Social Performance (PDFtype, 1434Kbyte)

23 | Hitachi Cable, Ltd. CSR Report 2010

Engagement with CustomersIn order to deliver high-quality products to customers, we emphasize product development from the viewpoint of customers and optimize production, quality assurance and other systems.

■ Production-Process and Human-Resource Development with the “Hitachi Cable Just-in-Time (JIT) Production System”

　Hitachi Cable JIT Production System

Hitachi Cable introduced the Hitachi Cable JIT Production System in FY2007. This system is based on the Toyota Motor Corporation Production System and aims for a thorough elimination of waste. From the standpoint of total optimization, every process from marketing, design to procurement, manufacturing and shipment is reviewed to establish a production framework to produce “what is needed to be produced to the amount needed when it is needed.” The Hitachi Cable JIT Production System is to ensure a rearing of talent in view of total optimization take root in the company. Under the concept that the evolu-tion of “manufacturing” means “development of human resources,” Hitachi Cable keeps on advancing. Currently, the Hitachi Cable JIT Production System has been introduced to all six works, expanding the cov-erage to all departments and sections. The system is now being deployed at domestic Group companies, and preparations for the FY2011 implementation at overseas Group companies are also in progress.

　Initiatives to Enhance Value for Customers

In order to effectively operate the Hitachi Cable JIT Production System and to enhance value for customers, the flow of the entire supply chain must be adjusted. Our Group started the “Business Strategy Visibility Project” with a cross-functional team comprising of members from Manufacturing, Business Planning, Sales, Development/Design, Production Planning, Procurement, Quality Assurance and Logistics, since FY2007. The project team has thorough discussions on what values must be provid-ed to customers by division or by product group, grasps the strengths and weakness of individual divisions, clarifies the key challenges and takes the necessary measures.

■ Quality Assurance

　Our Approach to Quality Assurance

Basic Principle of Quality AssuranceAiming for “quality first” and “customer first” based on Hitachi’s Ochibo Seishin (spirit of Ochibo),*1 we offer highly reliable products with secured product safety (including software, etc.) to satisfy custom-ers, and thereby contribute to the development of society.

Based on its “Basic Principle of Quality Assurance,” Hitachi Cable promotes initiatives to improve quality and customer satisfaction within the entire Group. In order to realize this Basic Principle, we establish a yearly corpo-rate-wide quality policy, set concrete targets and address quality assurance activities. Furthermore, to improve quality and operational effi-ciency and to increase customer satisfaction, the Hitachi Cable Group has established quality management sys-tems appropriate for individual operations while aggres-sively supporting the achievement of ISO9001 or ISO/TS16949 at both domestic and international production bases.*2

　Quality Assurance System

The Quality Assurance Departments of each business group and Group company are engaged in quality assur-ance operations of products they are responsible for, mak-ing efforts for quality improvement. In addition, from a corporate-wide perspective, the Quality Assurance Center supports on a departmental basis, the Group and Divisions through promoting corporate-wide quality assurance activities and implementing quality education in order to make sure quality-related activities go smoothly. As a company-wide organization on quality, we have established a Quality First Committee and Company-wide Quality Assurance Conference. These committee activities enable those concerned including, Officers to share information on quality situations and to promote continuous improvement by discussing challenges and directions for improvement.

*1 Ochibo Seishin: Hitachi Group’s tradition of “acting on the basis of conscience and humanity.” Our efforts to eliminate product defects and accidents are based on this spirit.

*2 Group companies manufacturing products for vehicles have achieved ISO/TS16949 certification.

Hitachi Cable, Ltd. CSR Report 2010 | 24

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Acquisition of ISO Quality Management System Certifications(As of March 31, 2010)

President & CEO

Quality First Committee

Company-wideQuality Assurance Conference

BusinessHeadquarters

Group Companies

Quality AssuranceDepartment

Quality AssuranceCenter

Quality AssuranceDepartment

[Chairman] Executive responsible for quality assurance[Committee members] Executives

[Chairman] General Manager of the Quality Assurance Center[Committee member] Manager of Quality Assurance Department

Quality Assurance System

Tonichi KyosanCable, Ltd. 1996.1 LRQA

Hitachi Cable FilmDevice, Ltd. 2009.1 JQA

Hitachi Alloy, Ltd. 2004.3 LRQA

Hitachi Wire &Rod Ltd. 2003.8 LRQA

Hitachi CablePrecision Co., Ltd. 2002.7 LRQA

Hitachi Cable FineTech, Ltd. 1994.2 LRQA

Hitachi CableLogi-Tech, Ltd.

LRQA

Hitachi CableNetworks, Ltd. 2004.3 LRQA

Hitachi Cable MEC-Tech, Ltd.

1998.10 LRQA

Hitachi MagnetWire Corp. 2002.9 LRQA

Tohoku RubberCo., Ltd. 2001.11 LRQA

Domestic Group Companies

Hitachi Cable

Name of WorksMonth and year

of ISO9001acquisition

Authorizingagency

Name of WorksMonth and year

of ISO9001acquisition

Authorizingagency

Densen Works 1995.10 LRQA

Hitaka Works※ 1994.2 LRQA

Tsuchiura Works 1998.12 LRQA

※Simultaneously acquired with the works ofHitachi Cable

※Including Takasago Works,Toyoura Works and Minato Works

Company name Authorizingagency

Month and yearof ISO9001acquisition

Month and yearof ISO/TS16949

(automobiles acquisition)Authorizing

agency Remarks

Shanghai Hitachi CableCo., Ltd.

2002.3 SAC 2008.1 SGS

Hitachi Cable(Suzhou) Co., Ltd.

Cable Works 2007.8 CQC

AssemblyWorks

2004.5 UL

Hitachi Cable (Johor) Sdn. Bhd.

