Introduction

SocialManagement

Social Innovation

Environmental

SocialGovernance

Hitachi Sustainability Report 2023

Assurance

071

Human Capital

Human Capital	Executive Summary
Global Human Capital Management
Work-Life Management
Occupational Health and Safety
Freedom of Association andCollective Bargaining
Diversity, Equity and Inclusion

Basic Concept
Hitachi believes that employees are the source of value and we aim to leverage the combined power of our global network of employees to provide value to our customers and society andcontribute to achieving a sustainable society. In working toward these goals, we are committed to respecting the fundamental rights of employees, providing equal opportunities, and ensuring
occupational safety and health. We will strive to build favorable relationships between employees and the company, including creating work environments conducive to feelings of pride andhappiness concerning working at Hitachi, and actively engaging in dialogue regarding the treatment of employees and career advancement opportunities.

Topic

Overview

Human Rights
Responsible Procurement

We believe in the need for a diverse talent and an organization that adapts quickly to a world of

Quality and Customer Satisfaction

constant change, working as one team in which people from different countries, regions, and busi-

Social Contribution Activities
Social Data

Global Human
CapitalManagement

Acquiring and Developing Digital Talent
FY2024 Target: 97,000 persons*1

ness units work in a proactive manner. To realize this goal, we strive to develop human capital and

FY2022 Results: 83,000 persons

improve our internal environments. Specifically, we formulated the 2024 Human Resources Strategy,

Employee Engagement (positive response rate)

implementing measures group-wide and globally based on the three key pillars of People, Mindset,
and Organization, along with the underlying Foundation of the HR strategy.

Work-LifeManagement

Targets, KPIs, and Results

FY2024 Target: 71.0%*2
FY2022 Results: 69.5%

We go beyond “work-life balance,” in which employees are simply balancing work and private life, to promote “work-life management” which encourages employees
to proactively take charge of improving the quality of both their work and private lives. We are implementing work-style reforms and systems facilitating balance
between work life and private life.
Guided by a basic philosophy that safety and health take precedence overall we coordinate withrelated entities, including contractors and procurement partners, to ensure the Group works

Occupational
Health and
Safetytogether to create safe, secure, comfortable, and healthy workplaces for all. Specifically, based on

Zero Fatal Accidents

the Hitachi Group Health and Safety Policy, Hitachi has developed and introduced occupational

Annual Target: 0

health and safety management systems best suited to its business, and conducts regular risk

FY2022 Results: 5

assessments and audits, while also working to roll out occupational health and safety training programs and other initiatives worldwide.
Freedom of
Association
and Collective
Bargaining

Based on the Hitachi Group Code of Ethics and Business Conduct, common throughout the Group, Hitachi respects freedom of association, the right to organize,
and the right to collective bargaining as human rights that are particularly relevant to the workplace. Onboarding training and the Hitachi Group Corporate Ethics
Month (annual) represent some of the ways we strive to help employees understand these rights.

*1 Hitachi Astemo is excluded*2 Target has been raised since we achieved the initial target/KPI
Note: Hitachi normally refers to suppliers (including vendors or providers) as procurement partners who build business together on an equal footing.

Introduction

SocialHuman Capital
Executive Summary	Global Human Capital Management
Work-Life Management
Occupational Health and Safety
Freedom of Association andCollective Bargaining
Diversity, Equity and Inclusion
Human Rights
Responsible Procurement
Quality and Customer Satisfaction
Social Contribution Activities

Management

Social Innovation

Environmental

SocialGovernance

Hitachi Sustainability Report 2023

Assurance

072

Global Human Capital Management
Approach to Human Capital

Global Human Capital Strategy
GRI 2-23

Approach

Hitachi believes that human capital, in other words, people are
the source of our value. Therefore, we leverage the combined
power of our global network of employees to provide value toour customers and society, contributing to the creation ofsustainable societies.
We believe in the need for a diverse talent and an organization that adapts quickly to a world of constant change,
working as one team in which people from different countries,
regions, and business units work in a proactive manner. To
realize this, we strive to promote talent development andimprove our internal environments.

Social Data

strategy, Hitachi aims to promote talent development that

Strategy

contributes solutions to social issues. In addition to on-site

Hitachi conducts a human capital strategy linked to our management strategy. We formulated our 2024 HR Strategy
based on the Hitachi Mid-term Management Plan 2024,
which defines our vision of becoming an employer of choice inthe global marketplace, and a vibrant organization whereindividuals aspiring to make social contributions gather andparticipate enthusiastically. To this end, we pursue a variety ofmeasures around the three key pillars of People, Mindset, andHitachi established the Growth Strategy Meeting, Risk
Management Meeting, and Human Capital Strategy Meeting
under the Senior Executive Committee. These meetings deliberate important management matters. The Human Capital
Strategy Meeting convenes at least twice a year to discuss anddecide Hitachi Group human capital strategies, policies, andsubmit proposals to the board of directors when necessary.
These discussions include measures to foster an organizationand culture for growth, and to secure and develop talents.

diverse employees respect each other’s differences and areable to innovate.
P.094 Diversity, Equity and Inclusion–MMP2021

Toward Global Leader in SIB

Moving Toward New Growth—Sustainable Growth with assets by acquisition—· Implement Global HR Platform
Human Capital Database, GLD (Leadership Program), HGG (Grading), GPM(Performance Review), Workday (HR integrated platform), Employee Survey etc.

Beyond· Execute HR measures (D&I, Talents)
Female and Non-Japanese executive and corporate officers Female Managers,
acquisition of leaders/digital Talents etc.

2024

· Mindset, Corporate culture approach(Fostering Culture, support to PMI, Promoting Job-based HR Management etc.)

Global HR
management 3.0

Global HR
management 2.0

Contribute to Business through Diverse Talents,
Equitable Opportunity and Inclusive Organization

Mindset,Corporate culture approach

Execute HR measures(D&I, Talents)

Senior Executive Committee
Human Capital
Strategy Meeting

Diversity, equity and inclusion is an important factor in executing HR Strategy. We aim to build an organization in which<Major Achievements/Actions>Board of Directors

Growth Strategy
Meetinggroup to improve individual capabilities, skills, and specialties.

MMP2024–

Transform to SIB
Building a foundation for growth
GRI 2-13/2-24

Structure

work instruction, we conduct programs globally across the

Global HR Initiatives–MMP2015

Global Human Capital Management

Organization, built on an underlying Foundation. Based on thisRisk Management
Meeting

Establish organization and culture for growth, discuss anddecide human capital strategies and policies

Global HR
management 1.0 Implement Global HR Platform

2011

Start of Global HR Initiatives*1 GLD: Global Leadership Development program*2 HGG: Hitachi Global Grade*3 GPM: Global Performance Management

Introduction

SocialManagement

MissionPillars
Optimize talent (workforce and capability)and engagement for growthSocial Data

HR Strategy

People (Talent)

Social Contribution Activities

073

Key Initiatives

Occupational Health and Safety

Quality and Customer Satisfaction

Hitachi Sustainability Report 2023

Assurance· Become “The World’s #1 HR pioneers” who cope with changes and contribute to businessWork-Life Management

Responsible Procurement

Governance· We lead transformation into “Employer of choice” in global market - Become a vibrant “Talent Destination” that contributes to society

Vision	Global Human Capital Management

Human Rights

SocialContribute to Business through Diverse Talents, Equitable Opportunity and Inclusive Organization

Executive Summary

Diversity, Equity and Inclusion

Environmental

Overall Human Resources Strategy Linked to Management Strategy

Human Capital

Freedom of Association andCollective Bargaining

Social Innovation

Mindset (Culture)
Foster a mindset and culture for growth

Organization
Promote collaboration between divisions
and improve productivity and efficiency
on a global basis for growth

1. Attract, retain, develop and match talents, especially Global Leaders and Digital Talents and maximize their potential
2. Mobilize (Match) right talent for right roles at right time across Hitachi group
3. Focus on employee wellbeing, engagement & experience
4. Live Hitachi’s Values and evolve Hitachi’s culture for sustainable growth
5. Promote growth mindset with ownership of continuous self development including reskilling & upskilling
6. Promote and reward innovations & change : encourage innovation without fear of failure
7. Collaborate to overcome organizational silos to unlock the value of our customers
8. Establish “New Ways of Working”
9. Transform HR to provide more high-quality people services & solutions leveraging digital technology
Ensure mental and physical Health & Safety
Strengthen Risk Management (compliance, accidents/incidents, disasters, etc.)

Foundation

Qualitative and Quantitative Measures and KPIs Linked to Management Strategies
Management strategy(Business strategy)
MMP 2024 Goals

Management Target & KPI

Expand Social Innovation
Business globally to contribute to
the society
Global Growth by Digital, Greenand Innovation

1) Digital business growth by Lumada

Major Management Strategy

Boost business by Lumada· Revenue CAGR
5–7%· Adj. EBITA margin
12%· ROIC
10%· EPS CAGR
10–14%· Core FCF
1.2 trillion
Japanese Yen

Create destructive innovation by backcasting2) Improve margin of core business andreinforce portfolio management3) Increase sales by client- and market-­oriented business (Global expansion)

Achieve 10% Adj. EBITA margin and
10% ROIC in all businesses
Shift management resources to (=Focus on)
growth business
Boost business in regional markets(Reinforce regional strategy)(Group Health and Safety Policy)
Health and safety always
comes first.
*1 MaD!: Make a Difference! (employee idea contest)*2 JD: Job description

HC KPIs (examples)
Status of DEI promotion

Secure and develop digital talent required for business growth

Number of digital talents

Leverage digital talent and contribute to Lumada business

Lumada revenue and operating income

Promote innovations (Support the spirit of challenge)

Status of application to MaD!*1

Select and develop management leaders globally

Diversification of candidates for the leadership

Talent allocation based on “Right People in the Right Place”

Survey score (Right people in the right place)

Shift to job-based HR management in Japan

Status of Impl. JD* Survey Score (Career)

Improve employee engagement

Survey score (Engagement)

Foster global Hitachi culture
Cultivate growth mindset including reskilling and upskilling2

OutcomeMaximize added
value(B/S perspective)

Survey score (Growth and agility)

Establish “New work style”

Survey score (Way of working)Promote collaboration across divisions to achieve “growth”

Number of transfers and talent shifts between divisions

Optimize management foundation cost (Reduce SG&A)

Workforce Management

KPI defined in each BU/Gr. Company

Improve efficiency of balance sheet

Improve productivity of indirect divisions(Reform roles and streamline operation in HR division)

