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Hitachi High-Tech GLOBAL

Basic Approach

As structural changes in society resulting from the declining birth rate and the aging of the population, as well as the increasingly diverse nature of people' s lifestyles, we are reforming ways of working, including the prevention of excessively long work hours, and putting in place various leave systems. Thus, we ensure that each and every employee feels motivated and finds satisfaction in their work, as well as enabling them to combine work with child-rearing or caring for sick/elderly relatives.


We placed the Diversity Promotion Committee, with members selected from each business and region, led by the top management and have been establishing measures for the whole company. We share information from the committee, and 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.


Challenge 20-20

We began the Challenge 20-20 in FY2015 to make our working lifestyles highly productive. This project aims to display the abilities of each individual and improve organizational strength by effectively utilizing regular work hours and thinking creatively within each division to come up with well-modulated working styles. The specific goal is to limit average monthly overtime to no more than 20 hours per month and increase annual leave taken to 20 days. Along with drafting measures in the Company-Wide Diversity Development Working Group, we have set up local committees and working-style reform project leaders in each business division as a firmly planted effort for each workplace. We launched Active 20-20 in FY2019 and are making efforts focused on increasing employee satisfaction.

2018 Initiatives

  • Lunch meetings with the president and management to exchange views and solve problems
  • Promoting utilization of the work-life balance support programs through workstyle consultations and satellite office experience tours.
  • 20-20 Award, which celebrates favorable examples of working-style reform
  • Sharing information via internal reports and the intranet

Enhancing Work-Life Balance Support Programs

To support our employees in achieving a better work-life balance, we are striving to develop and disseminate programs for employees who need to care for children or sick relatives, taking into account legal reforms as we do so. We have made a significant push to encourage use of the programs by expanding the scope of the home telework, satellite office, and location-independent work program to all staff (excluding general trainees for home telework) and posting experiences of users of the programs in internal reports and the intranet.

Major Work-Life Balance Support Programs
Category Program Name Outline
Working Hours Short working hours Employees can choose to work shorter hours until their child graduates from elementary school, or while providing care for a family member (including care equivalent to nursing care), or for the purpose of career development. The options are as follows:
7 hours, 6.5 hours, 6 hours, 5 hours, 4 hours (Actual daily working hours for full-time staff: 7 hours 45 minutes)
Restriction of / Exemption from overtime work and late-night work Upon application by an employee bringing up a child who is not yet attending elementary school (under special circumstances, employees whose children have not yet graduated from elementary school are also eligible) or an employee providing nursing care for a family member (including care equivalent to nursing care), we implement the following arrangements (length of time required between not less than one month and no more than one year, with no limit on the number of applications):
  • Limiting overtime work to no more than 24 hours/month, up to a maximum of 150 hours/year
  • Exempting the employee concerned from late-night work
Home telework, satellite office work, location-independent work For all employees, including those bringing up a child and those providing nursing care for a family member (excluding general trainees for home telework)
Short work week Employees who provide ongoing care or treatment and satisfy conditions may work just three or four days per week.
Work-interval Introduction of a work-interval system (10 hours), from the viewpoint of health maintenance.
Revision of restrictions on allowances for cost of travel home for staff working away from home Restrictions on allowances for cost of travel home for staff working away from home will be revised as follows:
Current limit on allowances: once per month
After revision: twice per month for childcare or nursing care
Leave of Absence for Family Support Maternity leave Period of 8 weeks (14 weeks for a multiple pregnancy) prior to the expected birth date to 8 weeks after giving birth
Leave of absence for childcare purposes Length of time required, up to a maximum of three years in total until the child finishes his or her first year of elementary school
It can be taken in segments.
Paid leave for childcare purposes Five days per child until the child turns one-year old. Can be combined with conventional childcare leave and applied to the first five days.
Leave of absence for nursing care purposes Length of time required, up to a maximum of one year in total per circumstance giving rise to the need for nursing care
It can be taken in segments.
(includes care equivalent to nursing care)
Sick/Injured family care leave Seven days/year
Sick/Injured childcare leave Seven days/year per child not yet attending elementary school
Annual short-term nursing leave Five days/year per person receiving nursing care
Leave for spouse’s transfer In principle, from six months to a maximum of three years, to accompany a spouse transferred within Japan or overseas.
Congratulations/Condolences leave Previously 40% of wages or no subsidy was provided, but now 100% is guaranteed.
Work-Life Balance Subsidies Subsidies to support work-childcare balance Subsidies for various childcare services until the child finishes the third year of elementary school, available to single-parent employees raising a child and employees when both of the child’s parents are working.
The following amounts are provided per child (per year):
Before entering elementary school: 100,000 yen
During first to third years of elementary school: 50,000 yen
Subsidies to support work-nursing care balance A subsidy of up to 100,000 yen per year for the portion of fees for services covered by the long-term care insurance system to be borne by the patient, nursing care taxi fees, etc., available to employees personally providing nursing care to a family member in Japan (regardless of whether living together or not).