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Hitachi

Hitachi High-Technologies GLOBAL

We are striving to create a company that inspires trust by putting in place an internal control system, as well as adopting the Company with Committees System established by the Companies Act to build a highly transparent management framework.

Corporate Governance Structure

Basic Approach

Based on our corporate vision of “To consistently aim to be Global Top in high-tech solutions,” we leverage our global network to bring our customers – who are leaders in their fields – the most advanced products and solutions, as befits a cutting-edge technology company that functions as both a manufacturer and a trading company. Moreover, we believe that it is vital to increase supervision over the conduct of business in each segment and to strive to improve the transparency of management by enhancing corporate governance, managing the company with a strong awareness of our corporate social responsibility. This will enable us to gain the trust not only of our shareholders, but also of the whole of society, and to contribute to the progress and development of society through our business activities.

Supervisory Functions of Management and Business Execution Functions

In terms of our organizational system, we are a company with nominating committee, etc., as defined in Article 2 (xii) of the Companies Act. A company with Nominating Committee, etc. is obliged to establish three committees: a Nominating Committee, an Audit Committee, and a Compensation Committee. This enables authority over the nomination of candidates for positions on the board of directors, audits of the legality and appropriateness of business administration, and decision-making concerning the remuneration of directors and executive officers to be separated from the executive side of the business.

Corporate Governance Structure and Internal Control and Business Execution Structure

Roles and Responsibilities of Board of Directors

Aim to ensure thorough corporate governance and management with greater transparency, and accordingly, the Board of Directors includes three outside directors, all of which are independent outside directors notified to the Tokyo Stock Exchange.
Via the internal control system including the Internal Auditing Division, the Audit Committee monitors the execution of business. In addition, it draws up plans and conducts audit, after which the Audit Committee member with responsibility for the audit in question reports on the results to the Audit Committee and the Board of Directors.
Furthermore, we ensure the appropriateness of non-consolidated and consolidated financial statements as a whole via close coordination with the Audit Committee and the Accounting Auditor.

Analysis and Evaluation of the Effectiveness of the Board of Directors as a Whole

The Company conducts analyses and evaluations of the effectiveness of the Board of Directors, as a whole, through self-evaluation by the Board of Directors, having collected opinions from each director concerning the Board of Directors’ composition, roles and responsibilities, operation, and activity level.
In the previous fiscal year, the results of this evaluation found that the Board of Directors operated effectively as a whole; nonetheless, we will continuously work to further increase the effectiveness of the Board of Directors.

*○: Committee member

Name Current position Nominating Committee Audit Committee Compensation Committee Attendance to the Board of Directors meetings (FY2015)
Masao Hisada Chairman of the Board     100% (13/13)
Masahiro Miyazaki Representative Executive Officer,     100% (11/11)*
President and Chief Executive Officer,
Board Director
Yoshikazu Dairaku Board Director     100% (13/13)
Toyoaki Nakamura Board Director   100% (13/13)
Hideyo Hayakawa Board Director (Outside/Independent Director)   100% (13/13)
Hiromichi Toda Board Director (Outside/Independent Director) 100% (13/13)
Yuji Nishimi Board Director (Outside/Independent Director) 100% (11/11)*
  • * Masahiro Miyazaki and Yuji Nishimi were newly elected at the 96th Ordinary General Meeting of Shareholders held on June 19, 2015 and assumed the office. Therefore, the number of Board meetings they were eligible to attend is different from the other Directors’.

Business Execution Structure and Inter Control

Basic Approach

In a company with a nominating committee, etc., matters concerning the basic framework of the company such as the formulation of the final budget target for the company’s fiscal year are decided by the Board of Directors. However, decision-making concerning day-to-day operations for the execution of said resolutions, etc., is the responsibility of the executive officers. As a rule, when making decisions for the execution of business, the President and Chief Executive Officer (CEO) shall consult with the Executive Committee, which is a consultative body, in order to engage in more in-depth debate and to make the best decisions. Furthermore, the extent to which responsibility for the tasks entrusted to the President or the Executive Committee by the Board of Directors can be transferred to executive officers in order to expedite decision-making is stipulated in the Decision-Making Standards, which are internal rules. For example, with regard to business investment proposals, the standards stipulate that the executive officer in the position of the General Manager of the relevant Business Group is responsible for decision-making on the proposals with discretion unless the proposed investment exceeds a certain amount. In order to both respond to the rapidly changing business environment and market trends and to keep discipline in execution of business, we have held many discussions concerning the scope of the appropriate transfer of authority, and we undertook a substantial revision in FY2015 on the basis of these discussions.

