Labor practices

Workforce Diversity

Basic Policy

As the business environment around Mitsubishi Electric Group is rapidly changing, providing a workplace where employees can work to their full potential regardless of gender or age is essential to business development. Furthermore, it has become more vital than ever before to employ an even greater diversity of people, given the increasingly aging and diminishing population in Japan. Based on this awareness, Mitsubishi Electric promotes employee diversity through the following measures.

Diversity Promotion Framework

To enrich the personal lives and build the careers of women employees and employees who are raising children, Mitsubishi Electric established the CP-Plan* Promotion Center within its Corporate Human Resources Division in April 2006. In April 2021, the Center’s name was changed to the Diversity Promotion Office. Various initiatives are being strengthened to create workplaces where employees respect diversity, which includes age, nationality, disabilities, LGBTQ, workstyles, and gender as well as work vibrantly, thereby maximizing their potential at work.

  • * Career management & Personal life well-balanced Plan

Women's Participation

graph: Gender ratio (Mitsubishi Electric)

Gender ratio (Mitsubishi Electric)

In 2016, with the aim of realizing a society in which women can fully embody their individuality and abilities, the Act on Advancement of Women's Activities, which stipulates the responsibilities of the national government, local governments, and general employers in promoting female participation, was enacted. Mitsubishi Electric formulated an action plan based on this law and set the following targets. To achieve these targets under the current action plan, measures such as systematic training of young employees and proactive dissemination of information regarding various support systems for balancing work and family life have been created.

Mitsubishi Electric’s Action Plan based on the Act on Promotion of Women's Participation and Advancement in the Workplace (Target: FY2026)

Initiatives Target
Percentage of woman in management 2 times (Compared to FY2021)
Percentage of newly hired women 1.2 times (Compared to the average from FY2017 to FY2021)
Percentage of men on childcare leave* 70%
  • * Includes those who obtained special leave for childcare purposes

Basic data

graph: Trend in the number of woman employees (Mitsubishi Electric)

Trend in the number of woman employees (Mitsubishi Electric)

graph: Trend in the number of woman managers or equivalent (Mitsubishi Electric)

Trend in the number of woman managers or equivalent (Mitsubishi Electric)

Initiatives for Even Greater Participation of Women

Career forum for young woman employees

A career forum is offered to young woman employees to actively inspire them to form a career vision that considers work-life integration. Through a lecture personally given by the president on the managerial significance of promoting women's participation, talks by a woman outside director of the company on her own career experiences and her thoughts about working, stories of senior employees' personal experiences, and group discussions, the forum, attended by around 200 people every year, encourages woman employees to think and act on their own and promotes personal networking.

In addition to this forum that is held at the Head Office, exchange events are also held in some offices.

Strengthening management capacities

Various efforts are made to raise management's awareness of women's participation and strengthen management capacities. For example, a curriculum on women's participation is included in the training program for newly appointed managers, to disseminate an understanding of the managerial significance of women's participation and considerations to be heeded in the management of woman subordinates.

Handbook on supporting work/childcare balance for employees and supervisors

document: Handbook on Supporting Work/Childcare Balance for Employees and Supervisors

Handbook on supporting work/childcare balance for employees and supervisors

Various initiatives are in place so that employees who have taken childcare leave can smoothly return to the workplace and perform to the maximum of their ability while caring for their children. For example, a handbook is distributed both to these employees and their supervisors, and regulations require that these employees meet with their supervisors periodically before and after returning to their positions.

Recruitment to promote women’s participation: Organizing events to promote further understanding of Mitsubishi Electric and producing promotion Media (websites, leaflets, etc.)

Mitsubishi Electric makes active efforts to recruit woman students by setting a future goal for the woman ratio in new recruits in the company's Action Plan, pursuant to the Act on Promotion of Women’s Participation and Advancement in the Workplace.

