In this fast paced, global and digital world, diverse talent is a driver for innovation and value-creation.
Hitachi Rail aims to build a company where talent with diverse cultural backgrounds, experiences, and ideas can play an active role; to cultivate a common identity in all employees worldwide so they may share the values of Harmony, Sincerity, and Pioneering Spirit that comprise our core values.
Hitachi Rail seeks to attract, develop, and organize employees by building good relations with them, respecting their fundamental rights, providing equal opportunities, and optimizing work- life balance. The Company also actively engages in regular dialogue with employees regarding compensation and career development through its Global People Management System.
In the pursuit of company objectives, the talents must be aware that ethics are of immense value to the company and accordingly, no conduct is tolerated that, although it may appear in the abstract to benefit Hitachi Rail, is in violates of the law, current regulations, the organisational, management and control model or the Code of Ethics.
9,378 Total Employees
7,850 Tot Man
1,528 Tot Women
6.6% Middle Management
73.9% White collar
18.3% Blue collar
10.1% <30 years
62.8% 30 – 50 years
28.0% >50 years
95.8% employees with open-ended contracts
95.7% men with open-ended contracts
96.7% women with open-ended contracts
1.2% employees part-time
0.3% men part-time
6.2% women part-time
Hitachi Rail is characterized by the diversity of professionalism, cultures and skills that collaborate in the success of company projects around the world.
In 2019, a new global Talent Acquisition team was created to develop a global strategy that allows the best candidates to be hired locally with a single tone of voice and common recruiting method.
The new talent acquisition team is multicultural: 8 different cultures, different genders and different backgrounds are represented that lead to knowing how to listen to and approach potential candidates through diversified sources: social media, chosen recruitment partners, professional networks, refer a friend and ambassadorship campaigns.
In 2019, the Talent Acquisition team attended job fairs and career days around the world.
Furthermore, from 2018 to 2019 the LinkedIn company site saw an increase of over 20,000 followers (from 76,000 to 96,000), making LinkedIn the main source of acquisition of new hires.
13.3% on total employees as at 31.03.19
15.6% on total women as at 31.03.19
12.9% on total men as at 31.03.19
37.0% on <30 years as at 31.03.19
10.0% on total employees as at 31.03.19
10.0% on total women as at 31.03.19
10.0% on total men as at 31.03.19
As a way of measuring employee’s engagement level, every year usually in September-October Hitachi conducts a Group Company Survey which is called Global Hitachi Insights Employees Survey.
The aim is to identify key strength and opportunities, to improve productivity and help leaders analyse and communicate the results, and work together with team members to develop and implement plans that will lead to enhance employee engagement and ultimately improve team’s performance.
In FY2019 about 12,500 Rail employees were invited to participate across all legal entities.
Hitachi Rail looks forward to launch the initiative as One Integrated Hitachi Rail BU for the first time in the next fiscal year 2020.
Hitachi Rail’s internal communication strategy is to connect the daily roles of employees with Hitachi Rail’s strategy by keeping them up to date with business achievements and recognising and celebrating the part they play in business success.
It aims also to enable employee engagement by promoting health and wellbeing, recognition and reward, professional development and demonstrating that the business acts on employee feedback.
Various channels are used, translated in up to five languages, recognising the diversity of Hitachi Rail‘s people:
▪ COSMO: a global intranet accessible from all Rail employees where we have many sections updated regularly and one dedicated specifically to CSR topics;
▪ Videos with announcements and messaging published as needed on different topics;
▪ Digital display screens in offices and at production sites to reach all employees who not necessarily have access to PC.
With a diverse workforce, strong teamwork and broad experience in the global market, Hitachi Rail is much better positioned to meet its customers’ needs. Hitachi Rail regards personal differences such as gender, nationality, race, religion, background, age, and sexual orientation individuality and understanding them as an advantage, Hitachi Rail frames its diversity and inclusion as conducive to both the individual’s and the company’s sustainable growth.
Through fiscal 2019, Hitachi Rail launched several programs to support the growth of a new work mind-set that can make everyone aware and active protagonist in the innovation and digitalization challenge, working in a global/matrix environment:
▪ Proactivity and accountability in decisions and actions;
▪ Orientation to results achievement and continuous improvement;
▪ Active international collaboration with all the company’s stakeholders, internal and external;
▪ Competencies updating, reinforcement, and transfer of knowledge on key competencies.
The “People Care” concept applies to employees’ wellbeing as both professionals and individuals. People Care is linked to Hitachi Rail’s “Total Reward” strategy, based on tangible and intangible measures to improve staff satisfaction and to create a working environment where employees can continuously gain experience, develop skills, forge relationships and find motivation.
Hitachi Rail manages employment relationships with its employees in accordance with the laws in place in the various countries in which it operates. The employment terms set forth in individual contracts are usually more rather than less favourable to employees than those defined under general labour legislation or collective agreements.
Furthermore, Hitachi Rail periodically evaluates organisational positions (including the lowest levels of the Organisation using the results of the Global Job System project) through the contribution of specialist companies in the field, and compares its own remuneration policies with those of the reference market, considering the weighting of the position.
Occupational Health and Safety
Hitachi Rail’s Health and Safety policy is based on the application of the requirements of relevant standards, namely UNI ISO 45001, and other international standards, in compliance with national and international regulations. Hitachi Rail’s plan is focused on continuously improving health and safety standards.
For Health and Safety, Hitachi Rail undertakes to:
▪ Ensure and maintain a safe and healthy workplace environment and prevent injuries, illnesses or damage to the health of employees, suppliers, customers and visitors;
▪ Extend UNI ISO 45001 certification to all Hitachi Rail sites, continuously improving the effectiveness of the Health and Safety in the workplace Management System;
▪ Continuously improve the aforementioned management systems’ performance, not only with respect to the prevention of injuries and work-related illnesses, but also in terms of more general employee wellbeing;
▪ Adopt risk assessment criteria for all dangers relating to work activities which, in compliance with national and international legislation, also consider best practices;
▪ Increase the training and information activities for all employees in order to make them more aware of the risks related to their activities;
▪ Continue developing activities to spread a culture of safety with all suppliers and concerned parties.
Social Innovation starts with an idea – one simple thought that has the power to change the world. Hitachi Rail’s Social Innovation, through unique co-creation business has always set itself the goal of creating develop technological innovation to improve people’s quality of life and achieve a sustainable society, helping to solve global social and environmental issues and achieving the Sustainable Development Goals (SDGs) set by the UN for 2030.
Hitachi Rail has always devoted on-going attention to innovation, in order to identify and create advanced technical solutions and develop products of the very highest quality, safety and environmental standards.
Value chain management
Hitachi rail is committed to the optimal management of the value chain by applying the principles of Corporate Social Responsibility in particular regarding customer satisfaction and the ethical management of the supply chain.
Customer satisfaction is central to Hitachi Rail’s strategy: the ability to understand customers’ needs and expectations and meet them is the most important value upon which it bases its company culture.
Customer Satisfaction activities take place at various stages and are carried out using different tools to accurately monitor the level of satisfaction and project status until the completion
Hitachi Rail has initiated the mapping of its supply chain concerning compliance with Environmental, Social and Governance (ESG) criteria.
The standard purchase order model includes general supply conditions and compliance with the Code of Ethics; furthermore, when vetting new suppliers, Hitachi Rail gathers information on their compliance with quality, hygiene, health and safety in the workplace standards and their environmental policies and requires certification according to standards ISO 9001, ISO 14001, OHSAS 18001 and ISO45001.
These characteristics are considered preferential requisites and contribute to assigning the supplier’s eligibility for qualification.