Diversity and Inclusion
Diversity and Inclusion as the Wellspring of
Our Innovation
Diversity is the wellspring of our innovation and our growthengine. Hitachi regards personal differences—gender,nationality, work history, age, sexual orientation, andphilosophy—as facets of people’s individuality. By respecting
our employees’ individualities and positioning them as anadvantage, Hitachi frames its diversity and inclusion as
conducive to both the individual’s and the company’ssustainable growth.
We have currently positioned and are promoting
diversity management as a management strategy under
the initiative slogan “Diversity for the Next 100.” Specifically,
this means promoting the creation of environments inwhich women and other members of our diverse human
workforce are able to demonstrate their skills to the fullest
extent in leadership and business management positions.
Hitachi, Ltd. and 17 Group companies jointly operate theAdvisory Committee and the Diversity Development Council
to accelerate awareness across Hitachi as a whole,including support for diverse human resources andwork-life management.

efforts demonstrate our commitment both internally and to
the world to further advance women in the workplace andimprove our diversity management.
* As another goal, Hitachi aims to achieve a 10% ratio of non-Japanese
executive and corporate officers by fiscal 2020

SDG focus

Finding solutions to customer and social issues, which arebecoming more diverse and complex, requires the bringing
together of human capital that possesses diverse values.
Hitachi is engaged in maintaining working environments thatenable the diverse members of its workforce to demonstrate
their abilities.
Number and Ratio of Female Managers(people)(people)

3,727

800

474
400

3,4596.3%

577 6.4%

6.4%

600

Developing Women’s Careers
Hitachi, Ltd. has created two key performance indicators(KPIs) to enable as many female employees as possible totake up leadership positions and to participate inmanagement 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. Aiming to create diverse views and values to bereflected in our management, in fiscal 2017 we publiclyannounced our commitment to increasing the rate offemale executive and corporate officers to 10% by fiscal
2020.* With regard to the ongoing promotion of women tomanagerial positions, we are aiming to double, comparedwith fiscal 2012, the number of female managers to 800
by fiscal 2020.
In addition to reinforcing existing programs, we areintroducing the Hitachi Group Women’s Career Success
Survey to visually highlight the level of progress made with
the initiatives and any outstanding issues in each business
unit while setting numerical targets for each unit. These

3,3654.0%

509

4.1%

4,000

3,000

4.2%

2,000

200

01,0002015

2016

20170(FY)

Female managers, Hitachi, Ltd.*1 (left scale)
Female managers, Hitachi Group*2 (right scale)
Percentage of total, Hitachi, Ltd.*1
Percentage of total, Hitachi Group*2
Note: Figures include section chiefs and above.
*1 “Female managers” in fiscal 2017 include managerial employees dispatched from Hitachi,Ltd. to non-Group companies and those accepted from non-Group companies by Hitachi,Ltd. Earlier figures include regular managerial employees dispatched to non-Groupcompanies but exclude those accepted from non-Group companies.
*2 All full-time, regular female managers excluding those dispatched to non-Group companies.
Figures for fiscal 2016 were restated following a reexamination of HR data.

Ratios for Female and Non-Japanese Executive and CorporateOfficers (Hitachi, Ltd.)
June 2017 June 2018

Number of female executive and corporate officers
Ratio of female executive and corporate officers
Number of non-Japanese executive andcorporate officers
Ratio of non-Japanese executive and corporate officers

222.4%

2.6%

353.7%

6.4%

Global Human Capital and New Generation Development
Advancing Global Human Capital
Our Group-wide global human capital management
strategy optimizes both human resources and organizational performance in pursuit of our goal of becoming an
Innovation Partner for the IoT Era.
One part of that strategy has involved the building of a
Global Human Capital Database, which enables us to fully
ascertain the status of worldwide Group human capitaland to assess macro management data, such as theallocation of human resources. We have also introduced theHitachi Global Grade system that applies to all managers
in the Hitachi Group worldwide, using it as a common
platform for job applications throughout the Group and as
a common standard for assessing the value of management
duties. In addition, we introduced Global Performance
Management at Hitachi, Ltd. and at some Group companies
33