Ratio of women among new recruits (Mitsubishi Electric)

FY 2018
FY 2019
FY 2020
FY 2021
FY 2022
Overall 15.8% 17.5% 15.1% 18.8% 19.9%
Administrative 30.1% 31.0% 31.5% 37.0% 38.0%
Engineering 10.9% 13.1% 9.4% 13.4% 14.4%
  • * Fall hires and April hires

Various events are organized to actively disseminate genuine perspectives on working at Mitsubishi Electric. These include exchange forums where woman students in science can interact with woman employees at various business areas and occupations, from junior employees and other employees who have children to managers, and seminars that include a tour designed to introduce in-house facilities at Mitsubishi Electric. Websites and leaflets that introduce the way Mitsubishi Electric's woman engineers carry out their jobs and their careers are also produced.
The whole of Mitsubishi Electric Group is actively making efforts to promote women’s participation and advancement in the workplace; its domestic group companies create websites featuring woman employees; Mitsubishi Electric’s overseas sites lead participation in "Grace Hopper Celebration," the world’s largest event for exchanges between personnel, as a sponsor company.

  • photo: Pamphlet for woman students wishing to pursue a career in engineering

    Pamphlet for woman students wishing to pursue a career in engineering

  • photo: Top page of a featured website

    Top page of a featured website

Acquisition of Eruboshi

logo: Women are active here!

Mitsubishi Electric has received Eruboshi (Grade 2) from the Ministry of Health, Labour and Welfare as an outstanding enterprise in promoting women’s participation and career advancement.

Principles and Initiatives for Developing Global Human Resources

To become a global company that employs global human resources

As a global company, Mitsubishi Electric has 205 consolidated group companies in Japan and overseas, employing some 53,000 overseas employees, which corresponds to 36% of the total number of employees of the Group as a whole. Particular attention is given to personnel assignments and development, with the aim of becoming a corporate body where all employees of the Group can maximize their potential and are able to realize their personal career plan.

Approximately 100 overseas employees from ten to twenty countries are invited to receive training at a Mitsubishi Electric manufacturing facility (plant) in Japan every year, to acquire technologies, skills, and know-how. They return to their companies and support the Mitsubishi Electric Group’s strong manufacturing around the world. At the same time, Mitsubishi Electric Japan is also actively promoting the employment of foreign employees. Around 10 to 20 foreign employees are employed on a continuous basis every year, and a cross-cultural training program is offered regularly, to be attended in pairs with a senior Japanese employee from the same workplace, so that new foreign employees can work actively and comfortably in Japan. Further initiatives also provide training on Mitsubishi Electric's corporate philosophy, including its corporate mission, values, and history in both Japan and overseas to strengthen awareness of corporate principles that all employees of the Mitsubishi Electric Group worldwide ought to share.

While these programs for FY2021 were canceled due to restrictions on entry into Japan and restrictions on movement within Japan as a result of COVID-19, Mitsubishi Electric will continue to work to achieve workforce globalization.

Training program for employees at overseas group companies

In addition to exchanges that take place during technical and skills training programs at manufacturing sites (plants), selected managers from overseas group companies (assistant managers to directors) gather at the Head Office for training programs. Visiting Japan from overseas and participating in various training programs there not only helps participants grow themselves, but creates a sense of unity among them as Mitsubishi Electric Group members, and motivates other people surrounding them to grow. In addition, the network of those who attended training programs during the same period expands across national borders.
While training programs in FY 2021 were cancelled due to the restrictions on entry into Japan as a result of COVID-19, a new online training program will be launched in FY 2022.

Trend in the number of people from overseas participating in training programs held in Japan (FY2012-FY2021)

2012 2013 2017 2018 2019 2020 2021 Cumulative total
MGEP - - - 8 5 7 Canceled due to the impact of COVID-19 20
GMW 13 18 23 26 29 30 208
WKP - 17 44 59 91 105 407

MGEP: Mitsubishi Electric Global Executive Program(In some years, one or two selected members from Japan may participate.)

