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Hitachi

Corporate InformationCSR (Corporate Social Responsibility)

Hitachi's Aims: A Global Work Environment Rewarding Individuality and Diversity

Employees are valued partners who play a vital role in sustaining our business. The cornerstone of a sound and mutually beneficial relationship between employees and the company, and the motive force for sustainable growth, is to provide proper working conditions for employees and build a framework for the maximization of their potential. By complying with all work-related laws and regulations and creating a work environment that maintains and develops fair employment relations and makes full use of the abilities of its diverse human capital, Hitachi aims to be a company in which all employees can engage in safe and fulfilling work.

Hitachi strives to remain in dialogue with each individual employee about their basic rights and career development. Systems are in place for employees to discuss matters with human resources at the level of the business unit, and a variety of other contact points, such as a health and safety committee and labor unions, are available to employees as well. When necessary, we encourage employees to use the Compliance Reporting System, which is designed to ensure a careful and thorough response to all issues raised.

Fiscal 2016 Overview of Activities

In fiscal 2016, in addition to our continuing efforts to promote the career development of female employees, build a work environment that embraces diversity in our human capital, and employ people with disabilities, we conducted various training sessions that are aligned with employees' respective career paths. Furthermore, as part of our undertaking in the area of occupational health and safety, from fiscal 2017, we will launch a new initiative under the theme of “health and productivity management."

Main Plans and Results

Promoting Diversity and Inclusion

Achieved
Achieved
Partially achieved
Partially achieved
Not achieved
Not achieved
Main Plans and Results
Policies FY 2016 goals/plans Results in FY 2016 Achievement level FY 2017 goals/plans
Creation of a work environment that embraces diversity in human capital (promotion of work-life management)
  • Help employees balance work with child- and nursing care
  • Realize flexible workstyle
  • Introduced an Allowance for Balancing Child Care and Work in October 2016
  • Launched workstyle reforms (Hitachi Work-Life Innovation) in December 2016
Achieved
  • Continue to help employees balance work with child- and nursing care
  • Promote workstyle reforms (Hitachi Work-Life Innovation)
    • (1) Raise awareness
    • (2) Promote flexible workstyles
    • (3) Promote operational reforms
    • (4) Realize health and productivity management
Support of female employees' career development
  • Support female employees' career development
  • Raise awareness of male employees and managers; transform workplace culture
  • Supported female employees' career development
    • (1) 169 female employees participated in the Women Leaders' Meeting
    • (2) 155 female employees participated in the career seminar for junior-level female employees (including Group companies)
    • (3) 485 female employees took part in the pre-maternity leave and back-to-work support seminar
  • Efforts made to raise awareness of male employees and management and to transform workplace culture
    • (1) Held diversity workshops at multiple business sites
    • (2) 153 employees participated in management seminar for managers with female subordinates (open seminar held at Hitachi, Ltd.); individual seminars were held at each business site
Achieved
  • Continue with support of female employees' career development
    • (1) Implement Hitachi Group Women's Career Success Survey
    • (2) Promote participation of female employees in management trainings and selective training courses
    • (3) Hold Women Leaders' Meeting
    • (4) Hold career seminar geared for junior-level female employees
    • (5) Hold pre-maternity leave and back-to-work support seminar
  • Continue with efforts to raise awareness of male employees and managers
    • (1) Hold diversity workshop
    • (2) Hold management seminar for managers with female subordinates
Promotion of employment of people with disabilities within the Group
  • Achieve Japan's legally required employment rate at Hitachi, Ltd.
  • Ensure strict compliance with legal employment rate at all Hitachi Group companies in Japan
  • Achieved 2.15% employment rate at Hitachi, Ltd. and 2.25% at Group companies in Japan; seven companies still below the legal rate (as of June 2017)
  • Held a special hiring fair for people with disabilities
  • Held study sessions concerning employment of people with disabilities
  • Held group interviews for people with disabilities in conjunction with employment support services
Achieved
  • Expand hiring through the founding of a special subsidiary
  • Encourage responsive measures from companies that have not met Japan's newly stipulated legally required employment rate
  • Hold Hitachi Group job fair for people with disabilities

Promoting Occupational Health and Safety

Main Plans and Results:Promoting Occupational Health and Safety
Policies FY 2016 goals/plans Results in FY 2016 Achievement level FY 2017 goals/plans
Raising of health and safety management levels across the Group through promotion of global health and safety management
  • Continue to implement and review minimum Group-wide health and safety standards
  • Implement preventive measures by utilizing best practices and accident cases
  • Introduce measures in response to new laws and regulations in Japan
  • Shared best practices and knowledge on the topic at Group-wide occupational health and safety conference
  • Put in place stress-check system stipulated by law
Partially achieved
  • Continue to implement preventive measures by utilizing best practices and accident cases
  • Grasp the safety status by collecting Global Safety Figures
  • Promote office well-being by utilizing the findings from the collective analysis of the stress check
  • Introduce support system for employees returning to work from leave of absence
Health and productivity management
  • Prepared and streamlined specific action policies for fiscal 2017
  • Acquired 2017 Certified Health and Productivity Management Organization Recognition Program
Achieved
  • Strengthen efforts for health and productivity management through workstyle reforms as well as health promotion by collaborating with Hitachi's Health Insurance Society

