CSR – Workforce Diversity

Basic Policy

Within today's rapidly changing workforce environment, providing a workplace where employees can work to their full potential regardless of gender or age is essential to business development. Furthermore, it has become more vital than ever before to employ an even greater diversity of people, given the increasingly aging and diminishing population in Japan. Based on this awareness, Mitsubishi Electric promotes employee diversity through the following measures.

Women’s Participation

To formulate and implement original measures that would help female employees and employees with children form a career while also enriching their personal lives, Mitsubishi Electric established the CP-Plan* Promotion Center within its Corporate Human Resources Division in April 2006, with a mandate to promote recruitment, training, assignment, and institutional initiatives from a diversified perspective.

Career management & Personal life well-balanced Plan

Basic data (Mitsubishi Electric alone)

Trend in the number of female employees (main career track)

Trend in the number of female managers (at or above managerial level)

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Initiatives for Even Greater Participation of Women

Career Forum for Young Female Employees

A career forum (CP-Plan Forum) is offered to young female employees, to actively inspire them to form a career around life events such as childbirth and childcare. Through a lecture personally given by the president on the managerial significance of promoting women's participation, stories of senior employees' personal experiences, and group discussions, the forum urges female employees to think and act on their own and promotes personal networking (attended by approx. 330 employees in FY2014, approx. 210 employees in FY2016, and approx. 120 employees in FY2017).

In addition to this forum that is held at the Head Office, exchange events are also held in some offices.

Strengthening Management Capacities

Various efforts are made to raise management's awareness of women's participation and strengthen management capacities. For example, a mandatory curriculum on women's participation is included in the training program for newly appointed managers, to disseminate an understanding of the managerial significance of women's participation and considerations to be heeded in the management of female subordinates.

Handbook on Supporting Work/Childcare Balance for Employees and Supervisors

Various initiatives are in place so that employees who have taken childcare leave can smoothly return to the workplace and perform to the maximum of their ability while caring for their children. For example, a handbook is distributed both to these employees and their supervisors, and regulations require that these employees have the opportunity to meet with their supervisors periodically before and after returning to their positions.

Handbook on Supporting Work/Childcare Balance for Employees and Supervisors

Training in management of female employees

A management training program for managers supervising female employees has been implemented in several research centers. It aims to strengthen management's capacity for maximizing the potential of female employees by promoting greater awareness of developing female employees as part of the medium to long-term workforce, while giving consideration to life events unique to women and providing an opportunity to think about how this can be done through their relationships with managers.

Training in management of female employees

Active Recruitment of Female Students in Science (organization of events and production of pamphlets that specifically target women in science)

Mitsubishi Electric makes active efforts to recruit female students in science, based on a target of "achieving a more than 20% female ratio in new recruits from engineering fields by FY2021," as stated in the company's Action Plan, pursuant to the Act Concerning Promotion of Women's Career.

In addition to organizing the START LIVE large-scale seminar event where female students in science can directly interact with Mitsubishi Electric employees, exchange forums are held between female students who major in science and female engineers at Mitsubishi Electric. In addition, pamphlets that introduce Mitsubishi Electric's female engineers are distributed, to actively disseminate a concrete image of women working at Mitsubishi Electric.


Pamphlet for female science students

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Principles and Initiatives for Developing Global Human Resources

To Become a Global Company that Employs Global Human Resources

As a global company, Mitsubishi Electric has 213 consolidated affiliates in Japan and overseas, employing some 52,000 overseas employees, which corresponds to 38% of the total number of employees of the Group as a whole. Particular attention is given to personnel assignments and development, with the aim of becoming a corporate body where employees of the entire Group work in positions that are suitable for them, maximize their potential, and are able to realize their personal career plan. More than 100 overseas employees from ten to twenty countries are invited to receive training at a Mitsubishi Electric manufacturing facility (plant) in Japan every year, to acquire technologies, skills, and know-how. Upon their return to their companies, a cycle is put in motion that leads to greater independence of each overseas affiliate and greater employee engagement.

An initiative is also in place to provide a roughly two-week training program in Japan to selected overseas employees who hold promise as future management executives. Participants, who acquire knowledge and a network of personal connections in Japan, return to their company and engage in greater levels of work. At the same time, companies in Japan are actively promoting the employment of foreign employees. Around 20 to 30 foreign employees are employed on a continuous basis every year, and a cross-cultural training program is offered regularly, to be attended in pairs with a senior Japanese employee from the same workplace, so that foreign employees can work actively and comfortably in Japan. Future initiatives will also provide training on Mitsubishi Electric's corporate philosophy, including its corporate mission, values, and history.

National staff members now account for more than 40% of all executive officers (above the level of general manager) in overseas affiliates. Mitsubishi Electric continues to promote various human resources regardless national staff or expatriates of Mitsubishi Electric (Japan), for managerial positions in overseas affiliates.

Dispatching employees under the overseas OJT system (2009 – 2017 (planned))

As part of the effort to develop human resources in Japan capable of working at the global level, Mitsubishi Electric employees are dispatched to affiliated companies under the overseas OJT system. In recent years, an average of 100 employees have been dispatched to various locations around the world every year.

Employees dispatched under the overseas OJT system

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Providing Diverse Employment Formats for Older Employees

In Japan, Mitsubishi Electric instituted a multi-track personnel system in fiscal 2002, which makes diverse employment formats possible by allowing employees aged 50 and over to choose from among a variety of options. The options include financial assistance for an employee's "second life" following retirement, a "second life" support program that provides two years of paid vacation, and extending employment up to the age of 65 through a re-employment program.

We also offer an annual "lifestyle design" training session at each of our business sites to employees turning 50 and their spouses. The sessions encourage employees to take an interest in planning the rest of their lives and designing a rewarding lifestyle by providing information on pensions and retirement benefits, social insurance, taxes, hobbies, health, and other topics, and by facilitating group discussions.

Multi-Track Personnel System from the Core Career Track (for unionized workers)

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Promoting Employment of People with Disabilities

The Mitsubishi Electric Group works to actively employ people with disabilities from the perspective of promoting CSR and diversity. Various barrier-free measures are also being taken to create a comfortable and accessible workplace environment for people with disabilities.

In October 2014, Mitsubishi Electric established Melco Tender Mates Corporation, a special subsidiary* that specializes in businesses mainly suited to people with intellectual disabilities. As of March 15, 2017, people with disabilities comprised 2.13% of the total workforce at Mitsubishi Electric and Melco Tender Mates combined, well surpassing the statutory employment rate of 2.0%.

The company name of Melco Tender Mates Corporation expresses the principle that able-bodied employees and employees with disabilities are equal partners in the workplace and peers who mutually care for each other. The company began by engaging in the cleaning service, café, business card, food service, and health promotion (massage) businesses, and employed 33 people with disabilities as of March 15, 2017. It plans to establish a cookie factory as a second location in FY2018, and to gradually expand its businesses to increase its employment of employees with disabilities.

Special subsidiary: A subsidiary which, if certain requirements are met, is regarded as the same business entity as its parent company and whose rate of employment of people with disabilities is calculated in consolidation with that of the parent company.

Cafe business

Cookie manufacturing

Business card production

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