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Hitachi

Hitachi Transport System

Promoting Diversity

Promoting Diversity

The HTS Group aims to be an organization where diverse human resources of different "gender," "race", "religion," "age," "disability," "sexual/religious/political orientation," "nationality," "social/cultural background" having various attributes, values, and backgrounds can fully demonstrate their potential and play an active role. In a society where it is difficult to predict the future, we will promote diversity and inclusion management so that diverse human resources can play an even more active role in the creation of added value and realize growth of the company through contributions to society.

Top Message

The HTS Group established the Diversity Promotion Center in 2012 and has been promoting the establishment and promotion of diversity and inclusion, with a focus on the activities of women and senior citizens, for the past 10 years. In these efforts, we have led the industry, including being chosen as one of Japan's "Diversity Management Selection 100" companies, the only one in the logistics industry*.
Today, the decline in the domestic workforce is a serious management issue. The shortage of human resources is particularly pronounced in the logistics industry, and having more diverse human resources than ever before is essential for us to contribute to society through our logistics activities. In addition, during the COVID-19 pandemic, teleworking and other work styles have further promoted the evolution of diversity in the HTS Group, and those have caught on and become more widespread.
In this context, the social responsibility that companies must fulfill has been increasing in recent years as seen by movements such as the revision of the Act on Promotion of Women's Participation and Advancement in the Workplace and the Act on Stabilization of Employment of Elderly Persons, and implementation of laws related to work style reform. The HTS Group will not only focus on gender equality, but will also contribute to building a society rooted in diversity, aiming to become an organization where diverse human resources in terms of race, religion, sexual orientation, and the like can play an active role.
In the age of volatility, uncertainty, complexity and ambiguity (VUCA), where uncertainty is ever-increasing, the diversity and flexibility of an organization created by human resources with various values and backgrounds is an irreplaceable value. As a driver for the HTS Group to accelerate further growth on a global scale, I will take on the challenge of exploring new areas of diversity and inclusion for the next five to ten years.

Hiroaki Takagi
Representative Executive Officer
President and Chief Operating Officer

*Not including small- or medium-sized companies with 300 or fewer employees

Boosting Understanding of Diversity

With an aim of "respecting differences between individuals and allowing all to reach their potential in the workplace," we incorporate factors that may promote better understanding of employees about diversity in training by rank and strive to raise awareness of the entire Group.

Holding diversity conference

Diversity Conference

Since FY2014, The HTS has been holding lectures for executives and managers by outside lecturers for the purpose of deepening understanding of diversity, promoting organizational efforts, and reforming employee awareness.
In FY2021, approximately 600 employees including those of domestic group companies attended seminars focused on working-style reform.

Promotion of Women's Participation in the Workplace

Establishment of KPIs for the active participation of women

HTS positions the active participation of women as an essential issue for a global company and has implemented various initiatives. In FY2013, we established KPIs for the active participation of women to accelerate our initiatives to achieve the targets.

KPIs for the active participation of women:
By FY2023 (1)ratio of female managers: 10%  (2)Promotion of female officers: 10%

Promotion of female officers In June 2014, we welcomed the first female outside director and achieved KPI.
[Future goals] Development of officers from within the company
FY2016 FY2017 FY2018 FY2019 FY2020
Number of female managers (persons) 19 19 26 34 37
Ratio of female managers 2.7% 2.7% 3.7% 4.7% 4.9%

Scope: HTS

Systematic promotion of women to assistant managers and managers

To promote active participation of women, we trust young female employees with assignments with greater responsibilities to give them opportunities to gain knowledge and experience as well as raise their motivation, and systematically promote them to assistant managers and managers.

FY2016 FY2017 FY2018 FY2019 FY2020
Number of female assistant managers (persons) 48 56 66 61 71
Ratio of female assistant managers 8.1% 9.7% 11.5% 11.1% 13.1%

Scope: HTS

Career seminar for young female employees

There is the opportunity to participate in the "Career Seminar for Young Female Employees" held by the Hitachi, Ltd., and female employees who are in the third year at the Company are participating.
This sets up a place for individuals to think about their own careers early after joining the Company, to dispel vague anxieties such as anxiety over the future, the balance between work and private life, balance with life events, etc., while paying attention to the surrounding environment, and also provides an opportunity to receive guidance and strategies for their own careers.

Ratio of female employees in new graduates hired in the HTS Group

We are working to increase the hire rate for new graduate females and thereby secure more female personnel.

