Hitachi

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Incorporated: 1920

Hitachi, Ltd. is both Japan's largest electronics manufacturer and one of the largest conglomerates in the world. Fittingly, Hitachi is often called the General Electric of Japan, and is in fact considered to be one of the 'Big Five' sogo denki, or general electric companies, a group that is typically said to also include Fujitsu Limited, Toshiba Corporation, Mitsubishi Electric Corporation, and NEC Corporation. Hitachi's full range of electronics products includes semiconductors, personal computers, computer peripherals, consumer audio and video equipment, telecommunications equipment, and medical electronics equipment. Beyond electronics, the company is involved in power and industrial systems, including nuclear and hydroelectric power plants, control equipment, elevators and escalators, trains, automotive equipment, and construction machinery; home appliances such as air conditioners, refrigerators, washing machines, microwave ovens, and vacuum cleaners; and materials manufacturing, including pipes, wires, and cables, and products made from iron, steel, copper, and rubber. Approximately 30 percent of the company's sales are derived outside of Japan. Hitachi is part of the Fuyo keiretsu, a loose grouping of affiliated companies linked through history and tradition, as well as cross-shareholdings.

Hitachi's historical foundations can be traced back to 1910, when Namihei Odaira took his first engineering job with Kuhara Mining. The recent graduate of the Tokyo Institute of Science soon became frustrated with his company's reliance on technology imported from Europe and the United States. Odaira used his engineering skills to build small five-horsepower electric motors that rivaled the imports in quality and durability. His employer soon became his first, and--for a few years--only customer.

While Odaira's motors worked efficiently for the copper mine, he had trouble selling them to other Japanese firms. It was not until the outbreak of World War I that he was able to gain some large customers. A major power company found that, because of the war, it could not obtain the three large turbines it had ordered from Germany and was forced to turn to Hitachi in the absence of a better alternative. Odaira made the most of his opportunity, delivering the 10,000-horsepower generators in five months. Impressed with his work, the power company soon ordered more equipment. Soon other corporations came to Odaira for help in improving their industrial capabilities.

Odaira incorporated his company in 1920 and named it for the town of Hitachi, where he had made his first sale. True to the company name, which means 'rising sun,' Odaira's success increased rapidly in the interwar era. In the 1920s Hitachi expanded its operations to meet the growing demand of Japan's burgeoning industrial economy. Through the acquisition of other companies, Hitachi evolved into the nation's largest manufacturer of pumps, blowers, and other mechanical equipment. The company also became involved in metal working and began manufacturing copper cable and rolling stock. These developments served to consolidate Hitachi's ability to build and supply a major manufacturer without outside help. In 1924 it also built Japan's first electric locomotive.

The ascendancy of the Japanese military government in the 1930s forced some changes at Hitachi. Although Odaira struggled to maintain corporate independence, his company was nonetheless pressured into manufacturing war material, including radar and sonar equipment for the Imperial Navy. Odaira, however, was successful in preventing Hitachi from manufacturing actual weapons.

World War II and its aftermath devastated the company. Many of its factories were destroyed by Allied bombing raids, and after the war, American occupational forces tried to disband Hitachi altogether. Founder Odaira was removed from the company. Nevertheless, as a result of three years of negotiations, Hitachi was permitted to maintain all but 19 of its manufacturing plants. The cost of such a production shutdown, though, compounded by a three-month labor strike in 1950, severely hindered Hitachi's reconstruction efforts. Only the Korean War saved the company from complete collapse. Hitachi and many other struggling Japanese industrial firms benefited from defense contracts offered by the American military. Meanwhile, Hitachi went public in 1949.

During the 1950s Chikara Kurata, who had succeeded Odaira as president of Hitachi, directed the company into an era of market expansion. Anticipating the future of electronic engineering, he established technology exchanges with General Electric and RCA. He also initiated a number of licensing agreements which allowed Hitachi to compete, through affiliates, in the worldwide market. In the 1960s the firm also began marketing consumer goods, introducing its own brand of household appliances and entertainment equipment.

Perhaps Hitachi's most important decision, however, was investing in computer research. In 1957 Hitachi built its first computer and entered into the high-tech age. During the 1960s Hitachi developed Japan's first online computer system, and emerged as the world's largest producer of analog computers, which were used in scientific research to compile complex statistical data.

Despite its technical advances, Hitachi and most other Japanese electronics companies still lagged behind U.S.-based International Business Machines Corporation (IBM). The Japanese Ministry of International Trade and Industry took direct action to narrow the gap and make Japan competitive. It funded a cooperative research and development effort which involved most of Japan's major technical firms. Hitachi benefited greatly from this program, and ended its overseas policy of non-confrontation. From that point forward, the high-tech competition between America and Japan, and between IBM and Hitachi in particular, was underway. In 1974 Hitachi developed and launched what were then known as 'plug compatible mainframes.' These 'clones' cost less than but were compatible with IBM's machines, which set the industry standard.

