Achieving a Fair and Equitable
Work Environment

A Strategy for Growing Together
with Our Global Human Capital

Hitachi has a human resource strategy that emphasizes theconcept of “decent work.” This concept has taken on
increased importance globally as a standard for labor
practices, with the International Labour Organization, forexample, positioning the concept as an important objectiveof its activities. Companies are expected to ensure decent
work through policies appropriate to their businesses.

The Hitachi Group, with a combined workforce of around
340,000 people engaged together in business activities incountries and regions around the world, is promoting aglobal human capital management strategy. We are fostering human capital through a diverse array of initiatives, suchas hiring and promoting to management positions nonJapanese personnel, drafting measures to share values andpromote mutual understanding, and formulating programs
to develop human capital capable of meeting the needs ofglobal operations.

Hitachi’s Thinking on Decent Work

Advancing Global Human Capital

Human resources are key to Hitachi’s ability to adapt to rapid

Our Group-wide global human capital management strategysocial and environmental change and continue providing new

optimizes both human resources and organizational performancevalue to customers. Diversity and inclusion are crucial to ourin pursuit of Hitachi’s goal of becoming a major global player.
One example of our initiatives is the Global Human Capital

strategy, and throughout the Hitachi Group we promote HR
management practices that maximize the strength we can draw

Database covering all Hitachi Group employees, excluding factoryfrom a diverse, highly engaged workforce transcending national

workers outside Japan. This database enables us to fully ascertain

and corporate boundaries. Our globally shared leadership devel-the status of worldwide Group human capital and to assess

opment program fosters leaders who champion our Social

macro management data, such as the allocation of human

Innovation Business around the world, while a range of otherresources. We have also built a global grading system that applies

training programs help employees obtain the knowledge andto all managers in the Hitachi Group worldwide, using it as askills they need to provide innovative solutions to our customers.

common platform for job evaluations throughout the entire

Hitachi also views it as crucial to create a work environment inGroup and as a common standard for assessing the value of

which each employee can engage meaningfully in productive

management duties.
In addition, we introduced a performance management

work. As part of efforts in this area, we have unified performance review standards worldwide in a highly transparent andsystem at Hitachi, Ltd. and at some Group companies worldwide

fair system for evaluating each employee’s achievements. We

to link the operational business goals and individual skills, withhave also enacted safety policies that apply across the entire

the aim of mutual sustained improvement and growth of both

Hitachi Group, and continue striving globally to create work-businesses and individuals. This system will be expanded toplaces that offer safety and peace of mind to those who work

include more companies. With an eye to supporting the advance-

there. Other initiatives aim to make it easier to achieve work-life

ment of employees as our global operations expand, we arebalance, reduce work hours, and promote healthy lifestyles

introducing common global hiring systems to secure talented

among employees. Additionally, we conduct an annual survey ofpersonnel, boost efficiency, and reduce hiring costs.

employee engagement levels across the Group, using the results
as the basis for further improvement in management practices.

Non-Japanese Employees (Hitachi, Ltd.)
People

509

500

446

400

340300

239

257

200

1000422011

2012

2013

2014

2015

(FY)

Hitachi, Ltd. | Integrated Report 2016

Global Recruiting and Globalizing
Human Capital

Future Initiatives for Career Development

As a means of opening up global markets, we have been acceler-

individual and organizational performance. We create value built

ating the globalization of human capital in Japan through three

on employees’ individuality and personal aspirations by imple-

initiatives: (1) recruiting personnel in Japan who can promote

menting Hitachi’s Global Performance Management (GPM)

global operations, (2) providing more young Japanese employees

grounded in diversity and the individual. We are also committedwith experience outside Japan, and (3) comprehensively imple-

to supporting career development by fostering communicationmenting globally unified management training.

and mutual understanding between employees and their organi-In pursuit of becoming a major global player, we are prioritizing

With an eye on the globalization of our business, we are com-zations based on programs encouraging individual employees tomitted to hiring activities that secure the right personnel. In prin-take greater control of developing their own careers. In theseciple, we categorize all employees graduating from universities

ways, we provide the resources and tools that enable a wide

and technical colleges as global business personnel who can con-range of people to work together with enthusiasm.

tribute to driving our global operations. Our priority for employing global business personnel is to attract people who are eager

Conducting a Global Employee Survey

to build their foreign language skills and relish the challenge ofSince fiscal 2013, we have been conducting the annual global

working in different cultures, social settings, and work

employee survey, Hitachi Insights, as a way of measuring

environments.

employee engagement.* In September 2015, the survey wasadministered for the third time. Around 210,000 employees

Career Development Support

worldwide were sent the survey in one of 13 different languages,

There are differences among individual employees with regard toand roughly 170,000 responses were received. For the second

what they find fulfilling in their lives and careers. Bearing this inconsecutive year, the results in all 13 categories improved com-mind, Hitachi has developed a broad range of career develop-pared to the previous fiscal year’s results. The year-on-year

ment support that focuses on employees’“internal careers,”

improvements were the outcome of the in-house departments

namely, their individual values and views on the significance andand organizations examining the results and implementing

meaning of their work. In addition to ensuring that these individ-improvements, in line with the PDCA (plan, do, check, act)uals can fulfill their potential and maximize their creativity, ourapproach. We intend to continue making improvements.

aim is also to link that individual growth to the positive outcomes

Overall, among the 13 categories, Hitachi scored well as inand growth of the organization, thereby enhancing our corpo-

previous surveys in “pride in your company” and “your supervi-

rate value. Along with promoting self-understanding and foster-

sor’s management,” but less well for the category “resources anding strong individuals with the independence and autonomy

support.” This suggests that employees are proud to be part of aneeded to think and act for themselves, we also are providing

company that is aiming to grow along with society through its

support to create a framework for the organization to benefitSocial Innovation Business, but that many employees felt thatfrom the engagement and motivation of individual employees

Hitachi can do better on the level of staffing as well as informa-and to enhance mutual understanding as a way of fostering thetion and resource tools. In addition, in fiscal 2015 we expanded

teamwork needed to enhance organizational strength andthe range of an initiative begun in the previous fiscal year toperformance.

directly send the survey results to section and department heads
so that they can confirm the survey results and communicate
with their team members, with the aim of promoting concrete
initiatives. In fiscal 2016, in line with our Mid-term Management
Plan, the content of the survey will be revised, along with providing support to in-house workplaces to continually implement thePDCA cycle, as a way to further enhance the level of engagement
within Hitachi as a whole.
* Hitachi uses the term “engagement” to refer to employees’ understanding of theCompany’s strategies and policies, as well as their job satisfaction and desire to takeactions on their own initiative to bring about results.

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