コーポレートガバナンス強化に向けた取り組み

当社は、「私たちはまちづくりを通じて社会に貢献します」という基本使命のもと、ブランドスローガン「人を、想う力。街を、想う力。」を掲げ、企業グループとしての成長と、様々なステークホルダーとの共生を高度にバランスさせることによる「真の企業価値向上」の実現を目指しており、その実現に向けた経営の最重要課題の一つとしてコーポレートガバナンス体制の整備・推進を位置付けています。

Mitsubishi Estate aims to realize the enhancement of corporate value through a harmonious balance between corporate growth and the interests of its various stakeholders by following its brand slogan, "A Love for People, a Love for the City," based on its basic mission of "contributing to society through urban development." The Company shall position the development and promotion of its corporate governance system as one of the most important management issues in realizing this goal.

コーポレートガバナンスの変遷
取締役会の実効性評価

The Evolution of Mitsubishi Estate’s Corporate Governance System
Evaluation of the Effectiveness of the Board of Directors

コーポレートガバナンスの変遷

The Evolution of Mitsubishi Estate’s Corporate Governance System

2016年に指名委員会等設置会社へ移行してからは、「経営監督と業務執行それぞれの役割明確化と機能強化を図るとともに、株主をはじめとするステークホルダーに対する説明責任を果たすべく、経営の透明性及び客観性の担保に努めること」を基本的な考え方とし、社会情勢及び企業を取り巻く経営環境の変化、ステークホルダーの要請等を踏まえ、コーポレートガバナンス体制の改善を着実に推進してきました。

2025年度は、スキル・マトリックスの採用理由の開示及び政策保有株式の定量削減目標の開示を行いました。また、「長期経営計画 2030」の目標達成に向けた役員のコミットメントをより強めることなどを目的として、2022年度以来となる役員報酬制度の改定を報酬委員会にて決議し、2026年度より適用しています。

これまでのコーポレートガバナンス体制の変遷の概要については下記の通りです。

Since transitioning to a company with nominating committee, etc., structure in 2016, the Company’s basic policy has been to “develop and promote its corporate governance system to bring about greater clarity with regard to roles and the strengthening of functions in both management supervision and business execution, while also working to ensure the transparency and objectivity of management in order to fulfill its obligation to be accountable to its shareholders and other stakeholders.” To this end, the Company has steadily promoted the improvement of its corporate governance system, giving due consideration to changes in social conditions and the business environment as well as to the demands of its stakeholders.

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 encouraging a stronger commitment among executive officers to achieving the targets of Long-Term Management Plan 2030, the Remuneration Committee decided on the first revision of the remuneration systems since FY2022, and the Company adopted the revisions in FY2026.

The following is an overview of the changes made to Mitsubishi Estate’s corporate governance system to date.

拡大画像を表示拡大画像を表示

Evolution of Corporate Governance System

取締役会の実効性評価

Evaluation of the Effectiveness of the Board of Directors

目的・評価手法／これまでの取り組み

Objectives, Evaluation Methods, and Past Initiatives

取締役会は、中長期的な企業価値向上の実現及びコーポレートガバナンスの向上に、取締役会が監督機能を通じて有効に機能しているか確認することを目的に、年に1回、各取締役による評価に基づき、取締役会全体の実効性についての分析・評価を行い、その結果の概要を開示するとともに、取締役会にて検討の上、必要に応じて実効性を向上させるための施策を策定・実施することとしています。

これまでも、実効性評価の分析結果を踏まえ、議題の精査を行い経営計画に関する議論を充実するとともに、執行役からの報告機会・内容の充実、社外取締役に対する情報提供の充実などを行い、役割を適切に果たすための取り組みを実施してきました。2020年度からは、2020年1月に策定公表した「長期経営計画2030」を踏まえ、長期的な視点で株主価値・社会価値向上に向けた経営を適切にモニタリングしていく観点から、従来の評価項目に加え、今後充実すべき取り組み等に関する項目を追加しています。

なお、質問票の作成、回答結果の分析、課題の共有等各フェーズにおいて2020年度及び2023年度に第三者評価機関の助言を得ています。

With the aim of confirming that the Board of Directors is functioning effectively through its oversight function to improve corporate value on a medium- to long-term basis and to enhance corporate governance, the Board of Directors analyzes and evaluates its effectiveness as a whole based on evaluations conducted annually by each director. In addition, the Board discloses a summary of the evaluation results and subsequently formulates and implements policies based thereon to enhance its effectiveness where necessary.

In accordance with the results of the analysis of the annual evaluation of the Board of Directors' effectiveness, the Board has thus far implemented initiatives to enable it to carry out its role appropriately. These include enhancing discussions regarding management plans by carefully examining agenda items as well as increasing opportunities for and improving the content of reporting from corporate executive officers, in addition to ensuring that information is provided more extensively to outside directors.
In FY2020, based on Long-Term Management Plan 2030—unveiled in January 2020—the Company included items regarding initiatives to be improved going forward in addition to existing items from the perspective of appropriately monitoring management to increase social value and shareholder value over the long term.

In FY2020 and FY2023, the Company consulted with a third-party evaluation organization at each phase of the evaluation process, which involved the creation of questionnaires, an analysis of the questionnaires' responses, and the sharing of recognized issues to be addressed.

評価の結果（2025年度）

Results of Evaluation

前回2024年度実効性評価における「更なる実効性向上に向けた主な課題」に対し、以下の対応・改善が確認できました。

The evaluation was able to confirm the following initiatives and improvements with regard to "Major Tasks for Further Enhancing Board Effectiveness" identified in the previous evaluation of effectiveness undertaken in FY2024.

アンケート集計においては、過半の項目で「適切である」との回答を得ており、また取締役会報告における議論・意見交換においても、現状、適切な取締役会運営ができていることを確認した上で、更なる議論活性化やモニタリング機能強化のための課題提起等が行われました。

以上より、当社取締役会は「有効に機能している」と評価しました。

また、取締役会における有益な示唆の振り返り、取締役が相互に求める役割や現状の満足度に関するフィードバックも行った上で、以下2点を新たな課題として設定しました。

In the questionnaire results, respondents rated a majority of the items as appropriate. Moreover, in the discussion and exchange of opinions during the report to the Board of Directors, it was confirmed that the Board of Directors currently operates appropriately, following which issues were raised for further stimulating discussion and strengthening monitoring functions.

Based on the above, the evaluation confirmed that the Board of Directors was functioning effectively.

There was also a review of helpful suggestions made at meetings of the Board of Directors and feedback was provided on the roles that directors expect of each other and the current level of satisfaction.
With the expectation that the environment will continue to change rapidly, it was decided to set and work to address the following two points as the "Major Tasks for Further Enhancing Board Effectiveness" in FY2026.

Tasks for Further Enhancing Board Effectiveness