Sustainability management
Materiality
Mitsubishi Electric Group’s Materiality
The Mitsubishi Electric Group places more focus than ever on sustainability initiatives at the management level to realize the "vibrant and sustainable society" that we have committed to in our Purpose. We have identified five areas as materiality to "Provide solutions to social challenges through our businesses" and as part of our "Strengthen our business foundation to enable sustainable growth." Through these materiality initiatives, we will create economic and social value and will contribute to solving social challenges starting with contributing to achieving the SDGs. In our materiality initiatives, we promote continuous activities for improvement by implementing the PDCA cycle for mid-to-long-term initiatives and goals as well as for key performance indicators (KPIs).

Materiality and SDGs
In 2015, the countries of the United Nations General Assembly adopted the Sustainable Development Goals (SDGs). The Mitsubishi Electric Group views these SDGs as an important agenda, the realization of which society seeks.
Under its Purpose that "We, the Mitsubishi Electric Group, will contribute to the realization of a vibrant and sustainable society through continuous technological innovation and ceaseless creativity" the Group aims to contribute to solving social issues. This policy corresponds to what the globally shared goals of the SDGs aim to achieve.
Through our numerous businesses and the entirety of our corporate activities, including environment, social and governance (ESG)-related activities, the Mitsubishi Electric Group is contributing to meeting the 17 SDGs.

The SDGs (Sustainable Development Goals)
The SDGs are a set of global goals that are to be achieved between 2016 and 2030. They were adopted by the United Nations General Assembly in September 2015 as a successor to the Millennium Development Goals (MDGs) that were formulated in 2001, and are composed of 17 goals and 169 targets for achieving a sustainable world.
Two key principles of the SDGs are that they seek change in developed countries, including Japan, and that they pledge "no one will be left behind" in the implementation of their initiatives.
In Japan, the SDGs Promotion Headquarters has been established, chaired by the Prime Minister and composed of all ministers in the Cabinet Office, to formulate implementation guidelines and promote initiatives for the SDGs.
Priority SDG initiatives
In line with the materiality identified for fiscal 2022, we reviewed the SDGs to address on a priority basis that we determined in fiscal 2019. In the course of reviewing our goals, we conducted an internal and external survey. As a result of it, we found that Mitsubishi Electric is expected to contribute to resolving social challenges through its business activities.
Based on a study within the company, we set SDGs 3, 7, 9, 11, and 13 as the Priority SDG initiatives, which correspond to "realize a sustainable global environment" and "realize a safe, secure, and comfortable society," the areas that the Group will focus on going forward. By further promoting initiatives to create value for these goal s to which we can contribute significantly as a comprehensive electrical and electronics manufacturer, we will make a specific contribution to achieving the SDGs.
- Goal 3: Good Health and Well-being
- Goal 7: Affordable and Clean Energy
- Goal 9: Industry, Innovation, and Infrastructure
- Goal 11: Sustainable Cities and Communities
- Goal 13: Climate Action
In doing this, the Mitsubishi Electric Group will integrate the concept of the SDGs into its management strategy and contribute to the SDGs that we will prioritize through our materiality initiatives.
Initiatives related to the 17 SDGs
The Mitsubishi Electric Group, as a comprehensive electrical and electronic manufacturer, handles a wide range of technologies, products, and services, ranging from familiar home electronics products to satellites and projects on a national scale. As such, we believe that we can also greatly contribute toward meeting the 17 Sustainable Development Goals (SDGs).
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No Poverty
We are working to end poverty by creating employment through the global expansion of our business, and launching initiatives including the establishment of social infrastructure and volunteer activities.
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Zero Hunger
We are contributing to solving food-related issues through measures including the provision of IT support for agriculture via ICT and positioning satellites, improving productivity in foodstuffs factories through FA, and supplying refrigeration and freezing technologies for food.
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Good Health and Well-being
We contribute to improving health and well-being through transportation safety support systems that help to cut down traffic accidents, as well as through cutting-edge Air conditioning Systems that contribute to the advancement of treatment.
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Quality Education
In addition to providing technological assistance to developing nations and supporting remote education through our communication and IT technologies, we are contributing to fostering the next generation and beyond through activities that contribute to society.
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Gender Equality
We are supporting the social empowerment of women through providing ICT services and supplying home appliances, and we are promoting the further advancement of women within the Group.
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Clean Water and Sanitation
The Group has technology for treating and purifying water, and supplies technologies and systems whose purpose is to deliver safe water.
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Affordable and Clean Energy
We are working to develop technologies and systems that will help produce a smart, energy-conserving, and energy-creating society — technologies, products, and services that we are endeavoring to make widely available.
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Decent Work and Economic Growth
Through our FA and AI technologies, we are working to contribute to increased productivity and the provision of desirable working environments throughout the Group.
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Industry, Innovation and Infrastructure
The Group supports manufacturing through its factory automation business, and nurtures development in the industrial field through technological innovation.
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Reduced Inequalities
In cooperation with our stakeholders, we are contributing to realizing discrimination-free societies that respect human rights.
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Sustainable Cities and Communities
We provide safety, security, and comfort to people's lives through our work in the disaster-prevention and infrastructure-development fields.
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Responsible Consumption and Production
We are endeavoring to reduce the volume of resources used in manufacturing and to recycle spent products. Additionally, we are also pushing to reduce the volume of final waste disposed and to be environmentally friendly in our resource procurements.
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Climate Action
We are working to identify a total valuation of our CO2 and other greenhouse gas emissions in order to set our goals for reductions.
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Life below Water
Life on LandWe develop and supply observation satellites that deliver information about ocean and forest conditions, and furthermore promote initiatives at our offices aimed at harmonizing their activities with the local environment.
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Peace, Justice and Strong Institutions
Based on laws and international norms, we are working to improve both our supply chains and areas including human rights, labor, the environment and the prevention of corruption on a global scale.
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Partnerships for the Goals
We are contributing to the achievement of the SDGs through partnerships with entities including governments, universities, research institutes, companies, and NGOs, pushing ahead with open innovation and other initiatives.