Hitachi has long been recognized for its ability to adapt to changing economic conditions. Its flexibility was especially evident during the 1974 OPEC oil crisis that devastated Japan (which imported nearly 95 percent of its energy) and its industrial sector. Drastic cost-cutting measures were taken to keep the firm financially solvent, and company executives voluntarily took 15 percent pay cuts. Following 1975, when the company had its first disappointing fiscal year, sales and profits at Hitachi began to increase dramatically.

Hitachi worked hard--many said too hard--to transform itself into the IBM of Asia in the 1980s. In July 1982, Hitachi and 11 of its employees were indicted on charges of commercial bribery and theft. Apparently some employees at Hitachi had been stealing confidential design secrets from IBM so as not to lose ground in the intense race for technological superiority. The FBI and the U.S. Justice Department arranged an operation that caught Hitachi employees paying for IBM documents.

Penalties for the offense were, on the surface, quite light. Hitachi was fined $24,000 and only two employees were given jail sentences. The negative publicity caused by the scandal damaged Hitachi considerably, however. News of the trial appeared just as the company was beginning a full-scale marketing campaign for its products in the United States. Many American companies canceled their orders or refused to receive shipments. A civil suit brought by IBM won the American company at least $24 million in annual royalty payments over the ensuing eight years and the right to examine Hitachi's new software releases for five of those years.

Hitachi recovered from this unfortunate set of circumstances, but soon faced other problems. Marketing had always been the company's weakest department, seriously hampering its competitiveness abroad. For many years, Hitachi's products were sold under competitors' names, thereby undermining the company's brand recognition. In 1986, profits dropped for the first time in a decade, down 29 percent from 1985 to $884 million. Part of the decline could be attributed to external market factors: the strong yen made Hitachi's products comparatively more expensive; a global decline in semiconductor sales hamstrung that industry; and competition from low-cost manufacturers in Korea and Taiwan put a squeeze on profit margins. But Hitachi's sliding profits were also attributable to its concentration in mature and slow-growth markets. Its two largest sectors, industrial equipment and consumer products, were not all that promising: the conglomerate's large industrial customers had cut back on orders, and lackluster marketing efforts made Hitachi virtually indiscernible from the plethora of consumer electronics brands. The company was simply not positioned to enter into fast-growing markets.

To deal with these problems, Hitachi president Katsushige Mita sought to change the company's approach to its business. 'We cannot live with tradition alone,' he said. 'I have to make Hitachi a more modern company.' To this end, Mita reorganized Hitachi's operations and instituted new business strategies in the mid-1980s. Cost-cutting measures such as increased automation helped reduce labor expenses and helped the corporation compete more effectively with its rivals in Southeast Asia. The transfer of production to other countries helped diffuse fluctuations in the exchange rate. The 1989 purchase of a controlling interest in National Advanced Systems (NAS), an American distributor of mainframe computers, helped shore up Hitachi's sales efforts in that important market. The subsidiary, renamed Hitachi Data Systems, hoped to challenge segment leaders IBM and Amdahl Corporation with machines that ran 20 percent faster than their competitors.

Increased investments in research and development helped the company stay in the technological vanguard, especially in semiconductors, consumer electronics, and computers. With the support of the Japanese government, Hitachi and its domestic competitors formed a research and development alliance known as the Very Large Scale Integration (VLSI) Project. The joint effort proved very fruitful, enabling Hitachi to stay one technological step ahead of its overseas competitors, continuously developing semiconductors with ever-higher memory capacity. By the early 1990s, Hitachi's R & D expenditures amounted to 6 percent of all corporate R & D spending in Japan. It also ranked as that country's top patent holder, and was even a contender for that standing in the United States.

Technical superiority, however, proved insufficient for the company; it also sought market share dominance. A 1985 memo leaked to the public revealed what American competitors had suspected: Hitachi was 'dumping' its semiconductors on overseas markets. Dumping, or selling goods in foreign markets at significantly lower prices than those set in domestic markets, is an anticompetitive practice. Once again, the company faced the wrath of the U.S. government.

An apparently contrite Hitachi charted a new, more cooperative course in the late 1980s and early 1990s. In 1988 it formed a trendsetting venture with Texas Instruments Incorporated to jointly develop a 16-megabyte dynamic random access memory (DRAM) chip. In the early 1990s, Hitachi formed alliances with Hewlett-Packard Company, TRW Inc., and even longtime rival IBM. The latter partnership, which began in 1991, involved Hitachi reselling IBM notebooks in Japan under the Hitachi name.

Still, Hitachi was unable to parlay its technological leadership into earnings growth: while the conglomerate's sales were essentially flat at around ¥7 trillion from 1991 to 1994, its profits dropped more than 71 percent, from ¥230 billion to ¥65 billion. In 1990, President Mita announced a reorganization that focused, in part, on transforming the conservative corporate culture that some observers blamed for Hitachi's declining earnings. The leader shifted the company's primary emphasis from heavy industrial equipment to information systems. Organizational changes focused on the dismantling of a 'plant profit center' scheme. Sometimes known as just 'pc,' this system integrated production, quality, and cost control as well as product design and planning within each factory. The new plan reorganized some divisions into autonomous operations in an effort to emphasize consumer demands over production requirements. Pay freezes and cuts of up to 15 percent for white-collar workers were also instituted.

