Labor practices

Maintaining a Favorable Working Environment

Basic Policy

Japan's working population is expected to dramatically decrease in conjunction with its aging and declining population, and there is apt to be a further increase in the number of employees, both men and women, who work while caring for children or elderly members of their family. In order for Mitsubishi Electric to survive through the tough international competition and realize sustainable growth under these circumstances, it will be essential to create a working environment where all employees can work to their full potential within their limited time.

Various initiatives are in place at the Mitsubishi Electric Group to create a working environment where all employees can work actively while maintaining good physical and mental health.

Initiatives to Prevent Recurrence of Work-Related Issues

The Mitsubishi Electric Group has experienced work-related issues that affected employees’ lives or mental and physical health. Although the Group implemented prevention measures on each occasion, another work-related issue occurred in fiscal 2020. We took this seriously, deeply regretted that our past initiatives had not been sufficient, and are implementing preventive measures, including new initiatives.
After implementing all measures in the program, their impacts were verified through third-party assessments by experts. A Verification Committee comprised of representatives from the company, labor union, and external experts was consulted regarding the assessment results. Based on the recommendations, short-term priority measures (e.g., the adoption of the Five Joint Statements on Labor and Management and the introduction of 360-degree feedback) and long-term measures were implemented. To verify the effectiveness of these measures, assessment indicators and indicator monitoring will be implemented.

The Group continues to consider the prevention of recurrence of work-related issues as its top management priority, and as a whole, makes every effort to create a work environment where all the employees can maintain mental and physical health and work actively with a sense of security.

Create a Work Environment Where All the Employees can Work Actively with a Sense of Security

The Mitsubishi Electric Group is taking the following measures under the Mitsubishi Electric Workplace Reform Program, aiming at creating a workplace where employees can openly communicate with one another, thorough and appropriate care of employees with mental health issues, and other goals. The measures to be implemented and applied in FY2021 have been completed, and this program will continue to be strongly promoted in FY2022 and beyond as a project directly overseen by the President, and each measure will be implemented continuously.
We are implementing a variety of measures especially with regard to creating a workplace with zero tolerance for power harassment. In addition to implementing anti-harassment education for all employees, we conduct a monthly employee awareness survey of all employees to check for workplace harassment and whether employees have any problems with their interpersonal relationships in the workplace in order to identify, respond, and improve upon problems at an early stage. If an employee reports harassment, the employee is invited to an interview and measures are taken to correct the situation. We aim to create a better workplace culture and environment by steadily implementing these measures.
Furthermore, in February 2020, we introduced a service that allows employees to talk with external counselors to expand their options to ask for help. This service has been used 163 times as of March 2021, thus contributing to the creation of an environment in which employees can easily seek assistance.

