Labor practices

Ensuring Occupational Safety & Health

Basic Policy

Mitsubishi Electric adheres to the basic policy of prioritizing the safety and health our employees above all else. Based on the understanding that health and safety management form the foundation of business management, we aim to establish a culture that places top priority on safety and health in all social and business environments. Furthermore, we strive to provide mental healthcare to all employees as we endeavor to create a workplace environment that allows everyone to work to the best of their ability, comfortably and in good health.

This basic policy underlies our company-wide Five-year Plan (current plan covering the five years from FY2018 to FY2022), which defines priority measures in safety and health management, respectively, and by which we implement specific activities toward achieving annual targets. Our Group companies also engage in health and safety management activities in line with relevant laws, regulations and company-specific issues.

Promotional Framework

The Mitsubishi Electric Group actively promotes safety and health activities across the entire Group under the strong leadership of the top management, such as by regularly holding the Mitsubishi Electric Group Health Convention with the attendance of management executives from Mitsubishi Electric and Group companies in Japan.

Ongoing efforts are made to strengthen the safety and health management framework, as Mitsubishi Electric and Group companies cooperate in exchanging information, engage in education activities, and implement various safety measures. Active communication is also held with employees through meetings with labor unions and the Safety and Health Committee, and labor-management efforts are made to promote both top-down and bottom-up activities that aim to raise the level of safety and health.

In the event of an industrial accident, safety measures are immediately taken by the department where the accident occurred. At the same time, efforts are made to prevent similar accidents by delegating a third party to conduct safety inspections, and laterally disseminating case examples of disasters and countermeasures.

Occupational Safety and Health Management System

graph: Frequency of Labor Accidents (Number of accidents requiring a leave, per million hours)

Frequency of Labor Accidents
(Number of accidents requiring a leave, per million hours)

In 2009, Mitsubishi Electric introduced a program for internal accreditation of the Occupational Safety and Health Management System (OSHMS*). Under the program, each office creates a PDCA cycle for safety and health activities based on the Mitsubishi Electric Group's requirements for safety and health management, such as in regard to the development of a management framework in each office governed by a safety and health supervisor and the implementation of risk assessments and other relevant activities.

The goal is to have all Mitsubishi Electric offices acquire accreditation, pass a surveillance inspection after two years, and a renewal inspection every four years, which will raise the occupational safety and health management level of the company as a whole. As a result of this initiative, we have achieved one of the lowest frequency rates and severity rates of industrial accidents (number of people killed or injured in a fatal accident or an accident that requires time off from work per 1 million hours of work, and number of working days lost per 1,000 hours) in the industry.

  • * OSHMS (Occupational Safety and Health Management System)

Thorough Safety and Health Education

photo: screenshot of E-learning of Safety and Health Education

E-learning of Safety and Health Education

The Mitsubishi Electric Group implements safety and health education that matches its business characteristics and social environment, including stratified programs and occupation-specific programs, in addition to education programs prescribed by law. As a common feature of the Group, Mitsubishi Electric and Group companies in Japan also provide safety and health education based on an internal e-learning system, which has been instrumental in promoting greater understanding of the principles and concept of safety and health to more than 100,000 employees, managers, and supervisors every year.

Furthermore, efforts are also made to strengthen employee safety education through risk simulation, such as by installing a "safety room."

"Danger simulation room" at Mitsubishi Electric's Himeji Works

photo: Danger simulation room

"Danger simulation room"

To increase employee sensitivity to danger, a danger simulation room was created in 2011, where education is provided to all onsite employees and employees of affiliated companies (approx. 6,000) every year. Its facilities are being upgraded in sequence, such as by adding a slipping and falling simulation machine, a machine that simulates gear accidents, and a facility for engaging in finger-pointing safety confirmation.

