Diversity Management

Disclosure of Indicators Pursuant to the Act on the Promotion of Women's Active Engagement and Childcare and Caregiver Leave Act Basic Approach Roadmap and KPIs Organization Initiatives Link(Employee Performance Data Highlights)

Disclosure of Indicators Pursuant to the Act on the Promotion of Women's Active Engagement and Childcare and Caregiver Leave Act

The details of indicators pursuant to the Act on the Promotion of Women's Active Engagement in Professional Life (Act on the Promotion of Women's Active Engagement) and the Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children or Other Family Members (Childcare and Caregiver Leave Act) as set forth below.

Percentage of woman in management positions *1	Percentage of men taking childcare leave *1-3	Gender Wage Gap (%) (Women’s wages as a percentage of men’s wages) *1,4,5
Percentage of woman in management positions *1	Percentage of men taking childcare leave *1-3	All employees	Unlimited term fulltime employees	Part-time and limited-term employees
5.2	75.2	71.4	71.1	87.8

*1 Results for fiscal 2022 (April 222 – March 2023) are stated.

*2 Calculated as the number of male employees who take childcare leave, etc. in the relevant fiscal year divided by the number of male employees who had a child born in the relevant fiscal year.

*3 The numerator includes employees who took leave for the purposes of childcare.

*4 "All employees” is the total of unlimited term fulltime employees and part-time and limited-term employees. “Unlimited term fulltime employees” refers to fulltime employees without a specified term of employment, and “part-time and limited-term employees” refers to part-time or limited term employees.

*5 There are no gender disparities in the applicable employment programs. The disparity in wages between men and women arises due to factors such as the higher percentage of men in upper-level positions including management positions and the higher percentage of women who work shorter hours than men. In addition to analyzing categories in accordance with the Act on the Promotion of Women's Active Engagement, we analyze more detailed categories.

Reference: Gender Wage Disparity by Job Position
	General manager or higher (%)	Department manager (%)	Excluding employees with shortened working hours (%)	Section manager level (level equivalent to one step below management) (%)	Excluding employees with shortened working hours (%)
All employees	109.6	100.0	101.6	104.5	106.9
Unlimited term fulltime employees	111.3	99.5	100.7	100.0	102.8
Part-time and limited-term employees	－ (no women in these positions)	119.0	119.0	96.7	96.7

Basic Approach

In the global marketplace, in which the Hitachi High-Tech Group operates, the changes in the business environment surrounding companies have become even severer. It is crucial that we continue to provide creative and pioneering solutions to our customers and society through continuous innovation to succeed in the competition. Our Group respects diverse sensibilities and values and we are working to incorporate them as one of our major initiatives to achieve growth based on the commitment of the top management staff, by placing "diversity management," which will lead to the production of organizational dynamics, at the core of our management. We regard gender, race, nationality, religion, career background, age, personality, values, sexuality (LGBTQIA+), career background, and all other external and internal differences as part of a person's individuality. To ensure that each and every employee can make the most of his or her own abilities, we are actively striving to foster a culture of respect as well as enhance mechanisms within the Group.

Roadmap and KPIs

Organization

We have made diversity management part of our management strategy, and in 2015 set up the dedicated Diversity Promotion Group in our Human Resources Department. We established the Company-wide Diversity Promotion Group with members selected from each business and region and led by top management and have been implementing measures for the whole company. We are encouraging voluntary activities suited to each workplace, in addition to measures for the whole company. The initiatives are being taken with the Diversity Promotion Group at the core.

Initiatives

We have been developing the 20-20 Project since FY2015 to make our working lifestyles highly productive and increase productivity. Each workplace is making innovative efforts for efficient utilization of working hours and well-modulated working styles as the top commitment.

We pursued measures to promote active participation by women with the goals of having women account for at least 6.6% of management (the same as the percentage of female employees in FY2020), hiring at least 30% women among recent graduates, and appointing five officers and directors (including two women) with diverse genders, nationalities, and employment histories by FY2024. Our actual results are shown in the tables below.

