...partner 11 1. Recognize 12 2. Identify, prioritize and act 12 3. Review and improve 13 6. Phase 4- Strategic recommendations for future ethics, and social responsibility policy and practice 14 6.2Recommendation for future social responsibility 14 6.3Recommendation for future Ethics 16 6.4Strengths, weaknesses, and impacts of the projects 17 6.5Alignment of the Global Policy 18 References 18 Appendices 19 Appendix1 19 Appendix2 19 1 Executive summary Hitachi was founded in 1910 as a repair shop for machines in Hitachi city, Kuhara Mining Company in Japan by Namiel Odaira. It’s founding spirit was “Harmony”, “Sincerity and the “pioneering spirit”. (Hitachi Plant Technologies Ltd, Japan 89) Namiel wanted to contribute to society through the development of original, superior technology and quality products. (Hitachi Plant Technologies Ltd Japan 20) Hitachi is articulating its desire to address key worldwide challenges through Social Innovation Business with their slogan “Social Innovation- It’s our future”. Hitachi as a global company operates in a number of countries. This has been made possible through subsidiary companies and the extensive marketing in other countries creating a demand for its products. The countries are in different regions including: * Europe (146 companies) * China (177 companies) * North America (84 companies) * Japan (283 companies) * Asia (186 companies excluding China)...
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...Hitachi Virtual Storage Platform Hitachi Storage Navigator User Guide FASTFIND LINKS Document Organization Product Version Getting Help Contents MK-90RD7027-00 Copyright © 2010 Hitachi, Ltd. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or stored in a database or retrieval system for any purpose without the express written permission of Hitachi, Ltd. (hereinafter referred to as “Hitachi”) and Hitachi Data Systems Corporation (hereinafter referred to as “Hitachi Data Systems”). Hitachi and Hitachi Data Systems reserve the right to make changes to this document at any time without notice and assume no responsibility for its use. This document contains the most current information available at the time of publication. When new and/or revised information becomes available, this entire document will be updated and distributed to all registered users. Some of the features described in this document may not be currently available. Refer to the most recent product announcement or contact your local Hitachi Data Systems sales office for information about feature and product availability. Notice: Hitachi Data Systems products and services can be ordered only under the terms and conditions of the applicable Hitachi Data Systems agreement(s). The use of Hitachi Data Systems products is governed by the terms of your agreement(s) with Hitachi Data Systems. Hitachi...
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...Case: Corporate Level Strategy Hitachi: A Global Strategy for Social Innovation The Challenge In 2006, Japan-based Hitachi Ltd. committed to a new corporate strategy to stabilize business performance and create a foundation for long-term growth based on its vision of contributing to the solution of fundamental global challenges. The company had grown into 900-plus business units, serving diverse sectors, including power systems, appliances, transportation systems, advanced materials, construction equipment, data centers, and much more. Ultimately, Hitachi wanted to ensure that the new strategy aligned its businesses around the common theme of “social innovation,” and provided a platform for innovation and sustained growth. Hitachi asked BSR to help create a strategy for social innovation that would strengthen commercial performance and contribute to solutions to significant global challenges linked to sustainability. Our Strategy We focused our efforts on the need to support Hitachi’s global strategy of increasing revenues outside of Japan, creating a truly global organization, and aligning innovation with society’s current and future needs. To do this, we designed a program that provided Hitachi with a wide range of perspectives on global environmental challenges from both inside and outside the company to sharpen the company’s focus on a key set of priorities in corporate responsibility and social innovation. It comprised three steps: 1. Finding gaps and doubling down...
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...enough to form an opinion on the company’s health and future prospects. Integrate this information into your yield comparisons as you make the buy, hold sell recommendation. Executive Summary (1 page - 5 points) The executive summary is designed for someone who reads only the first page of the report. Since he is only reading the first page of the report the executive summary should never be more than one page. It should present your principal findings and recommendations in a straightforward and easy-to-read summary. The Executive Summary is the first page of the report (beneath the cover page), but it is the last page you should write. Executive Summary Hitachi Ltd., (NYSE: HIT), is a leading global electronics company. It was founded in 1910 and currently employs over 400,000 employees worldwide. Hitachi reported...
