We define human capital requirements by backcasting based on our future objectives rather than by making assumptions about current human capital and skills. This is how we strategically recruit, place, and develop human capital.

Mitsubishi Electric 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.

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  a “occupational stream” for staff-level employees since fiscal 2024. In this stream, candidates are placed in a predefined role aligned with their individual needs and expertise at the time of joining.

For technical positions, in addition to the existing “designated placement recruitment system”, which determines placement at the time of hiring based on variations in business fields, job functions, and work locations, etc., we have been operating the “designated placement recruitment system PLUS” since fiscal 2024. This enables us to offer more competitive compensation (salary and bonuses) than what is typically provided to standard new graduate hires, particularly in areas requiring rarer and more advanced technical expertise.

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

Our employee referral  program, introduced in fiscal 2022, 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 (rehiring former employees), we launched the Re-MELCO Alumni Network in fiscal 2024. This initiative fosters ongoing engagement between Mitsubishi Electric and former employees, expanding opportunities for reemployment. We are strengthening our direct sourcing efforts by proactively reaching out to individual candidates, particularly in the increasingly competitive engineering field, to secure more top-tier professionals.

In addition, we have discontinued the criteria 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.

In Mitsubishi Electric’s new graduate recruitment activities, the company works to secure 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. We also support career development for international students by actively hosting such students for internships, which provide opportunities for work experience and deepening understanding of industries and occupations, which will ultimately help them increase their job satisfaction.

The Mitsubishi Electric Group has introduced global job grading to foster 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 to optimal positions regardless of nationality or race. 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.

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 have established Regional HR Offices 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, recruitment, and cultural transformation, across the global organization.

The Mitsubishi Electric Group encourages employees to continuously and proactively develop their own skills with the aim of cultivating talent who think independently, act proactively, and continuously take on challenges. To support this, we design and implement a wide range of human capital development initiatives and create environments that foster learning. We emphasize on-the-job training to pass on daily operational know-how and mindsets, while complementing it with off-the-job training that enables employees to acquire knowledge, skills, and career development opportunities that are difficult to gain on the job alone. This includes active use of online learning platforms. Additionally, we support employee networking activities to foster a corporate culture of mutual learning, teaching, and connection. Off-the-job training programs include technical, motivational, and knowledge-based sessions delivered by exceptional teachers from both within and outside the organization; skill enhancement through certifications and competitions; and practical training at overseas sites as well as study opportunities at domestic and international universities. These initiatives support upskilling across the entire Group, including employees of affiliated companies. In fiscal 2026, we launched a new short-term intensive program to develop digital transformation (DX) talent at each level, targeting a wide range of job categories.

We also provide all employees with essential knowledge expected of working professionals, including ethics and legal compliance. All new graduates and mid-career hires receive training designed to build awareness and understanding of foundational concepts, management principles, compliance, and other key topics.

Furthermore, guided by the principle of enabling growth for both the company and its people, Mitsubishi Electric supports each employee in taking ownership of their career and achieving self-directed development as a means to pursue both sustainable corporate growth and individual fulfillment. Beyond conventional, uniform job-level specific training programs, we are expanding our content offerings to support the specific skills and capabilities required for each employee’s unique situation. We seek to integrate these initiatives with core focus areas—such as enhancing communication skills among younger employees and strengthening leadership and people management capabilities for mid-level and managerial roles, including the development of their subordinates and junior colleagues. Through these efforts, we are cultivating the talent who will drive Mitsubishi Electric’s future, while creating an environment where all employees can thrive and contribute to improved well-being and engagement across the organization.

Human capital development system diagram (Mitsubishi Electric)

Strengthening and Handing Down Technologies and Business Capabilities to Drive Transformation

In pursuit of strengthening its technologies and business capabilities, Mitsubishi Electric has been developing group-wide seminars under the name “MELCO Seminar” that can be selected and attended according to the needs of each individual. Approximately 450 types of seminars are provided in total, with more than 31,000 annual participants. Online courses are also provided, making it easy to attend from any office. In addition, Mitsubishi Electric has set up the “Advanced Technology System Course” as the top level seminar course to bolster its important technologies, and the Company is focusing efforts to develop key persons in the relevant areas.

