Social
Quality ......................................................................... 91
Human Rights ............................................................ 100
Human Capital .......................................................... 107
Supply Chain Management (Procurement) ......... 122
Philanthropic Activities ........................................... 128
Social Data ................................................................. 136

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Environment

SocialGovernance

About
Mitsubishi Electric Group

Quality
Basic Policy and Management
Basic Policy

Product Safety-related Principles

The Mitsubishi Electric Group conducts business under the Purpose, "We, the Mitsubishi
Electric Group, will contribute to the realization of a vibrant and sustainable society
through continuous technological innovation and ceaseless creativity." This Purpose
inherits the principles outlined in the Keys to Management (in Japanese, Keiei no Yotei)
set out when Mitsubishi Electric was established with regard to "our contribution tosocial prosperity," "quality improvement," and "customer satisfaction," and forms the basic
spirit of our relationship with society and our customers. To give concrete shape to thisbasic spirit, employees perform their work according to "Our Values," which teach us todevelop relationships based on strong mutual trust, ensure products and services thatsatisfy standards provided in laws and regulations and the specifications agreed uponwith customers are delivered in the best quality, and provide society with new value byenhancing our technology and onsite capabilities. Based on these values, we constantly
strive to increase customer satisfaction and contribute to social prosperity in all aspects ofour business, from the production of high quality, easy-to-use products to our after-purchasesupport, response to major issues, and product disposal.

Based on the "Purpose" and "Our Values," the Mitsubishi Electric Group promotes initiatives
to ensure product safety under the following principles:＜Product Safety-related Principles＞
1. We will not only comply with the laws related to product safety, but also work on
offering safe and reliable products to our customers.
2. We will prevent product-related accidents by indicating cautions and warnings to
help customers use our products safely.
3. We will work actively to collect information about product-related problems,
disclose them appropriately to our customers, and report them quickly to thegovernment and other bodies as required under the law.
4. If any serious accidents occur resulting from product-related problems, we will takeappropriate measures to avoid further damage.
5. We will investigate the cause of product-related accidents and work to prevent any
recurrence.

Four Basic Quality Assurance Principles

6. We will make continuous efforts to improve our product safety promotion system.

The Four Basic Quality Assurance Principles reflect the spirit of "Service through Quality"
adopted in 1952 and "Memorandum of Quality" issued in 1958. The spirit of serving society
through steady quality continues to be upheld by each employee of the Mitsubishi ElectricGroup up to the present day.

Particularly in regard to consumer products, Mitsubishi Electric is committed to preventing
serious hazards that could result in death, injury, fire, or other damage, by subjecting all
products to a quantitative risk assessment at the development stage, while also designingand developing products in consideration of their end-of-life management (to ensure safety
even at the stage where products are prone to break or be discarded). At the same time, ourService Call Center and Customer Relations Center in Japan operates 24 hours a day, 365
days a year to gather information on product-related issues and enable prompt response.
Furthermore, we disclose accident information, including information on the status of ongoinginvestigations, on our Japanese official website.

＜Four Basic Quality Assurance Principles＞
1. Product quality is our top priority. It comes before price and on-time delivery.
2. Our commitment to the highest quality under any circumstances is unwavering.
3. P roducts must be safe to use, have a reasonable usage life, and have consistent
performance.

Important information about our products (in Japanese text)

4. Every manager and employee involved in manufacturing a product shares equal
responsibility for product quality.

91

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Management

SocialGovernance

About
Mitsubishi Electric Group

Quality Improvement Activities

The Corporate Quality Assurance Reengineering Group under the direct control of thepresident has been implementing company-wide measures to promote quality assurance
reform and strengthen activities for improving quality. The Quality Assurance & Management
Departments under the Corporate Quality Assurance Reengineering Group assigned toeach manufacturing base assumes the function for checking, including shipping authority
It is also responsible for acting as the contact point for consultation on issues in the field.
In addition, the Engineering Process Promotion Dep. (QED) was newly established to
implement realize a company-wide environment that enables designers to carry out theirdesign work in a consistently manner, thereby promoting facilitating the realization of quality
assurance reform. The Quality Governance Subcommittee has been established under the
Corporate Compliance Committee, to which business execution has been delegated fromthe Executive Officers' Meeting, and the Corporate Quality Assurance Reengineering Group
implements the PDCA cycle for improvement in response to the monitoring and advice fromthe Subcommittee. Our works in Japan and overseas are responsible for ensuring the qualityof individual products, and implementing specific improvement activities for quality assurance
activities in our business process, including market investigation and development anddesign, manufacturing, distribution, maintenance services following shipment, and productdisposal.

The Mitsubishi Electric Group incorporates the promotion of quality into products fromthe design and development stage, promotes activities to improve quality in all businessprocesses—including maintenance and servicing after shipping—and works to improve
product quality, safety and reliability.
With regard to development and design in particular, we have continued to develop
human resources who are capable of assessing each country's laws and standards, customer
requests, and basic product functions as well as executing and driving designs and evaluationthat ensure and guarantee safety, reliability, and stability of functions. These human resources
improve our development and design quality by ensuring all parties involved are familiar withthe elemental technology guidelines necessary for ensuring quality, alongside other efforts.
As for procured products, we have been working to improve quality in collaboration with
our suppliers, who are important partners of the Mitsubishi Electric Group, by asking them tounderstand our policy that gives top priority to quality.
With regard to product defects, we have also built a database of failure cases that haveoccurred in the Mitsubishi Electric Group. We use this database to build quality into products
to prevent defect recurrence. We also working to prevent defects by consolidating andutilizing our technical resources, such as defect analysis methods, and applying them in orderto build quality into products and to improve quality.
List of Announcements: Cases of improper Quality Control Practices at Mitsubishi Electric(in Japanese text)
Status of Registration and Certification with ISO and other Standards (in Japanese text)

Executive Officers' Meeting

Corporate Compliance
Committee

Executive
Officers’ Meeting
Corporate Quality Assurance
Reengineering Group

Quality Governance
Subcommittee

Monitoring
and advice

Environment

Corporate Quality
Assurance Managers’
Committee

Engineering Process
Promotion Department

Business Group

Business Group

General Manager
of Business Group

General Manager
of Business Group

Quality AssuranceManager

Quality AssuranceManager

Factory

Factory

Factory Manager

Factory Manager

Quality AssuranceManager

Quality AssuranceManager

Quality Assurance &Management Department

Quality Assurance &Management Department

Promotion of Quality Assurance and Improvement Activities (Mitsubishi Electric)

92

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Providing Easy-to-Use Products

SocialEnvironment

About
Mitsubishi Electric Group

Governance

UD-Checker, the universal design evaluation system

UD-Checker is Mitsubishi Electric’s proprietary tool that can be used by both industrial
designers and engineers to evaluate for universal design (UD) qualities. This tool shows four
quantitative measures of UD, namely recognition, identification, physical use, and safety/
usability, indicating specific design aspects for development and improving the efficiency
of product development. The UD-Checker is used on a wide variety of Mitsubishi Electric
products from home appliances and public equipment to industrial equipment.

Basic Policy
The Mitsubishi Electric Group engages in universal design under the principle of "creatinguser-friendly products and comfortable living environments that benefit as many people aspossible." To achieve user-friendliness and comfortable living in the true sense of the words,
we are committed to providing products and living environments that offer a high level ofsatisfaction to as many people as possible.
Mitsubishi Electric Group's Efforts in Universal Design (In Japanese text)

The UD-Checker’s four evaluation criteria
1. Recognition: consideration for ease of understanding
2. Identification: consideration for ease of reading and/or hearing
3. Physical use: consideration for comfortable posture and minimum physical load
4. Safety/usability: consideration for usability without danger or operating errors.

Mitsubishi Electric Group's Efforts in Universal Design
We have applied the concept of universal design (UD) to home appliances such as air
conditioners and refrigerators, as well as to public equipment such as elevators, throughconsidering the needs of all users. This approach is continuing to evolve.
◦ U ni & Eco: The Uni & Eco business strategy was developed for home appliances infiscal 2005 as a philosophy that combines "Uni," or universal design, (the aim of whichis to achieve accessibility for all users), with "Eco," meaning ecological soundness that isperceivable, achievable, and communicable.
◦ RakuRaku Assist: By raising the target demographic to people in their 70s starting in fiscal
2011, we developed the RakuRaku Assist business strategy and are still advancing it. The
aim is to enable more people to take advantage of the latest convenient features freely
and easily.

The UD-Checkers four evaluation criteria

Recognition Consideration forease of understanding
E.g.)
Buttons with easy-to-understandfunctionsE.g.)Large characters easy even foraged persons to read

We have named
the buttons after
their functions(what the user
wants to do)

Main characters/numbers(Television remote control with record function)*Rovi, G-GUIDE, and theG-GUIDE logo aretrademarks or registeredtrademarks of Rovi
Corporation in the UnitedStates and/or its affiliates
in Japan.

Universal Design Guidelines for widespread usability

The Universal Design Guidelines are a set of standards that apply to a wide range of productdevelopment, and were formulated based on the expertise gained through using the UDChecker. To promote greater usability of our products by all users, including children, seniorcitizens, and people with physical disabilities, we created guidelines on changes that occur
to human characteristics with age and that consider disabilities. The guidelines are structured
in the same way as the UD-Checker, which incorporates the four perspectives of recognition,
identification, physical use, and safety/usability.

Consideration for ease of
Identification reading and/or hearing

電源

7.5 mm or more

PhysicaluseConsideration for
comfortable posture andminimum physical load

E.g.)
Handle design thatallows optimized
gripping options forvarious cleaning
scenarios

The UD-Checker’s four evaluation criteria

Results sheet is automatically output based on the entry into the check items

93

Consideration for
usability without danger
or operating errors.

E.g.)
A rice cooker that considers safety by
preventing the danger steam burns

Power

Details of“UD-Checker”(in Japanese text)

Safety/usability

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Initiatives that contribute toaddressing social challenges

Sustainability
Management

Universal Design Examples to Date

Environment

SocialGovernance

About
Mitsubishi Electric Group

Application to the industrial sector

Application to home appliances

Even in the industrial sector, where there is a high level of specialization and a relativelack of diversity in terms of operators who handle equipment, the labor environment ischanging. Examples of this transformation include the aging of workers, and more foreign
and inexperienced workers – changes that have increased the need for universal design. At
Mitsubishi Electric, we are applying the concept of universal design (UD) in our industrial
products, such as factory automation (FA) equipment and electric power devices, as well as
to the installation and maintenance of equipment on factory floors.
We are also employing the Universal Design Guidelines for sequencers in FA equipment.
◦ Easy-to-understand expressions, such as printed designs that are images of actual objects,
make the displayed content more intuitive.
◦ The unit employs a large UD font display and offers good contrast against the backgroundcolor, considering people with impaired color vision.
◦  By showing the text in both English and Japanese hierarchically for easy understanding,inexperienced workers can easily identify the cause of on-site malfunctions.
◦ Operability has been improved by employing the cabinet design, to feature a larger, more
spread-out surface for the enlarged control portion.

Mitsubishi Electric has been ahead of the game in applying the concepts of universal design(UD) to home appliances. For instance, we have applied the Universal Design Guidelines to
the RakuRaku-IH Cooking Heater cooking equipment.
◦ Using a simple control plate with few buttons, the design features button sizes and text
displays that are both large.
◦ We made the order of basic controls for IH cooking easier to understand by displaying
numbers. Moreover, we clarified the heat-intensity display by adopting simple words like"strong" and "weak." ◦ Another innovation was adding the benefit of voice-generated
control assistance and alerts.
◦ Human sensors that monitor the surroundings of the IH unit have also been integrated into
the equipment. The unit emits spoken alerts if no one is around during cooking or to givewarnings of overheating.

"RakuRaku-IH" Cooking Heater CS-G221AKS
Large characters & numerical indicators of
steps for use<Features>

Characters are approximately 1.8* times
the size of our conventional system.
(Compared with Mitsubishi Electric's
conventional model G38MS)◦◦ Can be operated simply by pressing buttons inorder of numbers displayed.

Print design illustrating the actual wiring

Large character & numerical indication of steps for use

Presentation with consideration for
persons with impaired color vision

Safety sensor & audio support<Features>

Built-in sensor checks for people in vicinity.

◦

Offers audio support for ease of operation◦

Other“RakuRaku Assist”products(in Japanese text)

Easy to understand information display
Safety sensor & audio support

The enlarged control portion has improved operability

94

Contents /About the ReportManagement Message

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Initiatives that contribute toaddressing social challenges

Sustainability
Management

Creating easy-to-understand instruction manuals

Environment

SocialGovernance

About
Mitsubishi Electric GroupAward received

Under a campaign to provide first-rate instruction manuals, Mitsubishi Electric Group is
directing its efforts to creating easy-to-read and easy-to-understand instruction manuals
to ensure the safe and comfortable use of our products. Forming the basis of this effort is
Mitsubishi Electric's original "Guidelines for the creation of instruction manuals for home
appliances—Instructions." To raise the quality level of instruction manuals, this handbook is
distributed to all affiliates in Japan who handle home appliances.

In fiscal 2023, following the International Association for Universal Design (IAUD)’sevaluations of Mitsubishi Electric’s attempts to find a better alternative solution to theincreasingly severe labor shortage, we won awards at the IAUD International Design Awards.
The accolades included the Gold Award for the Safety Monitoring Support (Anshin Mimamori
Support) MelCare, and the Bronze Award for the "MR-MZ/WZ Series 6-door refrigerator
and freezer" and the "Unified remote control design for air conditioners". Going forward,
Mitsubishi Electric aims to continue creating universal products and services that takeingenious approaches and consider various perspectives across a broad range of businessareas.

Example instruction manual: Mitsubishi Electric Kirigamine FL Seriesroom air conditioners

Our Quick Guide (Basic Operations) enlarges each button, allowing users to recognize at a
glance which button they should push on their remote control. In addition to this, large fontsizes and ample margins make the explanations extremely easy to understand.

Safety Monitoring Support, MelCare

Quick Guide (Basic operations)

Instruction manual for Mitsubishi Electric Kirigamine FL Series room air conditioners(In Japanese text)

Unified remote control design for air conditioners

95

MR-MZ/WZ Series 6-door refrigerator and freezer

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Improving Customer Satisfaction

A customer's selection, purchase, and use of a product involve a number of different
departments, such as the development, manufacturing, sales, and service departments.
Customer satisfaction cannot be achieved if a customer is discontented with any aspect of
this process, or if there is any weakness in the departments concerned. Customer satisfaction
increases in the following order.

Customer satisfaction has been a priority management principle of the Mitsubishi ElectricGroup since its founding. Inheriting this spirit, we collect feedback from our customers
through customer satisfaction surveys as appropriate to the characteristics of each business
operation, and incorporate customer opinions into product development, marketingstrategies, and services.
We also strive to maintain customer satisfaction by strengthening our repair/service
Flow ofeffective
responses
customerinquiries access to information via oursystems, providing
staff totraining,
and expanding
websites.

Customer

Customer Relations Center

Response
Inquiry concerning
request for
repairStore
Response(distributor)

Requestfor repair
Response

About
Mitsubishi Electric Group

Governance

Understanding customer satisfaction

Basic Policy

Inquiry
concerning apurchasing
matterSocialEnvironment◦ Assurance: The customer is assured that the product is not flawed or defective◦ Contentment: The product satisfies the customer's needs and requirements◦ Emotion: The customer acquires a new value from the productThe ultimate form of customer satisfaction is achieved when a product exceeds customer
Checkpoints
expectations and Customer
provides anemotional benefit. The key to achieving customer satisfaction
is to therefore assess and satisfy customer expectations.

Provision of inquiry
information

Provision of productknowledge
Repair andservicing
Provision ofcompany
repairService
information
Call Center

Request for repair

OnsiterepairResponse

Walk-inrepairFeedback ofimprovement
informationand technicalknowledge

Works

Three Types of
Customer Satisfaction① Advertising②

DesignProducts

Manufacture

Consultation
about purchasing

Before purchase③ Purchase

Enhance customer
satisfaction
Increase number of
repeat customers

Installation and
④ use

Sales

Service

Quality

Customer⑤ inquiries

During use⑥ Repair service⑦ Disposal

End ofproduct life

Customer checkpoints

Flow of responses to customer inquiries (Mitsubishi Electric)

Taking calls 24 hours a day, 365 days a year

To satisfy customer expectations, it is necessary to think of customers throughout thesales, service, development, and manufacturing stages, and to quickly detect and responddynamically to signs of market changes. As one strategy to provide a response to customers
in Japan when they require one, in October 1998, Mitsubishi Electric extended the service
hours of its Japan Customer Relations Center to 24 hours a day, 365 days a year.
Previously the center responded to inquiries concerning product usage only during daytime
hours from Monday through Saturday except on holidays.
Today, the Customer Relations Center and Service Call Center operate 24 hours a day, 365
days a year.
The Technical Support Call Center, which responds to technical inquiries from distributors,
and the Repair Service Station, the stronghold of repair services operated by Mitsubishi
Electric System & Service Co., Ltd., also respond to inquiries 365 days a year (excluding someregions).
As the relations center receives a wide array of inquiries every year due to thediversification of product functionality, we are constantly reinforcing staff members, and aremaking consistent efforts to provide proper training.

CS Activities by the Home Appliances Group (in Japan)
The Living Environment & Digital Media Equipment Group handles matters related to home
appliances and carries out customer satisfaction (CS) improvement activities in Japan. It
makes sure that customers across the country are satisfied with the Mitsubishi Electric
product they purchase, and strives to increase the number of such satisfied customers.

The beginning of CS activities related to home appliances

The CS Department at Mitsubishi Electric was established in Japan in July 1993. In addition
to assuring product quality and optimum product usability and functionality, the department
engages in CS improvement activities with strong awareness of the significance of customer
satisfaction. Mitsubishi Electric quickly proceeded to create the necessary culture, systems
and tools that would enhance its products, marketing strategies, and services.
Each works conducts satisfaction surveys of its major products using questionnaires to
product purchasers and questionnaires to employee monitors. The results of these surveys
are shared within the Group and reflected on sales and development strategies.
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Initiatives that contribute toaddressing social challenges

Sustainability
Management

Environment

SocialGovernance

Manufacturing plants

Customer Relations Center

About
Mitsubishi Electric GroupAt Shizuoka Works, where Mitsubishi Electric manufactures air conditioners, quality
improvement efforts are made by arranging opportunities for development engineers
to personally hear the opinions of customers and provide feedback to their productdevelopment. More specifically, Shizuoka Works actively invites questions and commentsfrom customers, or when a quality issue occurs that is thought to be of high technicaldifficulty, directly visits the customer's home to inspect the product installation environment.
There are many cases where customers' comments have benefited product development.
With air conditioners, most inquiries are related to how to use the product and problems
with cooling and heating functions. Therefore, direct visits are made to customers' homes
to personally hear their inquiries, and such visits are used to improve product quality byreflecting the results in design criteria or incorporating them into measures for improving
product control specifications.
As an example, our unique sensory temperature control was developed based on
customers' comments, with some customers saying the air conditioner is too weak, andothers saying it overcools. We looked into this issue and found that in addition to ambient
temperature, humidity and floor temperature also affect sensory temperature. With regard
to the noise of outdoor units, we found that not only the loudness but also the nature of
the noise also makes a difference in how noise is actually heard, and thus incorporated thisconcept in our development evaluation criteria.
We will continue to refer to customers' opinions as we continue to accumulate a history of
Kirigamine air conditioners.

Service Call Center

Repair Service Station

System of reviewing customers' comments

The content and results of consultations and repair requests from customers and the detailsof technical inquiries are sent as feedback to the manufacturing works at the end of eachday. They are used to improve both products under production and development, and toprovide repair information to distributors.