Mita became chairman in 1991 as Tsutomu Kanai took the reins as president. As Hitachi struggled to improve its profitability, it continued to gain renown in Japan for the bullet trains that it built. Having built the first cars for the bullet train in 1964, Hitachi introduced a new model in 1993 that boasted maximum speeds of 270 kilometers (167 miles) per hour. This achievement was a prime example of why Hitachi suffered from such low profit margins throughout the 1990s. Although best known as an electronics manufacturer, the company was saddled with numerous slow-growth, low-margin product lines that were holdovers from earlier decades in the company's history. At mid-decade Hitachi's workforce totaled more than 330,000 workers, comprising the largest private labor force in Japan, and the company had more than 860 subsidiaries. Many U.S. observers believed that Hitachi and the other Japanese conglomerates needed massive restructurings involving huge workforce reductions and the selling off or closing down of large numbers of noncore operations. Although often compared to General Electric, Hitachi had nothing like the strategy of GE chief Jack Welch, who professed to abandon any business in which his company could not attain the number one or number two position. Such ruthless business practices, particularly any action involving mass layoffs or firings, remained taboo in Japan. Hitachi was seen by many as a lumbering giant, unable to move quickly enough to improve profitability or develop new products in a timely manner.

Compounding Hitachi's travails was the prolonged economic stagnation that afflicted Japan in the wake of the bursting of the bubble economy of the late 1980s. Then the Asian economic crisis erupted in mid-1997, sending demand for, and the prices of, semiconductors and other electronics products tumbling. Hitachi barely eked out a profit for the fiscal year ending in March 1998, before plunging into the red the following year, posting a net loss of ¥336.92 billion ($3.33 billion). This was the company's first loss since it began using consolidated accounting in 1963 and one of the largest on record in corporate Japan.

Kanai in 1998 announced a restructuring involving a workforce reduction of 4,000. Then in April 1999 Kanai was named chairman, and Etsuhiko Shoyama was promoted from executive vice-president to president. Shoyama began implementing other restructuring efforts, including the reorganization of the company into ten divisions (which Hitachi called 'companies'), each of which had its own president with broad autonomy whose pay was linked to performance. The size of the company's board of directors was cut to help speed up decision-making. A semiconductor plant in Irving, Texas, was shut down and 650 people were laid off. Certain product lines, such as mainframe computers, were abandoned. To counter the company's engineering-driven culture, which tended to create products without regard to market needs, product developers were forced to get feedback from the marketing staff.

In another break with tradition, Hitachi abandoned its insistence on developing major products internally and turned to alliances and joint ventures with its competitors. In November 1999 Hitachi and NEC formed a joint venture, Elpida Memory Inc., to make DRAM memory chips. One month later, Hitachi joined with Taiwan-based United Microelectronics Corporation to form Trecenti Technologies, Inc., a venture focusing on the fabrication of semiconductor wafers. By early 2001 Hitachi had similarly entered into several other alliances, including ventures with: Fujitsu to develop, make, and sell large-screen plasma display panels for the widescreen television market; Computer Sciences Corporation of El Segundo, California, to offer information technology systems and services in Japan; Clarity Group to develop optical components for telecommunications through a U.S. venture called OpNext, Inc.; NEC on the joint development of next-generation optical transport systems; Omron Corporation of Japan in the area of factory automation control systems; Fuji Electric Co., Ltd. and Meidensha Corporation on the development, design, and production of equipment and components for facilities devoted to the transmission and distribution of electric power; and Kawasaki Heavy Industries to pursue contracts for overseas railway systems.

Hitachi also began pursuing acquisitions as a means of gaining positions in burgeoning high-tech companies in the United States and Japan. One of the company's main strengths was its huge hoard of cash, which totaled $15 billion at the end of the 1990s. Leveraging this asset, Hitachi planned to spend about $3 billion on acquisitions from 2000 through 2003. One of the first purchases was a $175 million deal for U.S.-based e-Business Consulting Group, which was renamed Experio Solutions Corporation. In another streamlining move, Hitachi announced in February 2001 that its instruments group and its semiconductor manufacturing equipment group would be merged into Nissei Sangyo Co., Ltd., a publicly traded firm controlled by Hitachi through a majority ownership. Nissei Sangyo had already been handling sales for the two groups, and this move was aimed at improving efficiency. Other mergers of subsidiaries and affiliates were accomplished as well.

Although relatively tame by U.S. standards, the restructuring efforts undertaken were certainly significant for a Japanese giant such as Hitachi. Less certain was the program's chances for success, although the emphasis on profitability was never more prominent at Hitachi as Shoyama made delivering a return on equity of 8 percent by March 2003 the main goal of the restructuring.

