Message from the Chairperson of the Board
I will meet the expectations of our shareholders and investors by leading active discussions within Board of Directors.
I will meet the expectations of shareholders and investors by leading vigorous discussions in meetings of the Board of Directors.
Mitsubishi Estate Group, in order to realize its fundamental mission of "contributing to the realization of a truly valuable society through the creation of attractive urban development that satisfy those who live, work, and relax in, while also considering the global environment," has positioned the development and promotion of its corporate governance system as one of its most important management priorities, and is working on its "Long-Term Management Plan 2030," which is based on two pillars: a "Social Value Enhancement Strategy" and a "Shareholder Value Enhancement Strategy."
This plan, which began in April 2020, has now entered its second half. In 2024, we made some updates to the plan in consideration of various environmental changes and the progress of each project since its formulation. We will continue to closely monitor the rapidly changing economic situation, price trends, domestic monetary policy, and overseas financial trends such as interest rates and exchange rates, which are influenced by policy trends and geopolitical trends in various countries. Our policy is to continue investing in the necessary investments for the growth of each project, optimizing the impact of these changes through portfolio diversification and appropriate project management, in order to achieve our 2030 targets. Furthermore, with the slogan "Let's go next with Mitsubishi Estate," we will strengthen the creation of new value by expanding workplaces that meet diverse business needs and by operating commercial facilities and hotels that capture changes in domestic consumer behavior and inbound demand, and we will work to address the challenges that have become apparent due to changes in social conditions.
As a company with Nominating Committee, the role of Board of Directors is to determine management policies such as long-term management plans and to oversee overall management. In order to fulfill our accountability to stakeholders, including Board of Directors, we strive to ensure transparency and objectivity in management that contributes to enhancing corporate value and to improve the effectiveness of governance. To date, we have implemented continuous efforts such as introducing performance-linked executive Remuneration, not renewing takeover defense measures, introducing third-party evaluations of the Board of Directors of Directors, and changing all chairpersons of each committee to independent outside Director, expanding diversity, reviewing the size of Board of Directors, and increasing the ratio of outside Director.
In fiscal year 2025, we disclosed the reasons for inclusion in the skills matrix and our quantitative reduction targets for policy-held shares. Furthermore, with the aim of further enhancing awareness of both management aspects in order to achieve the goals of our long-term management plan, we revised our executive Remuneration system from April 2026, including the introduction of quantitative ESG indicators as performance evaluation indicators. In addition, from June 2026, we increased the number of female Director from two to three, further expanding diversity on Board of Directors.
In addition, in order to share value with our shareholders, following the acquisition of approximately 50 billion yen worth of treasury shares in fiscal year 2024, we completed the acquisition of approximately 130 billion yen worth of treasury shares in fiscal year 2025. Furthermore, in May 2026, we resolved to acquire approximately 50 billion yen worth of treasury shares (acquisition period: May 2026 to November 2026).
Board of Directors recognizes that the values expected of our group are changing in today's increasingly uncertain business environment. Therefore, we are striving to further enhance corporate value through these ongoing initiatives, and we are also engaging in discussions on what is necessary to gain the support of our stakeholders and continue to grow in a way that is unique to our group, in promoting our "Social Value Enhancement Strategy" and "Shareholder Value Enhancement Strategy."
As Chairman of Board of Directors, I will leverage my executive experience to foster and lead active discussions within Board of Directors is comprised of members with diverse knowledge and experience, thereby building a long-term management oversight system. Under the fundamental mission of our group, we, Board of Directors, will dedicate ourselves to promoting management that looks ahead to future changes in society and the environment, and to meeting the expectations of our shareholders and investors.
The Mitsubishi Estate Group positions the development and promotion of its corporate governance system as one of its most important management tasks in realizing the Group’s basic mission of contributing to the creation of a truly meaningful society by building attractive, environmentally sound communities where people can live, work, and relax with contentment. At the same time, the Group is working toward achieving Long-Term Management Plan 2030 with strategies for increasing both social and shareholder value as its two strategic drivers.
The plan, which began in April 2020, has now entered its second half. In 2024, we partially updated the plan in light of various changes in the environment and the progress made in each business since the initial formulation of the plan. Going forward, we will continue to closely monitor rapidly changing economic circumstances driven by the policies and geopolitical developments in various countries overseas, as well as price trends, and financial movements, including domestic monetary policy and overseas interest rates and exchange rates. To achieve our 2030 targets, we intend to optimize the impact of these factors through portfolio diversification and appropriate execution of business and continue to make the investments needed for the growth of each business. Furthermore, with “To the Future with Mitsubishi Estate” as our slogan, we will strengthen the creation of new value, such as expanding workplaces tailored to diverse business needs and operating retail facilities and hotels that capture changes in domestic consumption behavior and inbound tourist demand, while promoting initiatives to address issues that have become apparent due to changes in social conditions.
Mitsubishi Estate has a company with a nominating committee, etc. structure. Under this structure, the role of the Board of Directors is to decide on management policies such as Long-Term Management Plan 2030 and supervise overall management. In order to fulfill its accountability to shareholders and other stakeholders, the Board of Directors works to ensure the transparency and objectivity of management and increase the effectiveness of governance to contribute to increasing corporate value. To this end, it has implemented initiatives on an ongoing basis, such as adopting performance-based officer remuneration, deciding not to retain its defense strategy efforts against possible hostile takeover attempts, and introducing third-party evaluation of the effectiveness of the Board of Directors. In addition, as for the composition of the Board of Directors and committees, it has ensured that independent outside directors serve as the chairpersons of all committees, improved diversity, revised the size of the Board of Directors, and increased the proportions of outside directors on the Board of Directors.
In FY2025, Mitsubishi Estate disclosed the reasons for selecting the skills for the Board of Directors skills matrix and its quantitative reduction target for strategic shareholdings. Furthermore, with the aim of further promoting even greater awareness of the need to practice management based on two strategic drivers to achieve the targets of Long-Term Management Plan 2030, in April 2026, Mitsubishi Estate revised the remuneration system for officers, including the introduction of quantitative ESG indicators as performance evaluation indicators. In June 2026, we also increased the number of female directors from two to three to expand the diversity of the Board of Directors.
We also completed share buybacks of approximately ¥130.0 billion in FY2025, following share buybacks of approximately ¥50.0 billion conducted in FY2024 to align with the interests of shareholders. In addition, in May 2026 we approved share buybacks of approximately ¥50.0 billion to be conducted between May and November 2026.
In today's increasingly uncertain business environment, the Board of Directors recognizes that the value demanded of the Group will also change. Therefore, the Board of Directors will endeavor to further increase corporate value through these ongoing initiatives while continuously discussing what it must do to earn the support of stakeholders and continue achieving growth unique to the Group in promoting strategies for increasing both social and shareholder value.
As chairperson of the Board, I will work to establish a management supervisory structure from a long-term perspective by encouraging and leading active discussions at meetings of the Board of Directors, which comprises members with a diverse range of knowledge and experience, while utilizing my own experience of business execution. Guided by the basic mission of the Group, the Board of Directors will meet the expectations of shareholders and investors through concerted efforts to promote management that anticipates future changes in society and the business environment.
August 2026
August 2026
Board of Directors Mitsubishi Estate Co., Ltd., Ltd.
Chairperson of the Board
Mitsubishi Estate Co., Ltd.
