Eight years ago, when Ms Agnes Chng began working at Mitsubishi Electric Asia, her colleague told her: “You’ve made the right choice to join us. This company is very stable, and they don’t retrench.”
In 2020, those words were put to the test when her role as a secretary was phased out. Instead of letting her go, the electrical equipment supplier helped her pivot into a new role in legal compliance and risk management.
“I had reservations because it was new to me,” says the 48-year-old. “It was also challenging because I don’t have a legal background. But the company and my colleagues gave me their support and the opportunity to go for training.”
Ms Chng juggled her day-to-day work and a part-time course in international compliance. Her new manager – a lawyer by training – also mentored her.
“Whenever I faced challenges, my managers would help provide solutions, and if I could not move things forward, they would gather colleagues to discuss and help clear things up,” she says.
Mitsubishi Electric Asia has earned a spot among Singapore’s best employers, as ranked by The Straits Times and global research firm Statista. Its commitment to job security stands out in today’s volatile job market.
The Singapore office, which has about 320 employees, oversees the country’s operations and those across the Asia-Pacific region. No employee has been retrenched in over 20 years.
At Mitsubishi Electric’s annual Dinner & Dance, staff take the stage to show off their hidden talents in a fun-filled evening of performances and bonding.PHOTO: MITSUBISHI ELECTRIC ASIA
Corporate affairs director Frederick Goh, 58, says: “It’s tough to have this policy in the current economy, but we are sticking to it.”
Even during the pandemic, when many companies downsized, Mitsubishi Electric Asia chose to reorganise instead.
“Rather than take the easy way out and lay off people, we see where else we can place them,” says Mr Goh.
This approach means giving employees time and support to learn new skills and grow into new roles – just as Ms Chng did.
“Here, we treat every member as family, so we give them time and opportunity to grow.”
With its strong emphasis on stability and support, Mitsubishi Electric Asia’s low turnover is not surprising. In 2024, its attrition rate was 9.8 per cent, compared with Singapore’s average of 16.7 per cent, according to a study by global professional services firm Aon.
Ms Chng took her daughters to Semakau Island to learn about Singapore’s waste challenges during a corporate social responsibility (CSR) activity in 2019.PHOTO: MITSUBISHI ELECTRIC ASIA
It took time – and intent – for Mitsubishi Electric Asia to become the workplace it is today. The seeds were planted nearly 20 years ago when Mr Goh joined the company and found it weighed down by a rigid management style.
“It was a ‘you tell me, I do’ kind of culture,” recalls Mr Goh.
Mr Goh and his fellow leaders set out to change this, fostering an environment that would eventually propel Mitsubishi Electric Asia to become a regional leader in air-conditioning and factory automation.
Personalised training plans
Mitsubishi Electric Asia strongly focuses on employee development, ensuring staff can grow with the business, adapt to new roles and stay relevant in a changing landscape.
Each staff member is required to complete 40 hours of training annually, and the process begins with employees identifying their own development needs.
Mr Goh says: “Our business keeps evolving and changes keep coming. We conduct a training needs analysis with every employee. They will discuss with their bosses to identify what they need or want to train in, then we craft training plans to help upskill them.”
For example, Ms Chng not only took a course from the International Compliance Association to prepare for her new role in legal compliance, but also attended a corporate secretary course to build on her existing skills.
“I’m constantly telling myself how blessed I am to join this company,” she says.
Staff also get to enjoy various outdoor employee engagement activities, such as hydroponic farm tours.PHOTO: MITSUBISHI ELECTRIC ASIA
Talented employees are further given the opportunity to spend two years at Mitsubishi Electric Asia’s Japan headquarters, where they gain deep exposure to the company’s global operations and emerging technologies.
Mitsubishi Electric Asia is also preparing its workforce for the rise of the Internet of Things by investing in digital skills proficiency.
Mr Goh says: “Smart home technology is advancing rapidly, so we’re encouraging our team to keep innovating – ensuring our solutions stay central to every smart home system.
“In our factory automation front, we help customers leveraging advanced digital manufacturing technologies to achieve sustainability across the entire lifecycle – from design and production to operation and maintenance.”
Culture of service
The same people-first approach extends beyond the office – into the community. Over the years, Mitsubishi Electric Asia has nurtured a strong culture of giving, anchored in regular, employee-led outreach activities.
Mr Goh and his team championed a hands-on approach to corporate social responsibility (CSR), emphasising active participation rather than simply donating money.
In the early days, some staff pushed back on taking part in CSR activities, saying time was taken away from work. But their mindset changed when they experienced the outreach activities, and they now encourage others to join in.
Corporate affairs director Frederick Goh (left) helps plan public events, such as the Car Boot For Good (Kids Edition) in 2024, where children run eco-stalls alongside their parents as part of Mitsubishi Electric Asia’s initiative to promote sustainability.PHOTO: MITSUBISHI ELECTRIC ASIA
Today, Mitsubishi Electric Asia supports three key beneficiaries: Apex Day Rehabilitation Centre for Elderly, the Asian Women’s Welfare Association and Thye Hua Kwan Moral Charities. The partnership with Apex is the longest, going back 20 years.
Mr Goh says: “Our staff are very forthcoming in wanting to do these activities because of our strong service culture. We always want to meet customers’ needs, so this contributes to our employees’ mindset of wanting to do something meaningful for these beneficiaries.”
These activities are not one-off events – they account for up to 10 per cent of an employee’s time and are designed with the beneficiaries’ needs in mind.
One such initiative involved taking elderly residents from Apex on a grocery outing to a supermarket.
“Many of these senior citizens have limited mobility and usually rely on what’s provided at the home, so we give them a voucher and help them to buy what they want,” says Mr Goh.
As part of a CSR initiative, Mr Goh and his colleague Ellie Ng, senior administration manager, accompanied residents from the Apex Day Rehabilitation Centre for Elderly on a grocery outing to a supermarket.PHOTO: MITSUBISHI ELECTRIC ASIA
With guidance from the employees, the seniors could make their own choices – some picked healthier options, while others delighted in using their vouchers on treats for their grandchildren.
For staff like Ms Chng, the CSR activities not only bring employees together, but also allow their families to take part in the act of giving.
She adds: “We get to take our families to these activities, and my children have learnt that respect is important not just at home, but also in the wider community.”
It may have taken some time to get everyone on board, but Mr Goh has seen how meaningful the journey has been.
He says: “I’ve stayed for nearly 20 years with Mitsubishi Electric Asia because I have been given a lot of opportunities to do the challenging things that I aspire to do. We strongly believe in our people here, and you can say we over-pamper them!”
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