Principal Subsidiaries

Babcock-Hitachi K.K.; Chuo Shoji, Ltd.; Hitachi Air Conditioning Systems Co., Ltd.; Hitachi Building Systems Co., Ltd.; Hitachi Cable, Ltd. (53%); Hitachi Capital Corporation; Hitachi Chemical Co., Ltd. (56%); Hitachi Construction Machinery Co., Ltd. (55%); Hitachi Denshi, Ltd. (64%); Hitachi Electronics Engineering Co., Ltd. (61%); Hitachi Electronics Services Co., Ltd.; Hitachi Engineering & Services Co., Ltd.; Hitachi Engineering Co., Ltd.; Hitachi Hokkai Semiconductor, Ltd.; Hitachi Hometec, Ltd.; Hitachi Information Systems, Ltd. (51%); Hitachi Keisho, Ltd.; Hitachi Kiden Kogyo, Ltd. (57%); Hitachi Life Corporation; Hitachi Maxell, Ltd. (53%); Hitachi Media Electronics Co., Ltd.; Hitachi Medical Corporation (65%); Hitachi Metals, Ltd. (55%); Hitachi Mobile Co., Ltd.; Hitachi Plant Engineering & Construction Co., Ltd. (56%); Hitachi Printing Co., Ltd. (98%); Hitachi Semiconductor and Devices Sales Co., Ltd.; Hitachi Service & Engineering (East), Ltd.; Hitachi Service & Engineering (West), Ltd.; Hitachi Software Engineering Co., Ltd. (53%); Hitachi Techno Engineering Co., Ltd.; Hitachi Telecom Technologies, Ltd.; Hitachi Tohbu Semiconductor, Ltd.; Hitachi Tokyo Electronics Co., Ltd.; Hitachi Transport System, Ltd. (61%); Hitachi Via Mechanics, Ltd.; Japan Servo Co., Ltd. (53%); Nissei Sangyo Co., Ltd. (58%); Hitachi (China), Ltd.; Shanghai Hitachi Household Appliances Co., Ltd. (China; 60%); Hitachi Computer Products (Europe) S.A. (France); Hitachi Semiconductor (Europe) GmbH (Germany); Hitachi Semiconductor (Malaysia) Sdn. Bhd. (90%); Hitachi Consumer Products (Asia) Corp. (Philippines); Hitachi Asia Ltd. (Singapore); Hitachi Consumer Products (S) Pte. Ltd. (Singapore); Hitachi Electronic Devices (Singapore) Pte. Ltd. (85%); Hitachi Nippon Steel Semiconductor Singapore Pte. Ltd. (54%); Taiwan Hitachi Co., Ltd. (62%); Hitachi Europe Ltd. (U.K.); Hitachi Home Electronics (Europe) Ltd. (U.K.); Hitachi America Ltd. (U.S.A.); Hitachi Automotive Products (USA), Inc.; Hitachi Consumer Products (America), Inc. (U.S.A.); Hitachi Data Systems Holding Corp. (U.S.A.); Hitachi Electronic Devices (USA), Inc.; Hitachi Home Electronics (America), Inc. (U.S.A.); Hitachi Semiconductor (America), Inc.

Principal Competitors

Fujitsu Limited; Toshiba Corporation; Mitsubishi Electric Corporation; NEC Corporation; Sony Corporation; Hewlett-Packard Company; International Business Machines Corporation; Compaq Computer Corporation; Matsushita Electric Industrial Co., Ltd.; Samsung Group; Intel Corporation; Texas Instruments Incorporated; Bull; Telefonaktiebolaget LM Ericsson; Motorola, Inc.

Further Reading

Anchordoguy, Marie, Computers, Inc.: Japan's Challenge to IBM, Cambridge, Mass.: Harvard University Press, 1989.

Beauchamp, Marc, '`We Have to Change,' Forbes, September 22, 1986, pp. 84-92.

Fulford, Benjamin, 'Jack Welch Lite,' Forbes, June 14, 1999, pp. 64-68.

Gross, Neil, 'Inside Hitachi,' Business Week, September 28, 1992, pp. 92-98, 100.

Hamilton, David P., 'Harder Drive: Decade After Failing, Japan Firms Try Anew to Sell PCs in U.S.,' Wall Street Journal, June 5, 1996, pp. A1+.

------, 'Japan's PC Firms Boot Up to Invade U.S.: Hitachi and Fujitsu Are Leading Latest Foray,' Wall Street Journal, November 3, 1995, p. A10.

Hara, Eijiro, 'Hitachi: The Shackles of Past Glory, and Faith in Technology,' Tokyo Business Today, March 1991, pp. 34-37.

'Hitachi's Snail-Like Progress,' Economist, October 3, 1998, pp. 69-70.

Hof, Robert D., '`The Japanese Threat in Mainframes Has Finally Arrived,' Business Week, April 9, 1990, p. 24.

Imori, Takeo, 'Hitachi: Too Little Too Late?,' Tokyo Business Today, December 1992, pp. 12-13.

Keenan, Faith, and Peter Landers, 'Staggering Giants,' Far Eastern Economic Review, April 1, 1999, pp. 10-13.