PLO502000.5 LRQA 2006.7 LRQA

PLO40

Giga Epitaxy Technology Corporation 2003.1 AFAQ-EAQA

Hitachi Cable Indiana, Inc. 2007.2 Eagle Registrations

AHCL (Thailand) Co., Ltd. 2006.2 URS 2006.2 URS

Hitachi Cable Florida, Inc. 2008.12 SGS

Hitachi Cable (Singapore) Pte. Ltd. 2002.11 LRQA 2005.6 LRQA

Suzhou Hitachi Cable PrecisionCo., Ltd.

2006.7 LRQA 2008.1 LRQA

Thai Hitachi Enamel Wire Co., Ltd. 2003.5 SGS 2007.3 SGS

Hitachi Cable Philippines, Inc. 2003.12 AJA

Hitachi Cable Manchester Inc. 2003.8 UL

HC Queretaro, S.A. de C.V. 2006.11 SGS 2006.11 SGS

PHCP, INC. 1998.5 SGS 2005.1 SGS

Shenzhen Hitachi CableCo., Ltd.

2008.9 UL

Hitachi Cable Austria GmbH 2006.6 TÜV

Hitachi Cable UK, Ltd. 2003.1 BSI

Hitachi Cable PS Techno (Malaysia) Sdn. Bhd.

2002.10 BVQI 2009.3 BVQI

Overseas Group Companies


　Small Group Activities

Ever since their introduction as the core of Total Quality Control (TQC) in 1968, small group activities have driven quality improvements at each business group and Group company. In recent years, the scope of these activities has been expanded to cover “quality, cost and delivery” (QCD) improvement. With the expanded scope, small group activities have become an important initiative that underpins Hitachi Cable’s business foundation. Today, with the aim of further reinforcing its production processes and human resources, Hitachi Cable focuses on linking these activities with the Hitachi Cable JIT Production System and, at the same time, integrating bottom-up activities with top-down activities. Also, in order to encourage the development of individual small-group activities, the Company holds a “Companywide Convention,” where small groups from business divisions and Group companies give presentations on the out-come of their activities. We also hold a Groupwide “International Convention,” which includes overseas Group companies. At the 8th International Convention held on April 20, 2010, selected small groups from 17 companies in 8 coun-tries gathered in Hitachi City, Ibaraki Prefecture, to give presentations. Through these presen-tations, par t ic ipants ac t i ve l y exchanged opinions and engaged in discussions on the t h e m e o f q u a l i t y improvement.

　Tackling Quality Issues

If any quality issue occurs, it is communicated to depart-ments and sections concerned through predefined rules and routes. If a major product accident takes place, it is promptly reported to top management to take quick action, placing priority on customers. Countermeasures for any product accident are pursued on the basis of two aspects, direct cause of the accident and the motivation-al reason of the background to prevent a recurrence. In addition, from May to June every year, an “Ochibo Hiroi” meeting*3 inherent to the Hitachi Group is held at each Business Group and domestic Group company, and under the guidance of top management, those directly involved in accidents and those concerned learn lessons from the mistakes and contribute them to future operations.

*3 “Ochibo Hiroi” meeting is an activity to review product accidents from the viewpoint of customers, reflect on them and prevent their recurrence.

　Quality Improvement Activities

Aiming for a further improvement in quality, Hitachi Cable has launched a “Quality First for 21st Century Phase III” (QF21 III ) initiative, which extends from FY2010 to FY2012. Prior to the launch of the QF21 III initiative, Hitachi Cable reviewed and renewed quality improvement activi-ties implemented under the previous “New QF21,” which extended from FY2007 to FY2009. These quality improvement activities are promoted

with a focus on addressing the following five issues, and each business group and division implements them by running a Plan-Do-Check-Act (PDCA) cycle: planning, trial, follow-up and review by the Committee, including executives, and imple-mentation.

Logo mark of quality improvement movement

8th International Convention of the Hitachi Cable Group’s Small Group Activities (Hitachi City, Ibaraki Prefecture)

① Strengthen quality-related CSR In order to promote business operations in an orderly

manner, we carry out investigations on and thorough awareness raising of technical laws and regulations applied to our products as well as the establishment of compli-ance mechanisms for individual operational processes.

② Quality improvement of procured and subcontract-ed goods

In order to strengthen supply chain management, including the globalization of the procurement of parts, components and materials, we are restructuring the quality control system of procured and subcontracted goods, and are promoting activities to improve the skills of control engineers.

③ Global quality improvement Aiming for the “same quality throughout the world,” we

promote quality improvement activities working together with overseas Group companies.

④ Improvement of quality measures To meet customer's expectations of quality and to firmly

establish a business foundation, we quantify quality for improvement.

⑤ Human resource development We regularly hold quality control and quality control

technical courses in order to improve skills by function. Furthermore, in consideration of frequent issues of cor-porate ethics in recent years, we host ethical education for engineers through manager training and e-learning courses in order to promote an understanding of the importance of compliance and to prevent issues in actual business.


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Engagement with SuppliersThrough the establishment of guidelines and the holding of explanatory meetings, the Hitachi Cable Group shares information with suppliers, thereby jointly promoting CSR activities.

Under the basic principles of fairness, justice and equal opportunities, Hitachi Cable selects partners based on a total judgment in accordance with the Hitachi Cable Group’s purchasing standards, regardless of the country and scale. In procurement, we attempt to share a sense of social responsibility with partners such as compliance with relevant laws and regulations and a consideration of the global environment and aim to establish relationships to widely contribute to society through mutual business as good partners.

As a forum to share the basic policies on purchasing and to enable purchasing staff to reflect on their own purchase activities, we also hold a Hitachi Cable Group Materials Meeting both in Japan and abroad once a year. The company further holds Group training courses on compliance with relevant laws and regulations and ethics on materials associated with procurement activities every year, implementing continuous education.