A Strategy for Growing Together with Our Global Human Capital

Main Plans and Results:A Strategy for Growing Together with Our Global Human Capital
Policies FY 2016 goals/plans Results in FY 2016 Achievement level FY 2017 goals/plans
Implementation of career training for employees, young and old, at various stages in their careers
  • Hold career training for 660 new employees
  • Hold Hitachi Career Development Workshop (H-CDW) for 800 new assistant managers
  • Provide Life Plan Training, including participation in (1) e-learning program; (2) seminars for 50-year-old employees on annual contracts; and (3) Life Plan Briefing for 500 employees at age 58
  • Held career training for 660 new employees
  • Held H-CDW for 832 new assistant managers
  • Provided Life Plan Training, including (1) e-learning program with 1,808 registered employees that started in June; (2) seminars for 738 50-year-old employees on annual contracts; and (3) Life Plan Briefing for 506 employees at age 58
Achieved
  • Hold career training for 650 new employees
  • Hold H-CDW for 700 assistant managers
  • Provide Life Plan Training, including participation in (1) e-learning program for 1,000 employees; (2) seminars for 700 50-year-old employees on annual contracts; and (3) Life Plan Briefing for 500 employees at age 58
  • Build workplace structures to promote self-directed career development

Achieving a Fair and Equitable Work Environment

Hitachi's Approach

Ensuring that hiring and promotions, as well as worker assessment and compensation, are fair is not only a duty that companies must fulfill toward their employees but also an important means of building a healthy relationship with outstanding human capital. Hitachi has a human resource strategy that emphasizes the concept of “decent work" (that is, work that is humane and fulfilling). This concept has taken on increased importance globally as a standard for labor practices, with the International Labour Organization, for example, positioning the concept as an important objective of its activities. Companies are expected to ensure decent work through policies appropriate to their businesses.

Hitachi's policies toward realizing this ideal of decent work go beyond promotion of diversity and inclusion among our human capital around the world to include a variety of other initiatives reflecting the globalization of business, from worldwide implementation of fair employee evaluation systems and working conditions to ensuring that executive positions are open to employees from all regions. We will continue to promote the creation of open, fair work environments that provide greater job satisfaction, in accordance with the business conditions and economic environment of each individual country and region.

Promoting Diversity and Inclusion

Hitachi's Approach

Hitachi believes that building a corporate culture that fully draws on the diversity of human capital, in terms of gender, age, and values, not only offers employees an opportunity to approach their work with enthusiasm but also contributes to enhancing competitiveness through the provision of solutions that incorporate diverse perspectives. In recent years, with the growing interest among stakeholders for personnel policies enabling flexible workstyles, we are taking a proactive stance toward implementing this approach.

Hitachi has recognized the importance of diversity since the 1990s and has built its management systems accordingly, listening closely to employee feedback. As our Statement on Diversity and Inclusion explains, we view diversity as our growth engine. We pay particular attention to career development for women, not only through strict policies on equal pay but also by actively encouraging the promotion of female employees in accordance with trends both within Japan and worldwide and by establishing key performance indicators to track our success. Our other efforts to promote diversity include work-life management policies that enable employees at any life stage to find fulfillment in their work and initiatives to promote the hiring of people with disabilities. With the strong commitment of top management, we aim to make a significant contribution through the efforts of our diverse human capital to the building of a more sustainable society for all.

Promoting Occupational Health and Safety

Hitachi's Approach

As a corporate group that engages in multinational business activities, building safe, healthy, and hygienic workplace environments at business sites around the world is a Group-wide management task for Hitachi. This means that we must be sure to take into careful consideration the social conditions and workplace environment of each country and region.

Hitachi has thoroughly implemented measures for occupational health and safety since its founding. Currently, we are advancing a global occupational health and safety system based on the concept of decent work while also drawing on the lessons and knowledge gained at workplaces in Japan. The measures we take go beyond simple adherence to international ethics codes and include a unique award program to publicize best practices, support for employee-run health promotion activities, and a range of other initiatives. By implementing these at business sites around the world, we seek to continue fulfilling our responsibilities as a global business by creating safe, healthy, and rewarding work environments across the entire Group.

A Strategy for Growing Together with Our Global Human Capital

Hitachi's Approach

The globalization of the economy has led many companies to accelerate the shift toward multinational opera­tions. Fostering global human capital has thus become indispensable to providing common global services while at the same time meeting the needs of each country and region. Impacting heavily on the employment and human resource strategies of companies over the medium- to long-term, though, are the falling birthrates and aging populations of industrial countries and the population explosion in developing nations.

The Hitachi Group, with a combined workforce of around 340,000 people engaged together in business activities in countries and regions around the world, is promoting a global human capital management strategy. Specifically, in order to attract, promote, and develop the right human capital, we are taking proactive steps like standardizing required employee skills and evaluation standards globally and rendering human capital visible throughout the Group. We are also working to promote employee development from a global perspective by drafting measures to share values and promote mutual understanding and formulating programs to develop human capital capable of meeting the needs of global operations. Through additional initiatives such as effective implementation of Hitachi's Global Performance Management (GPM) to improve employee engagement and analysis of feedback from our global employee survey, we will continue our efforts to perfect a human capital strategy that allows us to develop along with our employees.

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