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...calculating the amount of each dump truck necessary to meet the waste removal requirement of 70 Mt/pa. Secondly, an expected cost for ten years was conducted on each Komatsu dump truck and cross analysed to determine the most cost efficient option. It was found that the Komatsu 930E-4 had the least expected cost over the ten years. Then cross analysing, each loader with the Komatsu 930E-4 truck, it was determined that the Hitachi EX8000-6 was the most efficient loader for a fleet of Komatsu 930E-4 trucks. Once these were completed, a full haul truck cycle time and expected cost analysis for each year was calculated. It revealed that thirty four Komatsu 930E-4 dump trucks were needed for a single Hitachi EX8000-6 loader. However, the above analysis was limited by the fact that it didn’t account for truck and loader break downs. By taking into account a 10% threshold on the number of trucks and loaders needed it gave some costs accounting for time where not all trucks are operational. This analysis yielded that a fleet of thirty seven Komatsu 930E-4 dump trucks and two Hitachi EX8000-6 loaders would be best suited for the Kangaroo Mining Corporation. The expected costs for both loaders and dump trucks were calculated (refer to table 1.9) and showed that the average expected cost per year of hauling and loading would be $142 613 457/pa and $11 869 288/pa respectively. Furthermore, the average expected cost per tonne of hauling and loading would be $2.04/t and $0.17/t respectively. Table...
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...What is asymmetric encryption and why do we need it? Asymmetric encryption is also known as public key encryption where there are two keys, a public key and a private key (Ezeobika, 2010). One key is used to encrypt and the other to decrypt (Hitachi ID Systems, Inc., 2013). Asymmetric encryption allows users to send secret messages by encrypting with the public key that belongs to the recipient (Hitachi ID Systems, Inc., 2013). Only the recipient will be able to decrypt the message because only that person will have access to the required key (Hitachi ID Systems, Inc., 2013). A somewhat similar way to view this is the locking and unlocking of a safety deposit box at the bank. The bank has the “public” key that is used as one of the necessary keys to open and close the box. In this situation “public” refers to the same key used for other safety deposit boxes within the bank. While the renter has the private key that is also necessary to open and close the box. Asymmetric encryption is useful because it allows for digital signatures which allow the person who is receiving a message to verify that a message is truly from a particular sender and to detect if the message has been altered (Ezeobika, 2010). Lastly, asymmetric encryption allows for accountability because once a message has been digitally signed the sender cannot deny having sent it (Ezeobika, 2010). Agrawal, M., & Mishra, P. (2012, May). A comparitive survey on symmetric key encryption techniques. International...
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...Market Share 1. Air Conditioners Market Share The India air conditioner market in 2011 was estimated at 3.14 million units. According to latest data from market researcher GfK-Nielsen India, LG's volume market share in multi-brand outlets-a key sales channel that accounts for almost 90% of AC dealerships-stood at 17.7% in May 2012 against 18.3% of Voltas. Samsung retained its third slot in room ACs but its market share has plunged from 14.5% in July 2011 to 10% in May 2012. The drop was a result of it vacating the window AC segment this year; now it is not far behind Japanese brand Panasonic, which has doubled market share to 9.9% in the last 10 months. Even Hitachi increased its market share from 5.2% to 7.3% in the period. Players Brand | Company | Onida | Mirc electronics Limited | Videocon | Videocon International Limited | LG | LG Electronics India Limited | Samsung | Samsung India Electronics Limited | Whirlpool | Whirlpool of India Limited | Godrej | Godrej and Boyce Mfg. Co. Limited | Voltas | Voltas Limited | Electrolux | Electrolux Kelvinator | Blue Star | Blue Star India Limited | Daikin | Daikin Industries Limited | Past Market Share Name of the Company | 2002-03 | 2005-06 | 2007-08 | Blue Star | 14.53 | 16.51 | 17.98 | Voltas | 12.12 | 11.95 | 14.11 | L G Electronics India Pvt. | 13.54 | 18.85 | 13.2 | Samsung India Electronics Pvt. | 3.93 | 7.01 | 6.88 | 2. Washing Machine The Indian washing machine market continues...