Realize a sustainable global environment
The Group has formulated its Environmental Sustainability Vision 2050 to clarify the Group's stance on addressing long-term environmental issues. Based on this, we have engaged in activities since fiscal 2022 in line with our medium-term Environmental Plan 2023, and we aim to achieve carbon neutrality and a circular economy by promoting innovation in products and services, and by providing integrated solutions.
Reasons why it is important
Environmental challenges such as climate change and resource/energy issues are hurdles at a global scale. The Mitsubishi Electric Group will contribute to solving these issues with the aim of realizing a sustainable global environment.
Mid-to-long-term initiatives and FY2023 targets
Mid-to-long-term initiatives |
FY2023 targets/Key performance indicators (KPIs) (quantitative targets are shown in brackets) |
Scope* |
---|---|---|
Realize carbon neutrality through innovation and Integrated Solutions |
Reduce CO2 emissions related to the usage of new products (Improvement of more than 1% by the end of FY2024) |
Japan, overseas |
Reduce CO2 emissions from production (Reduction of more than 30% compared to FY2014 by the end of FY2024) |
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Contribute to achieving a circular economy |
Use recycled plastics (Rate of more than 10% in terms of the volume of molding and packaging materials by the end of FY2024) |
Japan |
Make effective use of waste plastics (Rate of more than 90% by the end of FY2024) |
Japan, overseas | |
Reduce water usage per unit of sales at high-risk offices (More than 4% compared to FY2020 by the end of FY2024) |
- * Mitsubishi Electric; Mitsubishi Electric Group companies (Japan); All Mitsubishi Electric Group companies (Japan, overseas)
Initiatives for carbon neutrality
In fiscal 2022, we examined how we respond to risks related to climate change and to opportunities for realizing carbon neutrality, and we clarified our policy for initiatives. The Mitsubishi Electric Group will adopt a dual-pronged approach to carbon-neutrality based on responsibility and contribution.

