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Mitsubishi Corporation has Offices & Subsidiaries in approximately 90 countries around the world

  • Japan (Head Office)
  • North America
  • Latin America & the Caribbean
  • Europe
  • Africa
  • Middle East
  • Central Asia
  • East Asia
  • Asia & Oceania
  • Japan (Head Office)
  • North America
  • Latin America &
    the Caribbean
  • Europe
  • Africa
  • Middle East
  • Central Asia
  • East Asia
  • Asia & Oceania

Japan (Head Office)

North America

Latin America & the Caribbean

Please see details of our activities in Latin America & the Caribbean here.

Corporate Brochure

Central Asia

Mitsubishi Corporation

Approaches to Corporate Governance
- Mitsubishi Corporation's Corporate Governance System Supporting Sustainable Growth

Basic Policy

Mitsubishi Corporation’s corporate philosophy is enshrined in the Three Corporate Principles. Through corporate activities rooted in the principles of fairness and integrity, Mitsubishi Corporation strives to continuously raise corporate value. Mitsubishi Corporation believes that by helping to enrich society, both materially and spiritually, it will also meet the expectations of shareholders, customers, and all other stakeholders.
In order to achieve these goals, Mitsubishi Corporation recognizes strengthening corporate governance on an ongoing basis as its important subject concerning management as it is foundation for ensuring sound, transparent and efficient management. Mitsubishi Corporation, based on the Audit & Supervisory Board Member System, is thus working to put in place a corporate governance system that is even more effective. This includes strengthening management supervision through such measures as appointing Outside Directors and Outside Audit & Supervisory Board Members who satisfy the conditions for Independent Directors or Independent Audit & Supervisory Board Members, and establishing advisory bodies to the Board of Directors where the majority of members are Outside Directors, Outside Audit & Supervisory Board Members and other experts from outside Mitsubishi Corporation. At the same time, Mitsubishi Corporation uses the executive officer system etc. for prompt and efficient decision-making and business execution.

Corporate Governance Framework (As of June 21, 2019)

Board of Directors

The Board of Directors is responsible for making decision concerning important management issues and overseeing business execution. In-house Directors utilize their rich experience of working within Mitsubishi Corporation and Outside Directors utilize their practical, objective and professional perspectives to ensure appropriate decision-making and management oversight.

Composition of the Board of Directors and the Policy for Appointing Nominated Directors

To ensure Mitsubishi Corporation’s decision-making and management oversight are appropriate for Mitsubishi Corporation which is involved in diverse businesses and industries in a wide range of fields, several Directors are appointed from both within and outside Mitsubishi Corporation with the depth of experience and high levels of knowledge and expertise needed for fulfilling their duties.
More specifically, in addition to Chairman of the Board and the President and CEO, Mitsubishi Corporation’s in-house Directors are appointed from Executive persons responsible for companywide management, Corporate Staff operations, and other areas. Outside Directors are appointed from those who possess a practical perspective of highly experienced officers and those who possess an objective and professional perspective with a deep insight on global developments and socio-economic trends.
In principle, the Board of Directors is an appropriate size for conducting deliberations, with one third or more being made up of Outside Directors.

Process for Appointing Nominated Directors

Based on the above policy, the President and CEO proposes a list of nominated Directors, which is then deliberated at the Governance, Nomination and Compensation Committee and resolved by the Board of Directors before being presented at the Ordinary General Meeting of Shareholders.

Matters Deliberated by the Board of Directors

In order to lead Mitsubishi Corporation’s sustainable growth and increase mid- and long-term corporate value, the Board of Directors deliberates on important management issues, such as management strategies, and will supervise business execution through reports by Directors on the status of their duties. In addition, matters requiring a resolution by the Board of Directors in accordance with laws and regulations and the Articles of Incorporation are deliberated and resolved based not only on the economic aspects, but also with an emphasis on the perspectives of ESG (Environment, Social and Governance). In particular, for investments and loans, the Board of Directors sets out monetary threshold standards for each type of risks, such as credit risk, market risk and business investment risk (amounts do not exceed 1% of total assets and are set individually depending on the nature of the risk) in accordance with Mitsubishi Corporation’s scale of assets and investments. Investments and loans that exceed this monetary threshold are deliberated and resolved by the Board of Directors.
Furthermore, business execution other than these matters for resolution by the Board of Directors is entrusted to Executive Officers in accordance with the allocation of duties decided by the Board of Directors for prompt and efficient business execution. Business is executed through the President, as the Chief Executive Officer, and the Executive Committee (held twice monthly), as a management decision-making body to take responsibility for business execution.
Further, the Board of Directors strives to construct an internal control system for increasing corporate value by conducting appropriate, valid and efficient business execution in conformity with laws, regulations and the Articles of Incorporation. Each year, the Board checks on the implementation of the internal control system and makes ongoing improvements and enhancements.

