Introduction

SocialManagement

Social Innovation

Environmental

SocialGovernance

Assurance

Hitachi Sustainability Report 2023

094

Diversity, Equity and Inclusion

Human Capital

Diversity, Equity and Inclusion	Executive Summary
Diversity, Equity and Inclusion
Human Rights

Basic Concept
Hitachi believes that diversity, equity, and inclusion are sources of innovation and growth. We have a place for everyone, welcoming differences in background, age, gender, sexuality, family
status, disability, race, nationality, ethnicity, and religion. We believe DEI is essential to understanding the marketplace, generating great ideas, and driving innovation that contributes to theadvancement of society. We aim to be a company in which every person makes a positive contribution, treating everyone fairly and giving full consideration to individual differences. With adiverse workforce, broad experience, and an inclusive culture, we will meet our customers’ needs and drive our company’s sustainable growth.

Responsible Procurement
Quality and Customer Satisfaction
Social Contribution Activities

Topic

Social Data

Overview

Targets, KPIs, and Results

We pursue DEI with global and regional perspectives under the leadership of the Chief Sustainability
Officer based on our DEI policy and strategy. Specifically, we focus on and develop programs
Diversity,
Equity andInclusionaccording to three common global DEI topics: 1. Gender 2. Culture 3. Generation. Additionally, withthe aim to become a diverse and inclusive company, we established the Hitachi Global DEI Council
to discuss specific activities concerning DEI strategy pursued by Group companies around theworld and throughout our global operations. We have also established Regional DEI leaders in eachregion to promote DEI in ways that take into account individual regional characteristics and business strategies.

*1: Included assignment as of April 1, 2023

Ratio of Female and Non-Japanese Executive andCorporate Officers
FY2030 Target: 30% (each)
FY2022 Results: F emale 11%

Non-Japanese 20%*1

Introduction

SocialHuman Capital

Diversity, Equity and Inclusion
Executive Summary	Diversity, Equity and Inclusion
Human Rights
Responsible Procurement

Management

Social Innovation

Environmental

SocialGovernance

Assurance

Hitachi Sustainability Report 2023

095

Diversity, Equity and Inclusion
Approach to Diversity, Equity and Inclusion(DEI)
Approach

PolicyGRI 3-3

Diversity:

Inclusion:

Diversity refers to the various differences that exist within

Inclusion is a state in which the uniqueness of each person is

individuals and groups.

recognized and each person contributes their best to the

In Hitachi, Diversity means that there is a place for every-

organization.

Hitachi aims to be a diverse and inclusive company in which every

one, regardless of background, age, gender, sexuality, family

employee is welcome, treated equitably, and feels included.

status, disability, race, nationality, ethnicity, religion and many

heard, and involved. For colleagues to feel included means

In Hitachi, Inclusion means that everyone feels respected,

Hitachi is committed to implementing DEI is a crucial

other characteristics. We embrace and value all differences.

being accepted, valued, comfortable to speak up, andQuality and Customer Satisfaction

driver to achieve sustainable business growth and create

Social Contribution Activities

value for society by preserving planetary boundaries andEquity:thetic culture and attitude. Including the different voices andSocial Data

improving people’s wellbeing. Diversity is critical to unlock

Equity means fairness of treatment, making adjustments tovaried perspectives that diversity brings enables us to reachinnovation, but diversity per se is not enough. To leverage

account for imbalances.

better decisions and unlock innovative ideas.

encouraged to contribute. Inclusion implies an open, empa-

diversity, we need to provide everyone access to the same

In Hitachi, Equity means we treat everyone fairly.

opportunities through structural changes (Equity) and ensure

Treating people fairly is not the same as treating them the

In September 2022, Hitachi established the Hitachi Global

an inclusive and safe environment where everyone feels

same. We recognize that each of us is different, and each ofDiversity, Equity and Inclusion (DEI) Policy. In line with thisaccepted and valued, free to express their thoughts and to

us needs different conditions to thrive. We put in placepolicy, our initiatives to enhance Diversity, Equity and Inclusion

contribute (Inclusion). For this reason, Hitachi is committed topolicies, tools and adaptations to allow everyone to access(DEI) share these basic goals:

implementing a group strategy to drive actions across these

the same opportunities.