■ Approach to and System for Procurement

The Hitachi Cable Group operates in diverse fields and manufactures and sells a wide range of products for vari-ous industries and businesses. In order to conduct man-u fac tu r ing that compl ies w i th va r ious soc ia l responsibilities, including environmental conservation, it is essential for Hitachi Cable to share CSR awareness with its partners who jointly promote business. Hitachi Cable has created a “Procurement” section on its website, widely disclosing its procurement policies and other related information while holding explanatory meetings for suppliers when appropriate. In FY2010, Hitachi Cable held 17 explanatory meetings on compli-ance with REACH regulations for 416 par tners. Furthermore, in order to prevent information leaks, we regularly conduct investigations of our partners with regard to the status of their measures to prevent informa-tion leaks.

■ Sharing CSR Awareness with Suppliers

In order to comply with RoHS directives and other chem-ical substance regulations, the Hitachi Cable Group has established rules for eco-fr iendly manufacturing ( Env i ronmenta l CSR-Compl iant Manufactur ing Standards), reviewing corporate-wide manufacturing from a CSR viewpoint. The Group continues initiatives toward reducing its environmental burden throughout the lifecycle of its products, from design to disposal. In FY2007, the Group established the Hitachi Cable Group Green Procurement Guidelines, distributed cop-ies to partners, solicited cooperation for surveying and auditing of chemical substances contained in products, and continuously implemented green procurement. (For

details of green procurement, see Page 53.) In FY2010, we revised the Hitachi Cable Group Green Procurement Guidelines, and the revised version has been translated into English and Chinese. All versions are available on the Company’s website. Also, in FY2009, we started an environmental supplier certification system. Based on this system, we have compiled supplier information into the Environmental Supplier Certification Database and have begun using this database in our operations. At the same time, the Company is promoting the registration and certification of the environmental quality of items procured.

■ Promotion of “Green” Procurement

Explanatory meeting on compliance with REACH regulations


Engagement with Shareholders and InvestorsIn order to meet the trust and expectations of shareholders and investors and allow them to deepen their under-standing of the Company, Hitachi Cable is working to strengthen communication with them through various media and events.

Hitachi Cable maintains strict adherence to fair and transparent activities. In line with this principle, the Company promotes corporate management and busi-ness operations by respecting trust-based relationships with customers, shareholders and investors, society, and other stakeholders. More specifically, in disclosing important information relating to Hitachi Cable and its Group companies, in

addition to the above principle, we closely adhere to the policy of valuing speed and timeliness, we observe relat-ed laws and regulations and the guidelines and internal rules of financial instrument exchanges, and we work to comprehensively understand and manage the informa-tion to be disclosed and ensure that such content is appropriate and accurate.

■ Principle of Disclosure

Taking such factors as performance status, the strength-ening of our business structure and future business strat-egies into consideration, we properly distribute the profit we make through business to shareholders. With regard to paying dividends based on surplus profit, we value stability in terms of the amount and fre-quency of dividend payments, while giving due consider-ation to our business performance. We effectively use

internal reserves to invest in promising operations and to vitalize existing businesses while maintaining a sound f inancial standing and working to strengthen it. Furthermore, regarding the repurchase of shares as an effective measure to distribute profit to shareholders, we undertake share buybacks as appropriate by taking into account share price trends and financial conditions. The annual dividend for FY2010 was 5.00 yen per share.

■ Basic Policy on Profit Sharing

■ Communication with Shareholders and Investors

　Hosting IR Events

For securities analysts and institutional investors, we host a results briefing on the day of account settlement announcement every quarter, as well as meetings to explain management policies and business details when appropriate. As a most recent example, we held a meet-ing on April 30, 2010 to introduce details of our new Plan “BRIDGE” medium-term management plan, which covers the period from fiscal 2011 to fiscal 2013. For people who cannot attend said briefings and meetings, we provide meeting minutes and other related materials online. In addition, for analysts and investors, we respond to individual inquiries, hold various other types of meetings and offer factory tours.

　Perception Study

In fiscal 2010, we conducted a perception study of 19 security analysts. Management considered this feedback and made use of the results in creating a new Medium-Term Management Plan.

　 Providing Shareholders and Investors with Information

We send Hitachi Cable News—a brief business report—to shareholders at the end of the second quarter and at the end of the fiscal year to inform them of our perfor-mance and provide a business overview for each period in an easy-to-understand manner. As a means of disclos-

As of March 31, 2010, the number of shares issued and outstanding was 374,018,174 shares, held by a total of 22,331 shareholders. The composition of shareholders is comprised of domestic financial institutions (about 17%), individual investors (about 17%), overseas investors (about 10%) and domestic corporations, including Hitachi, Ltd. (about 53%), plus the company’s own shares (about 3%).

■ Shares and Shareholders Information

Composition of Shareholders(As of March 31, 2010)

Financialinstitutionsand securitiescompanies

17.47%

Other domestic corporations

53.12%

Overseasinvestors9.87%

Individuals, etc.

16.99%

Own shares

2.56%


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ing information to shareholders and investors in a prompt and fair manner, we make full use of the Internet. To pro-vide individual investors with information equivalent to that offered to institutional investors, the latest IR informa-tion—including news releases, financial results, materials used in various explanatory meetings and details of Q&A sessions in explanatory meetings—is available on our IR website. We have also established a dedicated website for individual investors and are constantly endeavoring to strengthen the content of the website. Moreover, we offer a service that sends registered users e-mail* notices of any updates made to our website. For overseas investors, we issue annual reports and distribute information in English via the Internet, including news releases and summaries of explanatory meetings on business and financial results. Through these and other activities, we have established a structure to deliver our

corporate information in the most appropriate manner to overseas shareholders and investors. *Only available in Japanese.