Evaluation of the Effectiveness of the Board of Directors

Mitsubishi Corporation undertakes an evaluation of the Board of Directors every year in order to continually enhance the effectiveness of corporate governance. For the fiscal year ended March 31, 2019, Mitsubishi Corporation adopted a self-evaluation process in line with the evaluation theme of “Review after reforming the rules and operating processes of the Board of Directors.” While obtaining advice from a third party evaluation organization, Director Toshiko Oka and Audit & Supervisory Board Member Ikuo Nishikawa, who serve as Independent Outside Director and Independent Outside Audit & Supervisory Board Member, respectively, took the lead in formulating questions and analyzing and evaluating the responses.

<Process>

  1. The process and themes of the evaluation of the Board of Directors for the fiscal year ended March 31, 2019 were deliberated in the Governance, Nomination and Compensation Committee.
  2. Questionnaires and interviews involving all Directors and Audit & Supervisory Board Members were conducted.
  3. The results of the questionnaires and interviews were compiled and deliberated together with future policies in the Governance, Nomination and Compensation Committee.
  4. Based on the result of discussions in the Governance, Nomination and Compensation Committee, the Board of Directors analyzed and evaluated the findings and shared future policies.

<Questions>

The questions concerned the evaluation of measures undertaken in the fiscal year ended March 31, 2019; the size and composition of the Board of Directors; the operation; the agenda items; the oversight and audit functions and support system; the status of individual involvement; the composition and operation of the Governance, Nomination and Compensation Committee; and dialogue with shareholders and investors, among other matters.

<Evaluation Results and Future Priorities>

  • The evaluation confirmed that Mitsubishi Corporation’s hybrid model of corporate governance based on the Audit & Supervisory Board Member System has been functioning properly. The hybrid model makes use of the Governance, Nomination and Compensation Committee, which comprises a majority of Outside Directors and Outside Audit & Supervisory Board Members. Confirmation was obtained primarily through evaluations of the Board of Directors and the Governance, Nomination and Compensation Committee, and self-evaluations by Audit & Supervisory Board Members regarding the roles of the Audit & Supervisory Board Members in the Board of Directors.
  • The evaluation highly commended the site visits of business investees, which are implemented from the standpoint of enhancing the provision of information, because these visits led to an increased understanding of the businesses and helped to foster communication among the Outside Directors and Outside Audit & Supervisory Board Members.
  • The evaluation determined that the reforms of the Board of Directors implemented as a key initiative in the fiscal year ended March 31, 2019 (strengthen monitoring of Company-wide and Business Group strategies by enhancing the content of reports by directors of the status of their duties; raise monetary threshold standards related to the submission of investment and loan proposals for approval and to reporting on those projects; and enhance the provision of information to Outside Directors and Outside Audit & Supervisory Board Members through briefing sessions from management executives prior to each Board of Directors meeting) have helped to enhance the effectiveness of the Board of Directors.
  • The evaluation proposed a number of measures to be undertaken going forward. From the standpoint of further enhancing monitoring functions and supporting efforts to achieve the goals laid out in “Midterm Corporate Strategy 2021,” these measures included further upgrading and expanding the monitoring of major business investees, enhancing feedback on deliberations in management meetings, and enhancing and expanding follow-up activities on important matters. The evaluation also confirmed that it will continue to consider ways to involve the Outside Directors and Outside Audit & Supervisory Board Members in the successor development and selection process for the President and CEO.

Based on the analysis and evaluations of the Governance, Nomination and Compensation Committee and the Board of Directors with respect to the issues highlighted by the evaluation results and the opinions and recommendations from Directors and Audit & Supervisory Board Members, Mitsubishi Corporation will implement measures to further enhance the effectiveness of the Board of Directors.

Board of Directors' Advisory Bodies

Governance, Nomination and Compensation Committee

The Governance, Nomination and Compensation Committee has met around twice a year since its establishment in 2001. A majority of the members of the committee are Outside Directors and Outside Audit & Supervisory Board Members. It conducts continuous reviews of corporate governance-related issues and discusses requirements for the President and CEO and basic policies concerning its appointment and dismissal as well as selection of individual candidates. The committee also discusses matters regarding the basic policy for selecting Directors and Audit & Supervisory Board Members when nominating them and the selection of individual candidates and so forth. The committee also deliberates on the remuneration package for Executive Officers, including the policy for setting remuneration and appropriateness of remuneration levels and composition, and monitors operation of this system.

