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.
Increase of employees
6.7% tot employees
Percentage by region
Percentage by categories
26.4% Middle Management
25.2% White collar
7.2% Blue collar
Percentage by age
12.0% <30 years
62.4% 30 – 50 years
25.6% >50 years
Percentage by contract
96.7%with open-ended contracts
3.3%with fixed term
98.4% Full-time rmployees
1.6% Part-time rmployees
The fiscal year 2020 has been characterised by the Covid-19 pandemic. This made us change our recruiting process, offering an opportunity to evolve and fully embrace the digital world. This opportunity for change saw us apply a more flexible approach that used technology to interview candidates and even make appointments without physically meeting. The pandemic showed us a new and efficient way of delivering resourcing solutions and ensuring the Talent Acquisition service to the business was not significantly impacted, thus contributing to business continuity.
The competencies of all recruiters have improved, adding more technological skills such as the use of different videoconference platforms. This has allowed the team to be more inclusive and give the opportunity to meet online candidates from more than 40 different nations.
In order to respect different cultures, the Talent Acquisition team followed specific online training on how to recruit in this challenging time, fully embracing this new way of working so that Hitachi Rail never stopped hiring. As a result of this, the company was able to have a social impact on reducing the level of unemployment that occurred due to Covid-19.
One of the missions of the Global Talent Acquisition team is to be closer to the business needs and to improve the ability to better recognise the candidate’s technical competency, ensuring high calibre candidates are selected at the right time. Furthermore, to enhance the team’s technical knowledge, Hitachi Rail academy tailored its training for 2020 to enable online delivery thus ensuring our ability to upskill was not impacted during the pandemic.
In 2020 Hitachi Rail recruiters started working together globally as one Talent Acquisition team. This offered them an opportunity to diversify their skill and industry knowledge. Thosewho previously focused on the Rolling Stock opportunities acquired a greater understanding of Signalling and those who had previously focused on Signalling learned about Rolling Stock.
The pandemic moved all relationships/activities with educational institutions, schools and universities online, as well as some job fairs
Increase of employees
3.1% <30 years
5.8% 30-50 years
1.4% >50 years
10.4% total hiring rate
0.9% <30 years
2.0% >50 years
5.7% total turnover rate
In FY20 Hitachi Rail commenced an activity aimed at building an integrated framework of learning processes. As a first step a consolidated global learning needs analysis process was undertaken to capture the competence demand. This was done in order to address the global business targets and requirements following Hitachi Rail global integration. Through 2020, the pandemic affected several activities in the training plan, reducing access to face-to-face opportunities.
Despite this new challenge, a significant effort in virtualising learning initiatives allowed us to continue to maintain our training agenda for people working remotely in the new global/matrix environment.
Hitachi Rail believes that the impact on culture and training for the issues of sustainability and
corporate social responsibility must be continuously cultivated. Sensitivity, personal progression
on the issues of climate change, and the ways in which each of us can contribute directly, are a
precious value both for individuals and for the whole community and company.
For this reason, with respect for cultural diversity and engagement, Hitachi Rail has also become a promoter and innovator in internal training. After an internal communication process, the company presented the first global new e-learning course on UN Sustainable Development Goals.
The “People Care” concept applies to employees’ wellbeing as both professionals and individuals. Generally, 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.
The programme aims to guarantee a comfortable and motivational working environment by
actively supporting relationships between managers and employees and relationships between
Hitachi Rail recognises that having a diverse workforce, where we create an environment of inclusivity for all to thrive, is imperative for sustainable growth and fundamental in building successful partnerships with our key Stakeholders groups. From our people, customers, and suppliers though to the communities we serve. All In line with our values of Harmony, Sincerity and Pioneering Spirit.
Diversity and Inclusion is a core focus across the Hitachi Group. Hitachi Rail works in collaboration with our colleagues in the Hitachi Diversity and Inclusion Development Centre, to build synergies, and achieve common goals and objectives.
As a way of measuring levels of employee engagement, every year around September/October, Hitachi conducts a Group Company Survey, which is called Global Hitachi Insights Employee Survey.
The survey is administered online via an external vendor. It is available for all Hitachi employees to take in 14 different languages and individual responses are anonymous. Some of the main focus areas are: Clarity of Direction, Manager Effectiveness, Empowerment, Pride in Company, Continuous Improvement, Teamwork, Recognition and Reward, Recourses and Support, Development and Opportunities for Advancement, Leadership, Communication, Engagement, Mid-term Management Plan, Culture.
The aim is to identify key strengths and opportunities, to improve productivity and help leaders analyse and communicate the results, as well as working together with team members to develop and implement plans that will lead to enhancing employee engagement and ultimately improve team performance.
In 2020, Hitachi Rail launched the initiative as One Integrated Hitachi Rail Business Unit for the first time. Approximately 12,700 Rail employees were invited to participate across all legal entities with an average response rate of 86% achieved.
Some of the most favourable scores were “Covid-19 response measures”, “Pride in the company” and “Team work”. The Engagement Index also increased by 3.2% compared to the previous year.
Based on the survey results, around 800 managers across the rail group have been working on action plans with their teams. The senior leadership team has been working to implement actions in response to feedback across the Rail group in order to address the identified areas of improvement.
Hitachi Rail’s internal communication strategy is linked directly to the Strategic Objectives of the Global Rail Strategy. It is set up to connect employees with their shared direction and purpose and keep them up to date with business achievements. It also recognises and celebrates the part that employees play in business success.
Its role is to enable employee engagement by promoting health and wellbeing, recognition and reward, professional development and demonstrating that the business acts on employee feedback.
There are many activities supported by the internal communication team at group and regional level:
▪ Ongoing HR engagement campaigns: such as Hitachi Insights Survey, Diversity and Inclusion, Innovation, Learning and Development, Organisation Development, Hitachi Rail Values Awards and Employee Wellbeing.
▪ Senior leader announcements to all employees: maximum reach, leadership moments, reactive and planned. Project updates: news about contract wins, project milestones and delivery to customers.
Multiple channels are used, in up to five languages, recognising the diversity of Hitachi Rail‘s people. They are:
▪ COSMO: A global intranet accessible to all Rail employees: updated regularly with one site dedicated specifically to Sustainability and CSR topics.
▪ This Week on COSMO: Weekly email to all employees with links to latest COSMO news.
▪ Regular video announcements and written messages about Strategic and Engagement themes.
▪ Digital display screens at production sites for employees without regular access to PCs.
▪ Large scale video conferences with senior leaders.
▪ Employee App: two way communication with polling and real time alerts mechanism.
Occupational Health and Safety
Hitachi Rail is committed to providing a reward system that recognises employees’ performance against both individual and global objectives and encourages participation in the wider success of global business objectives and financial results.
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 hazards 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 a unique co-creation business paradigm, has always set itself the goal of creating 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 devotes constant 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 focusing take place at various stages and are carried out using different tools to accurately monitor the level of customer satisfaction and project status until the completion of the project.
Customer satisfaction activities are handled by a team made of the managers of the various departments: Safety, Health Environment, Quality, EMEA Business Unit, Americas & APAC Business Unit, Operation & Maintenance Business Unit and Operations Units.
Hitachi Rail is currently undergoing a transformation of its Supplier Management capabilities as part of a broader Procurement improvement agenda.
During this reporting period, Hitachi Rail initiated a multi-year transformation programme of its Supplier Management capability with a specific focus on improving visibility, monitoring and defining improvement actions on risks in our Supply Chain.
As part of this, Hitachi Rail has introduced a new coordinated, global approach to Supplier Management across Hitachi Rail with close collaboration between Procurement, SQA and other functions.