Decision-Making process

We have implemented several steps to achieve more efficient operation in the business execution and decision-making process. The major steps are listed below.

Decision-Making Process
Classification Characteristics
Executive Committee The Executive Committee is a consultative body made up of executive officers nominated by the President and CEO. Proposals are decided after consideration by the Committee. The Committee is an accumulation of the wisdom of this Company, offering reciprocal checks and balances for each execution of business and assisting with the promotion of proposals. As a rule, it convenes twice each month.
Budget/ Medium-Term Management Plan Deliberation Committee The Budget/ Medium-Term Management Plan Deliberation Committee deliberates on single-year budgets and three-year medium-term management plans and their progress. Budgets and management plans are presented to the Budget/ Medium-Term Management Plan Deliberation Committee after first being formulated by the relevant business group and then reviewed by the Budget/ Medium-Term Management Plan Deliberation Committee meetings. Because it deliberates over content that is at the core of our management, matters that are deliberated by the Committee must be authorized by a resolution of the Board of Directors after receiving final approval by the Executive Committee.
Management Meetings Management Meetings conduct in-depth discussions of company-wide management issues and other important matters for the purpose of summarizing issues and clarifying the direction in which we should go. Meeting participants are Executive Committee members, and as a rule, they convene twice each month.
Business Groups Management Committee The Business Groups Management Committee is a decision-making committee that convenes once each month. It is made up of executive officers who are Business Group General Managers, and who make decisions within the scope of their authority. It also conducts advance consideration of matters to be put before the Executive Committee. Furthermore, Business Group General Managers formulate internal rules for their business groups and delegate authority to lower positions within the scope allowed for by the Decision-Making Standards, in order to streamline work.

In addition, in order to support the above, there is the Investment Committee, which provides support to departments making business investments, such as M&A, at the consideration stage. It also conducts phase-gate management after the investment has been made. There is the Business Strategy Committee, which double-checks goals under the Medium-Term Management Plan (whole company portfolio strategy, results objectives, etc.) before Budget/ Medium-Term Management Plan Deliberation Committee meetings, and reviews strategies and policies of business groups leading up to the formation of consensus and goals.

Operation of Group Companies

The Company has a governance framework of executive officers who supervise group companies. These executive officers attend the Shareholders Meetings of each company and exercise their voting rights as agents of the Company, which is the parent company, while also consulting with group companies and providing advice as necessary. Authorization by the Executive Committee of the Company, which is the parent company, and approval of the relevant Business Group General Manager are necessary to address important matters concerning group companies; however, the Decision-Making Standards and the internal rules of each business group stipulate the extent to which decision-making authority is delegated to each company in order to streamline the decision-making process. Furthermore, among overseas Group companies, Hitachi High-Tech nominates a regional presiding company in each major region of the globe where it operates. The presidents of said companies represent the President of the parent company, while also providing oversight and support to group companies within their respective regions.

Overseas Regional Presiding Companies
Region Overseas Regional Presiding Company
North and Central America Hitachi High Technologies America, Inc.
Europe Hitachi High-Technologies Europe GmbH
ASEAN and India Hitachi High Technologies (Singapore) Pte. Ltd.
China Hitachi High-Technologies (Shanghai) Co., Ltd.

Internal Control System

With regard to the establishment of legally recognized internal control system, executive officers implement appropriate and specific systems and procedures on behalf of the Company, and operate on the basis of approvals and resolutions by the Board of Directors. The Board of Directors receives reports from the executive officers concerning the operational status and outcomes of these systems, issuing instructions for their improvement if necessary. Alternatively, the executive officers may propose alterations in response to changes in the business environment, which may be approved and resolved by the Board of Directors. Through these efforts, the Company strives to maintain the vitality and effectiveness of its internal control system.
Furthermore, in order to strengthen the group-wide internal control system, we have established the Internal Control Management Committee to manage the activities of its four subcommittees, as well as the risks faced by all group companies.

