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  5. Materiality 5 Developing and Utilizing Diverse Human Resources

Materiality 5 Developing and Utilizing Diverse Human Resources


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.

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.

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.

Action Plan

Details of Action Plan

Content of Initiative

Action Targets1 Promote diversity management

1  Creating an organization in which diverse human resources can play an active role that leads to innovation

FY2022 Results

We will deepen workstyle reforms efforts, develop and utilize diverse human resources, and create innovations as key measures for achieving growth.

  • We attempted to foster a workplace culture that recognizes the diversity of each and every employee while enhancing mechanisms enabling employees to fully demonstrate their capabilities.
    • We expanded networking opportunities through Female Manager Meetings and other events to raise awareness among women. In past leadership training where participants learned from role models, female employees on their way to becoming managers interviewed various role models within and outside the Company, and created an action statement declaring the mindset and skills they aim to acquire going forward.
    • We promoted the “All-out Childcare Support Project” aiming for 100% of male employees taking childcare leave, and up to now have provided a childcare support website, cooking classes for men, and “Ikuboss” seminars. Efforts were made to change the mindset of all employees and foster a culture in which men can balance work and life while also enjoying childrearing. Many male employees declared their desire to support their partners' career development by balancing family and work.
    • Although there is no gender-based wage differences in the Company's personnel treatment system, the reason for the wage difference between men and women is the high ratio of male employees in upper management positions and the higher ratio of female employees working shorter hours than men. We believe that promoting women to more senior positions will help to eliminate wage differences between men and women. Please refer to our website for more information.
    • In order to maximize the performance of organizations and individuals, we promote “hybrid work,” a flexible work and leave system enabling employees to autonomously choose their own workstyles without restrictions on where or when they work.
    • As part of our efforts to attract human resources with diverse careers, we hold online events for experienced professionals and distribute videos introducing the Company. After viewing these videos, many people become interested in Hitachi High-Tech, which leads to subsequent recruitment activities.

Action Targets2 Promote diverse cultivation of human resources

2  Ongoing implementation of diverse education and training programs to develop human resources

FY2022 Results

Promoting the development of autonomous and global human resources through various types of education and training

  • We organize and systematically implement educational programs based on supporting the growth of self-directed human resources who learn, think, and act on their own as well as supporting the activities of diverse human resources. The following activities were carried out in FY2022.
    • Developed online learning materials enabling employees to learn the latest knowledge and skills
    • Introduced a tool supporting one-on-one meetings, in which managers share career goals with their subordinates and support their growth.
  • Rapidly developing human resources able to supportbusiness from a global perspective
    We continue to dispatch young employees overseas. The ratio of employees with overseas experience within seven years of joining the Company decreased to 39% in FY2022, compared to 51% in FY2021, as the number of employees dispatched was reduced in line with to the limited number of regions to which they could be dispatched due to the pandemic. Going forward, we will consider implementing virtual training programs enabling participants to gain experience without having to travel to other locations.
  • Received a silver medal in the lathe category and fighting spirit awards in the milling machine and mechatronics categories at the 60th National Skills Competition
    In FY2022, eight employees participated in four category competitions at the 60th National Skills Competition, winning a silver medal in the lathe category and fighting spirit awards in the milling machine and mechatronics categories. Three employees also participated in three categories at the 42nd National Skill Competition for the Disabled (National Abilympics). For many years, we have been sending our employees to compete in the National Skills Competition and the National Abilympics with the aim of passing on skills and fostering young engineers by linking the challenge of competing in the National Skills Competition to the starting point of manufacturing.
National Skills Competition award winners

National Skills Competition award winners

Action Targets3 Ensure healthy, safe workplace environments

3  Establish a workplace with zero accidents by raising awareness of health and safety

FY2022 Results

Creating open and safe workplace environments through continuous health and safety activities aimed at raising employee awareness and promoting health measures for all employees

  • In FY2022, there were zero lost-workday accidents.
  • Based on the results of stress checks conducted on all employees, we provide support for those determined to be highly stressed in conjunction with occupational health care staff as well as by utilizing outside experts to propose remedial measures to address these issues, and provide support in accordance with employee circumstances.
  • To enhance employee mental health care and improve the openness of the workplace, we provide training and education for managers aimed at improving their ability to understand and detect the mental state of their subordinates.
  • We have resumed on-site safety diagnostics, which we had suspended for some time due to the pandemic. In FY2022, we conducted safety diagnostics in South Korea and the United States in addition to sites in Japan. We also conducted safety awareness surveys during safety diagnostics. Employee awareness of safety is gradually increasing, and we are starting to see signs of the import and outcomes of regularly conducting safety diagnostics.
  • Hitachi High-Tech has been certified as Health & Productivity Management Outstanding Organization 2023 (Large Enterprise Category), joint initiative of the Ministry of Economy, Trade and Industry, and the Nippon Kenko Kaigi. This is the sixth consecutive we have been certified as an Health & Productivity Management Outstanding Organization, with eight companies in the overall Hitachi High-Tech Group, including seven domestic Group companies, certified as a Health & Productivity Management Outstanding Organization 2023.
  • With the pandemic subsiding, in-person and remote work are being used in tandem. As society in general is concerned about the resulting lack of communication among employees, going forward, we will consider measures to balance the merits of remote and in-person work in an attempt to facilitate smoother communication among employees.


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