• Make Hitachi a truly global company, with talents from all

three main focuses on both global and local levels.

over the world• Enable Hitachi to better serve global customers, improve
our footprint, and open new markets

Hitachi DEI Statement
Diversity, Equity and Inclusion is the Source of Innovation and Growth.
Hitachi has a place for everyone, welcoming differences in colleague backgrounds, age, gender, sexuality, family status,
disability, race, nationality, ethnicity, and religion. We respect and value these and other differences because only throughdifferences can we understand our markets, create better ideas and drive innovation which contributes to society.
At Hitachi we treat everyone fairly, recognizing differences to allow everyone to contribute.
With a diverse workforce, broad experience, and an inclusive culture we will meet customer needs and drive sustainable growth.

• Drive innovation and creativity• Support attraction and retention of talents• Allow employees to feel more engaged and connected, tobe a part of Group strategy, and to actively contributeHitachi Global Diversity, Equity and Inclusion (DEI) Policy

Introduction

SocialManagement

Social Innovation

Global DEI Strategy
Strategy

Human Capital

Diversity, Equity and Inclusion
Executive Summary	Diversity, Equity and Inclusion
Human Rights
Responsible Procurement
Quality and Customer Satisfaction
Social Contribution Activities
Social Data

Environmental

SocialGovernance

3. Generation: Colleagues are recognized based on competence, not age

Assurance

Hitachi Sustainability Report 2023

096

Global DEI Management Structure
Structure

In fiscal 2020, we conducted a gap data analysis. In connec-

In line with the above global DEI topics, we set targets for

To achieve our goals, Hitachi created a global and regionaltion with this analysis, we looked at external assessments

BUs, corporate functions, and group companies. The proce-structure to lead DEI initiatives.

and worked with business units (BUs), corporate functions,dure to define the targets included individual meeting where

From a global perspective, we discuss DEI topics both at theand group companies to review status and business strate-

discussions focused on how DEI efforts can help to address

executive level and the implementation level to ensure a common

gies. Based on this analysis, we formulated our global DEI

issues and priorities in each business and regions, sinceand shared understanding and direction in terms of policies andstrategy for the medium to long-term, including:

Hitachi operates in a variety of industries and markets.

initiatives. The mission of the Global DEI Council, including repre-• Moving from standalone initiatives focused mainly on

In addition, based on emerging business and regional

sentatives from each business and region, is to align with thegender equality to a holistic strategy embracing different

priorities, the strategy embedded LGBTQIA+ and Disability

global DEI strategy and discuss implementation in partnership

dimensions of diversity

serve as a core focus of our global activities.

with the HR departments around the world. Material matters are• Integrating DEI into the business strategy as driver for business growth with clear targets• Creating a new global structure to coordinate and guide alldifferent group entities on a clear direction, defining actions

We set actions in place not only to increase minority
representation, but also to implement inclusive behavior andensure equity across the group through the five pillars of
implementation:
Five pillars of implementation

In fiscal 2022, to develop a robust approach to DEI and an

Five Pillars

inclusive culture as core driver for a sustainable business
Leadership
Commitment

leading and championing DEI as part of her sustainability work.
Diversity refers to all the different characteristics that distinguish people one from another. Some of these differences are

Cultureimmediately visible, but many more are intrapersonal—for
instance thinking styles, personality type, and backgroundexperiences. Hitachi commits to tackle all dimensions of diver-

Recruitmentsity; however, we identified topics that are common in every
region and business.

Our Global DEI Topics

Retention

1. Gender: More women across the business, especiallywithin leadership roles
2. Culture: A team which reflects the global nature of our

Regional DEI leaders and teams based in six regions
initiatives aligned to local needs and business strategies.

• Introducing initiatives to foster an inclusive culture

Sustainability Officer to address the wider sustainability agenda,

and are reported to the Board of Directors when necessary.
(America, EMEA, India, China, Southeast Asia, Japan) driveplans to support DEI development based on specific priorities

growth, Lorena Dellagiovanna was appointed Hitachi’s Chiefreported to and deliberated in the Senior Executive Committee,

Advancement

The global DEI division supports the implementation of the
Detailsgroup initiatives, implementing the DEI strategy to foster an• Show President & CEO and other senior leaderships’

inclusive culture and ensure equitable procedures and poli-clear commitment to the DEI vision as driver for business growth• Set leaders as accountable for DEI progress, embracing and promoting inclusive leadership style• Build an inclusive mindset and work environment to allow

cies. The division implements a thorough set of DEI performance indicators.
To foster communication among all functions, BUs andgroup companies, the global DEI division facilitates working

everyone to be/feel safe to be themselves, to contributeand enable innovationgroup sessions. These sessions involve all key internal stake-• Attract and hire diverse people, scouting from different
markets and sectors• Conduct diagnostic analysis and review recruiting
channels and practice, monitoring the recruiting funnel

practices, identify common issues, and find practical solutions.