Customer relations center

Customers' comments that are collected by the Customer Relations Center are enteredinto a database and analyzed in terms of trend, and the analysis results are regularly sent
to relevant manufacturing plants, sales companies, and research institutes. Manufacturing
plants and sales companies utilize this information in their ongoing efforts to improve existingproducts and to make websites, catalogs, and instruction manuals even easier to understand.
Research institutes utilize the information to refine products that are under development.
Particularly with respect to information that is obtained following the release of a new
product, efforts are made to convey customers' expectations, wishes, and dissatisfactions
regarding the new product to relevant departments in a timely manner, so they may review
the feedback as quickly as possible.
At the same time, regular liaison meetings are held between each manufacturing plant
and Customer Relations Center to identify medium-term issues that are brought to light bycustomers' comments and enhance their cooperation in collecting further information.

Kirigamine room air conditioner
Brand Cconcept: "We can make people more comfortable."97

Contents /About the ReportManagement Message

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Initiatives that contribute toaddressing social challenges

Sustainability
Management

Environment

SocialGovernance

About
Mitsubishi Electric GroupCS Activities by the Building Systems Group (in Japan)
The Building Systems Group handles elevators and escalators that provide verticaltransportation within buildings and building management systems. By ensuring their safety
and security and continuously delivering comfortable means of transportation and living
spaces as indispensable social infrastructures on a global scale, we contribute to making
society even more vibrant and sustainable.
Under the slogan "Quality in Motion", the Building Systems Group continues to pursue thehighest level of quality in relation to safety, comfort, efficiency, safety, and the environment
in its overall business activities (sales, development, manufacturing, installation, andmaintenance), making use of our advanced technologies and environmental expertise. By thismeans, we are able to provide our customers with optimal solutions and a level of security
and reliability that wins their complete satisfaction.

understanding of the proper usage of elevatorsand escalators among users and to promote theirsafe usage. We also hold explanatory meetings
for users, to teach children, senior citizens, people
with disabilities, and other such users the properand safe way to ride elevators and escalators,
as well as explanatory meetings for apartment
and building owners and managers, with a focus
on daily management methods and emergency
responses. These meetings have been attended
by more than 300,000 people to date, and willcontinue to be held as an important safety activityof the Mitsubishi Electric Group.

24-hour, 365-day Safety Hotline

Mitsubishi Electric information centers situated in eight locations throughout the country
provide a "safety hotline" for response in cases of trouble, such as failure signals andtelephone calls from customers following issues with elevators, refrigerators, air-conditioning
equipment, or other building facilities. Mitsubishi Electric information centers constantly
monitor remotely the status of contracted customers' building facilities. When an error signal
is received, the system provides information on the current locations, works in progress, andeven the technical levels of approximately 6,000 engineers, so that the most appropriate
engineer closest to the customer's building can be located and dispatched to the site
immediately.
The system also supports the quick recoveryof building functions, by taking actions such as
e-mailing information on the history of repairs
and other matters related to the building to theengineer, or processing urgent orders for parts.
Moreover, by monitoring changes in data on theoperational status of elevators and air-conditioning
facilities, we can detect and address abnormalities
before they develop into a malfunction andInformation center
prevent problems from occurring.

Mitsubishi Elevator and Escalator Safety Campaign

Inazawa Building Systems Works SOLAÉ showroom
The showroom attached to the 173-meter-tall SOLAÉ elevator testing tower receives
visitors from facility owners, design offices, and construction companies—as well as
children from the local community—and having them see, feel, and experience actual
products and technologies related to elevators, escalators, and building management
systems from Mitsubishi Electric that are fundamental to building operation, theshowroom communicates the safety and security of Mitsubishi Electric's products.
The elevator and escalator zone introduces visitors to the history of elevators andescalators, and, using actual elevator and escalator units, provides a survey of subjects
ranging from their basic structure to the latest products and technologies that ensure
their safety, security and comfort. Visitors can also experience the "function to connect
with people" that improves operating efficiency and comfort as well as the "function
to connect with the building" for integrating elevators with other building facilities. The
building management system zone allows visitors to experience technologies including
the latest building management and security systems.

Mitsubishi Elevator and Escalator Safety Campaign

Elevators and escalators are used to transport a large and indefinite number of persons, so ahigh level of safety is imperative, and they are thus required to be equipped with various safety
devices and functions.
At the same time, to ensure safe operation, it is necessary to maintain the functioning ofelevators and escalators through regular maintenance and inspection, and for people to usethem correctly. Based on this awareness, we not only perform maintenance and inspection
as appropriate, but have also been holding a safety campaign since 1980 to increase

SOLAÉ elevator testing tower

98

SOLAÉ showrooms

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

SocialEnvironment

About
Mitsubishi Electric Group

Governance

Responding to Product-Related Issues
Basic Policy

Accident Reporting Based on the Consumer Product Safety Act

If we receive any report of a major issue occurring in a product that we have sold, we havea system in place that includes the top management to ensure quick and accurate decisions
on the steps and measures to take, so that we can take proper action while always placing
top priority on not inconveniencing our customers. In addition, we will share information
on major issues that occurred with regard to products across the entire Group promptly tostrengthen our ability to respond to such issues.
For recalls in particular, we work on an ongoing basis to ensure that all the relevant
products that were sold are returned and repaired, and apply these efforts to a wide array ofsales channels.

In Japan, we promptly release appropriate information on issues in consumer products,
which directly and deeply affect consumers. Detailed information on our compliance withJapan's revised Consumer Product Safety Act, which went into effect in May 2007, isavailable on Mitsubishi Electric's Japanese-language official website.
Accident reporting based on the Consumer Product Safety Act (in Japanese text)
Under our policy regarding the disclosure of accident information, we also disclose
information
on cases that are accidents related to products other than gas or oil equipment
事故発生時の対応フロー
and that have not been identified as accidents caused by products or that have been
determined as being uncertain as to whether they were caused by products.

Reporting Major Product Issues (in Japan)
A detailed list of information pertaining to important product-related and quality issues isposted on Mitsubishi Electric's Japanese-language official website.
List of important information pertaining to products (n Japanese text)

Mitsubishi Electric Group

ReportingCustomer
RelationsCenterFire Department /Police Department

Customer / Distributor

Information
obtained

Managementlevels
Decision

ReportingWorks/Head office/Department in charge
Malfunction
information received

Investigation of thecause of malfunction(incl. examination of actual
product, onsite examination,etc.)

Reporting
Reporting Review conference

Diagnosis ofproduct malfunction
Announcement

Action / Reporting

Customer service
department

Flow of responses to accidents (Mitsubishi Electric Group)

99

Ministry of Economy,
Trade and Industry,
Consumer Affairs
Agency, NITE, etc.
Announced on
our website

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Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Environment

SocialGovernance

About
Mitsubishi Electric Group

Human Rights
Concept of Respect for Human Rights
Policy on Respect for Human Rights

Policy on Respect for Human Rights in the Supply Chain

Protection of human rights and support for internationally agreed human rights areimperatives for the Mitsubishi Electric Group's business activities. Accordingly, as membersof the Group, we recognize our duty to prevent any complicity with human rights violations.
On that basis, the Mitsubishi Electric Group enacted its Corporate Ethics and ComplianceStatement in 2001 and pledged that all executives and members of the Group "will conduct
ourselves always with a respect for human rights, will not discriminate based on nationality,
race, religion, gender, or any other reason." As the Mitsubishi Electric Group continues toexpand its business globally, in accordance with the spirit of the Mitsubishi Electric Group's"Purpose" and "Our Values," it has established this Human Rights Policy and shall raiseawareness of human rights among its members and make sure to properly deal with related
incidents in order to ensure that its business activities do not have a negative impact onhuman rights.
Mitsubishi Electric Group Human Rights Policy

In 2018, we established the CSR Procurement Guidelines to inform suppliers of the Mitsubishi
Electric Group's approach to sustainability and the points that we expect suppliers to comply
with, and we rolled the Guidelines out to our suppliers.
Based on the RBA Code of Conduct, the CSR Procurement Guidelines clearly prohibit
forced labor, hazardous and harmful labor, and child labor; mandate a reduction in thenumber of excessive working hours; and ensure the right to a minimum wage, etc. We ask
our suppliers to understand and comply with the Mitsubishi Electric Group's approach.
Green Accreditation / CSR Evaluation
Transitioning to RBA-compliant initiatives

Respect for Human Rights in Utilizing AI
The Mitsubishi Electric Group ensures that business activities that involve utilization of AI
respect human rights.
Mitsubishi Electric Group AI Ethics Policy

Action Guidelines of Respect for Human Rights
In its "Code of Conduct," the Mitsubishi Electric Group has established the following
guidelines for respecting human rights (excerpts follow).
◦ Respect for Human Rights of Employees✓ We prohibit forced labor, child labor, harassment, and all other acts that disregard
individuality.
✓ We prohibit discrimination based on race, ethnicity, nationality, gender, age, belief,religion, social status, gender identity/sexual orientation, disability, and so forth.
✓ We ensure fair opportunities and treatment.
✓ We protect personal data and other information.

Ensuring Personal Information Protection
In order to balance the usability of personal information while respecting the right to privacy,
which is an essential human right, the Mitsubishi Electric Group is promoting personal
information protection initiatives according to rules based on the eight privacy principles
defined in the OECD Privacy Guidelines.
Initiatives for Personal Information Protection
Personal Information Protection Policy◦ Fair Employment✓ We ensure compliance with labor-related laws and regulations as well as the work rulesof each country and region, etc.
◦ Respect for Human Rights✓ We respect human rights based on international norms, thereby ensuring there are no
human rights violations or other problems.
Mitsubishi Electric Group Code of Conduct

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Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Management System Related to Respecting Human Rights

About
Mitsubishi Electric Group

Mid- to Long-Term Goals and Roadmap for Human Rights Initiatives
The Human Rights Subcommittee discussed mid-to-long-term goals and the roadmap for
respecting human rights since human rights initiatives are diverse and must be prioritized,
and improvements must be ongoing rather than one-off activities.
In the short term (one year), specific action items and KPIs are set, and the Human Rights
Subcommittee and the Sustainability Committee follow up on the results.
Vision for the year 2030

STEP３ (year 2028-2030)

Establishment of human rights
initiatives based on international
norms (soft law)

STEP２ (year 2025-2027)
Expansion of the scope of
STEP 1 activities

Realization of a corporate culture
where diversity is respected andeveryone can work actively

Reduction of business
continuity risks (hard law response)

Mid- to long-term goals and the roadmap for human rights initiatives (in brief)

Agenda itemC onfirmation of the purpose of establishing the Human Rights SubcommitteeB ackground on the need for human rights initiatives and the current status of the Mitsubishi Electric GroupF uture action items for the Human Rights Subcommittee to promoteR eport on the results of the fiscal 2022 Human Rights Impact Assessment and discussion of improvement activities,etc.
Approval of proposed improvement activities based on the results of the fiscal 2022 Human Rights Impact Assessment
Approval of mid- to long-term human rights goals and the roadmapO utline of sustainability procurement activities and use of the RBA management processC omplaint handling mechanism (membership in JaCER)
J apanese government guidelines, etc.
R eport on activities in fiscal 2023
Approval of the activity plan for fiscal 2024
101

We prioritize health and safety,
promote human diversity, andrespect personalities andhuman rights.*

Realization of a responsible
supply chain

STEP１ (year 2022-2024)
Establishment and implementation of
initiatives in accordance withinternational norms and global standards

Long-term goals* Humanity-related aspects of the
Mitsubishi Electric Group's"Our Values"

Enhancement of corporate value

Step up in stages

Establishment of human rights DD,
establishment of understanding ofrespect for human rights

Main agenda items of the Human Rights Subcommittee

Thirdmeeting

Governance

Based on its "Human Rights Policy," the Mitsubishi Electric Group identifies "respect for all
people" as materiality and promotes the following initiatives.

Global Planning & Administration Dept., Sustainability
Planning Div. (Secretariat)

Secondmeeting

SocialHuman Rights Management

In order to undertake human rights due diligence and other measures based on the United
Nations Guiding Principles on Business and Human Rights, etc., the Mitsubishi Electric Grouphas been implementing the Plan-Do-Check-Act (PDCA) cycle, in which the results of humanrights initiatives are confirmed and policies and plans are considered and approved in a
meeting of the Sustainability Committee held every year.
In fiscal 2023, a permanent "Human Rights Subcommittee" was established as asubordinate organization to the Sustainability Committee in order to respond promptly to
improve human rights initiatives and to resolve issues.
Since human rights issues relate to a wide range of fields, the responsible division is
identified first to work on specific issues, while the Human Rights Subcommittee discusses
and decides which direction to take with respect to issues of concern to the entire company.
A system is in place for reporting progress to the Sustainability Committee and the Executive
Officers Meeting, and to have the Executive Officers and Directors provide guidance andoversight.
The Human Rights Subcommittee is chaired by the Senior General Manager of the
Sustainability Planning Division and consists of the heads of the relevant divisions.
In addition, the Human Rights Working Group,
Board of Directors
which is composed of Section Manager-level
ReportSupervision
members from the divisions that make up the
Executive Officers’ meetings
Human Rights Subcommittee, examines the practical
ReportCommission
implementation of various human rights-related
initiatives.
Sustainability Committee
In fiscal 2023, the Human Rights Subcommittee
ReportOpinions
met three times, while the Human Rights Working
Human Rights Subcommittee
Group met eleven times. The main agenda items ofParticipating divisions:Corporate Strategic Planning Div.,the Human Rights Subcommittee meetings held in
Corporate Human Resources Div., Corporate PurchasingDiv., Corporate Legal & Compliance Div., Corporate Risk
fiscal 2023 were as follows.
Management Div., Corporate Economic Security Div.,First
meeting

Environment

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Human Rights Due Diligence

Environment

SocialGovernance

About
Mitsubishi Electric GroupIn addition, at any site where human rights efforts are deemed inadequate, improvement
plans are developed to correct, prevent, or mitigate negative impacts on human rights.

The Mitsubishi Electric Group is committed
to human rights due diligence in accordancewith the United Nations Guiding Principles
on Business and Human Rights.

3. Tracking and evaluating human rights initiatives

We review the progress of each site's plans and strive to achieve continuous improvement.

4. Identification and assessment of negative impacts on human rights in fiscal
2024 (Human Rights Impact Assessment)
To identify significant human rights issues in our operations, we plan to conduct a moreobjective human rights impact assessment based on global standards with the help of
external human rights experts.

1. Identification and assessment of negative impacts on human rights(Human Rights Impact Assessment)

The Mitsubishi Electric Group periodically carries out "Human Rights Impact Assessments" inorder to assess the impact of the Group's business activities on human rights.
The human rights impact assessment conducted in fiscal 2022 at a total of 417 sites
among Mitsubishi Electric, domestic affiliates, and overseas affiliates identified human rights
issues for which the Mitsubishi Electric Group should strengthen its efforts and evaluated thestatuses of efforts at each site.

Initiatives Related to Employee Human Rights
We will respect the human rights of employees and implement initiatives, such as embracing
diversity, maintaining a favorable working environment, and ensuring occupational safety
and health and mental and physical health, in order to create a work environment where all
employees can work actively with a sense of security.
Human Capital

2. C orrecting, preventing, and mitigating negative impacts on human rights

The Mitsubishi Electric Group has taken the following actions to address the issues identified.

Human Rights Initiatives in the Supply Chain; Joining the RBA

Human rights issues to be addressed and strengthened
Issue to be addressed /strengthened

Since fiscal 2019, we have been seeking consent from suppliers to agreement on initiatives
for social issues including human rights issues.
Supply Chain Management (Procurement)

Overview

Harassment
We strengthened the following efforts:
prevention
Awareness-raising activities, including the publication of a harassment prevention handbook
Working time
Reduction in the number of long working hours by implementing organizational culture reformmanagementP artial acquisition of ISO 45001 certification
Occupational health
Regarding harassment prevention, reform of working practices and reduction in the number of long
working hours, and occupational health and safety initiatives
and safetyIn addition to the harassment and diversity training that has been conducted, we explained
Human rights
business and human rights, the Mitsubishi Electric Group Human Rights Policy, and other topics
educationin the new company-wide training course "Sustainability in the Mitsubishi Electric Group."
Supply chain
human rights
initiatives,addressing conflictminerals

Grievance handling

In order to enhance the objectivity and transparency of the Mitsubishi Electric Group's humanrights initiatives, in February 2022 we jointed the Responsible Business Alliance (RBA), an
alliance that promotes corporate social responsibility in the global supply chains. We commit
to progressively align our own operations with the provisions of the RBA Code of Conduct, topromote continuous improvement of our sustainability efforts.
RBA

In addition to our existing CSR procurement activities, we are exploring the possibility of
implementing the supply chain management process of the Responsible Business Alliance (RBA),
which we joined in 2022 (we plan to start explaining the process to our suppliers in fiscal 2024).
Supply Chain Management (Procurement)W e joined the Japan Center for Engagement and Remedy on Business and Human Rights (JaCER)
primarily to strengthen the collection of human rights complaints across the supply chain.
W e have improved user accessibility by providing a separate "Human Rights Contact Desk" on
our official website and by improving the homepage (landing and description) in the "Inquiries on
Sustainability" section of the official website.

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Initiatives that contribute toaddressing social challenges

Sustainability
Management

Compliance with Laws and Regulations on Human Rights

Environment

SocialGovernance

About
Mitsubishi Electric Group

Human Rights Education

Mitsubishi Electric is working with relevant divisions to respond in a timely and appropriatemanner to legislation being developed in various countries regarding the implementation ofhuman rights due diligence by companies.

The Mitsubishi Electric Group takes various opportunities to educate its employees onhuman rights.
Human rights education

UK Modern Slavery Act

Hierarchy-specific training

In fiscal 2017, Mitsubishi Electric Europe B.V. and Mitsubishi Electric Air Conditioning Systems
Europe Ltd. issued a statement in response to the Modern Slavery Act that was enacted in
the UK with the aim of eradicating forced labor, human trafficking, and other such acts that
constitute "modern slavery." We update the content of the statement and disclose it every
year. Due consideration is also given to the UK Gender Pay Gap Report.
Statement on the UK Modern Slavery Act

For new employees and newly appointed managers, we provide ongoing training programs
regarding human rights. In the training for managers, after completing the course, participantsconfirm from a manager's perspective whether any problems have occurred in theirown workplaces, thereby facilitating the realization of workplace environments in which
employees can work comfortably.

Company-wide training (e-learning)

Australian Modern Slavery Act

In the "Mitsubishi Electric Group Sustainability" e-learning course for all employees ofMitsubishi Electric and its domestic affiliates, we provide education on global trends inhuman rights, the reasons why human rights must be respected, and the Mitsubishi ElectricGroup's human rights policy, etc., to provide employees with opportunities to deepen theirunderstandings of the importance of corporate efforts to respect human rights.

Mitsubishi Electric Australia submitted a Modern Slavery Statement to the Australianauthorities in response to the Modern Slavery Act enforced in Australia as of January 1, 2019.

Harassment training

To prevent harassment by promoting proper understanding of harassing behavior andpracticing appropriate communication skills when performing work, Mitsubishi Electric
started conducting harassment training in the second half of fiscal 2020.
The training includes not only providing information on power harassment and sexual
harassment, including harassment against people of the same sex and LGBTQ people,
maternity harassment, SOGI harassment, and so on but also introducing specific case studiesof harassment. Lectures are given that allow each employee to identify any harassment issues
in the workplace and report and communicate
any issues that they have become aware of bycommunicating internal and external points ofcontact for consultation to everyone.
We have deployed this harassment training
program to affiliates. In particular, all employees ofMitsubishi Electric and its domestic affiliates havecompleted the e-learning program on harassment
prevention implemented in accordance with the
Mitsubishi Electric Workplace Culture Reform
Lecture on "Respect for human rights and theProgram.
active participation of diverse human capital"

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Initiatives that contribute toaddressing social challenges

Sustainability
Management

Environment

SocialAbout
Mitsubishi Electric Group

GovernanceGrievance Handling Mechanism
Primary contact point for human rights grievances

Responding to human rights grievances

The Mitsubishi Electric Group has established several contact points to receive human rights
inquiries from various stakeholders as listed in the table below.
In fiscal 2023, to further strengthen prompt identification of information on human rights
violations in the supply chain and remediation activities, as well as to improve transparency
in complaint handling, we joined the Japan Center for Engagement and Remedy on Businessand Human Rights ("JaCER") as a founding member (regular member) in October 2022.
This enables Mitsubishi Electric stakeholders to report grievances to JaCER, a non-judicial
grievance platform in accordance with the UN Guiding Principles on Business and Human
Rights.
In addition, JaCER participants, including Mitsubishi Electric,
can obtain third-party investigations, advisory mediation, andother services through JaCER as needed.
Furthermore, we have improved user accessibility byproviding a separate "Human Rights Contact Desk" on our
official website and by improving the homepage (landing anddescription) in the "Inquiries on Sustainability" section of theofficial website.