In parallel, Mitsubishi Electric is enhancing its learning infrastructure: employees are encouraged to envision their future selves and actively shape their own development, while supervisors are equipped to offer tailored support for each team member’s growth. Beginning in fiscal 2026, the Company launched a digital guide titled Jinkai-se Torisetsu^*—a Group-wide resource designed to help employees explore and select training and development programs, including MELCO Seminars, that align with their needs at every stage of life and career, from onboarding through to retirement. In addition, Mitsubishi Electric has introduced Skill Development Guidelines for each job field across the Group, outlining essential competencies and expectations by job level, and connecting them to relevant MELCO Seminars and other development tools that can help employees acquire these skills. These initiatives aim to empower employees to take ownership of their professional development.

A variety of knowledge sharing networks have been constructed within the Mitsubishi Electric Group. In the Engineering Divisions’ Meeting, the largest organization of these networks, approximately 20,000 people participate across 10 subcommittees featuring lectures given by people invited from outside of the Company, presentation sessions within the Group, workshops, and many other mutual study activities to relay a broad range of information. We have also established technical help desks through which newer employees can consult with highly experienced employees via the company intranet.

We also run "Melcollege" as a platform for employees to deepen their understanding and gain more awareness of their own current and future aspirations, both as a company employee and an individual. The concept is creating a community in which we learn from each other, teach each other, and connect with each other. By planning seminars and other sessions on topics that anyone may want to learn about, rather than being restricted to specific businesses or areas of technology, Melcollege promotes non-hierarchical connections that transcend differences in expertise, job, and age between employees who have never met before under the broader business environment of the Mitsubishi Electric Group. Melcollege also aims to foster a mindset of continuously striving to vitalize one’s own learning environment by providing opportunities for employees to study together utilizing the previous learning of every individual.

Strengthening and Handing Down Skills that Support Transformations

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.

To be specific, employees at overseas associated companies participate in training including on-the-job training to learn technologies and skills at production sites in Japan. Selected executives and those in management positions in overseas associated companies gather at the Mitsubishi Electric headquarters to go through training (MGEP^*1 and GMW^*2) to learn the necessary knowledge and mindset of a global leader as well as to understand the management policy and business strategies of the Mitsubishi Electric Group.

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. Several past participants in executive training programs have already been promoted to senior management positions at overseas associated companies. We will continue to strengthen the organic connection between development and placement in order to further expand our global talent cultivation and utilization.

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

In fiscal 2024, Mitsubishi Electric launched the L.E.A.D.,^* a structured management candidate development program designed to cultivate and promote next-generation executive management personnel on a global scale. The program selects, develops, and evaluates candidates with diverse experiences and backgrounds—both from within and outside the Group—and cultivates and advances them into leadership roles capable of guiding the Mitsubishi Electric Group globally.

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

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.

Mitsubishi Electric has set a Group-wide goal of securing 20,000 digital transformation (DX) professionals by 2030 to drive its Serendie^® business forward. To achieve this, it is not only acquiring talent and expanding through M&A, but also intensifying efforts to develop human capital in alignment with its business strategy. On April 1, 2025, the Company established the DX Innovation Academy, a structured training institution for employees across the Group.

The Academy provides learning opportunities based on the Mitsubishi Electric Group’s DX talent skill set^*, enabling participants to acquire the technologies, knowledge, and mindset they need—and apply them directly in practice across the organization. Supported by a stepwise learning framework that combines internal and external courses, the Academy fosters the development of a broad range of talent—ranging from individuals with existing DX-related expertise and experience to those transitioning from other roles or newly joining the company—based on their unique skill levels and learning needs, in conjunction with an internal certification system for skills and competencies. Dedicated courses are also available for all Group employees to foster a collaborative culture where DX is embraced and advanced across the Group.

To further accelerate the acquisition and practical application of emerging technologies—as well as talent exchange—Mitsubishi Electric is strengthening its industry-academia collaboration. On March 27, the Company signed a partnership agreement with Waseda University focused on developing DX talent. Through this collaboration, the DX Innovation Academy will integrate Waseda University's educational programs into its own offerings. Insights gained from this initiative will be fed back into Waseda’s data science education programs for both working professionals and students, creating an industry-academia co-creative framework that enhances value for both sides.

