CSR materiality

Respect Human Rights and Promote the Active Participation of Diverse Human Resources

The Mitsubishi Electric Group respects the human rights of all peoples in countries and regions where it engages in business, based on a conscious awareness of its widespread interaction with people and society. It is also promoting Work Style Reforms so that a diverse range of human resources can play an active role.

Message from management

photo: Mitsuharu Kiwada

Mitsuharu Kiwada
Senior General Manager Corporate Administration Division
Mitsubishi Electric Corporation

The Mitsubishi Electric Group established Policies on Respect for Human Rights in September 2017 and declared its commitment to ensure human rights responses that match international norms. In particular, we are striving to implement measures to prevent and mitigate adverse impacts on human rights. To do so, we are conducting due diligence on human rights in conformance with the UN Guiding Principles on Business and Human Rights, and creating a corrective mechanism in the event it comes to light that a company’s action or involvement has inflicted an adverse impact on human rights.

Human rights issues widely pertain to workers, customers, local communities and all other aspects of society, and the scope of the issues extends globally and through all supply chains. Thus, all employees need to participate in addressing them, with cooperation among all departments. Toward this end, we are working to realize a further change in employee awareness and taking measures to create a culture that respects human rights, so that each employee can recognize human rights issues as their own and take appropriate action. In fiscal 2019, employees were educated on the importance of human rights and suitable mindsets through our various human rights training (including e-learning) programs and activities such as the Mitsubishi Electric Going Up Seminar, the aim of which is to realize an inclusive society*.

We are also actively promoting Work Style Reforms to create a work environment that allows everyone to strike a balance between their work and private lives.

  • * Inclusive society: A society where everyone respects and accepts each other

See the following for details of relevant initiatives.

Progress of Human Rights Due Diligence and Materiality

Result of activities in fiscal 2019

1. Human rights impact assessment
Mitsubishi Electric assessed and evaluated the impact on human rights related to the Group’s corporate activities for a total of 336 sites, including the internal Mitsubishi Electric offices, domestic affiliated companies, and overseas affiliated companies.
We also checked whether the Technical Intern Training Program has been implemented, and whether it is operating according to the law.

2. Efforts regarding human rights in the supply chain
Based on the CSR Procurement Guidelines formulated in June 2018, the procurement divisions have begun ensuring that when dealing with transaction partners, agreements are reached with regard to social issues, including human rights.

3. Human rights education
We provided an e-learning program to 71,588 employees of Mitsubishi Electric and domestic affiliated companies. In addition to the human rights impact assessment, we conducted human rights education for employees involved in CSR at Mitsubishi Electric offices and at domestic affiliated companies.

Approaches for fiscal 2020

1. Implement human rights risk reduction measures within the Mitsubishi Electric Group
To ensure that the risks highlighted in the fiscal 2019 human rights impact assessment do not lead to problems, we are continuing to reinforce our efforts through human rights education, etc.

2. Human rights efforts in supply chain
Ensure that measures that started in fiscal 2019 to consider social issues, such as human rights, in agreements concluded with suppliers, will continue. In addition, we will continue to promote efforts to fully understand human rights violation risks by suppliers.

3. Consider upgrading the system for handling grievances
The Mitsubishi Electric Group has multiple inquiry channels that serve as a system for listening to various grievances and questions related to human rights. We aim to raise the performance of these channels to meet international standards.

Creating a Working Environment where Work-Life Balance can be Achieved by Everyone through Work Style Reforms

Since fiscal 2017, Mitsubishi Electric promotes a "Work Style Reforms" 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." In these Work Style Reforms, each department, organization and office implements specific measures based on the following four perspectives.

diagram: Four perspectives for working-style reforms
  • * JIT (Just in Time): Work process improvement activity in which all employees eliminate operational inefficiencies to improve the quality of all work processes.

Outcomes of the Work Style Reforms

Three years have passed since the Work Style Reforms began in fiscal 2017. Through driving the reforms based on the four perspectives, the percentage of employees who experienced changes in their work style increased and working hours fell sharply. These reforms, therefore, have produced positive outcomes.

  • graph: Percentage of employees who responded that they had a good work-life balance(Employee Attitude survey)

    Percentage of employees who responded that they had a good work-life balance(Employee Attitude survey)

  • graph: Changes in the number of employees who worked more than 80 hours of overtime a month

    Changes in the number of employees who worked more than 80 hours of overtime a month

Topics Examples of Work Style Reforms in the Office

More and more employees are feeling that their work style has changed. For example, using laptops in meetings is now an everyday sight. We will continue to foster enhancements in the corporate culture and environment so that all employees can feel the change. Yet Work Style Reforms extends beyond just improving operational efficiency. To achieve the reform goal of "creating a workplace environment in which everyone can maintain physical and psychological health and work in good spirits," we aim to develop a company where every single employee is always aware of the value of improving their work and finds their work fulfilling.

  1. 1. Developing an IT environment
    1. Introducing tablets and eliminating paper documents from executive meetings
    2. Providing mobile terminals to employees in all offices who need them
    3. Implementing of video conferences for meetings between remote offices and reduction of business trips
    4. Realizing flexible working styles by expanding the work-at-home program
    5. Promoting the use of work smartphones outside the company (schedule confirmation, verification tasks, etc.)
  2. 2. Simplifying and reducing company-wide documents
    1. Simplifying documents by shortening discussion times and schedules in management meetings
    2. Reducing the number of periodic reports (weekly reports, monthly reports, etc.) issued by each department
    3. Reviewing report formats
  3. 3. Promoting indirect JIT Kaizen activities
    1. Analyzing operations by external consultants and implementing JIT Kaizen activities company-wide

President's Forum

photo: President's Forum in 2018

President's Forum in 2018

To accelerate the promotion of office Work Style Reforms, the "President's Forum" meeting began in February 2017 as a president-employee conversation opportunity. The president explains to employees the objective and focus of actions surrounding Work Style Reforms, which is a key management policy, and accepts a wide range of inputs from employees such as issues they face in promoting the reforms and opinions and requests on corporate matters. The president will incorporate these inputs to develop more effective measures.

See the following for details of relevant initiatives.