• Provide different benefits and support robust Employee
Resource Groups (ERGs), driving culturally relevant
programming• Identify diverse talents based on competency• Support diverse leaders and build a solid pool ofdiverse talents

holders, and participants discuss specific DEI topics, share best

Global DEI Management Structure
Board of Directors

Senior Executive Committee

Sustainability Promotion Meetingcompany
Global DEI Council

Introduction

SocialDiversity, Equity and Inclusion
Executive Summary

Responsible Procurement
Quality and Customer Satisfaction
Social Contribution Activities
Social Data

Environmental

SocialGovernanceFostering Inclusive Leadership
GRI 405-1

Materiality

Activities

Training

Assurance

Hitachi Sustainability Report 2023

097

Initiatives to Support Our Global DEI Topics
Activities

GRI 405-1/405-2

We set greater management diversity as a global DEI target.

To foster inclusive leadership, in fiscal 2023, 84 Hitachi top

The Hitachi businesses pursue a range of ongoing initiatives

Our KPI is the ratio of executive and corporate positions held

executives on a global level have been invited to take part in anfrom the perspective of diversity, equity and inclusion. Theseby women and non-Japanese persons.

inclusive leadership program. Through an assessment, a feed-

initiatives champion the global topics and enable Hitachi toback session, and interactive workshop, Hitachi leaders hadmeet our global DEI Policy.

As of June 2023, 11.4% of executive and corporate offi-	Diversity, Equity and Inclusion
Human Rights

Social Innovation

Global DEI Targets
Targets

Human CapitalManagementcers were women and 20.3% of executive and corporate

the chance to reflect on their behavior, thinking process andofficers were non-Japanese persons. By fiscal 2030, ouraligning to inclusive leadership style that will support to drive

target is for 30% of our executive and corporate officers to bebusiness with diverse employees in complex business

Improving gender equity and inclusion means empowering

women and 30% to be non-Japanese persons.

environment.

women across our organization to access opportunities to

Ratio of Female and Non-Japanese Executive and Corporate
Officers (Hitachi, Ltd.)(Persons)(%)
20

40.0

16

15

13
10
5
0

5
7.1

6
8.6

June 2020

7

8
11.6

10.1

9

17.6

12.2

20.3

30.0 30.0
30.0
20.0

9

10.0

11.4
0

June 2021

June 2022

June 2023

End of FY
2030 (Target)

Number of female executive and corporate officers (left scale)
Number of non-Japanese executive and corporate officers (left scale)
Ratio of female executive and corporate officers (right scale)
Ratio of non-Japanese executive and corporate officers (right scale)In addition, since fiscal 2021, DEI has been also included

Global DEI Topic 1: Genderfulfil their potential based on their will and competences,in training sessions targeting mid-management and future

ensuring an inclusive environment and equitable processes.

leaders such as GAP-L, GAP-K, Hitachi Group Executive

Starting with giving broader access to all roles throughDevelopment Course and Hitachi Discovery Program.

recruitment, we offer women opportunities to progress into

P.072 Global Human Capital Management

leadership positions, providing them support to ensure a
workplace where women can thrive. Our goal is that all

We also created toolkits (among them, Inclusive Language

women at Hitachi feel that they have a place, have a clear

and Inclusive Meeting Guidelines) to identify concrete actions

and distinctive voice, and enjoy the freedom to contribute tothat everyone can take to create and inclusive environment

our innovation.

where everyone feels safe, welcomed and able to contribute.

To encourage all employees to play an active role in thisTo measure progress in inclusion, we included DEI in theprocess, and recognizing that men are the majority group,

Global Performance Management (GPM) to define compe-

we set specific activities to engage men in the conversation,tency as well as in Hitachi Insights, an annual survey to track

explaining why support of gender inclusion is important,

DEI index scores.

what men gain from gender inclusion, and how everyone can

P.076 Improving Employee Engagement

contribute to ensure an inclusive environment.