Progress of the Mitsubishi Electric Workplace Reform Program

Item Initiatives Performance for FY2021
  1. (1) Enhance education on harassment such as power harassment, and strengthen evaluation when assigning leaders including managers
  1. 1) Enhance education on harassment and make it obligatory for all employees to attend the seminar.
100% participation rate (including group companies). Education will continue to be conducted in FY2022.
  1. 2) Shed light on harassment when training managers and staff in charge of education when assigning new employees and thoroughly implement more appropriate development and guidance.
Implemented in workplaces to which new employees were assigned in FY 2021. Education will continue to be conducted in FY2022.
  1. 3) Sufficiently evaluate candidates to see if they have basic ideas of labor management (such as understanding which actions constitute harassment actions) before assigning a manager or leader.
Implemented (January 2020)
  1. 4) Remind all employees that perpetrators of power harassment will be subject to severe measures.
Revised the Work Regulations (March 2020)
  1. (2) Engage in quantitative workplace analysis through attitude surveys and ongoing improvement based on analysis results
  1. 1) Conduct attitude surveys on the workplace targeting all employees and an organization diagnosis in light of the survey every year.
Survey completed in June 2020. Improvement measures based on the survey results are in progress. Research will be conducted again in June 2021.
  1. 2) Endeavor to solve the challenges recognized during the survey, taking opinions of outside experts into consideration,
    and continue to improve the workplace through the PDCA cycle.
  1. (3) Enhance measures to identify and address the workload and mental condition of individuals at an early stage
  1. 1) Conduct a questionnaire survey to check the workload, workplace human relationships, stress status, and other problems of individuals every month to identify and address changes in feeling at an early stage. (This survey currently targets new employees but will target all employees in the future.)
Ongoing for all employees since July 2020
  1. 2) Increase periodic interviews with the human resources division after assigning new employees to the workplace.
The number of follow-up interviews has been increased since FY 2020
  1. (4) Engage in thorough and appropriate care of employees with mental health issues
Work-related issues tend to occur after an employee with mental health issues comes back to work. Therefore, we will inspect the operation of the existing Mitsubishi Electric Return to Work Support Guidelines*1 and thoroughly re-implement the guidelines to especially focus on the care of those with mental health issues.
  1. 1) During leave of absence
    1. - The supervisor and the human resources division will carefully explain how the employee in question will be treated during a leave of absence to the relevant employee so that he or she can concentrate on medical treatment.
    2. - For example, the supervisor and the human resources division periodically interview the relevant employee to track the situation to the extent that the treatment is not hindered.
  2. 2) When the employee comes back to work after leave of absence
    1. - Follow considerations at return to work (such as limitations on work) based on the opinions of the company medical advisor.
    2. - For example, all employees across the workplace may also share how to accept the employee who comes back.
In operation since July 2020
  1. (5) Enhance consultation channels (establishment of multiple channels), etc.
  1. 1) Start a new counseling service by an outside counselor in cases where an employee wants to consult an outside specialist face to face.
Introduced (February 2020)
Used 163 times as of March 2021.
  1. 2) Start a mentor system for troubled employees to consult someone at the workplace with whom they do not have a supervisor-subordinate relationship in order to create an environment where they can easily talk about their problems.
Introduced (April 2020)
  1. 3) Assign multiple training supporters to receive consultations from new employees, so that each employee can select someone whom he or she is comfortable with consulting.
Introduced (January 2020)
  1. 4) Further enhance training courses that contribute to the improvement of the employees’ stress management capability such as resilience education*2.
Provided to new employees in FY 2021. Education will continue to be conducted in FY2022.
  1. *1 Created with reference to "Guidance for Supporting Workers Who Return to Work after Taking a Leave due to Mental Health Issues," published by the Ministry of Health, Labour and Welfare.
  2. *2 Training program to enhance people’s capabilities to successfully address stress and adverse circumstances and recover

Based on the results of a third-party evaluation of recurrence prevention measures implemented in FY2021 and Assessment Committee discussions, we have summarized the short-term priority measures to address the issues to be resolved in FY2022, starting with the recurrence prevention measures that have been implemented to date, and long-term measures for realizing a work environment in which all employees can work actively and engage more easily. Following the newly established roadmap, we will steadily implement each measure in order to further improve the workplace environment over both the short and long terms.
In addition, key performance indicators (KPIs) for job satisfaction and work-life balance will be set and monitored regularly to ensure they are reflected in our activities. These activities will be continuously improved and reviewed through the PDCA cycle in order to realize a workplace environment in which employees can thrive.

With regard to preventing problems, we will clearly communicate the company's stance of "never tolerating harassment" and "realizing a harassment-free workplace" based on the Joint Statements of Labor and Management adopted in November 2020. To encourage specific behavioral changes, we have also introduced 360-degree feedback to provide managers with an opportunity to evaluate their own behavior and the behavior of others daily. In FY2021, 360-degree feedback was conducted for all executive members and some offices; this will be expanded to all offices starting in FY2022.

