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|1.Top Commitment||Hitachi Group Women's Career Success Survey|
|Diversity Management Training for New Executives|
|Human Capital Executive Visits Career-Stream Female Employees around Japan|
|2. Develop Women's Career||Hitachi Group Women Leaders' Meeting|
|Hitachi Group Pre-Maternity Leave and Return-to-Work Support Seminars|
|Hitachi Group Career Seminar for Young Women|
|Building Regional Women’s Networks|
|Exchange Meeting outside Hitachi Group|
|3.Transform the Way of Thinking and the Way of Working||Diversity Workshops and Management Training|
|Management Training for Managers who have female subordinate|
|Boosting Productivity and Efficiency by Reducing Working Hours|
|Time- and Location-Free Work|
|Work-Life Balance-up! Month|
|Distribution of Mobile Tools to Employees balancing work and child care/ nursing care|
|4.Work Life Balance Support||Establishing In-House Child Care Centers and Enhancing Work-Life Management Support Systems|
|Allowance for Balancing Child Care and Work|
|E-mail Newsletter Providing Information of Balancing Work and Nursing Care|
|Seminar and Employee Survey on Balancing Work and Nursing Care|
|5.Support Female Student's Career||Career Events for Science-Oriented Female Students|
|6.Global Initiatives||European Initiatives|
Since fiscal 2013, a survey of women’s career success has been conducted annually in 30 in-house and Group companies. We use an external institution’s survey framework to quantify the status of these companies according to four indexes: female management appointments, work-life balance, gender equality, and advancement of women in the workplace. Group rankings are accompanied by comparisons with other companies in the same industry to appropriately understand the results from the wide range of businesses surveyed. To date the survey has revealed both progress and some outstanding issues. Participating companies use the results to formulate measures, including creating key performance indicators (KPIs) to accelerate female employees’ advancement in the workplace.
Hitachi Group Women Leaders’Meeting.
The annual Hitachi Group Women Leaders’Meeting provides career enhancement opportunities for female employees at the general manager level and above working at Hitachi Group companies in Japan and serves to strengthen the network of women leaders. The inaugural meeting in fiscal 2013 was attended by 113 women leaders.Speakers included then President Hiroaki Nakanishi, then Chairman Takashi Kawamura, and Yukari Tominaga, the Hitachi Group’s first female executive officer. Participants engaged in group discussion on such themes as boosting female employees’ own awareness and changing the mindsets of people in the workplace, with each group presenting recommendations to executives. The fiscal 2016 meeting was held on November 17 and had 169 participants. It kicked off with a speech by President and CEO Toshiaki Higashihara on 2018 Mid-term Management Plan and future growth, followed by a discussion with participants on topics including cultivating human capital development and leadership. It also included a training about human capital management through global communication and gave participants an idea of how to bring out members’ ability and empower teams.
A Pre-maternity Leave and Return-to-Work
At Hitachi, with more employees balancing work and child care, since fiscal 2012 we have been running Pre-maternity Leave and Return-to-Work Support Seminars approximately three times every six months. These address such issues as putting careers on hold for childbirth and child care and concerns about balancing work with child care. Employees attend seminars with their managers so that both can share attitudes and approaches when returning to work. The goal is to ensure a woman’s smooth return to work as well as understanding and support from her managers and from colleagues. Participation in the seminars is growing yearly, with around 400 people from various companies in the Hitachi Group taking part in fiscal 2015.
Hitachi Group Career Seminar for Young
Started in fiscal 2014, the Hitachi Group Career Seminar for Young Women advises employees thinking about their own careers early in life, helping them to dispel vague concerns about the future and to maintain a balance between work and life events. The goal is for women themselves to actively carve out their own careers.The seminar consisted of a lecture about the environment surrounding working women and a panel discussion hosted by senior female employees. It also provided methods for understanding how to think about careers and participants engaged in group discussions focusing on their own medium- to long-term career plans. Around 400 people took part in fiscal 2015 and the majority of the participants were in their third or fourth year in career-stream positions.
Participants during group work focusing
on future career development.
This initiative looks to support female employees in each region of Japan in directing their careers by providing opportunities beyond the usual context of work to interact with role models and peers at companies across the Hitachi Group. Events included panel discussions by senior female employees and group work focusing on future career development. Participants also shared thoughts with the executive in charge of human capital. The events were held for employees in Ibaraki Prefecture and the Chubu region (in fiscal 2014), in the Tohoku region, the Kansai region, the Chugoku region, the Shikoku region and the Kyusyu region (in fiscal 2015), in Hokkaido Prefecture (in the first half of fiscal 2016).
Since fiscal 2010, Hitachi’s unique diversity workshops have been using the World Café approach*1 to bring together employees, including senior executives and young employees, to freely exchange opinions on diversity and work-life management.