In response to individual reports on human rights risks, the responsible division shall promptly
confirm the facts of the case in accordance with the consultation content.
In the event that a human rights violation or other problem is identified to have resulted
from the Mitsubishi Electric Group's business activities, we shall promptly implement
corrective and remedial measures as well as take appropriate actions, including responding
to victims and considering disciplinary measures for those who committed such violations,etc.
The Mitsubishi Electric Group's main point of contact shall share the details of eachconsultation with the division in charge of resolving the problem. Nevertheless, efforts shallbe made to minimize information sharing among the parties concerned.
No whistleblower shall be retaliated against by any company or individual for making areport.

Mitsubishi Electric's main points of contact for whistleblowing/consultation

Service available toName of point of contact for whistleblowing/consultation

Matters to be consulted

Contact<Japanese>

Various stakeholders (customers,
people in the community)"Inquiries on sustainability" and "Other Inquiries" on the Mitsubishi Electric Group
official website

Inquiries regarding the Mitsubishi Electric Group’s sustainabilityO ther various inquiries regarding the Mitsubishi Electric Group’s business activities

Inquiries on sustainability
Other Inquiries<Global (English)>Inquiries on sustainability
Other Inquiries

Japan Center for Engagement and Remedy on Business and Human Rights(JaCER)*1

Whistleblowing or consultations on human rights violations within the Mitsubishi
Electric Group, especially those in the supply chain.

Mitsubishi Electric employees,
group companies employees*2,
suppliers to Mitsubishi Electric*2

Ethics observance hotline

Whistleblowing or consultation regarding organized or individual employees’ fraud,
legal violation, act of breach of ethics

Internal points of contact/external points ofcontact (lawyers) *3*4

Mitsubishi Electric employees

Points of contact for consultation on sexual harassment, power harassment, etc.

Whistleblowing or consultation on various types of harassment in Mitsubishi
Electric’s workplace

Human Resource Div. at each office of
Mitsubishi Electric

JaCER*2 Limited to whistleblowing that is relevant to Mitsubishi Electric in personal and business aspects.

*1 The Japan Center for Engagement and Remedy on Business and Human Rights (JaCER) provides a nonjudicial "Engagement and Remedy Platform," in accordance with the UN Guiding Principles on Business andHuman Rights. The "Engagement and Remedy Platform" receives grievances and reports of violations or alleged
violations of international and national codes of conduct as well as assists member companies in addressing
grievances.

*3 The points of contact are listed on Mitsubishi Electric’s intranet, internal posters, "Code of Corporate Ethics
and Compliance," etc.
*4 A whistleblowing system has been established at each domestic and overseas family companies of the
Mitsubishi Electric Group.

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Initiatives that contribute toaddressing social challenges

Sustainability
Management

Environment

SocialDiscussion with External Parties

Governance

About
Mitsubishi Electric Group

TopicsIn order to make the Mitsubishi Electric Group's efforts for human rights issues effective, wehave discussions with experts, human rights NGOs and other parties to receive advice onhuman rights initiatives.
In fiscal 2023, as part of the "Business and Human Rights Academy: Human Rights Due
Diligence Training for Japanese Companies" organized by the United Nations Development
Programme (UNDP), we had the opportunity to participate in individual sessions with humanrights experts from Japan and overseas. In this session (held in January 2023), Ms. Alice
Cope (Director and Chief of Operations, Pillar Two) and Mr. Hideaki Umetsu (Mori Hamada& Matsumoto) provided in-depth advice on the Mitsubishi Electric Group's ongoing humanrights due diligence and supply chain management issues.
Ms. Alice Cope commented on the importance of collaboration among companies toprevent and address negative impacts on human rights, the importance of ensuring that every
employee understands why respecting human rights is part of their role, and clarifying our
expectations of suppliers in key documents such as our human rights policies.
Mr. Hideaki Umetsu advised us to include human rights clauses in basic transaction
agreements and also commented on the importance of making employees understand thatthey too are rightsholders in order to expand human rights activities within the Group.
The advice we received was shared and discussed at the Human Rights Subcommittee
meeting held in March 2023, and will be reflected in our future efforts to respect humanrights in the Mitsubishi Electric Group for continuous improvement.

Exchanging Opinions with Experts
Mitsubishi Electric provides opportunities to receive opinions from experts who are
active in various fields and have deep knowledge and experience. Last fiscal year, we
held a session for exchanging opinions about the theme of "Inclusion" with Ms. Leah
Kats-Hernandez, an advisor to the Mitsubishi Electric America Foundation, and two
Mitsubishi Electric executive officers in charge of sustainability.

"Technology Utilization and Inclusion"
Ms. Leah Katz-Hernandez

Microsoft CEO Communications Manager(Advisor to Mitsubishi Electric America Foundation)【Career】
Leah Katz-Hernandez is a communications expert and inclusion
advocate, and the first deaf person to serve as a reception at theWhite House during the Obama administration. Most recently,
President Biden appointed her to the President's Advisory Council on
Promoting Equity and Economic Opportunity in Hispanic Education.
After participating in the support program of the Mitsubishi ElectricAmerica Foundation, she became an advisor in 2017.

The use of technology can go a long way toward fostering a culture of inclusion in theworkplace. Technology enables people with disabilities to work on an equal footingwith peers without disabilities. When people with disabilities work together withpeople without disabilities, they can create more sophisticated services and products,
which leads to increased value for the company.
For example, online communication, which has spread rapidly over the past decade,is not suitable for the hearing-impaired. It was difficult to use because I couldn't hear
what was being said. Recently, however, captions can be displayed, making it mucheasier to communicate and obtain information. This technology is also useful for nonnative speakers who want to keep meeting notes or learn another language.
In this way, products and services
that are convenient for people withdisabilities are useful for everyone.

Session with Ms. Alice Cope

I sincerely hope that Mitsubishi Electric's
five areas of social issues, "inclusion," will
be addressed from such perspective.

Exchange opinion via American Sign Language
Interpretation (ASL)

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Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Environment

SocialGovernance

About
Mitsubishi Electric GroupAI Ethics Policy

Mitsubishi Electric Group AI Ethics Policy
The Mitsubishi Electric Group has declared that it will contribute to the realization of a vibrant and sustainable society through continuous technological innovation and ceaseless creativity. In accordancewith this, we will contribute to the realization of a sustainable society by solving social issues through technological innovations in AI. Furthermore, the Mitsubishi Electric Group will promote the responsible
development and use of AI, taking into account not only convenience, but also safety and security. In addition, we will adapt and evolve this policy based on changes in the technology related to AI, social
trends, and continuous dialogue with diverse stakeholders. In summary, using this policy as a guide, the Mitsubishi Electric Group will create a brighter tomorrow by contributing to the realization of a societyof Human-Centered AI.
1. Realization of a Human-Centered AI society

4. Consideration for privacy

The Mitsubishi Electric Group aims to realize a society in which human dignity is protectedby developing and utilizing AI that leads to people’s happiness and active participation in thesociety.

The Mitsubishi Electric Group believes that the appropriate handling of data including personal
information is of utmost importance and will work to ensure that the privacy of data associatedwith AI-equipped products and services is maintained.

2. Fair and non-discriminatory utilization

5. Transparency and accountability

The Mitsubishi Electric Group recognizes the possibility that decisions may be biased in AIequipped products and services, but will always strive to treat people fairly and not discriminate
in a society where diverse people coexist. In addition, the Mitsubishi Electric Group will seek
cooperation with the customers and business partners who we provide AI products or services
to, so that fairness principles are respected in all applications of AI technology.

The Mitsubishi Electric Group strives to enhance the transparency of AI by explaining the reasonsfor certain decisions in AI-equipped products and services. In addition, through continuous
dialogue with diverse stakeholders, we will aim to be accountable regarding the purpose of use
and usage of AI, as well as the various effects that could be expected when using AI-equipped
products and services.

3. Ensuring safety and security

6. Development of AI and Human Resources

The Mitsubishi Electric Group aims to ensure that the lives and freedoms of people in our society
are not threatened by rigorously testing the safety of products and services equipped with AI toensure that they work as expected. We will also continue to work on security measures such asprotecting the AI products and services against unauthorized access by outsiders.

The Mitsubishi Electric Group will continuously evolve AI technologies and AI-equipped products
and services. Also, we will train our employees to understand AI technologies and issues,enabling them to contribute to the realization of a Human-Centered AI society.

7. Compliance with laws and regulations
The Mitsubishi Electric Group will comply with the laws and regulations of each country andregion in the development and utilization of AI-equipped products and services.

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Initiatives that contribute toaddressing social challenges

Sustainability
Management

Human Capital

Environment

SocialAbout
Mitsubishi Electric Group

Governance

Workforce Diversity & Inclusion
Basic Policy

Basic Policy on Human CapitalAs 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 isessential 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.

Basic Policy
In the Mitsubishi Electric Group Medium-term Management Plan for FY2026, the Mitsubishi
Electric Group states it will contribute to realizing a vibrant and sustainable society, including
response to decarbonization, by increasing the provision of integrated solutions through thestrengthening of the business management foundation, promoting digital transformation,and other activities. People are the driving force behind this sustainable growth, and we willcontinue to promote ”
human capital management,”which views "people as the capital thatcreates future value." To regain the trust of society and to develop as a " Circular DigitalEngineering Company" amid increasingly intense global competition, the Mitsubishi ElectricGroup will implement all kinds of reforms by mobilizing all of our human capital, i.e., ourdiverse and versatile“individual”powers.

Promotion Framework
In April 2021, Mitsubishi Electric established the Diversity Promotion Office within the
Corporate Human Resources Division, and in addition to the existing measures to support thepersonal and career development of women and employees raising children, we have been
implementing various initiatives aimed at creating a workplace environment and culture thatrecognizes diversity in the way employees work and as a broader concept.
In April 2023, this organization has been reorganized as the“Human Capital Management
Group,”and is working to strengthen various initiatives, considering the promotion of diversity
as part of the overall efforts for talent management, including the promotion of women to
management positions. Through these efforts, we aim to create a workplace where diversity,
including not only gender, but also age, nationality, disability, sexual diversity (LGBTQ) andwork style, is respected and where individuals can maximize their abilities and work actively.

◦ Human capital development
Recognizing that "business development and social contribution cannot be achieved
without employee growth," we will raise the overall level of our employees by investing in
education and training for all employees, and nurture "diverse and versatile human capital"
who will practice "Changes for the Better" by thinking independently, acting proactively,
and continuing to take on challenges.
◦ Improvement of the internal environment
To achieve sustainable growth, we believe it is important to create a work environment inwhich each and every employee can maximize their abilities within a limited time frame.
We will therefore promote a sense of unity and collaboration with our organization by
respecting diversity, individual fulfillment, and enhancing engagement as well as improving
the working environment to realize one in which everyone can work realizing a safe,
secure, and rewarding.

Women’s Participation
Mitsubishi Electric formulated an action plan based on
the Act on Promotion of Women's Participation andAdvancement in the Workplace* and set the following
targets. To achieve these targets under the current action
plan, we have created measures such as nurturing young
employees by giving them business experience andproviding training opportunities in a systematic manner,
as well as the proactive dissemination of information
regarding various support systems for balancing workand family life.

◦ Human capital investment
In Japan, we have been continuing to invest in the hiring of more than 3,000 new
graduates and mid-career people every year. We also promote the reinforcementof human capital overseas in an attempt to strengthen our business and technology
development, marketing, and manufacturing capabilities. We will continue to secure andinvest in the necessary human capital for strengthening our business.

* A ct enacted in 2016 which stipulates the responsibilities of thenational government, local governments, and general employers inpromoting female participation with the aim of realizing a society inwhich women can fully embody their individuality and abilities.

Employment situation

107

（No.）
800

Number of women in equivalent management positions※1
Percentage of women in management positions※2
Percentage of women in equivalent management positions

700
600

3.7%

3.9%

4.1%

4.3%

4.5%

3.5%
2.3%

400
1.8%

2.0%

2.6%

3.0%
2.5%

1.9%

2.0%
1.5%

200

1.0%

100
0

5.0%

4.0%

500

300

4.5%

0.5%
2019

2020

2021

2022

2023（FY）

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

0.0%*1 Women in equivalent management positions: Those whose duties
and responsibilities are equivalent to those of a section manager.
*2 Percentage of women in management positions: Ratio of women in
management positions to all management positions.
* As of March 15 for the relevant ﬁscal year.

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Mitsubishi Electric’s Action Plan based on the Act on Promotion of Women’s Participation andInitiatives
Percentage of newly hired women
2

Percentage of men on childcare leave*

TargetPerformance for FY2023

2 times (Compared to FY2021)
1.2 times (Compared to the average for
FY2017–2021)*170%

1.38 times

SocialGovernance

About
Mitsubishi Electric Group

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

Advancement in the Workplace (Target: FY2026)

Percentage of woman in management

Environment

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.
Percentage of female employees in all new hires
Basic Policy on Human Capital1

1.3 times (FY2022–2023)*
76.1%*1 Total from FY2022

Various events are organized to actively disseminate genuine perspectives on working at
Mitsubishi Electric. These include exchange forums where woman students in science caninteract with woman employees at various business areas and occupations, from junioremployees 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 leafletsthat introduce the way Mitsubishi Electric's woman employees carry out their jobs and theircareers are also produced and meetings are held with employees who are former studentsof the same university as candidates. 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’soverseas sites lead participation in“Grace Hopper Celebration,”the world’s largest event for
exchanges between personnel, as a sponsor company.

*2 Includes those who obtained special leave for childcare purposes

Initiatives for Even Greater Participation of Women
Career forum for young female employees

A career forum is offered to young female employees to actively inspire them to form acareer vision that considers work-life integration. Through a lecture personally given by thepresident on the managerial significance of promoting women's participation, talks by awoman outside director of the company on her own career experiences and her thoughts
about working, stories of senior employees' personal experiences, and group discussions, theforum, attended by around 200 people every year, encourages woman employees to think
independently and act proactively, and promotes personal networking. In addition to thisforum 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 andstrengthen management capacities. For example, a curriculum on women's participation
is included in the training program for newly appointed managers, to disseminate anunderstanding of the managerial significance of women's participation and considerations tobe heeded in the management of woman subordinates.

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 andtheir supervisors, and regulations require that these employees meetwith their supervisors periodically before and after returning to theirpositions.
Furthermore, in FY2023, we introduced a new training programfor employees returning from childcare leave (including men taking
childcare leave) and their supervisors as an opportunity for bothparties to communicate with each other in an inclusive manner.

Pamphlet for woman
students wishing to pursue
a career in engineering

Acquisition of Eruboshi

Top page of a featured website

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.

Handbook on supporting
work/childcare balance for
employees and supervisors

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Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Managementin theircan
fiftieschoose
can choose
one stylestyle ofof
workingfrom among
options
Employees inEmployees
their fifties
one
working
fromvarious
amongvarious options

Next Stage 50 (Age 50)()“Career Plan”
option (Age 59)

Retirement atstandard age

Retirement

retirement( routine
procedures )Governance

About
Mitsubishi Electric Group

The Mitsubishi Electric Group has been （%）
2.47
actively employing people with disabilities 2.5
in various companies from the perspectives
2.39
2.4
2.34
of sustainability and diversity promotion.
2.28
We promote barrier-free initiatives to 2.3
2.23
2.30
2.30
create comfortable work environments
2.2
for people with disabilities. In October
2.20
2.20
2.20
2014, Mitsubishi Electric established Melco 2.1
Tender Mates Corporation, a special
Statutory employment rate
subsidiary* that specializes in businesses 2.0
Actual average employment rate(consolidated across three companies)
mainly suited to people with intellectual* Figures are fiscal year averages.
1.9
disabilities. As of March 15, 2023, people
with disabilities comprised 2.48% of the
0
2019
2020
2021
2022
2023 (FY)
total workforce at Mitsubishi Electric andChanges in the Ratio of Hired People with Disabilities
its special subsidiaries combined. The
company name of Melco Tender Mates Corporation expresses the principle that employeeswith or without disabilities are equal partners in the workplace and peers who mutually carefor each other. The company mainly engages in the cleaning service, cafe, business card,
food service, and health promotion (massage) businesses, and employs 122 people withdisabilities as of March 15, 2023.
The company plans to gradually expand its operations and further promote theemployment of people with disabilities by opening a cookie factory in FY 2018, the Nagoya
Works in FY 2021, the Himeji Works in FY 2023, and the Itami Works in FY 2024.

In Japan, Mitsubishi Electric instituted various multi-track personnel systems in FY 2002,
which makes diverse employment formats possible by allowing employees aged 50 andover to choose from among a variety of options. The options include financial assistancefor an employee’s“second life”following retirement, a“second life”support program thatprovides two years of paid vacation, and extending employment up to the age of 65 througha reemployment program. In April 2021, we introduced a rehiring system that allows forextended 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“Next Stage 50”training session at each of ourbusiness site to employees turning 50 years old. The sessions encourage employees to takeMulti-track
personnel(Mitsubishi
an interest in planning
the restof their system
lives anddesigningElectric)a rewarding lifestyle by providing
information on pensions and retirement benefits, social insurance, health, and other topics.

“Second Life”
support system
leave of absence,lump sum payment

SocialPromoting Employment of People障がい者雇用率推移
with Disabilities

Providing Diverse Employment Formats for Older Employees

Preparation for a newlife after retirement

Environment

Retirement atstandard age* Special subsidiary: A company that meets certain requirements under Act to Facilitate the Employment of
Persons with Disabilities (Employment Promotion Act for Persons with Disabilities), and isdeemed to be one business establishment (employed by the parent company) of the parent
company (Mitsubishi Electric Corporation) after receiving permission from the Minister of
Health, Labor and Welfare, and also is included in the parent company's employment rate for
persons with disabilities as an exception.

Re-hired
Retirement for
re-hired workers(Up to age 70)

Multi-track personnel system (Mitsubishi Electric)

Cafe business109

Cookie manufacturing

Business card production

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Environment

SocialGovernance

About
Mitsubishi Electric Group

Supporting Career Development

Initiatives for LGBTQ
Mitsubishi Electric respects diversity and promotes initiatives that deepen understanding
on sexual diversity (LGBTQ), with the aim of realizing a workplace environment where allindividuals can maximize their own ability and work actively. In June 2021, the president sentout a message that we would develop a workplace environment that was comfortable for
LGBTQ people and all other employees to work. We have designated June as the Mitsubishi
Electric Pride Month and we will conduct initiatives to understand sexual diversity (seminars
for the management and human resources divisions to understand LGBTQ, and e-learningfor employees). We have established an external contact point for consultation for use by
not only LGBTQ people but also their superiors (supervisors who are holding a higher level
position in the company) and colleagues at the workplace.

Basic Policy"A company is its people, and cannot grow without their growth. The development andutilization of human capital is the source of a company's development, and education is afundamental undertaking that creates the foundation of management." Under this principle,
the Mitsubishi Electric Group believes it is important to link the expertise, skills, andmentality it has cultivated as an organization to maintaining and strengthening corporate
competitiveness and contributing to society. By adding new values at times and achieving
further growth, we actively promote human capital development for all our employees.
As a global company, the Mitsubishi Electric Group has 203 consolidated subsidiaries inJapan and overseas, with approximately 140,000 employees working around the world.
We are working to assign and develop human capital with the aim of creating a corporate
entity in which all Mitsubishi Electric Group employees can enjoy working with a sense of
responsibility and vitality while instilling our purpose in our group employees and sharing
our values globally. As part of this effort, a video introducing Mitsubishi Electric's history
and purpose has been produced and made available in multiple languages, with the aim of
spreading the purpose and empathy for its values on a global scale.