Indirect division KPISecure physical and mental health and safety

Health and safety KPI

Acquire clients in growth sectors and domains

4) Cash-oriented management

HR strategy to execute the left one
Promote diversity, equity, and inclusion

Optimize
invested capital(P/L perspective)

Introduction

SocialHuman Capital
Executive Summary	Global Human Capital Management

Management

Social Innovation

Environmental

SocialGovernance

Hitachi Sustainability Report 2023

Assurance

074

People (Talent) —Optimize talent (workforce and capability) and engagement for growth—
Developing Global Leaders and Digital Talent
Approach

SystemActivities

GRI 404-2

Training

Work-Life Management

Management Leader Selection and Development

Occupational Health and Safety

Hitachi develops global management leaders, operating the Global Leadership Development Program (GLD), which is led by top

Strengthening Recruitment andDevelopment of Digital Talent Materiality

Freedom of Association andCollective Bargaining

management and the Nominating committee for the medium- to long-term development of management leaders who will drive

To accelerate our Social Innovation Business using digitalchange and innovation. To develop candidates for future positions as CEO, heads of business units, and other management

technologies and expand Lumada business (Revenue:­leaders, we select several hundred candidates from around the world to join GT+ talent pool. We provide these individuals withFY2021 1.4 trillion yen ➞ FY2024 2.7 trillion yen), a Hitachichallenging assignments* involving on-the-job and off-the-job training and coaching. We are happy to say that the percentage of

growth driver, we secure and develop digital talent who will

non-Japanese nationals and women among the selected applicants has been increasing year by year.

lead digital transformation (DX). In addition to acquiring talent

Diversity, Equity and Inclusion
Human Rights
Responsible Procurement

1

In addition, the GT+ group includes young and talented employees selected through the Future 50 program. The candidates

globally through GlobalLogic, a leading digital engineering

Quality and Customer Satisfactionin this program receive intensive training through work assignments, including management positions, and opportunities for direct

services company, we will accelerate our efforts to bolster

Social Contribution Activities

discussions with outside directors.

digital talent needed for business growth by engaging in

Social Data

*1 Assigning highly demanding tasks.

internal talent development through expanded programs
unique to Hitachi DX training.

Selection of Diverse Human Resources as Management Leadership Candidates
GT+
FY2016FY2022Future50 (Alumni,
current members)

521

541

140

Non-Japanese

25 (4.8%)

174 (32.2%)

42 (30.0%)

Female25 (4.8%)

122 (22.6%)

31 (22.1%)

Selected

Note: As of March 2023

CEO

Digital Talent: Progress and Targets
Japan

Candidates for leaders
such as Future CEOs

100,000

Talent Pool for
Leader Candidates:
“GT+”
541
Emerging Talents“Future50”140

FY2022 Results

Global Leadership Acceleration
Program for Key Positions (GAP-K)

Selective training held for five months to accelerate the development of
future management-level leaders

30 participants from 8 countries

Global Advanced Program for
Leadership Development (GAP-L)

Training held twice a year for local leaders whom we expect will perform
well in subsidiaries outside Japan, aiming to develop superior leadership,mindset, and skills necessary to drive Hitachi’s global growth businesses

57 participants from 18 countries

83,00067,00060,00041,00030,000059,00038,00040,000Management Leadership Candidate Training (Internal)
Overview

97,000*1

80,00020,000Training

Overseas(People)11,00035,00012,00019,00023,0002019

2020

29,0002021

42,0002022

38,0002024(FY)(Target)Note: We define digital talent as someone having capabilities in one of 12 areas(design thinking, data science, security, etc.) necessary for digital business.
Digital talent represents the total number of individuals under each capability(cumulative).
*1 Excluding Hitachi Astemo

Introduction

SocialManagement

Skill Level

Professional

Development Initiatives
Transfer and experience practical
digital businesses inside/outside of Hitachi [OJT]Advanced

Hands-onExperience

Work-Life Management

Direction

Advanced
Basic

Occupational Health and Safety
Freedom of Association andCollective Bargaining

Literacy

Diversity, Equity and Inclusion

Assurance

Hitachi Sustainability Report 2023

075

Hitachi Academy, a corporate university of the

Hitachi Group, plays a central role in developing digitaltalent. The academy established a DX training structurethat organizes, categorizes, and systematizes the processes and tasks needed for digital transformation.

Trainings (lectures) and exercises
at Hitachi Academy

MemberBasic

Digital Talent Development

e-learning in Hitachi Academy(For all employees of Japan group companies)

The DX training structure, which consists of morethan 100 courses. In fiscal 2022, a cumulative total of
29,500 employees took DX training across 130 courses,
is updated annually. In addition to an e-learning packagethat outlines the DX literacy minimums for all employees

No

TargetDescription①

Professional

Have knowledge in the specific area and can play an organizing/leading role on the area
in PJs②

Advanced and Basic

Have a practical experience in the specific area and can play an implementing role
under professionals’ guidance (Data scientist, security specialist, design thinker, etc.)③

Literacy(All Hitachi Gr. Employees inJapan)Have a basic digital knowledge, understand the fundamental content of Hitachi’s digitalbusiness.

Quality and Customer Satisfaction

Social Data

Role in Front BU

Leader	Global Human Capital Management

Social Contribution Activities

GovernanceDigital Task Team (Inside/Outside of Hitachi)

Executive Summary

Responsible Procurement

SocialEnvironmental

Digital Talent Development Methods

Human Capital

Human Rights

Social Innovationof Group companies in Japan the academy offers basic
and advanced training programs for each of the skills
required of digital talent. In this way, we strengthen thedevelopment of individuals who can apply DX to theirown work.
At the same time, we train leaders and other­professional-level digital talents in charge of DX projects
by providing them with on-the-job training in actual
projects and other practical work experience. We con-Initiatives to Put the Right Person in the Right Placetinue to strengthen digital talent through both basic andadvanced knowledge and skills training and develop-

Activities

The Hitachi Group created the Organizational Structure and Human Resources Allocation Policy, which stipulates the process ofconsidering the optimal organizational structure for achieving organizational goals, maximizing the performance of the entire organization, and securing and allocating human resources to optimize configurations. In this way, we ensure organizational and positional management placing the right people in the right positions. Our basic policy is to assign personnel that meet the competency
requirements of the position in question, utilizing human resources from a group-wide and global perspective, rather than using
age, gender, nationality, or other attributes of human resources as factors in making placement decisions. In addition to utilizing
external human resources, we conduct talent reviews to achieve a more optimal match between the job and the human resources
as part of the promotion of job-based human resources management. In conjunction with global performance management (GPM),
succession planning, and succession candidate development, we seek to achieve further growth for the entire Hitachi Groupthrough global talent management measures conducted in common at all Hitachi Group companies.

ment for professionals.

Introduction

SocialHuman Capital
Executive Summary	Global Human Capital Management

Management

Social Innovation

Environmental

SocialGovernance076

Hitachi Sustainability Report 2023

Assurance

Mindset (Culture)—Foster a mindset and culture for growth—
Fostering the Hitachi Culture and Improving Employee Engagement*1 Globally
Targets

GRI 404-2

Activities

Work-Life Management

Hitachi has welcomed approximately 100,000 new employees through several large-scale M&A transactions in recent years. We

Improving Employee Engagement

Occupational Health and Safety

will work with these new colleagues to share the universal Hitachi mission and values (founding spirit) and foster a culture as One

As part of human capital management, Hitachi established an

Hitachi, improving employee engagement and achieving further innovation and growth.

employee engagement score*3 as a KPI and is working to set

Freedom of Association andCollective Bargaining
Diversity, Equity and Inclusion
Human Rights
Responsible Procurement

Materiality

As part of human capital management, Hitachi monitors employee engagement every year through Hitachi Insights, a global

and achieve targets. In fiscal 2022, we achieved our fiscal

employee survey. We plan and implement actions to improve employee engagement. Specifically, management and local supervi-

2024 target “employee engagement (percentage of positivesors share the survey results of their own organizations with their members to identify organizational issues, and continue theresponse rate) 68%” ahead of schedule, and now, we are

PDCA cycle through the planning and implementation of actions that serve as response measures, leading to improvement.

looking to achieve an even higher target.

In the fiscal 2022 survey, we expanded questions related to the environment and well-being, which require an accurate under-

Quality and Customer Satisfaction

standing globally. We increased the number of languages in which the survey is offered to 20 to meet the needs of diverse humanSocial Contribution Activities

resources and improve usability.

Social Data

*1 Employee engagement: The willingness of employees to work autonomously to understand a company’s strategies and policies, to take on challenges in their work, and toachieve results*3 Employee engagement score: Employee engagement is measured in terms offour factors (pride in working for Hitachi; Hitachi as a fulfilling workplace; feelingof personal accomplishment in work; and intention to continue to stay at
Hitachi for the foreseeable future)

Creating a Shared Culture During PMI*2

Results and Targets of Employee Engagement Score­(percentage of positive response rate)

Post-merger integration with GlobalLogic, Hitachi Energy, and other companies acquired via M&A is essential for creating growthJapansynergies. After conducting a survey to visualize the strengths and differences of each company, we hold town-hall-style meetings
at the leadership level and culture discussions at the employee level to foster unity under One Hitachi.

Overseas

Total

(%)
100

*2 PMI: Post-merger integration; refers to the integration process after M&A.

Communication to Integrate Corporate Cultures with New Colleagues

60

July 2022 was the first anniversary of the integration of Hitachi and GlobalLogic. Hitachi released a video message of congratulations and thanks globally, sharing the results of collaborative creation to date, as well as hopes and anticipation of

82.3

80.0

80

65.0
56.2

61.2

83.3

69.5

71.0
62.7

40

future growth. In October, GlobalLogic and Hitachi Digital held the Hitachi Digital Summit 2022 in the United States. At thissummit, executives exchanged ideas, while 11 customers and business partners, as well as 127 Hitachi executives andleaders, participated to solidify a foundation for collaboration.

20
0

2021

Mindset Reform: Make a Difference! (MaD!)
Since fiscal 2015, we have held an employee idea contest to strengthen the sense of ownership among employees. The number ofapplicants has expanded globally throughout the group, and our new colleagues from Hitachi Energy and GlobalLogic are participating actively, helping to spread the Hitachi culture. In fiscal 2022, a member of Hitachi Energy received the Gold Ticket, the highest award, for a new business proposal related to green business.

2022

2024 (Targets*4) (FY)

*4 We raised our fiscal 2024 target as we achieved the previous target ahead ofschedule in fiscal 2022.