Introduction

SocialHuman Capital

Diversity, Equity and Inclusion
Executive Summary	Diversity, Equity and Inclusion
Human Rights
Responsible Procurement
Quality and Customer Satisfaction
Social Contribution Activities
Social DataManagement

Social Innovation

Environmental

SocialGovernance

Assurance

Hitachi Sustainability Report 2023

098

Initiative on a Group Level

Initiatives of Hitachi Energy(Persons)(%)

To foster an understanding of gender inclusion, why it is import-

In Hitachi Energy, we identify accelerating the advancement of

10,00015.0

ant for everyone and how everyone can contribute, Hitachi inwomen as one of the pillars of Diversity 360, our diversity vision.

12.0

partnership with Catalyst MARC (Men Advocating for a RealWe commit to increase the ratio of women in our global work-

9.0

Change), a global NPO, has set a series of activities in 2023.

force from 19% to 25% and aim at 25% women in management

6.0• Held a webinar open to all employees on a global leveland 40% women in early career hires by 2025, an increase

where we invited a speaker to explain why men should

supported by Female Acceleration efforts across tiers. Since

support gender inclusion and how they can be part of it.

2022, the Diversity 360 Council has been chaired by the CEO• Held a workshop for managers, aiming for them to gain

and his direct leadership team (Executive Team) who takes a

Ratio and Number of Female Managers (Hitachi Group)

8,000
6,000
4,000

8.3
3,975

8.9
4,302

9.5

9.8

4,641

4,762

13.0
8,461

2,000

3.0

0

0

2018

2019

2020

2021

2022 (FY)

Number of Female Managers (left scale)
Ratio (right scale)Note: Based the number of employees as of the end of March (includes employees
seconded from Hitachi to other companies and employees on leave; excludes
employees seconded to Hitachi from other companies). Approximately
20,000 manufacturing workers not registered in the employee database andapproximately 8,000 employees of some newly consolidated companies are
not included. Also, does not include subsidiaries with unregistered employees
at certain grades (positions). The increase in the number and percentage offemale managers over time reflects improved coverage of our human capital
databases and changes in the number of consolidated companies.

increased awareness of men’s role as advocates of inclu-

keen interest in the governance of well-defined KPIs and prog-

sion and gender equity, explore what actions individuals

ress. A significant milestone in this respect is mapping Diversity

across genders can take to foster effective gender inclusion

360 KPIs to the Annual Incentive Plan, positioned alongside ourand build skills to communicate more courageously andLicense to Operate and the section has 15% weightage.

inclusively across gender and other forms of difference.

The company also implements a Talent Development• Launched an e-learning course accessible to all Hitachi

Program which includes mentoring for middle managers. To

employees, setting the basis for unpacking root causes anddate, 59 women leaders have graduated this program. Hitachi

addressing systemic barriers to inclusion and equity by andEnergy incorporates DEI into all policies related to thefor people of all genders—helping them to create personal

employee life cycle, such as equal pay, flexible working, andconnections to the work and its outcomes.

ERGs globally and locally. Among several structural changes
implemented to build an equitable and inclusive environment:• HEERA Gender Equity Council (a strategic council set up by

Gender Pay Gap

Initiatives of Hitachi, Ltd.

We determine employee compensation based on each

In Hitachi, Ltd., we support women in thinking about their own

the company with cross BU-function representation fromindividual’s role and achievements, with no divisions or

career paths. A series of seminars is aimed at women with threeacross geographies who are senior leaders): 11 nationalities

differences based on gender or age.

to four years of experience at Hitachi, Ltd. and Group companies

from 10 countries with a gender split of 11 women and 4 men• Female Talent Development Plan (a holistic framework

At Hitachi, Ltd., the gender pay gap (pay per

in Japan and gives them the opportunity to better understandwomen as a percentage of pay per men) in fiscal 2022

their career and consider their future. The seminars includes

curated to strengthen pipeline of women in leadership): A

was 66.4%. There is no gender-based differences in thelectures on the environment surrounding working women, panel

total of 59 graduates from 4 cohorts with 51% of the grad-

employee compensation system. The difference in per

discussions by women in senior roles, and discussions amonguates been promoted (37%) or has had a lateral career

capita wages for men and women is mainly due toparticipants. The seminars were held twice in fiscal 2022. In addi-

move (14 %) in comparison with the time of appointment

higher proportion of male at higher employee grades,

tion, Hitachi, Ltd. and several group companies in Japan offerto this program.

including management positions, and higher proportion

opportunities for women employees to find role models throughof female who work shorter hours. We will analyze notmentoring programs across businesses and the companies.