Kunii, Irene M., 'High-Tech Giants on the Ropes,' Business Week, November 30, 1998, p. 74.

Landers, Peter, 'Broken Up: Japan's Biggest Players Get Serious About Restructuring,' Far Eastern Economic Review, February 11, 1999, p. 50.

Landers, Peter, and Robert A. Guth, 'Japan's Hitachi Plans High-Tech Shopping Spree: Domestic and U.S. Stakes Are Sought As a Giant Changes,' Wall Street Journal, January 5, 2000, p. A19.

Mattera, Philip, World Class Business: A Guide to the 100 Most Powerful Global Corporations, New York: Holt, 1992.

Port, Otis, 'What's Behind the Texas Instruments-Hitachi Deal,' Business Week, January 16, 1989, pp. 93, 96.

Tsurumi, Yoshi, Multinational Management: Business Strategy and Government Policy, Cambridge, Mass.: Ballinger, 1977.

Smith, Lee, 'Hitachi: Gliding Nowhere?,' Fortune, August 5, 1996, pp. 81-84.

Sobel, Robert, IBM vs. Japan: The Struggle for the Future, Briarcliff Manor, N.Y.: Stein & Day, 1985.

— April Dougal Gasbarre; Update: David E. Salamie

For other uses, see Hitachi (disambiguation).

Hitachi, Ltd.
株式会社日立製作所

Type	Public Kabushiki gaisha
Traded as	TYO: 6501, NYSE: HIT
Industry	Conglomerate
Founded	Japan (1910 (1910))
Founder(s)	Namihei Odaira
Headquarters	Chiyoda, Tokyo, Japan
Area served	Worldwide
Key people	Hiroaki Nakanishi (President)
Products	Electronics, industrial machinery, telecommunications, power plants, information systems, automotive, materials, financial services, construction
Revenue	¥9.665 trillion (2012)[1]
Operating income	¥412.28 billion (2012)[1]
Profit	¥347.17 billion (2012)[1]
Total assets	¥9.418 trillion (2012)[1]
Total equity	¥1.771 trillion (2012)[1]
Employees	372,360 (2011)[2]
Website	www.hitachi.com

Hitachi, Ltd. (株式会社日立製作所, Kabushiki-gaisha Hitachi Seisakusho^?) (Japanese pronunciation: [çitatɕi]) is a Japanese multinational conglomerate headquartered in Marunouchi 1-chome, Chiyoda, Tokyo, Japan. The company is the parent of the Hitachi Group (Hitachi Gurūpu) as part of the larger DKB Group companies. Hitachi has been a diversified company that has 11 business segments: Information and Telecommunication Systems, Electrical Systems, Social and Industrial Systems, Automotive Systems, Electronic Component Devices, Construction, and Financial services.

On the 2011 Forbes Global 2000 list, Hitachi was ranked number 473.

Contents 1 Main products and services 1.1 Information and Telecommunication Systems 1.2 Power Systems 1.3 Social Infrastructure & Industrial Systems 1.4 Electronic Systems & Equipment 1.5 Construction Machinery 1.6 High Functional Materials & Components 1.7 Automotive Systems 1.8 Components & Devices 1.9 Digital Media & Consumer Products 1.10 Financial Services 1.11 Others 2 Subsidiaries and divisions 2.1 Hitachi Works 2.2 Hitachi Rail 2.3 Hitachi Electronics 2.4 Hitachi Global Storage Technologies 2.5 Hitachi Consulting 2.6 Hitachi Plant Technologies 2.7 Hitachi Data Systems 2.8 Hitachi Printing Systems 3 Corporate social responsibility 4 References 5 External links

Main products and services

Information and Telecommunication Systems

The Hitachi factory in Toyokawa, Japan.

• System integration
• Outsourcing services
• Software
• Disk array subsystems
• Servers
• Mainframe computers
• Telecommunications equipment
• ATMs

Power Systems

• Nuclear, thermal and hydroelectric power plants
• Wind Power Generation Systems

Social Infrastructure & Industrial Systems

• Industrial Machinery and Plants
• Escalators
• Elevators
• Railway Vehicles and Systems

Electronic Systems & Equipment

• LCDs
• Semiconductor manufacturing equipment
• Power tools
• Test and measurement equipment
• Medical electronics equipment

Construction Machinery

• Hydraulic Excavators
• Mining Dump Trucks
• Wheel Loaders
• Mechanical & Hydraulic Cranes

High Functional Materials & Components

• Wires and cables
• Copper products
• Semiconductor and Display Related Materials
• Circuit boards and materials
• Specialty steels
• Magnetic materials and components
• High grade casting components and materials

Automotive Systems

Hitachi Automotive Systems Americas Offices, Farmington Hills, Michigan

• Engine Management Systems
• Drive Control Systems
• Electric Powertrain Systems
• Car Information Systems

Components & Devices

• Hard Disk Drives
• Information Storage Media
• LCDs
• Batteries

Digital Media & Consumer Products

• Optical disk drives
• Plasma and LCD Televisions
• LCD projectors
• Room air conditioners
• Refrigerators
• Washing machines
• Air conditioning equipment

Financial Services

• Leasing
• Loan Guarantees

Others

• Logistics
• Property management

Subsidiaries and divisions

Hitachi Works

Hitachi Works is the oldest member of the Hitachi Group and consists of three factories: Kaigan, Hitachi-LG Yamate, and Rinkai Works. Yamate Works, the oldest of the three factories, was founded in 1910 by Namihei Odaira as an electrical equipment repair and manufacturing facility. This facility was named Hitachi, after the Hitachi Mine near Hitachi, Ibaraki, and is regarded as the ancestral home of Hitachi, Ltd.