GMW: Global Management Workshop

WKP: Workshop for Key Personnel

Overseas dispatch training

As part of the effort to develop human resources in Japan capable of working at the global level, Mitsubishi Electric employees are dispatched to group companies under the overseas OJT system. An average of nearly 100 employees are dispatched around the world every year.
In FY 2021, this type of training was cancelled due to the restrictions on entry into foreign countries as a result of COVID-19. We will work to restart the program in FY 2022 after carefully examining the circumstances in destination countries and regions.

graph: Employees dispatched under the overseas OJT system (Mitsubishi Electric)

Employees dispatched under the overseas OJT system (Mitsubishi Electric)

Employees have also been dispatched to English-speaking countries, Chinese-speaking countries and Spanish/Portuguese-speaking countries, as shown below, for foreign language training.
In FY 2021, this program was halted due to the restrictions on entry into foreign countries as a result of COVID-19. However, we will continue to foster human resources that can thrive on the global stage.

Employees dispatched to attend foreign language training overseas (Mitsubishi Electric)

FY 2019 FY 2020 FY 2021
86 95 Cancelled due to the impact of COVID-19

Support for Improving the Feasibility of Individuals’ Career Plans

Mitsubishi Electric has been building a system that supports employees in maintaining the balance between work, childcare, nursing care, and so on, by introducing various leave systems, a shorter working-hour system, re-employment system, and others. In light of the recent increased diversity in home environments and sense of work values among individuals, we have introduced the "Career Support Program" in FY 2021 as a support measures for employees to consider and achieve their own career plans and life plans even more independently.

The Career Support Program features a "Career Support Leave System" that enables employees to take leave for self-improvement, volunteer activities, or to accompany their spouse who has been transferred to an overseas site, and a system that excludes them from transfers that require relocation for up to three years for employees who have difficulty relocating due to childcare, nursing care, or treatment for illness, etc.

diagram: Career support program (Mitsubishi Electric)

Career support program (Mitsubishi Electric)

Providing Diverse Employment Formats for Older Employees

In Japan, Mitsubishi Electric instituted various multi-track personnel systems in FY 2002, which makes diverse employment formats possible by allowing employees aged 50 and over to choose from among a variety of options. The options include financial assistance for an employee's "second life" following retirement, a "second life" support program that provides two years of paid vacation, and extending employment up to the age of 65 through a re-employment program.
In April 2021, we introduced a rehiring system that allows for extended employment up to age 70. We will continue to build an environment in which older workers with a wealth of experience and skills can work actively.

Furthermore, we also offer an annual "lifestyle design" training session at each of our business sites to employees turning 50 and their spouses. The sessions encourage employees to take an interest in planning the rest of their lives and designing a rewarding lifestyle by providing information on pensions and retirement benefits, social insurance, taxes, hobbies, health, and other topics, and by facilitating group discussions.

diagram: Multi-track personnel system (Mitsubishi Electric)

Multi-track personnel system (Mitsubishi Electric)

Promoting Employment of People with Disabilities

The Mitsubishi Electric Group has been actively employing people with disabilities in various companies from the perspectives of sustainability and diversity promotion. We promote barrier-free initiatives to create comfortable work environments for people with disabilities.

In October 2014, Mitsubishi Electric established Melco Tender Mates Corporation, a special subsidiary* that specializes in businesses mainly suited to people with intellectual disabilities. As of March 15, 2021, people with disabilities comprised 2.36% of the total workforce at Mitsubishi Electric and its special subsidiaries combined.

The company name of Melco Tender Mates Corporation expresses the principle that able-bodied employees and employees with disabilities are equal partners in the workplace and peers who mutually care for each other.

The company mainly engages in the cleaning service, cafe, business card, food service, and health promotion (massage) businesses, and employs 85 people with disabilities as of March 15, 2021. A cookie factory was established in FY 2018 and the Nagoya Office opened in FY 2021, and it will continue to gradually expand its businesses to increase its employment of people with disabilities.

  • * Special subsidiary: A subsidiary which, if certain requirements are met, is regarded as the same business entity as its parent company and whose rate of employment of people with disabilities is calculated in consolidation with that of the parent company.
  • photo: Cafe business

    Cafe business

  • photo: Cookie manufacturing

    Cookie manufacturing

  • photo: Business card production

    Business card production

graph: Trend in the employment rate of people with disabilities

Trend in the employment rate of people with disabilities