Internal Auditing

The Hitachi High-Tech Group has placed the Internal Auditing Division, which conducts auditing of the operation of business execution under the direction of the CEO. Group companies are also subject to auditing. Through inspections, the Internal Auditing Division also gives direction about the need for rectification and improvements, and conducts periodic follow-ups. The Internal Auditing Division promotes sharing of information through cooperation with the Audit Committee and the Accounting Auditor, and plays an important role in the Group’s internal control system, such as the secretariat of the J-SOX Committee.

Compensation for Directors and Executive Officers

Basic Approach

Directors and Executive Officers in charge of the management of the Company will be paid compensation for executing management aimed at making it an enterprise trusted by all of its stakeholders and contributing to social progress and development through business activities that emphasize value creation through high-tech solutions. The standard level of compensation for Directors and Executive Officers of the Company will be determined in consideration of each individual’s duties commensurate with his/her position, the Company’s business performance including the group companies, business environment, the average rate in the business world, and other such factors, based on the Policy on Determining the Nature of the Compensation Received by each Individual Director and Executive Officer by the Compensation Committee.

Compensation Structure for Directors and Executive Officers
  Monthly Remuneration Year-end allowance or Performance-based Compensation Non-monetary reward
Directors The monthly salary to be received by the Company’s Directors will be fixed in amount considering that the Directors’ duties are to perform supervisory functions. The level of pay will be determined by distinguishing between full-time and part-time Directors, subject to variation depending on the Committees to which they belong and the nature of their respective duties.. The amount of year-end allowance paid will be capped at 1.5 times the monthly salary; however, the amount may be cut depending on the Company’s business performance. As a nonmonetary reward, Directors in a position (with a duty) that has a major impact on management will be provided with health management services from a medical institution under a contract with the Company, in order to avert and reduce their health risks as a part of corporate risk management.
Executive Officers Compensation received by Executive Officers of the Company, as a general rule, will be fixed in amount by position (duty), and will be determined by adding an extra amount depending on the authorities and responsibilities. The performance-linked component will be set within a range based on the standard bonus on a position-by-position basis, depending on the Company’s business performance during the fiscal year, the business performance of the division under the control of the Executive Officer, the results of operations in his/her charge, and efforts/contributions made towards management.
  • * If a person serves concurrently as a director and an executive officer, compensation will be paid as either a director or an executive officer, depending on his/her main responsibilities.
Amount of Compensation to Directors and Executive Officers FY2015
Total amount of remuneration by type Total
  Monthly Remuneration Year-end Allowance or Performance-linked Component
Number Amount (million yen) Number Amount (million yen) Amount (million yen)
Directors 8 125 7 16 141
Outside Directors 6 50 5 6 56
Executive Officers 13 285 13 172 457
*1
The number of Directors and the amount do not include one Director who concurrently serves as Representative Executive Officer. Also, the number and amount of/for Executive Officers does not include one Executive Officer who concurrently serves as the Chairman of the Board.
*2
The above Monthly Salary includes the monthly salary paid to one Outside Director who retired upon the expiry of term of office at the close of the 96th Ordinary General Meeting of Shareholders of the Company held on June 19, 2015.

Risk Management System

Basic Approach

Aware of the importance of properly addressing the various risks that its business activities entail, the Group has put in place a risk management system and established the Risk Management Rules, in order to improve corporate value by achieving its business goals. These rules set out the definition of risk and our basic policy toward it, as well as prescribing the roles of the Compliance Committee and the executive officers tasked with risk management.
The Company’s risk management system is overseen by the Internal Control Management Committee, which is chaired by the Chief Risk Management Officer (CRO), who is the executive officer responsible for internal controls. Under the supervision of the Internal Control Management Committee, responsibility for risk is assigned according to its nature; compliance risk is handled by the Compliance Committee, while all other forms of risk are dealt with by the executive officer in charge of the relevant division.

Major Risks

The eleven items listed below are risks that could affect the Group’s operating results, share price, and financial position, etc.

  1. Market trends
  2. Technological innovation
  3. Intensifying competition
  4. Soaring materials costs
  5. Risks arising from international activities and overseas expansion
  6. Disasters
  7. Pension Benefit Obligations
  8. Changes in exchange rates
  9. Intellectual property matters
  10. Information security
  11. Litigation and other legal procedures

Internal Control Management Committee

The Internal Control Management Committee manages the risks facing the Group through the reports of the activities of its four subcommittees and the efficacy of responses by the responsible departments. It also evaluates internal controls systems, including important decision-making processes, considers the content of the resolutions of the Board of Directors, and makes proposals to change in the resolution contents to meet the business environment change.

