Hitachi

Hitachi High-Technologies 15 Anniversary

The Hitachi High-Tech Group's 15 Years of Challenges
- Aiming to Be a Global Leader -

Hitachi High-Technologies Corporation was established on October 1, 2001. Since then, in line with our corporate vision of "Aiming to be a Global Leader," we have expanded internationally and maximized corporate value by always putting the customer first and achieving synergies between advanced technology and trading company functions. This is the story of first 15 years of Hitachi High-Technologies.

- 2001.10. Before Integration
The Start of a New History Leading to the 21st Century

- 2001.10. Before Integration
The Start of a New History Leading to the 21st Century

In February 2001 Hitachi, Ltd. announced that its instruments business and semiconductor manufacturing equipment business would be spun off as separate companies, which would then be absorbed by Nissei Sangyo Co., Ltd. At the same time,the Clinical Testing Systems Sales Group of Hitachi Medical Corp. merged with Nissei Sangyo, and on October 1 Hitachi High-Technologies Corp. was born.

2001.10 - 2004.3. Laying the Groundwork for Integration
Consolidation of "Manufacturing, Sales, and Services" as the Key to Integration

2001.10 - 2004.3. Laying the Groundwork for Integration
Consolidation of "Manufacturing, Sales, and Services" as the Key to Integration

Hitachi High-Technologies Corporation was established on October 1, 2001. That day a ceremony to celebrate the launch of the company was held at the new Head Office (in Nishishimbashi, Minato-ku, Tokyo) with Chairman Yoshiro Kuwata, President Noriaki Higuchi, and other top executives in attendance. Grand kickoff events for the new company were also held at the Naka Division and Kasado Division.

2004.04 - 2008.03. Operational Reform and Rapid Growth
Updated Top Profit Six Years Running after Integration of Hitachi High-Technologies

2004.04 - 2008.03. Operational Reform and Rapid Growth
Updated Top Profit Six Years Running after Integration of Hitachi High-Technologies

The world economic situation was marked by a strong U.S. economy and remarkable progress in emerging nations such as China. The Japanese economy was also strong, pushed forward by exports to Asia and other factors. Then in 2007 the U.S. economy entered a slowdown, the yen gained strength against the dollar, and crude oil prices rose, creating fears that the business climate would worsen. As Hitachi High-Technologies entered the third year since its establishment an Operational Reform Project was launched, based on the Corporate Vision, aiming to achieve further rapid growth.

2008.4 - 2010.3. Responding to a Rapidly Changing Market
Facing the Global Financial Crisis Following the Collapse of Lehman Brothers

2008.4 - 2010.3. Responding to a Rapidly Changing Market
Facing the Global Financial Crisis Following the Collapse of Lehman Brothers

In September 2008 the subprime mortgage crisis in the United States led to the collapse of the investment bank Lehman Brothers, triggering a global financial crisis and a worldwide business slump. The Japanese economy suffered from plunging stock prices and a rise in the value of the yen versus the weakened dollar. Actual GDP posted negative growth for two years running. The Hitachi High-Technologies Group experienced shrinking earnings and profits in fiscal 2008 and in fiscal 2009 its first ever financial deficit. In hopes of turning things around,the company embarked on a course of business restructuring and measures to promote growth.

2010.4 - 2014.3. Toward a New Stage of Growth
Moving Past the Great East Japan Earthquake and

2010.4 - 2014.3. Toward a New Stage of Growth
Accelerating the Growth Strategy

Hitachi High-Technologies achieved a turnaround in fiscal 2010 through business restructuring and other measures. In October 2011 the Long-Term Management Strategy (CS11) and Medium-Term Management Strategy 2013 were announced, marking the 10th anniversary of the company's establishment. Damage sustained by major facilities and group companies in the Great East Japan Earthquake in March of that year, combined with the sluggish economy, resulted in the second consecutive year of reduced revenue and profits. Hitachi High-Technologies undertook further management reform measures to enhance its business capabilities, getting back on the path toward growth and in fiscal 2013 recording its first increase in revenue and profits in three years.