• More than 10 ERGs focused on Gender Inclusion acrossgeographies at local and region levels.

only the categories based on the Act on the Promotion• Policies & Benefits are gender neutral, with periodic reviewsof Women’s Active Engagement in Professional Life, but

for existing support (childcare support, elder care options,also more detailed categories.

employee assistance centers, extended parental leave),equal pay analysis in the planning phase.

Introduction

SocialHuman Capital

Diversity, Equity and Inclusion
Executive Summary	Diversity, Equity and Inclusion
Human Rights
Responsible Procurement
Quality and Customer Satisfaction
Social Contribution Activities
Social DataManagement

Social Innovation

Initiatives of Hitachi Vantara

Environmental

SocialGovernance

Assurance

Hitachi Sustainability Report 2023

099

compliance training, launched a reverse mentorship program,

In Hitachi Vantara, we are committed to providing opportuni-

Initiatives for LGBTQIA+

delivered a transition handbook and updated our HR systems toties for the advancement of women in the technology sector

Since April 2020, many Hitachi Group companies inallow optional reporting of pronouns and gender identity.

and providing career development opportunities for existing

Japan have treated an employee’s same-sex partner as

employees and future candidates.

a family member. As a result, employees with same-sex

Initiatives of Hitachi Solutions

As part of our ongoing commitment to gender diversity andpartners are eligible for the same benefits as those withFor four consecutive years, Hitachi Solutions in Japan

increasing our representation to 30% female by 2025, we are:opposite-­sex partners, such as family nursing leave andreceived the PRIDE Index Gold recognition, the first Japanese• Launching a pilot leadership program to raise the voices ofchildcare and work-life balance support.

evaluation index for workplace initiatives related to LGBTQ+

high-potential women through a transformational TED

In June 2023, Hitachi set a worldwide campaign toestablished in 2016. Hitachi Solutions initiatives include form-

increase awareness on LGBTQIA+ topics, share practicaling a community of allies to participate in workshops andexamples of inclusion and foster allyship. For the firstevents and establishing a same-sex partner policy, whichto leverage their unique opportunity to be advocates fortime, the Hitachi logo reflected the colors of the progress

allows an employee’s same-sex partner to be treated thechange and raise awareness of bias and how to tackle it.

flag to express our support for the LGBTQIA+ commu-

same way as a spouse and receive the same benefits.

• Co-creating an allyship program with external experts led

nity. Among the activities, we organized in-­person and(Technology Entertainment Design)-style speaking course.

• Running workshops and e-learning to inspire and equip men

by our Women of Hitachi ERG, with input from our Rainbow

online events, inviting external speakers, ERGs members

Initiatives of GlobalLogic

Connection (LGBTQIA+) ERG to include an intersectionaland executives to share their experiences and engage-

In 2022, GlobalLogic expanded the Women Influencers

lens on gender.

ment with the topics. We created a LGBTQIA+ guide-

Program, an exclusive women’s development program nurturing

book to increase awareness about the community,

our next senior leaders. The Women Influencers Program pre-leaders/members through a mix of internal discussion andpromote inclusive behavior, and share with managers

pares high-performing women in senior management for more

externally facilitated training.

and HR colleagues best practices to ensure structural

strategic roles and responsibilities within the organization. Thisequity and inclusion.

program equips women leaders with the relevant learning tools,• Providing career development opportunities to our ERG• Investing in programming for girls studying STEAM partnering with an external company.

mentoring, and coaching to fast-track their career development.
The first cohort produced 60% role elevations and more
In 2022, Hitachi Vantara scored a 100 on the Human Rights

than 40% role enhancements and increased the participation ofCampaign’s Corporate Equality Index, a national benchmark-women in the decision-making layers. Two additional cohorts

ing tool on corporate policies, practices, and benefits for thegraduated in 2022, and there are plans to establish the Women

LGBTQ+ community. This score was a result of the change to

Influencers as a permanent leadership development program,supplier selection, where Hitachi Vantara partners with diverse

producing our next generations of women leaders.