It is necessary for the workplace as a whole to develop a better understanding of diversity and put work-life management into practice. Changing the mindsets of managers is a particularly critical task. Our diversity workshop approach gives managers the opportunity to reflect on their management styles and consider how to optimize their employees’ potential to achieve top results for the organization as a whole.
Since fiscal 2013, in-house companies and Group companies have been using a workshop handbook created in-house to hold their own workshops, raising the awareness of individuals, and reform the work environment.
Started in fiscal 2015, the Management Training for Managers who have female subordinate was organized to improve their skills in managing diverse human capital and teams that include women. Participants share their concerns and challenges about managing female subordinates, learn the tips for solving these issues, and practice what they learned at their workplaces. This seminar is packaged to enable in-house companies and Group companies to hold their own seminar. Around 600 managers from various companies in the Hitachi Group took part in fiscal 2015.
Hitachi is revising working styles, seeking to increase productivity through reduction of working hours. Efforts include presenting reports on actual situations of long working hours and periodic follow-ups at meetings for senior managers of HR, establishing days
where no overtime will be conducted, and sharing and discussing examples of positive work styles. In addition, each site has its own unique approach to encourage employees to inform their colleagues of the time to leave the office, post calendars to plan their
vacations, take a paid holiday each month, and secure their “Thinking Time” during which they concentrate on their duties.
IT support has also arranged for the times PCs are turned on and off to be recorded, so that both managers and employees can check their working hours in real time. Communication is being enhanced to improve work efficiency, such as by helping employees establish priority for their various tasks. The introduction of secure PCs and techniques for effectively using travel time have also allowed employees to fully utilize time they are at work but away from their desks. In addition, Hitachi, Ltd. and labor unions are collaborating to achieve 100% use of Planned Annual Paid Vacation and Special Incentive Leave.
Hitachi has systems and processes that allow employees to choose flexible and diverse work styles unrestricted by time or location. This allows our diverse staff to produce results more efficiently. In addition to discretionary work, flextime, and work from home, these initiatives include satellite offices, simplified work-from-home procedures and applications, distribution of mobile tools such as smartphones, and a time- and location-free work page on our intranet providing information on diverse work styles.
The WLB-up! Month mascot.
Since fiscal 2010, we have held a Group-wide Work-Life Balance-up! (WLB-up!) Month each November to inform employees of our work-life balance management approach. The goal of the program is to improve the quality of employees’ work and
personal lives by boosting awareness of work-life management, developing a better review of work styles, and promoting understanding of the programs and tools needed for work-life management.
Group-wide activities include messages from top management, work style review declarations in workplaces from managers, surveys of work-life management, a weekly e-mail newsletter sent to all employees, and WLB-up! Month posters. Individual workplaces also operate their own programs, including WLB-up! meetings, the active use of video and web conferencing to share information, and campaigns encouraging employees to utilize annual leave.
Participants at the Bring the Family: On
the Frontline of Science and Observing
Hitachi participates in career events for junior and senior high school students designed to inform female students from an early stage of the enjoyment and appeal that work has for women. In fiscal 2013, then Chairman Takashi Kawamura spoke to junior and senior high school students and their parents at a symposium at the University of Tokyo entitled “Bring the Family: On the Frontline of Science and Observing.” In his presentation he stressed that women will be a vital force for stimulating the Japanese economy, sharing with women the appeal of working in science. A female scientist from Hitachi also related to the audience different aspects highlighting the interesting nature of her job.
We also host field days at the Hitachi Research Laboratory and the Central Research Laboratory with the goal of persuading female high school students of the advantages of working in science. This is accomplished by giving them the opportunity to observe research work firsthand and to take part in roundtable meetings with Hitachi employees who majored in science.
As part of efforts to foster diversity and inclusion, Hitachi Group companies in Europe have begun two key initiatives aimed at providing career development support to women. In 2013, the Women’s Interactive Network (WIN) was launched through the efforts of different Group companies. “Webinars” presenting the findings of Project 28-40, a survey of the working lives of women, were also developed to further raise awareness and understanding toward overcoming unconscious biases.
In November 2014, many employees from European Group companies attended the second WIN summit. Held under the theme of emboldening women, the summit featured a broad program including a session where Nicky Moffat, the highest ranked woman in the British army, gave participants career advice. During the event, Diversity & Inclusion Development Center head Naohiko Tamiya addressed the importance of cooperation among all Group companies in promoting diversity and inclusion and Chief Executive for EMEA/CIS Klaus Dieter Rennert stressed how greater diversity is essential to boosting Hitachi’s competitiveness.
A pilot mentoring program involving six groups from seven Group companies was also initiated. Each group brought together women in managerial positions or involved in corresponding duties to discuss over a six-month period topics and issues related to career development. The results of the program are to be used to advance and broaden diversity and inclusion.