<Main Discussion Themes>

  • Composition of the Board of Directors and Audit & Supervisory Board, policy on appointment of and proposals for appointment of Directors and Audit & Supervisory Board Members
  • Requirements for the President and CEO and basic policies concerning the appointment and dismissal of the President and CEO, as well as personnel proposal of the President and CEO
  • Review of the remuneration package including the policy for setting remuneration and appropriateness of remuneration levels and composition
  • Evaluation of the effectiveness of the Board of Directors

<Composition of Committee (*Committee Chairman)> (as of April 1, 2019)

Outside members (5):
  • Akihiko Nishiyama, Outside Director
  • Toshiko Oka, Outside Director
  • Akitaka Saiki, Outside Director
  • Tsuneyoshi Tatsuoka, Outside Director
  • Tadashi Kunihiro, Outside Audit & Supervisory Board Member

In-house members (3):

  • Ken Kobayashi,* Chairman of the Board
  • Takehiko Kakiuchi, Member of the Board, President & CEO
  • Shuma Uchino, Senior Audit & Supervisory Board Member

<The President’s Performance Evaluation Committee>

The President’s Performance Evaluation Committee has been established as a subcommittee to the Governance, Nomination and Compensation Committee, comprising the same Chairman and Outside Directors as the parent committee to deliberate the assessment on the President’s performance.

International Advisory Committee

The International Advisory Committee has met annually since its establishment in 2001. Members of the Committee report on and offer advice from their respective viewpoints covering matters such as expert analysis, key considerations and other insights into the global situation and geopolitical conditions surrounding Mitsubishi Corporation. The Committee conducts lively exchanges of opinions involving Mitsubishi Corporation’s executives, and these discussions are put to good use by Mitsubishi Corporation’s management.

<Main discussion themes> (Fiscal year ended March 31, 2019)

  • Future of free trade
  • Threats to global growth
  • Potential of emerging markets

<Composition of Committee (*Committee Chairman)> (as of the annual meeting in the fiscal year ended March 2019)

Overseas members (6):
  • Ambassador Richard Armitage, Former United States Deputy Secretary of State (U.S.A.)
  • Professor Joseph S. Nye, Harvard University Distinguished Service Professor (U.S.A.)
  • Mr. Ratan N. Tata, Chairman, Tata Trusts (India)
  • Mr. George Yeo, Chairman of Kerry Logistics Network (Singapore)
  • Mr. Niall FitzGerald, KBE, Former CEO & Chairman, Unilever (Ireland)
  • Mr. Jaime Augusto Zobel de Ayala ii, Chairman and CEO, Ayala Corporation (The Philippines)

Japanese members (5):

  • Ken Kobayashi,* Chairman of the Board
  • Takehiko Kakiuchi, Member of the Board, President & CEO
  • Kanji Nishiura, Member of the Board, Executive Vice President
  • Akitaka Saiki, Outside Director
  • Tsuneyoshi Tatsuoka, Outside Director

Audit & Supervisory Board

The Audit & Supervisory Board audits Directors' decision-making process and their performance of duties according to the Companies Act and other laws and regulations, Mitsubishi Corporation's Articles of Incorporation and internal rules and regulations. In-house Audit & Supervisory Board Members conduct audits from a perspective of their rich experience of working within Mitsubishi Corporation, and Outside Audit & Supervisory Board Members from a neutral and objective perspective, to ensure that management is sound.
The composition of the Audit & Supervisory Board and the policy and procedure for appointment of nominated Audit & Supervisory Board Members are deliberated by the Governance, Nomination and Compensation Committee, and then, decided by the Board of Directors as follows:

Composition of the Audit & Supervisory Board and the Policy for Appointing Nominated Audit & Supervisory Board Members

To ensure Mitsubishi Corporation's sound business development and improve its social credibility through audits, several Audit & Supervisory Board Members are appointed from within and outside Mitsubishi Corporation with the depth of experience and high level of expertise needed for conducting audits.
More specifically, in-house Audit & Supervisory Board Members are appointed from those with knowledge and experience in corporate management, finance, accounting, risk management, or other areas. Outside Audit & Supervisory Board Members are appointed from those with rich knowledge and experience across various fields.
In principle, the total number of Audit & Supervisory Board Members is 5, with more than half their number being made up of Outside Audit & Supervisory Board Members.

Process for Appointment of Nominated Audit & Supervisory Board Members

Based on the above policy, the President & CEO consults with Senior Audit & Supervisory Board Member and creates a proposal for appointment of nominated Audit & Supervisory Board Members, which is then deliberated by the Governance, Nomination and Compensation Committee and approved by the Audit & Supervisory Board before being resolved by the Board of Directors and presented at the Ordinary General Meeting of Shareholders.