Responsibility
Carbon neutral initiatives in the entire value chain
Target
FY2051 Net zero greenhouse gas emissions in the entire value chain
FY2031 Reduce greenhouse gas emissions from factories and offices by 50% or more
(compared to FY2014)
Contribution
Create/expand businesses that contribute to carbon-neutral
We will accelerate R&D in three innovation areas: Green by Electronics, Green by Digital, and Green by Circular to create and expand businesses that make society as a whole carbon neutral


Realize a safe, secure, and comfortable society
Since our inception, the Mitsubishi Electric Group has been contributing to society primarily by offering products and services.
We aim to solve diversifying social challenges through our businesses to realize the "vibrant and sustainable society" outlined in our Purpose.
Reasons why it is important
The Mitsubishi Electric Group will supply Integrated Solutions that combine the strengths of the Group and other parties in the areas of infrastructure, industry, mobility, life, and business platform to solve diversifying social challenges and to contribute to the realization of a safe, secure, and comfortable society.
Mid-to-long-term initiatives and FY2023 targets
Mid-to-long-term initiatives | FY2023 targets/Key performance indicators (KPIs) (quantitative targets are shown in brackets) |
Scope* |
---|---|---|
Contribution through business activities in the areas of safety/ security, inclusion, and well-being |
Safety/Security
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Japan, overseas |
Inclusion
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Well-being
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- * Mitsubishi Electric; Mitsubishi Electric Group companies (Japan); All Mitsubishi Electric Group companies (Japan, overseas)
Putting co-creation into practice at Mitsubishi Electric Event Space "METoA Ginza"

Mitsubishi Electric's METoA Ginza Event Space
In 2016, Mitsubishi Electric opened "METoA Ginza" in Ginza, Tokyo as an event space for customers to learn about the activities at Mitsubishi Electric. Since its opening, we have been holding interactive events under a different theme each time, such as smart city, universe, and parasports, once every several months at METoA Ginza as a place for visitors to become familiar with the Mitsubishi Electric Group’s technologies and services while they enjoy the event. Starting in March 2022, we have worked to evolve it into a place for co-creation that will lead to the realization of a safe, secure, and comfortable society. Through exhibitions themed from a sustainability point of view, we will have stakeholders experience ideas in the development stage, collect their opinions, and reflect them in development to create a place of co-creation for solving social challenges.
Opened "XCenter," an exhibition site based on the themes of digital transformation and smart cities
Mitsubishi Electric opened XCenter at its head office in December 2021 as a place for visitors to experience its cutting-edge technologies and products. XCenter will contribute to realizing smart cities featuring a balance between sustainable society and affluent life-styles by co-creating new solutions with customers and partners.

Respect for all people
We recognize that we enjoy a wide range of relationships with the people and societies in the countries and regions where we operate, and we respect the human rights of all people. We promote diversity so that diverse people can do their best work, and we promote the Workplace Culture Reform Program as a Group to realize a work environment in which all employees can thrive.
Reasons why it is important
The protection of human rights is a global issue. Everyone’s rights as individuals must be respected. The Mitsubishi Electric Group will respect human rights in all of our activities and realize a workplace environment that helps all employees work actively.
Mid-to-long-term initiatives and FY2023 targets
Mid-to-long-term initiatives | FY2023 targets/Key performance indicators (KPIs) (quantitative targets are shown in brackets) |
Scope* |
---|---|---|
Promote human rights initiatives that are based on international norms | Identify and improve priority initiative items based on the results of the FY2022 Human Rights Impact Assessment (No insufficient initiative items) | Japan, overseas |
Grasp the improvement statuses of human rights initiatives based on the FY2023 Human Rights Impact Assessment (Implementation rate of 100%) | ||
Enhance response for grievances on human rights | ||
Provide education on human rights and e-learning sessions (Attendance rate of 100%) | Mitsubishi Electric | |
Continue activities to grasp major human rights infringement risks on the supply chain and to correct them | Japan, overseas | |
Realize a workplace environment that helps all employees work actively |
Carry out a transformation starting with the renewal of the personnel system based on the "Robust Policies" from the company-wide reform project "Team Sousei (Creation)" | Japan |
Continue to promote the Mitsubishi Electric Workplace Reform Program. In particular, accelerate initiatives for improving employee engagement (Quantitative targets for Mitsubishi Electric only) (Employee engagement score*1 of more than 70% by FY2023) (Work-life balance score*2 of more than 70% by FY2023)
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Promote diversity | Increase the ratio of women among new recruits (1.2 times the average of the past five years (FY2017 to FY2021) by FY2026) |
Mitsubishi Electric |
Increase the ratio of women in managerial positions Mitsubishi Electric (2 times the ratio in FY2021 by FY2026) |
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Encourage male employees to take child-care leave* (70% by FY2026)
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Overseas Actively appoint local national staff as executives for overseas bases | overseas | |
Promote the hiring of people with disabilities at more than the statutory employment rates and promote the development of a workplace environment that is comfortable for them (More than 2.5% by April 2023)
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Mitsubishi Electric | |
Promotion of occupational health and mental and physical health | Make improvements regarding the rate of lost worktime injuries* (Less than 0.25/year)
|
Mitsubishi Electric |
Realization of a workplace environment where people can work while maintaining their mental and physical health through the establishment of a health-conscious management by implementing Mitsubishi Electric Group Health Plan 21 activities and other initiatives. (Less than 9.0% highly stressed persons as identified in a stress check; 0.6% improvement from FY2022) |
Japan |
- * Mitsubishi Electric; Mitsubishi Electric Group companies (Japan); All Mitsubishi Electric Group companies (Japan, overseas)
Joining RBA
In February 2022, Mitsubishi Electric joined the Responsible Business Alliance (RBA), an alliance that promotes corporate social responsibility in the global supply chains. By adopting the RBA approach and tools in practical ways in order to strengthen its sustainability initiatives, thereby helping earn society's trust.