In-house Community Activities and Penetration of Understanding Among
Internal Personnel
In fiscal 2022, we have designated the Diversity Promotion Office (currently the Human
Capital Management Group) as the secretariat and started "Mitsubishi Electric Ally
Community*" activities. Inviting external lecturers, we learn the significance of ally activities
and deepen our understanding by exchanging views.
* An in-house community in which anyone can participate to understand and support LGBTQ people.

	H uman Capital Development System Supports the Skills
Development of Each and Every Employee

Recognition of Same-sex Partners as Spouses

In March 2022, we reviewed the Work Regulations to recognize same-sex marriage partners
as spouses and to apply the same systems to these couples as those that are applied tolegally married people.

The Mitsubishi Electric Group's training system for all employees, including those of groupcompanies, consists of passing down everyday business know-how and mindset through onthe-job training. Knowledge and skills that are difficult to acquire through on-the-job training
as well as career development are provided through off-the-job training on a supplementarybasis while proactively holding online seminars. Off-the-job training consists of conferring
information on ethics, legal compliance, and other matters. Exceptional teachers from insideor outside the company provide expertise and skills training, or motivational training. Tests
and competitions to improve skill levels are conducted, and practical training or international
study opportunities at overseas sites and universities in Japan and abroad are provided. With
regard to new graduate employees and mid-career hires, we provide company orientationand training sessions to give them employee mindset and educate them on basic knowledge,
management principles, compliance, and other matters.
Mitsubishi Electric has also introduced job-level specific training to provide each individualwith the opportunity to acquire the abilities and skills required at each stage of their career,
with the aim of enabling them to fulfill their respective roles and expectations. This training
program places particular emphasis on strengthening communication skills for younger
employees and management skills, including leadership and the development of subordinates
and junior colleagues, for mid-level and managerial employees, in an effort to foster a cultureof development throughout the workplace.
For managers, we are working to support the acquisition of skills such as measures torevitalize communication in the workplace, active listening, and stress management methods,“PRIDE Index 2022”Gold Award Received

Mitsubishi Electric received the Gold award for the "PRIDE Index
2022," an index developed by the private organization "work with
Pride" to evaluate initiatives for LGBTQ people and other sexual
minorities at workplaces in Japan. In recognition of its ongoingcommitment to sexual diversity (LGBTQ), Mitsubishi Electric
received the Gold award for the first time, following the Silver
award in 2021.

110

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Functional training☆Melcollege☆Engineering Divisions’ Meeting ☆Engineers’ Meeting
Chief Engineers’ Meeting Engineering Committee☆Technical help desks☆Mitsubishi Electric quality-related information sharing system

Ensuring basic knowledge for
Mitsubishi Electric Group employees
is provided and an appropriate mindset
is developed within themCompliance, safety, quality, sustainability, diversity, etc.

☆Main measures and systems that employees can utilize independently

Company-wide welcoming ceremony /New employee training

Place to accumulate, pass down,
and develop information related totechnology and business. Human
networking beyond individual areasof business

About
Mitsubishi Electric GroupStrengthening and handing down technologies and business capabilities

In pursuit of strengthening its technologies and business capabilities, Mitsubishi Electrichas been developing group-wide seminars under the name "MELCO Seminar" that can beselected and attended according to the needs of each individual. Approximately 450 typesof seminars are provided in total, with more than 20,000 annual participants. Online courses
are also provided, making it easy to attend from any office. In addition, we have set up
the "Advanced Technology System Course" as the top level seminar course to bolster ourimportant technologies, and we are focusing efforts to develop key persons in the relevant
areas. Moreover, a knowledge sharing network has been constructed between Group
companies. In the Engineering Divisions' Meeting, the largest organization in the network,
approximately 20,000 people participate in a total of 14 meetings 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 withhighly experienced employees via the company intranet.

* Includes some non-development measures.

Human capital development system diagram (Mitsubishi Electric)

Annual amount of human resources development and training
expenses per employee (Mitsubishi Electric)

Governance

Mitsubishi Electric has been building the "Mitsubishi Electric Business Innovation School"program as a measure for developing core management personnel. From fiscal 2023, it
will review the content of the program and further strengthen the development of humancapital that will drive businesses, including work to bolster areas such as compliance andsustainability for the Group as a whole.
In addition, Mitsubishi Electric has also been building a wide range of management
executive development programs, including the introduction of business coaching topersonnel in executive management positions and dispatching potential next-generation
leaders to business schools in Japan and overseas.

Level-specifictraining
Job-level specific training /Management training☆Career consulting roomRole/achievement review system* Total life program☆Self-development support system☆Job-Net* ☆Career Challenge System*

Administrative division personnel training(Purchasing, accounting,general affairs, etc.)

CareerTraining
development Knowledge for all
sharing
supportemployees

Supporting each and every employee
to envision and shape their future
career by developing the necessary
skillsCompany-wide supervisor meeting

Mitsubishi Electric Group skills competition

Training before overseas assignment

Language study abroad / Dispatching todomestic language schools

・ Globalization
・ Business knowledge /Intellectual production capacity
・ New business creation skills
・ Corporate principles / GovernanceIndividual
Skill training functional
training

GlobalOverseas OJT system Study abroad system

Common areas

Sales
Career produce
Communication and AI/MediaInformation software
Electronics / Devices and Machines
Electricity / Energy and Control
Quality, Environment, Production
Planning / Development

Area of specialty
・
・
・
・
・
・
・
・

JIT improvement instructor /driver development

Advanced Technology
System Course

Mitsubishi Electric Business Innovation
School (MBIS)

Training and development measures☆MELCO Seminar (M-Semi)

Keyfunctional
persondevelopment

SocialDevelopment of core management personnel

so that they can provide support tailored to the needs of each employee working directly
under their supervision. We will promote the development of core human capital in order tocreate a workplace with openness for communication.
Management
candidatedevelopment

Environment

Strengthening and handing down skills

A skills competition is held annually as a measure to strengthen the skills of the Mitsubishi
Electric Group, with the aim of "handing down skills and raising skills to even higher levels,""further creating a climate that respects skills," and "developing top-level technicians." Thecompany-wide competition is joined by representatives from manufacturing facilities andhas approximately 130 participants in total. The
CEO also attends the opening and awarding
ceremonies. As a measure to improve theability of supervisors, company-wide supervisor
meetings and supervisor training programs areheld to hand down skills at each manufacturing
site.

Approx. 124,000 yen/person* Results solely for training organized by corporate divisions in FY2023; does not include training conducted bydivisions and production sites. (Note that trainee training is included in the results.)

Mitsubishi Electric Group Skills Competition

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Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

SocialEnvironment

About
Mitsubishi Electric Group

Governance

Global Human Capital Development
Global (borderless) organization management and human capitalutilization

Mitsubishi Electric is working to utilize human capital across countries in an attempt to assign
excellent personnel at optimal positions regardless of nationality or race. In fiscal 2022, theGlobal Mobility Guidelines were established for the purpose of promoting personnel changes
between third countries without intervention from Japan. We are also working on borderlessorganizational management to make the most of online communication, while gradually
implementing a virtual assignment mechanism in which employees engage in the business ofa Group company in another country while staying in their own country.

Promotion and training of international staff from overseas affiliates tosenior management positions

GMW in FY 2023

In our overseas affiliates, we are driving promotion of quality international staff to senior
management positions with the purpose of enhancing the management of local businesses
and improving employee engagement. We intend to achieve this by organically linking
training and placement, including career development through training and the formulation of
succession plans. In addition to the training plans in each company and each region (regional
management), Mitsubishi Electric also takes initiative in conducting training in Japan. To
be specific, engineers in overseas affiliates stay in Japan to participate in training to learn
technologies and skills at production sites. Selected executives and those in management
positions in overseas affiliates gather at the Mitsubishi Electric headquarters to go throughtraining to learn the necessary knowledge and mindset as a global leader as well as tounderstand management in the Mitsubishi Electric Group. While participating in training
from overseas, the international staff grow as individuals and develop a sense of unity as the
Mitsubishi Electric Group and a network, which transcends national borders and is connected
globally.
In FY 2023, training programs have been resumed one after another and face-to-facetraining has begun with participants from various countries coming to Japan.
In April 2023, the first MGEP* participant has been appointed as a senior executive officerof Mitsubishi Electric, and we will continue to organically link the training and deployment of
national staff to further expand the program.

Training measures for employees in Japan

Mitsubishi Electric dispatches its employees in Japan to overseas affiliates or overseas
business schools, universities, languages schools, and the like as a program that allows
them to not only improve language skills, but also experience and understand the local
business, culture, and lifestyles. The overseas OJT system involves dispatching employees
to an overseas affiliate for one year, and about 100 employees are dispatched to overseas
affiliates every year, as part of our efforts to develop human capital who will drive our global
businesses.

【6-3-3】海外OJT制度の派遣者数推移（三菱電機）

Employees dispatched under the overseas OJT system

MGEP

5

7

GMW

29

30

WKP

91

105

2020
Canceled dueto the impact of
COVID-19

Europe

100
80

2022

Cumulative total

18

15

53

Canceled

30

238

Canceled

Canceled

407

16Southeast/South Asia, Oceania

100
84

21

73

19

60

2021

91

Central/South America

Middle East

40
20
0

MGEP : Mitsubishi Electric Global Executive Program（In some years, one or two selected members in Japan may
participate.）
GMW : Global Management Workshop
WKP : Workshop for Key Personnel

112

16

27

32
25
1

5

22

23

2019

2020

14

Cancelled due to theimpact of COVID-19

2019

North America
East Asia

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

2018

(No.)
120

2021

18

10

24
3
21

3

5

22

21

2022

2023 (FY)Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Environment

SocialGovernance

About
Mitsubishi Electric Group	Strengthening Career Ownership by Respecting Employee Autonomy
and Challenges

Fair Evaluation and Compensation

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 throughmutual matching between employees and the recruiting department. Approximately 100
employees were transferred using these systems in fiscal 2023.

The Mitsubishi Electric Group upholds a management policy, 'In addition to realizing wellbalanced corporate management from the three perspectives of growth, profitability/
efficiency, and soundness, we will return to our fundamental principle of "addressing
social challenges through our businesses" and position the realization of sustainability
as the cornerstone of our management. From this approach, we will pursue a sustained
enhancement of our corporate value and fulfill our responsibility to society, to our customers,
shareholders and employees, and to all other stakeholders' and implements various policies
to realize its corporate strategy.
Mitsubishi Electric believes that realizing a workplace environment where all employees
can thrive and increasing employee engagement leads to increased motivation andproductivity among each employee as well as to greater corporate value. Efforts to boost
employee engagement underlie Mitsubishi Electric's personnel policies.
At the same time, the policies described below are implemented in response to thetrends of the times, social circumstances, and changes in the management environment andpersonnel frameworks.

Basic Policy

Transfer Opportunities that Contribute to Employees' Career Development

Lifestyle Design Training

We offer an annual "lifestyle design 40" training session at each of our business sites to
employees turning 40 years old. The sessions encourage employees to take an interest inplanning 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.

	Compensation System Based on Individual Job Descriptions andPerformance

Self-development Support Program

Mitsubishi Electric instituted a self-development support program that supports employees'
voluntary skills development based on a human capital development system that allows
employees to take the initiative to actively develop their own skills.
The program provides support in the form of money and time for participants in
educational programs inside and outside the company and also pays bounties to employeesthat have acquired certain external certifications. The program is intended to foster a
corporate culture in which each and every employee independently and actively takes on thechallenge of developing their skills to reach higher goals as a professional.

Mitsubishi Electric has adopted a compensation system with a view to developing a
corporate culture in which employees each recognize organizational targets as well as theirown roles, work to raise their own value, and take on the challenge of difficult goals.
Under this compensation system, employee performance is emphasized, with appropriate
assessment given to employees who contribute substantially to management and participate
actively in it. Bonuses are awarded for outstanding service. In order to increase understanding
Organic Combination of Componentsof employees about the operation of the system, we fully
disclose
its evaluation
methods
through
Management
Enhancements
and standards, conduct surveys on the functioning of
the system to gauge employee opinion on it, providea system for handling complaints, and otherwise
Evaluation/
Compensation
work to increase understanding and acceptance by
Remuneration/Status
employees and further enhance operations.
New challenges
Results
assessment
We are committed to making the system function
effectively by organically combining and harmonizing
3-in-1
Capacity
systemthe three components of the system, evaluation/
Effective
development
Workforce Utilizationcompensation, capacity development, andSpecializing
Acquisition of roles/(by personal initiative +effective workforce utilization, in order to provide
opportunities
company support)
Realization ofopportunities for employees to develop their own
one’s potential
skills and advance their careers.

Establishment of the Career Consulting RoomIn order to strengthen support for employees' "independent career realization" and "selfrealization through their careers," in addition to the existing consultation and resolutionfunction between managers and employees, a new "Career Consulting Room" has been
established where career consultants (advisors) provide consultation and advice on careerdevelopment to employees regardless of the department they belong to.
We provide consultation and awareness support for employees regarding their careerdevelopment, introduce/explain internal and external systems and consultation services to
employees upon their request, and encourage relevant internal departments.

Organic combination of components throughmanagement enhancements

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Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Environment

SocialGovernance

About
Mitsubishi Electric Group

Maintaining a Favorable Working Environment

Promoting Communication in the Workplace
At Mitsubishi Electric, each employee sets individual goals based on the policies andobjectives of the organization or division to which they belong, and a system for reviewing
employee roles and performance is implemented to track the progress of those goals
through communication between employees and their managers. Under this system,
regularly-scheduled interviews are held in which employees and managers discuss such
topics as the employee's development and training based on evaluation of performance, andthe placement and utilization of human capital, to promote improved communication in theworkplace. In fiscal 2023, such interviews were carried out for 98% overall (98% for men and
99% for women) of employees.
We consider that creating a workplace with openness for communication is essential
for workplace reforms. Accordingly, in addition to the above mechanism involving regularlyscheduled interviews, we share the importance of daily communication during management
training programs and other opportunities to stimulate such communication.
We also place value on a corporate culture in which labor and management share anunderstanding of the status of business, management strategies, and personnel management
policies, working together to address issues through labor-management meetings andcommittees.

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 Group to survive through the tough international
competition and continuously increase our corporate value, we believe it is vital to create aworking environment where all employees can work to their full potential within their limited
time by mobilizing the power of diverse human capital. Based on this belief, 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.

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

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 that aims 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. Regarding this program, we completed the applicationof short-term priority measures in fiscal 2022 and implemented long-term measures
focusing on "improvement of work engagement," "active communication," and "fostering oforganizational culture and mindset" in fiscal 2023. Going forward, we will integrate these
efforts with "organizational culture reform," which is one of the Three Key Reforms, and wewill more vigorously pursue their implementation. To create a workplace environment where
employees can thrive and engage more easily, Mitsubishi Electric has set key performanceindicators (KPIs) related to a "rewarding work" and "work life balance.”We will regularly
monitor these indicators, thereby continuing to work to further improve and entrench ourorganizational culture and workplace environment.

Motivating Employees with Bonuses for Inventions (in Japan)
In line with provisions in the Japanese Patent Law, Mitsubishi Electric has established an
employee invention bonus system to motivate employees to create inventions. Regarding
inventions made by employees during the course of their work, the Company pays patentfiling and registration bonuses to those employees as a reward. If the inventions are outlicensed to another company, the relevant employees also receive utilization bonuses fromthe Company. If inventions that have contributed to the Company's business win an award
from outside the Company, the relevant employees receive a cash reward appropriate to theaward, with no upper limit set.
Furthermore, to maintain fairness and transparency of the system, the criteria of theemployee invention bonus system is disclosed, an Invention Consultation Committee isestablished to deliberate on petitions from employees concerning their bonus, and an
Invention Evaluation Committee is established to discuss the amount of cash reward to
disburse for inventions that contribute to business.
In addition to the above, a program for rewarding outstanding inventions and industrial
designs also encourage inventions by employees. Each year, this program honors inventions
and industrial designs, and those that are judged as especially outstanding receive
commendation from the president.

Changes in effort evaluation indicators

Employee engagement scores remained flat in the second half of fiscal 2023. We willcontinue to strive to improve 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 theworkplace (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 theorganizational culture, such as revision of the personnel system, etc.

* An easy-to-understand description of the employee invention bonus system and its provisions are posted on thecompany Intranet for access by all employees

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Contents /About the Report

KPI
Employee Engagement Score(Percentage of employees
who are proud and motivatedto work for the Company) *Percentage of employees who
responded that they had agood work-life balanceManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Result for
FY2021Result for 1H
FY2022

Result for 2H
FY2022

Result for 1H
FY2023Result for 2H
FY2023

FY2026 Goal

63%

61%

54%

54%

54%

70% or higher

66%

66%

65%

65%

66%

70% or higher

Sustainability
Management

Environment

SocialGovernance

About
Mitsubishi Electric Group

hours. We believe that these efforts have paid off to some extent. Specifically, in fiscal 2023,
we reduced monthly overtime hours per employee by 14% compared to fiscal 2019.
In the future, we will also work on "Work Style Reforms" in conjunction with "Organizational
Culture Reforms" to prevent long working hours and to create workplaces where all
employees can work actively while maintaining their physical and mental health. In addition,
we will ensure that employee healthcare measures are implemented based on properly
recorded working hours.

* Average percentage of positive responses to the five questions in the annual employee attitude survey: "Pride inworking for the Company," "Willingness to contribute," "Desire to change jobs," "Encouraging others to join the
Company," and "Sense of achievement through work”

Examples of workstyle reform initiatives

Social Data

At Mitsubishi Electric, Head Office management departments play a central role in improving
the quality of company-wide operations by promoting company-wide activities, with each
office conducting activities in line with the circumstances of business.

Work Style Reform and Prevention of Long Working Hours
Mitsubishi Electric determined "Work Style Reforms" as an important management policy
in fiscal 2017 to create a workplace environment in which everyone can maintain physicaland mental health and thrive with a good work-life balance and has promoted a variety ofmeasures that contribute to the improvement of operational efficiency and productivity, as
well as a reduction in total working hours. 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)." Specifically, theCompany has spread policies and raised awareness through 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, promoting company-wide paperless work
environments, and expanding IT use.
In addition to these initiatives, we have attempted to properly manage working hours
in line with reality by automatically calculating working hours from objective data such as【5-3】労働慣行̲働きやすい職場環境の整備
the entry/exit time and PC logon/logoff timefrom the viewpoint of preventing long working

Examples of company-wide activities
1. Developing an IT environmentP romote 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
Realizing flexible working styles by enhancing the work-from-home programDeveloping and releasing manuals describing how to use IT tools, etc.
2. Simplifying and reducing company-wide documentsP romoting initiatives for expansion of RPA*1
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*2
P romoting improvement activities suitable for each workplace through activities in small groups*3
Analyzing operations by external consultants and implementing JIT Kaizen activities company-wide(Hours)
35

30

Examples of activities at offices

29.1
27.4
24.9

25

26.2

25.1

L ectures from external lecturers for personnel in managerial positions and workshops intended for business improvement
Establishing conference rules (50 minutes long in principle, no meetings to be held after 5 p.m., etc.)
Introducing condensed work times
Introducing "Refresh Wednesday" to promote work-life balance

20

15

10

*1 A system that automates tasks that were previously performed manually using software that incorporates AI
technology, etc.

50"Work Style Reforms" internal poster

2019

2020

2021

2022

2023

*2 Just-in-time improvement activities (productivity improvement activities) implemented to improve the efficiency
and productivity of indirect operations in departments that are not directly involved in production activities(FY)*3 Improvement activities by workplaces to address latent issues and problems in all business processes

Changes in monthly overtime hours per
employee (including managers)
一人・月あたり所定就業時間外時間推移（管理職含む：AB職群除く、社員外従業員含む）

115

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Environment
Management 育児にかかわる各種両立支援制度（三菱電機）
SocialSupport for Flexible Working Styles

Life stage

Development and implementation of childcare and family-care programs

Mitsubishi Electric is making every effort to fully establish a work-life balance support systemthat more than satisfies the legal requirements, and to develop workplace conditions thatallow 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 thechild'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 Marchin the year the child graduates from elementary school. Our nursing care leave program
allows employees with families that meet the requirements to take a leave of absence formore 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 childbirth support leave systemfor employees who wish to undergo fertility treatment to support the development of thenext generation. There is also a program to provide the spouse with special paid leave (selfsupport 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.
To raise employee awareness of these initiatives, we actively disseminate relevant
information through a portal site, which features a range of information on work-lifebalance, 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 workplaceculture in which employees can enrich their personal lives while advancing their careers.

