Slide 1: Hitachi HR Strategy as an enabler to deliver Social Value
Hitachi HR Strategy as an enabler to deliver Social Value ESG Briefing September 24, 2019 Hidenobu Nakahata Senior Vice President and Executive Officer Head of Legal, Risk Management and Corporate Communications, CHRO, General Manager of Human Capital Group, and Deputy General Manager of Safety Mana
Slide 2: The most important asset to realize such values is Talent
Deliver Social Value and Environmental Value to society and Deliver Sustainable Return to Shareholders and Investors The most important asset to realize such values is “Talent” Hitachi HR Strategy © Hitachi, Ltd. 2019. 2018. All rights reserved. 1
Slide 3: Hitachi HR Strategy
Hitachi HR Strategy Increase Social, Environmental, and Economic Value We accelerate co-creation with customers through Social Innovation Business １ Transform HR Management to deliver solutions to diverse social problems in global society ２ ３ Build Platform for Hitachi so that diverse talent can dem
Slide 4: Today's Agenda
Today’s Agenda １．Transform HR Management ２．Build Global Common HR Management Platform ３．Attract, Develop, and Place Diverse Talent ① Diversity & Inclusion ② Select & Develop Business Leaders ③ Strengthen Digital Talent © Hitachi, Ltd. 2019. All rights reserved. 3
Slide 5: 1-1. Transform HR Management
1-1. Transform HR Management Hitachi delivers Values to Customers and Society through Social Innovation Business Promote Social Innovation Business Expand global business Explore the needs of the global society, customers and provide services to solve problems by utilizing products, systems, and I
Slide 6: 1-2. Transform HR Management
1-2. Transform HR Management Past Future Japan’s GDP was the world's Market expansion second highest. in emerging countries (High economic growth) Provide good products and systems Explore the needs of the global based on customers’ clear society, clients and provide requirements mainly in Japan. se
Slide 7: 2-1. Build Global Common HR Management Platform
2-1. Build Global Common HR Management Platform Before 2011 Now Decentralized HR systems/activities in Build Global Common each company or country HR Management Platform Japan Overseas Japan Overseas Company D Hitachi, Ltd. Company A Company B Company C Company E Company D Company E Company F Hitach
Slide 8: 2-2. Build Global Common HR Management Platform
2-2. Build Global Common HR Management Platform FY 2012 FY 2013 FY 2014 FY 2015-18 Global HR Global Hitachi Hitachi Performance Database Global Grade University Management （LMS） (HCDB) (HGG) (GPM) Mapped 50,000 Introduced to Launched new Registered 250k positions 112,000 EEs. LMS for 350K employees’
Slide 9: 3-1. Diversity & Inclusion: Concept & Governance Structure
3-1. Attract, Develop, and Place Diverse Talent (1) Diversity & Inclusion [Concept & Governance Structure] [Concept] [Governance Structure] Representative Executive Officer, Diversity & Inclusion President & CEO in Hitachi means: Toshiaki Higashihara Source of Innovation Adviser: Outside Director Cy
Slide 10: 3-2. Diversity & Inclusion: Promote Talent Diversity
3-2. Attract, Develop, and Place Diverse Talent (1)Diversity & Inclusion [Promote Talent Diversity] Increase talent who have different career backgrounds and life plans, shifting from typical employee type of “Japanese, Male, Lifetime Employment” Target Global Female Employee Ratio 20.2% Female Mana
Slide 11: 3-3. Hitachi Global Women's Summit (The 3rd Summit)
3-3. Attract, Develop, and Place Diverse Talent (1)Diversity & Inclusion [Promote Talent Diversity] Hitachi Women’s Summit in Singapore in October 2018 Hitachi Global Women's Summit (The 3rd Summit) ● 160 female employees from 17 countries participated 1st: 2016 in London (Held on October 2, 2018 in
Slide 12: 3-4. Diversity & Inclusion: Appointment in Management Level
3-4. Attract, Develop, and Place Diverse Talent (1)Diversity & Inclusion [Appointment in Management Level] Name Assignment as of FY2019 Remarks Representative Executive Officer, Experience in EVP and Executive Officer 1 Alistair Assistant to the President (in charge of Building Systems Business and
Slide 13: 3-5. Diversity & Inclusion: Target Setting
3-5. Attract, Develop, and Place Diverse Talent (1)Diversity & Inclusion [Target Setting] Published our target on talent diversity for FY2020（Nov. 28, 2017） 10％ each for Non-Japanese and women in executive officers and corporate officers in Hitachi, Ltd. Transition in the ratio of women and non-Japa
Slide 14: 3-6. Develop Business Leaders: Concept
3-6. Attract, Develop, and Place Diverse Talent (2) Develop Business Leaders [Concept] To Deliver Social, Environmental, and Economic Values, it is essential to Select & Develop Change Leaders rather than just to create a succession plan Business Strategy Required Roles for Business Leaders Clarify
Slide 15: 3-7. Develop Business Leaders: Select & Develop
3-7. Attract, Develop, and Place Diverse Talent (2) Develop Business Leaders [Select & Develop] Requirements of Selective Leaders It is not enough that he/she has a deep understanding in his/her own business fields It is required to make a business decision and execute it at own risk under an un
Slide 16: 3-8. Develop Business Leaders: Talent Pipeline
3-8. Attract, Develop, and Place Diverse Talent (2) Develop Business Leaders [Talent Pipeline] Executive Select & develop leader candidates globally Officer ①Discuss through 30 times of Talent Committee meetings (EO) ②Give tough assignments to 400 candidates including Females and Non- Japanese Nom
Slide 17: 3-9. Strengthen Digital Talent: Concept
3-9. Attract, Develop, and Place Diverse Talent (3) Strengthen Digital Talent [Concept] We should secure and develop talent with the ability to achieve innovation connecting digital and real spaces [Strengthen Digital Talent] FY2021: 30,000 digital FY2021: 3,000 data FY2021: 2,000 digital specialist
Slide 18: 3-10. Strengthen Digital Talent: Strategy
3-10. Attract, Develop, and Place Diverse Talent (3) Strengthen Digital Talent [Strategy] Enhancing the number of digital specialist / human capital that support Lumada to approximately 30,000 by FY2021, through development of specialist and enhancement of basic training. Design thinker Data scienti
Slide 19: 3-11. Strengthen Digital Talent: Development Plan
3-11. Attract, Develop, and Place Diverse Talent (3) Strengthen Digital Talent [Development Plan] Development programs of Digital Talent (A) Gain practical experience under professionals' guidance to become a project leader (B) Participate in trainings and exercises to acquire a way of thinking and
Slide 20: Summary
Summary Deliver Social and Environmental Value to Customers and deliver Sustainable Return to shareholders and investors by promoting Social Innovation Business Globally Diversity & Inclusion Attract, Develop and Place diverse talent in the optimal way Build Platform for Hitachi so that diverse tale
Slide 21: Cautionary Statement
Cautionary Statement Certain statements found in this document may constitute “forward-looking statements” as defined in the U.S. Private Securities Litigation Reform Act of 1995. Such “forward-looking statements” reflect management’s current views with respect to certain future events and financial
Slide 22: Hitachi Social Innovation is POWERING GOOD
Hitachi Social Innovation is POWERING GOOD
Slide 23: HITACHI Inspire the Next
HITACHI Inspire the Next