Realize a workplace environment that helps all employees work actively
Positioning the prevention of recurrence of work-related issues as our top management priority, the Group as a whole is advancing the "Mitsubishi Electric Workplace Reform Program" based on a third party evaluation conducted by outside experts, while aiming to achieve a culture where employees feel that they can consult with their superiors, where failures are tolerated, and where problems are solved together, through connections enabled by open communication.

Roadmap for measures to improve workplace culture
Employee Awareness Survey
KPI | Result for 2H FY2022 | Goal |
---|---|---|
Percentage of employees who are proud and motivated to work for the Company | 54% | 80% or more |
Percentage of employees who responded that they had a good work-life balance | 65% | 80% or more |

Strengthen corporate governance and compliance on a sustainable basis
To realize sustainable growth and improve corporate value, the Mitsubishi Electric Group works to maintain the flexibility of its operations while promoting management transparency. These endeavors are supported by an efficient corporate governance structure that clearly defines and reinforces the supervisory functions of management while ensuring that the company is responsive to the expectations of customers, shareholders, and all of its stakeholders. Additionally, the Mitsubishi Electric Group recognizes that not only ethics and legal compliance, but also compliance in the wider sense of the term that includes the perspective of corporate ethics, are the foundation of the Group's continued existence.
Reasons why it is important
Corporate governance and compliance are fundamental preconditions for a company’s continued existence. The Mitsubishi Electric Group will continue to reinforce these areas.
Mid-to-long-term initiatives and FY2023 targets
Mid-to-long-term initiatives | FY2023 targets/Key performance indicators (KPIs) (quantitative targets are shown in brackets) |
Scope* |
---|---|---|
Improve the board of directors’ effectiveness | Continue to strengthen the function of the board of directors and the three statutory committees based on the effectiveness assessment | Mitsubishi Electric |
Realize a highly independent composition in the board of directors (Over 50% independent outside directors) |
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Thorough compliance | Compliance training on a continuous basis
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Japan, overseas |
Rate of attendance in e-learning programs about the Code of Conduct (maintain a rate of 100%) |
Mitsubishi Electric | |
Fair competition (prevention of antimonopoly violations)
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Japan, overseas | |
Corruption prevention (prevention of bribery)
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Procurement that contributes to sustainability | Organize CSR assessments on major suppliers to establish a responsible supply chain | Japan, overseas |
Establish a plan for sustainability procurement policy guidelines (Integrate the Green Procurement Standards Guide and the CSR Procurement Guidelines) | ||
Information security activities to protect important information | Eradication of major information leakage incidents (Zero incidents) | Japan, overseas |
Compliance with information security related laws and regulations (Zero violations) | ||
Improve the information security maturity level (Higher than the FY2026 target level 3*)
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Complete reform in the area of quality assurance with an aim for zero qualityrelated fraud | Reconstruct functions for checks and balances
|
Mitsubishi Electric |
Measures for technology capability and resource issues
|
Japan, overseas | |
Renewed efforts to raise awareness on quality compliance
|
Japan |
- * Mitsubishi Electric; Mitsubishi Electric Group companies (Japan); All Mitsubishi Electric Group companies (Japan, overseas)
Dialogue between an Outside Director and the President & CEO: Improving the effectiveness of governance and corporate value
In response to a series of events with improper conduct in quality control, Mr. Kei Uruma was appointed President and CEO in July 2021 and Mr. Mitoji Yabunaka, an Outside Director, was appointed Chairman of the Board of Directors of Mitsubishi Electric in October 2021 to further strengthen the function of supervising management to improve of the effectiveness of the board of directors. After more than six months since each of them assumed their positions, they engaged in discussions together under the theme of improving the effectiveness of governance and corporate value. During this dialogue, they expressed their enthusiasm about the three reforms for the Mitsubishi Electric Group to regain trust and they exchanged frank views on the future of the Company, human resource strategies, and efforts to improve corporate value.
Date: May 2022

