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Hitachi

Hitachi High-Technologies GLOBAL

Profile

President and CEO One Akiyama
Integrex Inc.
President and CEO One Akiyama

Graduate of the Department of Economics, Keio University. After working in such positions as a foreign bond trader at a US securities company and an independent securities company, she established Integrex Inc. in 2001 to conduct socially responsible investment and promote corporate social responsibility.

Hitachi High-Tech produces CSR reports and makes them available through integrated annual reports (hard copy) and on its website. On the website, the company' s CSR activities are reported comprehensively, focusing on the categories "Management," "Relationship with Society," and "Environmental Initiatives." The following opinion is of the CSR reports posted on the website.

Points of Merit

In "CSR Activities," linked from the CSR main page, Hitachi High-Technologies introduces the societal issues underlying its major agendas as well as its philosophies regarding these issues and key activities aimed at solving them. There are also links to pages with more detailed explanations of the activities. This makes it easier to understand Hitachi High-Tech' s priority issues and initiatives.

In "CSR at Hitachi High-Technologies," Hitachi High-Tech delves more deeply into its own definition of CSR and describes how it conceives of CSR, why it is engaging in it, how it carries out its activities, and what it seeks to achieve. The company' s commitment to society is clear.

In the categories of "Management," "Relationship with Society," and "Environmental Initiatives," I can see that Hitachi High-Tech is steadily continuing a variety of activities while introducing improvements and new initiatives. In the "Management" category, analytical results of an evaluation of the effectiveness of the Board of Directors and efforts to make it more effective are described in detail. In the "Relationship with Society" category, Hitachi High-Tech has stepped up its efforts to improve the workplace environment. Initiatives like the release of a "Declaration on Working-Style Reform" by top management, the holding of "Good Job!" and "Help!" lunch meetings between the President, management, and employees, and participation in the "IkuBoss Corporate Alliance" show that management and executives are taking the lead in these improvements.

In the "Environmental Initiatives" category, Hitachi High-Tech reports on its reduction of greenhouses gases for not only Scope 1 and 2 but also Scope 3 emissions, including overseas Group companies. In addition, Hitachi High-Tech is focusing on the conservation of biodiversity following acquisition of JHEP certification last year, including having each site formulate a three-year plan and pursue activities. The company has also started implementing eco-design (environmentally conscious design), and I have high hopes for future developments in this area.

Areas in Which Improvement is Expected

It is important to verify the extent to which the various activities in the categories of "Management," "Relationship with Society," and "Environmental Initiatives" are producing results. For example, in the area of diversity management, one of Hitachi High-Tech' s key policies, it needs to verify to what extent current initiatives are improving employees' working conditions and productivity, and tie this in to results. For its various activities, it needs to first clarify what kinds of results it is seeking, along with establishing specific targets and critical indices in order to achieve these goals, and implement initiatives while sorting and reviewing its current activities. Reporting on this process will achieve the PDCA cycle and also make the activities more sustainable.

On the topic of global activities, which I mentioned last year as well, I can see that Hitachi High-Tech is making efforts in areas like evaluation of suppliers, human resource development, environmental initiatives, and local programs. However, in addition to rolling activities out uniformly across the board, more detailed activities tailored to the conditions and issues in each country and region are also needed. Since overseas revenue accounts for over 60% of Hitachi High-Tech' s total revenue, from a risk-management perspective, I hope to see implementation and reporting of concrete initiatives in which the company identifies important issues for each location and tackles them as an organization.