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Human resource development is an important management task essential to the continual growth of the company. The HCM Group is working on initiatives from various angles in order to develop human resources that will play a key role in our worldwide operations and local human resources who will help us address local needs.
We introduced a succession plan in 2011 and today it applies to the entire HCM Group. The purpose of the succession plan is to share processes for utilizing human resources across every organization of the HCM Group so that the right person is assigned to the right place globally. With a medium- to long-term vision, we plan successors to current managers, identify what these successors are missing in terms of fulfilling their future duties, and how to train and educate these successors, after the heads of each company and department identify the requirements to fulfill the duties of their respective organizations. In turn, the duties and career path of each individual employee of the HCM Group can be visualized across the entire organization. This approach enables us to utilize human resources strategically.
The key to implementing this plan is the development of successors. Toward this end, the HCM Group in Japan has actively hosted human resources from overseas Group companies to train and develop the successors of the tomorrow. We launched this initiative in earnest in 1996 and over the past ten years around 220 employees from overseas Group companies have come to Japan for training. As of May 2017, 41 such employees (excluding technical interns) were in Japan undergoing training. Since April 2016, we have hosted manager-level employees from overseas Group companies.
By continually implementing this initiative, our goal is to develop human resources who share the same value of the Kenkijin spirit and play an important role at our operations around the world. Eventually, these people will serve as executives in charge of the business strategy of our overseas operations, which will also help us pursue management localization.
The HCM Group provides hierarchical and skills-specific training as well as elective and selective training comprehensively across the entire Group both inside and outside Japan.
Hierarchical training provides the skills and mindset required of employees for each specific rank. It is offered to applicable employees by the Career Development Center. Skills-specific training provides employees with training for specific skills, such as development, production, sales, or services. It is carried out by the Kasumigaura Institute and Technical Training Center, among other facilities. The Kasumigaura Institute features not only classrooms, but also a production floor for practical skill training and overnight accommodations. The facility hosts a number of training programs including skills training for new hires, executive officer development programs, and training for overseas employees.
We also provide e-learning opportunities that make it easy and efficient for employees to review basic knowledge they require and could not obtain from classroom training alone. E-learning is administered through “Hitachi University”, which is the learning management system (LMS) for the entire Hitachi Group. As a concept, department heads (superior) create development plans for their employees who can then select training programs suited to their needs, which ensures a more individualized approach to human resource development.
Furthermore, we offer a Marketing Sales Support Program (MSSP) for employees of dealers in charge of Sales and Parts/Services who are on the front lines of our business. In 2015, we set up the MSSP training facility called as MSSP GEC inside Hitachi Construction Machinery Asia & Pacific Pte Ltd. This facility conducts various training programs where employees can learn about the behavioral process of Machine Sales and Parts Sales. We are focused on developing local human resources who can precisely incorporate these front line needs.
Furthermore, we will continue to enhance our education system for developing human resources globally and ensure that all employees have access to training opportunities.
MSSP group work
Nurturing the minds of employees to have a deep understanding of human rights and mutual respect for one another is essential in developing a corporate culture where employees with a diverse set of values and thinking can come together and flourish. In light of this, Hitachi Construction Machinery (HCM) Group is actively promoting measures, including the exchange of personnel between global sites.
In FY2016, we participated in the human rights due diligence working group, which was launched primarily by the human resources and CSR divisions of Hitachi, Ltd. The working group examines the human rights risks in business. At the workshop, we examined, as examples, Hitachi Construction Machinery (Europe) N.V. (Netherlands) and PT Hitachi Construction Machinery Indonesia. We discussed the issues being confronted by these two companies and measures for alleviating risk.
Discrimination issues are triggered in part by the cultural background of the local area so it is necessary to promote understanding of each region. In addition, the policies and initiatives of the head office have not been instilled at some overseas business sites and factories. This makes it necessary to look into each individual employee. In FY2017, based on the knowledge we obtained at the workshop, we plan to incorporate human rights activities at the individual level to create a workplace environment where a diverse range of people can play an active role.
*1 Human rights due diligence: This system was outlined in the Guiding Principles on Business and Human Rights, which was authored by John Ruggie, the former Special Representative of the Secretary-General on the issue of human rights and transnational corporations and other business enterprises. The system assesses the impact of corporate activities on human rights, monitors performance, and requires information disclosure and other actions to ensure the recognition, prevention, and appropriate handling of any negative impact to human rights.
Human rights due diligence workshop