Left: Kei Uruma,
President and CEO
Right: Mitoji Yabunaka,
Outside Director and Chairman of the Board of Directors
Compliance Motto - "Always Act with Integrity"
The Mitsubishi Electric Group established a compliance motto "Always Act with Integrity" for all Mitsubishi Electric Company‘s officers and employees on June 1, 2022. "Integrity" means the strong will and attitude to persist in doing the right thing and having character traits such as "being fair," "being honest," "being sincere," "taking responsibility for one's behavior" and "respecting others."


Create a sustainability-oriented corporate culture
To contribute to realizing sustainability, the Mitsubishi Electric Group must instill a corporate culture that includes: a commitment to solving social challenges from a long-term perspective, having sensitivity and adaptability to changes in society, and proactive disclosure of information to stakeholders. Corporate culture cannot be changed overnight. We will work to build this culture over a long period as a foundation to support sustainable management.
Reasons why it is important
The Mitsubishi Electric Group will contribute to realizing sustainability through all of our activities. To this end, we will proactively communicate with stakeholders and foster a corporate culture that encourages employees to pursue initiatives from a mid-to-long-term perspective.
Mid-to-long-term initiatives and FY2023 targets
Mid-to-long-term initiatives | FY2023 targets/Key performance indicators (KPIs) (quantitative targets are shown in brackets) |
Scope* |
---|---|---|
Promote mid-to-long-term initiatives for solving social challenges | Strengthen the management system to realize sustainability management that integrates the promotion of sustainability (Report to the Executive Officers’ Meeting and the Board of Directors at least three times) (Business divisions participating in the Sustainability Committee) |
Japan, overseas |
Improve understanding on the relationship between business operation and sustainability (More than 80% understanding on the new management policy and more than 75% understanding on the operation of business in line with the management policy, according to the results of an employee awareness survey) | ||
Promote activities aimed at realizing a inclusive society
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Promote organizational culture reform with focus on the Robust Policies Plan from "Team Sousei" | ||
Increase sensitivity and adaptability to changes in values among society and individuals | Discuss social trends in Sustainability Committee meetings and respond to these trends | |
Promote active communication with stakeholders based on highly transparent information disclosure | Issue the Sustainability Report and the Integrated Report, hold dialogues with experts, and conduct sustainability report questionnaires |
- * Mitsubishi Electric; Mitsubishi Electric Group companies (Japan); All Mitsubishi Electric Group companies (Japan, overseas)
Organizational culture reform through the company-wide reform project
"Team Sousei (Creation)"
We launched a company-wide reform project "Team Sousei (Creation)" led by the CEO. The team consists of 45 young and middle-level employees selected through internal recruitment to raise awareness on a culture where employees feel that they can consult with their superiors, where failures are tolerated, and where problems are solved together in October 2021. The Team Sousei (Creation) has developed "Robust Policies" in April through three steps of discussions and considerations for the realization of the organizational culture that Mitsubishi Electric is pursuing.
Information on the status of activities of Team Sousei (Creation) is shared on the internal website as needed for all employees to check the current status and to make comments.
[Steps]
Step 1: Search for problems and true causes (Oct.-Dec. 2021)
Step 2: Consider measures (Dec. 2021-Feb. 2022)
Step 3: Develop "Robust Policies" (developed in March 2022, and released on April 8, 2022)

Briefing session in Step 2 of the company-wide reform project (Feb. 8, 2022)