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Hitachi

Corporate InformationCSR (Corporate Social Responsibility)

Hitachi's Aims

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.

In addition, the nationalities of Hitachi workers are diversifying in response to the globalization of our operations, and the share of non-Japanese employees at Hitachi, Ltd. is rising. In order to adequately meet the needs of customers that differ from region to region and country to country, we have augmented and strengthened our frontline staff and are also aiming to build a structure to foster global human capital.

Main Plans and Results

Achieved
Achieved
Partially achieved
Partially achieved
Not achieved
Not achieved
Main Plans and Results
Policies FY 2015 goals/plans Results in FY 2015 Achievement level FY 2016 goals/plans
  • Implementation of career training for employees, young and old, at various stages in their careers
  • Hold career training for over 700 new employees
  • Hold Hitachi Career Development Workshop (H-CDW) for over 700 new assistant managers
  • Provide Life Plan Training to older employees, including over 700 participants in e-learning program, over 400 in seminars, and over 350 in Life Plan Briefing
  • Held career training for 765 new employees
  • Held H-CDW for 548 new assistant managers
  • Provided older employees with Life Plan Training; 1,924 registered for e-learning and 988 completed program, 602 participated in seminars, and 441 participated in Life Plan Briefing for employees at age 58
Achieved
  • Hold career training for 660 new employees
  • Hold 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
  • 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 2.11%Independent Assurance employment rate at Hitachi, Ltd. and 2.18%Independent Assurance at Group companies in Japan; 15 still below the legal rate (as of March 2016)
Achieved
  • Achieve legal employment rate at Hitachi, Ltd.
  • Ensure strict compliance with legal employment rate at all Group companies in Japan
  • Raising of health and safety management levels across the Group through promotion of global health and safety management
  • Implement and review minimum Group-wide standards for health and safety
  • Compile global health and safety statistics by region
  • Strengthen health and safety measures in Japan
  • Began implementing and reviewing minimum health and safety standards
  • Compiled global statistics in 2015 and provided feedback every six months; collection rate increased by approximately 11% from previous fiscal year
  • Implemented measures to improve safety levels in Japan, leading to slight decrease in accidents
Partially achieved
  • 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

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.

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. We are also establishing key performance indicators to help expand career options for female employees.

With the strong commitment of top management, we aim to promote diversity as part of our management strategy and become a company that makes full use of our diverse human capital.

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.

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. We are fostering human capital through a diverse array of initiatives, such as hiring and promoting to management positions non-Japanese personnel, drafting measures to share values and promote mutual understanding, and formulating programs to develop human capital capable of meeting the needs of global operations.

To enhance the credibility of this report, we have engaged KPMG AZSA Sustainability Co., Ltd. to provide assurance on performance indicators. Performance indicators for fiscal 2015 that have been assured are marked with a Independent Assurance.

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