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Diversity is the wellspring of our innovation and our growth engine. Hitachi regards personal differences such as -gender, nationality, race, religion, background, age, and sexual orientation- as well as other differences, as facets of people's individuality. By respecting our employees' individualities and positioning them as an advantage, Hitachi frames its diversity and inclusion as conducive to both the individual's and the company's sustainable growth. With a diverse workforce, strong teamwork and broad experience in the global market, we will meet our customers' needs.
Since the 1990s, we have been at the social forefront, supporting women and other members of our multifaceted workforce. This includes setting up systems to help balance work with child and nursing care. Entering Phase 3 of our diversity management roadmap, we are embracing diversity as a management strategy under the initiative slogan "Diversity for the Next 100." This means creating an environment where women and other members of our varied workforce can use their skills in leadership and business management.
The Diversity Development Project, launched in fiscal 2006 under the president's direct control, was replaced in fiscal 2009 with the Diversity & Inclusion Development Center, which currently operates under the direct supervision of the Human Capital Group of Hitachi, Ltd.
Hitachi, Ltd. and 17 Group companies jointly operate the Advisory Committee and the Diversity Development Council to accelerate awareness across Hitachi as a whole, including support for diverse human resources and work-life management. The Advisory Committee ensures follow-through on our diversity management policy, while the Diversity Development Council discusses specific activities and shares best practices. Both meet every six months.
Group companies and business groups/sites have also set up their own diversity-promotion organizations and projects, such as those to help develop women's careers, in order to enhance initiatives geared to the challenges faced by individual workplaces. We also hold regular meetings to exchange opinions on diversity with labor unions.
Hitachi, Ltd. has created two key performance indicators (KPIs) to enable as many female employees as possible to take up leadership positions and to participate in management decision making.
In fiscal 2013, Hitachi set a goal of promoting women to executive positions by fiscal 2015. In April 2015, the company appointed its first female corporate officer, a position equivalent to the executive level. We will continue to promote this goal to ensure that diverse views and values will be reflected in our management. In fiscal 2017, we publicly announced our commitment to increasing the rate of female executive and corporate officers to 10% by fiscal 2020.*1 We are also working to promote more female employees to managerial positions, aiming to double the number of female managers to 800 by fiscal 2020 compared with fiscal 2012. These efforts demonstrate our commitment both internally and to the world to further advance women in the workplace and improve our diversity management.
In addition to reinforcing existing programs, we will use the Hitachi Group Women's Career Success Survey to highlight progress with initiatives and outstanding issues in each business unit and to set numerical targets for each unit, strengthening our management commitment. We will also boost women's individual ambitions and morale through programs such as the Hitachi Group Women Leaders' Meeting, which targets female employees at the supervisory level and above, and the Roundtable Conference with Female Outside Directors. We intend to create an environment where as many women as possible are able to optimize their potential in management positions. Alongside these efforts, we are working to change the mindset of managers and male staff regarding gender parity and examining our working style as a whole with the aim of transforming our corporate culture.
Employee compensation is set according to each individual's roles and achievements, with no divisions or differences based on gender or age.
In September 2017, we hosted our second Global Women's Summit with a theme "United to Succeed". Held in the United States, the event was attended by more than 120 female employees from Group companies around the world and featured a keynote speech by an external speaker, a message from President and CEO Toshiaki Higashihara, and a report on the diversity and inclusion initiatives discussed at the first summit held in the United Kingdom, followed by workshops on nine topics ranging from technology to social skills to coaching. Participants learned about improving self-motivation and skill development, and at a subsequent networking reception, they shared stories about their careers and the issues they faced at their workplace, deepening exchanges with each other. The next summit is scheduled to be held in fiscal 2018.
Diversity and inclusion boost productivity and grow Hitachi's business. To ensure that all employees reach their full potential, enhancing our organizational capabilities and creating new synergies, we strive to maintain a work environment that embraces human resource diversity, encourages inclusion, and promotes workstyle flexibility.
Hitachi looks beyond work-life balance, promoting work-life management that enables our employees to take charge of improving the quality of both their work and their private lives. We believe that optimizing time spent in and outside the workplace through work-life management enhances our employees' professionalism and builds character, resulting in both individual and organizational growth over the long term.
In 2016, we launched "Hitachi Work Life Innovation", a company-wide initiative to accelerate our efforts toward improving work-life balance in line with the "work style reform" promoted by the Japanese government. In cooperation with its labor union, we aim to build a working environment where diverse people with different views and perspectives can approach their work with enthusiasm and achieve great things.
Since the 1990s, we have been introducing and improving an array of programs for employees to balance work with family, aiming to create a more employee-friendly work environment.
In October 2016, we introduced an Allowance for Balancing Child Care and Work to further promote work-life management.
|Return rate (%)||Male||100|
|Retention rate (%)||Male||96.6|
The Hitachi Group, in collaboration with its labor union, has set up in-house child-care facilities as a way to help employees balance work with child-raising.
"Genki Club" Logo.
|Location||292 Yoshida-cho, Totsuka-ku, Yokohama-shi, Kanagawa, Japan
(Yokohama Office, Hitachi, Ltd.)
|Capacity||Approximately 70 children|
|Ages eligible||Children aged several months up to 6 years old (who have not yet entered elementary school) of Hitachi Group employees who live near or commute to the Totsuka area in Yokohama|
Excursion (sweet potato digging).
|Location||2-27-22 Higashi-cho, Hitachi-shi, Ibaraki, Japan
(near Yamazaki Division, Hitachi Chemical)
|Ages eligible||Children aged several months up to 6 years old (who have not yet entered elementary school) of Hitachi Chemical Group employees.|
Hitachi, Ltd. and Group companies in Japan have worked hard to employ people with disabilities, such as by holding a special hiring fair and study meetings for Group companies to share information. As a result, as of June 2018 the employment ratio of people with disabilities was 2.23% at Hitachi, Ltd. and 2.33% for the entire Group in Japan. Both of these figures exceed Japan's legally required employment rate of 2.2%-an increase of 0.2 percentage points compared to the previous fiscal year. We will maintain our Group-wide drive to hire more people with disabilities.
To respond to the diverse lifestyles and needs of our employees, Hitachi, Ltd. has provided a wide range of support by introducing benefits*1 that include housing support, such as dormitories, company housing, and a housing allowance system, as well as an asset-building savings program, an employee stock ownership program, group insurance, consolation payments, a Cafeteria Plan program, and an Allowance for Balancing Child Care and Work.
The cafeteria plan allows employees to select the benefits they receive. This allows them to tailor a plan to their individual lifestyles and living needs by choosing from a list of options, such as skills development, childcare, nursing care, health promotion, and donations. Employees use Cafeteria Points to select the type of support they need when they need it.
For our retirement and pension plans, defined contribution and defined benefit plans have been introduced across the Hitachi Group in response to the diversification of lifestyles among the elderly and the changes in forms of employment.
The defined contribution pension plan encourages employees to participate in their postretirement planning by providing asset management and investment education, as well as other support. We increased the choice of benefit options and timeframes for both the defined contribution pension plan and the defined benefit pension plan in order to better meet the varied needs of employees.