We also had the status of progress and issues with these measures discussed by the Board of Directors and Senior Executive Committee and other bodies so that having top management checking into these matters would promote progress even further.

Policy	Actions
Reinforced commitment to diversity by top management	The president released a statement and participated in exchanges of opinions with employees Diversity training for executive personnel "Ikuboss" training (to be supportive of subordinates' careers and lives) for general managers and division heads (all managers view training video） Diversity management education for managerial personnel
Enhancing the skills and awareness of women	Actively dispatch of personnel to outside training and lectures to reinforce skills and mindsets Participate in systematic training and career development opportunities by moving up dispatch of female employees to training Instill a sense of career ownership by implementing wide-ranging, age-specific career training Propose measures based on employee awareness surveys conducted by interviewing female managers Reinforce networks among female managers (female managers meetings) Present role models by making use of mentoring and other programs Conduct role model lectures by female managers to instill greater career awareness among female employees Conduct lectures by the foreign female officer to raise awareness of diversity Promote activities as a Group by collaborating and sharing information with Group companies The Project to Promote Active Participation by Women, with managers as members, has led to issues and measures to promote further active participation by women being considered and implemented at Hitachi High-Tech.
Foster an organizational culture where diverse human resources can easily work and play active roles	Conduct activities to promote employee happiness and Well-Being through the Active 20-20 work style reforms Inaugurated the All-Out Child-Rearing Support Project aimed at 100% childcare leave for men (from FY2020 second half） Unconscious bias training for all employees (e-Learning) Active recruitment and networking with outside female human resources who can become managers and assistant managers Support employee growth by holding career seminars, establishing the Active 20-20 subsidy program (career development support), and other such means Take various measures to support employees who are working to achieve a balance between work and caregiving, including the creation and distribution of a management handbook for achieving a balance between work and caregiving, and establishment of a system of financial support for achieving a balance between work and caregiving Activities to support child-rearing though a Childcare Future Concierge (support in finding day care, disseminating child-rearing information), holding luncheons for employees returning to work from childcare leave, holding maternity and childcare leave support seminars, and conducting family plant tours (NAKA Kids Day) Promote acceptance of diverse values by implementing lectures and e-Learning on LGBT issues and conducting self-branding seminars and holding inclusivity events within the Group (between Group companies in Japan and overseas) Increase understanding of female employees and managers through educational videos on women’s health Raise employee awareness regarding diversity using internal newsletters, the company intranet, and email magazines

image:Male childcare leave event（on-line cooking classes for men） — Male childcare leave event（on-line cooking classes for men）

Recruiting Diverse Employees

Hitachi High-Tech strives to employ diverse and exceptional human resources. Of the 117 new employees hired as general employees in April 2022, 27.3% were women and 14.5% were from outside Japan. We also hired 134 persons with previous career experience between March 2022 and April 2023.

External Certification and Commendation

J-Win Diversity Award

Hitachi High-Tech has been awarded the 2022 J-Win Diversity Award Basic Achievement Grand Prize in the Corporate Basic Division by the non-profit organization J-Win. The J-Win Diversity Award has been established with the aim of increasing the promotion of diversity and inclusion in Japanese companies by commending companies that are leading the field in the area of diversity and inclusion. Hitachi High-Tech has been awarded the Basic Achievement Grand Prize, which is the highest commendation in the Basic Division of J-Win's Corporate Awards. The Basic Division recognizes companies that, as a first step toward promoting diversity and inclusion, demonstrate intentionality in empowering women, have set goals to establish systems that support women, and are taking affirmative action.

Platinum Kurumin Certification

Platinum Kurumin certification is awarded to companies that have received Kurumin certification in accordance with the Japanese Act on Advancement of Measures to Support Raising Next-Generation Children, and acknowledges those companies' efforts to offer even greater support to employees with children. Hitachi High-Tech's All-Out Childcare Support Project offers working parents a higher level of support than is mandated by law, offering a wider variety of types of childcare leave, and aiming to make it so that 100% of male employees take paternity leave. With initiatives such as this, Hitachi High-Tech strives to establish a culture and systems whereby all employees can continue to engage with their work, even through major life events.