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...Chapter 1 Internet Exercise: Global Competition in Fast Food Jollibee Corporation plans to expand in the US. They currently do not have a time line. They say that they want to be involved with something that is already growing. Their currently operation in the US has been very profitable with a growing 9.9 % in 2013. Their long term plan is to have continuous store expansions and acquisitions of several more brands abroad and to be number one in Asia. McDonalds on the other hand plans to continue to expand in China. They plan to increase from 300 to 2000 stores on the mainland this year. With the increase that McDonalds is planning, increasing their employees in the world’s second largest economy by 83 %. Yum! Brands is extremely large and has over 40,000 restaurants and in more than 125 countries and territories. Yums has been around much longer that McDonalds and Jollibee and have several restaurant brands like KFC, Pizza Hut and Taco Bell. 1. Which of these companies seems best positioned in Southeast Asia? Based on what I have read, I believe the Asian based companies are in a better position. Jollibee base their products on what the culture is and has made an impact on slowing other companies. 2. What advantages might a “local” brand like Jollibee have over the global companies? What advantages to the global MNCs have? Local companies are locally owned and cater to the foods that the people eat in that country given them a much larger advantage...
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...Workstation. This included a loader (which could load four cartridges at a time), a reader (which read and analyzed one cartridge at a time) and a disposable cartridge that contained the company’s proprietary microchip. The product was priced at $160,000 – each workstation shipped with four cartridges. CARTRIDGES Anagene also sold disposable cartridges – priced at $150 each. Each cartridge contained an electronic chip that held test sites laid out in a geometric grid called an array. Cartridges could perform up to 99 tests on any single sample. As the company sold more workstations, it expected the demand for its cartridges to increase rapidly. MANUFACTURING Anagene’s management decided to outsource the production of workstations to Hitachi. Hitachi and Anagene would work together to cut costs through value engineering thereby enabling the transfer price to continually decrease. Initially, the final testing would be performed at Anagene’s facilities. As the company grew, this activity would also be outsourced to...
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...a disposable cartridge that contained the company’s proprietary microchip. The product was priced at $160,000 – each workstation shipped with four cartridges. CARTRIDGES Anagene also sold disposable cartridges – priced at $150 each. Each cartridge contained an electronic chip that held test sites laid out in a geometric grid called an array. Cartridges could perform up to 99 tests on any single sample. As the company sold more workstations, it expected the demand for its cartridges to increase rapidly. MANUFACTURING Anagene’s management decided to outsource the production of workstations to Hitachi. Hitachi and Anagene would work together to cut costs through value engineering thereby enabling the transfer price to continually decrease. Initially, the final testing would be performed at Anagene’s facilities. As the company grew, this activity would also be outsourced to Hitachi. Anagene built its own manufacturing facility for the cartridges in order to capture the profits...
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...the main idea of these principles, gives relevant practical references and analyzes these principles with a critical perspective. Contents 1. Introduction .............................................................................. 2 2. The development and content of UN Guiding Principles......... 3 2.1 Historical development of UN Guiding Principles ........................ 3 2.2 The main idea of the UN Guiding Principles ................................. 4 2.3 The legal framework of the UN Guiding Principles ...................... 5 3. Practical relevance of the UN Guiding Principles .................... 6 3.1 A negative case of Foxcoon............................................................ 7 3.2 A postive case of the Hitachi Group............................................... 8 4. Critical analysis of the UN Guiding Principles ........................ 9 4.1 UN Guiding Principles addressing states...