Introduction

SocialExecutive Summary	Global Human Capital Management

Social Innovation

Environmental

SocialGovernanceInitiatives to Develop Talents as a Hitachi Culture
Activities

Human CapitalManagement

Training

Hitachi has traditionally placed great emphasis on developing human resources, including the establishment of the ApprenticeshipTraining School, a predecessor of today’s Hitachi Industrial Skills Academy, in 1910, the year of Hitachi’s own founding. The pedagogical principles established in 1959 as our Educational Guidelines emphasized the spirit of yueki (guidance through assistance)

Work-Life Management

and jikyo (endeavor through one’s own efforts). That spirit has been maintained to the present day. In addition to on-site training

Occupational Health and Safety

through work tasks, we are also expanding training programs globally across the Group to improve individual capabilities, skills, andFreedom of Association andCollective Bargaining

support the growth of each and every individual employee with the goal of developing employees who can contribute to resolving

Diversity, Equity and Inclusion
Human Rights

specialties. For managers, we provide global standard training by level for the growth of the Hitachi Group. We will continue tosocial issues.
Title-Specific Management Training

Responsible Procurement

Training

Overview

Global Leadership Acceleration Program forManagers (GAP-M, Ready to Lead)

Leadership training with common global content for managers and new managers

Quality and Customer Satisfaction
Social Contribution Activities
Social Data

FY2022 results
Held in eight regions (Japan, the UnitedStates, Singapore, Australia, the United
Kingdom, India, China, Korea) with 3,207
participants

Career Development Support
Hitachi, Ltd. has developed a broad range of career development support that focuses on internal careers, namely, an employee’s individual values, job satisfaction, and their personal meaning of work. The Hitachi Career Development Workshop (H-CDW)
is a career development program to provide direct support for individual career development. Through self-analysis, participantsconsider their future direction, their career goals, and their career path. After this self-analysis, participants engage in self-­
directed efforts to develop their career and abilities. Around 16,000 people have participated in the program so far (as of March
31, 2023) with a focus on employees in their thirties at assistant manager rank working as technicians, researchers, and administrative office positions.
In addition to those programs, we also offer programs targeting specific age groups such as career education for young groups
and training for middle-aged or older groups to help older employees prepare for the changes ahead in their careers.
We also operate a Career Consultation Room for employees to speak with professional counselors about challenges regarding
work, career, or interpersonal relationships.
We will continue to encourage self-understanding while respecting each employee’s individuality and personal aspirations. By
doing so, we will develop individuals with autonomy to think and act for themselves, supporting mutual understanding as a way offostering a sense of unity and teamwork, while capitalizing on individual engagement and motivation within the organization. We
provide support and create mechanisms to link individual abilities and creativity to the enhancement of organizational strength andperformance.

Assurance

Hitachi Sustainability Report 2023

077

Introduction

SocialHuman CapitalManagement

Social Innovation

Environmental

SocialGovernance

Assurance

Hitachi Sustainability Report 2023

078

Initiatives at Regional Headquarters to Develop Employee Skills
Hitachi is an organization with global operations, so our skills development programs are implemented primarily by regional headquarters in keeping with the focus of each region’s business operations and cultural environment. Through these efforts, we seek to identify and nurture our global leaders across the Group.

Executive Summary

Hitachi America, Ltd.

Hitachi Europe Ltd.

Work-Life Management

For employees in the Americas aspiring to become global leaders, in addition to a global

The company supports employees in Europe to develop skills to acquire professional certifica-

Occupational Health and Safety

management training program, the company provides a variety of learning and individual

tions in cultural awareness, presentation skills, and IT skills. Global management training andtraining options utilizing the Hitachi University. Specifically, the company encourages

other programs bring together Hitachi leaders in Europe which helps to build an important­employees to take e-learning courses on topics such as DX and AI/data science. To develop

network in support of One Hitachi. In addition, we are conducting education and training toleadership, it also actively encourages employees to participate in training programs forsupport hybrid work and improve employee engagement.

	Global Human Capital Management

Freedom of Association andCollective Bargaining
Diversity, Equity and Inclusion
Human Rights
Responsible Procurement­management-level leaders. In addition, we place great emphasis on improving understandingof DEI and have developed and provided virtual training on DEI for all employees.

Hitachi India Pvt. Ltd.
The company’s Learning and Development Committee consists of senior executives andQuality and Customer Satisfaction

Hitachi Asia Ltd.

meets twice a year to discuss training programs. Another mission of the committee is toSocial Contribution Activities

Twice a year, business leaders gather to provide and share business insights and successencourage skill sets by making full use of global management training courses and theSocial Data

stories that develop human resources in line with Mission, Values, and Vision. In addition toe-learning platform for employees. In addition, to enable an effective learning and develop-

global leadership programs, talent management measures, coaching sessions by senior lead-ment, the company provides annual development roadmap and educational programs toers, e-learning platforms that can be learned online, we are developing measures to support

Group companies located in India.

the development and growth of human resources through on-site training and virtual skill
training. Employees communicate regularly with their superiors, and superiors support theirteams through resource support, coaching, and mentoring to build a system that takes initiative in their own careers.
Hitachi (China) Ltd.
The company promotes the growth of all employees through a training system catering todifferent levels of development which enables workers to develop the specialized and comprehensive skills they need to perform their jobs. In addition to common global training throughHitachi University and an e-learning platform for employees, we provide specific content for
employees to acquire the skills and knowledge required for business activities in China. It also
supports the development of Hitachi’s Social Innovation Business by strengthening training fortalent development related to digital business.

Introduction

SocialExecutive Summary	Global Human Capital Management

Social Innovation

Environmental

SocialGovernance

Assurance

Hitachi Sustainability Report 2023

079

Transformation to Job-Based HR Management
Approach

Human CapitalManagement

Activities

Hitachi is accelerating the shift to job-based HR management. This shift involves clarifying the duties and necessary skills as well as experience and assigning human resources based on their desires andabilities to perform the required duties. Through job-based human capital management at Hitachi, assign the right people to the right jobs according to their personal abilities and motivations, regardlessof their attributes such as nationality, gender, or age. The aim here is to produce organizations and individuals that generate innovation by maximizing performance and by improving engagement.

Work-Life Management
Occupational Health and Safety

Specific Initiatives to Transition to Job-Based HR Management

Freedom of Association andCollective Bargaining

and human resources, and we conducted talent reviews to consider placement and training based on each the aptitude and career orientation of each employee. In October 2022, we introduced the Learning

Diversity, Equity and Inclusion
Human Rights

Engaging in job-based human resources management in Japan, we adopted job descriptions (for approximately 60,000 positions including Group companies as of the end of FY2022) to visualize job duties
Experience Platform (LXP), a system that supports autonomous upskilling and reskilling. On this platform, an AI interface recommends internal and external learning content according to the career aspirations,etc., of the employee in question. We are also promoting support for employees’ autonomous career development. We are offering LXP within Hitachi, Ltd. and to Group companies in Japan in stages.
In addition, we are reviewing the entire human resource management system and framework, aiming for completion between 2023 and 2024. As an example, in April 2023, we redesigned the

Responsible Procurement

Group Recruitment System to expand opportunities for voluntary transfers. In the future, we plan to introduce a system of internal and external side jobs, and revise the compensation system for

Quality and Customer Satisfaction

non-managerial personnel.

Social Contribution Activities
Social Data

This shift to job-based human resources management allows Hitachi to improve the job satisfaction of each individual, heighten the sense of unity between the company and the individual, andachieve growth for both parties.
Hitachi’s Job-Based HR Management“Growth” of organization and individuals, nurturing of “mindset and culture for growth”
Provision of value through the globally deployed Social Innovation Business andself realization of employees through work

Objectives· Maximization of performance of organizations and individuals· Improvement of engagement

Improvement of labor productivity

Realization of the right person in the right place: The company clarifies required job duties and skills and provides opportunities for developing skills
and utilizing the full potentials of employees while the employees demonstrate their own values necessary for job duties and builds their own careers.

Company

Visualization of job duties◆ Attractive job duties and opportunities for growth◆ Compensation according to job duties andachievement◆ Support for career development and autonomous
learning◆ Environment where diverse individuals can makefull use of their talent

Individuals
Provision of opportunities
and compensation
Partners on equal footing
under the keyword of work
Mutual communication
Achievements and contribution(Demonstration of values)

Visualization of human resources◆ Self-realization through work
◆ Achievements and contribution according to job
duties (Demonstration of value)◆ Continuous upskilling and reskilling◆ Mutual understanding in diverse groups anddemonstration of teamwork

Nurturing of mindset and culture for growth:Take the initiative in one’s future career and raise one’s hands, Learn on one’s own, Take on challenges , Learn from failure

Introduction

SocialHuman Capital
Executive Summary	Global Human Capital Management

Management

Social Innovation

SocialEnvironmental

Governance

Assurance

Hitachi Sustainability Report 2023

080

Organization —Promote collaboration between divisions and improve productivity and efficiency on a global basis for growth—
Adopt a Platform for Global Human Capital Management
Approach

SystemActivities

Work-Life Management

In the past, each Hitachi Group company conducted its own

Integrated Platform for Human Capital Management

Implementing People Analytics

Occupational Health and Safety

human resources measures and systems optimized for over-Through this platform, we share up-to-date and specific tal-

Hitachi’s People Analytics initiative involves gathering andFreedom of Association andCollective Bargaining

seas operations. However, we reorganized these measuresents information (professional skills, career preferences, etc.)

analyzing data about regular employee awareness and behav-

and systems into common global measures, common regional

via a cloud system. The platform enables centralized manage-

ior and putting the data to use in personnel allocation andmeasures, and individual company-specific measures. In par-ment of various processes, including search for talents acrossmanagement policy.

ticular, we are developing a global common human resources

the Group. We utilize this information for team management,

Rather than relying on the experience and intuition ofmanagement infrastructure to integrate with global sharedperformance management, development planning, and career

person in charge we visualize data to conduct talent manage-

Responsible Procurement

measures. In 2012, we began operating a database, conduct-development. The platform is gradually being expanded

ment based on improved decision-making accuracy, the char-

Quality and Customer Satisfaction

ing data management, and implementing global leadership

throughout the Group globally.

acteristics of the individual employee, and the aptitudes of theSocial Contribution Activities

development initiatives targeting certain top talent. We con-individual employee. In this way, we engage in effective andSocial Datatinue to expand our efforts through common job grading andprompt measures regarding our talent, organization, andDiversity, Equity and Inclusion
Human Rights

performance management, a global education platform, and a
global human resources management integration platform
infrastructure. Newly added companies become part of thesecommon platforms over time.

culture.