New Diversity Management Selection 100 program

With the aim of expanding the base of corporations engaged in diversity management, the Ministry of Economy, Trade and Industry is implementing the "New Diversity Management Selection 100 program" program to recognize corporation that are making active use of the capabilities of diverse personnel and channeling them into value creation. We have been engaged in initiatives to improve institutional systems that enable diverse work-styles and provide career development support to women. Our continuing efforts to improve our environment and nurture a corporate culture by such means have been recognized for having contributed to increased performance as an outcome of management practices.

Eruboshi

Under the Eruboshi certification program, the Minister of Health, Labour and Welfare certifies enterprises that have made outstanding efforts after formulating and submitting a plan for promoting the participation of women. The company has passed all 5 evaluation categories and earned the top stage of certification.

Hitachi High-Tech Wins Gold Prize Under Pride Index, an Indicator of Measures Regarding Sexual Minorities Including LGBTQIA+ Persons

Hitachi High-Tech was awarded the Gold Prize under the Pride Index, an indicator relating to sexual minorities certified by work with Pride (wwP), a voluntary organization that supports diversity management relating to LGBT issues. We will use this award to deepen understanding of LGBT persons even further and promote response for diverse sensibilities and values and the creation of workplaces where employees with diverse characteristics can play active roles.

Employment

The Group had 12,717 employees in Japan and overseas as of March 31, 2023. We seek to avoid discrimination on the basis of race, nationality, religion, gender, or disability in our hiring practices and endeavor to create and maintain stable employment.

Number of Employees (Group)

Promoting Employment of People with Disabilities

We address the employment of persons with disabilities from the perspectives of both diversity of human resources and corporate social responsibility. Based on an understanding that satisfying the statutory requirement for the number of employees with disabilities is the absolute minimum level of social responsibility that we should fulfill as a group, we obtained “affiliated company group certification” of Hitachi High-Tech Support Corporation as a special subsidiary company, and in April 2017 we established the Disabled Person Support Center, a special-purpose department that supports the hiring, recruiting, retention, and so on of persons with disabilities by all our Group companies.

In FY2019, we formulated the Hitachi High-Tech Group Medium- to Long-term Plan for Employment of People with Disabilities, and since then have taken continuing measures, including expanding job opportunities for persons with intellectual and mental disabilities while also strengthening retention of existing employees, with an objective of achieving and holding to a level that exceeds the statutory employment rate by 0.5%. (2.98% as of March 31, 2023)

We also take active measures to enhance the work skills of employees with disabilities. Each year, several employees attend and compete in the annual National Abilympics (vocational skill contest for persons with disabilities).

Ratio of Employees with Disabilities^*1
FY2018	FY2019	FY2020	FY2021	FY2022
2.52%	2.65%	2.80%	3.02%	2.98%

*1 Consolidated domestic results

* As of March 31 of each fiscal year

Employment of Seniors

In response to the Act on Stabilization of Employment of Elderly Persons, we have introduced a system of life planning options that enables employees to open a variety of lifestyles after at the age of 60. This system is becoming firmly established within Hitachi High-Tech. Under the post-60 re-employment system, we are putting in place an environment that enables all seniors to play an active role in the company, making full use of their knowledge and experience.

Expanding Employment of People from Outside Japan and Promoting Their Participation

We are expanding our employment of persons from outside Japan. From FY2020 on, the ratios of new employees hired as general employees who were non-Japanese nationality continued to solidly exceed the 5% KPI for foreign employees.

From the perspective of diversity, we created a prayer room in our building in the Naka Area that can be used not only by employees, but also by visitors. In addition, the cafeteria in the area can also provide Halal menu options in response to advance requests.

Link

Employee Performance Data Highlights