J-SOX Committee

The Group checks the efficacy of internal controls on a consolidated basis by maintaining a system of evaluation by senior managers based on policy decisions of the J-SOX Committee, in accordance with the Internal Control Reporting System (J-SOX) established by the Financial Instruments and Exchange Act, in order to ensure the reliability of financial reporting.

Compliance Committee

Based on its Risk Management Rules, the Group has established the Compliance Committee, which meets regularly to discuss the status of compliance risk, plans for measures to address this, and the implementation status of such measures. More specifically, responsibility for addressing each particular type of risk has been assigned to a specific department; the head of the department in charge of tackling a particular type of risk envisages and evaluates that risk, as well as implementing measures to deal with it, such as providing in-house education concerning relevant legislation and internal rules. In addition, the manager concerned identifies new compliance risks that are a concern. If a problem should occur, an extraordinary meeting is held, at which the Committee discusses its investigation into the facts at issue, inquires into root causes, recommends corrective action, and preposes measures to prevent reoccurrence.

Information Security Committee

The Group is aware that efforts to maintain information security are a high priority, and has developed regulations and organizations to facilitate such efforts, as well as ensuring awareness among all employees. The Information Security Committee was established to promote information security management systems, and we are conducting a range of activities in accordance with the Three Principles to Prevent Leaks of Confidential Information* as a united company from management to employees.

* Three Principles to Prevent Leaks of Confidential Information

  1. As a rule, it is forbidden to take confidential information outside the Company.
  2. Approval must always be received from a confidential information manager before confidential information is taken outside the Company due to business necessity.
  3. If confidential information is taken outside the Company due to business necessity, necessary and appropriate measures must be implemented to prevent the leaking of information.

Environment Committee

The Group established the Environment Committee to conduct operational management and improvement throughout the environmental sector. It also aims to minimize environmental risks and risks related to chemical substances contained in products. In addition, there are several subcommittees operating under the Environment Committee that conduct environmental activities in a more detailed manner.

Establishment of the Whistleblower Reporting Service

In January 2004, we established a whistleblower reporting service to uncover and address violations of the law and incipient fraud as early as possible. In April 2004, we extended the definition of whistleblowers to include temporary agency workers, casual workers, and special fixed-term employees. Whistleblowers can choose to contact an external third-party organization and to report issues anonymously. The information provided to this reporting service is passed on to the Compliance Committee. We also operate a whistleblower system at our overseas Group companies; the division with responsibility for compliance within the overseas Group company or an external organization is assigned as the designated point of contact for each major headquarters, according to the legal system in the country concerned and the corporate structure of the company in question.
In January 2016, we established the Whistleblower Reporting Service Independent of Management, which enables to report to members of the Audit Committee with regard to breaches of laws related to conduct of business by directors and executive officers, etc. That strengthens our whistleblower system.

Dialogue with Shareholders and Investors

Philosophy behind Dialogue with Shareholders and Investors

We proactively engage in constructive dialogue with our shareholders and investors to achieve sustainable corporate growth and medium to long-term increases in corporate value. In order to promote dialogue with shareholders and investors, we engage in direct discussions, led by executives in charge of IR, in conjunction with our IR Division. Furthermore, the IR Division has formed the Information Disclosure Committee with the President and CEO as the chairman, and discusses IR activities in general, as well as working to collect information through participation in information exchanges and meetings, etc., with each division in the company, and ensures timely and appropriate transmission of information. The opinions, etc., of shareholders and investors are periodically provided as feedback to management and otherwise within the company, and they are reflected in management strategies.

Promoting Understanding for Analysts and Investors

As a means to promote dialogue with analysts and institutional investors, the President and CEO attends the second-quarter and year-end financial results briefings, and explains the results forecasts and management strategies himself. Furthermore, we strive to build relationships through periodic visits to Japanese institutional investors by either the President and CEO or the executive officer responsible for IR, as well as individual visits to overseas investors in the US and Europe against a backdrop of increased the proportion of shares of the Company held by overseas investors. Furthermore, the division responsible for IR actively promotes understanding of the Group, such as by holding approximately 260 meetings per year, including telephone interviews, with Japanese and foreign institutional investors.