graph: Roadmap for measures to improve workplace culture

Roadmap for measures to improve workplace culture

Short-term priority measures and long-term measures

Category Item Measure
Short-term priority measures Prevention of problems
  1. - Further clarification of the Company’s stance on harassment prevention
    (Adoption of Five Joint Statements of Labor and Management) [November 2020],
    (Submission by all Directors, Executive Officers, and employees of a declaration to refrain from harassment) [December 2020], and
    (Revision of Work Regulations that clearly indicate service provisions) [December 2020]
  2. - Assignment of managers and educators on the basis of multi-faceted evaluations
    (Introduction of 360-degree feedback for managers) [April 2021]
Detection of problems
  1. - Enhanced analysis of employee attitude surveys and stress checks [December 2020]
  2. - Improvement of the utilization of the results in the workplace
    (Formulation and enhancement of guidelines for utilization) [April 2021]
Action against problems
  1. - Enhanced support for the return to work by employees with mental health issues
    (Creating guidelines to welcome employees back to work) [March 2021]
  2. - Establishment of a process and system for dealing with work-related issues when they occur
    (Development of guidelines for measures to address work-related issues and information disclosure to employees, such as information on cases of power harassment) [December 2020]
Improvement in governance
  1. - Management that matches the values, abilities, and aptitudes of subordinates
    (Enhanced training in leadership, coaching, and other skills) [April 2021]
  2. - Further participation of leaders in communication and labor management in the workplace [April 2021]
  3. - Thorough implementation of shared organizational values(e.g., Corporate Principles) and policies
    (Creation and deployment of tools for sharing values) [February 2021]
Organizational climate
Long-term measures Improvement of work engagement
  1. - Creation of opportunities to find meaning in work at Mitsubishi Electric Corporation
  2. - Career development support based on individual values and aspirations
Active communication
  1. - Elimination of communication gaps caused by different job classes or other reasons
    (Efforts to improve communication skills and facilitate casual communication)
Fostering of organizational culture and mindset
  1. - Promotion of concrete actions in accordance with shared organizational values

Evaluation indicators

KPI FY 2021 1st Half of FY2022 Target for FY 2023 Goal
Employee Engagement Score (Percentage of employees who are proud and motivated to work for the Company) *3 63% 61% 70% Always 80%
Percentage of employees who responded that they had a good work-life balance 66% 66% 70% Always 80%
  1. *3 Average percentage of positive responses to the five questions in the annual employee attitude survey: "Pride in working for the Company," "Willingness to contribute," "Desire to change jobs," "Encouraging others to join the Company," and "Sense of achievement through work"

Third-party evaluation of recurrence prevention measures implemented in Fiscal 2022

Continuing from Fiscal 2021, a third-party evaluation by experts to assess the degree of penetration of various measures in the workplace has been conducted (started in September 2021). This fiscal year, surveys were also conducted from the viewpoints of "organizational culture" and "bottlenecks in the organization" through interviews. In these surveys, quantitative data analysis of survey results, stress check results, and so on and qualitative analysis based on interviews were conducted. As a result, some items considered to be company-wide issues were reported.

  1. (1) There is an inadequacy in the system for promoting measures to ensure that all measures are disseminated. Some managers responsible for implementing measures in their respective workplaces have problems in realizing the measures.
  2. (2) Some workplaces have an atmosphere in which it is difficult to speak freely.
  3. (3) The strategy of the Company and each business cannot easily be associated with employees’ own work and the image of how they develop.
  4. (4) Support for middle management to address the problem in which employees are unable to envision the prospects for their own career is under development.

On the basis of these results, we have organized measures to which we will give priority in the figure below.
Going forward, we will realize the measures and establish their implementation, in light of the "three reforms" for recurrence prevention measures pertaining to quality-related misconduct.

illustration: Third-party evaluation of recurrence prevention measures implemented in Fiscal 2022

Prevention of Long Working Hours and Proper Management of Working Hours

Mitsubishi Electric determined "Work Style Reforms" as an important management policy in April 2016 to create a workplace environment in which everyone can maintain physical and mental health and work in good spirits with a good work-life balance and has promoted a variety of measures that contribute to reduction in total working hours, proper management of working hours, and improvement of operational efficiency and productivity. Specifically, the Company has spread policies and raised awareness though messages from the President to employees and other activities, while establishing an environment for efficient business operation; for example, by distributing laptop PCs to all employees, enhancing online meeting facilities, expanding the work-from-home program, expanding IT use, and enriching the IT environment. Meanwhile, we have attempted to properly manage working hours in line with reality by automatically calculating working hours from objective data such as the entry/exit time and PC logon/logoff time.

We believe that these efforts have paid off to some extent. Specifically, employees' working hours have been significantly reduced. To further increase effectiveness, we will continue to promote "Work Style Reforms" in the future. We also implement in a reliable manner health measures for employees in light of properly tracked working hours.

"Work Style Reforms"

"Work Style Reforms" - To the Next Stage -

document: "Work Style Reforms" internal poster

"Work Style Reforms" internal poster

Since fiscal 2017, Mitsubishi Electric has driven "Work Style Reforms" as one of its management policies. This reform aims to transform the corporate culture to more focus on results and efficiency and to reform the job attitude to stop praising excessively long working hours and create a work environment where everyone can work actively. In fiscal 2021, we will move to the next stage and deepen the initiatives, especially focusing on work style reform and work quality improvement, with the slogan, "Kaeru! MELCO (Kaeru is a Japanese word that, depending on how it is written, means both to make changes and to go home)."