Introduction of the Human Capital Management
Integration Platform(10 thousand people)
30

Utilizing Survey Analysis Results for Human
Capital Management

28.9

We conducted a survey based on a unique psychological analysis developed under the academic guidance of

20

18.1
14.5

the University of Tsukuba. The results are analyzed

15.4

using IT, including AI and data analysis. We used indicators of individual awareness, as well as data on job

10

assignments and behavior arising from the survey

7.3

results to assign and develop employees. We also use
the survey results to maintain and improve organiza-

0

2018

2019

2020

2021

2022

(FY)

tional health and productivity. This practice strengthens
our human capital by energizing talent andorganizations.

Introduction

SocialHuman CapitalManagement

Social Innovation

Environmental

SocialGovernance

Hitachi Global Grade (HGG)
We engage in role- and job-based talent management through the Hitachi Global Grade and other systems to ensure that a diversebase of talent is engaged in pursuing the Hitachi business. The HGG consists of 11 grades, and each position is evaluated based

Hitachi Sustainability Report 2023

Assurance

081

Ensuring Fair Evaluation and Compensation
Approach

Systemon the global common standards of the entire Hitachi Group.

Executive Summary

Hitachi believes that a fair global system of employee evalua-Talent Review

tion and compensation is essential for attracting diverse

Work-Life Management

Hitachi uses the Talent Review as an initiative to strengthen and develop the match between duties and talent. Managers in each­talents, regardless of nationality. Accordingly, we established a

Occupational Health and Safety

workplace meet individually with subordinates to review performance and career plans, after which multiple managers have the

Global Compensation Philosophy: A management framework

Freedom of Association andCollective Bargaining

opportunity to review each employee. Managers then discuss individual development and job assignments based on the employee’s

shared by all Group companies based on the principles ofstrengths, weaknesses, and career aspirations. Through these efforts, we encourage the matching of duties and human resources,

ensuring market competitiveness, pay for performance, andleading to employee career development and stronger organizational capabilities.

transparency.

Global Performance Management (GPM)

each country and region in which we operate when determin-	Global Human Capital Management

Diversity, Equity and Inclusion
Human Rights
Responsible Procurement

We ensure compliance with the laws and regulations of
Global Performance Management (GPM) forms the foundation for business management and performance enhancement with theing compensation. For instance, to ensure compliance with

Quality and Customer Satisfaction

aim of promoting the sustainable growth of organizations and individuals. Five items, including the perspective of corporate ethics

minimum wages, etc., in Japan, we conduct comprehensive

Social Contribution Activities

and compliance, are particularly important for Hitachi to become a global leader in the Social Innovation Business. We define theseand periodic checks through our system to confirm no viola-

Social Data

items as common competencies (behaviors) for the Hitachi Group, and these items apply to all employees. Supervisors provide

tions have occurred.

coaching and feedback to their staff to help them achieve their targets. They encourage continuous performance improvements

We developed a performance-based compensation system

which lead to the medium- and long-term development of employees. By clarifying the skills and behaviors that individuals need tothat is fair and competitive in the context of the labor market for

demonstrate, while explaining how their actions contribute to the success of the business, we cultivate employee fulfillment at work

the industry in each country or region. Individual employee

while encourage employees to take ownership over their work and self-development.

compensation is based on an annual performance review.
Hitachi, Ltd. introduced a system of flexible compensa-

Hitachi Group Common Competencies
Competencies

tion according to individual employee performance andCommon Definition­company performance. In addition to evaluation results,
employees receive feedback on strengths and areas for

Safety and Integrity

Be bold to do the right thing for yourself and others.

Challenge (Pioneering spirit)

Be agile, and learn from failures to succeed.

goals for future work. This feedback is designed to encour-

Customer Focus (Sincerity)

Empathize with customers, and collaborate to create innovation.

age personal growth.

Collaboration (Harmony)

Speak up and listen respectfully to others.

GrowthBe hungry to grow yourself, other, and the organization.

improvement identified via evaluation and challenges andIntroduction

SocialHuman Capital
Executive Summary
Global Human Capital Management

Management

Social Innovation

Environmental

SocialGovernanceApproach to Work-Life Management
GRI 3-3

Approach

hours for flex-time work and discretionary work, allowing forplace, including a 41-hour year-on-year decrease in total

regular work days to become “non-work days.” In addition,

annual work hours per person in fiscal 2022.

Occupational Health and Safety

are simply balancing work and private life, to promote “work-

program) in April 2023, responding to diversifying needs for

Freedom of Association andCollective Bargaining

life management” which encourages employees to proac-time off. The expansion and use of these various programs

tively take charge of improving the quality of both their work

are part of our implementation of autonomous and flexible

and private lives. We embrace work-style reforms and sys-

work styles. And we are seeing changes in work styles taking

Human Rights

Hitachi, Ltd. Employees Eligible for
Remote Work and Satellite Office Programs

Approx.

95%

tems facilitating balance between work life and private life.
In this way, we support each individual in their path as a

Responsible Procurement

professional and as a growing human being, leading to sus-

Quality and Customer Satisfaction

tainable growth for the individual and for our organization.

Social Contribution Activities
Social Data082

we began expanding rest and vacation options through a Life
Support Leave program (multi-purpose, 100% paid leave

Diversity, Equity and Inclusion

Hitachi Sustainability Report 2023

Work-Life Management

Hitachi goes beyond “work-life balance,” in which employees	Work-Life Management

Assurance

Implementing Work-Style Reform
Approach

SystemActivities

Work-Style Reform Initiatives at Hitachi, Ltd.
Activity
Top commitment• Send message within company

Review operations andprocesses• Reform administrative operations at headquarters• Clarify rules for sending e-mails, prohibiting late-night and week-end e-mails in principle• Use support tool designed to optimize meeting durations and participant numbers and improve meeting efficiency

Strengthen workplace
management• Increase operational transparency using in-house consultants• Improve attendance management system for firm compliance• Offer training to learn effective remote workplace organizational management (Target: 16,000 Hitachi Group managers)

Promote time- and location-­
independent work practices• Expand working from home program• Create environments where internal networks can be accessed safely from off-site locations• Hold meetings online• Offer spot remote work for managers and employees eligible for discretionary work hours• Eliminate minimum daily work hours for flextime work and discretionary work
• Expand satellite office network (351 sites as of March 2023)• Reform administration by promoting electronic signatures and paperless systems

Companywide promotional
tactics• Share on Hitachi’s intranet site
• Raise employee ideas about work-style reforms and share them
• Conduct awareness surveys, etc., and publicize results

GRI 3-3

Hitachi pursues group wide work-style reforms to allow
diverse employees to work with enthusiasm and demonstrate
their talents. Today, approximately 95% of all Hitachi, Ltd.
employees are eligible to take advantage of our programs towork from home or satellite offices, enjoying work styles thatoffer ­flexible, time- and location-independence. Under these
programs, employees do not need to come into the office fora certain amount of time, and they may work outside theoffice without any limitations. Employees may also work at
locations where child care, nursing care, etc., are provided orwhere relatives reside. We also introduced location-free work
for managerial-level employees and employees eligible fordiscretionary work, which allow these individuals to work on a
spot remote basis. We have eliminated minimum daily work

Key Components

Introduction

SocialManagement

Social Innovation

SocialEnvironmental

Governance

Hitachi Sustainability Report 2023

083

Introducing and Expanding Support Systems for Balancing Work and Child Care/Nursing Care
GRI 401-2/401-3

SystemHuman Capital

Assurance

Hitachi strives to create even more supportive workplaces to

As Japan’s population ages, the number of employees

responsibilities. Specifically, we pursue efforts to offer a total

Executive Summary

help employees balance work and child care. For example,

facing the challenge of providing nursing care for elderly

integrated package (information, financial support, work style

Global Human Capital Management

Hitachi, Ltd. offers an allowance for balancing childcare andfamily members continues to grow. In response, we are pro-reform, and management reform) that allows employees towork, services to help enroll children in daycare centers, andviding more support programs to help employees balance

provide nursing care without having to quit their jobs, educa-

Occupational Health and Safety

other programs. The company also provides e-learning courses

work and nursing care. Hitachi, Ltd. and Group companies intion for managers and employees over the age of 40, andFreedom of Association andCollective Bargaining

to encourage a better understanding among managers. To help

Japan regularly conduct employee awareness and internal

free consultation services with experts in the field.

employees balance work and child care, we established anfact-finding surveys concerning nursing care. Based on thein-house child-care facility in one of our offices in cooperation

results of these surveys, the companies enhance measures

Hitachi Group companies in Japan to formulate a plan forwith the labor union and group companies.

to help employees balance their work and home nursing caremeasures to support balance between nursing care and work.

	Work-Life Management

Diversity, Equity and Inclusion
Human Rights
Responsible Procurement
Quality and Customer Satisfaction

Work-Life Management Support System at Hitachi, Ltd.

Social Contribution Activities

Child-Care Support System

Social Data

For women

Pregnancy

For menFertility treatment leave (1 year total),
Expectant Parent seminars,
Pre-maternity leave and return to work support seminars
Leave for prenatal medical appointments, pregnancy problem leave, etc.

