maintaining investment discipline through business investment management. - FY2022AdvancedAnnual report
「In addition, through further advances in management control and the introduction of business investment management, we will maintain and strengthen investment discipline while advancing the stabilization and optimization of our financial base.」
We set out a policy of moving from business risk and return management using K VaCS and K RIC to the introduction of business investment management and the maintenance and strengthening of investment discipline. - FY2021ReframedAnnual report
「In addition, by using the 8 company-wide cross-functional themes established to enhance corporate value—safety and quality, the environment and technology, governance, group management, human resources, financial strength, DX and operational efficiency—we will promote business strategies and cross-functional strategies throughout the company as one.」
We reorganized the previous approach to business risk and return management using K VaCS and K RIC into an explicit framework in which 8 company-wide cross-functional themes link business strategies and functional strategies. - FY2020AdvancedAnnual report
「We will continue quantitative evaluations using our proprietary business evaluation metrics “K” VaCS and “K” RIC, and promote specific measures such as managing risk amounts and invested capital by cascading management of business risk and return, risk amounts and invested capital down to the business-unit level.」
We continued operating quantitative evaluations using K VaCS and K RIC and advanced to the stage of managing business risk and return, risk amounts and invested capital at the business-unit level. - FY2019AdvancedAnnual report
「As part of establishing a framework to support the shift in portfolio strategy, we began full-scale operation of quantitative evaluations based on business risk and return management. By using our proprietary business evaluation metrics “K” VaCS and “K” RIC, we have achieved clearer identification of issues and problems within the business portfolio and clarified a “selection and concentration” strategy for sustainable growth from the perspectives of shareholders’ equity and management resources. We are advancing business management with greater awareness of invested capital and business risk and return levels.」
We moved from the previous preparation stage to full-scale operation of business risk and return management and quantitative evaluations using K VaCS and K RIC. - FY2018AdvancedAnnual report
「As part of establishing a framework to support the shift in portfolio strategy, we began operating business risk and return management. We are preparing to use the new business evaluation metrics “K” VaCS and “K” RIC, while advancing initiatives involving group companies in Japan and overseas to strengthen customer relationship management (CRM), with the aim of thoroughly strengthening the customer base by bringing together the capabilities of the Group as part of our efforts to strengthen functional strategies.」
We began operating business risk and return management and advanced preparations for K VaCS and K RIC, with an awareness of the cost of capital, as well as efforts to strengthen CRM. - FY2017First statedAnnual report
「② Advanced management control and stronger functional strategies As part of establishing a framework to support the shift in portfolio strategy, we will work to replace portfolio businesses with an awareness of the cost of capital by strengthening the management of total risk and risk quality through more advanced management of business risk and return.」
We presented risk and return management, portfolio replacement with an awareness of the cost of capital, and functional strengthening of our customer base, technology and human resources as an integrated set of initiatives.