The Mitsubishi Electric Group is advancing the transformation of its human capital and organizational management framework to a more strategic model at both the Group and global levels. We define human capital requirements by backcasting from our future management and business objectives rather than by assuming our current human capital and skills, while accelerating the acquisition, placement, and development of human capital on a global scale.

The Mitsubishi Electric Group has introduced global job grading to foster the visualization of key positions within the Group, including at overseas locations. We aim to strengthen our business and further develop human capital by creating a Group-wide pool of management candidates and identifying talented persons for placement to key positions and tough assignments.
In addition, we appoint human capital from overseas associated companies to executive officer and other management positions at Mitsubishi Electric, and will continue promoting these strategic placements going forward.

Mitsubishi Electric is working to make the most of its human capital across countries in an attempt to place excellent human capital in optimal positions regardless of nationality or race. For the development of next-generation at overseas Group companies, we have introduced the Talent Mobility Program, which matches human capital with jobs across global sites, helping to broaden Group-wide and global carrier horizons from an early stage. We are also working on borderless organizational management to make the most of online communication, while gradually implementing a virtual assignment mechanism in which employees engage in the business of a Group company in another country while staying in their own country.

In October 2026, we will introduce “Global Career Passport,” an internal career recruitment program that will enable employees of Mitsubishi Electric and its overseas Group companies to realize their career aspirations by applying for job opportunities across the Group. This program will introduce job openings worldwide by sharing and publishing them across participating companies. Employees will be able to apply based on their career aspirations expertise and professional experience. Through this program, Mitsubishi Electric aims to support each employee’s career development and self-realization, as well as accelerate the global circulation of talent with diverse insights and expertise. 

The Mitsubishi Electric Group is advancing the transformation of its human capital management framework to a more strategic model at both the Group and global levels. We established Regional HR^* Offices in fiscal 2026 responsible for designing and implementing human capital strategies tailored to the characteristics of each region, based on the Group’s overall human capital strategy.
Mitsubishi Electric Corporate HR, business division HR, Group company HR, and Regional HR are working in close collaboration to ensure the optimal global placement of the Group’s 150,000 employees. Together, they are driving a range of HR initiatives, including leadership development, acquisition, and cultural transformation, across the global organization.

The Mitsubishi Electric Group maintains an open and inclusive recruitment process, conducting fair and impartial selection based on each candidate’s abilities and aptitude. Moreover, we are actively developing recruitment activities more accurately tailored to the career needs and expertise of applicants. Our goal is to strengthen recruitment competitiveness in order to secure varied and versatile human capital.

To respond promptly to the business strategy of the Mitsubishi Electric Group and secure varied and versatile human capital swiftly and flexibly, we have established a global talent acquisition organization. In collaboration with regional HR teams, we are strengthening the global recruitment capabilities of Mitsubishi Electric and its Group companies. In particular, we conduct overseas recruitment seminars and internships for international students in order to attract excellent talent worldwide, especially in AI and other advanced technology fields.

Furthermore, in Mitsubishi Electric’s new graduate recruitment activities, the Company focuses on securing varied and versatile human capital regardless of nationality or race. Avenues for this include actively engaging with talent pools that include Japanese students studying at overseas universities and holding its own recruitment seminars for international students studying at universities in Japan. 

Mitsubishi Electric offers a variety of recruitment streams and programs to secure talent with a broad range of expertise and to support individual career autonomy.

For sales and administrative positions, in addition to the conventional “general stream” in which placements are determined after job offers based on aptitude and individual preferences, we have been operating an “occupational stream” for staff-level employees. In this stream, candidates are assigned to a predefined role aligned with their individual needs and expertise at the time of joining.

For technical positions, we primarily use the “designated placement recruitment system,” which determines placement at the time of hiring based on variations in business fields, job functions, and work locations, etc. In addition, for rarer and more advanced technical fields, we have introduced the “designated placement recruitment system PLUS,” which enables us to offer more competitive compensation (salary and bonuses) than what is typically provided to standard new graduate hires. This promotes the recruitment of highly specialized human capital.

To secure human capital capable of making immediate contributions through varied experience, we are consistently hiring mid-career talent at a stable scale through a variety of recruitment channels.

Our employee referral program, which is based on employee referrals, has successfully led to applications and hires from talent pools that are difficult to reach through traditional job markets. We plan to expand this initiative further. To increase the effectiveness of our comeback recruitment program, which rehires former employees, we operate the Re-MELCO Alumni Network to build ongoing engagement between Mitsubishi Electric and former employees, thereby expanding opportunities for reemployment. We are also strengthening our direct recruiting, in which we proactively reach out to individual candidates, particularly in the increasingly competitive engineering field, in order to speed up the acquisition of top-tier professionals.

In addition, we have removed the requirement for recent graduate recruitment that applicants must have graduated within the last three years from the last school attended. Instead, we have expanded the application criteria so that job seekers with work experience are free to choose between recent graduate recruitment or mid-career hiring based on their own career aspirations, regardless of the length of their work experience.

Mitsubishi Electric has launched the L.E.A.D.,^* a structured management candidate development program designed to develop and produce the next generation of executive management on a global scale.This talent pool, "L.E.A.D. 500," draws executive candidates with a broad range of experiences and perspectives— both from within and outside the Group, providing them with stretch assignments, off-the-job training (internal and external), and coaching by senior management.