Many management trainees intern at Hitachi Works before being permanently assigned to other Hitachi divisions. Senior management personnel are often participants in rotations at Hitachi Works for a few years as their career develops towards eventual head office stature. As a result, many of the senior managers of Hitachi Ltd have passed through Hitachi Works.

Spin-off entities from Hitachi Works include Hitachi Cable (1956) and Hitachi Canadian Industries (1988).

Hitachi Rail

A British Rail Class 395 train produced by Hitachi.

Hitachi Rail is involved in designing and manufacturing the many models of Shinkansen vehicles, including the current model, the N700 Series Shinkansen.^[3]

Hitachi currently markets a general purpose train known as the "A-train" which utilises a double-skin friction stir welded aluminium frame. The A-train concept can be customised to form a commuter train like the automated 3000 series train for the Nanakuma Line, a limited express train like the E257 series or a high-speed train such as the Class 395 in production for UK use.^[3] In June 2008, Hitachi also submitted a tender for the UK's Intercity Express Programme.^[4]

Hitachi and Mitsubishi Heavy Industries agreed to cooperate in the field of international intra-city railway systems market in 2010.^[5]

Hitachi Electronics

Hitachi manufactures many types of electronic products including TVs, Camcorders, Projectors and Recording Media under its own brand name.

Hitachi Global Storage Technologies

Main article: Hitachi GST

Hitachi Global Storage Technologies (Hitachi GST) manufactures computer hard drives. There are 3 main ranges: Hitachi Travelstar, Hitachi Deskstar and Hitachi Ultrastar.

On March 7th, 2011 Hitachi Global Storage Technologies was purchased by Western Digital Corporation for $3.5 billion in cash and $750 million in Western Digital common stock.^[6]

Hitachi Consulting

Main article: Hitachi Consulting

Hitachi Consulting is an international management and technology consulting firm with headquarters in Dallas, Texas. It was founded in 2000 as subsidiary of the Japanese Hitachi Group and currently employs approximately 4,000 people in the U.S., Japan, the UK,India, Spain, Portugal and Germany.

Hitachi Plant Technologies

Main article: Hitachi Plant Technologies

Hitachi Plant Technologies, Ltd., along with its subsidiaries, engages in the design, development, manufacture, sale, servicing, and execution of social and industrial infrastructure machinery, mechatronics, air-conditioning systems, industrial plants, and energy plant equipment in Asia and internationally.

Hitachi Data Systems

Main article: Hitachi Data Systems

Hitachi Data Systems is a wholly owned subsidiary of Hitachi, Ltd. Also known as HDS, it provides best-in-class information technologies, services and solutions, and offers a suite of hardware and software products to help companies manage their digital data. Their flagship products are the Virtual Storage Platform for enterprise storage, Adaptable Modular Storage for small and mid-sized companies, Hitachi Content Platform as the foundation of the Hitachi Data Systems cloud architecture, Hitachi Command Suite for storage management, Hitachi TrueCopy for remote replication, and the Hitachi NAS Platform, powered by BlueArc.

Hitachi Printing Systems

Established in 1980 as the Hitachi Printing Systems.

Corporate social responsibility

In August 2011 it was reported that Hitachi would donate an electron microscope to each of five universities in Indonesia. The universities are:^[7]

• University of North Sumatra in Medan
• Indonesian Christian University in Jakarta
• Padjadjaran University in Bandung
• General Soedirman University in Purwokerto
• Muhammadiyah University in Malang

References

1. ^ ^{a b c d e} "2010 Form 10-K, Hitachi". Yahoo Invester. http://finance.yahoo.com/q/is?s=HIT+Income+Statement&annual. 
2. ^ http://www.hitachi.com/about/corporate/index.html Corporate Profile
3. ^ ^{a b} Hitachi Transportation Systems website
4. ^ http://www.hitachi-rail.com/rail_now/hot_topics/2008/080701/index.html
5. ^ http://www.hitachi.us/about/press/details/06222010.html
6. ^ http://www.engadget.com/2011/03/07/western-digital-drops-4-3-billion-to-acquire-hitachi-gst-enter/
7. ^ http://www.thejakartapost.com/news/2011/08/05/hitachi-grant-electron-microscopes.html

External links

Wikimedia Commons has media related to: Hitachi

Companies portal

• Hitachi Global Website
• Company Profile, Information, Business Description, History, Background Information on Hitachi Ltd.