Presentation of Medium-Term Management Plan

● Companies with Excellent Disclosure Selected by Securities Analysts

In the 2009 Awards for Excellence in Corporate Disclosure, organized by the Corporate Disclosure Study Group of the Securities Analysts Association of Japan, Hitachi Cable ranked third in the Iron & Steel/Non-Ferrous Metal category (the top in the cable industry). Specifically, the Company received high praise for the strong explanations and elucidat-ing materials it uses at its results briefing sessions and for its acceptance of interviews to promote bet-ter understanding of the content of these materials, as well as for other efforts it makes to continuously enhance its disclosure activities.

● 2009 All Listed Company Website Ranking

In the Fiscal 2009 Listed Company Website Quality Ranking, announced on November 25, 2009 by Nikko Investor Relations Co., Ltd., Hitachi Cable was ranked 19th among all companies listed in Japan, totaling 3,779. In the Non-Ferrous Metal category, the Company received the top ranking for the sec-ond consecutive year.

● Award for Excellence in Internet Investor Relations

On April 24, 2009, Hitachi Cable was selected as one of 580 companies that maintain outstanding

Internet IR websites by Daiwa Investor Relations Co., Ltd. This represented the fourth consecu-tive year for its selection to this group.

● Excellent Company Award in Internet Investor Relations

On December 18, 2009, Hitachi Cable was presented an Award of Excellence in the 2009 Internet IR Awards, announced by Daiwa Investor Relations Co., Ltd.

●General Ranking of IR WebsitesHitachi Cable was selected as one of the 110 Excellent Companies in the General Ranking of IR Websites in March 2009, announced by Gomez Consulting Co., Ltd. on April 15, 2009. The Company was also select-ed as one of the 127 Excellent Companies in the General Ranking of IR Websites, announced by Gomez Consulting on April 14, 2010, marking the fourth consecutive year of winning this honor.

External appraisal in relation to IR

In order to realize fair and prompt information disclosure, Hitachi Cable continuously makes efforts to improve IR activities, including the utilization of its website. In FY2010, we received the following evaluations from external organizations in relation to our attitude toward IR activities and conditions of information disclosure.

優秀企業賞

2009

R

Internet IR


Engagement with EmployeesHitachi Cable is striving to develop its human resources through a fair personnel system and various measures, while promoting a work-life balance and other initiatives to provide an employee-friendly work environment.

In its Business Ethics Handbook, the Hitachi Cable Group declares that it respects the personalities and human rights of its individual employees and will never commit any discrimination or unjustified acts. Under the basic stance of “not allowing any kind of harassment to occur” and “taking the appropriate measures, including aware-ness-raising activities and education, in order to prevent various types of harassment from taking place,” the Group encourages the prevention of harassment. To be precise, contact persons are assigned at individual offic-es and workplaces to provide consultation, and aware-ness-raising activities are conducted as appropriate,

taking advantage of the Intranet, in-house magazines and other measures. Furthermore, Hitachi Cable is providing position-spe-cific and other types of education programs on a variety of human rights-related subjects, such as Dowa issues, discrimination based on ethnicity, disabilities and gender, and gender harassment. Through these programs, the Company is disseminating accurate information and pro-moting proper understanding of these subjects among its employees, while encouraging appropriate approaches to these subjects.

■ Respecting Human Rights

■ Human Affairs Systems and Human Resources Development

　 Improving Management-by-Objectives System and Formulating Role Definitions

To enable employees to promote the enhancement of their ability and skills and to encourage autonomy, Hitachi Cable has continued to update its human affairs systems. The management-by-objectives system was introduced to managerial employees and above in 1995 and has been improved every year by, for example, expanding the coverage to all employees on a major career path. In FY2009, Hitachi Cable stipulated the roles and requirements expected of l ine managers in Role Definitions, updated the management-by-objectives sys-tem based on this, and restructured and simplified the system to agree with the original goal of management by objectives of “human resources development” and “assessment.” The Role Definitions were prepared on the basis of interviews with about 70 managerial employees, including executives, as well as medium-term manage-ment plans and other management policies. The goal here is to facilitate workplace management more suitable for accomplishing business strategies by enabling indi-vidual line managers to set targets and manage their implementation based on their defined roles. By integrating Role Definitions and the management-by-objectives system and running its PDCA cycle every year, Hitachi Cable commits itself to “developing inde-pendent human resources” and “establishing reasonable assessment systems.”

　Business-Specific On-the-Job Training

We started a “business-specific on-the-job training” course with new college and university graduates who joined Hitachi Cable in FY2009. Under this new scheme, when each new employee has gained a basic under-standing of the department he or she has been posted

to, the new employee will then receive on-the-job training at a business department related to his or her depart-ment (mainly a plant) for a period of three to six months. The purpose of this training course is to help new employees understand the basic concept of “manufac-turing” and operational and supply-chain flows and to raise awareness of the significant responsibility inherent in “manufacturing.” In FY2010, the second year of this scheme’s imple-mentation, a total of 64 new employees took the course, deepening their understanding of the operations con-ducted at the individual departments to which they were assigned. Reflecting on successes and failures in the first year, in FY2010, we designated section chiefs of the departments to which those new employees were assigned as on-the-job training instructors. These instructors worked to promote effective and practical training. Building on this training system, Hitachi Cable plans to reinforce its educational and training infrastructure, there-by becoming a company with employees who will con-tribute to the sustainable development of society.

　Overseas Operations Training

Ever since its commencement in 1978, this training system has enabled employees to gain overseas operational experience. The goal of the system is to help participants master the practical command of a foreign language and to attain operational expertise in the international commu-nity at local language schools, universities or professional schools while attaining experience at our overseas Group companies. There are one-year and short-term (3 to 6 months) courses available, greatly contributing to the development of human resources with global business capabilities among young to middle-rank employees.


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■ Initiatives to Promote Diversity

　Promoting Diversity in Human Resources

Hitachi Cable promotes diversity management to inte-grate the ability and value of diverse human resources into one to invigorate the entire organization, regardless of personal attributes (gender, age, nationality and physi-cal/mental challenges.)

