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Hitachi High-Tech GLOBAL

Basic Ideas and Visions

It will be crucial to continuously provide creative and innovative values to customers and society in order to succeed against competitions in the global market while realizing sustainable growth. Hitachi High-Tech Group recognizes human resources responsible for providing value as one of the most invaluable management resources, and aims to foster reform-minded human resources who are able to create continuous innovation.

Action Targets

1. Promote diversity management

We enhance productivity and organizational strength by promoting reforms in working styles and increasing operational efficiency. In addition, by promoting female workplace participation and development and utilization of diverse human resources, we will secure and train talented human resources who have flexible ideas and advanced technical abilities and skills.

Specific Actions

Create an organization where diverse human resources can actively participate and thrive, thereby leading to innovation

  1. Further reforms in working styles
  2. Reform actions and mindset encouraging female workplace participation
  3. Train and utilize diverse human resources

2. Promote diverse cultivation of human resources

We will aim to train human resources to compete in the global market by expanding diverse education and training systems and continuing to carry out education and training.

Specific Actions

Continue to carry out diverse education and training to develop human resources

  1. Develop global human resources
  2. Maintain and improve the education system in order to develop human resources

3. Ensure healthy, safe workplace environments

We strive to ensure a healthy, safe and comfortable working environment by working on occupational safety and health with the highest priority on workplace safety and maintaining and promoting the health of each employee.

Specific Actions

Establish an accident-free workplace

  1. Eradicate accident risk through risk assessments
  2. Enhance mental healthcare
  3. Further promote health management

Action Plan

Details of Action Plan

FY2019 Initiative Results

1 Promote diversity management

Taking steps to create innovation by going further with work style reform, developing and utilizing diverse human resources, and so on

  • We took steps to foster a workplace climate and improve arrangements to enable all our employees to individually recognize each other's diversity and fully bring their own strengths to bear.
    • We started the Active 20-20* activity aimed not just at improving productivity, but also at having individual employees seek their own fulfilled work style.
    • Scope of working from home, working at satellite offices, and location-free work was expanded to all employees.
    • We fostered career consciousness through a round table for women outside directors and young employees.
    • We participated in hiring events for capable overseas personnel and exchange students who want to work in Japan, and exhibited at special events for enterprises promoting participation by women, and so on.
  • We won the highest rating in "Eruboshi" certification by the Minister of Health, Labor, and Welfare.
  • image:Eruboshi

  • We received a Silver Award in the PRIDE index that rates initiatives for LGBT and other aspects of sexual materiality.
    FY2019 results for Hitachi High-Tech
  • Ratio of women in managerial positions: 4.9%
  • Female board members: 1
  • New graduate recruits: ratio of women 26%, ratio of overseas 5%
  • * Active 20-20: Initiatives that aim to realize the Company growth by leveraging the diversity of individuals to allow each person to demonstrate his or her talents and actively participate

2 Promote diverse cultivation of human resources

Promotion of global human resource development by implementing diverse education and training

  • Taking the development of human resources capable of acting globally as our basis, we organized our educational program by training category and are implementing it systematically. The following activities were implemented in FY2019.
    • We defined the image of capable personnel sought by this Group and incorporated it into our educational policy and measures.
    • We integrated additional new training that will contribute to reforming organizational capabilities.
    • Self-assessment intended to foster autonomy in human resources was incorporated into training geared to different staff levels.
    • We engaged in continuing challenges at national Skills Competition tournaments held annually as well as at national Abilympics and international meets, and won numerous medals and awards.
  • We are implementing a program to assign young employees overseas to foster the early development of human resources capable of handling business with a global perspective. We implemented the following activities in FY2019.
    • We had 19 overseas trainees, including three advanced technology exchange trainees, participating in operations-based training at Group companies in other countries. We also conducted exchanges with researchers and others at overseas universities and research institutions having a relationship with Group business.
    • In Japan, the Hitachi High-Tech head office accepted two people from the Hitachi High-Tech Russia and Hitachi High-Tech Mexico companies, and they engaged in practical work and training.
  • In FY2019, the percentage of employees who had overseas experience within seven years after joining the company was 51%.

image:Silver Medalist Yuto Kikuchi, winner in the CNC milling machine category at the WorldSkills competition
Silver Medalist Yuto Kikuchi, winner in the CNC milling machine category at the WorldSkills competition

3 Ensure healthy, safe workplace environments

Aiming to provide a safe, healthy working environment through systematic health and safety activities and health promotion policies and measures for each individual employee

  • In 2019, safety diagnoses and safety awareness surveys of manufacturing works were carried out throughout the Group as a whole. Based on safety inspection rounds of manufacturing shop floors, we are strengthening safety management and, in light of analysis results, strengthening policies and measures to heighten safety awareness as well as strengthening activities aimed at totally eliminating industrial accidents.
  • In 2019, there were two accidents (falls) resulting in loss of work-time. In addition to measures to prevent recurrence in the future, we are continuing to upgrade our measures for thoroughgoing safety management.
  • Stress checks of all employees were carried out in FY2019 so that employees could determine their own stress level and do something about it. This is linked with our efforts to upgrade mental health care for employees and strengthen their self care.
  • Hitach High-Tech measures to grasp and address issues in the maintenance and promotion of employee health have been highly rated. We have been recognized as an organization "engaging in strategic health and productivity management program efforts for maintaining their employees' health from a management perspective." We were certified as a Health & Productivity Management Outstanding Organization in 2020 (large enterprise category) in our third consecutive year of recognition under the Health and Productivity Management Organization Recognition Program.

image:Health and productivity