The Mitsubishi Electric Group is working toward its vision of a “Sustainable Society Full of Prosperity” and prioritizes sustainability management.

Mitsubishi Electric Group believes that such a society will make our stakeholders feel happy, including our business partners, customers, and Mitsubishi Electric Group employees.

We consider well-being at Mitsubishi Electric to be “a state in which the employees who work at Mitsubishi Electric and the people who the employees care about are physically and mentally fulfilled and feel happy.” Accordingly, we work to increase well-being based on the idea that a strong sense of wellness and fulfillment among the varied and versatile human capital working at Mitsubishi Electric is the driving force for sustainability management.

Ways to increase well-being have been extensively researched around the world. Mitsubishi Electric has defined five areas of focus for increasing well-being, referring to this body of research.^*

We will promote well-balanced measures in line with the five areas of focus below to increase the well-being of the varied and versatile human capital working at Mitsubishi Electric.

Mitsubishi Electric has made building supportive workplaces one of its areas of focus for increasing well-being. We will increase the well-being of employees by creating a supportive workplace culture. We will accomplish this by investing in the work environment and offering flexible work styles.

Organizational Culture Reform

The Mitsubishi Electric Group took the multiple work-related issues that it experienced until fiscal 2020 within the Group seriously, and has been working on the Mitsubishi Electric Workplace Reform Program, which aims to create a workplace where employees can openly communicate with one another, to provide thorough and appropriate care of employees with mental health issues, and to reach other goals. Regarding this program, we completed the application of short-term priority measures in fiscal 2022, and we have been implementing long-term measures focusing on “improvement of work engagement,” “active communication,” and “fostering of organizational culture and mindset” since fiscal 2023. We have now integrated these efforts with “organizational culture reform,” which is one of our Three Key Reforms, and are advancing them with greater momentum.

To create a workplace environment where employees can thrive and engage more easily, Mitsubishi Electric has set key performance indicators (KPIs) related to “rewarding work” and “work life balance.” We will regularly monitor these indicators, thereby continuing to work to further improve and entrench our organizational culture and workplace environment.

Changes in Effort Evaluation Indicators

As a result of various initiatives aimed at fostering a more supportive work environment through organizational culture reform and a focus on employee well-being, our employee engagement score for fiscal 2025 improved from the previous survey, with a favorable response rate of 60%. We remain committed to further improving the scores by continuously implementing the following measures: increasing opportunities for dialogue between management and employees; developing measures to prompt communication between supervisors and subordinates in the workplace (one-on-one meetings, etc.); reforming outdated and overly formalized procedures; strengthening measures to support the formation and development of employees’ career paths; and carrying out various robust implementation measures with a resolve to reform the organizational culture, such as revision of the personnel system, etc.

Improving the Work Environment

To achieve sustainable growth, we believe it is important to foster a work environment in which each and every employee can make the most of their abilities within a limited time frame. Mitsubishi Electric has established its own internal workplace environment standards, covering areas such as air quality and handicap accessibility. We continue to drive steady progress toward meeting these standards. We are also proactively investing in the work environment to ensure everyone can work actively and feel a sense of security, and we will continue to make such investments going forward.

Work Style Reforms and Detailed Management of Working Hours

Mitsubishi Electric made “Work-Style Reforms” an important management policy in fiscal 2017, seeking to build a workplace environment in which everyone can maintain physical and mental health and thrive with a good work-life balance. Ever since, we have pursued a variety of measures to contribute to the improvement of operational efficiency and productivity, as well as to reduce total working hours. Building on these efforts, we no longer position Work-Style Reforms as special initiatives, but regard them as a foundational pillar of our business management. We are accelerating a broad range of activities—including the proactive use of digital transformation (DX) and generative AI, top-led streamlining of operations, and the development of self-driven initiatives that enable each organization to solve issues independently. 

Development and implementation of childcare and family-care programs

Mitsubishi Electric is making every effort to fully establish a work-life balance support system that more than satisfies the legal requirements, and to develop workplace conditions that allow employees to comfortably do their jobs and raise children or care for elderly family members. Our childcare leave system can be extended to the month of March following the child’s first birthday (or to the first end of March following the child’s second birthday if there is a special circumstance). The reduced working hours program for childcare is available until the end of March of the child’s final year in elementary school. Starting in fiscal 2026, this program may be extended until the end of March following the child’s 18th birthday for employees raising children with disabilities or those requiring medical care. Our nursing care leave program allows employees with families that meet the requirements to take a leave of absence for up to two years. It also allows employees to work shorter hours for up to three years to help them take care of their families. In addition, we have a childbirth support leave system for employees who wish to undergo fertility treatment to support the development of the next generation. There is also a program to provide the spouse with special paid leave (self-support leave) to use in certain circumstances such as to participate in a child’s school event, a remote work program (work from home), as well as a re-employment system for employees who have temporarily left the company to provide childcare and family care. Recognizing the high latent demand for balancing work and caregiving responsibilities, we launched new initiatives in fiscal 2024, including hosting seminars to support employees managing both family care and work and establishing consultation services for family care. These efforts align with the revised Child Care and Family Care Leave Act coming into effect in fiscal 2026.

To raise employee awareness of these initiatives, we actively disseminate relevant information through a portal site, which features a range of information on work-life balance, such as a list of support systems for employees raising children, and interviews with working parents. We make this information available to employees, managers, and new hires, aiming to create an environment that is conducive to using these support systems. Along with enhancing our programs, we will work to foster a workplace culture in which employees can enrich their personal lives while advancing their careers.