Communication with Individual Investors

The Company holds company information sessions for individual investors at branches of securities companies around Japan. We promote understanding of the Company by introducing the Hitachi High-Technologies Corporate Vision and our business content. We also work to include substantial non-financial information on the website, in addition to financial information, in order to deepen understanding of the Group’s business activities.

Main IR Activities in FY2015
IR Activities Aimed at Institutional Investors Number of Times Conducted
Financial Results Briefing 4 (including 2 briefings by the President)
Overseas IR (US and Europe) 2
Conferences Held by Securities Companies 2
Interviews with Analysts and Institutional Investors 258 in total
IR Activities Aimed at Individual Investors Number of Times Held
Information Sessions at Branches of Securities Companies 2

Relationship with the Hitachi Group

Benefits of Being Part of the Hitachi Group

The Group actively leverages the R&D capabilities, brand power, and other management resources of the companies in the Hitachi Group. The Hitachi brand already has high-added-value, both domestically and abroad, and it is used throughout our product lineup. Furthermore, by leveraging the Hitachi Group’s R&D capabilities and network, the Group is able to take advantage of its superiority over market competition.
With regard to the Hitachi Group’s R&D activities, the direction of the entire group is considered at meetings with the Hitachi Group’s CTO*, etc., and the Company also obtains information with high-added-value, such as technological trends, through these activities. Also, in addition to conducting for-profit outsourced R&D for the companies in the Hitachi Group, the Company also conducts outsourced R&D for companies in the Hitachi Group, where compensation is ownership of the results, and we use this arrangement effectively. Membership in the Hitachi Group has the above benefits, without the Group’s business activities being greatly restricted by Hitachi Ltd. or its group companies.

  • * CTO : Chief Technology Officer

Securing a Certain Amount of Independence from the Parent Company

At the Company, executive officers have the authority to execute the business of the Company in individual areas. Issues beyond the decision-making authority of executive officers are dealt with by order of the President after consideration by the Executive Committee. In this way, the Company ensures independence in its decisions concerning the execution of business.
Furthermore, the Company’s Board of Directors only includes one member who concurrently serves as a director for the Hitachi Group, while the other three outside directors notified to the Tokyo Stock Exchange as independent officers, serve as supervisors of business execution from the standpoint of protecting the interests of general shareholders. In this way, we have a system in place to ensure independence of management.
In addition, with regard to important transactions with Hitachi, Ltd. or the Hitachi Group, similarly to other regular transactions, we work to protect minority shareholders by monitoring fairness through checks by not just the relevant division, but also by multiple divisions, such as the business administration division and the accounting division.


Back row from the left: Yoshikazu Dairaku, Masahiro Miyazaki, Toyoaki Nakamura
Front row from the left: Yuji Nishimi, Hideyo Hayakawa, Masao Hisada, Hiromichi Toda

