Maximizing Value through Resolute Consolidated Management

The Operational Reform Project was launched in April 2004. In the three years since the integration of Hitachi High-Technologies business performance had shown steady growth, but the project was intended to provide a systematic review of problems that had become apparent during that period and to strengthen operations in their core essentials. It extended to all aspects of the company’s operations with nothing being off-limits.

In October, three years after the founding of Hitachi High-Technologies, President Hayashi spoke on the theme of “Aiming for Further Rapid Growth on the Third Anniversary of Hitachi High-Technologies.” He urged continued efforts to realize the Corporate Vision through “putting the customer first and on-the-spot decision-making,” “creating a corporate culture characterized by aiming for high targets,” and “being a communicative, bright and open company.” At the same time, he called for “maximizing value through resolute consolidated management” by implementing the Operational Reform Project. The goal was to maximize the total value of the corporate group by pursuing resolute consolidated management while respecting the individuality of each of the companies composing the group. He stated that to achieve this it was important to clarify the mission of each group company and create a system to match it, and he announced a policy of optimization of group companies.

Themes of Operational Reform Project
  • Strengthening the system for developing new businesses
  • Strengthening the ability to draft mediumand long-term business strategy in our product sections
  • Responsibility for business promotion
  • Selection and concentration
  • Strengthening our ability to develop products
  • Integration and reorganization of the group’s trading companies
  • Consolidation of information system business
  • Consolidation of contract analysis business
  • Review of division of roles among the group’s manufacturing companies
  • Merger of overseas sales and maintenance services companies
  • Rationalization of distribution
  • Broader-based regional strategy and revitalization of sales facilities in Japan
  • Strengthening of sales capabilities
  • Expansion of global strategy and overseas business
  • Review of management operations and streamlining
  • Improvement of performance evaluation standards