Child birth leave system

Status of development of main childcare and nursing care systems for the last three years

Remote work program*

Increased the number of days of Leave to Prepare
for Impending Childbirth by Employees' Spouses

Self-support leave*

Introduced a measure to exclude employees fromtransfers that require relocation for a set period
Introduced the Career Support Leave System
Introduced the request system to change work
location
Introduced the request system to choose
reinstated job after childcare leave
Enhanced the remote work program
Introduced the Company-led Nursery School
Matching Service
Introduced the remote location work program
Newly established the Childcare Absence atChildbirth System, etc.

Marriage

Pregnancy

About
Mitsubishi Electric Group

GovernanceChildbirth

Child
age 1

Enrollment inelementary
schoolGrade
4

Graduationfromelementary
schoolShorter work time
for pregnant womenConsideration for break times
during pregnancy
Sick absence for pregnant womenand those within a year of giving birthPre-childbirth absenceChildcare absence atchildbirth system
Spousal childbirth leave
Maternity loan programChildbirth/childcare allowance
Post-childbirth absence
Spousal support(non-management employees)
Childcare timeChildcare leave
Company-led nursery school
matching service
Childcare leave benefits(by Mitsubishi Electric Ryoyukai)
Shoter work time for childcare*
Leave taken on an hourly basis*

The number of days of special leave that can be taken to prepare for forthcoming
childbirth by employees' spouses has been increased from 5 days to 10 days.
A system that excludes employees from transfers that require relocation for up to three
years for employees who have difficulty relocating due to childcare, nursing care, treating
an illness, or other circumstances.
A system that enables employees to take leave for self-improvement, volunteer activities(including Overseas Cooperation Volunteers), or to accompany their spouse who has beentransferred to an overseas site.
A program whereby employees can apply to change their work location to where theirspouse 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 location.
A program that allows employees who are returning from childcare leave to indicate theirpreference for a workplace.
Covered all employees, eliminated the upper limit for the use of the program, andexpanded the range of applicable work locations.
A match-making service between employees looking for a nursery school and companyled nursery schools with openings to accept children.
A program that allows employees to live outside the commuting area of their offices andengage mainly in remote working (commenced on a trial basis in FY2022)
Newly established the Childcare Absence at Childbirth System (with no payroll deduction)and developed an environment where employees can feel comfortable taking childcare
leave in response to the Child Care and Family Care Leave Act revised in 2022.

Nursing leave
Select plan(childcare service assistance)*
Reemployment system*
Career support leave
Measures to exclude employees
from transfers that require
relocation for a set period*

Request system tochange work location
Request system to choose
reinstated job after childcare leave
Remote location work program* Nursing care reasons are also eligible.
The eligibility period is the one during which the reason occurs.
Childcare balance support measures (Mitsubishi Electric)116(As of April 2023)

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Diamond Kids Day-care centers

Diamond Kids Shonan

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. Following thetrial in FY2022, the program will be introduced at full scale in FY2023 to enable personnel toachieve 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

In addition to providing transfer opportunities, Mitsubishi Electric has introduced the Career
Support Program that allows employees who need to engage in childcare or nursing carecan 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. The Career Support
Program features a "Career Support Leave System" that enables employees to takeadministrative 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
6-3-3 キャリアサポートプログラム図
excludes employees from transfers that require relocation for up to three years if they havedifficulty relocating due to childcare, nursing care, treating illnesses, or other circumstances.

Diamond Kids Itami
6-9-22 Tsukaguchi-honmachi, Amagasaki City,
Hyogo Prefecture
Within the Mitsubishi Electric Health Insurance
Association Itami General Gymnasium BRIO

Location

5-1-1 Ofuna, Kamakura City, Kanagawa Prefecture
Within the Information Technology R&D Center

Facility area

Floor space: approx. 100m2

Enrollment capacity

Approx. 10 childrenChildren'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)

About
Mitsubishi Electric Group

Governance

Remote location work program

To support the career development of employees raising children, Mitsubishi Electric opened
Diamond Kids, an onsite day-care center, in Kamakura City, Kanagawa Prefecture andAmagasaki 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

SocialEnvironment

Sharing and fulfilling career requests through daily communication
with superiors and support in terms of working conditions

Cafeteria plan (selectable plan)

Support for improving the feasibility of individuals' career plans

Mitsubishi Electric is introducing a cafeteria plan in 2004 with the aim of respecting theindependence and diverse value of each individual employee and supporting each individual
employee achieve happiness through a welfare program with selectable options. In thecafeteria plan, points equivalent to 83,000 yen are granted in the start of the fiscal year andeach 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.

Career Support Program
Self-assessment (CARROTS)

Career Support System

Career Challenge System

Career Support Leave System

Job-NetMeasure to exclude employees
from transfers that require
relocation for a set period

Support in terms of working conditions for employees' work/life balance

Special paid leave (Self-support leave)

The self-support leave is a system that allows employees who do not use up their annual paidvacation 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, etc., may acquire a self-support leave.

Administrative Leave System(childcare, nursing care, andchildbirth support)

Self-support Leave (childcare,nursing care, treatment, etc.)

Re-employment System(accompanying transferred spouses,
childcare, nursing care)

Shorter Working-hour System +Flex-time System (childcare,nursing care, pregnancy)

Leave to Prepare for ImpendingChildbirth by Employees' Spouses(8 weeks before andafter childbirth, 10 days leave)

Select Plan
(work/childcare or
nursing care support options)

Career support program (Mitsubishi Electric)

Utilization status of childcare and family care programs

117

and
more

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Occupational Safety & Health Management

SocialEnvironment

About
Mitsubishi Electric Group

GovernanceIn addition, Mitsubishi Electric identifies hazards through risk assessment and implements
risk reduction measures in the following cases.
◦ When new equipment is installed and when equipment is changed◦ When there is new work or a change in work
◦ For work involving the handling of chemical substances

Basic Policy
Adhering to the basic policy of prioritizing the safety and health of our employees above
all else, the Mitsubishi Electric Group aims to establish a culture that places top priority on
safety and health in all social and business environments based on the understanding that
health and safety management form the foundation of business management. Furthermore,
we aim to establish health management and create a workplace environment that allows
everyone to maintain good health both mentally and physically and thrive in work as
one of our core management policies for increasing employee engagement. This basic
policy underlies our company-wide Safety and Health Five-year Plan (current plan covering
the five years from FY2023 to FY2027), which defines priority measures in safety andhealth management, respectively, to annually create a company-wide safety and healthmanagement policy by which we implement specific activities toward achieving annual
targets. This program has been rolled out to our group companies in Japan and overseas
who also engage in health and safety management activities in line with relevant laws,
national regulations and company-specific issues.

Occupational Safety and Health Management System

Promotional Framework

118【6-3-7】労働慣行* OSHMS:
Occupational Safety and Health Management System 労働災害度数率（100万時間当たりの休業災害件数）の推移(cases/million hours)

Company-wide Safety
and Health Basic Policy●

Reviewing the system

Location Safety
and Health Policy

1.6

●

●

CT
A

P

●

N
LA

The Mitsubishi Electric Group actively promotes safety and health activities across the entire
Group under the strong leadership of the top management. Ongoing efforts are made tostrengthen the safety and health management framework, as Mitsubishi Electric and its groupcompanies in Japan and overseas cooperate in exchanging information, engage in education
activities, and implement various safety and health measures. Active communication is【6-3-7】Company-wide safety and health management structure
also held with employees through meetings with labor unions and the Safety and HealthCommittee, and labor management efforts are made to promote both top-down and bottomup activities that aim to raise the level ofPresident
safety and health. Specifically, we discuss
Executive Officer
the content of training for taking care of
in Charge
younger personnel as well as self-care andSenior Manager of theCompany Safety and
Human Resources Department
Health Committee
line-care in the course of considering mental
Safety and Health Group
Central Safety andManager of the Human
health care measures, introduce such
Health Council
Resources Department
training programs, and review their content.
Company-wide
Expert Committees
Group President
If an industrial accident occurs, safety
Office Safety andGroup Vice President
measures are immediately taken by the
Health Committee(General Safety
Office Senior Manager
and Health Manager)
department where the accident occurred. Atof the Administration
Various Office
Department
Expert Committees
the same time, efforts are made to prevent
Department
Office Safety
Senior Manager
and Healthsimilar accidents by delegating a third
Workplace Safety andSection Manager
Health Committees
party to conduct safety management status
Section Manager
inspections, and laterally disseminating case
Legal CommitteeLinereports of disasters and countermeasures
Company-wide safety and health management framework
developed through root cause analysis.

In 2009, Mitsubishi Electric introduced the Occupational Safety and Health Management
System (OSHMS*). Under the program, each office runs PDCA cycles for safety andhealth activities by implementing internal audits based on the Mitsubishi Electric Group's
requirements for safety and health management on foundation management and items to
be individually managed. These requirements range from the development of policy andmanagement frameworks in each office governed by a safety and health supervisor to theimplementation of risk assessment and other accident prevention activities through education
to improve employee awareness of safety and health management.
The goal is to raise the occupational safety and health management level of the company
as a whole. As a result of this initiative, we have achieved one of the lowest frequency
rates and severity rates of industrial accidents (number of people killed or injured in a fatal
accident or an accident that requires time off from work per 1 million hours of work, andnumber of working days lost per 1,000 hours) in the industry.

CKHE

Sustainability Highlights

Continuous
Improvement

●

●

C

Management Message

DO

Contents /About the Report

●

●
●
●

System audit
Recording andsaving●●Setting safety andhealth goals
Safety and healthmanagement plan
Regulations on
legal compliance,
safety and healthmanagement, etc.
Risk assessment

1.4

Safety and healthmanagement system
Opinions of the Safety
and Health Committee
and workers
Stipulation
Emergency response
Individual
management items

0.6

1.2

1.31
1.20

1.20

1.21

0.54

0.52

1.25

1.0
0.8
0.58

0.53

0.4
0.2
0.04

0.07

0.04

0.04

2021

2022

0.12

0.0
2019

Occupational safety and health management system
Occupational
Safety and Health Management System

0.54

2020

2023 (FY)

Mitsubishi Electric
Manufacturing industries
Electric machinery and product manufacturing industries

Frequency of Labor Accidents (Number of accidents
requiring a leave, per million hours)

FY2020

FY2021

FY2022

FY2023

Domestic

0

0

0

0

Overseas

3

0

0

0

Frequency of fatal accidents (Mitsubishi Electric Group (domestic/overseas), excluding worktime accidents in construction)

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Thorough Safety and Health Education

Environment

SocialGovernance

About
Mitsubishi Electric Group

Health Management Initiatives toward a Healthy Company

The Mitsubishi Electric Group implements safety and health education that matches its
business characteristics and social environment, including stratified programs and occupationspecific programs, in addition to education programs as stipulated by law.
As a common feature of the Group, Mitsubishi Electric and its group companies in Japan
also provide safety and health education based on an internal e-learning system, which
has been instrumental in promoting greater understanding of the principles and concept ofsafety and health to more than 100,000 employees, managers, and supervisors every year.
Furthermore, efforts are also made to strengthen employee safety education through risk
simulation, such as by installing a "safety room."*

Since 2002, Mitsubishi Electric and its group companies in Japan have carried out the
Mitsubishi Electric Group Health Plan 21 (MHP21) intended for their 100,000-someemployees and their families, as a three-party cooperation project (Collaborative Health) withthe labor union and health insurance society for 20 years, in an attempt to promote a review
of lifestyle habits from an early stage, as a means for preventing lifestyle-related diseases andthereby improving Quality of Life (QOL), and for realizing a "health-oriented company."
In FY2023, MHP21 was renamed to the "Mitsubishi Electric Group Health Management
Plan" and another five-year activity has started as "MHP 'Lively and Exciting Action.'" Under
the activity principle, "We promote fitness activities for each one of us to be excited tospend time in a lively way," we are developing activities with the ultimate goal of achieving
a subjective feeling of liveliness and excitement, that is to say, improved health satisfaction
among each and every employee as well as their family members.
Specifically, we have set "good appetite," "good sleep," and "good bowel movements"
as three indexes to represent the daily level of health satisfaction (degree of liveliness andexcitement) regarding the mental and physical health among each and every one of us, forthe purpose of assessing the degree of achievement of the activity principle and objective.
In addition, we have set "diet" "exercise" "smoking" "care for the teeth" "sleep" and "drinking"as six indexes for lifestyle habits that can lead to improved health satisfaction. We utilize
these indexes in a system that is designed to visualize each person's health condition using
ICT and other technologies, and that encourages changes in behavior according to lifestyle
habits. We also use these indexes in a system that allows targets to be set according to theachievement status of each individual. In this way, we have been further stimulating activities
across the Group.
Our group companies overseas are likewise taking initiatives to maintain and promotehealth among their employees, in consideration of the health situation in their respective
countries.

* A facility for conducting danger simulation training by simulating the dangers of being caught between or inequipment or suffering electric shock (e.g., the Danger simulation room at Mitsubishi Electric’s Himeji Works).

Training for newly appointed safety and health section managers

April 2022

No. ofparticipants
12

Training for newly appointed safety and health members

June 2022

45

Training for newly appointed safety and health promotion members

July 2022

40

Training for newly appointed occupational health physicians and public healthnursesMay 2022

9

Training nameDate conducted

Liaison meetings for safety and health members

October 2022

Company-wide safety and health education (for general employees)

July to September 2022

34,161Company-wide safety and health education (for managers and supervisors)

July to September 2022

4,849

79

Examples of training held by the head office (Mitsubishi Electric)

Employees who took safety and health education programs“Danger simulation room”at Mitsubishi Electric's Himeji Work

MHP "Lively and Exciting Action" Activity Goals and Achievements<Health Satisfaction>

Under the slogan of "putting safety awareness into
action," Himeji Works provides danger simulation
education to all onsite employees and employeesof group companies (approx. 6,000). The Works
has been working to increase all employees’
awareness of danger by upgrading the simulation
machine, introducing a virtual reality (VR) simulator,
developing and providing education to instructors,
and establishing an education system.

Target item
Good appetite
Good sleep
Good bowel
movements“Danger simulation room"

119

Percentage of people who have a good appetiteand enjoy eating well
Percentage of people sleeping comfortably andsoundly
Percentage of people who are not constipated andhave good bowel movements

Target value(by FY2027)

FY2023 result

90.0% or more

87.2%

80.0% or more

55.9%

80.0% or more

64.8%

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management<Lifestyle>Target item
Diet

Controlled quantity and quality of meals

Exercise

Performance of weekly exercise that leaves one
breathless and sweaty
Walking an average of at least 8,000 steps per
day

Sleep

Target value(by FY2027)

FY2023 result

50% or more

15.9%

50% or more

31.3%

50% or more

30.3%

Doing things that lead to a good night's sleep

60% or more

40.2%

Taking care of one’s teeth three times a day

40% or more

26.6%

Dental care

Regularly undergoing tartar removal and dental
cleanings

65% or more

50.0%

Smoking

Never smokes

90% or more

79.2%

Drinking

Moderate alcohol consumption

90% or more

69.8%

SocialAbout
Mitsubishi Electric Group

Governanceworkplace as a whole can provide support for smoothly returning after a long leave.
Furthermore, by conducting stress checks and appointing dedicated counselors in the
Mitsubishi Electric head office, focused care is also provided to employees posted outside ofJapan, where working and living environments largely differ from Japan.
In terms of education, line-care and self-care training are repeatedly implemented throughlectures, to provide sessions on mental health and strengthen responses to mental healthamong managers and employees, especially for mental health. As a common feature of theGroup, Mitsubishi Electric and its group companies in Japan also provide safety and healtheducation based on an internal e-learning system, which has been instrumental in promoting
greater understanding of mental healthcare (line-care, self-care) to more than 100,000
employees, managers, and supervisors every year.
Starting fiscal 2021, these education programs will be strengthened by making mental
healthcare education for new employees mandatory and enhancing the resilience training
program.

Mitsubishi Electric Group Health Declaration(in Japanese text)* EAP (Employee Assistance Program): a program that provides support to employees, by providing a wide rangeof counselingcovering
physicalhealth, relationships
family and colleagues, as well as mental health.
【6-3-7】
Mentalhealthinitiatives(Mitsubishiwith
Electric)

Promoting Mental Health Care

Category

Self-care

Secondary preventive care<early detection>

Primary preventive careSelf-care training(location training, company-wide e-learning, new hire training)
Stress checks, mental health checks
Interviews on working hours
subject to health management

Care provided
by the line

Care provided
by occupational
health staff

Physical health checks

Fostering ofan appropriate
corporate culture

RecoveryEstablishment of health routines(reports on daily routines
during recovery)

Cooperation among occupational physicians/public health nurses (nurses)/counselors and the human resources and safety & health divisions

Appropriate employment management (restrictions on work)
Line care training for managers and supervisors(location training (new hires), company-wide e-learning)

Support for those on leave(pamphlet on recovery)
Follow-ups during leave
and after returning to workCounseling service with counselors and clinical psychologists
Interviews with occupational physicians based on healthmanagement time and stress check results (work restrictions)Support for employees working overseas

Care provided
by resources
outside the office

Tertiary preventive care
<support for returning to theworkplace/recurrence prevention>

Appropriate determination of whether
employees should return to work

Cooperation with medical institutions

Counseling service through an external EAP(Follow-ups for high-stress employees,
cooperation in emergencies)* Working with mental health checkups* Providing e-mail, telephone, online, and face-to-facemeetings for consultations

Effective use of rework
support facilities

Use of the workplace recovery support implementation guidelines (guidelines)

Mental health care is a top priority for health management in the Mitsubishi Electric Group.
By establishing a counseling program that includes an industrial physician and/or counselor
and other such initiatives, active efforts are made to help employees cope with everyday
worries related to work and family and other emotional issues.
Through conventional telephone and e-mail counseling and a newly introduced face-toface counseling program as well as an online counseling program provided by an employee
assistance program (EAP*), which covers domestic group companies as well, we have actively
worked on the primary prevention of employee mental health disorders. As a place to checkissues related to mental health and also for cooperation between parties developing alocation (office) policy and measures, after formulating a Mental Health Development Plan,
the Office Safety and Health Committee (Committee to Promote Mental Health) will further
be effectively used. By disclosing through the Committee information such as the presence orabsence of employees who had an injury/ sick leave or absences due to mental health, thestatus of implementation of measures to ensure health and welfare (the number of people
eligible for long-term counseling, etc.), and the plans for and results of mental health-related
training programs, continuous improvement activities are promoted.
With regard to a stress check system in line with legislation, efforts are being madeto improve the workplace climate of organizations with issues in light of the results oforganizational analysis.
Employees who return to work after taking a mental health leave are fully supported by the
belonging department, human resource department, and industrial physician based on the
Mitsubishi Electric Guidelines for Return-to-Work Support revised in 2021, and every effort
is made to facilitate their return to their workplace and prevent any relapse. Specifically,
inspection is carried out in order to ensure thorough operation regarding the periodic
ascertainment of the situation of employees who are absent from work, compliance withgiving consideration to employees who have returned to the workplace based on the opinionsof an industrial physician (restricting work, etc.), such as creating an environment where theEnvironment

Clear statement of the company policy (company-wide safety and health management policy, mental health plan, general safety and health manager policy)
Promotion of the PDCA cycle by clarifying the matters to be reported and discussed at the Safety and Health Committee (number of mental health absencesand employees on leaves of absence, etc.)
Collaborating with efforts to reform work styles, and working to improve the workplace environment by referencing the results of organizational analysis ofstress checks, etc.