Our slogan from fiscal 2021, "Kaeru! MELCO" means that Mitsubishi Electric will change (kaeru) the work style and the way of business operations to create new value and reduce working hours so that employees can go home (kaeru) early to enrich both their business and private lives with an ultimate goal of creating a workplace where all the employees can work actively.
The activity policies under "Kaeru! MELCO" are to repeat a virtuous cycle of enriching both business and private lives by deepening workplace communication and by streamlining business operations and enhancing their quality.

The Mitsubishi Electric Group promotes creating a workplace with open communication where each employee can vigorously work, maintaining mental and physical health. The whole Group makes every effort toward this goal.

Outcome of previous activities

We started the Work Style Reforms in fiscal 2017 and have promoted a variety of measures that contribute to reductions in working hours, proper working hours management, and work quality improvement.

As a result, we reduced monthly overtime hours per employee by 14% from fiscal 2018, and the number of employees whose working hours exceeded 80 hours and were thus subject to health management was reduced by 99%. According to the employee attitude survey in fiscal 2021, the percentage of employees who responded that they had a good work-life balance has remained stable in the range of 60 to 70%. Mitsubishi Electric will continue to reduce working hours and to strive to realize better work-life balance.

  • graph: Percentage of employees who responded that they had a good work-life balance (Employee Attitude Survey)

    Percentage of employees who responded that they had a good work-life balance (Employee Attitude Survey)*

  • graph: Changes in the number of employees subject to health management due to working more than 80 hours of overtime a month (including managers)

    Changes in the number of employees subject to health management due to working more than 80 hours of overtime a month (including managers)

  • graph: Changes in monthly overtime hours per employee (including managers)

    Changes in monthly overtime hours per employee (including managers)

  • * Starting in FY2021, the rating scale was changed to a five-point scale to better assess the current state. Employees who responded that they had a good work-life balance are defined as people who rated their work-life balance as four or five on the five-point scale. (Until FY2020, this was defined as people who rated their work-life balance as three or four on a four-point scale.)

Examples of office-specific activities

  • Lectures for management personnel by external lecturers
  • Establishing conference rules (50 minutes as a rule, no meetings to be held after 5 p.m., etc.)
  • Introducing condensed work times
  • Introducing "Refresh Wednesday" to promote work-life balance

At Mitsubishi Electric, Head Office management departments play a central role in improving the quality of company-wide operations by promoting the following specific measures.

  1. Developing an IT environment
    • Promote the elimination of paper documents throughout the company
    • Providing mobile terminals to employees in all offices who need them
    • Implementing online conferences for meetings between remote offices and reduction of business trips
    • Realizing flexible working styles by expanding the work-from-home program
    • Promoting the use of work smartphones outside the company (schedule confirmation, verification tasks, etc.)
  2. Simplifying and reducing company-wide documents
    • Promoting initiatives for expansion of RPA
    • Simplifying documents by shortening discussion times and schedules in management meetings
    • Reducing the number of periodic reports (weekly reports, monthly reports, etc.) issued by each department
    • Reviewing report formats
  3. Promoting indirect JIT Kaizen activities
    • Promoting improvement activities suitable for each workplace through activities in small groups
    • Analyzing operations by external consultants and implementing JIT Kaizen activities company-wide

President's Forum

To accelerate the promotion of office Work Style Reforms, the "President's Forum" meeting began in February 2017 as a president-employee conversation opportunity. We believe that communicating company policies directly to employees and broadly gathering employee feedback are critical to increasing employee motivation and sense of purpose in work. These measures continue in FY2021 using online tools as we implement appropriate COVID-19 infection precautions.

The president explains to employees the objective and focus of actions surrounding Work Style Reforms, which is a key management policy, and accepts a wide range of inputs from employees such as issues they face in promoting reform and opinions and requests on corporate matters. The president will incorporate these inputs to develop more effective measures.

Support for Flexible Working Styles

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 program 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). We also have a program that allows employees to work shorter hours when raising their children, and this program can be extended up until the end of March in the year the child graduates from elementary school. Our family-care leave program allows employees with families that meet the requirements to take a leave of absence for more than three 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 temporary 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-hiring system for employees who have temporarily left the company to provide childcare and family care.