Provision of Information to Directors and Audit & Supervisory Board Members and Support System

To ensure that the Directors and Audit & Supervisory Board Members are able to perform their management supervision and audit functions adequately, the Board of Directors Office and the Audit & Supervisory Board Members Office have been established, and have been providing necessary information and support appropriately and in a timely manner for them to perform their duties.
For Outside Directors and Outside Audit & Supervisory Board Members, the offices provide Board of Directors meeting materials and explanations as well as hold briefing sessions about management strategies, important matters, and other topics before Board of Directors meetings to ensure that they can effectively participate in the discussion fully and to enhance the Board’s monitoring function. The offices also provide an orientation to newly appointed Outside Directors and Outside Audit & Supervisory Board Members, as well as ongoing opportunities to deepen their understanding of the businesses and strategies of Mitsubishi Corporation including site visits of business investees and opportunities for dialogue with the management executives. Furthermore, to enhance the effectiveness of the Board of Directors, Mitsubishi Corporation holds meetings of the Governance, Nomination and Compensation Committee and the President’s Performance Evaluation Committee, which comprise a majority of Outside Directors and Outside Audit & Supervisory Board Members in their memberships. Also, Mitsubishi Corporation endeavors to enhance close cooperation among Outside Directors and Outside Audit & Supervisory Board Members through such measures as holding exclusive meetings of Independent Outside Directors and Independent Outside Audit & Supervisory Board Members approximately once every quarter to provide opportunities for discussion about a wide range of themes such as business management and the corporate governance of Mitsubishi Corporation. To further enhance the effectiveness of the management supervision function, Mitsubishi Corporation also holds informal meetings of the Board of Directors whenever necessary to provide a forum for free discussion among Directors and Audit & Supervisory Board Members.

<Enhance Provision of Information>

Prior to each Board of Directors meeting, the meeting materials are distributed and the management executives of theCorporate Staff Section and Business Groups spend around three hours on average providing a briefing session regarding their business status, investments and loans, and corporate projects to the Outside Directors and OutsideAudit & Supervisory Board Members, covering the strategic importance and key points of management strategies.
Moreover, for investments and loans deliberated in the Board of Directors meetings, an overview of the deliberation and key points by the Executive Committee, the management decision-making body on the executive side, is shared beforehand to report the discussion process on the executive side with the Outside Directors and Outside Audit & Supervisory Board Members. Furthermore, Mitsubishi Corporation organizes dialogues with the MitsubishiCorporation management executives to provide an opportunity for Outside Directors and Outside Audit & SupervisoryBoard Members to hear opinions directly from the executive side.

<Meetings of Independent Outside Directors and Outside Audit & Supervisory Board Members>

In the fiscal year ended March 31, 2019, Mitsubishi Corporation invited institutional investors to discuss recent investment trends and other topics of interest. Furthermore, before formulating “Midterm Corporate Strategy 2021,”the President and CEO explained the policies and approach behind its conception and exchanged opinions with Outside Directors and Outside Audit & Supervisory Board Members.

<Site Visits of Business Investees>

For further understanding of Mitsubishi Corporation and the Mitsubishi Corporation Group’s wide range of business lines, every year Outside Directors and Outside Audit & Supervisory Board Members participate in site visits of Mitsubishi Corporation Group companies and other sites, and hold dialogues with the management of Group companies and others.
In the fiscal year ended March 31, 2019, Mitsubishi Corporation organized site visits in Myanmar in April 2018. Participants observed Mitsubishi Corporation’s large mixed-use redevelopment project in Yangon and the Mandalay International Airport operation business, and other activities in Myanmar, and visited partner companies to engage in dialogue. Moreover, in August 2018, Mitsubishi Corporation held site visits of its wholly owned subsidiary, Cermaq Group AS* in Norway, where the participants observed the salmon farming business and had a lively exchange of opinion with the subsidiary’s management executives, and visited an offshore wind farm facility in the North Sea.

*Cermaq Group AS is the third largest salmon farming, processing and sales company in the world with operations in Norway, Chile and Canada. It produces about 190 thousand metric tons of salmon per year. Cermaq became a wholly owned subsidiary of Mitsubishi Corporation in October 2014, and supplies sustainable, safe and secure farmed salmon worldwide.

Visit and dialogue with partner companies in Myanmar (April,2018)
Cermaq salmon aquaculture site visit (August,2018)

On-site Audits of Subsidiaries, Affiliates and Other Sites

As part of audits conducted by the Audit & Supervisory Board Members, Mitsubishi Corporation organizes visits of subsidiaries, affiliates and other sites by the Audit & Supervisory Board Members, allowing them to exchange opinions with regional chiefs, managers of subsidiaries and affiliates, and local employees.

