We recognize corporate governance, both in its implementation and continued reinforcement, as critical in becoming a necessary component of society, lastingly and sustainably improving our corporate value, and enhancing our health and transparency based on our corporate philosophy, management policy, corporate slogan, vision and mission.

How should we live each day? How should we participate in society? And through this participation, what fruits can we bear for society that translate into the happiness we each pursue? To answer these questions, our management style seeks to provide a foundation upon which employees can earnestly build toward individual self-realization while aiding and encouraging one another.

IDEAL to REAL
Ideals are the very best of what can be made real, and what we seek to be is a company that brings ideals into reality to create a new future. Whether the ideal city, ideal residence, or ideal living environment, we use real estate development to give form to our customers’ wishes. From residence to retail, asset management to operational management, we propose and develop spaces where people naturally gather, want to go home to, and take pride in. From ideal to real – real estate.

To Be A Life Developer
To develop not only the buildings but also the lives of those who live in them, thinking of their happiness – this is the kind of life developer we seek to be. Through solutions proposed by cross-departmental teams made up of the best and brightest, we create richness unprecedented in the real estate industry, connecting people with people and communities with the future.

To Develop “New Norm Neighborhoods”
To create community-rooted value and continue to add to it over time, building ‘small-town communities’ that are not rural but neighborhoods that residents nevertheless take pride in, love and care for.

To create not just buildings but lifestyles, not just towns but interactions, that get more attractive the longer people live there – these are the kinds of places we want to spread across Japan.

We have an audit committee, so the board of directors and this committee manage, supervise, and audit the execution of business.

The board of directors consists of eight members: three executive directors, two non-executive directors, and three directors who are also members of the audit committee. In order to improve management supervisory functions, the five directors who are non-executive directors or directors that are also members of the audit committee are all outside directors, of which four are independent outside directors. The president and representative director serves as the board chair.

-　In principle, the board meets at least once a month, improving management supervision by adequately discussing and deliberating upon important matters.

-　In order to ensure speed and mobility in business execution, the Articles of Incorporation delegate decision-making authority regarding important business execution to the executive directors. The scope of this delegation is strictly managed in accordance with standards such as a monetary amount stipulated by the board of directors and the status of the delegated business is reported to the board of directors without delay.

The audit committee consists of three members, all outside directors to enhance management supervision and its independence. Two are independent directors and one is the full-time auditor.

-　In principle, the committee meets once a month, and members of management such as accounting auditors, internal auditors, and executive directors attend at the request of committee members to report on manners in a timely and appropriate manner.

-　Members of the audit committee regularly exchange opinions with the president and, if necessary, interview members of management such as the executive directors to understand the status of business execution and issues in each segment.

-　Members such as the full-time auditor attend important, regularly-held meetings such as management committee meetings, led by executive directors, and head office meetings, attended by executive directors and the members of management of each segment, to share the status of management and progress on business plans.

-　The committee reviews important documents such as circulars for approval and collaborates with accounting auditors and the internal auditing department to audit the legality and validity of the directors' performance of duties. In addition, it strengthens governance by selecting one full-time audit committee member and making that person the chief audit committee member.

The Nomination and Remuneration Advisory Committee deliberates and determines the nomination and remuneration of directors as an advisory body of the board of directors.

The committee shall be composed of members, of which at least more than half shall be outside directors, and thus strengthen the independence and transparency concerning nominations and remuneration.