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We consider employees to be "human capital" who are important management assets, a concept consistent with the idea of "Respect for Human Dignity," which is one of our Principles. We seek to improve conditions so that all employees can be independent and valuable individuals who think and act from other people’s perspectives, respect others, and work and live in harmony both inside and outside the workplace.
The Hitachi Capital Group seeks to protect human rights, and regards the human rights set forth in the "International Bill of Human Rights" and the "International Labour Organization (ILO) Declaration on Fundamental Principles and Rights at Work" as the absolute minimum level of rights that must not be violated.
In our code of conduct, we respect every person’s character and individuality in the recruitment and treatment, the conduct of commercial transactions, and all other company activities, and not engage in any acts that impair individual dignity or discriminate on the basis of sex, age, nationality, race, ethnicity, ideology, belief, religion, social status, family origin, disease, disability, etc. As the basic principles, Hitachi Capital Group respects the diversity, personality and individuality of each staff and secures a safe and pleasant working environment to provide comfort, fulfillment and benefit to our staff, and we will not allow sexual or power harassment or any other illegal pressure in the Action Guidelines of Working Environmental Policy.
Thus Hitachi Capital Group make effort to eliminate discriminations in in the recruitment and treatment and avoid using child labor that employs children below the minimum working age or coerced labor that is against the will of the workers.
We also set "Human Rights Promotion Committee" (Chairman is CHRO) and the Committee reports plan and its status to Executive Board annually, aims to extract the group current status and issues and improve the actions based on Plan-Do-Check-Act Cycle.
To understand the Human Rights in whole group, we realize (1) executive targeted education, (2)Human Rights education for all employees, (3) “Human Rights Lectures” in their respective fields, (4) Manager training to prevent Harassment in working place and (5) Manager training for diversity and inclusion regularly. Additionally, we also join the external initiatives as “Tokyo Human Rights Enlightenment Liaison Meeting” to understand practically the latest information related to Human Rights and utilize internal enlightenment activities. Person in charge of Human Rights also check the Group PR materials as leaflet and advertisements to avoid using expression related to any discriminations and receive the claims of harassment.
Thus group activities, we promote Human Rights Due Diligence based on of United Nations, we will not only promote to respect Human Rights internally but promote “avoid to complicit ” as abusing human rights by the customers and suppliers before something happens.
Communication Roadshow in Japan
The “Communication Roadshow” is held to provide a direct forum for communication between the management, including the president, and employees. In particular, because fiscal 2016 was the first year of the FY2018 Mid-Term Management Plan, and the Company became an equity method associate and joint ventures of Hitachi, Ltd. and the Mitsubishi UFJ Financial Group, Inc., the roadshow was held at all locations for all employees of domestic Group companies and management positions of overseas Group companies. In addition, Nationwide Employee Representative Round-table Meetings are held twice a year as a forum for sharing management challenges with employees.
In addition, an employee survey is conducted once per year in order to assess the awareness of employees towards the company and organization and challenges in an effort to revise systems and organizations accordingly.
The Hitachi Capital Group has been working actively to promote diversity in line with the Core Values） of the Basic Management Policies, which call for greater diversity. To develop businesses on a global scale and create new forms of innovation, it is important to establish an environment in which a diverse range of individuals—regardless their gender, nationality, age, job history, or disability—can exercise their capabilities to the fullest. Today the working population is shrinking as birthrates fall and the average age grows older. At the same time, business environments and customer needs are constantly changing and becoming more diverse. In light of these trends, we recognize various ways of thinking and working, aim to generate new forms of value, and seek to create a vital company.
We improved our work system environment in April 2016 by providing employees with a greater variety of work style options. The improvements made ensure that employees who work with a sense of responsibility can produce results more effectively based on their own individual outlook.
"Effort to cut down long hours of overtime by improving work efficiency and raising productivity."
We introduced a discretionary work hour system that gives employees greater freedom to allocation their work hours than a flex-time system. Employees are free to fix their work hours and work procedures in a way that best fits their needs.