v t e Hitachi Divisions and subsidiaries Current Clarion Hitachi Cable Hitachi Cable Manchester Hitachi Canadian Industries Hitachi Capital Hitachi Construction Machinery Hitachi Construction Machinery (Europe) Hitachi Consulting Hitachi Data Systems (BlueArc) Hitachi Electronics Hitachi Global Storage Technologies Hitachi ID Systems Hitachi Maxell Hitachi Medical Systems Hitachi Rail JECS Defunct Euclid Trucks1 Fabrik1 Joint ventures and shareholdings Agility Trains (40%) GE Hitachi Nuclear Energy (40%) Hitachi-LG Data Storage Japan Display (10%) NEC Casio Mobile Communications (9.26%) Nippon Columbia (18.21%) Renesas Electronics (30.62%) Telcon Construction Solutions (60%) Products, services and standards Current ALiS D-VHS EMIEW Hitachi Adaptable Modular Storage 2000 Hitachi DX07 Hitachi Starboard Locomotives Hitachi Magic Wand Multiple units Hitachi 917 Hitachi SR8000 Hitachi Travelstar Hitachi TrueCopy LS-R M8 Stacked Volumetric Optical Disk SuperH Universal Storage Platform Defunct H8 Family HD64180 HITAC HITAC S-810 Hitachi 6309 Hitachi Deskstar Hitachi Flora Prius Hitachi G1000 Hitachi Hatsukaze Hitachi SR2201 Hitachi T.2 Hitachi TR.1 M6 Microdrive People Namihei Odaira Kenichi Ohmae Places Hitachi Kashiwa Soccer Stadium Hitachi, Ibaraki Hitachi Tower Tsūtenkaku Other DKB Group HDMI Licensing Hitachi 3Tours Championship Hitachi Data Systems History The Hitachi Foundation Hindu Hitachi Scholarships Hitachi SunRockers Kashiwa Reysol 1Now integrated into other Hitachi divisions or business groupings Category  Commons