ChildbirthChild-careleave
Return to
work

Other
Programs

Maternity leave (8 weeks before
and 8 weeks after childbirth)

Nursing-Care Support System

Paternity leave (5 days total)

Child-care leave (up to 3 years, until the child completes
the first grade of elementary school; can be taken nonsequentially)
Child care and work support
allowance (up to 100,000 yen peryear per child through the third
grade of elementary school)
Hokatsu Concierge

Child-care matching service incollaboration with company-led
nurseries
Child-nursing leave (5 Days/Yr)

Flexible working hours
Shorter working hours (generally 6,
6.5, or 7 hours)
Annual paid leave (in hours)
Half-day leave
Family-nursing leave (5 Days/Yr)
Leave for overseas spousetransfers (3 years or less)Life Support Leave (5 Days/Yr)
Working from satellite offices
Working from home
Spot Remote Work
Elimination of posting of
employees away from family

Work/leave system enabling flexible work styles
Flexible working hours
Shorter working hours(generally 6, 6.5, or 7 hours)
Annual paid leave (in hours)
Half-day leave
Family-nursing leave (5 Days/Yr)
Child-nursing leave (5 Days/Yr)
Annual nursing-care leave(5 days per person receiving
care per year)

Nursing-care leave(1 year in total, can be taken
nonsequentially)
Life Support Leave (5 Days/Yr)
Working from satellite offices
Working from home
Spot Remote Work
Elimination of posting of
employees away from family

Financial support
Work-caregiving balance support points (1,000 points [100,000 yen]
per person receiving care per year)
Work-caregiving balance support points (3,000 points [300,000 yen]
per person receiving care)
Consultation services and information provision
Nursing Care Concierge (consultation service)
Distribution of Handbook on Balancing Work and Caregiving
Holding seminars on how to balance work and nursing care
responsibilities

Cafeteria Plan (child-care and nursing-care options)

By the year 2025, we intend to establish a system for allIntroduction

SocialManagement

Social Innovation

Human Capital
Global Human Capital Management

	Work-Life Management
Occupational Health and Safety
Freedom of Association andCollective Bargaining
Diversity, Equity and Inclusion

SocialGovernance

Main Details and Purpose

ApproachSocial Data

Activities

Expectant Parent Seminars

E-learning for managers on balancing work and child care

Conducted to help managers understand basic knowledge for management and promotion of male employees to takechild-care leave in accordance with the revised Child Care and Family Care Leave Act

through balanced work schedules, Hitachi, Ltd. sets company-­

Tool to simulate salary andbenefits during child-care leave

Provides a visualization of salary and child-care leave benefits to support specific plans for the duration of child-careleave, etc., as well as to encourage the use of child-care leave

way, the company strengthens workplace management and

Employee Attitude Survey on
Balancing Nursing Care and Work

Conducted attitude and fact-finding surveys across all Group companies in Japan to understand current issues

Hitachi complies with the laws and regulations of each country and region concerning long working hours and overwork.
To maintain employee health and improve productivity
wide KPIs for work-style reform in Japan each fiscal year. In thisreviews business processes. We also offer e-learning programs
to ensure compliance with laws and regulations related toworking hours and annual paid leave. Projects that may involve
long working hours are managed on an individual basis. We

Responsible Procurement

Social Contribution Activities

084

Conducted for regular employees who are expecting a baby or whose spouse or partner is expecting a baby, topromote understanding of child care and child-care leave systems and to encourage regular employees to use thenecessary leave and work systems (seven seminars attended by 300 people in total)

Human Rights

Quality and Customer Satisfaction

Hitachi Sustainability Report 2023

Assurance

Preventing Long Working Hours and Overwork

Measures in Fiscal 2022
Measures

Executive Summary

Environmental

installed a system that links PC use to an attendance manage-

Support Systems and Measures that Meet Diverse Employee Needs

ment system as one way to manage long working hours and
GRI 401-2/404-2

Systemprevent overwork. We also provide a labor management dashboard*1 and send out alerts to help supervisors monitor the

Hitachi, Ltd. and the Hitachi Group companies in Japan

allowance plans. These plans respond to the diverse needs ofworking conditions of their subordinates in a timely manner,­promote to implement systems that provide the necessary

employees as they age by providing supplementary benefits

thereby supporting appropriate management in the workplace.

level of support based on the business environment of eachand the plans play an important role in allowing retired people

We are extending similar efforts to prevent long working hours

company and the needs of employees through domestic

to live more affluently.

and overwork using IT tools to Group companies in Japan.

programs and measures include the following: a Cafeteria

Employee Stock Ownership Plan

actual monthly working hours, accompanied with messages

Plan program; housing support such as dormitories,

Hitachi, Ltd. and certain Group companies in Japan havethat encourage behavioral changes. In this way, we help

­corporate-owned housing and a housing allowance system;

adopted an employee stock ownership plan to support asset

employees reflect on work styles and increase productivity on

systems for balancing work with child and nursing care; retire-

accumulation among employees and enhance their sense of

their own. Further, we provide monthly targets and specificment and pension plans; a consolation payment system; anparticipation in management. Under the employee stock

actions for eligible employees who worked 2,000 or more

employee stock ownership program; Hitachi Group insurance;

ownership plan, employees may receive incentive payments

total hours in the previous fiscal year, creating a culture

a property accumulation promotion system; internal sales;

based on Hitachi, Ltd. performance when acquiring Hitachi,change emphasizing work efficiency (achieving results inand a Health Insurance Society. In principle, these systems

Ltd. shares. This system links the growth of the company toshorter time) and resting once work is finished (recharging andand measures cover all employees except for certain systems

employee asset accumulation.

preparing for the next workday to maintain high performance).

Group-wide lifestyle support programs and measures. Thesenot suitable for fixed-term contract employees due to the
purpose and/or nature of the system in question.

The company provides all employees with a report of

The shares held by the Hitachi’s Employee Stock
Ownership Plan ranks sixth in terms of major company shareholders (shareholding ratio: 2.10% as of March 31, 2023).

Retirement Benefit Plans
Hitachi offers partial or full defined benefit pension plans,
defined contribution pension plans, and lump-sum retirement*1 Labor management dashboard: A business tool that integrates and visualizes
information and data related to labor management

Introduction

SocialHuman CapitalManagement

Social Innovation

Environmental

SocialGovernance

Assurance

Hitachi Sustainability Report 2023

085

Initiatives at Regional Headquarters to Create Positive Work Environments
Hitachi supports workstyles that are conducive to each employee achieving their full potential. Regional headquarters also implement policies specific to their regions.

Executive Summary

Hitachi America, Ltd.

Hitachi (China) Ltd.

Hitachi India Pvt. Ltd.

Global Human Capital Management

Hitachi America, Ltd. offers a variety of programs and mea-

Hitachi (China) Ltd. pursues work-style reform to improve

Hitachi India Pvt. Ltd. offers programs and measures tosures to improve employee well-being. The company pro-productivity and support diverse work styles. The company

foster work environments where employees cooperate andvides a hybrid work system that allows employees to choose

offers remote work options and flexible work hours.

grow with each other. Specifically, the company provides awhether to come to work or work remotely, encouraging

Emphasizing work-life balance, average overtime hours are

remote work program for flexible work styles, support before

flexible work styles. In addition, a monthly No Meeting Day

well below the legally mandated maximum, and employees

and after childbirth, including day-care center allowance,

allows employees to focus on their individual work. Hitachi

are encouraged to take annual leave. Town hall meetings are

and group medical insurance. Hitachi India supports

America also sponsors monthly webinars to support theheld with ­executives, and interdepartmental businessemployee well-being through monthly health camps formental, physical, and financial well-being of employees,

exchange meetings are held to continuously enhance verti-

physical exercise and exercise programs in the workplace.

Responsible Procurement

while providing more opportunities for employees to interact

cal and horizontal communication within the workplace. The

Employees have access to webinars produced in collabora-

Quality and Customer Satisfaction

with each other.

network built through these meetings contributes to a sensetion with medical institutions that offer content on physical,of unity in the company, comfortable work environments,

mental, financial, and psychological well-being. Other pro-and smoother business operations.

grams include cultural events and family days to strengthen	Work-Life Management
Occupational Health and Safety
Freedom of Association andCollective Bargaining
Diversity, Equity and Inclusion
Human Rights

Social Contribution Activities
Social Data

Hitachi Asia Ltd.

interaction among employees.

Aiming to make Hitachi Asia Ltd. the best workplace in Asia,
the company provides fair opportunities for all employees

Hitachi Europe Ltd.

and adopted a competency-based evaluation and compen-

Hitachi Europe Ltd. offers hybrid working arrangements tosation system. Hitachi Asia strives to treat and respect all

protect the health and safety of employees, as well as toemployees equally, bringing out the best in each. The com-

support diverse workstyles. In addition, staggered workpany also conducts activities to encourage communication

hours and other systems are used to encourage a better

among employees, engagement, health and safety aware-

work-life balance and help employees balance their work

ness, and mental well-being. Other programs allow for flexi-

and private lives.

ble work styles that take into account work-life balance.

Introduction

SocialHuman Capital
Executive Summary
Global Human Capital Management
Work-Life Management	Occupational Health and Safety
Freedom of Association andCollective Bargaining
Diversity, Equity and Inclusion
Human Rights

Management

Social Innovation

SocialEnvironmental

GovernanceSocial Contribution Activities
Social Data086

Occupational Health and Safety
The Basic Principle for Occupational Health and Safety
Approach

GRI 3-3/403-1

PolicyHitachi communicates the Hitachi Group Health and Safety
Policy to all Hitachi Group companies worldwide in Japanese,
English, and Chinese. This policy is based on our philosophy
that Health and Safety Always Comes First. We coordinate
with all related companies, including contractors and procurement partners, to ensure the Group works together to create
safe, secure, comfortable, and healthy workplaces for all.

We instill our belief in everyone who works at the HitachiGroup that occupational injuries and illnesses can be prevented and that each of us is responsible for our own safety
and health. We also strive to actively adopt practices to protect our own health and safety and foster a culture of raisingmutual awareness.

Responsible Procurement
Quality and Customer Satisfaction

Hitachi Sustainability Report 2023

Assurance

Hitachi Group Health and Safety Policy
Health and Safety Always Comes First
Policies
In accordance with our mission, “Contribute to society through thedevelopment of superior original technology and products,” theHitachi Group will endeavor to ensure safe and healthy workplaces
under the principle of “Health and Safety Always Comes First.”
1. Continuously be involved in taking health and safety activities inorder to prevent occupational injuries and illnesses throughdesignating the health and safety of employees as management’s top priority
2. Comply with local laws and regulations regarding health and safety
3. Develop safe and comfortable work environments by encouraging employees to maintain their own health and by taking aproactive stance on health and safety activities in the workplace
4. Require an understanding of Hitachi’s principles and promotehealth and safety awareness for all business partners of the
Hitachi Group (contractors, cooperating companies, procurement partners, etc., involved in Hitachi Group business activities)
5. Contribute to safe and pleasant societies by emphasizing activities that make health and safety a top priority in all Hitachi
business activities

Establishing Occupational Health and Safety
Management System
GRI 3-3/403-1/403-2/403-3/403-4/
403-7/403-8/403-9/403-10

Structure

Our Safety and Health Management Division oversees­occupational health and safety on a global basis, holding the
Health and Safety Leaders Meeting every other month. Officers
in charge of health and safety at each Group company and thehealth and safety manager of each division attend the meeting
to develop strategies for companywide occupational healthand safety activities, to set targets and groupwide KPIs, and to
Occupational Health and Safety Management Structure
Hitachi, Ltd. headquarters
Audit Committee

Senior Executive
Committee

Report/deliberate Hitachi Group activities
policies/strategies/initiatives/results

confirm the progress of division initiatives. Participants also
work to improve occupational health and safety management
systems by analyzing the factors behind accidents and implementing detailed measures to prevent recurrence, sharing bestpractices, and implementing training.
The Senior Executive Committee receives reports anddiscusses the number of accidents and responses to occupational health and safety risks, the results of which are reported
to the Board of Directors.
In Japan, each business site or other location convenes amonthly health and safety committee, which is attended by thebusiness operators, labor union, and employees. Participants
analyze the factors leading to accidents and develop countermeasures, share information, and discuss health and safety
activities considering the situation regarding employees who
have taken sick leave. If serious injuries or fatal accidents
occur at work sites outside Japan, the Safety and HealthManagement Division may take direct action to support
improvement activities, depending on the circumstances.
The Hitachi Group has also obtained international certifications such as ISO45001 at multiple sites.
P.093 Labor-Management Cooperation Toward Improving Occupational
Health and Safety Levels

BUs/Group companies

Share activities policies/strategies/initiatives
in each Business Unit (BU)/Group company

Monitor KPIs, risk
assessment, andmeasures/activities for
major incidents

Safety and Health Management Division
Health and Safety Leaders Meeting
Attended by health and safety managers
and executive officers (CHRO, etc.)from each BU/Group company

Note: Hitachi normally refers to suppliers (including vendors or providers) as procurement partners who build business together on an equal footing.

