CSR – Maintaining a Favorable Working Environment

Basic Policy

Japan's working population is expected to dramatically decrease in conjunction with its aging and declining population, and there is apt to be a further increase in the number of employees, both men and women, who work while caring for children or elderly members of their family. In order for Mitsubishi Electric to survive through the tough international competition and realize sustainable growth under these circumstances, it will be essential to create a working environment where all employees can work to their full potential within their limited time.

Various initiatives are in place at Mitsubishi Electric to create a working environment where all employees can work actively while maintaining a good work-life balance.

Support for Flexible Working Styles

Development and Availability of Childcare and Family-Care Programs in Japan

Mitsubishi Electric is making every effort to fully establish a work-life balance support system that more than satisfies the legal requirements, and to develop workplace conditions that allow employees to comfortably do their jobs and raise children or care for elderly family members. Our childcare leave program can be extended to the month of March following the child's first birthday, or until the end of September at the longest. We also have a program that allows employees to work shorter days when raising their children, and this program can be extended up until the end of March in the year the child graduates from elementary school. Our family-care leave program allows employees with families that meet the requirements to take a leave of absence for as long as two years. It also allows employees to work shorter days for up to three years to help them take care of their families. In addition, when the employee is the spouse of an expectant mother, the spouse may take up to five days of special paid leave. There is also a program to provide the spouse with special paid leave to use in certain circumstances such as to participate in a child's school event, a "work-at-home" program for employees providing family care, as well as a re-hiring system for employees who have temporarily left the company to provide family care.
Furthermore, in fiscal 2017, we have made it possible for employees to take half-day absences from work to care for elderly family members or attend to a sick child, and have introduced a reduced working hour system that allows employees to work shorter hours on a certain day of every week, as one form of reducing working hours for family care. We have also relaxed the requirements for our work-at-home program so that employees may work at home up to two days a week, and expanded the scope of childcare to include children until they have finished primary school.

To raise employee awareness of these initiatives, we actively disseminate relevant information through a portal site, which features a range of information on work-life balance, such as a list of support systems for employees raising children (see chart below), and interviews with working mothers. We make this information available to employees, managers, and new hires, aiming to create an environment that is conducive to using these support systems. Along with enhancing our programs, we will work to foster a workplace culture in which employees can enrich their personal lives while advancing their careers.

As of April 2017

Work-life balance support measures related to childcare

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Diamond Kids Day-care Centers

To support the career development of employees raising children, Mitsubishi Electric opened Diamond Kids, an onsite day-care center, in Kamakura City, Kanagawa Prefecture and Amagasaki City, Hyogo Prefecture on October 1, 2014, with an enrollment of approximately 10 children in each center.

By providing its services in locations adjacent to a Mitsubishi Electric workplace on days and during hours corresponding to the workplace, catering to extended hours, and ensuring security measures that prevent intrusion by suspicious individuals as well as accident prevention measures, Diamond Kids offers a childcare environment that allows employees to fully concentrate on their jobs without worrying about their children. It also promotes employees' return to work after taking a leave, by accepting children all year round.

Name Diamond Kids Shonan Diamond Kids Itami

5-1-1 Ofuna, Kamakura City, Kanagawa Prefecture
Within the Information Technology R&D Center

6-9-22 Tsukaguchi-honmachi, Amagasaki City, Hyogo Prefecture
Within the Mitsubishi Electric Health Insurance Association Itami General Gymnasium BRIO

Facility area Floor space: approx. 100m2
Enrollment capacity Approx. 10 children
Children's ages Ages 0 (children over 57 days old) up to enrollment in primary school
Eligibility Mitsubishi Electric employees (not restricted to women)
Operating hours 8:00 – 18:00 (extended hours up to 21:00)
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Other Programs


Flextime allows employees to decide on their working hours for themselves so that they may improve their productivity and exercise creativity, and thereby achieve a good balance between their corporate life and personal life. The program may be utilized depending on the specific duties and job performance of each employee.
Working hours are divided into "core time" and "flexible time." Core time is a band of time during which all employees must be present in the office as a rule unless special circumstances exist. Flexible time is a band of time within which employees may choose when they arrive and depart from the office in consideration of the progress of their work and fluctuations in workloads. Specific time bands are determined by each office.

Self-support leave

Employees who do not use up their annual paid vacation time by the end of the fiscal year may accumulate up to 20 days of unused vacation time and carry them over to the next fiscal year and onward.
Those who receive company approval to take more than three days off from work to recuperate from an illness, engage in family care, take part in a volunteer activity, etc., may acquire a self-support leave.

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Utilization status of childcare and family care programs (by Mitsubishi Electric employees)

(Unit: No. of employees)

No. of employees who have taken a leave FY2015 FY2016 FY2017
Men Women Total Men Women Total Men Women Total
Childcare leave 10 204 214 11 215 226 12 237 249
Acquisition rate of leave of absence (%) - - 100% - 99% - - 98% -
Reduced working hours for childcare 6 318 324 6 341 347 5 348 353
Reduced working hours during pregnancy - 11 11 - 8 8 - 13 13
Family care leave 7 5 12 5 4 9 3 4 7
Reduced working hours for family care 1 2 3 4 5 9 5 4 9
Prenatal and postnatal absence - 112 112 - 138 138 - 142 142
Paternity leave 566 - 566 643 - 643 658 - 658
Nursing absence 17 11 28 13 5 18 18 8 26
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Creating a Working Environment where Work-Life Balance Can Be Achieved by Everyone through a "Reform of Working Styles"

Since fiscal 2017, Mitsubishi Electric promotes a "reform of working styles" as a management policy, and strives to create a working environment where work-life balance can be achieved by everyone by "creating a corporate culture that places even greater emphasis on achievements and efficiency" and "reforming employees' attitudes toward work."

We are creating a working environment that encourages each and every employee to be strongly aware of operational efficiency and productivity and to produce the best possible results in a limited amount of time.

We are also developing IT tools and other infrastructure environments, with the aim of offering new, efficient working styles, such as by promoting working at home and on business trips, and participation in Web conferences at one's desk.

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President's Forum on Working Style Reforms

To accelerate the promotion of working style reforms in each office, a dialogue meeting titled "President's Forum on Working Style Reforms" has been held in sequence in each area since February 2017 as an opportunity for the president and employees to engage in dialogue on working style reforms. In these meetings, the thoughts of top management about working style reforms, and the direction the company aims to take, are conveyed directly to employees by the president. The meetings also collect onsite feedback on the issues each office faces in promoting reforms and corporate matters, collecting and incorporating them into viable policies.

President's Forum

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