suppliers with minority, women, LGBTQ+ or person-with-­disability owners. In April 2023 the company signed the

Global DEI Topic 2: Culture

Human Rights Campaign Business Statement to show weBeing culturally diverse is about creating a team which reflects

stand against anti-LGBTQ+ legislation.

the global nature of our company. Hitachi has grown into a

Established in 2021, the Rainbow Connection ERG contin-

global innovation business from Japanese roots, and ourues working to create a safe environment for LGBTQIA+ employ-

aspiration is to see the global and diverse nature of our busi-

ees and support the engagement and actions on a global andness portfolio reflected in our people—particularly at theregional level identifying regional leaders and allies. We also havedecision-­making levels—supported by an inclusive culture.

LGBTQIA+ healthcare concierge services and DEI global
Note: Hitachi normally refers to suppliers (including vendors or providers) as procurement partners who build business together on an equal footing.

By providing the opportunity for more individuals from

Introduction

SocialHuman Capital

Diversity, Equity and Inclusion
Executive Summary	Diversity, Equity and Inclusion
Human Rights
Responsible Procurement
Quality and Customer Satisfaction
Social Contribution Activities
Social DataManagement

Social Innovation

Environmental

SocialGovernance

Hitachi Sustainability Report 2023

Assurance

100

different nationalities to progress into leadership, we create

Initiatives of Hitachi Energy

Initiatives of Hitachi, Ltd.

opportunities for Hitachi to access new markets and sustain

Hitachi Energy leverages the Collaborative Learning Framework

Hitachi, Ltd. and Hitachi Group companies in Japan recruit

our global growth.

(Mentoring + Coaching + Collaborative Learning Circle) topeople with disabilities via online recruiting fairs and by part-For example, we are involved in group-wide initiatives thatbridge the generational gap. Two specific tools under thenering with special subsidiaries. As of June 2023, the employ-include Global talent management and Future Leaders devel-

Global Mentoring Framework are Reverse Mentoring andment ratio of people with disabilities was 2.48% at Hitachi,

opment to improve diversity and equal opportunity among

Leadership Mentoring.

Ltd. and 2.55% for the entire Group in Japan. These figures

employees from various cultural backgrounds, as well as
eliminate discrimination.
On a leadership level, Hitachi started a Global Leadershipexceed Japan’s legally required employment ratio of 2.3 %.

Initiatives of Hitachi High-Tech
To support our talents, in Hitachi High-Tech America we set an

Development program in 2012 to identify global talents andEmployee Mentorship Program (EMPower). This program aligns

future leaders from an inclusive perspective.

with the company’s goal to develop individuals within the organi-

From a structural perspective, in 2022 we launched a pilot
project of Global mobility cross business in Europe.

zation with the skills and knowledge to achieve personal andprofessional growth. The diverse professional mentor-mentee
relationships ensure a closer collaboration and engagement, andInitiatives of Hitachi Vantara

allow the company to provide a better service to the customers,

To celebrate diversity in the workplace, in Hitachi Vantara we

ensure client satisfaction, and strengthen long-term relationships.

leverage spotlight months, such as Black History and Hispanic

BERG, our black and African American ERG. The company

Approach

Activities

GRI 405-1

training courses to strengthen an understanding of culturesnity launched at the World Economic Forum to implement thearound the world.

inclusion of people with disabilities by providing businessleadership and other opportunities. By joining this worldwide

colleagues is essential in Hitachi’s approach to innovation. We
seek to attract young people to our workplaces and ensure they
contribute to our thinking, while also being sure to foster positive
collaboration and dialogue among different generations. We
recognize the value that all individuals can bring, and so we strive
to recognize colleagues based on competence, rather than age.

3,500

movement, Hitachi seeks to accelerate the inclusion of people
with disabilities internally and externally.