2014.4 -. Toward a New Stage of Growth
Rapid New Progress and the Path to Growth

2014.4 -. Toward a New Stage of Growth
Rapid New Progress and the Path to Growth

The second Abe cabinet was formed in December 2012, stock prices rose and the yen weakened under the policies known as "Abenomics," and the business climate began to show signs of recovery. However, concerns about the world economy spread due to the financial crisis in Europe, stagnation of the Chinese economy, and economic instability in oil-producing nations faced with falling crude oil prices. The Japanese economy also began to experience instability following the raising of the consumption tax to 8% in April 2014. Hitachi High-Technologies carried out structural reforms of its analysis equipment business and semiconductor manufacturing equipment business, among others, further strengthened its global expansion efforts, and in fiscal 2014 recorded the largest net profit since its establishment. The 15th anniversary of the company's founding, which would mark the start of a new stage of rapid progress, was also approaching.

. Building a Strong Enterprise that Is Global and Unique

. Building a Strong Enterprise
that Is Global and Unique

Creating a Corporate Culture through the Hitachi High-Tech WAY

Hitachi High-Technologies launched initiatives related to the Hitachi High-Tech WAY in October 2011, the 10th anniversary of the company's founding. Three components- the Corporate Vision adopted in 2003, the Hitachi High-Tech SPIRIT summarizing the values the company holds dear, and Corporate Strategy 2011 (CS11)—were brought together in initiatives to heighten the sense of unity within the Hitachi High-Technologies Group and to boost group value. The process by which the Hitachi High-Tech WAY came together and the values the company holds dear embodied in the Hitachi High-Tech SPIRIT are described below.

CSR Initiatives and Reform of Control System and Information System to Support Consolidated Management

The management policy in place at the establishment of Hitachi High-Technologies called for symbiosis with society, and the Corporate Vision formulated in 2003 took as its basic principles harmony with the environment and the realization of a prosperous society through the fulfillment of the company's social responsibility. Hitachi High-Technologies considers efforts at corporate social responsibility (CSR) to be indispensable to the achievement of sustained growth and increased corporate value, and has adopted Hitachi High-Technologies Group Engagement Guidelines that have been disseminated throughout the corporate group.

Strengthening the Company by Reforming the Business System

Hitachi High-Technologies has undertaken ongoing management reforms in order to become a "strong enterprise" capable of withstanding the vicissitudes of the global market. This commitment to reform over a 15-year period can be seen in the adoption of the Management Reform Project aimed at achieving "purposeful consolidated management," and Long-Term Management Strategy (CS11: Corporate Strategy 2011), while leveraging the "three business domain strategy."

View events in the history of Hitachi High-Technologies Group.

View important products and events over the years arranged by content.

View key events in the trading business as it expanded globally.