Group-wide business sites/
Factories

Instructions/communication of
Hitachi Group
activities policies/
strategies/
initiatives

Report KPIs, risk assessment, major
incidents, and results of activities

Introduction

SocialHuman CapitalManagement

Social Innovation

Global Occupational Health and
Safety Targets
TargetActivities

Materiality

Global Human Capital Management

global target of zero fatalities for workers, including contrac-

Work-Life Management

tors. In the previous Mid-term Management Plan 2021, inDiversity, Equity and Inclusion
Human Rights
Responsible Procurement
Quality and Customer Satisfaction
Social Contribution Activities
Social Data

addition to a KPI related to fatalities, we included a KPI forlost-time injuries. The Mid-term Management Plan 2024
includes total recordable Injury frequency rate (TRIFR* ) as KPI,

087

Fatal Accidents and Total Recordable Injury Frequency Rate
(TRIFR)*4

to achieve our fiscal 2024 targets.

12*2 High-risk activities: (1) electric shock (high voltage), (2) work at high (3) industrial
vehicles (4) heavy lifting (5) machinery and equipment (6) confined space(7) toxic gases (8) fires and explosions

9

KPI

FY2024 Targets

FY2022 Results

3

Fatal accidents(Including contractors)

0 case per year

5 cases (Including 2cases at contractors)

0

Total recordable injury
frequency rate (TRIFR)

Half rate of fiscal
2021*3 by fiscal 2024

0.4

0.37
0.29

6

Safety Targets and Results (Hitachi Group)

Hitachi Sustainability Report 2023

Assurance

we continue to formulate action plans and strengthen efforts

To build a safe, accident-free workplace, Hitachi established a

Freedom of Association andCollective Bargaining

Governancefrequency rate in fiscal 2022 decreased from the previous year,

Executive Summary	Occupational Health and Safety

SocialEnvironmental

0.28

0.27

5

0.26
5

3
2

2

CY2021

FY2021

0.3

0.2

0.1

1

which is more comprehensive compared with lost-time injuries.
TRIFR is an indicator that encompasses not only fatalities andlost-time injuries, but also non-lost-time injuries. We established a global target to halve TRIFR by fiscal 2024 comparedto fiscal 2021.

0.0

CY2019CY2020

Number of fatal accidents

FY2022

Total Recordable Injury
Frequency Rate (TRIFR)

Note: W e used the statistical period between January and December of each year
in the past. However, in accordance with the safety targets set under our
Mid-term Management Plan 2024, we changed the statistical period for
total recordable injury frequency rate and fatal accidents to April throughMarch beginning in fiscal 2021.
*4 Discloses of TRIFR began in 2019.

*3 TRIFR in fiscal 2021: 0.27

To achieve these targets, we will foster group-wide efforts
in line with the following three strategic in the Mid-termManagement Plan 2024.
*1 TRIFR: Total Recordable Injury Frequency Rate (casualties per 200,000 work
hours)

0.26

0CY2018

Action Plan for Fiscal 2023
To achieve the Mid-term Management Plan 2024, we are conducting efforts on a global group-wide basis in fiscal 2023 pursuing

Three Strategic Pillars for Safety
Establish a Global Occupational Health and Safety
Management System
Strategic
Pillars

Utilize IT and Digital Technologies

the following action plan.
Action Plan for Fiscal 2023
Establish a Global
Occupational Health and
Safety Management System• Establish management systems at BUs and group companies, provide operations support and follow-up, establish aninternal audit system• Strengthen construction safety management involving front-line employees and contractors• Improve the quality of risk assessment and hazard prediction

Strengthen Human Capital

We regret to report five fatal accidents across the Hitachi Group

Utilize IT and Digital
Technologies• Establish global KPI management (accident rates, near misses, risk assessment information, etc.)• Centralize information management and visualization using ESG-MSS*• Conduct correlation analysis and predictive diagnosis of various AI-based disaster data, Hitachi Insights data, etc.

Strengthen Human Capital• Develop the Hitachi Group education and training system• Expand the global development of specialized safety training, create and introduce content for group-wide education, etc.
• Implement health and safety awareness measuresin fiscal 2022, including accidents of contractors. We will
strengthen our integrated safety management system, including
systems for contractors, by identifying risks and implementing
response measures related to high-risk activities*2 and equipment (electric shock, work at heights, heavy objects, etc.).
Although the Hitachi Group’s total recordable injury

5*5 ESG-MSS (ESG Management Support Service): A cloud service developed by Hitachi to conduct sustainable management by streamlining the collection, visualization, andanalysis of ESG data within a company

Introduction

SocialHuman CapitalManagement

Social Innovation

Occupational Health and Safety Risk
Assessment
Activities

SocialEnvironmental

Governancecompany presidents, and other bodies, about important

Assurance

Hitachi Sustainability Report 2023

088

of the issues identified.

issues such as fatal accidents and potentially serious events.

During fiscal 2019 and 2020, we focused on activities that

The results of monitoring incidents requiring improvement inbuilt a foundation for understanding the current situation andparticular are reported to the Senior Executive Committee

solving problems. In fiscal 2021, we performed independentand at meetings of Group company presidents.

outside safety analyses for a fatal accident at a Group company

Executive Summary

Hitachi establishes and manages its own standards for high-Global Human Capital Management

risk activities and equipment as a common global measure andWork-Life Management

pursues occupational health and safety activities that match theExternal Audits

in the relevant region, reconsider our action plans, andcharacteristics of each company’s business. We are working to

In fiscal 2018, Hitachi commissioned independent external

improved safety awareness.

adjust high-risk activities and equipment in all BUs, implement-

audits on safety diagnostics at four sites in Japan. The audi-

In fiscal 2022, we implemented the initiatives listed in theing measures and making investments to reduce risk in addition

tors identified issues (see the table below) requiring attention

table below. In fiscal 2023, we plan to conduct a safety aware-to measures to prevent occupational accidents under clearly

to comply with Hitachi Group Health and Safety Policy, andness survey through an external entity.

defined safety managers at the business site level.

we are making continuous improvements in response to each	Occupational Health and Safety
Freedom of Association andCollective Bargaining
Diversity, Equity and Inclusion
Human Rights

We have a global monitoring system in place to identify,

Responsible Procurement

evaluate, and introduce countermeasures related to risks, andQuality and Customer Satisfaction

conduct internal audits into the status of risk assessment forSocial Contribution Activities

locations that are determined to have significant risks. We lever-Social Dataage IT and digital technologies for accident prevention. Further,
the Safety and Health Management Division reports global
accident statistics monthly at Senior Executive Committee
meetings to understand facts related to injury statistics.

Hitachi Group Risk Assessment Guidelines
Hitachi established the Hitachi Group Health and Safety
Management System Standards, which meet the requirements of ISO45001. We pursue risk mitigation activities
based on the Hitachi Group Risk Assessment Guidelines
in line with the standards.
New and existing businesses at Group companies

outside of Japan. We strengthened health and safety systems

Issues Identified
Establishment ofGroup-wide safety
management
systems
Raising safety
awareness among
employees bystrengthening
leadership at theorganization’s top
management
Clarify accountability for implementing
safety activities andexpand basic
countermeasures inthe event of an
accident

also follow the guidelines in conducting risk mitigation
activities.

Items requiring response• Build and operate an

occupational global healthand safety management
systemClarify rules and processes

Actions taken in FY2022• Established and rolled out company and group regulations for Hitachi Group Health and Safety
Management Rules and Hitachi Group Health and Safety Management System Standards• Established and rolled out guidelines in line with Hitachi Group Health and Safety Management
System Standards, including Risk Assessment Guidelines, On-Site Construction Safety

Management Guidelines, and Internal Audit Guidelines•• Transform ways of thinking • Conducted specialized safety training by grade (management executives, line managers, personnel
to encourage voluntary
health and safety behaviors
through training

in charge of safety)• Launched commendation program (Health and Safety Awards)• Held top management discussions between the general manager and deputy general manager of

the Safety and Health Management Division together with BU heads (18 BUs and Group companies)• Conducted visits to domestic and overseas business sites: 61 business sites (including 12 overseas
business sites)• Utilize risk assessment• Reported on risk assessments related to high-risk activities and shared progress at various meet-• Build a framework for• Established a system for conducting management system audits by Group corporate• Checked measures meant to reduce the risks of important work
• Began monthly reports of global accident statistics• Set global KPIs for accident occurrence rates, near-misses• Considered the use of security camera systems (system to confirm the use of fall arrest devices),

effectively•

identifying and mitigating
risks
Digitize and improve datareports using IT/digitaltechnology

ings (Senior Executive Committee meetings, Health and Safety Leaders Meeting, etc.)

and expanded use of vehicle dash cams to prevent accidents• Promoted proper use of accident investigation system/accident investigation database

Implementation of Health and Safety Training
Internal Audits
Policies, plans, and performance of occupational health andTraining

GRI 403-5

safety activities are reported to the Audit Committee on an

To prevent occupational accidents, Hitachi aims to rebuild aemployees. Each Hitachi Group company distributes work

annual basis for discussion. Reports are made at least once

culture of safety by implementing appropriate occupationalguidelines and procedures relating to their own business anda year to the Senior Executive Committee, meetings of Group

health and safety training for all executive officers andindustry. We also conduct safety-focused training at eachIntroduction

SocialHuman Capital
Executive Summary

Management

Social Innovation

Construction Safety Management Guidelines, a set of guide-

each organization and business type, for line managers andlines for standard Hitachi Group safety management systems

safety staff and for workers engaged in specific hazardous

common to off-plant sites, and are working to improve inte-

activities in the field. We provide individual guidance to new

grated safety management, including contractor safety.

higher risk of injury. We perform this training through on-thejob training to increase awareness and understanding of work

Diversity, Equity and Inclusion
Human Rights
Responsible Procurement

Assurance

089

Hitachi Sustainability Report 2023

The Hitachi Group Sustainable Procurement Guidelines
also stipulate matters related to health and safety.
Hitachi Group Sustainable Procurement Guidelines
https://www.hitachi.com/procurement/csr/EN_HG_SPG.pdf

hires and temporary workers in particular, as they are at aWork-Life Management

Freedom of Association andCollective Bargaining

Governanceorganizational level, as well as education and drills tailored to

Global Human Capital Management	Occupational Health and Safety

SocialEnvironmental

procedures and dangers before engaging in work.