Ratio of female employees in new graduates hired

Ratio of female employees in new graduates hired in the HTS Group

Scope: HTS, domestic group companies

Appendix: Non-consolidated basis

Ratio of female employees in new graduates hired (FY2021)50.0%

Support for Balancing Work and Childrearing/Nursing Care

The HTS Group believes that it is essential to establish a workplace where employees can maintain a work-life balance even when they face a serious life event in order for them to achieve sustainable growth. We have a system to provide assistance for a work-life balance of employees that goes beyond the legal standards to ensure that they can continue to work with a sense of security while raising their children or caring for their family members. And by means such as facilitating employees' awareness through aggressive provision of necessary information, we will strive to develop an environment and work climate that allows diversified work styles.

Pre-maternity Leave and Return-to-Work Support Seminars

There is an opportunity to participate in "Pre-maternity Leave and Return-to-Work Support Seminars" held by the Hitachi Group. These seminars are attended by superiors as well as those who are eligible to take leave, and by discussing together working styles and aspirations for the time after reinstatement, these are useful for a smooth return to the workplace and career development after reinstatement.

Promotion of male employees to take childcare leave

We will raise awareness of the overall support system for balancing work and childrearing and raise the understanding in the workplace for men taking childcare leave, and meanwhile promote work style reforms, including reducing overtime and holiday work, and promoting the taking of annual paid leave, etc.

Status of those who took childcare leave (FY2020)

persons ratio
Number of childcare leave taken by male employees (persons) 1 2.2%
Number of childbirth leave for prospective fathers taken*
(persons)
7 15.6%

Scope: HTS

* Number of employees whose spouse gave birth during FY2020: 45

Appendix: Changes in the number of employees taking childcare leave (HTS)

FY2016 FY2017 FY2018 FY2019 FY2020
Number of those who took childcare leave (persons) 9 16 14 19 15

Awareness-raising activities using handbooks

To help support employees in balancing work and childrearing, we have prepared a "Handbook for Supporting Balancing Work and Childrearing" for employees and a "Manual for Supporting Balancing Work and Childrearing" for managers in order to provide an environment where employees can easily use the system and support return to work.
For nursing care, we have also prepared a "Handbook for Supporting Balancing Work and Nursing Care" for the ever-increasing need to balance work and nursing care, and we are working to enhance support for employees who are engaged in nursing care while working.

Handbook for Supporting Balancing Work and Childrearing

Manual for Supporting Balancing Work and Childrearing

Handbook for Supporting Balancing Work and Nursing Care

Holding of various seminars

We also hold seminars not only for those who are eligible for the system, but also for the human resource departments of Group companies, which are the key to the operation of the system and the care of the users, in order to promote the use of the system and enhance its operation.

Promoting the active participation of foreign human resources

HTS is making various efforts to build a foundation for developing global human resources.
Currently, employees of various nationalities such as China, South Korea, Thailand, Russia and Kenya are actively working.

Continued recruitment of foreign employees

By FY2023, we have set a numerical target (KPI) of 3.0% for foreign employees, actively hiring them, and promoting the diversification of human resources.

Ratio of foreign employees

Scope: HTS

Encouraging Employment of Persons with Disabilities

The HTS Group is making various efforts with the goal of creating a workplace where employees with disabilities can play an active role.
We implements a variety of group-wide initiatives on hiring persons with disabilities, including taking on personnel for practical training from special needs schools and cooperating with the support office of universities.
We also prepare the work environment by setting up laborsaving equipment especially geared toward persons with disabilities and creating barrier-free environment.
We will continue to hire persons with disabilities as well as to tailor the work environment to these individuals.

Ratio of persons with disabilities hired

*1 Scope: HTS, domestic group companies
*2 Reference: Statutory employment rate and average private enterprise employment rate as of June 1st of each year

Promotion of Employment of the Elderly

HTS is rehiring all applicants for re-employment after retirement age of 60. Through life plan training and interviews before retirement, we support the active participation of the elderly who can make the most of their careers and promote the creation of a work environment where they can demonstrate their abilities.

FY2016 FY2017 FY2018 FY2019 FY2020
Re-employment of the elderly 100% 100% 100% 100% 100%

Scope: HTS

Recognition from Outside the Company

In acknowledgement of the Center's various initiatives and achievements, HTS was chosen by the Ministry of Economy, Trade and Industry (METI) as one of the nation's "Diversity Management Selection 100" in 2015.
In October 2018, we received "Eruboshi (L Star) Certification (Stage 2)" from the Ministry of Health, Labor and Welfare as a company which made excellent efforts for the promotion of women's active participation and advancement in the workplace.

Diversity Management Selection 100 Child-rearing, with the logo Eruboshi (L-Star) Certification

Diversity Data

The following is the data including Diversity.