The selection, development, and evaluation processes are discussed, determined, and executed by the Top Talent Review Committee, composed of the CEO, CDO, CHRO, CSO, and business area owners, to ensure a robust cycle of open candidate selection, appropriate opportunity through placement and training, and assessment and monitoring.

In fiscal 2026, we launched “Executive Seeds 30,” an elite program designed to nurture future CEO candidates. In this program, the Top Talent Review Committee selects approximately 30 young candidates with the potential to become future CEOs from among approximately 300 next-generation executive candidates. The 30 candidates undergo intensive development aimed at cultivating the perspective and breadth of vision suitable for management leaders. This includes assignments to positions that CEO candidates should experience, including management positions at Group companies in Japan and overseas; opportunities to attend an overseas business school of their choice; and mentoring by Top Talent Review Committee members and current board members.

From fiscal 2027, we will also launch “Proactive Frontier Posting,” a job posting program for next-generation executive candidates. In this program, some section manager-level and department manager-level positions within the Group are opened for recruitment among next-generation executive candidates. This creates opportunities for talented and motivated individuals to take on challenges on their own initiative. When posting these positions, we create job listings based on job descriptions, including job grades and compensation levels. By disclosing details such as required competencies and difficulty level, we are promoting self-directed capability development and career advancement among individual applicants.

Internal training programs are designed to transcend specific business divisions or locations, promoting cross-functional interaction. From a global perspective, these initiatives also encourage networking between employees in Japan and those from overseas associated companies. In addition, our broad range of management candidate development programs includes the active dispatch of participants to domestic and international business schools, as well as external training opportunities.

Globalizing Employees in Japan

Promotion and Training of Employees from Overseas Associated Companies for Senior Management Positions

At our overseas associated companies, we are promoting the advancement of high-performing employees into senior management positions by organically linking development and placement strategies—such as career formation through training and the formulation of succession plans—with the goal of strengthening regionally rooted operations and enhancing employee engagement.
Specifically, we conduct training programs and on-the-job training (OJT) for employees of overseas associated companies to acquire technical skills and expertise at our business sites in Japan. In addition, starting in fiscal 2027, we will introduce GVP^*1 training, alongside cross-border assignments, to develop global leadership capabilities among high-potential talent who are candidates for future executive leadership roles.

Furthermore, we continue to conduct training programs (MGEP^*2 and GMW^*3) in which selected executives and managers from overseas associated companies gather at Mitsubishi Electric headquarters to deepen their understanding of the Mitsubishi Electric Group’s management policies and business strategies, while also learning the knowledge and mindset required of a global leader. Participation in these programs not only supports individual growth but also facilitates interaction with other executive candidates, fosters unity across the Mitsubishi Electric Group, and promotes the formation of cross-border leadership networks.

Trend in the number of people from overseas participating in training programs held in Japan

The Group aims to secure 20,000 DX and AX professionals across the Group by fiscal 2031 to drive the Serendie business initiative. Alongside talent acquisition and M&A expansion, we are strengthening talent development aligned with business strategy. In April 2025, we established the DX Innovation Academy as a structured training institution for our employees. The number of entries on a Group-wide basis in fiscal 2026 was about 1,100, and that in fiscal 2027 was more than 3.5 times that figure; that is, more than 3,500 employees taking courses.

At the “DX Innovation Academy,” based on the skill sets^* required for DX and AX professionals within the Group, an intensive learning environment is provided where individuals can acquire essential technologies, knowledge, and mindsets and apply them in practice. We have established a structured learning system that integrates internal and external courses while implementing an internal certification program to recognize skills and abilities. This approach fosters comprehensive talent development by offering programs tailored to different skill levels and expertise, encompassing not only existing DX professionals and those engaged in DX-related work but also individuals transitioning from other roles and new hires. We also offer training programs for all Group employees to foster a Group-wide culture of promoting DX.

In addition, we are pursuing industry-academia collaboration with universities and educational institutions with the aim of intensively acquiring and implementing the latest technologies and establishing new human capital interactions. In fiscal 2026, we concluded an agreement with Waseda University on industry-academia collaboration in the development of DX talent. We aim to build an industry-academia co-creation scheme by leveraging Waseda University’s educational programs as courses to be provided in the DX Innovation Academy and channeling the outcomes back into its data science programs for working professionals and students at Waseda University, enhancing value for both sides.

To strengthen global talent and organizational management, the Mitsubishi Electric Group is promoting Group-wide standardized operations for performance evaluation and compensation systems based on global job grading.
For associated companies in Japan, we are revising our executive compensation system in fiscal 2027, transitioning to a framework in which compensation is set according to the Group’s common job grading.
We will also expand the application of Group-wide guidelines at overseas associated companies, with the aim of enhancing human capital value and organizational performance throughout the global Group.

We will introduce a new stock-based compensation program during fiscal 2027 for management positions equivalent to executive level with the aim of encouraging greater involvement in management.
Through this program, we seek to enhance motivation to contribute to the Group's medium- to long-term performance and corporate value, while also strengthening loyalty and a sense of belonging.