Mental health initiatives (Mitsubishi Electric)

Creating Comfortable Workplace Environments

120

The Mitsubishi Electric Group recognizes that people spend a large part of their lives at theirplace of employment and is committed to creating a comfortable work environment where
everyone can work actively that is designed with the elderly and people with disabilities inmind. By establishing own standards (workplace environment standards) for air, lighting, noise,and facilities, and by working to achieve each standard, Mitsubishi Electric pursues ongoing
efforts to create comfortable workplace environments.

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Environment

SocialGovernance

About
Mitsubishi Electric Group

Labor-management Relationship
Basic Policy	Notification of Secondments and Transfers within and Outside theOrganization

Mitsubishi Electric is committed to respecting the basic rights of employees, an approachthat is included in the principles of the Universal Declaration of Human Rights as well as theUnited Nations Global Compact, as provided in Mitsubishi Electric Group Code of Conduct.
In addition, Mitsubishi Electric respects the freedom of association as a company and assures
Mitsubishi Electric labor union to hold the three basic rights of labor (the right to organize,
the right to collective bargaining, and the right to act collectively), under the labor agreement
entered into between Mitsubishi Electric and Mitsubishi Electric labor union.

In the labor contract established with the Mitsubishi Electric labor union, Mitsubishi Electrichas stipulated that the company will swiftly notify the labor union of secondments andtransfers of employees within and outside the organization for business reasons. The contractstates that, particularly when large numbers of employees will be seconded or transferred
within or outside the organization, Mitsubishi Electric will consult with the labor union
regarding the basic terms.

Relationship with Labor Union
Mitsubishi Electric and Mitsubishi Electric labor union strongly realize that it is important forthem to cooperate in promoting the company's growth and improving the working conditionsof labor union members based on an awareness of the company's social mission andresponsibility, and to form and maintain a labor-management relationship founded on mutual
sincerity and trust. Based on this realization, they enter into a labor contract by consent ofboth parties and mutually comply with the contract in good faith.
With a basic principle of seeking resolutions by holding thorough rational discussions onequal footing, the company and labor unions periodically hold meetings of a management
council and labor council to facilitate mutual negotiations and have active communication
based on the labor agreement.
Under the union-shop system, all employees (excluding management level employees)
become union members after completing a trial period, as a rule.
In addition, working conditions for employees not covered by this labor agreement are
generally set according to the labor agreement concluded between Mitsubishi Electricand the Mitsubishi Electric labor union, while taking into consideration each employee's
employment status and laws related to equal pay for equal work.
Group companies in Japan and overseas also share the principle of holding thoroughrational discussions between labor and management, and endeavor to maintain and improvesound working conditions and workplace environments in compliance with labor-related
laws and regulations concerning employment, personnel affairs, work duties, wages, working
hours, immigration control, and so on in the countries and regions where they do business,
as well as with internal regulations and procedures.

121

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Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Environment

SocialGovernance

About
Mitsubishi Electric Group

Supply Chain Management (Procurement)
Procurement Policy and Supplier Criteria
The Mitsubishi Electric Group ensures fair and impartial selection and evaluation of business partners in Japan and overseas by providing an explanation of the Group's Purchasing Policy andCSR Procurement Policy (Sustainability Procurement Policy), and requesting business partners' understanding of these policies. By ensuring proper evaluation of suppliers based on selection andevaluation criteria established by the Group, procurement risks are also mitigated along the supply chain.
The Group’s criteria for evaluating business partners include not only quality, cost, delivery schedules and services, but also initiatives in response to environmental regulations and sustainability
initiatives. As a basic policy, the Group preferentially procures materials from suppliers who rank high in a comprehensive evaluation.
In order to enhance the objectivity and transparency of the Mitsubishi Electric Group’s human rights initiatives, in February 2022, we joined the Responsible Business Alliance (RBA), an alliancethat promotes corporate social responsibility in global supply chains. We commit to progressively align our own operations with the provisions of the RBA Code of Conduct, a global standard, topromote continuous improvement of our sustainability efforts.

Our Purchasing Philosophy

CSR Procurement Policy

Mitsubishi Electric purchases a wide variety of materials and components from both Japanese and overseas markets. We
recognize our corporate responsibility and are eager to provide business opportunities for the communities in which we
operate.

We carry out material procurement activities in line with our "CSR Procurement Policy," which was established in 2007. We
also established the CSR Procurement Guidelines in 2018 to widely disseminate Mitsubishi Electric’s sustainability policies
and matters for compliance by our business partners. The guidelines are prepared in four languages (Japanese, English,
Chinese, and Thai) and are shared with business partners globally as our directions for procurement. We are approaching
all business partners to verify their agreements to promote procurement activities in line with the guidelines.

1. Easy Access and Equal Opportunity
To guarantee our customers the highest-quality products, we are constantly searching for new suppliers. We encouragebusiness partners from all over the world, regardless of size, to contact us about submitting a quotation. The decision
to embark on a new business relationship is made after careful consideration of three major factors: product price,product quality, and delivery performance. To ensure continued high quality and efficiency, we periodically review ourrelationships with our partners.

1. Compliance with domestic and foreign laws/regulations and social standards
1) Ensuring compliance with laws and regulation
2) Respecting human rights and prohibiting discrimination, child labor, and forced labor
3) Creating proper work environments and giving consideration to safety and health

2. Mutual Prosperity
We believe in long-term relationships built upon understanding and trust. This will allow the participation of ourbusiness partners during the product development stage, paving the way for mutual prosperity.

2. Assurance of quality and safety of products and services
3. Environmental considerations
1) Procuring materials with less negative impact on the environment2) Ensuring strict management of harmful chemical substances based on an environmental management system

3. Ecological Soundness
We are interested in the materials and manufacturing processes used by our suppliers. Because we value theenvironment, we buy only ecologically sound products. Our mission is to satisfy the needs of people around the globe.
To meet their growing expectations, we must widen and strengthen our affiliations with companies all over the world.
We are seeking cooperation, not just business, and are looking for potential partners who are willing to join us in our
drive toward global prosperity.

4. Promotion of fair trade based on corporate ethics
1) Practicing honest trade on fair and equal footing, based on laws/regulations and agreements
2) Ensuring strict management and safeguarding of information by establishing an information security system
3) Thorough elimination of fraudulence, bribery, and other such conduct that violates corporate ethics

122

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Framework for Promotion of Procurement Supply Chain Management

SocialGovernance

About
Mitsubishi Electric Group

Mid- to Long-Term Priority Activity Objectives
Continuing activities to identify and address risks involving major humanrights violations (forced labor, hazardous or dangerous labor, and childlabor) in the supply chain

Under globally sustainable procurement, target costing and cost co-creation by enhancementof partnership (G-STEP) strategy toward strengthening the purchasing structure, theMitsubishi Electric Group aimed to achieve the lowest cost ratio ever starting in fiscal 2021.
In this effort, we developed and promoted the measures with the following aim: "We willcontribute to the realization of sustainability through all corporate activities. By doing so, wewill make further efforts to enhance economic and social value so as to raise our corporate
value," which is the Group’s business goal, through sustainable and stable procurement. In
cooperation with the Materials Planning Office in regional corporate offices in China, Asia,
Europe and the Americas, we implement purchasing strategies through conferences ofprocurement officers and other such meetings to promote optimal procurement activities
suited to each region.
In addition to this initiative, we will also promote activities to mitigate any perceived risks
regarding a range of issues related to labor practices and environmental problems in the
procurement supply chain andtherebystrengthenourchainbusiness
continuity plan (BCP).
Frameworkfor promotionof supply
management

The Mitsubishi Electric Group verifies the progress of suppliers’initiatives to respond to
the requirements outlined in the Green Accreditation Guideline and CSR Procurement
Guidelines by requesting principal suppliers who fall within the top 80% in terms of purchaseamounts to complete a survey form once every three years. We identify high risk business
partners through the survey and by confirming survey questionnaire answers by individually
determining the presence of especially major human rights violations risks, such as forcedlabor, dangerous or hazardous labor, and child labor. In the case that a risk is identified, we
will continue to request corrections through communication with the applicable business
partners. Note that we have not identified any business partners who are cause for concern
about such major human rights violations risks based on the survey in fiscal 2023. In theguidelines, we will also include reduction of the number of excessive working hours and theright to a minimum wage, and we will continue to confirm this by means of the survey form.
In addition, we have conducted a survey of 390 main subcontract factories in the
Mitsubishi Electric Group’s production activity on foreign technical intern trainees in 2019.
Although there were no suppliers who are at risk of infringing on the Technical Intern Training
Act, we will continue promoting activities for preventing the violation of human rights offoreign technical intern trainees.
Survey on Foreign Technical Intern Trainees

Purchasing divisions ofdomestic manufacturing
sites and research facilities
Cooperation
Mitsubishi Electric
Head Office
Corporate
Purchasing Division

Environment

Purchasing divisions ofoverseas affiliated companies(China, Asia, Europe, US)
Overseas Materials
Planning OfficeTransitioning to RBA-compliant initiatives

We joined the RBA in February 2022. In fiscal 2023, we organized our thinking on how toalign the current CSR Procurement Guidelines and the Green Accreditation Guideline with
the RBA Code of Conduct. Going forward, we will prepare specific guidelines and explainthem to suppliers.

Purchasing divisions ofdomestic affiliated companies

Framework for promotion of procurement supply chain management

Establishing a grievance mechanism for the entire supply chain

We joined the Japan Center for Engagement and Remedy on Business and Human Rights(JaCER) to strengthen our "grievance mechanism" for receiving and resolving grievances in the
supply chain, and we have added a grievance point of contact.
Human Rights Management
Procurement Activities

Initiatives to decarbonize procurement supply chain activities

The Environmental Sustainability Vision 2050 aims to achieve decarbonization in theentire value chain. We will grasp the level of reduction in CO2 emissions generated during
production by suppliers and call for further reductions. In fiscal 2023, we conducted asurvey on the status of carbon neutral initiatives and greenhouse gas emissions of our major
suppliers. Based on the survey results, we will improve the accuracy of "greenhouse gas
emissions in the value chain."
Environmental Sustainability Vision 2050
123

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

	Strengthening Sustainability Initiatives along the Procurement Supply
Chain

SocialEnvironment

About
Mitsubishi Electric Group

GovernanceInitiatives to address environmental issues

Since 2006, the Mitsubishi Electric Group has been evaluating the progress of suppliers’
initiatives to address environmental issues under the Green Accreditation System. Based on
the Green Accreditation Guideline and using an original survey form, the System involves
a survey of each supplier’s progress in acquiring environmental management system
certification, the supplier’s status of compliance with laws and regulations related to theenvironment, and its management of chemical substances contained in components andmaterials they deliver to our company. Under the System, suppliers who meet our standards
are certified. We ultimately minimize environmental risks by properly evaluating the progressof our suppliers’environmental initiatives under this System, and by providing advice on any
corrections that should be made by suppliers who do not meet the certification standards.
Procurement Activities

Priority activities

1. Establishing a framework for strengthening stable procurement
2. Further strengthening the cost planning activity
3. Expanding centralized purchasing
4. Strengthening procurement quality control
5. Strengthening a procurement platform for supporting relevant activities and measures
6. Strengthening global optimal procurement

Toward responsible minerals procurement

Initiatives to address social issues

The Mitsubishi Electric Group aims for transparency in its procurement supply chain to avoid
any affiliation with armed groups that trade in conflict minerals*1 as their source of funding.
We also recognize the possibilities of human rights violations occurring in the severe labor
conditions in cobalt mining sites as a major problem. The Group adheres to the OECD
Due Diligence Guidance for Responsible Supply Chains of Minerals from Conflict-Affected
and High-Risk Areas*2 , and removes certain minerals from the procurement supply chain
in situations where their procurement encourages or contributes to serious human rights
violations or environmental destruction.

From 2009, the status of sustainability initiatives has been included in the survey items, anda survey is also made of issues such as human rights, labor practices, safety and health,legal compliance, and product safety. Furthermore, the CSR Procurement Guidelines were
established in 2018 based on the RBA Code of Conduct (Version 7.0) that was formulated
and announced by the Responsible Business Alliance. To verify our suppliers’commitment topromoting the content of the guidelines, a consent form is attached to the last page of theguidelines.
Procurement Activities*1 Conflict minerals refers to gold, tin, tantalum, tungsten, and other minerals that have been determined by the U.S.
State Department to be a source of support for armed groups when mined in the countries referred to above.
*2 OECD Due Diligence Guidance for Responsible Supply Chains of Minerals from Conflict-Affected and High-Risk
Area

Strengthening of global optimal procurement

Report of survey results of restrictions on conflict minerals

Other

The Mitsubishi Electric Group aims to realize global optimal procurement.

27%

Local procurement
rate
73%

Other
23%

Local procurement
rate
77%

Local procurement
rate

Other
30%

70%

Other
45%

Local procurement
rate
55%

Mitsubishi Electric takes part in the Responsible Minerals Trade Working Group of theJapan Electronics and Information Technology Industries Association (JEITA), and addresses
restrictions on conflict minerals in cooperation with other industry organizations. Surveys
are conducted using the survey form (CMRT*1 and EMRT*2) that is commonly used in theautomobile, electric, and electronic industries. In fiscal 2023, surveys were carried out on 658
suppliers, and responses in survey form were obtained from 575. As a result of the survey,
350 smelters were identified. Of the identified smelters, 165 were RMAP*3 compliant. We willcontinue to promote RMAP compliance among smelters through industry activities.

Local procurement rate in the major regions (Mitsubishi Electric Group)*1 Conflict Minerals (tin, tantalum, tungsten, and gold) Reporting Template issued by the Responsible Minerals
Initiative* Local procurement rate: Materials, parts, etc. (regardless of country of origin) that are procured by overseas
production sites at their own discretion

Foreign China
origin73%
12%*2 Cobalt/Mica Reporting Template by the Responsible Minerals Initiative

Local
production
ratio

61%

Asia

Foreign 77%
origin33%

Local
production
ratio

44%

Local
production
ratio
Europe 33%

Local
production
ratio
USA 36%70%55%

Foreignorigin 37%

Foreignorigin 19%* Local production ratio: Among all locally procured items, the procurement ratio of items produced in the countryof the overseas site

*3 Responsible Minerals Assurance Process: A program in which a third party certifies that the minerals processedby a smelter come from sources that are not complicit in conflicts or human rights abuses* Foreign origin: Among all locally procured items, the procurement ratio of items produced in countries otherthan the country of the overseas site

Number of smelting companies identified in a survey of conflict minerals
Count and list of smelters identified in fiscal 2023

124

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Requests to suppliers

SocialEnvironment

About
Mitsubishi Electric Group

GovernanceEvaluation status of suppliers' initiatives to address sustainability issues

Basic policy on supplier surveys
The Mitsubishi Electric Group verifies the progress of suppliers’initiatives to respond to therequirements outlined in the Green Accreditation Guideline and CSR Procurement Guidelines
by requesting principal suppliers who fall within the top 80% in terms of purchase amounts
to complete a survey form (prior to commencing transactions in the case of new transactions
and at certain intervals in the case of ongoing transactions (every three years, as a rule)). In
response to our suppliers’replies to these surveys, we provide feedback about the results ofthe evaluation. We also communicate with suppliers who have scored low in any one of thesurvey items, to request the necessary corrections. This is done through individual meetingsand other such means. The survey form has been revised in 2018 following the formulationof the CSR Procurement Guidelines.
【5-4】サプライチェーンマネジメント

We ask our suppliers to understand the Mitsubishi Electric Group’s Purchasing Policy andCSR Procurement Policy*, and to inform their supply chains of these policies. We also ask all
suppliers to be thoroughly aware of the items that the Group has identified as priority issues
to be addressed through the entire procurement supply chain. Additionally, new suppliers
are asked to submit their agreement to comply with the CSR Procurement Policy and acompleted survey form upon reading and understanding the guidelines.
* The Mitsubishi Electric Group’s Green Accreditation Guideline and CSR Procurement Guidelines are provided
below. These documents have been revised appropriately in response to changes in laws, regulations and social
norms.

Procurement Activities

Important requests to suppliers

Activity results
From 2006,
the evaluation covered
domestic
suppliers only. However, the range was expanded
2022年度グリーン認定
・CSR調達お取引先調査結果
in fiscal 2018 to include overseas suppliers also. The fiscal 2018 survey placed priority on
the China and Thailand region, but from fiscal 2019, we extended survey implementation toEurope and the U.S.

1. Compliance with laws, regulations and social norms
Please comply with laws and regulations in countries and regions where you engage in business, as well as withinternational agreements, transaction ethics, and social norms. (Elimination of corrupt practices such as bribery,embezzlement, and illegal political contributions; compliance with relevant laws and regulations, including the
Antimonopoly Act, Subcontractor Act, and Foreign Exchange Act; prohibition of the illegal acquisition and utilization of
intellectual property; proper information disclosure; execution of faithful transactions based on contracts, etc.)

A (excellent)

2. Respect for human rights
Please respect basic human rights in countries and regions where you engage in business. (Prohibition of inhumane
treatment like forced labor, child labor, abusive treatment, human trafficking, and harassment; prohibition of all formsof discrimination; proper payment of wages; proper management of working hours; respect for the right to organize,etc.)
3. Consideration for health and safety
Please give due consideration to health and safety in all countries and regions where you engage in business. (Safetymeasures for machines and devices; evaluation and measures against the occurrence of accident and health hazard
risks; preventive measures against large-scale disasters and accidents, etc.)
4. Environmental considerations
Please take measures to provide products and services that place minimum burden on the environment. (Acquisition,
maintenance and management of environmental management system certification; compliance with environmental
laws and regulations; proper management of chemical substances in products, etc.)

Human rights &labor practices

94.3%

Safety & health

90.2%

Fair trade &ethics90.2%

Quality & safety

97.9%

Information

97.6%

Management
system69.3%

B (good)

C (fair)

5.7%
7.4% 0.3%

2.0%
9.8%

0.9%

1.3%

0.3% 0.3%

1.7%

24.3%

5.4%
1.0%

0

20

40

60

Ratio of suppliers

5. Product and service quality and safety
Please take measures to ensure the quality and safety of products and services you provide. (Design, evaluation andtesting for ensuring safety; compliance with laws and regulations related to safety; construction, maintenance andmanagement of quality management systems, etc.)

D (improvement required)

80

100

（％）

Fiscal 2023 results of green accreditation and CSR procurement surveys among suppliers (Mitsubishi Electric)

6. Security measures for information systems
Please take appropriate measures to protect against computer network threats. (Construction of prevention measuresagainst computer viruses and cyberattacks; prevention of information leakage through proper management ofconfidential information and personal information, etc.)

125Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Number of suppliers given guidance in fiscal 2023 and thecontent of the guidance (Mitsubishi Electric)

Environment

No. of companies
given guidance
No. of completions
Content of
guidance

SocialGovernance

About
Mitsubishi Electric Group

Communication with Suppliers

At each office, the Mitsubishi Electric Group holds seminars that disseminate a fullunderstanding of the Group's Purchasing Policy and CSR Procurement Policy among suppliers.
In order to gain the approval of suppliers to the Mitsubishi Group’s policies as demonstrated
through these activities, we hold regular exchanges of views with our suppliers based on their
responses to our Supplier Surveys. Suppliers are asked to further strengthen sustainability
initiatives at their companies as well. Even after the spread of COVID-19, we continue tohold various seminars both on site and online. We will continue to conduct support activities
for Business Continuity Planning (BCP)*, as well as holding a variety of seminars, including
those about changes in chemical substance restrictions such as the EU RoHS Directive, andprograms about compliance (including export control, information security and management,
the Subcontract Act, etc.).

27
0
Clarification of the person in charge of environment
management (participation in environment management
conducted by management at business partners)

Human No. of companies
73
rights, labor given guidance
2practices, No. of completions
safety and Content of
Encouraging secondary suppliers to take up sustainability
healthguidancepractices

Environment

Providing safety guidance during an onsite
inspection of a supplier's company (overseas)

Responses to the Green Accreditation/CSR Procurement survey form,
Rate of green accreditation certification among suppliers* BCP (business continuity planning): Being prepared for any disaster or other emergency situation by planninghow to minimize damage to the company and how to continue or restore business activities.