　Expanding Opportunities for Female Workers

Currently, the ratio of females having managerial roles at Hitachi Cable is rather low when compared with other Hitachi Group companies and major global companies, and we are somewhat behind in terms of the active roles that females play within the Company. For this reason, we set a target of promoting the employment of females taking a major career path so that the ratio reaches 20% among all the newly employed candidates planning to take a major career path. Thus, within the last ten years, the number of females planning to take a major career path has increased fivefold. We continue to enthusiastically employ female employees on a major career path and promote the education and development of female candidates for managerial posts. In becoming a company that can fully offer opportuni-ties for women to exert their abilities and skills, it is essential to improve the work process and environment. This includes changing work attitudes among male employees, enhancing various systems to support a work-life balance and diverse ways of working, and pro-moting understanding of this initiative throughout the Company. Hitachi Cable will continue to take a wide range of initiatives so that employees can work with vigor, regardless of race, religion, age, or gender.

　 Promotion of Employment for the Physically and Mentally Challenged

By the end of FY2008, Hitachi Cable, on a non-consoli-dated basis, succeeded in offering jobs for people with disabilities at a higher proportion than the 1.8% set by the government. The ratio in FY2010 was 1.86%, and the

ratio on a consolidated basis stood at 1.92%. We contin-ue to make efforts to expand the range of job functions available for the physically and mentally challenged, improve working environments and secure more employ-ment opportunities for them.

2006 2007 2008 2009 2010

200

160

120

80

40

0

Numbers of Foreign Employees (Non-Consolidated) and Employees Aged 60 Years or Over (Non-Consolidated)

(Persons)

2006 2007 2008 2009 2010

2.0

1.5

1.0

0.5

0

Ratio of Employees with Disabilities(%)

(At FiscaYear End)

(At FiscaYear End)

FY2006 2007 2008 2009 2010

20

15

10

5

0

Ratio of Females Hired as New Employees (Non-Consolidated)(%)

Number of employees aged 60 years or over Number of foreign employees

Number of employees aged 60 years or over Number of foreign employees

Non-Consolidated

(Persons)

50

40

30

20

10

0

66

87

114146

180

25 2629

3334

1.61 1.651.83

1.86

1.83 1.86

1.92

11.9

15.817.4

16.0

7.6

Consolidated

(Mandatory proportion of jobs for people with disabilities: 1.8%)

everything new, from work processes and workplace environment to language and in-office relations. At the same time, however, it was a very meaningful experience to try to sell services offered by a Hitachi Cable customer to whom I had previously provided business proposals and sold Hitachi Cable systems. This is definitely some-thing that I would never be able to experience if I had been dispatched to a Hitachi Cable subsidiary. So, for me, par-ticipating in the training program was a truly invaluable experience. Today, I belong to the Global Business Development Planning Division and am involved with activities aimed at expanding overseas sales of information- and communi-cation-related systems, particularly in Asia. I feel a sense of fulfillment when the experience and personal connec-tions that I nurtured through the training program actually help me out in my daily operations. I hope to see many young Hitachi Cable employees take advantage of this training program and develop their strengths and interna-tional business capabilities.

VOICE

　 Comment by Overseas Operations Training Participant

Takayuki KishimotoGlobal Business Development Office, Global Business Development Planning Department, Global Business Development Group, Hitachi Cable

I had long hoped to participate in this training program and was finally able to join the program in my seventh year after joining the Company. I was sent to San Jose, California for about a year. In fact, I was the first participant, throughout the his-tory of this program, to be dispatched to a customer’s office, instead of to a Hitachi Cable overseas subsidiary. Naturally, it was extremely difficult for me to adjust to


■ Health and Safety

　Safety Management

We endeavor to maintain high levels of health and safety standards and further improve them under the basic principle of “Protecting the health and safety of employ-ees comes before all else.” In the area of safety management, we have estab-lished an employee health and safety management sys-tem and, accordingly, promoted related activities in a voluntary and systematic manner. To raise safety aware-ness in all workplaces, we are conducting risk assess-ment with the participation of all employees, facilitating communication through morning assembly and meetings and implementing regular safety inspection by manageri-al staff.

returning to my office from these leaves, a year has already passed. But right after I returned to work, my boy had trouble getting used to the day-care center, and I took many days off due to a fever he developed. So I was worried about whether or not I would be able to continue working. However, when we used the day-care center, I was allowed to make use of the short-time work system. I could leave the office at 3:30 pm, pick up my boy and thus be with him as much as possible. To make things much easier, my boss was so very con-siderate, telling me to prioritize family matters. Such kind words from my boss and the help of my colleagues sup-ported me. It was only with their support that I was able to keep going during the first year after my return. Now that I have gained confidence in balancing nursing and child rearing with work, we are thinking about having another baby.

VOICE　 Comment by Nursing/Child Rearing

Leave System Applicant

Mari Sunagawa

Kansai Regional

Operation, Hitachi Cable

I used a year and a half of childbirth and nurs ing and ch i ld r e a r i n g l e a v e s . Thanks to this sys-tem, I could prepare myself better for the delivery of my first baby, a bouncy little boy. Since

In order to enable employ-ees to choose the ideal way to work in accordance with personal values and family conditions, a wide variety of alternatives are available. For childbirth, nursing and child rearing, and family care-giving, e m p l oye e s c a n t a ke advantage of the tempo-rary leave system, short-time work system, and childbirth leave system. Hitachi Cable has also estab-lished a system to reemploy workers who left the Company for child rearing and nursing. The Company has also introduced a “volunteer vacation system.” Under this system, employees may take leaves and participate in volunteer activities by taking advantage of the discre-tionary work and flextime systems and their paid holi-days. Through this and other systems, we have established flexible working conditions. In addition, in FY2010, Hitachi Cable launched a “Change the Way of Working” initiative aimed at facilitating the realization of the optimal work-life balance for individual employees.

