The Mitsubishi Electric Group aims to build a strong and flexible human capital base that can respond swiftly to changes in its business portfolio. To achieve this, we are working to transform our personnel structure into one that supports sustainable growth, while promoting stronger career ownership among employees and creating an environment in which they can maximize their individual capabilities through autonomous learning.

The Mitsubishi Electric Group strives to cultivate talent who think independently, act proactively, and continuously take on challenges. To support employees in autonomously developing their capabilities, we have been planning various training programs and creating environments and learning opportunities for their implementation. Our training system consists of passing down everyday business know-how and mindset through on-the-job training. Knowledge and skills that are difficult to acquire through on-the-job training, as well as career development, are supplemented by off-the-job training through online training and other programs. These initiatives encourage networking activities among employees and strive to foster a culture of mutual learning, teaching, and connection. Off-JT includes knowledge and skills training, as well as motivation workshops, led by distinguished internal and external instructors; certifications and competitions aimed at skill enhancement; and practical training and study abroad programs at overseas branches and universities in Japan and abroad. Through these initiatives, we aim to elevate the capabilities of employees across the Group, including those at affiliated companies.
In fiscal 2026, we established the DX Innovation Academy that provides intensive, level-based training to develop DX talent among employees across a wide range of job functions.

We provide all employees with fundamental knowledge, including ethics and compliance, that every member of society should acquire. For all newly hired employees, we provide company orientation and training sessions to instill awareness as good members of society, and educate them on basic knowledge, management principles, compliance, and other matters.
Furthermore, we emphasize career ownership and autonomous growth for each employee. Our fundamental approach is to pursue both the Company’s sustainable growth and employees’ personal fulfillment, under the belief that both the company and the human capital should grow together. In addition to conventional tier-based training, we plan to develop content tailored to individual circumstances, helping each employee acquire the necessary skills and competencies. We aim to integrate these efforts with previously prioritized areas such as strengthening young employees’ communication skills; and enhancing mid-level and senior employees’ leadership and management capabilities, including the ability to train the younger generation, such as their subordinates and junior fellows. Ultimately, we seek to cultivate talent capable of driving the Company’s future growth while creating an environment where every individual can work with vitality, well-being, and strong engagement.

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 34,000 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 on developing 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. From fiscal 2027, we will launch “M-Navi M-Semi Concierge” for employees, a generative AI-based tool that supports the selection of MELCO Seminar courses based on individual needs. 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.

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. 

To encourage each and every employee to take ownership of their own career, Mitsubishi Electric promotes a 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 respect employees’ initiative and support their autonomous career development, Mitsubishi Electric has instituted an internal recruitment system (Job-Net) and internal job search system (Career Challenge System). 

Job-Net supports employee transfers and the realization of career aspirations by enabling employees to apply for job openings of their choice. Meanwhile, the Career Challenge System allows employees to register and share their career aspirations, experience, skills, and other information, based on which recruiting departments may extend job offers. These systems enable transfers through mutual matching between employees and recruiting departments.

To further encourage employees in their pursuit of autonomous career design, we have introduced EGG (Expand your work for Growth & to Gain fulfillment), an internal and external side-job system that supports employees in leveraging experiences and learning gained outside their primary roles and workplaces to create new value. 

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.

At Mitsubishi Electric, “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, as an opportunity to encourage employees to take an interest in their careers, life planning, and lifestyle design. These programs provide lectures on mid- to long-term life planning, including career design, financial planning, and health, along with group discussions.

To support the career concerns and aspirations of employees, we have also established a career consultation desk staffed by certified internal and external career consultants. Approximately 400 individual consultations are conducted annually, providing personalized career support tailored to each employee.

At Mitsubishi Electric, the concepts behind the system are "realizing a proper evaluation system that leads to growth" and "supporting autonomous career development." Based on these concepts, we promote autonomous growth grounded in employee career ownership and implement job-based human capital management by introducing a globally standardized job grade system for management-level employees.

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.

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.

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” (Time for me, to be a time for the Mitsubishi Electric) is 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.

To create an environment where post-retirement reemployed personnel (hereinafter “reemployed employees”) can thrive more vibrantly than ever, regardless of age, by leveraging their extensive experience and capabilities, we have introduced the new “Master Career Program” (hereinafter “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 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 has abolished the previous system of annual reemployment contracts from ages 61 to 65, and introduced 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 working to develop an environment that supports continued employment aligned with each individual’s career and life plans.

As part of our initiatives to promote women's empowerment in Japan, we host a career forum for female employees to inspire and train them to form a positive career vision that considers work-life integration and to create an opportunity for networking with other women. Through career-related lectures by external instructors, group discussions among participants, and exchanges with senior employees, the forum encourages female employees to think and act independently and promotes personal networking. In addition to this forum, which is held at the Head Office, exchange events are held at ther business sites.
In fiscal 2026, the program was enhanced to provide more time for employees to focus on their careers, featuring lectures that convey key perspectives and insights for career development, as well as participant dialogue to deepen their understanding of their own values. Although the program was voluntary, applications from across Japan exceeded expectations, with approximately 220 employees taking part.

We are committed to actively promoting initiatives that address employees’ health challenges, ensuring their well-being and fostering a workplace environment where they feel comfortable to fulfill their tasks. In fiscal 2026, in collaboration with the health insurance association, we provided detailed explanations on topics such as menstruation, menopause, cancer screening, and how to effectively access gynecological services. The event was attended by a wide range of employees—including management and staff of all genders—and served as an opportunity to build shared understanding around women-specific health issues. 

STEM refers to the four educational fields of Science, Technology, Engineering, and Mathematics. As part of efforts to promote women's empowerment in science and technology fields in Japan, it is essential to create opportunities that highlight the appeal of STEM disciplines so as to inspire female students to pursue careers in these fields. With many STEM professionals actively contributing at Mitsubishi Electric, we take a medium- to long-term approach to addressing the gender gap in STEM—one of Japan’s key societal challenges—by working to increase the number of women in these fields. In fiscal 2025, we began participating in the Girls Meet STEM initiative. We held office tours and meetings with women employees in STEM for female junior and senior high school students.

Mitsubishi Electric’s Action Plan in Japan based on the Act on the Promotion of Women’s Active Engagement in Professional Life (Target: FY2026)

Each company within the Mitsubishi Electric Group is actively employing people with disabilities, creating opportunities for them to thrive across a wide range of roles, and supporting their individual career development. Furthermore, we promote barrier-free initiatives to create comfortable work environments for people with disabilities.

In October 2014, we established Melco Tender Mates Corporation (currently Mitsubishi Electric Tender Mates Corporation), a special statutory employment rate subsidiary^* that specializes in businesses mainly suited to people with intellectual disabilities. As of June 1, 2025, people with disabilities accounted for 2.52% of the total workforce at Mitsubishi Electric and its special subsidiaries in Japan combined.