In fiscal 2021, we increased the number of days off that employees can take when their spouse gives birth from 5 days to 10 days. We also introduced a system where we would not transfer employees to a position requiring relocation for up to three years if that would be difficult due to their caring for family members or being treated for a chronic disease or other health condition, and a career leave system according to which employees can take leave to accompany their spouse who has been transferred overseas or to study or participate in a volunteer activity (including as a Japan Overseas Cooperation Volunteer).

Moreover, in FY2022, we introduced a program whereby employees can apply to change their work location to the place where their spouse is located in order to offer employees the possibility to move in with their spouse when they get married or when their spouse changes work locations, and another program that allows employees who are returning from childcare leave to indicate their preference for a workplace that may involve a transfer.

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 (see chart below), and interviews with working mothers. 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.

graph: Work-life balance support measures (Mitsubishi Electric)

Work-life balance support measures (Mitsubishi Electric)
(As of April 2021)

Diamond Kids Day-care centers

To support the career development of employees raising children, Mitsubishi Electric opened Diamond Kids, an onsite day-care center, in Kamakura City, Kanagawa Prefecture and Amagasaki City, Hyogo Prefecture on October 1, 2014, with an enrollment of approximately 10 children in each center.

By providing its services in locations adjacent to a Mitsubishi Electric workplace on days and during hours corresponding to the workplace, catering to extended hours, and ensuring security measures that prevent intrusion by suspicious individuals as well as accident prevention measures, Diamond Kids offers a childcare environment that allows employees to fully concentrate on their jobs without worrying about their children. It also promotes employees' return to work after taking a leave, by accepting children all year round.

Name Diamond Kids Shonan Diamond Kids Itami
Location 5-1-1 Ofuna, Kamakura City, Kanagawa Prefecture
Within the Information Technology R&D Center
6-9-22 Tsukaguchi-honmachi, Amagasaki City, Hyogo Prefecture
Within the Mitsubishi Electric Health Insurance Association Itami General Gymnasium BRIO
Facility area Floor space: approx. 100m2
Enrollment capacity Approx. 10 children
Children's ages Ages 0 (children over 57 days old) up to enrollment in primary school
Eligibility Mitsubishi Electric employees
Operating hours 8:00 – 18:00 (extended hours up to 21:00)

Other programs


Flextime allows employees to decide on their working hours for themselves so that they may improve their productivity and exercise creativity, and thereby achieve a good balance between their corporate life and personal life.

The program may be utilized depending on the specific duties and job performance of each employee.

Working hours are divided into "core time" and "flexible time." Core time is a band of time during which all employees must be present in the office as a rule unless special circumstances exist. Flexible time is a band of time within which employees may choose when they arrive and depart from the office in consideration of the progress of their work and fluctuations in workloads. Specific time bands are determined by each office.

Special paid leave (Self-support leave)

Employees who do not use up their annual paid vacation time by the end of the fiscal year may 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 take more than three days off from work to recuperate from an illness, engage in family care, take part in a volunteer activity, etc., may acquire a self-support leave.

Remote work program (Work from home)

From fiscal 2021, employees became able to use the program for reasons beyond caring for children or elderly family members, including for the purpose of improving the efficiency and productivity of work and promoting work-life balance.
In fiscal 2022, the program was expanded to all employees in order to create an environment that enables flexible work styles.

Utilization status of childcare and family care programs (by Mitsubishi Electric employees)

No. of employees who have taken a leave FY2019 FY2020 FY2021
Men Women Total Men Women Total Men Women Total
Childcare leave 38 302 340 66 348 414 144 369 513
Acquisition rate of leave of absence (%) - 99% - - 100% - - 99% -
Reduced working hours for childcare 13 379 392 14 392 406 13 393 406
Reduced working hours during pregnancy - 20 20 - 14 14 - 3 3
Family care leave 11 7 18 7 9 16 6 6 12
Reduced working hours for family care 1 6 7 1 20 21 4 12 16
Prenatal and postnatal absence - 178 178 - 198 198 - 204 204
Paternity leave 769 - 769 861 - 861 920 - 920
Nursing absence 20 15 35 29 19 48 6 20 26

(Unit: No. of employees)