Short Time Working System Use Results*

FY 2006 2007 2008 2009 2010

Persons 1 9 3 0 10

Childbirth Leave System Use Results*

FY 2006 2007 2008 2009 2010

Persons 3 8 24 25 24

■ Work-Life Balance

25

20

10

5

15

0

Childcare Leave System Use Results*

(Persons)

FY2006

15

2007

11

2008

16

2009

21

2010

13

* The number of persons who started to use the system in the relevant year

* 1　Rate＝

* 2　2009 figures were not disclosed as of August 13, 2010.

Casualty Figure of labor accidents

Total working hours× 1,000,000

0.0

0.5

1.0

1.5

2.0（%）

0.0

0.5

1.0

1.5

2.0

2.0

1.5

0.5

1.0

0

Labor accident rates*1

(%)

2005 2006 2007 2008 2009

All industries rates*2

Manufacturing industry rate*2

Cable industry rate

Hitachi Cable


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In addition, we are strengthening safety education and training and the provision of safety-related information. For example, we are providing safety training through disaster identification drills and video learning. We are also implementing safety education programs designed for inexperienced workers using materials based on past disasters and incidents, while offering employees safety-related information through the weekly Safety News magazine and the health and safety Intranet website. In addition, with the aim of improving the level of safety management on a Groupwide scale, we are promoting information-sharing throughout the Hitachi Cable Group, while coordinating Groupwide safety activities.

　Countermeasures against Disasters

Hitachi Cable sets December as “Disaster prevention awareness month” to raise anti-disaster awareness and to improve the disaster prevention management system. In September, we run drills to prepare for a major earth-quake at our works. Also, we continue to provide various kinds of traffic safety activities for employees. These include traffic lectures, inviting law enforcement officials as speakers, providing education for new car owners who commute to work and training sessions using driv-ing safety demo cars (touring vehicles equipped with safe-driving educational facilities). All works of the Hitachi Cable Group have established an internal firefighting team that regularly takes part in firefighting drills to prepare for unexpected fires. In addi-tion, both domestic and overseas Group companies con-duct a comprehensive range of activities to raise employee awareness of disaster prevention.

　Health Management and Mental Healthcare

To protect the health of employees, Hitachi Cable works to control employees’ hours of service, while providing opportunities to take regular health checkups and com-plete medical checkups as well as health guidance based on the results of these checkups. Meanwhile, we urge health insurance unions to introduce such mechanisms as reference services to specialist doctors and telephone health consultation. Through these mechanisms, we have built an environment where employees can work with a sense of safety and security. In recent years, mental healthcare for employees has become a critical issue for Hitachi Cable. In order to enable the prevention, or early detection, of mental health problems in employees, we are striving to enhance work-place communication and mental health education. In particular, Stress Coping Seminars are frequently held to counsel individual employees on ways of reducing stress so that they can work happily and productively. We are encouraging young and middle-aged employees to take the seminars. Also, in order to help employees solve a wide variety of mental health-related troubles through consultation, we collaborate with medical institutions within the Hitachi Group. F u r t h e r m o r e , t h e Company has estab-l ished a program to assist employees who took long-term leaves due to mental health-re lated prob lems in returning to work and preventing a recurrence.

At Hitachi Cable, all employees, except managerial staff, belong to a labor union. To promote communication between employees and management, refine corporate management, improve business development and enhance working conditions for employees, Central Management Committee meetings between representa-tives from the Head Office and Labor Union Headquarters and Works Management Committee meetings between representatives from each business site and Labor Union branch office are held twice a year.

In addition, when establishing, amending or abolishing various systems related to labor conditions, Hitachi Cable and the Labor Union establish task forces for discus-sions, making efforts to maintain and strengthen sound and favorable labor-management relations. During FY2010, the Company and the Labor Union par-ticularly focused their discussions on such subjects as the “Change the Way of Working” initiative and the establish-ment of a labor-management committee aimed at reducing the total working hours, while promoting related activities.

■ Sound Labor-Management Relations

In order to make the lives of employees and their families more affluent and stable, Hitachi Cable offers a compre-hensive range of measures to support them. In 2003, as one of the employee benefits and welfare initiatives to support self-help efforts and the independence of employees, the Company introduced the “Cafeteria Plan System” (selective benefit and welfare system). This sys-tem offers options to meet the different lifestyles and

needs of individual employees such as “ability and skill development,” “child rearing,” “nursing” and “health build-ing,” in addition to such conventional benefits as dormito-ries for single employees and company-run houses and provision of medical services for employees. Within a range of points that each employee has earned (“Cafeteria Points”), he or she can choose the type of support wanted when necessary.

■ Employee Benefits and Welfare

In this day of declining birthrates and an aging popula-tion, and as lifestyles in old age become more diversified, having a definitive life plan is becoming more and more important. Hitachi Cable provides information to serve as the basis for life planning after retirement (retirement ben-

efits, company pension, welfare pension, health insur-ance, employment insurance, etc.) and hosts Life Plan Seminars as an opportunity to think about one’s current work style and one’s lifestyle after retirement.

■ Life Plan Support

Stress coping training


of June 2010 we have collected a total of 2,057,800 caps, the equivalent of 2,572 pol io vaccines or 16,205 kg of CO2 e m i s s i o n s — t h e amount absorbed by 1,15 8 J a p a n e s e cedars in a year.

Engagement with Society and Local CommunitiesIn line with its Fundamental Credo, the entire Hitachi Cable Group is working as one to conduct corporate activi-ties in a fair and open manner, promote harmony with the natural environment and engage vigorously in activities that contribute to social progress. These activities are implemented through the daily operations of all Group employees, domestic and overseas.