"Greater work efficiency and improved work-and-life balance"
We introduced a telecommuting system so that employees can flexibly decide where to work without limiting their workplace to the office. We aim to improve work-and-life balance and ensure that the system is used by all employees, in addition to those who have kids or need to look after their elderly parents.
We worked to improve work and leave systems to actively support employees who have children or need of long term care, making sure that the systems in place are used more flexibly than before. We made improvements to ensure that the systems are equally beneficial to both men and women. These systems help to create environments in which women and a diverse range of individuals can actively work to move their careers forward.
|Leave for infertility treatment||An employee is eligible to take leave for infertility treatment for up to one year. This leave can be taken on a prorated basis.|
|Leave to accompany spouse who was transferred overseas||An employee accompanying his/her spouse who was transferred overseas is eligible to take leave for a period of six months to three years in principle.|
|Return-entry system||Programs such as re-employment or job placement are available for an employee who resigns to give birth, look after their kids, take care of their elderly parents, or to accompany his/her spouse who was transferred overseas. Employees can apply for these programs when they resign, and be eligible for re-employment or job placement if the conditions are met.|
|Improving systems and facilitating their implementation|
|Childcare leave||Extending the duration of leave (From until the child becomes one year and two months old to a total three year period until March 31 of the year when the child finishes the first grade courses at an elementary school.)|
|Period for leave of absence||Differences by disease type have been eliminated, and differences by years of service have become less stringent. At the same time, the cumulative period for leave of absence has been revised if an employee needs to take another leave of absence because of same disease after they return to work.|
|Reduced-hour work||The work hour options have been increased under the reduced-hour work system (From 6 hours to 7 hours, 6.5 hours, 6 hours, 5 hours, and 4 hours)|
|Annual paid leave||Differences by years of service have been removed to provide a total of 24 days of annual leave across the board. At the same time, the limitation on the number of eligible half-day units of paid leave has been eliminated.|
|Accumulation of annual paid leave||Eligibility based on reasons for taking leave has been eliminated.|
We were certified as the Company of Support Raising the next-generations Children by the Ministry of Health, Labour and Welfare in June 2016 as a company taking steps in line with the Act on Advancement of Measures to Support Raising Next-Generation Children, and received the corresponding certification label. This certificate is given to companies that satisfy specified requirements and make an active effort to improve the work environment to ensure that their employees can balance work and child care. We have been evaluated for promoting following activities and efforts: male employees taking childbirth leave; enhance the ratio of childbirth ratio for women; practice and urge to understand“ diversity management by the specialized lecture for executives; install the system that realize to work in the morning as trial; and establish the regular event to return home in same time in whole company.
The Company believes that the source of innovation is to create a situation in which a diverse range of individuals can make the most of their unique traits and capabilities, regardless of their gender, nationality, age, job history, or disability. Based on this concept, we have been working to improve internal regulations and support active participation by a diverse range of individuals.
|Total number of workers||2,681||1,185||302||233||936|
|Total Number of Managers||872||353||94||39||161|
*The percentage of women employees and percentage of women inmanagement positions
on a consolidated basis have been calculated since fiscal 2014.
|Item||Fiscal 2012||Fiscal 2013||Fiscal 2014||Fiscal 2015||Fiscal 2016|
|Number of applicable person||42 people||40 people||39 people||38 people||35 people|
|Item||Fiscal 2015||Fiscal 2016|
|Number of applicable person||74 people||72.5 people|
|Number of employees|
taking childbirth leave
|16 people||9 people||27 people||23 people||25 people|
|Number of employees|
taking childcare raising leave
|Rate of return to work|
after childcare raising leave
|Nursing care||0 people||0 people||2 people||1 people||1 people|
Note :Figures in ( ) are male employees who passed qualifications.
|Total number of newly hired employees|
|Total number of employees||1,204 people||886 people||318 people||26.4%|
|Average ages||44.6 years old||45.9 years old||41.2 years old||-|
|Average years employed|
by the company
|18.9 years||19.9 years||16.2years||-|
|Number of managers*|
(within department manager)
(within executive officers)
*Women manager ratio: targeted more than 10% before fiscal 2020.
