Organizational and Governance Restructuring and Strengthening
First written in FY2016. 12 of 23 entries say "Restated". Latest entry: FY2026.
- FY2026AdvancedAnnual report
「To establish a sound and highly transparent governance structure, we established a Corporate Governance Committee effective 1 July 2025 as a voluntary committee comprising mainly independent outside directors. The committee discusses assessments of compliance with the Basic Policy on Corporate Governance and the effectiveness and improvement of the Board of Directors, and makes recommendations to the Board.」
As a response following the inappropriate incident, established a Corporate Governance Committee and put in place a structure responsible for evaluating the effectiveness of the Board of Directors and recommending improvements. - FY2026-H1AdvancedAnnual report
「In September, we established an Audit and Supervisory Committee Office to support the duties of the Audit and Supervisory Committee, in order to ensure the effectiveness of audits and strengthen its checks on management. At the same time, we increased staffing to strengthen internal control functions across the group companies.」
Made organizational and governance strengthening more concrete by establishing an Audit and Supervisory Committee Office and increasing staffing for internal control functions, including at group companies. - FY2025AdvancedAnnual report
「To constrain executive management and strengthen governance, a majority of the Board of Directors will be outside directors, including directors who are Audit and Supervisory Committee members.」
In light of the case involving the selection of a subsidiary’s business partner, presented a policy of reforming the management structure so that a majority of the Board of Directors would be outside directors, and establishing an Audit and Supervisory Committee Office, a Management Improvement Committee, and a Corporate Governance Committee. - FY2022AdvancedAnnual report
「The company was previously a company with a Board of Corporate Auditors, but transitioned to a company with an Audit and Supervisory Committee following approval of amendments to its Articles of Incorporation at the 78th Annual General Meeting of Shareholders held on 24 June 2022. The Board of Directors, which generally meets once a month, comprises 15 directors, including 8 full-time directors and 7 part-time outside directors, of whom 5 are independent outside directors. The Audit and Supervisory Committee comprises 3 independent outside directors.」
Implemented the transition to a company with an Audit and Supervisory Committee, establishing a structure comprising a 15-member Board of Directors, 7 outside directors, and an Audit and Supervisory Committee consisting of 3 independent outside directors. - FY2022-Q3AdvancedAnnual report
「To strengthen governance, the Board of Directors resolved in December to transition to a company with an Audit and Supervisory Committee, subject to approval at the next general meeting of shareholders. The Audit and Supervisory Committee, a majority of whose members will be outside directors, will audit and supervise the legality and appropriateness of business execution, enabling more transparent management and the development of a structure better able to meet the expectations of stakeholders in Japan and overseas. In addition, by delegating the Board of Directors’ authority to make decisions on business execution to the directors, we will further accelerate management decision-making and execution under appropriate supervision by the Board of Directors.」
The Board of Directors resolved in December to transition to a company with an Audit and Supervisory Committee, demonstrating oversight and auditing by a committee with a majority of outside directors and faster decision-making through the delegation of authority to directors. - FY2020RestatedAnnual report
「In this way, our group will accurately identify challenges in line with the business environment and advance initiatives aimed at sustainable growth based on our fundamental principle of balancing public benefit and corporate interests. In particular, as action on environmental and social issues is required on a global scale, we will further strengthen governance by enhancing environmental measures at passenger terminals and related facilities, improving the working environment and operational efficiency, and expanding opportunities for dialogue with shareholders and investors.」
Continued strengthening the organization and governance in connection with environmental measures, the working environment, operational efficiency, and dialogue with shareholders and investors. - FY2020-Q3RestatedAnnual report
「We will also implement measures to capture domestic consumption by foreign visitors to Japan, which is expected to increase over the medium to long term, and advance the medium-term management plan while reorganizing and strengthening our organization and governance to develop an environment that creates new value, expand opportunities for dialogue with shareholders and investors, and improve the execution of each initiative supporting these measures.」
Continued strengthening the organization and governance supporting the capture of spending by foreign visitors to Japan, new value creation, and dialogue with shareholders and investors. - FY2020-Q2AdvancedAnnual report
「As we realize the benefits of making Tokyo International Air Terminal Corporation (hereinafter, “TIAT”), with which we had been working for some time, a consolidated subsidiary, we are establishing the cost savings from measures such as integrating core operating systems and pursuing further improvements, among other initiatives」
Advanced to the stage of establishing and further expanding the cost savings from integrating core operating systems as benefits of making TIAT a consolidated subsidiary. - FY2020-Q1RestatedAnnual report
「We will also implement measures to capture domestic consumption by foreign visitors to Japan and advance the medium-term management plan while reorganizing and strengthening our organization and governance to develop an environment that creates new value, expand opportunities for dialogue with shareholders and investors, and improve the execution of each initiative supporting these measures.」
Continued strengthening the organization and governance supporting the capture of spending by foreign visitors to Japan, an environment for creating value, and dialogue with shareholders and investors. - FY2019AdvancedAnnual report