Initiatives to Improve Employee Health
Targets

GRI 403-6/403-10

Activities

Hitachi believes that improving employees’ wellbeing is essential

Health Support Initiatives in Japanagement executives to strengthen awareness of and build

for sustainable growth, so we endeavor to create workplaces in• Provide occupational health services at health management centerscommitment to roles and responsibilities concerning safety.

which all Group employees work in safety and health, both

Following training, we also evaluate changes in awarenessmental and physical. In fiscal 2020, we added questions relat-• Health maintenance measures provided based on periodic medical

and behavior through one-on-one interviews with external

ing to wellbeing to our annual Global Employee Survey, and• Medical interviews and advice to prevent mental and physical disor-

We conduct safety-focused leadership training for man-consultants. As of fiscal 2022, we held 30 training sessions

we expanded these questions in fiscal 2021. In the future, we

Quality and Customer Satisfaction

attended by 415 participants (including 11 sessions in English

will consider appropriate measures based on responses

Social Contribution Activities

and Chinese for 101 participants from outside Japan).

related to employee wellbeing.

Number of Participants in Training

Targets for Health in Japan

Number of Participants

Training

FY2020

FY2021

FY2022

Management executives
training (BU CEOs, Group
company presidents, etc.)

104

138

173

Line manager training

86

228

37

Safety personnel, line
manager safety instructor
development training

57

—

146

In Japan, we implement health management measures on asteady basis, strengthen mental health support in accordancewith new work styles, and strive to eradicate employee lifestyle-related diseases. Over the medium and long term, we
will implement measures based on Group-wide policies after
ascertaining the actual conditions and identifying issues
related to occupational health measures globally.

Ensuring the Occupational Health and Safetyof Contractors
Approach

Activities

Hitachi strengthened safety management systems, includinglaws and regulations, rules, and operations, at sites outsideplants based on accidents involving contractors during construction, installation, service and maintenance work at sites
outside plants. We also established and deployed On-Siteders among employees working long hours• Consultations and guidance by occupational healthcare workers toaddress employee health concerns and encourage regular exercise

FY2022
Results

human capital development of occupational healthcare workers
through regular meetings, study groups, and training sessions attended
by both occupational healthcare workers and human resources staff• Implement approaches to encourage highly stressed persons identified
under the stress check program to receive guidance from a physician,as well as meet with internal and external consultation offices, etc.
• Establish environments in which employees are comfortable approaching EAP*3 consultation desks, both internally and externally, to access
opportunities to resolve a wide range of concerns as early as possible.
• Have counselors approach employees based on daily mood changes(smartphone app)
*3 EAP: Employee Assistance Program

Targets and Results for Health Management(Hitachi Group companies in Japan)
FY2022
Targets

exams and other examinations to prevent serious disease• Qualitative improvement of occupational healthcare activities and theP.076 Improving Employee Engagement

Social Data

that support communities and businesses

FY2023
Targets

Rate of mental illness

Less than
0.7%

0.74%

Less than
0.7%

Implementation rate for
specific health guidance*1

50% or moreof employees

21.1%*2

More than55%*1 Specific health guidance: Support by professional staff (public health nurses,
dietitians, etc.) to review lifestyle habits for persons at high risk of developing
lifestyle-related diseases and for whom lifestyle-related diseases can be prevented to a large extent through lifestyle improvements.
*2 As of the end of June 2023

Employees on Leave Due to Mental or Physical Reasons(Hitachi Group companies in Japan)
CY2018CY2019CY2020CY2021

CY2022

Mental

0.64

0.65

0.62

0.66

0.74

Physical

0.24

0.25

0.22

0.21

0.24

Note: P
 ercentage of employees taking sick leave for seven or more consecutive
days and taking formal leave (number of employees taking sick leave permonth/number of employees per month × 100)

Introduction

SocialManagement

Social Innovation

Addressing Mental Health
Activities

Human Capital
Executive Summary

Hitachi established measures addressing mental health for
employees, workplace managers, occupational healthcare

Work-Life Management

divisions. We communicate basic mental health knowledge

Human Rights
Responsible Procurement

Hitachi Sustainability Report 2023

Assurance

Self-care (individual)

Mental health education

ability of those in positions of authority to respond to theseissues. The mental illness incidence rate among employees infiscal 2022 was 0.74%, therefore we continue to take a proactive approach to increases in mental strain caused workstyle changes, diversity, etc.
(1) Regular one-on-one interviews

Social Contribution Activities(2) Expand system for remote consultations with occupational

Preventive
management(while healthy)

Health improvement
activities (Seminars
and health guidancefrom occupational
physicians)

Human resources
divisionLine Care (superior)Working environment improvement
workshops, etc.

• Stress coping seminars• External and internal EAP
consultations and otherconsulting services• Stress-check approach forhighly stressed employees• E-learning for all employees(self-care)• EAP corporate
diagnosis• Line care training• 360FBP*1

Workplace management(3) Offer EAP consultation desks

Training andeducation
Workplacemanagement
guidance
Reduction oflong working
hours(4) Individual interviews with employees who are stationed atcustomer company(5) Tips for working from home posted on the intranet
working from home(7) Implement approaches to encourage consultations andinterviews with internal/external consultations offices forhigh-stress individuals identified by stress checks(8) Provide a handbook for care by line managers when working from home
(9) Provide e-learning contents related to self-care and careby line managers in light of changes in work styles
We will also clarify which target levels require special attention
based on our global employee survey and the opinions ofoccupational physicians, taking an effective and active

Condition
management(at beginning of andduring absences
and leave)
Management toprevent recurrence(from decision
to return to after
returning to work)

Repetition
management(during repetition
after return to work)

Mental health consultations during medical
exams
Health consultations

Health consultations

Workplace management

Health exams ofvarious types

Various types of healthexams

Regular consultations
Support for returning towork

Programs supporting
return to work

Leave system

Handbooks for
employees taking leave(6) Identification of health issues using a survey of employees

Indicator
management(while mentally
unhealthy)

Trial return system

Regular consultations

Regular consultations

Consideration of tasks upon return
Regular consultations
Follow-up status checks after
return to work

Collaboration to support return to work
Regular consultations*1 360FBP: 360-Degree Feedback Program.

Guidance to external ­facilities
supporting return to work

Management of
those working
extensive
overtime
Management of
employees on
leave
Programs
supporting
return to work
Regularconsultations

Training for human resources staff

E-learning; “Thinking about
mental and physical health”
versions 1–3

physicians

approach to self-care and line care.

090

Stress-check system specified in law

and understanding of ways to deal with stress and raise theQuality and Customer Satisfaction

Social Data

GovernanceHandbooks for managers
E-learning for managers (Line Care)

Diversity, Equity and Inclusion

Occupational physiciansand occupational­healthcare workers

GRI 403-6

workers, health and safety division, and human resources

Freedom of Association andCollective Bargaining

SocialInitiatives Addressing Mental Health at Hitachi

Global Human Capital Management	Occupational Health and Safety

Environmental

Introduction

SocialManagement

Social Innovation

Promoting Collabo-Health*1

Governance091

Hitachi Sustainability Report 2023

Assurance

Encouraging Employees to Receive Medical Exams and Quit Smoking
GRI 403-6

Activities

Human CapitalSocialEnvironmental

GRI 403-6

Activities

Group companies in Japan carry out individual health

In Japan, Hitachi established a system offering financial sup-cerebral strokes, and myocardial infarctions. In fiscal 2022,

improvement initiatives according to their own unique charac-

port for medical exams by the Health Insurance Society. We

we offered a new team-based smoking cessation program

Global Human Capital Management

teristics. Further, Group companies in Japan strive to maintainencourage employees aged 35 and over to receive generalcalled Minchare to mitigate the reluctance to visit smoking

Work-Life Management

and improve the health of employees by taking full advantage

physical and other exams specified under law, as well as

cessation outpatient clinics due to COVID-19 and promoteof the services offered by the Hitachi Health Insurance

targeted screening based on age, for the early diagnosis andsmoking cessation for employees working at home. A total ofSociety*². Hitachi also ensures that all Group companies

treatment of lifestyle-related diseases, cancer, etc.

515 individuals participated in the program, the largest

Executive Summary	Occupational Health and Safety
Freedom of Association andCollective Bargaining
Diversity, Equity and Inclusion
Human Rights
Responsible Procurement

become certified under the Health and Productivity

Furthermore, as a response to the rise in metabolic

number to date, and a significant 49%, or 248 people, quit

Management Organization Recognition Program by Ministry of­syndrome, and in addition to special health guidance madesmoking—far more than results from outpatient smoking

Economy, Trade and Industry. We evaluate health promotion

compulsory for the Health Insurance Society, we pursue

cessation clinics.

initiatives on an annual basis, giving recognition to the mostpolicies to prevent and control conditions such as diabetes,

accomplished companies and BUs within the Group to

Quality and Customer Satisfaction

heighten motivation among business owners and employees

Social Contribution Activities

to pursue such activities.

Social Data

*1 Collabo-Health: A concept involving insurers, such as the Health InsuranceSociety, who work proactively with business owners to establish a clear divisionof labor and form positive working environments that prevent illness improve thehealth of insured persons (employees and their families) effectively and efficiently.
*2 Hitachi Health Insurance Society: Hitachi Group employees and their families
are members of this organization which is one of Japan’s largest health insurance associations. As of the end of March 2023, there were 172 participating
corporations and 388,575 insured persons (199,458 members and 189,117
dependents).