Directors
Masao Hisada Chairman of the Board
Member of Nominating Committee
4/1972 Joined Hitachi, Ltd.
4/2006 General Manager, Corporate Procurement Division, Hitachi, Ltd.
4/2007 Vice President and Executive Officer, Hitachi, Ltd.
4/2010 Representative Executive Officer, Executive Vice President and Executive Officer, Hitachi High-Technologies Corporation
Representative Executive Officer, Executive Vice President, Executive Officer and Director, Hitachi High-Technologies Corporation
6/2010 Representative Executive Officer, President, Chief Executive Officer and Director, Hitachi High-Technologies Corporation
Chairman of the Board and Executive Officer, Hitachi High-Technologies Corporation
Chairman of the Board, Hitachi High-Technologies Corporation (to date)
Masahiro Miyazaki Director
Member of Compensation
Committee
4/1977 Joined Hitachi High-Technologies Corporation
7/2004 General Manager, Electronics Sales Div., Hitachi High-Technologies Corporation
Executive Officer, Hitachi High-Technologies Corporation
4/2007 President & CEO, Hitachi High Technologies America, Inc.
4/2010 Senior Vice President and Executive Officer, Hitachi High-Technologies Corporation
4/2014 Representative Executive Officer, President and Chief Executive Officer, Hitachi High-Technologies Corporation
Representative Executive Officer, President, Chief Executive Officer and Director, Hitachi High- Technologies Corporation (to date)
Yoshikazu Dairaku Director
Member of Audit Committee
4/1979 Joined Hitachi, Ltd.
4/2003 General Manager, General Affairs Dept. Naka Div., Hitachi High-Technologies Corporation
General Manager, Human Resources & General Affairs Div., Hitachi High-Technologies Corporation
4/2010 Executive Officer, Hitachi High-Technologies Corporation
Vice President and Executive Officer, Hitachi High-Technologies Corporation
4/2011 Director, Hitachi High-Technologies Corporation (to date)
Toyoaki Nakamura Director
Member of Nominating Committee and Compensation Committee
4/1975 Joined Hitachi, Ltd.
1/2006 General Manager, Finance Department 1, Hitachi, Ltd.
4/2007 Representative Executive Officer, Senior Vice President and Executive Officer, Hitachi, Ltd.
Representative Executive Officer, Senior Vice President, Executive Officer and Director, Hitachi, Ltd.
6/2007 Representative Executive Officer, Senior Vice President and Executive Officer, Hitachi, Ltd.
Director, Hitachi High-Technologies Corporation (to date)
6/2009 Representative Executive Officer, Executive Vice President and Executive Officer, Hitachi, Ltd.
Director, Hitachi Ltd. (to date)
Hideyo Hayakawa

Outside Director

Member of Nominating Committee and Compensation Committee

4/1973 Joined Mitsui & Co., Ltd.
10/1984 Registered as attorney of New York State Bar Association
4/2006 Managing Officer and General Manager of Legal Division, Mitsui & Co., Ltd.
Executive Managing Officer, Mitsui & Co., Ltd.
4/2008 Director, Hitachi High-Technologies Corporation (to date)
Hiromichi Toda Outside Director
Member of Nominating Committee, Audit Committee and Compensation Committee
4/1971 Joined Anritsu Electric Corporation (now Anritsu Corporation)
7/2002 Vice President and President of Wireless Measurement Solutions, Anritsu Corporation
Senior Vice President, Anritsu Corporation
4/2004 Director and Senior Vice President, Anritsu Corporation
6/2004 Director and Executive Vice President, Anritsu Corporation
4/2005 Representative Director and President, Anritsu Corporation
6/2005 Representative Director and Chairman of the Board, Anritsu Corporation
4/2010 Director and Chairman of the Board, Anritsu Corporation
Director, Hitachi High-Technologies Corporation (to date)
Yuji Nishimi Outside Director
Member of Nominating Committee, Audit Committee and Compensation Committee
4/1970 Joined Asahi Glass Co., Ltd.
6/2001 Director, Asahi Glass Co., Ltd.
6/2002 Executive Officer, GM of CRT Glass Div., Display Company, Asahi Glass Co., Ltd.
Senior Executive Officer, Asahi Glass Co., Ltd,
3/2005 Executive Vice President, Asahi Glass Co., Ltd.
3/2008 Senior Executive Vice President, Asahi Glass Co., Ltd.
1/2009 Representative Director, Senior Executive Vice President, Asahi Glass Co., Ltd.
3/2011 Director, Hitachi High-Technologies Corporation (to date)