■ Works and Regional Environmental Improvement/Environmental Preservation

　 Joining Japan Business Federation’s Declaration of Biodiversity

The Japan Business Federation (Nippon Keidanren) announced a Declaration of Biodiversity in March 2009, explaining the basic concept behind its promotion of corporate activities that give due consideration to biodi-versity. In December 2009, in accordance with its Fundamental Credo that upholds the principle of promot-ing harmony with the natural environment, Hitachi Cable has agreed to cooperate on and participated in related initiatives with the Nippon Keidanren as a Promotion Partner. Meanwhile, the Hitachi Cable Group is promoting wide-ranging environmental projects, from those aimed at improving conditions surrounding its works to those

■ Collaboration with NPOs

　Continuing the “ecoCAP Movement”

Through the ecoCAP Movement, the caps of plastic bot-tles are sorted, collected and recycled as a reusable resource. The recycling of these caps not only saves resources but also reduces CO2 emissions by an amount equivalent to the CO2 that would have been generated through their incineration. Also, proceeds from sales of these caps to recycling companies are used to deliver vac-cines for various infectious diseases to underprivileged children throughout the world. The Hitachi Cable Group joined the ecoCAP Movement in November 2007, and as

Plastic bottle caps collected from the Group companies

Environmental develop-ment activities in the Ogitsuyama Nature Park

Cleaning activities in Singapore

　 Cleaning Activities in Singapore’s Sungei Buloh Wetland Reserve

Hitachi Cable (Singapore) Pte. Ltd. started cleaning activities in the Sungei Buloh Wetland Reserve in Singapore in January 2010. Boasting an area of 87 hectares, this wet-land site is the first to be designated as a nature park by the Singaporean government. Being home to mangroves and rare animals and plants as well as being a migratory stopover for birds, many people visit this reserve to observe the wildlife.

intended for protecting the global environment. Also, while conducting biodiversity-conscious corporate activi-ties, Hitachi Cable is proactively implementing other activities to maintain and revitalize the natural environ-ment. These activities include a project that improves conditions of the Ogitsuyama Nature Park.

Also, the reserve has been selected as a target for nature protection and forest restoration under the Singapore Green Plan 2012 promoted by the Singaporean government.


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Technical training programs by the Basketball Team members

(Basketball Team URL: 　http://www.hitachi-cable.co.jp/basketball/index.htm)

participation in these and other sporting events and local festivals, we are striving to invigorate local communities and contribute to sports promotion.

　Basketball Team: Assisting Sports Promotion

Hitachi Cable’s Basketball Team, the “Hitachi Cable Bulldogs,” belongs to the Japan Basketball League 2 (JBL2), competing in games all over Japan and contribut-ing to the promotion of basketball. Aside from such professional activities, our basketball team conducts exchange activities in the community around Hitachi City, their hometown, through basketball. In particular, technical training programs and practice matches are popular events, attracting the participation of a number of local elementary, junior and senior high school students each year.

■ Corporate Sports

　 Marathon Team: Regular Contestant in the New Year Ekiden

Hitachi Cable’s Marathon Team has participated in the New Year Ekiden (All-Japan Inter-Business Organization Ekiden Relay Race), which takes place every New Year’s Day, for the past eight consecutive years, for a total of 23 times. Not only runners, but also team staff, employee supporters throughout Japan and people in the local communities along the relay course all share the excite-ment and come together for this event. Members of the Marathon Team also participate in the Hitachi Sakura Road Race held in Hitachi City, Ibaraki Prefecture, as guest runners and in the Kasumigaura Marathon (International Blind Marathon Kasumigaura), which takes place in Tsuchiura City, Ibaraki Prefecture, as escorts for visually impaired runners. Through proactive

Escort running at the Kasumigaura Marathon

(Marathon Team URL: 　http://www.hitachi-cable.co.jp/gaiyou/marathon/index.html)

　Participation in the “goo Green Label” Project

NTT Resonant Inc. operates a search engine called “goo Green Label.” This environment-friendly search engine is operated with a special mechanism. That is, users of the search engine can contribute to environmental conserva-tion as NTT Resonant donates 15% of the gross profit it makes from advertisements placed on goo Green Label search result displays to various kinds of soical contribu-tion NGOs and NPOs. Having become a corporate partner of this project, Hitachi Cable has promoted the use of the goo Green Label search engine on a companywide basis.

　Participation in the “Morino Chonai-Kai” Initiative

Hitachi Cable has participated in an initiative called “Morino Chonai-Kai” ( literally, Forest Neighborhood Association), which is promoting forest thinning and the effective use of paper made from wood collected through forest thinning, as a support company. This initiative is operated by Office-Chonai-Kai, an environmental NPO working to encourage the recycling of used paper. By prioritizing the use of certain types of paper that contrib-ute to the promotion of forest thinning, we are assisting in the sound development of forests in Japan.

■ Social Welfare and Donations

　 Participation in the Hitachi National Food Drive in the United States

　Hitachi Group companies located in North America are promoting the Hitachi National Food Drive. From the Hitachi Cable Group, Hitachi Cable America Inc. and Hitachi Cable Manchester Inc. have joined this initiative. Through this program, foodstuff is donated, while mone-tary contributions are also made. Proceeds from mone-tary donations are used to purchase foodstuff for donations.

　 Donation of Stationary to Elementary Schools in Mexico

Located in Mexico, Hitachi Cable Group company HC Queretaro, S.A. de C.V. manufactures and sells automo-tive brake hoses. HC Queretaro has participated in sta-tionary donation activities promoted by the Queretaro City government and local teachers’ associations. Through these activities, the company collects such sta-tionary items as pencils, pens and notebooks, which are then donated to local elementary schools, and is thus contributing to the development of the educational envi-ronment in local communities.


Other Major Social Contribution Activities in FY2010Category and Activity Description Name of Company and Works

Regional Cleaning Activities

“Clean & Green Project” parks cleaning and weeding activities organized by the association of local corporations Hitachi Cable Precision Co., Ltd.

Sendai City volunteer cleaning activities organized by Hitachi Aobakai Tohoku Rubber Co., Ltd., Hitachi Densen Shoji, Ltd. (Tohoku Branch)

“Clean-Up Day” cleaning activities around the works Hitachi Cable Film Device, Ltd.

