Group Management
As a company operating globally, the Resonac Group has established a multi-layered group management framework to optimize value creation and achieve sustainable growth across the Group. This page explains the underlying approach and structure.
Basic approach to group management
The Resonac Group places importance on balancing the autonomy of each business with control across the Group. At the core of this approach are the system of rules built around the Rules on Group Management and the allocation of roles established for business units and head office corporate functions (CXO organizations), among others.
The Rules on Group Management are reviewed as appropriate to ensure that they continue to serve as a foundation used throughout the Group based on a common understanding. In recent years, Regional Headquarters (RHQs), together with CXO organizations, have been positioned as the second line in the lines of defense, and their roles have been clarified. This has strengthened appropriate oversight and support for business divisions, which constitute the first line, and enhanced the effectiveness of governance across the Group.
Framework of rules
The rules supporting group management are organized in the following hierarchical, pyramid structure.
- Corporate Philosophy: Defines the purpose and values of the Group as a whole
- Rules on Group Management: Define the basic policies for group management and the framework for group-wide control
- Rules under CXO organizations: Establish specific rules for each functional area
- Business procedures and manuals: Set out practical rules for each organization and location
This hierarchical structure consistently links higher-level policies, particularly our Purpose and Values, with frontline operations and enables aligned management across the Group.
Group management structure
The Resonac Group clarifies the roles and responsibilities of each organization based on the lines of defense model.
- First line (business divisions and affiliated companies) Head office business divisions and affiliated companies in Japan and overseas are responsible for day-to-day business operations and the primary management of risks.
- Second line (head office corporate functions and RHQs) Head office corporate functions and RHQs monitor and support the first line. In particular, RHQs provide control and support tailored to regional characteristics, while deploying and implementing in each region the policies established by head office corporate functions (CXO organizations). In this way, RHQs connect Group-wide policies with the circumstances of each region.
- Third line (internal audit function) The Internal Audit Department objectively evaluates the effectiveness of overall controls and processes.
This three-layer structure ensures an appropriate balance of checks and support and advances the sophistication of governance.
Future initiatives
The Resonac Group will continuously review and enhance its group management framework in response to changes in the business environment and the evolution of its business portfolio. Through the development and operation of its framework of rules and management structure, the Group will continue working to enhance corporate value across the Group.
TOPICSGlobal Kickoff Meeting 2026
The Resonac Group holds the Global Kickoff Meeting every year as an important initiative to share the Group’s overall direction and align management’s understanding.
A total of 161 participants from Japan and overseas attended the Global Kickoff Meeting 2026, including senior executives from the Group headquarters and presidents of major affiliated companies. Outside directors and outside Audit & Supervisory Board Members also participated this year, creating an opportunity to discuss management from a broader range of perspectives, including transparency and governance.
At the meeting, each CXO and Business Unit leader presented the business policies and priority topics for 2026. Specific examples of initiatives to improve operational efficiency and the use of AI being advanced by each department were also shared, providing extensive knowledge that can be applied across the Group.
In the networking session designed to promote co-creation among participants, lively exchanges of views took place across organizational and regional boundaries, leading to new insights and opportunities for collaboration.
Participants commented that direct dialogue deepened their understanding of the direction of management, that they appreciated hearing the President’s strong commitment firsthand, and that the meeting provided a valuable networking opportunity. The meeting was highly regarded as an initiative that contributes to strengthening the Group-wide management structure.
Global Kickoff Meeting (March 2026)