Starting from FY2017, Hitachi Capital Group companies in Japan are implementing the “SKY Project” to revolutionize working practices through the creation of a virtuous circle for individual employees with sophisticated “Human Capability” who has the attractive points as to supposed to work together by stakeholders.
|Item||Fiscal 2014||Fiscal 2015||Fiscal 2016|
|Average of annual leave consumption ratio|
(Average consumed annual leave/
privileged total number of annual leave)
(9.6 days/24 days)
(10.4 days/24 days)
(10.4 days/24 days)
overtime working hours
|26.7 hours/month||27.9 hours/month||25.1 hours/month|
Efficient management of the company and motivating staff internally is important to the company. Therefore Hitachi Capital has established career development and assessment systems, which enables employees to assess their performance in order to develop their careers and also enable the company to appoint the right employees into the most suitable positions.
Staff recruitment system which allows employees to apply for any position they wish to is available. A department that wants to recruit people from within the business, has to submit a recruitment request form to the Human Resources department. After the application is inspected, it is advertised internally. The screening process involves reviewing the application documents (1st stage) followed by an interview (2nd stage) which leads to a decision on whether the application was successful.
If the applicant matches the needs of the intended department, the employee is reassigned to that department. Once a year (in November to December), the Hitachi Capital Group in Japan allows Group employees who meet the requirement of serving at least five years in the company by 1 October, to apply to the department they want.
In order to provide employees with structured support for further education and career development, we introduced an assessment system for objective based performance management. t allows employees to set their own goals for career development (Plan), implement the plan (Do), and create a performance review structure supported by an objective management policy. All employees review their performance with line managers half-yearly (Check).
Objectives are set somewhat on the high side, but not too difficult. In the process of setting challenging objectives and working towards achieving them, employees gain self-confidence through the experience of trial and error at the same time as gaining successful experience as well as a sense of accomplishment. This in turn raises their ambition for further growth. By doing this we aim to maximize the synergy between employees and the sustainable growth of the company.
We provide our employees with education and training programs to suit their skills and job levels (branch managers, newly-appointed managers, assistant managers, etc.) and expertise (sales, management, personnel, etc.), in addition to having an incentive scheme for gaining qualifications. They gain a high level and specialized knowledge of administration and management, so that they are ready to advance into Senior Management.
|Scope of the System||Contents of Education|
|New employees||Distance education before joining the company, induction programme on joining the company, follow-up, OJT, and mentor system|
|Education at each grade
and in each specialty
|Group training, e-learning, distance education, overseas training, external training including postgraduate studies, etc.|
|All employees||Incentive scheme for the acquisition of skill qualifications e-learning (including Hitachi Group learning materials)|
Unique training was provided to make sure everyone could join in, regardless of their working hours or form of employment. We organize seminars provide opportunities for cross-department and cross-company employee exchange other than work hours, and for self-development. In addition to voluntary morning and evening activity courses, we also organize seminars run by outside professionals who have successfully faced challenges in their respective fields. A wide range of employees are eligible to participate in the seminars, including those who are on reduced work hours and others who are temporarily employed. Taking advantage of relocation of the headquarters and group company offices, since September 2014 many employees have been using teleconferencing to participate from other areas of Japan.
A workplace must be a safe and secure place if each and every person in it is to be able to work in a lively way. Hitachi Capital Corporation holds monthly meetings of the Health Committee and the Health Promotion Committee (depending on business unit size), an industrial doctor and "Workplace environment supervisor" conduct workplace inspections, information workplace accidents is shared throughout our companies in Japan whenever an accident occurs, and we issue monthly reports with statistical indicators indicating employee work time, to prevent overwork.
With particular attention to mental health measures, our Employee Assistance Program (EAP) provides an external counseling service (free for up to ten counseling sessions), career counseling, mental health training, regular consultations with people on leave, and sharing of information through monthly meetings of the health and safety committee. These measures are a companywide effort to prevent mental health problems, and their recurrence.
(Note)Number of absence from work due to work-place accidents/ Total working hours * 1 million hours