Foundation for Value Creation

Human Capital Development

worldwide to link the individual and operational businessgoals, with the aim of promoting mutual sustained
improvement and the growth of both individuals
and businesses.
We are also working on talent development initiatives todrive global business growth. For example, in fiscal 2015
we implemented “Hitachi University,” a Group global
common learning management system.
With regard to Hitachi Insights, the global employee
survey that Hitachi conducts every year, we were able toreceive roughly 170,000 responses from the around
200,000 employees who were sent the fifth survey in
September 2017, and the overall evaluation resulted in an
improvement for the fourth consecutive year.

New Generation Development
Applying science and technology, the Hitachi Group andthe Hitachi Global Foundation carry out science, technology, engineering, and mathematics (STEM) education,
depending on the issues in local communities, to develop
a new generation of human capital capable of addressing
social challenges.
SDG focus

For Hitachi, employees are an important entity underpinning
the Company’s future and, at the same time, a driving force
contributing to the achievement of the SDGs and realizing
social change.

Occupational Health and Safety
Framework for Promoting Health and Safety
Ensuring the health and safety of all employees is the basic
principle underlining the Hitachi Group Health and Safety
Policy. This policy is shared by all Hitachi Group companies
around the world. Employees work together to create safe,
secure work environments that aim to be accident-free.
Manufacturing and maintenance, the areas of business
in which Hitachi is engaged, are particularly accident-pronelines of work, and we have around 34,000 employees
performing work of this type in Japan. We promote a rangeof Group-wide occupational health and safety activities
that include preventing workplace accidents by setting andapplying minimum safety standards to be observed byGroup manufacturers around the globe.
In Japan, a health and safety commission—composedof company representatives, labor-union officials, andemployees—is convened every month. We have introduced
the Hitachi Group Key Safety Management Designation
System, under which initiative Group companies andbusiness sites where serious work accidents have occurred
are designated as priority safety management companies
and business sites. Here, the potential for accidents is
reduced by reviewing risk assessments, including theinvestigations of accident causes, and third parties areengaged to conduct safety issue diagnoses. In fiscal 2017,
we recorded zero fatal workplace accidents in Japan andfive in the rest of Asia.
In December 2015, revisions to Japan’s Industrial Safety
and Health Act took effect, requiring businesses of 50 ormore employees to put in place a stress-check system.
We are proactively implementing stress checks at all
business sites in Japan—even those employing fewer than
50 employees, are required to make efforts toward
compliance—to promote awareness of stress among all
employees. Group analysis results from these stresschecks will also be used by workplace health and safetycommittee members, occupational healthcare workers,
34

and human resource departments to improve workplaceenvironments. In combination, these efforts are expected
to help prevent mental health issues and revitalize workplaces. Hitachi’s efforts in this area were recognized underthe 2018 Certified Health and Productivity Management
Organization Recognition Program, conducted by Japan’s
Ministry of Economy, Trade and Industry, in the large
enterprise category (White 500).
Hitachi Group Health and Safety Policy:
https://www.hitachi.com/sustainability/download/pdf/en_sustainability2018_19.pdf

SDG focus

We are primarily addressing SDGs in the recognition that it
is indispensable for business management to develop
environments in which the people working in the HitachiGroup can work safely and without anxiety about physicaland mental health.

Occupational Accident Rates
2.0

1.61

1.63

1.66

1.5

1.06

1.15

1.02

1.0

0.5

0

0.54

0.51

0.22

0.18

2015

2016

0.45
0.25

2017

(FY)

All industries
Manufacturing industries
Electrical machinery sector
Hitachi Group** Occupational accidents are defined as those involving fatality or work-time loss of one day ormore. Hitachi Group figures for Japan, including Hitachi, Ltd., are for 240 Group companies infiscal 2015; for 200 Group companies in fiscal 2016; and for 201 Group companies in fiscal 2017.