2.37

2.33

3,000

2.43

2.48

2,575

2,767

2,650

2,403

2,000

2.4
2.3

2.26

2,500

2.2
2.1

1,899

2.0

1,500

1.9

981
1.85

1.8
0

2000

Hitachi Group joined The Valuable 500, a global CEO commu-

Technology and society change quickly, and the voice of younger

2.5

Legally required employment ratio*20

Vantara leadership teams continue to participate in intercultural

Global DEI Topic 3: Generation

4,000

500

Expanding Employment of People
with Disabilities

also shares religious and holiday observance messages globally to show respect for cultural diversity. In addition, Hitachi(Persons)(%)

1,000

Heritage month, to invite employees to share stories of theirheritage and culture. We have also recently launched The

Employment of People with Disabilities and Employment
Ratio (Hitachi, Ltd.)*1

2019

2020

2021

2022

2023 (FY)

Employment of people with disabilities (left scale)
Employment ratio (right scale)Note: D ata compiled on June 1 of each fiscal year. The employment ratio is
calculated according to methods prescribed in the relevant laws.
*1 Includes special subsidiaries and related Group companies. (One special
subsidiary and 21 related Group companies in June 2023. Figures include
Hitachi, Ltd.)*2 The legally required employment rate was 1.8% through fiscal 2012, increased
to 2.0% between fiscal 2013 and fiscal 2017, rose to 2.2% in fiscal 2018, androse again to 2.3% in fiscal 2021.

Introduction

SocialHuman Capital

Diversity, Equity and Inclusion
Executive Summary	Diversity, Equity and Inclusion
Human Rights
Responsible Procurement
Quality and Customer Satisfaction
Social Contribution Activities
Social DataManagement

Social Innovation

Environmental

SocialGovernance

Assurance

Hitachi Sustainability Report 2023

101

To increase the understanding of the gap to be filled in toInitiatives of GlobalLogic

Initiatives of GlobalLogic

ensure equal opportunity for employees with disabilities in

Since 2016, GlobalLogic has significantly invested in creating

GlobalLogic initiated the Regional Accelerator Network to

the company, Hitachi took part in the Generation Valuable

as diverse a workforce as possible. In India, where more thanscale its DEI ambitions. Each of the four regions createdprogram launched in December 2023 by The Valuable 500,

50 percent of its employees are, the company has imple-

on-the-ground teams to operationalize the company’s DEI

which involve an employee with disability and executives in a

mented structural changes in outreach, recruitment, training,goals of Elevate Diversity, Embrace Equity, and Enrichdirect dialogue.

and workplace accommodations to augment its non-tradi-

Inclusion. Under the guidance of the DEI Executive Council,

tional workforce. Their workforce of people with disabilities

these cross-functional teams facilitate local activities tailored

People with Disabilities, an e-learning course introducing

has grown fivefold over the last seven years. It has earned theto each region’s unique needs. One of the key priorities fornon-discriminative policies and accommodations designed

recognition of Emerging Employer by ASSOCHAM andthis fiscal year is fostering the creation of GlobalLogic’s firstfor people with disabilities. Approximately 168,000 employ-

Sarthak NAAI (National Abilympic Association of India) for

official Employee Resource Groups.

ees have attended the course across Group companies in

empowering the lives of persons with disabilities.

Hitachi, Ltd. also implemented Working Together with

Initiatives of Hitachi High-Tech

Japan (Approximately 95% attendance rate).
In addition, Hitachi You and I, a special subsidiary,­created the Recruitment Retention Support Division. The
division supports the long term employment of people withdisabilities and seeks to create a work environment where
employees enjoy high job satisfaction.

Hitachi High-Tech hosts the Hitachi High-Tech WAY, a series

Efforts to implement an understanding of DEI
Trainingof inclusive gatherings consisting of 25 town hall meetings per
year involving a total of 4,000 people. These meetings provide
an opportunity for all employees to speak up about any work

Hitachi Group is working on initiatives to enhance employee

or nonwork matters in an environment with guaranteed psy-

understanding of DEI.

chological safety.

Initiatives of Hitachi Energy

The business recognizes the links between DEI and innova-

Hitachi Energy ensures disability inclusion in the HR pro-

Initiatives of Hitachi Railtion and works to address Workstyle Improvement, Diversity &cesses and policies within the Group. This approach includes

In 2022, Hitachi Rail launched “building an inclusive culture”

Inclusion Acceleration, People Development, Women at Hitachi,

equal employment opportunity policies, induction programs

digital journey open to all employees offering e-learning andand Employee Mentorship at a global level.

for onboarding, and buddy programs as part of retention andwebinars on unconscious bias, cultural awareness, inclusive

support. The business is also making its website more acces-

behaviour, psychological safety and disability inclusion. Digital

sible, and will continue to improve the application process forcontent continues to be added, to support employees in theirpeople with disabilities.

learning. While workshops have also been piloted to deepen
understanding further.