Survey on Foreign Technical Intern Trainees

In fiscal 2020, Mitsubishi Electric conducted a survey of 390 main subcontract factories in
the Mitsubishi Electric Group’s production activity on foreign technical intern trainees andobtained responses from all the companies surveyed. Among the companies surveyed,
136 companies hire technical intern trainees, and we confirmed with the suppliers as towhether they are "excellent implementing organizations*" and the presence or absence ofrisks associated with implementing training (50 suppliers have been accredited as "excellent
implementing organizations"). As a result of the survey, it was found that 24 out of 86
companies who have not been accredited as "excellent implementing organizations" arerequired to make improvements. However, there were no suppliers who do not observe theTechnical Intern Training Act, the Labor Standards Law, etc.
We will provide guidance on items to be improved as well as continue promoting activities
on an ongoing basis for preventing the violation of human rights of foreign technical interntrainees.

Initiatives for Strengthened Partnership with Suppliers

Mitsubishi Electric also participated in the Declaration of Partnership Building introduced in
response to the discussion in the Council on Promoting Partnership Building for Cultivating
the Future hosted by the Cabinet Office and the Ministry of Economy, Trade and Industry,
and Mitsubishi Electric announced its declaration on July 1, 2020. We have been conducting
a supplier satisfaction questionnaire survey since fiscal 2021 aimed at improving businesspractices with suppliers and further strengthening the partnership based on the policy ofbuilding mutually-beneficial relationships as stated in the Declaration of Partnership Building.
In fiscal 2023, we conducted a survey following from the previous fiscal year with a totalof 16 questions covering Mitsubishi Electric’s business attitude, ethics, compliance, andother topics in an attributed survey form for each supplier using a website. We aggregate
the results of answers to the questionnaire received from suppliers and analyze each survey
item comparing with the results from the previous fiscal year, and we use the results to
extract areas to be improved, to analyze causes, and to correct Mitsubishi Electric’s business
attitude.
We will continue to conduct this activity in the future to utilize it to find potential issues
in transactions with suppliers and to further promote improvement by taking the results
seriously.
Declaration of Partnership Building by Mitsubishi Electric Corporation (in Japanese text)* An accreditation system administered by the Organization for Technical Intern Training (OTIT). A total score
for a track record of acquiring the skills, the acceptance system, employment conditions of technical interntrainees, presence or absence of violations of laws and regulations, and consultation and support system fortechnical intern trainees of at least 60% of the full marks conforms to the criteria for the excellent implementing
organizations. When a company is accredited as an excellent implementing organization, the intern training
period is extended and the quota for the number of trainees accepted is increased.

Items to be improved and the number of companies
Matters to be improved

No. of companies(may be duplicated)

A procedure or mechanism for "accepting requests" and "considering taking measures" for cases
where special facilities must be provided for religious reasons (worship, meals, etc.) is absent
Important indications for safety and health, such as dangerous goods labels and the display of
evacuation routes, are not displayed in languages understood by technical intern trainees
Matters supervised by the supervising organization are not recorded or saved

17

A mechanism for internal or external whistleblowing has not been built

2

9

5

126

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Value Engineering (VE) Activities with Suppliers

Environment

SocialThe Mitsubishi Electric Group offers various learning programs on laws and regulations
related to the operations of employees in charge of procurement activities. In Japan for
example, we hold lectures on laws and regulations that particularly pertain to procurement
activities, such as the Anti-Monopoly Act, the Act against Delay in Payment of Subcontract
Proceeds, etc. to Subcontractors, and the Construction Contractors Law, and we provide
guidance and training to ensure thorough compliance. Guidance and education are also
provided overseas. Based on the Code of Conduct and check sheets, learning programs
strictly teach employees not to become involved in bribery, embezzlement, or any otherform of action that goes against the principle of fair trade. Compliance education related to
procurement is also held for local employees in charge of procurement operations overseas.
To further strengthen CSR initiatives (particularly along our procurement supply chain), weare making greater efforts to share information on activities implemented by each office aswell as instructional information, such as by holding Review Meetings for CSR Promotion in
the Supply Chain and providing CSR education to employees in procurement departments.

Compliance education related to procurement in theThailand region

VE workshop in the Asia region (Thailand)

Presenting an award to a supplier in the Southeast Asia
region (Malaysia)

Meeting with a supplier in the China region

About
Mitsubishi Electric Group

Providing Learning Programs on Procurement Laws and Regulations

The Mitsubishi Electric Group engages in joint-development from the initial stages to thedevelopment of parts and materials, and works in partnership with suppliers to engage in
Value Engineering (VE) activities with the aim of adopting advanced products, recycling
resources, and reducing the consumption of materials. Through these activities, we reducethe input of materials and minimize environmental burden by making products morecompact and lightweight, and build a win-win relationship that leads to increased sales andenhanced technology capabilities for both Mitsubishi Electric and our partners. We also
give awards to suppliers whose achievements
are especially significant. Mitsubishi Electric
proactively conducts this activity to suppliers
not only in Japan but also overseas, including in
the UK, US, China, Thailand, Indonesia, Mexico,
India, and Colombia. We also promote internaland external human resource development,such as by conferring an instructor's certificate
on those who have taken a written test andparticipated in the VE program in VE lectures,Award given by Mitsubishi Electric executives
and demonstrate a certain level of knowledge.
(Inazawa Building Systems Works)

VE lecture in the Southeast Asia region (Indonesia)

Governance

127

Review meeting for CSR promotion in the supply chain

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Philanthropic Activities

SocialEnvironment	Philanthropy Promotion Framework
As part of the Group's Sustainability initiatives, each Mitsubishi Electric Group company andbusiness site is pursuing community activities to meet local needs. This effort is based on
the philosophy on philanthropic activities. The Group also maintains the Mitsubishi Electric
SOCIO-ROOTS Fund, an independent charity through which the company matches employee
donations in Japan, and independent Mitsubishi Electric charitable foundations in Thailand
and the United States.

Our Philosophy on Philanthropic Activities
As a corporate citizen committed to meeting societal needs and expectations, the Mitsubishi
Electric Group will make full use of the resources it has at hand to contribute to creating anaffluent society in partnership with its employees.

Japan	"Three forms of coexistence" that the Mitsubishi Electric Group
Aims for

Manufacturing
Works

Coexistencewith the Global
Environment

地球

SocialCoexistencewith Local
Communities

Collaborate with NPOs and other organizations in
the field of social welfare, education and other basic
infrastructure for daily life to promote activities that
focus on realizing sustainable and vibrant local
communities where all people, including people
with disabilities, can live their life in their own way.

PeopleCoexistencewith All People

Create opportunities and environments where all
people, from adults to children, with or without
disabilities, can respect and recognize each otherand improve their physical and mental health.

Philanthropic Foundations
AmericaAﬃliates

ThailandAﬃliates

Main Activities in FY2023

Employees and the company shall work together to promotethe "three forms of coexistence" and realize an inclusive society

GlobalEnvironment

Overseas

SOCIO-ROOTS
Fund

Sustainability
Committee

To realize an inclusive society, the Mitsubishi Electric Group has been promoting activities
at the level of people with a focus on each and every individual, the level of society as anaggregate of local communities, and the level of the Earth, which is the foundation for all
individuals and communities. The Mitsubishi Electric Group will continue to strive to achieve“coexistence”at each of these levels.

Promote activities that remind us how much weappreciate nature, which nurtures a diversity of lifeand provides us with many blessings, andencourage environmentally conscious behavior,through activities to protect and nurture nature.

About
Mitsubishi Electric Group

Governance◦ Donations from the Mitsubishi Electric SOCIO-ROOTS Fund to support social welfare
facilities and children at disaster areas◦ Satoyama Woodland Preservation Project, Mitsubishi Electric Outdoor Classroom,and Mitsubishi Electric Science Workshop

Satoyama Woodland
Preservation Project◦ Support for developing the next generation of human resources through donations
to organizations related to culture, the arts, and sports

Mitsubishi Electric
Outdoor Classroom◦ Employment assistance for young people with disabilities from the Mitsubishi
Electric America Foundation◦ Support for educational institutions from the Mitsubishi Electric Thai Foundation

Mitsubishi Electric
SOCIO-ROOTS Fund

◦ Holding Soccer clinics in Asia

Mitsubishi Electric
Science Workshops

FY2023 Activity Results

Para-sports support

Philanthropic activity expenditures(Mitsubishi Electric and major domestic and overseas affiliates)

Sports promotion
Culture & arts support

Approx.

1.77

billion yen* Expenditures include philanthropic-related expenses such as internal programs and product donations

128

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

FY2023 Activity Results	Coexistence with the Global Environment
Activities promoted by employees together withthe local community for harmonious coexistencewith nature "Woodland Preservation Project""Mitsubishi Electric Outdoor Classroom"

Satoyama Woodland
Preservation activities:

38

Outdoor Classroom in the forest(Hiroshima Prefecture)

Living creature observation at the site
(Kagawa Prefecture)

Forest preservation activities(Fukuoka Prefecture)

About
Mitsubishi Electric GroupFY2023 Activity Results

Total donations using

the matching gift program:
The Mitsubishi Electric SOCIO-ROOTS Fund was established in 1992
as a gift program in which the Company matches the amount of any
Approx. 47.2 million yen
donation made by its employees, thus doubling the goodwill of thegift. Many employees participate in the Fund each year. As of March 2023, the Fund has
provided more than 1.49 billion yen to some 2,300 various social welfare facilities andprograms. Branches have been set up at each of our business sites across Japan so that
employees can provide monetary gifts that benefit social welfare facilities in their community.
Community chest of in each prefecture have cooperated since the Fund's inception toprovide referrals to donation recipients and information about community needs. The Fund
will continue to steadily support grass roots activities, as its name indicates, so that it canhelp to create smiles with big support that consists of consideration shown to people inneed by each employee.

The Mitsubishi Electric Group conducts two types of environmental conservation activities forachieving coexistence with nature, led by employees at each business site.
The Satoyama Woodland Preservation Project, which started in 2007, seeks to restore"familiar nature," such as forests, the ocean, rivers, and fields located in the vicinity of ourbusiness sites. With the Mitsubishi Electric Outdoor Classroom project, which started in
2006, employees act as nature leaders to encourage their awareness of nature ecosystems
through experiencing nature with the local people under the guidance of Nihon Yagaiseikatsu
Suishin Kyokai (the Japan Wildlife Activity Association).
The aim of this project is to repay nature for its various bounties and for cultivating diverse
life, and to contribute to the communities where our business sites are located.
Since FY2021, when we were significantly affected by the COVID-19 pandemic, we havebeen using guidelines formulated through consultation with industrial physicians regarding
the avoidance of the three Cs and health management. As an alternative measure forgroup activities, we are striving to continue our promotion through the event "Biodiversity
Observation by One Million People," which has started and lets individual families enjoy
nature and using the BIOME living things collection app (Biome Inc.) for smartphones.
In FY2024, we expect to be able to resume in-person and going forward, employees
will continue to put in physical effort to live in coexistence with nature, which also helps tobroaden communication with the local community in collaboration with local governments,
the Japan Environment Association (the Junior Eco-Club) and other environmental activity
organizations, local experts, kindergartens, and nursery schools.

Nature School class in a rice field(Hyogo Prefecture)

Governance

Mitsubishi Electric SOCIO-ROOTS Fundbusiness sites

Restoration of idle farmland(Kanagawa Prefecture)

Social	Coexistence with Local Communities

Mitsubishi Electric
Outdoor Class:Preservation of natural conservation
areas (Chiba Prefecture)

Environment

Donation and fundraising activities at our business locations

Each Mitsubishi Electric business site makes inventive efforts to facilitate donation by its
employees, carrying out fund-raising activities suitable to the site. Some examples of these
activities include charity bazaars, charity auctions, and donations through vending machines.
In addition to the conventional donation boxes, a new online donation system has also been
introduced in FY2022, as a means that agree with the recent increase in remote working.

Fundraising activities at each business location

129

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Initiatives that contribute toaddressing social challenges

Sustainability
Management

Environment

SocialGovernance

About
Mitsubishi Electric Group	Living with diversity

Assistance that delivers our commitment— Conveying the good intentions of employees with a smile —Culture and Arts, Sports
Para-sports support

We provide assistance to not only facilities supporting people with disabilities, but also
nurseries, maternal and child living support facilities, foster homes, and assisted living
facilities. Through presentation ceremonies, we strive to convey the feelings of our employees
and provide support that people can put a face to. Messages of thanks from these facilities
are a big motivator for our activities and always put a smile on employees' faces.

Mitsubishi Electric promotes initiatives to realize an inclusive society in which everyone, withor without a disability, respects and accepts each other. For example, by supporting parasports, we train people to recognize and care for those who need support. As an official
partner of the Japanese Para-Sports Association and the Japan Wheelchair Basketball
Federation (JWBF), we contribute to spreading and raising awareness of para-sports.

JWBF Player Discovery Support Project"Challengers presented by Mitsubishi Electric"

In fiscal 2023, we sponsored a player discovery
support project which was held at six locations(Tokyo, Kagawa, Aomori, Okinawa, Niigata, andOsaka) and had a total of 80 participants.

Donations to areas affected by natural disasters— Support for the healthy growth of children —The Fund is making ongoing efforts to support children
affected by natural disasters including the Great East Japan
Earthquake. As of March 31, 2023, it has donated a sum of
198.5 million yen since the program began in fiscal 2012.

Science and Technology

Mitsubishi Electric Science Workshops

Osaka Challengers presented by Mitsubishi Electric

Became a Special Cosponsor of the 48th Emperor's Cup Japan Wheelchair Basketball
Tournament

The 48th Emperor's Cup Japan Wheelchair Basketball Tournament was held with spectators
for the first time in 3 years and 8 months. More than 6,000 spectators attended.
(For visitors' enjoyment, a photo booth for visitors and a photo exhibition of the U23 WorldChampionships were offered at the tournament site.)
We also gift "competition wheelchairs" so that as many people as possible can participate
in this sport.

FY2023 Activity Results

Since 2009, through the "Mitsubishi Electric Science Workshops" children
can experience basic scientific principles related to electricity, heat,
Mitsubishi Electric Sciencesound, light, wind, communications and programming. The workshops
Workshop held:
convey the joy of science through experiments and other activities, show
the relationships between the basic scientific principles taught and real
products, and help the children realize how the products are useful in society. It is also agood opportunity for employees, who serve as lecturers, to look back on their work.

28

48th Emperor's Cup Japan Wheelchair Basketball
Tournament: Presentation of additional prizes

Experiments on heat transfer

130"Odaiba Challengers" Competition WheelchairAward Ceremony

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Sustainability
Management

Governance

Mouth and Foot Painting Artists of the World
Exhibition

Nagoya Diamond Dolphins and Mitsubishi Electric Koalas
actively engage in activities to promote basketball,such as regularly sending their coaches and players tobasketball workshops held throughout Japan for primaryand junior high school students.

Professional players and employees who belong to
Mitsubishi Electric's Tennis Japan League team "Mitsubishi
Electric Falcons" sponsor tennis workshops throughout
Japan. Also, through wheelchair tennis and blind tennis,
people with/without disabilities interact learning theimportance of deepening mutual understanding, andefforts to help people recover emotionally were madethrough enjoying tennis with local residents in disasteraffected areas.

SocialAbout
Mitsubishi Electric Group

Culture and Arts

Activities by Mitsubishi Electric's Sports Teams
BasketballTennisEnvironment

Mitsubishi Electric Building Solutions Corporation
sponsors "Mouth and Foot Painting Artists of theWorld Exhibition" throughout Japan. As the title
indicates, the exhibition features paintings by artists
around the world who are deprived of the use of
their hands, and thus paint using their mouths orfeet to hold a paintbrush. The company encountered
paintings drawn by artists belonging to theand Foot Painting Artists of the World
Association of Mouth and Foot Painting Artists of the Mouth
Exhibition
World for the first time in 1991, when it purchased
paintings to put on the wall of a lodging attached to a training facility in Kodaira city, Tokyo.
Employees who saw these paintings were so impressed with the pieces that were laboriously
painted by such artists, that they hosted an informal painting exhibition in the training facility
in 1992. The response to this exhibition was so overwhelmingly positive that it came to beheld throughout Japan starting since 1994. Promotional activities for the event are being
continued by volunteers including the company employees and their families.

DEFENSE ACTION workshop to learn
about disaster prevention activities while
enjoying basketball

Wheelchair Workshops

Supporting Narimichi Kawabata, a world-famous visionimpaired violinist

American football

The American football team utilizes its players' power tocarry out volunteering in reconstruction assistance for theGreat East Japan Earthquake and cleaning activities in apark near practice areas to express their gratitude toward
society.

After graduating from Toho Gakuen School of Music, Mr.
Narimichi Kawabata studied abroad at Royal Academy ofMusic where he was conferred Special Artist Status. Mitsubishi
Electric has been supporting Mr. Kawabata since he started
activities in the UK. In addition to supporting Mr. Kawabata,Mitsubishi Electric supports orchestra and opera houses tohelp develop the next-generation of artists.
Cleaning of fallen leaves and sludge
collected in a pond in the park

Badminton

Our badminton team in S/J LeagueⅡ, called Diamond
Wings, engages in activities to promote badmintonand contribute to the local community mainly in Hyogo
prefecture, where the team is based. It helps train
athletes and shares the excitement of badminton byholding training sessions and allowing high school
students to participate in practices.
Badminton workshop

131Contents /About the ReportManagement Message

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Initiatives that contribute toaddressing social challenges

Sustainability
Management

Introduction of foundations operating internationally
Mitsubishi Electric America Foundation

Environment

SocialGovernance

About
Mitsubishi Electric Group

Example National Grant Activities

The Mitsubishi Electric America Foundation (MEAF) has been working toward a more
inclusive society in the United States since 1991. Given the high unemployment rate* ofpeople with disabilities, combined with the need for capable talent, MEAF has invested$16.5M, to date, in national grant projects designed to empower youth with disabilities tolead productive lives. MEAF also matches Mitsubishi Electric U.S. group company employee
donations to support local community needs with $8.9M contributed and matched, for a
total of $25.4M in contributions in the U.S. to date.

Through its eleven-year“M>PWR possible”
initiative, MEAF has helped“empower”
more than 53,000 youth and veterans withdisabilities to secure jobs in diverse industries,
like hospitality, healthcare, distribution,
manufacturing, IT, animation, and electronics
recycling.
MEAF has been recognized for its efforts
to prepare the next generation of youth withdisabilities for employment with receipt of theAmerican Association of People with Disabilities
The MEAF-supported Nuts, Bolts and Thingamajigs“ C a t a l y s t A w a r d ” i n 2 0 1 8 , t h e B l u e S t a r Inclusive Manufacturing Camps introduce students
disabilities to careers in manufacturing. The
Recyclers“Star Partner Award”in 2019, and with
program was featured on local TV news stations.
®
the Nuts, Bolts and Thingamajigs charitablefoundation of the Fabricators & Manufacturers Association, International®“Industry Innovation
Award”in 2020.

* Disability Employment Statistics | U.S. Department of Labor (dol.gov): The unemployment rate for working aged
persons with a disability was 9.0 percent in Mar. 2023, compared to 3.5% for those without a disability.

Collaboration with U.S. Employees

MEAF is the lead supporter of the documentary
film My Disability Roadmap, which was featuredin The New York Times Op-Docs and won Best
Documentary Shot at the LA Shorts Festival.

Mitsubishi Electric U.S. group company employees volunteer more than 12,000 hours
annually to support their communities. From supporting special needs schools, to food banks,
to environmental conservation efforts, Mitsubishi Electric employees are“On the M.O.V.E.”tomake a difference in society.