Medical Exam and Screening Attendance Rates(Hitachi Group companies in Japan)
(%)

100.0
93.2

▼

81.3 80.6
80.0
●
●
◆
79.3

Category

FY2020

FY2021

FY2022Large
companies

58/95 companies(Including sevenwith “White 500”
status)75/87 companies(Including fourwith “White 500”
status)78/80 companies(Including fourwith “White 500”
status)Small-andmedium-sizedcompanies

41/75 companies(Including threewith “Bright 500”
status)66/70 companies(None with
“Bright 500”
status)65/66 companies(including two
with “Bright 500”
status)

96.8

95.8

▼

▼

83.0 82.2●●◆

83.5 82.7
●
●
◆
81.2

81.1

98.0

▼

85.5 84.7
●
●
◆

80.6

(%)

98.7

40.0

87.3
●
●
86.5
◆
82.4

30.0

▼

30.9

29.8

28.4

27.6

27.0

2020

2021

2022 (FY)

20.0
60.0

Number of Hitachi Health Insurance Society Member
Corporations Certified Under the Health and Productivity
Management Organization Recognition Program(Hitachi Group companies in Japan)

Smoking Rate Trend(Hitachi Group companies in Japan)

53.2
■
40.0

37.1

56.3
■

56.6
■

57.1
■

38.7

39.1

39.3

▲

▲

2018

2019

▲

▲

58.4
■

40.9

▲

0

2018

0

General physical exam*1
Uterine cancer screening*3
Intestinal cancer screening*4

10.0

2020

2021

Breast cancer screening*2
Stomach cancer screening*4
Lung cancer screening*5*1 Men and women aged 35 and over
*2 Women aged 30 and over
*3 Women aged 25 and over
*4 Men and women aged 30 and over
*5 Men and women aged 35 and over2022 (FY)2019

Note: Employees aged 35 and over (results of specific medical examinations)Introduction

SocialHuman CapitalManagement

Social Innovation

Health Promotion Initiatives for
Employees and Their Families
Activities

Environmental

SocialGovernance

Addressing Infection Prevention andOther Global Health Issues
GRI 403-6

Activities

Hitachi Sustainability Report 2023

Assurance

092

Health and Safety Considerations for
Nuclear Businesses
GRI 403-6

Approach

Activities

GRI 403-7

Executive Summary

To encourage healthy lifestyles among employees and their

We endeavor to prevent the spread of infectious disease

Since 2008, Hitachi has worked with the world’s leading

Global Human Capital Management

families, the Hitachi Health Insurance Society established aoverseas, including COVID-19. To this end, we provide infor-

nuclear power plant operators to develop voluntary, private

Work-Life Management

portal site for individuals called MY HEALTH WEB. By provid-

mation for employees posted overseas and business travelers

principles of conduct covering the export of nuclear power

ing information on health exam results and a system of incen-

regarding vaccinations for hepatitis A, tetanus, cholera, etc.,

plants and reactors. The Nuclear Power Plant and Reactor

tive points allowing employees to receive rewards for entering

according to the health conditions in the destination country.

Exporters’ Principles of Conduct were formally announced onhealth-related activities, the site raises health awareness,

We also offer vaccinations at in-house health management

September 15, 2011.

helps employees understand the state of their own health,centers or outside medical institutions. We also post informa-and offers a range of support for adopting healthier lifestyles.

tion on the Hitachi Group intranet to help travelers and theirinternal management systems and perform evaluation of

Responsible Procurement

In fiscal 2022, we introduced the Risk Simulator, a service

families to live safely, providing warnings for personnel living

radiation damage (dose management) for employees andthat predicts the risk of hospitalization for eight major diseases

overseas about infectious diseases including malaria, one ofother persons employed at nuclear sites under the Hitachi

Quality and Customer Satisfaction

based on the results of a medical checkup. Nearly 60,000

the three major infectious diseases in the world. Information

Group umbrella. For health management in particular, ourSocial Contribution Activities

people took advantage of the service.

includes descriptions of symptoms, prevention, and what tomanagement indicators for radiation exposure are stricter than

do if one contracts a disease.

those set by Japan’s Ministry of Health, Labour and Welfare.

	Occupational Health and Safety
Freedom of Association andCollective Bargaining
Diversity, Equity and Inclusion
Human Rights

Social Data

We provide a variety of health services aimed at improving
health literacy, and the employee registration rate for MY
HEALTH WEB surpassed 80%.

Achievements in Fiscal 2022
To encourage regular checkups, Hitachi added offers an
online service that allows for employees and their families to make appointments for medical examinations
using MY HEALTH WEB. And to encourage spouses
and other dependents to receive health checkups, webegan providing health information and health checkup
reservation services via LINE in fiscal 2022.
In addition, we launched the Autumn Healthy
Learning Walk campaign in October to support exercise
habits during COVID-19. The campaign lasted threemonths and inspired participants to learn about healthwhile walking an online course, with about 40,000
people participating.

We perform thorough exposure management based on

In Japan, the Health Insurance Society offers an incentive

We monitor physical and mental health along with exposure

point system to reward influenza vaccine recipients, including

doses for employees and employees of partner companies.

employee family members, with the aim of preventing influ-

An occupational physician from Hitachi visits sites to perform

enza outbreaks in the workplace. As an initiative to prevent

examinations and offer health advice.

contracting influenza, we recommend employees get vaccinated prior to the flu season. Nearly 80,000 employees andtheir families take advantage of the program every year.

Nuclear Power Plant and Reactor Exporters’ Principles of Conduct
https://www.hitachi-hgne.co.jp/en/principle/index.html

Introduction

Management

Social Innovation

Environmental

SocialSocialFreedom of Association and Collective Bargaining

Human Capital

Respecting the Rights of Employees

Executive Summary
Global Human Capital Management
Work-Life Management
Occupational Health and Safety	Freedom of Association andCollective Bargaining
Diversity, Equity and Inclusion
Human Rights
Responsible Procurement
Quality and Customer Satisfaction
Social Contribution Activities
Social Data

Approach

GRI 2-25/2-30

Hitachi respects and supports human rights as recorded in the
ILO Declaration on Fundamental Principles and Rights at Work.
The Hitachi Group Code of Ethics and Business Conduct,common throughout the Group, provide for compliance with thelaws of each country and region, as well as for the upholding of
the fundamental rights of employees in line with international
standards. We respect freedom of association, the right to organize, and the right to collective bargaining as human rights thatare particularly relevant to the workplace. Onboarding training
and the Hitachi Group Corporate Ethics Month (annual) represent
some of the ways we strive to help employees understand theserights. In addition, we have signed the United Nations Global
Compact, which states, “businesses should uphold the freedomof association and the effective recognition of the right to collective bargaining” of employees.
Hitachi Group Code of Ethics and Business Conduct
https://www.hitachi.com/corporate/about/conduct/pdf/conduct_e.pdf

Mutual Communication Between Employees
and Management
SystemGRI 403-4/407-1

The relationship between employees and management at Hitachi,Ltd. and Group companies in Japan is stable with healthy ongoing dialogue.
In Japan, Group companies ensure the three fundamental
rights of labor unions (the right to organize, the right to collective
bargaining, and the right to collective action). We strive to promote mutual understanding through dialogue between employees and management throughout the entire Group. In addition,
the Central Management Council, the Business UnitsManagement Council, and the Business Sites Management
Council work to enhance mutual communication between
employees and management. These efforts contribute to smoothmanagement and business development, improving working

Governanceconditions for union members. We traditionally negotiate with the
Hitachi Workers Union between February and March each year
to determine wages, bonuses, and collective agreements for the
next fiscal year. We have also established 14 committees, advisory panels, and roundtable conferences, including the Next 100
Labor and Management Committee, the Central Wages
Committee, and the Employment and Work Style Advisory
Panel, to meet one to four times a year to share information,exchange opinions, and hold discussions.
All Hitachi, Ltd. employees, with the exception of management, can join the Workers Union, and the membership rate isapproximately 96% as of March 31, 2023. The ratio of employees
belonging to labor unions, etc., in major Group companies inJapan (70 companies) is roughly 99%.
At Hitachi, Ltd., we also hold quarterly Hitachi Group management meetings with the labor unions of group companies inJapan that belong to the Federation of Hitachi Group Workers
Unions (FHGWU) to share information and exchange views andopinions on Group business conditions. In addition, we haveestablished five round-table conferences and committees, suchas the Hitachi Group Health and Safety Roundtable Conference,
which each meet once or twice a year to share information andexchange opinions.
Group companies outside Japan also pursue dialogues withindividual labor unions and their representatives in accordancewith the laws and regulations in each country and region. These
dialogues deepen mutual understanding of employee working
conditions and treatment, as well as business conditions. For
example, Hitachi Europe holds an annual European LaborManagement Council meeting to provide a forum for management and employees to exchange views on the Group’s businessenvironment and strategies. Hitachi China holds an annual management information meeting with the industrial association (labor
union) to facilitate smooth communications with employees andshare information on business conditions and issues. In addition,
the company and the industrial association concluded collective
agreements on working conditions, wage revisions, the protectionof female employees, and other matters to protect the rights andAssurance

Hitachi Sustainability Report 2023

093

interests of employees.
In fiscal 2022, no Hitachi Group operating sites reported
violations of freedom of association and the right to collective
bargaining.

Notification of Work-Related Transfers andReassignments
SystemGRI 402-1

The collective agreement between Hitachi, Ltd. and the Hitachi
Workers Union states that any transfer or reassignment of an
employee for work-related reasons should adequately take into
consideration the situation of the employee as well as requiring
the company to promptly inform the Hitachi Workers Union of
the decision. More specifically, the company consults with theunion regarding basic matters related to large-scale transfers,
reassignments, or moving the company.

Labor-Management Cooperation toward
Improving Occupational Health and Safety
Levels
Structure

Hitachi, Ltd. and the Hitachi Workers Union are dedicated to
improving occupational health and safety levels throughemployee management cooperation. This includes signing acollective agreement on the promotion of, among other things,
occupational health and safety measures, a health and safetycommittee, education and training programs, and health checks
for employees.
The Health and Safety Committee works with Group companies in Japan to ensure a healthy and safe work environment
through initiatives that include formulating and tracking an annual
occupational health and safety plan. The committee also reviews
measures to prevent occupational accidents and shares information on the health checkup status.
P.086 Occupational Health and Safety