Ⅰ. Before Integration①
Launch of i.e.HITACHI Plan to Strengthen Consolidated Sales
Ⅰ. Before Integration②
Strengthening the Nanotechnology Business
Ⅰ. Before Integration③
Building a Unified System for Development, Manufacturing, Sales, and Services
Ⅰ. Before Integration④
Outline of the Four Organizations that Combined to Create Hitachi High-TechnologiesNissei Sangyo Co., Ltd.
Ⅰ. Before Integration⑤
Outline of the Four Organizations that Combined to Create Hitachi High-Technologies 2Hitachi, Ltd. Semiconductor Manufacturing Equipment Group
Ⅰ. Before Integration⑥
Outline of the Four Organizations that Combined to Create Hitachi High-Technologies 3Hitachi, Ltd. Semiconductor Manufacturing Equipment Group
Ⅰ. Before Integration⑦
Outline of the Four Organizations that Combined to Create Hitachi High-Technologies 4Hitachi Medical Corp. Clinical Testing Systems Sales Group
Ⅱ. Laying the Groundwork for Integration①
People and Technology for High-Tech Solutions
Ⅱ. Laying the Groundwork for Integration②
Sales, and Services"
Ⅱ. Laying the Groundwork for Integration③
Medium-Term Management Strategy Aiming at "\1 Trillion in Sales"
Ⅱ. Laying the Groundwork for Integration④
A "Corporate Vision" Aiming for Global Leadership
Ⅱ. Laying the Groundwork for Integration⑤
Contemporaneous Events
Ⅲ. Operational Reform and Rapid Growth①
Maximizing Value through Resolute Consolidated Management
Ⅲ. Operational Reform and Rapid Growth②
Becoming Stronger by Strengthening the Essentials: Aiming for Further Rapid Growth
Ⅲ. Operational Reform and Rapid Growth③
Moving to a New Stage Five Years after the Company's Establishment: Attaining High Profitability
Ⅲ. Operational Reform and Rapid Growth④
Blossoming Technical Skill Recognized by "Contemporary Master Craftsman" and "World Skills Competition" Awards
Ⅲ. Operational Reform and Rapid Growth⑤
Contemporaneous Events
Ⅲ. Operational Reform and Rapid Growth⑥
Evolution of the Hitachi High-Technologies Brand Identity
Ⅳ. Responding to a Rapidly Changing Market①
First Experience of Shrinking Earnings and Profits Due to Reduced Investment in Semiconductor Manufacturing Equipment
Ⅳ. Responding to a Rapidly Changing Market②
Overcoming the Crisis and Implementing Business Restructuring Aimed at Growth
Ⅳ. Responding to a Rapidly Changing Market③
Difficulties Engineering a Turnaround
Ⅳ. Responding to a Rapidly Changing Market④
Contemporaneous Events
Ⅴ. Business Restructuring for the Coming Decade①
Achieving a Turnaround to Get Back in the Black
Ⅴ. Business Restructuring for the Coming Decade②
Overcoming the Effects of the 3/11 Great East Japan Earthquake
Ⅴ. Business Restructuring for the Coming Decade③
10 Years After the Company's Establishment, Looking to Further Progress
Ⅴ. Business Restructuring for the Coming Decade④
Reviewing the Business Portfolio to Stay on the Road to Growth
Ⅴ. Business Restructuring for the Coming Decade⑤
Contemporaneous Events
Ⅵ. Toward a New Stage of Growth①
Achieving the Goals of CS11
Ⅵ. Toward a New Stage of Growth②
Taking on the Challenge of Change, Deepening the "Hitachi High- Tech WAY"
Ⅵ. Toward a New Stage of Growth③
Approaching the 15th Anniversary of the Founding
Ⅵ. Toward a New Stage of Growth④
The Next 15 Years, and Beyond
Ⅵ. Toward a New Stage of Growth⑤
Contemporaneous Events
Creating a Corporate Culture through the Hitachi High-Tech WAY①
Building a Sense of Shared Values
Creating a Corporate Culture through the Hitachi High-Tech WAY②
"Lighting a Spark" in Employees' Hearts
Creating a Corporate Culture through the Hitachi High-Tech WAY③
Broadening Hitachi High-Tech WAY Initiatives
CSR Initiatives and Reform of Control System and Information System to Support Consolidated Management①
CSR Initiatives
CSR Initiatives and Reform of Control System and Information System to Support Consolidated Management②
Governance and Compliance Initiatives
CSR Initiatives and Reform of Control System and Information System to Support Consolidated Management③
Improving Management Quality
CSR Initiatives and Reform of Control System and Information System to Support Consolidated Management④
Reform of Management Control System and Information System to Support Consolidated Management
Strengthening the Company by Reforming the Business System①
Purposeful Consolidated Management Initiatives
Strengthening the Company by Reforming the Business System②
Adoption of Long-Term Management Strategy (CS11)
Strengthening the Company by Reforming the Business System③
eformulation into Three Business Domains, with the Customer as the Focus