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Hitachi High-Tech GLOBAL

Basic Approach

The Group regards people themselves as one of the assets of a company and we believe that improving the value of each and every individual as a human resource leads directly to sustainable value creation throughout the Group. Based on this view, we have adopted the development of personnel with a global outlook and the fostering of a corporate culture in which the company and the employees grow together as the main policies in our human resource development initiatives, which encompass all staff.


Management Education Committee

We endeavor to ensure ongoing verification and improvement of our human resource development initiatives via the Management Education Committee, which meets twice a year. Based on the cultivation of personnel who are capable of acting independently in a global context, our educational programs are organized into categories and systematically implemented.
Hitachi High-Tech implemented a total of 213,608 hours in training during FY2020, and the average time each employee spent in training was 46.6 hours.

Education System (FY2021)
image: Diagram of Education System (FY2020) 1

image: Diagram of Education System (FY2020) 2


Cultivating Personnel with a Global Outlook

We actively post young employees overseas with a view to cultivating personnel capable of doing business with a global perspective. Young employees are trained overseas via a one-year overseas training program or a foreign study program paid for by the company and a short-term overseas posting program. In addition, we are striving to enhance our efforts to cultivate overseas subsidiary employees, so that they can play an active role in our businesses. To this end, we also offer various global management training courses, which bring together participants from a variety of countries and regions.

Cultivating Skilled Manufacturing Personnel

Our ability to manufacture high-tech products such as semiconductor testers and analyzers is underpinned by our ceaseless development of cutting-edge technology and the highest-possible level of skill in translating this technology into products. For many years, as part of our proactive endeavors to cultivate technicians, we have taken on the challenge of entering the annual National Skills Competition and National Abilympics, and have produced many medalists, both at the national and the international level.

image:National Abilympics medalists
Winners at the National Skills Competition

image:Yuto Kikuchi, winner of the silver medal in the CNC milling machine category at the international competition
Team A in the mechatronics category (Silver Medal)Right: Ms. Koike (Hitachi Group's first woman medalist)

image:Tatsuya Numahata, a mechanical drawing CAD operator, was the flag bearer at the international competition opening ceremony
Ms. Koyama in the mechanical drawing category (Fighting Spirit Prize)

At the 58th National Skills Competition and the 40th National Abilympics, held in November 2020 in Aichi Prefecture, a total of 14 company employees competed in six skill categories, winning a silver medal and bronze medal in mechatronics, a bronze medal and a Fighting Spirit Prize in mechanical drawing, a bronze medal in the lathe category, and a Fighting Spirit Prize in the milling machine category in the National Skills Competition so that they won prizes in every category they entered. In a first for Hitachi High-Tech, two of our women employees competed and won a bronze medal and a Fighting Spirit Prize, becoming the first women medalists in the Hitachi Group, as well. This year, 14 of our employees are slated to compete in the 59th National Skills Competition and 41st National Abilympics to be held in Tokyo in December. We will continue our efforts to develop human resources who are able to display the highest levels of technical skills in a broad range of fields.

Supporting Career Development

The Group implements policies to support career development that emphasize the meaningfulness of work to individual employees as well as its purposes and values for them. We strive not only to maximize each employee's abilities and creativity, but to increase our corporate value by linking individual growth with the success and growth of the organization, and so to work toward heightened corporate value. In addition to supporting the independence and autonomy of individuals who think and act for themselves, we are developing mechanisms for putting individuals' intentions and motivations into action within the organization, and helping to promote mutual understanding that creates a sense of unity and teamwork in order to enhance our organizational strength and performance. We are implementing age-specific career development training, providing consultation with career counselors, and we have opened a career consultation room to provide individual career consultation.
We have a newly established career self-check program so that employees can think about their careers at the timing that is best for them individually. In order to support a variety of career orientations, we have introduced a reduced work time system so employees can participate in career development recognized by the company and a program under which employees can take leave for the purpose of overseas study, self-development, and volunteer work.