Mitsubishi Corporation Life Sciences Limited. Tsuchiura Laboratories (January,2019)
Construction site of methanol manufacturing company in Trinidad and Tobago (February,2019)

Independence of Outside Directors and Outside Audit & Supervisory Board Members

To make the function of Outside Directors and Outside Audit & Supervisory Board Members stronger and more transparent, Mitsubishi Corporation has set forth Selection Criteria for Outside Directors and Outside Audit & Supervisory Board Members as follows, after deliberation by the Governance & Compensation Committee, which is composed with a majority of Outside Directors, Outside Audit & Supervisory Board Members and Outside Members.

<Selection Criteria for Outside Directors>

  1. Outside Directors are elected from among those individuals who have an eye for practicality founded on a wealth of experience as corporate executive officers, as well as an objective and specialist viewpoint based on extensive insight regarding global conditions and social and economic trends. Through their diverse perspectives, Outside Directors help ensure levels of decision-making and management oversight appropriate to the Board of Directors.
  2. To enable Outside Directors to fulfill their appointed task, attention is given to maintain their independency*; individuals incapable of preserving this independency in effect will not be selected to serve as Outside Directors.
  3. Mitsubishi Corporation's operations span a broad range of business domains; hence there may be cases of conflict of interest stemming from business relationships with firms home to a corporate executive officer appointed as Outside Directors. Mitsubishi Corporation appropriately copes with this potential issue through the procedural exclusion of the director in question from matters related to the conflict of interest, and by preserving a variety of viewpoints through the selection of numerous Outside Directors.

<Selection Criteria for Outside Audit & Supervisory Board Members>

  1. Outside Audit & Supervisory Board Members are selected from among individuals who possess wealth of knowledge and experience across various fields that is helpful in performing audits. Neutral and objective auditing, in turn, will ensure sound management.
  2. To enable Outside Audit & Supervisory Board Members to fulfill their appointed task, attention is given to maintain their independency*; individuals incapable of preserving this independency will not be selected to serve as Outside Audit & Supervisory Board Members.

(Note) Independency for the purpose of Selection Criteria for Outside Directors and Outside Audit & Supervisory Board Members

To make a judgment of independence, Mitsubishi Corporation checks if the person concerned meets the conditions for independent directors and independent auditors as specified by stock exchanges in Japan such as the Tokyo Stock Exchange, Inc., and whether the person concerned is currently any of the following items (1) to (7) and whether they have been at any time in the past 3 fiscal years.

  1. (1) A major shareholder of Mitsubishi Corporation (a person or entity directly or indirectly holding 10% or more of the voting rights), or a member of business personnel of such shareholder (*1).
  2. (2) A member of business personnel of a creditor of Mitsubishi Corporation exceeding the threshold set by Mitsubishi Corporation (*2).
  3. (3) A member of business personnel of a supplier or a customer of Mitsubishi Corporation exceeding the threshold set by Mitsubishi Corporation (*3).
  4. (4) A provider of professional services, such as a consultant, lawyer, or certified public accountant, receiving cash or other financial benefits from Mitsubishi Corporation, other than directors' or audit & supervisory board members ' remuneration, where the amount exceeds ¥10 million per fiscal year.
  5. (5) A representative or partner of Mitsubishi Corporation's independent auditor.
  6. (6) A person belonging to an organization that has received donations exceeding a certain amount (*4) from Mitsubishi Corporation.
  7. (7) A person who has been appointed as an Outside Director or Outside Audit & Supervisory Board Member of Mitsubishi Corporation for more than 8 years.
  1. *1 A member of business personnel refers to a managing director, corporate officer, executive officer, or other employee of a company.
  2. *2 Creditors exceeding the threshold set by Mitsubishi Corporation refer to creditors to whom Mitsubishi Corporation owes an amount exceeding 2% of Mitsubishi Corporation's consolidated total assets.
  3. *3 Suppliers or customers exceeding the threshold set by Mitsubishi Corporation refer to suppliers or customers whose transactions with Mitsubishi Corporation exceed 2% of Mitsubishi Corporation's consolidated revenues.
  4. *4 Donations exceeding a certain amount refer to donations of more than ¥20 million per fiscal year.

If a person is still judged to be effectively independent despite one or more of the above items (1) to (7) applying, Mitsubishi Corporation will explain and disclose the reason at the time of their appointment as an Outside Director or Outside Audit & Supervisory Board Members.

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