Mitsubishi Electric is convinced that providing a sense of growth and job satisfaction for employees by fostering their autonomous career development drives sustainable growth for the Company. Accordingly, we are creating an environment that enables varied and versatile human capital to autonomously build their careers while reaching their full potential and thriving, and we are working to enhance each employee’s career ownership.

In April 2023, we clarified the company policy by establishing a new internal career development concept, “Grow your career by growing yourself.” The concept embodies a message that encourages each and every employee to take ownership of their own career and to act proactively, as well as the Company’s management stance of aiding and supporting its employees’ careers.

In addition, we issued a digital pamphlet on career development compiling information for employees, including the meaning of the concept and the measures Mitsubishi Electric is taking to support career development, and disseminated it to all employees. We also provide training based on the concept and transfer opportunities that facilitate autonomous career development. Moreover, under the new personnel system, we have introduced opportunities for establishing a career plan and discussing it with supervisors through the unification of career interviews and goal management interviews. At the same time, we are proactively investing in human capital to strengthen career development support for employees, including training programs for managers to serve as career development partners for their team members and promoting initiatives that support employees’ voluntary skill development.

In order to support employees’ autonomous career development, Mitsubishi Electric instituted an internal recruitment system (Job-Net) and job search system (Career Challenge System). 

Job-Net enables employees to apply for job openings within the Mitsubishi Electric Group that are posted on the intranet.

Career Challenge System is a system in which employees register their career aspirations, experience, skills, and so forth and the recruiting department then makes offers to them. Both Job-Net and Career Challenge System allow for transfers to be realized through mutual matching between employees and the recruiting department. Approximately 250 employees were transferred using these systems in fiscal 2025.

To further encourage employees in their pursuit of autonomous career design, we introduced an internal and external side-job system in fiscal 2025 named EGG (Expand your work for Growth & to Gain fulfillment). This initiative supports employees in applying experiences and learning outside their primary roles—whether within the organization or externally—to drive new value creation.

Mitsubishi Electric has introduced a range of programs designed to encourage and support employees in taking on challenges to proactively and independently develop their skills. The Self-Development Support System (SD System) motivates individual efforts by offering financial and time-based support for training courses recognized by the company as beneficial or useful, as well as monetary incentives for obtaining recommended professional qualifications aligned with Mitsubishi Electric’s standards. As part of our employee benefits package, we offer a Select Plan Program under the Cafeteria Plan, allowing employees to allocate up to ¥83,000 in annual points toward self-development learning, such as correspondence courses or attending external schools.

In addition, we provide a Group-wide training program known as MELCO Seminars, designed to respond to each employee’s autonomous skill development needs. These include online courses accessible from any business location, as well as on-demand e-learning options that allow employees to study from their desks as often as needed, at any time during the program period—ensuring access to skill development opportunities regardless of location or schedule.

Once a year, “Life Design 30,” “Life Design 40,” and “Career Action 50/53” trainings are held at each business site for employees who are turning 30, 40, 50, and 53 years old. The sessions encourage employees to take an interest in planning the rest of their lives and designing a rewarding lifestyle by providing information on career design and mid- to long-term life planning, including retirement benefits and health, and other topics, and by facilitating group discussions. In particular, in fiscal 2024, we established our new “Life Design 30” training at 30 years of age to help increase employees’ interest in career design, planning their lives, and designing their lifestyles from an early stage.

Additionally, starting in fiscal 2025, we are introducing career training for older workers (Career Action 50/53) designed to support career autonomy in their 50s by encouraging participants to actively select their career paths and take steps toward realizing them.

To further support the wide-ranging career concerns and aspirations of employees, we have established a career consultation desk staffed by certified internal and external career consultants. Approximately 300 individual consultations are conducted annually, providing personalized career support tailored to each employee.

To maximize the value of human capital, Mitsubishi Electric introduced a new human resources system in fiscal 2025.

The concepts for the new system are realizing a proper evaluation system that leads to growth and supporting autonomous career development. Based on these concepts, we have renewed the grade, evaluation, and compensation systems for the first time in 20 years to promote autonomous growth based on employee career ownership. At the same time, we transitioned to job-based human capital management by introducing a globally standardized job grade system for management-level employees.