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...1991-2000: Post Liberalization Phase-1 6 2000-Onwards: Post Liberalization Phase-2 6 Japanese Investment in India - Past and Present 8 Overseas Development Assistance (ODA) 8 FOREIGN DIRECT INVESTMENT (FDI) FROM JAPAN 8 SECTOR-WISE DISTRIBUTION OF FDI INFLOWS 8 Why was Japanese FDI less? 9 India as a manufacturing hub for global exports 10 R&D facility in India 11 Japanese vs. Koreans (Strategies to replace the incumbent Koreans) 12 Summary 13 References 13 The FDI decision of a firm is guided by the OLI model as discussed by Dunning. We tried to study the OLI advantages enjoyed by the Japanese firms that invest through FDI in India. We studied the Japanese firms in the white goods industry namely Sony, Daikin, Hitachi, Sharp, Toshiba and Panasonic. Ownership Advantage Most of these firms, when it comes to ownership or firm specific advantages score very high. They have a wide array of monopolistic advantages like patents, IPR, brand name as well as advanced technology advantages as a result of huge R&D facilities at home and other locations. These firms also enjoy economies of scale and scope. They also benefit from the international diversification of risks and assets. These firms have a global supply chain network in place along with the best managerial practices. These ownership advantages help these firms to compete with the local players and compensate for the advantages that the local players enjoy in terms of local market knowledge, cultural...
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...Scope of KAFCO to Inspection and Test procedure for Cooler Tube Nest Date: 9th December, 2013 to 19th December 2013, Ritto, Shiga, Japan 3. Hydrostatic Pressure Test |INSPECTION REPORT OF HYDROSTATIC PRESS TEST |YAMASHINA ORDER NO: HST1309334 | |PURSHASER |HITACHI, INF SYS COMPANY |INSPECTION DATE | | |ORDER No. |947274 |APPROVED | | |EQUIPMENT NAME |2-K-102 E1A/B |CHECKED | | |PLANT NAME |KAFCO |PREPARED | | |NAME |96.2 M3 |JUDGEMENT | | |TYPE |2LC-96.2B16T15.9 |WITNESSED BY | | |MFG No. |131306, 131307 |VISUAL | | 2-K-102 E1A/B |Equipment |Design Pressure |Test Pressure |Holding time minutes |Observation |JUDGEMENT ...
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...Flat-panel TVs display effects of globalization Costs come down for consumers, but U.S. companies, workers pay To understand the trade-offs inherent in 21st-century borderless commerce, consider one of the hottest items in consumer electronics: the flat-panel television set. It begins in spotless, state-of-the-art fabrication centers in South Korea, Taiwan and Japan, where the glass panels that form the televisions' heart are produced. From there, the panels travel to Mexican plants clustered along the U.S. border to be assembled into cabinets and loaded onto trucks bound for retailers such as Circuit City or Wal-Mart. Each link in this global supply chain specializes in what it does best and at lowest cost. By collaborating across time zones and oceans, these industrial networks have driven costs down and performance up in ways no single company ever could. With scores of brands jostling for attention -- from global icons such as Sony to newcomers such as Olevia and even "virtual companies" such as little-known Vizio -- a fierce price war is giving consumers more TV for less money with each passing day. Dan Moll of Arlington, Va., just spent $4,000 on a 50-inch Pioneer Elite plasma TV after watching the price fall 25% in four months. "It's phenomenal. It's beautiful. ... It just looks great," he says. The one-two punch of globalization and technological advances that define this industry, however, entails costs as well as benefits. Earlier this year, as manufacturers...
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...timeline of China’s political evolution is highlighted in Exhibit B. The conditions persistent in the country in 1951 are very different from the present conditions in 1983. China has experienced immense growth in all sectors, and the construction industry is booming due to modernization efforts. Even after the death of Deng, I think his successors would encourage foreign investments because all these effort are producing good results in terms of GDP growth, exports, and technological know-how (Exhibits 3, 4 and 5 of the case) for China. In addition to all these, China-Schindler joint venture has proved very successful. This strengthening position of Schindler poses a threat to the market share of Otis. Other smaller players, such as Hitachi, are also entering into agreements with Chinese elevator companies. Also, the JV proposal is for Tianjin, the third largest Chinese city which is also emerging as a major exports hub. This gives Otis an excellent opportunity to establish its footprints in China. CITIC enjoys considerable autonomy, and so I believe Otis may not face much challenges from the state government. TEC has really old manufacturing facilities, which would be leased and upgraded by Otis. This is a really cheap option over starting a sole ownership plant in China. TEC has...
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