Status of development of main childcare and nursing care systems

Special Paid Leave (Self-Support Leave)

The self-support leave is a system that allows employees who do not use up their annual paid vacation time by the end of the fiscal year to accumulate up to 20 days of unused vacation time and carry them over to the next fiscal year and onward.

Those who receive company approval to participate in their children’s school programs, recuperate from an illness, engage in family care, take part in a volunteer activity, pursue career development, etc., may acquire self-support leave.

Remote Location Work Program

Mitsubishi Electric has introduced the remote location work program, which allows employees to live outside the commuting area of their offices and engage mainly in remote working, to realize diverse workstyle regardless of employees’ place of work. The program enables personnel to achieve a workstyle that suits their own lifestyle by eliminating situations of employees living separately from their family members and by letting them engage in child care or nursing care.

System for Continuing Careers According to Individual Employees’ Circumstances

Mitsubishi Electric has introduced the various systems that allow employees who need to engage in childcare or nursing care to continue their career, in light of the recent increased diversity in home environments and the change in views and values among individuals regarding work as well as diversifying requirements for careers among employees in line with such changes. One of the systems the Company offers is a Career Support Leave System that enables employees to take administrative leave for self-improvement, volunteer activities, or to accompany their spouse who has been transferred to an overseas site. The program also features a system that excludes employees from transfers that require relocation for up to three years if they have difficulty relocating due to childcare, nursing care, treating illnesses, or other circumstances.

Mitsubishi Electric believes that the career autonomy and satisfaction of each employee is also an area of focus for increasing well-being. We will work to increase the sense of growth and achievement and bring out a feeling of satisfaction for each individual by strengthening measures that support career autonomy and other means.

Mitsubishi Electric implements health and productivity management with the aim of building an environment where employees can maintain good health both mentally and physically and work actively. This effort is the foundation for a work environment that enables varied and versatile human capital to participate actively. To that end, we have clarified our company-wide policy and integrated it with a range of HR initiatives, driving comprehensive efforts to enhance employee well-being.

A stable and fulfilling foundation for everyday life is also an important area of focus for increasing the well-being of employees. Mitsubishi Electric has established various welfare systems designed to stabilize and expand the economic foundation of everyday life, fostering heart-to-heart connections and well-rounded human qualities among employees and their family members, and maintaining and improving mental and physical health.

From the perspective of stabilizing and expanding the economic foundation of everyday life, we have introduced a housing support system. It includes dormitories, company housing, and a rent subsidy system, a group insurance system, an employee shareholding union, an asset accumulation and savings scheme, a cafeteria plan, and other measures. From the perspective of creating heart-to-heart connections and well-rounded human qualities with employees and their families, we have introduced a variety of schemes, including supporting a range of cultural and sports club activities through the Employee Friendship Association, a recreation facility exclusively for Group employees, and offering a benefit program through the Mutual Aid Association.

Mitsubishi Electric is introducing a cafeteria plan in fiscal 2005 with the aim of respecting the independence and diverse values of each individual employee and supporting each individual employee to achieve happiness through a welfare program with selectable options.

In the cafeteria plan, points equivalent to 83,000 yen are granted at the start of the fiscal year and each employee can apply for subsidies by selecting the necessary menu item as desired according to his/her life stage or lifestyle.

To support employees in balancing childcare or nursing care with work, support is given to the value of double the regular number of points for menu items related to subsidies for childcare and nursing care service usage fees.

In fiscal 2025, we implemented a major review of our dormitory, company housing, and rent subsidy system from the perspective of investing in people and human capital management to build a rewarding working environment as the foundation for varied, versatile human capital to come together and thrive. Specifically, we improved the level of rent subsidies for employees who are transferred to a different location and those who are transferred without being accompanied by their families, while also improving the ratio of the subsidy to the rent. We also revised the system to meet diverse needs by introducing a choice between a dormitory for single people or a rent subsidy for single employees.

Mitsubishi Electric believes that offering workplaces with a high level of psychological safety, in which each person’s individuality blends harmoniously and reaches its full potential, is also important for increasing the well-being of employees.

The ideal for human relationships that the Mitsubishi Electric Group is aiming for is a state in which “anyone is welcome to speak out at any time to anyone about organizational policy regardless of differences in skills and opinions and without being worried about damaging relationships or failure.” We promote initiatives to enhance psychological safety, aiming to build strong and positive relationships where employees feel free to speak their minds—even when it involves healthy conflict.

To increase psychological safety at Mitsubishi Electric, we have established the Psychological Safety Guidelines, which we have made available to all employees. The content of the Guidelines includes “Tips for Increasing Psychological Safety (For Team Leaders and Team Members)” and “Case Studies,” which can be put to practical use in individual organizations. We have also added a question on psychological safety to the employee engagement survey we conduct each year and introduced a monitoring mechanism. By implementing PDCA cycles, we will create an inclusive environment with a high level of psychological safety where everyone can enjoy positive, strong human relationships.

Mitsubishi Electric’s initiatives to enhance employee well-being have been widely recognized. The company was selected as a WELLBEING AWARDS 2025 Finalist—an award organized by the WELL-BEING ACTION! Executive Committee, jointly operated by The Asahi Shimbun Company and SIGNING Ltd.—, received top honors in the Hataraku Yell 2025 for Outstanding Corporate Health and Welfare Program (General Category), sponsored by the Roumu Kenkyusho, and won the Excellence Award in the Career Ownership Management Award 2025. We will continue to advance well-being initiatives as part of our commitment to building a sustainable society full of prosperity.