「As part of our corporate governance initiatives, we will continue working to strengthen our governance structure by holding governance and legal seminars attended by the CEO and other company officers, reviewing various regulations including the Board of Directors Regulations, and analyzing and evaluating the effectiveness of the Board of Directors with an external objective assessment by a third-party organization.」
Implemented governance and legal seminars, reviews of the Board of Directors Regulations and other rules, and evaluations of the Board of Directors’ effectiveness involving a third-party organization. - FY2019-Q3AdvancedAnnual report
「As part of our corporate governance initiatives, we will continue working to strengthen our governance structure by holding governance and legal seminars attended by the CEO and other company officers and reviewing various regulations, including the Board of Directors Regulations.」
Held governance and legal seminars attended by company officers and reviewed the Board of Directors Regulations and other rules, presenting specific measures to strengthen governance. - FY2019-Q2RestatedAnnual report
「In this way, we will advance the medium-term management plan while accurately identifying the company’s challenges in line with the business environment, developing an environment that creates new value, expanding opportunities for dialogue with shareholders and investors, and reorganizing and strengthening our organization and governance to improve the execution of each initiative.」
Continued its policy of making organizational and governance reorganization and strengthening, together with dialogue with shareholders and investors, the foundation for implementing the medium-term management plan. - FY2019-Q1RestatedAnnual report
「In this way, we will advance the medium-term management plan while accurately identifying the company’s challenges in line with the business environment, developing an environment that creates new value, expanding opportunities for dialogue with shareholders and investors, and reorganizing and strengthening our organization and governance to improve the execution of each initiative.」
Continued reorganizing and strengthening the organization and governance supporting new value creation, dialogue with shareholders and investors, and the execution of initiatives. - FY2018-Q3RestatedAnnual report
「We will advance the medium-term management plan while accurately identifying changes and challenges in the business environment surrounding the company, developing an environment that creates new value, expanding opportunities for dialogue with shareholders and investors, and reorganizing and strengthening our organization and governance to improve the execution of each initiative.」
Continued reorganizing and strengthening the organization and governance supporting new value creation, dialogue with shareholders and investors, and the execution of initiatives. - FY2018-Q2RestatedAnnual report
「We will advance the medium-term management plan while accurately identifying changes and challenges in the business environment surrounding the company, developing an environment that creates new value, expanding opportunities for dialogue with shareholders and investors, and reorganizing and strengthening our organization and governance to improve the execution of each initiative.」
Continued reorganizing and strengthening the organization and governance supporting new value creation, dialogue with shareholders and investors, and the execution of initiatives. - FY2018-Q1RestatedAnnual report
「We will advance the medium-term management plan while accurately identifying changes and challenges in the business environment surrounding the company, developing an environment that creates new value, expanding opportunities for dialogue with shareholders and investors, and reorganizing and strengthening our organization and governance to improve the execution of each initiative.」
Continued reorganizing and strengthening the organization and governance supporting new value creation, dialogue with shareholders and investors, and the execution of initiatives. - FY2017RestatedAnnual report
「We will advance the medium-term management plan while accurately identifying changes and challenges in the business environment surrounding the company, developing an environment that creates new value, expanding opportunities for dialogue with shareholders and investors, and reorganizing and strengthening our organization and governance to improve the execution of each initiative.」
Continued reorganizing and strengthening the organization and governance supporting new value creation, dialogue with shareholders and investors, and the execution of initiatives. - FY2017-Q3RestatedAnnual report
「We will advance the medium-term management plan while accurately identifying changes and challenges in the business environment surrounding the company, developing an environment that creates new value, expanding opportunities for dialogue with shareholders and investors, and reorganizing and strengthening our organization and governance to improve the execution of each initiative.」
Continued reorganizing and strengthening the organization and governance supporting new value creation, dialogue with shareholders and investors, and the execution of initiatives. - FY2017-Q2RestatedAnnual report
「At the same time, we will advance the medium-term management plan by developing an environment that creates new value, expanding opportunities for dialogue with shareholders and investors, and reorganizing and strengthening our organization and governance to improve the execution of each initiative.」
Continued its policy of making organizational and governance reorganization and strengthening the foundation for implementing the medium-term management plan. - FY2017-Q1RestatedAnnual report
「At the same time, we will advance the medium-term management plan by developing an environment that creates new value, expanding opportunities for dialogue with shareholders and investors, and reorganizing and strengthening our organization and governance to improve the execution of each initiative.」
Continued reorganizing and strengthening its organization and governance as the foundation for implementing the medium-term management plan. - FY2016First statedAnnual report
「At the same time, we will advance the medium-term management plan by developing an environment that creates new value, expanding opportunities for dialogue with shareholders and investors, and reorganizing and strengthening our organization and governance to improve the execution of each initiative.」
Stated that it would reorganize and strengthen its organization and governance as the foundation for creating new value, engaging in dialogue with investors, and ensuring the execution of initiatives.