Introduced in April 2023, our Career Development Concept encourages every employee to think more independently and work proactively when it comes to their own careers. It once again clarifies the Group’s approach of guiding and supporting each individual employee in their efforts to achieve personal growth. Using the new personnel system, we will achieve optimal human capital management that increases employee engagement and enables our people and organizations to grow together by providing support to employees who want to take on challenges and grow autonomously. We will do this by practicing even greater respect for their personal career ownership, discarding seniority-based requirements, and implementing transparent personnel evaluations that employees can feel confident about because they are directly linked to actual performance.

We are working to establish a hybrid grade system that combines job grade (based on job duties) with mission grade (based on people) to achieve optimal management of human capital on a global basis. We are also expanding multiple-track career paths.

In the “management course” for management positions, we have introduced a job-duty-based job grading system in which over 5,000 positions are evaluated on a six-level scale based on the job value and responsibilities of the position, and the appropriate personnel are placed to each position. By linking this grading system to the management candidate development program and succession management for staff at overseas associated companies, we will ensure strategic development and appropriate relocation of human capital on a global basis.

In the “professional course” for general employees, we redefined role value (mission grade) following the traditional approach of starting from the person (role value based on competence) and assigning roles and duties accordingly to establish a contemporary grade system. We are completely discarding the examination system, which had been an obstacle to early appointment, with the aim of eliminating seniority-based requirements in order to facilitate early appointment of excellent human capital.

In addition, we have established the “expert course” and the “craftsman course,” which are multi-track career paths for utilizing advanced expertise (knowledge, skills, and experience) to contribute to management, to expand career options. The same job grade and compensation systems apply to both the “expert course” and the “management course.”

We are increasing transparency and employee confidence in evaluations by further clarifying evaluation criteria and strengthening evaluation management to lead to growth and the meeting of challenges for every employee.

Evaluation Criteria on Two Axes: Performance Evaluation and Action Evaluation

In addition to the performance evaluation based on the degree to which goals have been achieved, we have clarified the core values that Mitsubishi Electric cherishes (“Change,” “Connect,” and “Support”), which include capacities such as innovation, challenge, collaboration, and support, and introduced  an action evaluation based on the degree to which these values are put into practice. In addition, for the management and expert courses, we have added  human capital development, team building, and other initiatives to the action evaluation factors. By clarifying the two axes of evaluation into performance evaluation and action evaluation, and improving transparency and employee confidence in evaluations, we will build a highly collaborative, open organizational culture.

“ME Time” to Support Autonomous Career Development and Taking on Challenges

“ME Time” (Time for me, to be a time for the Mitsubishi Electric), a unified framework that combines career interviews and goal management interviews. This system supports employees in their autonomous career development by ensuring that the Company and their supervisors actively partner with them to realize their career plans, goals, and personal growth—while also emphasizing the delivery of developmental feedback to enhance motivation and strengthen confidence.

By directly linking evaluation to compensation, we have established a compensation system that is easy to understand and achieves more balance free of seniority considerations. Compensation and bonuses are directly tied to the overall evaluation determined by performance and action evaluations from the previous fiscal year. By directly reflecting individual overall evaluations, we ensure differentiated treatment based on personal performance.

In addition, we plan to introduce a stock-based compensation program during fiscal 2026 for management positions equivalent to executive level to raise awareness of management participation. Through this initiative, we seek to enhance willingness to contribute to the Group’s mid- to long-term performance and corporate value, while also strengthening loyalty (sense of belonging).

To create an environment where post-retirement reemployed personnel (hereinafter referred to as “reemployed employees”) can thrive more vibrantly than ever, regardless of age, by leveraging their extensive experience and capabilities, we will introduce a new “Master Career Program” (hereinafter referred to as “the new program”) that revamps the conventional reemployment system in fiscal 2027.

To ensure consistent human capital management even after retirement, the concepts and principles of the HR system updated in fiscal 2025 will also apply to reemployed employees. Accordingly, the same frameworks for grading, evaluation, and compensation used prior to retirement will be adopted. Additionally, this new program will abolish the previous system of annual reemployment contracts from ages 61 to 65, and introduce a mechanism that allows reemployed employees to select their own reemployment period. This program facilitates fair evaluation and feedback on the performance of reemployed employees, enabling differentiated and motivating compensation. It further promotes autonomous growth and proactive engagement, while fostering a work environment that supports continued employment aligned with each individual’s career and life plans.