The American Association of People with Disabilities(AAPD) celebrated the 20th anniversary of the
MEAF-supported AAPD Internship Program in
Washington, DC

Mitsubishi Electric employees participate in the ALS Ice Bucket Challenge to raise money for the ALS Association

132

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Initiatives that contribute toaddressing social challenges

Sustainability
Management

Mitsubishi Electric Thai Foundation

SocialGovernance

About
Mitsubishi Electric Group

Prateep Dek Thai Project

Established in 1991, the Mitsubishi Electric Thai Foundation (METF) has been contributing
to the development of education in Thailand for over 30 years by providing scholarships tocollege students and helping educational institutions to operate independently. Since westarted our environmental preservation initiatives in collaboration with the Thai government
and private organizations, as well as Mitsubishi Electric Group companies in Thailand in
2014, we have actively engaged in volunteer activities related to environmental conservation.
In addition, we established the Thai Philanthropic Committee in order to strengthen
sustainability initiatives in Mitsubishi Group companies in Thailand. The Committee's latest
initiatives include COVID-19 and drought countermeasures to meet Thailand's current needs.

METF matches contributions from employees at
Mitsubishi Electric Group's locations in Thailand andfunds projects to construct nursery schools in rural
areas that are in need of such facilities to help children
grow healthily and to provide support for households
that are struggling financially.
Ceremony for the Prateep Dek Thai Project

Partnership School Project

As we consider schools to be the hubs of lifelong learning in communities, we engage
students and communities in collaboration with the Mechai Viravaidya Foundation and Thai's
educational ministry. Program participants can make preparations to become entrepreneursby learning about crop production, marketing, accounting, and other topics.

Example of activities(1) Support for educating the next generation
Scholarship program
Scholarships have been awarded to students atfour engineering universities. They are intended
for students who have excellent grades but
have difficulties in studying due to economic
circumstances, and play an important role inthe development of science and technology inThailand.

Environment

Ceremony at Thammasat University

Science school
We provide a science class program for elementary school students with a different venue
each time across Mitsubishi Electric Group companies. Our enjoyable science school
activities include scientific experiments and introductions to technologies used in products
from the Mitsubishi Electric Group to help educate children and contribute to the community.

Growing vegetables in agricultural fieldtraining

Meditation class at an educational institution
we support(2) Environmental preservation activities
Community Water Management Project

We provide support for initiatives to construct reservoirs for villages suffering from droughts
and floods. We promote these initiatives in collaboration with the Utokapat Foundation.
In January 2023, the Mitsubishi Electric Thai Foundation received an award from Her RoyalHighness Princess Sirindhorn for its contributions.

Science school (Kang Yong Electric Public Co. Ltd)

Observing of a reservoir

133

Award ceremony (January 2023)

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Sustainability
Management

SocialEnvironment

About
Mitsubishi Electric Group

TopicsClimate change initiatives

In collaboration with Thai government organizations, the Mitsubishi Electric Thai Foundation
works to prevent global warming and foster independent communities through environmental
conservation activities by reducing greenhouse gas emissions, promoting carbon sinks(initiatives to absorb greenhouse gases, including carbon dioxide), and more.

Planting to prevent soil runoff

Governance

Soccer clinics in Asia

On the title sponsorship of the AFF Mitsubishi Electric Cup 2022, we held soccer
clinics in Thailand, Singapore, Malaysia, Indonesia, and Vietnam in cooperation
with the ASEAN Football Federation (AFF). Former national team players fromeach country were invited as coaches, and Mitsubishi Electric Group employees
participated as assistant coaches and played minigames with the children. We
hope that this activity will give children, who will be leading the next generation, theopportunity not only to acquire soccer skills but also to dream big.

Building a reservoir

Collaborative planting initiatives across the GroupAs a nature preservation initiative, the Mitsubishi
Electric Thai Foundation holds an annual planting
activity through volunteer work by employees incollaboration with eleven Mitsubishi Electric Group
companies in Thailand. In June 2022, over 200 Group
employees gathered to plant trees and construct adam.

Soccer clinic in Singapore

Soccer clinic in Thailand

Group-wide volunteer activity

Soccer clinic in Malaysia

134

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Sustainability
Management

Environment

SocialGovernance

About
Mitsubishi Electric Group

Example of Overseas Activities by the Mitsubishi Electric GroupAs a company globally expanding of our business, Mitsubishi Electric Group carries out
activities worldwide to contribute to the realization of a vibrant and sustainable society.

Volunteering at renovations for a children's
hospital (Poland)

Environmental protection promotion activities (China)

Opening a school STEM Lab (Vietnam)

Hosting a business plan contest towardattaining a circular society (Germany)

Tree planting activity (India)

Environmental protection activities (Philippines)

Pangolin (endangered species) conservation
activities (Taiwan)

Supporting local food banks (England)

135

Tree planting activities (Columbia)

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Management

SocialEnvironment

About
Mitsubishi Electric Group

GovernanceSocial Data
Human Capital
Employment situation

Category
Full-time employee

Temporary staff

Average numberof years worked

FY2020

FY2021

FY2022

FY2023

FY2020

FY2021

FY2022

FY2023

Total

35,203 persons

35,649 persons

36,162 persons

36,700 persons

35,136 persons

Energy & Electric Systems

46,732

46,852

47,697

47,113—Male

31,619persons

31,997persons

32,346 persons

32,701 persons

31,141 persons

Industrial Automation Systems

33,48033,54432,97532,692—

Female3,584 persons

3,652 persons

3,816 persons

3,999 persons

3,995 persons

Information & Communication Systems

15,18515,042

13,90013,818—

Total

7,202 persons

7,105 persons

6,838 persons

6,682 persons

6,505 persons

Electronic Devices

5,415

5,431

5,323

5,393

Male

—

—

4,179 persons

4,092 persons

4,130 persons—

Female——2,659 persons

2,590 persons

2,375 persons

Home Appliances

26,78927,462

27,54528,710—Other

12,716

12,643

12,603

12,329

—

5,500

5,544

5,610

5,641

—

145,817

146,518

145,653

145,696—40.4 years of age 40.5 years of age 40.7 years of age 41.1 years of age 41.3 years of age

Male

—

—

40.6 years of age 41.0 years of age 41.3 years of age

CommonFemale——41.2 years of age 41.3 years of age 41.3 years of age

Total

Total

16.3 years

16.4 years

16.6 years

16.9 years

16.9 years

Male

—

—

16.5 years

16.8 years

16.9 years【Mitsubishi Electric Group】(Unit: No. of people)——

17.2 years

17.1 years

16.9 years

FY2019FY2020

FY2021

FY2022

FY2023

Total

2.2%

2.7%

2.3%

2.7%

2.8%

Infrastructure BA

―

—

—

—

21,840

―

—

Male

2.2%

2.7%

2.8%

―

―

Industry & Mobility BA

2.4%

3.1%

3.5%

—

—

—

—

31,897

FemaleTotal

8,169,232 yen

8,069,144 yen

7,963,544 yen

8,067,252 yen

8,273,671 yen

Life BA

—

—

—

—

61,833

Genderdifference*1

70.4%

70.8%

71.6%

71.4%

71.3%

Business Platform BA

—

—

—

—

11,557

Other

—

—

—

16,575

Genderdifference*1—

All workers

54.9%

58.5%

60.7%

61.0%

61.5%

Common

—

—

—

—

5,953

Full-time
employee*2

Genderdifference*1

61.2%

62.3%

63.5%

63.6%

63.6%

Total

—

—

—

—

149,655

Non-regular
Gender1
employee difference*

71.0%

66.5%

63.5%

62.4%

63.2%

Managerial
position

Femaleemployees
(%)*3

1.8%

2.0%

1.9%

2.3%

2.6%

Managerequivalent
position*4

Femaleemployees
(%)

3.7%

3.9%

4.1%

4.3%

4.5%

Total

24,715 persons

25,138 persons

25,308 persons

25,391 persons

24,559 persons

Femaleemployees
(%)

6.8%

7.0%

7.3%

7.6%

8.2%

Full-time
employee

Regularposition

Business Area (BA)New graduates

Mitsubishi Electric

Diversity&
inclusion

FY2019FemaleTurnover rate

Averageannual wage

【Mitsubishi Electric Group】(Unit: No. of people)

Segment

FY2019Total
Average age

Employee breakdown per segment and Business Area

【Mitsubishi Electric】*1 Female average annual wage compared to male average annual wage, expressed as a percentage*2 Full-time employees and non-regular employees who are full-time, open-ended*3 Percentage of female employees in managerial positions out of all employees in managerial positions*4 Persons with work tasks and responsibilities that are equivalent to those of a section manager

136【Mitsubishi Electric Group (in Japan)】(Unit: No. of people)

October 2019 andApril 2020
(result)

October 2020 and
April 2021
(result)

October 2021 andApril 2022
(result)

October 2022 andApril 2023
(projection)

October 2023 andApril 2024
(plan)Engineering positions

660

560

500

600

600

Sales &
administrative positions

200

170

200

200

200

Technical positions

300

210

200

300

300

Total

1,160

940

900

1,100

1,100

Group companies in Japan

1,500

1,370

1,200

1,300

1,600

Total

2,660

2,310

2,100

2,400

2,700

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Mid-career hires

Sustainability
Management

Group companies in Japan
Total【Mitsubishi Electric Group】(Unit: No. of people)

FY2020(result)

FY2021(result)

FY2022(result)

FY2023(result)

FY2024(plan)

530

420

400

900

1,000

1,000

660

700

1,000

1,000

MGEP

5

7

2,000

GMW

29

30

WKP

91

105

1,530

1,080

1,100

1,900

Percentage of female employees in all new hires

FY2019FY2021(result)

FY2022(result)

FY2023(result)

FY2024(projection)

Overall

15.1

18.8

20.0

23.3

18.4

Sales & administrative positions

31.5

37.0

38.0

44.3

36.1

Engineering positions

9.4

13.4

14.4

15.0

11.3

Employment rate of people with disabilities

FY2020

FY2021

FY2022

FY2023

2.23

2.28

2.34

2.39

2.47

Compared to the minimum wage

High school graduate

179,000 yen

104%Technical high school graduate

202,000 yen

118%

College graduate

232,000 yen

135%

Graduate school graduate

257,000 yen

150%

FY2023Cumulative total

Canceled dueto the impact of
COVID-19

18

15

53

Canceled

30

238

Canceled

Canceled

407

Employees dispatched under the overseas OJT system【Mitsubishi Electric Group (in Japan)】(Unit: No. of people)【Mitsubishi Electric】

Monthly wage

FY2022

WKP: Workshop for Key Personnel* Actual average employment rate (consolidated across three companies) Figures are fiscal year averages.

Starting salary

FY2021

GMW: Global Management Workshop【Consolidated across three companies※】(Unit: %)FY2019FY2020

MGEP: Mitsubishi Electric Global Executive Program (In some years, one or two selected members in Japan may
participate.)【Mitsubishi Electric】(Unit: %)FY2020(result)

About
Mitsubishi Electric Group

Governance

Trend in the number of people from overseas participating in training programs held in Japan【Mitsubishi Electric Group (in Japan)】(Unit: No. of people)

Mitsubishi ElectricSocialEnvironment

FY2019FY2020

FY2022

FY2023

North America

22

23

FY2021

22

21

Central/South America

1

5

3

5

Europe

25

32

18

21

Middle East

0

0

0

3

Southeast/South Asia, Oceania

27

19

14

24

East Asia

16

21

16

10

Total

91

100

73

84

Canceled dueto the impact of
COVID-19

Evaluation indicators related to workplace culture improvement initiatives【Mitsubishi Electric】(Unit: %)Result for
FY2021Result for1H FY2022

Result for2H FY2022

Result for1H FY2023

Result for2H FY2023 FY2026 Goal

* Minimum wage is calculated based on the minimum wage for Tokyo Prefecture as of March 2023 (1,072 yen
per hour), working 20 8-hour days per month.

Employee Engagement Score(Percentage of employees who are proud
and motivated to work for the Company) *

63

61

54

54

54

70 or more

Annual amount of human resources development and training expenses per employee

Percentage of employees who responded
that they had a goodwork-life balance

66

66

65

65

66

70 or more

【Mitsubishi Electric】

FY2019FY2020

FY2021

FY2022

FY2023Training hours/year

—

—

—

—

25.7 hours

Training expenses/year

—

—

—

86,000 yen

124,000 yen* Average percentage of positive responses to the five questions in the annual employee attitude survey: "Pride inworking for the Company," "Willingness to contribute," "Desire to change jobs," "Encouraging others to join the
Company," and "Sense of achievement through work"

Monthly overtime hours per employee* Results solely for training organized by corporate divisions in FY2023; does not include training conducted bydivisions and production sites. (Note that trainee training is included in the results.)

137【Mitsubishi Electric】(Unit: hours)

FY2019FY2020

FY2021

FY2022

FY2023

29.1

27.4

24.9

26.2

25.1

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Utilization status of childcare and family care programsChildcare leave

FY2020

FY2021

FY2022

FY2023

Total

340

414

513

634

747

Men

38

66

144

240

362

Rate of taking leave fromwork(%)

Shorter working hours duringchildcare
Shorter working hours during
pregnancy
Nursing leave

Shorter working hours fornursing care

Nursing absence

302

Sustainability
Management

348

369

394

About
Mitsubishi Electric Group

GovernanceFrequency of fatal accidents

385

Fatal accidents【Mitsubishi Electric Group】

FY2019FY2020

FY2021

FY2022

FY2023

Domestic

1

0

0

0

0

Overseas

1

3

0

0

0

Men

769

861

920

923

991

Women

178

198

204

209

204

Number of accidents
causing lost worktime

Mitsubishi
Electric

3

0

3

3

10

Total

—

—

—

—

—

0.04

0.07

0.04

0.04

0.12

Men*

55.4%

59.1%

64.9%

67.8%

76.1%

Frequency rate of industrial Mitsubishi
accidents (%)
Electric

Women

99%

100%

99%

99%

100%

Total

392

406

406

413

413

Men

13

14

13

16

13

Women

379

392

393

397

400

Women

20

14

3

11

11

Total

18

16

12

15

25

Men

11

7

6

8

16

Women

7

9

6

7

9

Total

7

21

16

27

27

Men

1

1

4

1

2

Women

6

20

12

26

25

Total

35

48

26

31

40

Men

20

29

6

19

26

Women

15

19

20

12

14

Targets and results of "MHP Lively and Exciting Action" activities<Health satisfaction>GoodappetiteGood
sleep
Good bowl
movements

Target value(by FY2027)

FY2023 result

Percentage of people who have an appetite and enjoy their meals

90.0 or more

87.2

Percentage of people who sleep comfortably and soundly

80.0 or more

55.9

Percentage of people with good bowel movements that leave themfeeling comfortable

80.0 or more

64.8

<Lifestyle habits>【Mitsubishi Electric Group (in Japan)】(Unit: %)TargetHuman Rights【Mitsubishi Electric Group (in Japan)】(Unit: No. of people)

Target value(by FY2027)

FY2023 result

Food

People who can control the quantity and quality of the food they eat

50 or more

15.9

Exercise

People who engage in weekly exercise that gets them breathing more
and working a sweat

50 or more

31.3

People who walk an average of 8,000 steps or more in a day

50 or more

30.3

People who get enough sleep and are well rested

60 or more

40.2

People who brush their teeth three times a day or more

40 or more

26.6

Oral hygiene

People who regularly undergo professional tartar removal or prophylaxis dental cleaning

65 or more

50.0

Sleep

Human rights education【Mitsubishi Electric Group (in Japan)】(Unit: %)Target* Including those taking special leave for childcare purposes

FY2019FY2020

FY2021

FY2022

FY2023

—

927

833

941

912

Smoking

People who do not smoke

90 or more

79.2

—

584

478

436

534

Alcohol

People who can drink alcohol in a moderated and controlled manner

90 or more

69.8

—

—

—

713

696

Mitsubishi Electric

—

—

—

—

39,001

Group Companies in Japan

—

—

—

—

35,085

New employees
Group training
session related
to human rights
and harassment

SocialEnvironment

Occupational Safety & Health Management【Mitsubishi Electric】(Unit: No. of people)

FY2019Women
Spousal childbirth leave
Prematernal/postnatal
absence

Initiatives that contribute toaddressing social challenges

Sustainability Highlights

Mitsubishi
Electric

Newly appointed
managers
Employees incharge of new
employee training

e-learning

138

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Sustainability
Management

Employees who took safety and health education programs

SocialEnvironment

Responses to the Green Accreditation/CSR Procurement survey form
【Mitsubishi Electric Group】(Unit: No. of companies)【Mitsubishi Electric Group (in Japan)】(Unit: No. of people)

FY2019FY2020

FY2021

FY2022

FY2023Training for newly appointed safety andhealth section managers

Mitsubishi
Electric

12

14

6

7

12

Training for newly appointed safety andhealth members

Group
Companies
in Japan

38

43

43

42

45

Training for newly appointed safety andhealth promotion members

Mitsubishi
Electric

30

24

46

33

40

Training for newly appointed occupational
health physicians and public health nurses

Mitsubishi
Electric

14

16

13

8

9

Liaison meetings for safety and healthmembers

Mitsubishi
Electric

39

39

54

58

79

Company-wide safety and health education(for general employees)

Mitsubishi
Electric

37,03937,557

33,63933,91634,161Company-wide safety and health education(for managers and supervisors)

Mitsubishi
Electric

—

—

4,814

4,864

4,849

Range of data

FY2019FY2020

FY2021

FY2022

FY2023

1,856

1,721

1,660

1,549

499

Surveyed suppliers

1,261

552

580

934

338

Existing suppliers

1,201

455

511

809

252

Surveyed suppliers

All Mitsubishi Electric Group
companies

Survey carried out by Mitsubishi Electric

New suppliers

Mitsubishi ElectricResponse rate (%)
Surveyed suppliers
Response rate (%)

Domestic and overseas affiliatedcompanies

Number of smelting companies
identified

FY2021

FY2022

FY2023364 companies

486 companies

350 companies

Tin

70%

91 companies

108 companies

165 companies

83 companies

Tantalum73%

42 companies

43 companies

50 companies

37 companies

Tungsten

71%

48 companies

50 companies

69 companies

52 companies

156 companies

163 companies

125

86

82%

83%

595

1,169

1,080

615

161

61%

74%

71%

84%

82%

Rate of green accreditation certification among suppliers

337 companies

74%

69
88%

・T he above figures include cases where the companies resubmitted their survey response after receiving
improvement instructions.

Cumulative total:
4,600 companies

Gold

97
82%

＜Note＞
・The survey on existing suppliers is carried out every three years in principle with principal suppliers who fallwithin the top 80% in terms of purchase amounts.

202 companies【Mitsubishi Electric】(Unit: %)FY2019FY2020

FY2021

FY2022

FY2023

Certified

90

94

91

92

89

Not certified

10

6

9

8

11

Number of smelting companies identified in a survey of conflict minerals

FY202060
96%Survey carried out by domestic and overseas affiliated companies

Supply Chain Management (Procurement)
FY2019About
Mitsubishi Electric Group

Governance

FY2023 results of green accreditation and CSR procurement surveys among suppliers【Mitsubishi Electric】(Unit: %)178 companies

139

A (excellent)

B (good)

C (fair)

D (improvement required)

Human rights & labor practices

94.3

0.0

0.0

5.7

Safety & health

90.2

7.4

0.3

2.0

Fair trade & ethics

90.2

0.0

0.0

9.8

Quality & safety

97.9

0.9

0.0

1.3

Information security

97.6

0.3

0.3

1.7

Management system

69.3

5.4

1.0

24.3

Contents /About the ReportManagement Message

Sustainability Highlights

Initiatives that contribute toaddressing social challenges

Sustainability
Management

Results of green accreditation and CSR procurement surveys among suppliers - Number of suppliers
given guidance and the content of the guidanceCompanies
given guidance

Environment

Human rights,
labor practices,safety and healthContent of
guidance

Companies
given guidanceContent of
guidance【Mitsubishi Electric】(Unit: No. of companies)

FY2019FY2020

FY2021

FY2022

FY2023

97

52

64

52

27

Further strengtheningof initiatives regarding
Strengthening management of chemical
restrictions on
Clarifying the person in charge ofsubstances contained in products
chemicals contained
environment management (participating(creating management rules andin environment management conductedin products (chiefly,
understanding the chemical substances
responding to theby management at business partners)
contained in products)
revisions in the RoHS
2 Directive)
188

114

96

114

73

Encouraging secondary suppliers to take up sustainability practices

140

Environment

SocialGovernance

About
Mitsubishi Electric Group