Health Management Initiatives toward a Healthy Company

Since 2002, Mitsubishi Electric and its Group companies in Japan have carried out the Mitsubishi Electric Group Health Plan 21 (MHP21) intended for their 100,000-some employees and their families, as a three-party cooperation project (Collaborative Health) with the labor union and health insurance union. MHP21 promotes a review of lifestyle habits from an early stage, as a means for preventing lifestyle-related diseases and thereby improving Quality of Life (QOL), and for realizing a "health-oriented company." Under the slogan, "Change Your Lifestyle Habits, Extend Your Healthy Years," MHP21 involves setting company-wide improvement goals in five health categories—maintaining proper body weight, creating an active lifestyle, stopping smoking, maintaining proper dental care, and sleeping properly—and evaluating the degree of achievement of these goals every year.

After implementing Stage I of the plan over ten years and Stage II over five years, a new five-year plan was launched in 2017 as Stage III, with a focus on strengthening individual approaches based on health data, introducing an award system for healthy offices, promoting cooperation between Mitsubishi Electric and Group companies, and otherwise revitalizing Group activities as a whole.

The MHP21 activities, which we have been carrying out for over ten years, have been recognized by the First Smart Life Project Award sponsored by the Ministry of Health, Labour and Welfare, and we have received the Minister's Award for Excellence in the corporation category. Mitsubishi Electric was also recognized under the Large Enterprise Category (White 500) of the Certified Health and Productivity Management Organization Recognition Program that was launched in fiscal 2018 by the Ministry of Economy, Trade and Industry.

Group companies overseas are likewise taking initiatives to maintain and promote health among their employees, in consideration of the health situation in their respective countries.

Targets and results of MHP21 activities

MHP21 activities
Priority items
Before commencement of activities (FY2002) Stage I
Final year (FY2012)
Stage II
Final year (FY2017)
Stage III
First year (FY2018)
Stage III
Target (FY2018−2022)
People maintaining proper body weight*1 73.0% 71.7% 70.4% 70.2% 73% or more
People who have an active lifestyle*2 11.7% 16.2% 24.1% 24.7% 39% or more
Smokers 40.0% 27.6% 24.7% 24.0% 20% or less
People who brush their teeth three times a day or more 13.3% 20.5% 22.5% 24.2% 25% or more
People who get enough sleep and are well rested*3 67.0% 85% or more
  1. *1 BMI of 18.5 or more and less than 25.0
  2. *2 30 minutes or more of exercise twice a week or more, or an average of 10,000 steps (1 hour of walking) or more per day
  3. *3 Included from Stage III

Promoting Mental Health Care

photo: screenshot of Mental Health Care Education

Mental Health Care Education

Mental health care is a top priority for health management in the Mitsubishi Electric Group. By establishing a counseling program that includes an industrial physician and/or counselor and other such initiatives, active efforts are made to help employees cope with everyday worries related to work and family and other emotional issues.

Also through a legislated stress check system, and through telephone and e-mail counseling provided by an employee assistance program (EAP*), importance is placed on the primary prevention of employee mental health disorders.

Employees who return to work after taking a mental health leave are fully supported by the receiving department, personnel department, and industrial physician based on the Mitsubishi Electric Guidelines for Return-to-Work Support, and every effort is made to facilitate their return to their workplace and prevent any relapse.
Furthermore, by appointing dedicated counselors in the Mitsubishi Electric head office, focused care is also provided to employees posted outside of Japan, where working and living environments largely differ from Japan.

In terms of education, line-care and self-care training are repeatedly implemented through lectures and internal e-learning programs, to provide knowledge of mental health and strengthen responses to mental health among managers and employees.

  • * EAP (Employee Assistance Program): a program that provides support to employees

Creating Comfortable Workplace Environments

The Mitsubishi Electric Group recognizes that people spend a large part of their lives at their place of employment, so we make people-friendly enhancements to the workplace environment and promote the creation of pleasant spaces that also give consideration to elderly people and people with disabilities.

By establishing voluntary standards (workplace environment standards) for air, lighting, noise, and facilities, and by working to achieve each standard, Mitsubishi Electric pursues ongoing efforts to create comfortable workplace environments.