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Mizuho MUFG Nintendo Nippon Steel Nissan Nomura NTT NTT docomo Panasonic Shin-Etsu Sony Sumitomo Mitsui Financial Takeda TEPCO Tokio Marine Toshiba Toyota Large 70 ÆON AGC Asahi Kasei Bank of Yokohama Bridgestone Chubu Electric Power Daiichi Sankyo Daikin Daiwa House Daiwa Securities Denso DNP Eisai FANUC Fujifilm Fujitsu Hitachi Hoya INPEX Itochu JR Central JR West Kao Keyence Kirin Kobelco Kubota Kyocera Kyushu Electric Power Marubeni Mitsubishi Chemical Mitsubishi Electric Mitsubishi Heavy Industries Mitsui Fudosan MOL MSIG Murata NEC Nidec Nikon Nippon Oil Nitto Denko ORIX Resona Ricoh Rohm Secom Sekisui House Sharp Shiseido SMC SoftBank Sompo Japan Sumitomo Chemical Sumitomo Corporation Sumitomo Electric Sumitomo Metal Mining Sumitomo Metals Sumitomo Realty Sumitomo Trust Suzuki T&D Holdings TDK Tohoku Electric Power Tokyo Electron Tokyo Gas Toppan Toray Yahoo! Japan Yamada Denki v t e Electronics industry in Japan Akai Alaxala Networks Alinco Alps Alpine Anritsu AOR Brother Canon Casio Cateye Chinon Citizen Watch Copal Clarion Contec Cosina D&M Holdings Daikin Denon Koppel Inc. Denso DNP DX Antenna EIKI Eizo Elpida Epson FANUC Fostex Frex Fuji Electric Fujikura Fuji Xerox Fujifilm Fujitsu Funai Futaba Hamamatsu Photonics Hitachi Hori Hoya I-O Data Ibanez Icom Ikegami Tsushinki Iwatsu JEOL Japan Display JRC JR Propo JVC Kenwood Kawai Kenko Keyence Kikusui Kiramek KO Propo Konica Minolta Korg Kyocera Luxman Mabuchi Motor Mamiya Maspro Maxell Melco Mimaki Minebea Minoura Mitsubishi Electric Mitsumi Murata Manufacturing Mutoh Nakamichi NEC Nichia Nikon Nintendo Nitto Denko Oki Olympus Omron Onkyo Orion Electric Panasonic Pentax Pioneer Pixela Plextor Ricoh Rohm Roland Rubycon Sansui Sanwa Denshi Sanwa Electronic Instrument Sanyo Sega Sammy Seiko Sekonic Sharp Shimadzu SII Sony Stax Star Micronics Sumitomo Electric Sigma Taiyo Yuden Tamron TEAC TDK Tiger Tokyo Electron Toshiba Uniden Wacom Yaesu Yagi-Uda Yamaha Yaskawa Zojirushi Zuken v t e Automotive industry in Japan Companies Components Aisin Seiki Bridgestone Calsonic Kansei Clarion Denso GS Yuasa Hitachi HKS IHI Corporation Jatco JECS JTEKT Mikuni Sumitomo Rubber Industries Toyo Tire & Rubber Company Toyota Boshoku Yokohama Rubber Company Zexel Motorsport and tuners Autech Dome GReddy HKS Impul JUN Kojima Mazdaspeed Mine's Mugen Motorsports Nismo RE Amemiya SARD Spoon Sports Subaru Tecnica International Tommy Kaira TOM'S Veilside Services Autobacs Seven Tokyo Trading Vehicle producers ASL Daihatsu Duesen Bayern Honda (Acura) Isuzu Kawasaki Mitsuoka Mazda Amati Autozam Ẽfini Eunos M2 Xedos Mitsubishi Fuso Mitsubishi Motors Nissan Datsun Infiniti Prince Tama UD Trucks Otomo Subaru Suzuki Hope Toyota Hino Motors Lexus Scion Yamaha Other Japan Automobile Manufacturers Association Tokyo Motor Show Used vehicle exporting Defunct companies and marques shown in italics Category v t e Major information technology companies List of the largest technology companies List of the largest software companies Semiconductor sales leaders by year Consulting and outsourcing Accenture Atos Booz Allen Hamilton BT CACI Capgemini CGI Group Cognizant CSC Deloitte Dell Services Fujitsu Getronics HCL Technologies Hitachi HP IBM Indra Infosys Logica NEC NTT Data Orange Business Services TCS Tieto T-Systems Unisys Wipro Imaging Canon HP Kodak Kyocera Lexmark Ricoh Seiko Epson Sharp Toshiba Xerox Information storage Dell EMC Fujitsu Hitachi HP IBM NetApp Oracle Samsung Seagate Western Digital Mainframes IBM Mobile devices Apple Asus HTC Huawei LG Motorola Mobility NEC Casio Nokia RIM Samsung Sony ZTE Networking equipment Alcatel-Lucent Avaya Cisco Datang Ericsson Fujitsu HP Huawei Juniper Mitsubishi Electric Motorola Solutions NEC Nokia Siemens ZTE OEMs Celestica Compal Electronics Flextronics Foxconn Jabil Quanta Sanmina-SCI TPV Technology Wistron Personal computers and servers Acer Apple Asus Dell Fujitsu HP Lenovo NEC Toshiba Servers only IBM Oracle Unisys Point of sale IBM NCR Semiconductors Advanced Micro Devices Broadcom Elpida Memory Freescale Semiconductor Fujitsu Hynix Infineon Technologies Intel Marvell Technology Group MediaTek Micron Technology Nvidia NXP Panasonic Qualcomm Renesas Electronics Samsung Sony STMicroelectronics Texas Instruments Toshiba VIA Technologies Foundries GlobalFoundries SMIC TowerJazz TSMC United Microelectronics Corporation Software Adobe Apple CA Google HP IBM Intuit McAfee Microsoft Oracle SAP Symantec Telecommunications services América Móvil AT&T Bell Canada BT Bharti Airtel CenturyLink China Mobile China Telecom China Unicom Comcast Deutsche Telekom France Télécom Hutchison KDDI KPN KT MTS NTT NTT DoCoMo Reliance Communications Rogers SingTel SK Telecom SoftBank Sprint Nextel Swisscom Telenor Telecom Italia Telefónica TeliaSonera Verizon Vivendi Vodafone Websites Amazon.com Baidu eBay Facebook Google Yahoo! Methodology: FY2010/11 applicable revenues of over: group 1-11 (ex. semiconductor foundries) - US$3 billion; group 12 - US$10 billion; group 13 - US$2 billion; semiconductor foundries - US$0.5 billion v t e Power tool manufacturers Altendorf · Apex Tool Group (Gardner Denver) · Bosch (Dremel, Hawera, RotoZip, Skil) · Chang Type Industrial Co., Ltd. (Delta Machinery) · Emerson (Ridgid) · Fein · Festool · Flex-Elektrowerkzeuge · Harbor Freight Tools · Hilti · Hitachi · Husqvarna (McCulloch, Poulan) · Ingersoll Rand · Mafell · Makita (Dolmar) · Metabo · Panasonic · Illinois Tool Works (Miller, Paslode) · SawStop · Stanley Black & Decker (Bostitch, DeVilbiss Air Power, DeWalt, Porter-Cable, Virax) · Stihl · Techtronic Industries (AEG, Homelite, Milwaukee, Ryobi) v t e Hard disk drive manufacturers Present Seagate Technology Toshiba Western Digital Past Apple Inc. Computer Memories Inc. Conner Peripherals Control Data Corporation Digital Equipment Corporation ExcelStor Technology Fujitsu Hewlett-Packard Hitachi IBM Iomega JT Storage JVC Kalok Kyocera Maxtor Memorex Micropolis MiniScribe Mitsubishi Electric NEC Plus Development PrairieTek Priam Corporation Quantum Rodime Samsung Electronics Sony Storage Technology Corporation Syquest Texas Instruments

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