Labor practices

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

graph: Gender ratio (entire Group)

Gender ratio (entire Group)

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)

graph: Trend in the number of female employees (Mitsubishi Electric alone)

Trend in the number of female employees (Mitsubishi Electric alone)

graph: Trend in the number of female managers (at or above section manager level; Mitsubishi Electric alone)

Trend in the number of female managers (at or above section manager level; Mitsubishi Electric alone)

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, approx. 120 employees in FY2017 and approx. 120 employees in FY2018).

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 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

document: Handbook on Supporting Work/Childcare Balance for Employees and Supervisors

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.

photo: Handbook on Supporting Work/Childcare Balance for Employees and Supervisors

Training in management of female employees

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.

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.

Ratio of women among new recruits for engineering fields (Mitsubishi Electric alone)

Fiscal 2017 Fiscal 2018 Fiscal 2019
9% 11% 13%
  • * October hires and April hires

Various events are organized to actively disseminate genuine perspectives on working at Mitsubishi Electric. These include exchange forums where female students in science can interact with female employees at various stages in their life, from junior employees to employees who have children, and seminars designed to introduce day nurseries and other in-house facilities at Mitsubishi Electric to female science students. Attendees also receive pamphlets that introduce Mitsubishi Electric's female engineers. are also distributed.

  • photo: Exchange forum with female engineers

    Exchange forum with female engineers

  • document: Pamphlet for female science students

    Pamphlet for female science students

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 205 consolidated affiliates in Japan and overseas, employing some 57,000 overseas employees, which corresponds to 40% 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 can 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 10 to 20 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 in both Japan and overseas to strengthen awareness of corporate principles that all employees of the Mitsubishi Electric Group worldwide ought to share.

Today, local staff members account for more than 40% of all executive officers (above the level of general manager) in overseas affiliates. Mitsubishi Electric continues to widely promote the placement of human resources in positions that are suitable for them, be they local staff or expatriates of Mitsubishi Electric (Japan), for managerial positions in overseas affiliates.

Employees dispatched under the overseas OJT system (2009 – 2018 (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.

graph: Employees dispatched under the overseas OJT system

Employees dispatched under the overseas OJT system

Employees have also been dispatched to English-speaking countries, Chinese-speaking countries and Spanish/Portuguese-speaking countries, as shown below, for foreign language training.

Employees dispatched to attend foreign language training overseas

Fiscal 2014 Fiscal 2015 Fiscal 2016 Fiscal 2017 Fiscal 2018
94 101 90 98 103

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.

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

Multi-track personnel system from the core career track (for unionized workers)

Promoting Employment of 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, 2018, people with disabilities comprised 2.21 % of the total workforce at Mitsubishi Electric and its special subsidiaries combined.

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 mainly engages in the cleaning service, café, business card, food service, and health promotion (massage) businesses, and employs 52 people with disabilities as of March 15, 2018. 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.
  • photo: Cafe business

    Cafe business

  • photo: Cookie manufacturing

    Cookie manufacturing

  • photo: Business card production

    Business card production

VOICE (Melco Tender Mates instructor)

photo: Kaori Oshige

Kaori Oshige
Instructor, Café Group, Division 2
Melco Tender Mates Corporation

I work with employees who have a disability and take particular care to support them so they develop a sense of ambition and the spirit of hospitality. In particular, I make a constant effort to create a congenial workplace environment that not only makes daily communication easier but also deepens mutual trust and, through personal interviews, leaves not even the slightest change unnoticed.

I myself try to understand the views of the employees I instruct and the various matters that arise from many perspectives, by taking the time to hold weekly exchanges of views with instructors of other groups such as the business card group and the meal delivery group. We discuss issues related to instructing employees with disabilities.