As of July 1, 2016

Representative Executive Officer, President, Chief Executive Officer
Name Group Companies Supervised Group Companies Supervised Concurrent Roles
Masahiro Miyazaki Overall management execution    
Representative Executive Officer, Senior Vice President and Executive Officer
Name Group Companies Supervised Group Companies Supervised Concurrent Roles
Toshiyuki Ikeda Science & Medical Systems, Service, Export Control Hitachi High-Tech Fielding Corporation
Hitachi High-Tech Science Corporation
Epolead Service Inc.
Hitachi High-Technologies Science America, Inc.
Hitachi Instruments (Shanghai) Co., Ltd.
Director of Hitachi High-Tech Fielding Corporation
Senior Vice President and Executive Officer
Name Group Companies Supervised Group Companies Supervised Concurrent Roles
Katsutaka Kimura Electronic Device Systems, R&D, Intellectual Property, New Business Creation, CTO   Representative Director and Chairman of the Board of Hitachi High Technologies America, Inc.
Shunichi Uno Accounting and Finance, Trade Compliance Management, Internal Control, Compliance & Risk Management, CFO, CRO   Auditor of Hitachi High-Tech Science Corporation Auditor of Hitachi High-Technologies (Shanghai) Co., Ltd.
Vice President and Executive Officer
Name Group Companies Supervised Group Companies Supervised Concurrent Roles
Shinji Sato Corporate Planning & Planning, Marketing & Sales Strategy
Group Company Management, CSO, CMO
Hitachi High Technologies America, Inc.
Hitachi High-Technologies Canada, Inc.
Hitachi High-Technologies Mexico S.A. de C.V.
Hitachi High-Technologies do Brasil Ltda.
Hitachi High-Technologies Europe GmbH
Hitachi High-Technologies RUS Limited Liability Company
Hitachi High Technologies Ireland Limited
H.H.T.A. Semiconductor Equipment Israel, Ltd.
Hitachi High-Technologies (Singapore) Pte. Ltd.
Hitachi High-Technologies IPC (Malaysia) Sdn. Bhd.
Hitachi High-Technologies (Thailand) Ltd.
PT. Hitachi High-Technologies Indonesia
Hitachi High-Technologies India Private Limited
Hitachi High-Technologies (Shanghai) Co., Ltd.
Hitachi High-Technologies Hong Kong Limited
Hitachi High-Technologies (Shenzhen) Co., Ltd.
Hitachi High-Technologies Korea Co., Ltd.
Hitachi High-Technologies Taiwan Corporation
Director of Hitachi High-Technologies (Shanghai) Co., Ltd.
Ryuichi Nakashima IT Strategy, Smart Transformation Project Promotion, IR, CIO, CTrO   Auditor of Hitachi High-Tech Fielding Corporation
Director of Hitachi High-Tech Manufacturing & Service Corporation
Auditor of Hitachi High-Technologies Korea Co., Ltd.
Junichi Hashimoto Advanced Industrial Products Hitachi High-Tech Materials Corporation
Giesecke & Devrient Kabushiki Kaisha
Hitachi High-Tech AW Cryo, Inc.
Director of Giesecke & Devrient Kabushiki Kaisha
Director of Hitachi High-Technologies Europe GmbH
Director of Hitachi High-Technologies (Singapore) Pte. Ltd.
Joji Honda Corporate Manufacturing, Procurement, Quality Assurance Hitachi High-Tech Manufacturing & Service Corporation
Hitachi Instrument (Suzhou), Ltd.
Hitachi Instruments (Dalian) Co., Ltd.
Director of Hitachi High-Tech Manufacturing & Service Corporation
Chairman of the Board of Hitachi Instrument (Suzhou), Ltd.
Director of Hitachi Instruments (Dalian) Co., Ltd.
Executive Officers
Name Group Companies Supervised Group Companies Supervised Concurrent Roles
Hirohide Omoto Electronic Device Systems    
Hiroshi Tajima Industrial Systems Hitachi High-Tech Solutions Corporation
Hitachi High-Tech Fine Systems Corporation
Chorus Call Asia Corporation
Director of Hitachi High-Tech Solutions Corporation
Director of Hitachi High-Tech Fine Systems Corporation
Director of Chorus Call Asia Corporation
Tsutomu Okada Science & Medical Systems   Representative Director and President of Hitachi High-Tech Science Corporation
Futoshi Ishiwa Electronic Device Systems   Director of Hitachi High-Technologies Taiwan Corporation
Akihiro Imanishi Advanced Industrial Products   Director of Hitachi High-Tech Materials Corporation
Representative Director and Chairman of the Board of Hitachi High-Tech AW Cryo, Inc.
Shinji Sakurai Operation Audit    
Hisashi Horikoshi Human Resources, CSR & Corporate Communications, Legal, Environmental Management, CHRO Hitachi High-Tech Support Corporation  

As of April 1, 2016

  • CTO:Chief Technology Officer
  • CFO:Chief Financial Officer
  • CRO:Chief Risk management Officer
  • CSO:Chief Strategy Officer
  • CMO:Chief Marketing Officer
  • CIO:Chief Information Officer
  • CTrO:Chief Transformation Officer
  • CHRO:Chief Human Resources Officer