Kazusagawa River cleaning activities promoted by local volunteers

Works and Group companies in the Hitachi area

Cleaning activities along the river near the works in cooperation with the Juo RiverFishermen’s Cooperative

Cleaning activities at stations, along commuter roads and on beaches near business sites

Mount Kamine and Mount Takasuzu Climb & Clean Program

Cleaning activities around Kanda Station in Chiyoda-ku, Tokyo

Hitachi Densen Shoji, Ltd.Environmental beautification activities in Aoba-ku, Sendai City

Cleaning activities on streets from the Chubu Region Branch Office to nearby stations

Love Earth Clean Up in Hokkaido

Hitachi Cable, Ltd. (Hokkaido Sales Office), Hokkai Hitachi Densen Kihan, L td., Tonichi Kyosan Cable, L td. (Hokkaido Sales Office)

Tree-Planting Activities

Volunteer Experience Tour to Horqin Desert Greening Project in China Hitachi Cable (China) Trading Co., Ltd.

Tree Planting Forum Thai Hitachi Enamel Wire Co., Ltd.

Tree-planting activities promoted by companies operating in the LIMA Technology Center Hitachi Cable Philippines, Inc.

Environmental Development

Activities

Project to improve the hiking courses within the Ogitsuyama Nature Park Works and Group companies in the Hitachi area

Greening of employee parking area within the works’ site 25 Tonichi Kyosan Cable, Ltd.

Safety- and Hygiene-Related

Activities

Award presented by Sendai City in recognition of ensuring safety at business siteTohoku Rubber Co., Ltd. Registered under Mori-no-Miyako Heart Aid, a Sendai City initiative to register businesses

that are qualified to use automated external defibrillators (AEDs)

Award presented by the head of Hitachi Labor Standards Supervision Office for achieving Class-3 no accident record Densen Works, Hitaka Works

Voluntary fire department organized Works of Hitachi Cable, Ltd., Tonichi Kyosan Cable, Ltd.

Blood Drive Contributions to blood driveWorks and Group companies in the Hitachi area, Tsuchiura Works, Tonichi Kyosan Cable, Ltd.

Local Production for Local

ConsumptionPromotion of local production for local consumption at welfare facilities Welfare facilities in the Hitachi area

(Hitaka Club, Suginouchi Club)

Cleaning activities along the Juo River Cleaning activities (Hitachi Densen Shoji, Ltd.)

Tree-planting activities (Thai Hitachi Enamel Wire Co., Ltd.)

Tree-planting activities (Hitachi Cable Philippines, Inc.)Volunteer experience in Horqin Desert Greening Project in China(Hitachi Cable (China) Trading Co., Ltd.)

Drill of voluntary fire department (Tonichi Kyosan Cable, Ltd.)


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Category and Activity Description Name of Company and Works

Educational Activities

Summer Family Hands-on Experience SeminarHitachi Cable Logi-Tech, Ltd.

Work experience programs for junior-high school students

Works and site tours for local residents and elementary and junior-high school studentsHead Office, Hitaka Works and Takasago Works of Hitachi Cable, Ltd., Tohoku Rubber Co., Ltd.

High-School Student Internship Program hosted by the Hitachi Chamber of Commerce and Industry Hitachi Magnet Wire Corp.Opening Company

Facilities to the Public

Athletic field, gym and welfare facilities opened to the public Hitaka Works

Athletic field opened to the public free of charge, tennis court opened to the public Tonichi Kyosan Cable, Ltd.

Participation in Regional Events

Hitaka Onmosa Matsuri festival

Hitaka WorksHitachi Sakura Matsuri festival as volunteers

Hitaka Natsu-Matsuri festival

Tsuchiura City Industry Festival Tsuchiura Works, Hitachi Densen Shoji, Ltd.

Donations

Donations by employee volunteers to typhoon victims through churches, etc. PHCP, Inc.

Participation in “My Tree” tree-planting initiative promoted by the Bureau of Construction, Tokyo Metropolitan Government

Hitachi Densen Shoji, Ltd.Donations to Aojyu-Kai, an organization promoting tree planting in Inner Mongolia

Donations to NPO Adventure Navigation Crew of Oarai

Donations of Hitachi Cable Manchester’s category cables to be used in the construction of a new Manchester Boys and Girls Club building Hitachi Cable Manchester Inc.

Monetary donations to Haitian earthquake victims Five Hitachi Cable Group companies in North and Central America

Donations to Overseas Mutual Aid Funds organized by the Japan Red Cross Society and Japan Broadcasting Corporation (NHK) Hitachi Cable Precision Co., Ltd.

Donations to the Japanese Foundation for Cancer ResearchHitachi Cable, Ltd.

Donations to NPO Budou-no-Ie

Others

Tohoku Rubber’s escalator handrails received a 77 Business Support Foundation prize from the 77 Business Support Foundation in recognition of their top domestic market share Tohoku Rubber Co., Ltd.

Became a supporting member for the NHK Symphony Orchestra Hitachi Cable, Ltd.

Joined as a board member of the Hitachi Foundation (U.S.) Hitachi Cable America Inc.

Summer family hands-on experience seminar(Hitachi Cable Logi-Tech, Ltd.)

Works and sites tour for elementary school students (Takasago Works)

Works and sites tour for high school students (Tohoku Rubber Co., Ltd.)

Hitaka Natsu-Matsuri festival <summer festival>

CSR-Related External Commendations during FY2010Organization Survey, etc. Ranking

The Nippon Foundation Survey on CSR of Top Japanese Companies 76th (out of 1,725 companies)

Toyo Keizai, Inc. 2009 CSR Ranking 146th (out of 1,104 companies)

Nikkei Inc. Nikkei Sangyo Shimbun Worker-Friendly Companies Survey 166th (out of 1,543 companies)

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