Promoting Diversity and Inclusion

Hitachi believes that building a corporate culture that fully draws on the diversity of human capital, in terms of gender,age, and values, not only offers employees an opportunity to approach their work with enthusiasm but also contributes
to enhancing competitiveness through the provision of solutions that incorporate diverse perspectives. In recent years,
with the growing interest among stakeholders for personnel policies enabling flexible work styles, we are taking a proactive stance toward implementing this approach. We are also establishing key performance indicators to help expand
career options for female employees.
With the strong commitment of top management, we aim to promote diversity as part of our management strategy
and become a company that makes full use of our diverse human capital.

Diversity and Inclusion

Hitachi and 20 Group companies jointly operate the Advisory

Diversity is the wellspring of our innovation and our growth engine.

Committee and the Diversity Development Council to accelerate

Hitachi regards personal differences—gender, nationality, work

awareness across Hitachi as a whole, including support for diverse

history, age, sexual orientation, and philosophy—as facets of peo-

human resources and work-life management. The Advisory

ple’s individuality. By respecting our employees’ individualities andCommittee ensures follow-through on our diversity management

positioning them as an advantage, Hitachi frames its diversity andpolicy, while the Diversity Development Council discusses specificinclusion as conducive to both the individual’s and the Company’sactivities and shares best practices. Both meet every six months.

sustainable growth. With strong teamwork and broad experience

Group companies and business groups/sites have also set up
their own diversity-promotion organizations and projects, such as

in the global market, we will meet our customers’ needs.
Since the 1990s, we have been at the social forefront, support-

those to help develop women’s careers, in order to enhance ini-

ing women and other members of our multifaceted workforce.

tiatives geared to the challenges faced by individual workplaces.

This includes setting up systems to help balance work with child

We also hold regular meetings to exchange opinions on diversity

and nursing care. Entering Phase 3 of our diversity managementwith labor unions.

roadmap, we are embracing diversity as a management strategy

In Europe, too, we are accelerating the pace of our diversity

under the initiative slogan “Diversity for the Next 100.” This means

and inclusion initiatives on the basis of establishing the D&I

creating an environment where women and other members ofSteering Committee in January 2016. The committee, which con-our varied workforce can use their skills in leadership and busi-

venes every quarter, is made up of executives from the sevenness management.

main Hitachi Group companies in Europe, including Hitachi
Europe Ltd., Hitachi Rail Europe Ltd., and Hitachi Data Systems

Development Structure of Diversity Management

Corporation. The three main areas addressed are “the creation ofThe Diversity Development Project, launched in fiscal 2006 undera diversity and inclusion framework,” “career development,” andthe president’s direct control, was replaced in fiscal 2009 with the“communication.” Members are assigned to each area and lively

Diversity & Inclusion Development Center, which currently operates

discussions are held in order to formulate and implement plans tounder the direct supervision of the Human Capital Group.

promote diversity and inclusion.

Roadmap for Developing Diversity Management

Phase 3: Diversity promoted as a management strategy

2012Phase 2: From “women” to “diversity”“Diversity for the Next 100” launched2009

Phase 1: Support for Women’s Career Advancement

Diversity & Inclusion Development Center set up

2000
FF Plan*

2006
Diversity Promotion Project FF Plan II

Support balance between work and nursing care, etc.

Enhance Hitachi Group partnerships

Strengthen senior management commitment

Reduce overtime/Review work styles

Promote time- and location-free work

Promote diversity awareness/Reform work environment
Support work-life balance; support women’s career advancement

Strengthen women’s career development

Introduce, expand support systems for work-life management

1990

2000

2006

2009

2012

2015

* The Gender-Free and Family-Friendly (FF) Plan is an initiative to create a better work environment by supporting efforts to balance work and family life and supporting women in the workplace.

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