H I TA C H I R A I L . C O M
H I T A C H I  R A I L
ESG Report 2023 – FY22
T h i n k  R e s p o n s i b l y ,  A c t  S u s t a i n a b l y

2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Index
Letter to Stakeholders 
from Giuseppe Marino	
3
Guide to the ESG Report 2023	
5
Highlights Fiscal Year 2022	
6
Chapter 1/ Context and Identity	
7	
1.1	The Global Sustainability Scenario and 
the Transport Sector Challenges and Trends	
9	
1.2 	Introduction to Hitachi Rail Identity and Business	
11		
1.2.1 Mission, Vision and Values	
12		
1.2.2 Business, Products and Solutions	
13		
1.2.3 Group Structure and Business	
17		
1.2.4 Economic Performance	
19
Chapter 2/ ESG Framework and Roadmap	
20	
2.1	ESG Roadmap and Targets	
21		
2.1.1 Delivering a Sustainable, Safe and 
High-Quality Railway Business	
23	
2.2	Our Partnerships for Sustainable Development	
26		
2.2.1 Industry Associations and Certifying Authorities	
26	
2.3	Stakeholder Engagement	
29		
2.3.1 Our Dialogue with Stakeholder 
and their Involvement Process	
30		
2.3.2 Our Customers and their Engagement	
32	
2.4	Materiality Analysis	
33		
2.4.1 Our Contribution to SDGs	
36
Chapter 3/ Governance	
38	
3.1	Corporate Governance	
39		
3.1.1 ESG Governance	
40		
3.1.2 ESG Management System and Certifications	
42	
3.2	Business Ethics, Transparency and Integrity	
45		
3.2.1 Code of Ethics and ESG Policies	
46		
3.2.2 Organisational, Management and Control Model	
46		
3.2.3 Whistleblowing Management	
47		
3.2.4 Anticorruption	
47		
3.2.5 Competition Law	
48		
3.2.6 Export and Trade Compliance	
48		
3.2.7 Data Protection and Cybersecurity	
49		
3.2.8 Fiscal Transparency	
51		
3.2.9 Internal Audit	
51	
3.3	Risk Management Process and Internal Control System	
52
		
3.3.1 Responding to ESG Risks and Opportunities	
54	
3.4	Towards a Sustainable Value Chain	
56		
3.4.1 Supplier Governance and Guidelines 	
56		
3.4.2 Sustainable Supply Chain	
57
Chapter 4/ Social Impact	
61	
4.1 Our People	
62		
4.1.1 Human Capital	
63		
4.1.2 Relations Management	
67	
4.2	Diversity, Equity and Inclusion	
69	
4.3	People Development and Care	
73		
4.3.1 Talent Acquisition	
76		
4.3.2 Learning, Career Development and Performance Management	 77		
4.3.3 Employee Engagement	
81		
4.3.4 Compensation and Benefits	
85	
4.4	Workers’ Rights and Human Rights	
86	
4.5	Occupational Health and Safety	
88
Chapter 5/ Environmental Impact	
91
	 5.1 Environmental Policy	
92
	 5.2 Environmental Goals and Decarbonisation Path	
94		
5.2.1 Energy Efficiency and Consumption Trends	
95		
5.2.2 Emissions Reduction and Air Quality	
96		
5.2.3 Sustainable Mobility	
98
	 5.3 Circularity, Innovation and Resources Management	
100		
5.3.1 Product Innovation and Eco-Design	
102		
5.3.2 Circular Economy in Hitachi Rail: Materials and Waste	
107		
5.3.3 Water and Effluents	
110
Significant Events occurred after the closing 
of the Fiscal Year covered by the ESG Report	
112
Methodological Note	
114
Glossary and Main Acronyms 
contained in the ESG Report	
117
TCFD Reference Table 	
119
GRI Content Index	
121

H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
3
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Letter to Stakeholders
from Giuseppe Marino
Progress through innovation 
It is our people that play the greatest role 
in moving us forward. And our teams 
have much to be proud of in FY22. 
Amongst the many achievements, Hitachi 
Rail launched Europe’s first battery 
hybrid fleet of passenger trains in the 
pioneering Masaccio train; we introduced 
the 360Pass smart ticketing app to 
help operators worldwide connect and 
optimise their city’s entire transportation 
network in real time; we became the first 
rail manufacturer in the world to obtain 
the BSI PAS2080 Carbon Management 
certification for the UK’s new HS2 trains; 
and – together with our Hitachi Group 
partners - we started work to create a 
closed-loop supply chain for lithium-ion 
batteries. 
This year, too, Hitachi Rail received the 
EcoVadis Platinum medal for business 
sustainability, putting us in the top 1% 
of companies in our industry (read more 
about our ESG Ratings in Section 3.1.1). 
A rich and diverse culture 
A diverse workforce fosters innovation 
and success, which is why – as we grow 
our team with nearly 1,500 new hires 
last year – we continue to take further 
strides in achieving gender diversity, 
with female representation in senior 
positions rising by 2.6% in FY22. 
And why, around the world, we 
promote diversity within the industry 
at large, as exemplified by our 
ongoing Women in STEM activities 
and during our annual Women’s 
History Month campaign, which 
celebrated the voices of hundreds of 
Hitachi Rail colleagues worldwide 
(see Our People in Section 4.1). 
In today’s world, faced with climate emergency, the pursuit of sustainability isn't just a choice – it's a responsibility. 
It is why last year we announced our decarbonisation pathway for Hitachi Rail as part of our commitment to become 
a Climate Change Innovator, and why today I am proud to share our annual ESG Report, outlining our progress in the 
financial year 2022. 
We understand that the role of rail transport is crucial, both in achieving the goals of climate neutrality by 2050, 
and in bringing people, communities, and our customers closer together through an integrated and sustainable 
mobility ecosystem. 
“
“

H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
4
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Decarbonisation 
pathway 
Becoming a climate change innovator 
means driving a modal shift away from 
fossil fuelled cars and planes, accelerating 
the decarbonisation of rail with batteries, 
and decarbonising ourselves using 
science-based targets. 
Last year, we bolstered our existing 
commitment, setting new targets to achieve 
carbon neutrality throughout our entire 
value chain by 2050. And we are well 
on the way, achieving a 12% decrease in 
CO2e emissions across Scope 1 and 2 
(read more about our progress on 
Environmental goals in Section 5.2). 
This year, we’ve set specific targets to 
reduce all emissions by at least 5% in 
FY23 compared to FY22. 
growing circular economy that our societies 
will need to achieve true sustainability. 
Our pathway to decarbonisation hinges too 
on our relationship with our supply chain. We 
were pleased to welcome 3,000 of our trusted 
suppliers to the Hitachi Rail Global Partner 
Day, where we highlighted the importance 
of sustainability and decarbonisation and 
celebrated these partners for their contribution 
to its success (learn more about our Sustainable 
Supply Chain in Section 3.4). And we are 
proud that today, more than half of our 
procurement spend is covered by suppliers 
rated, like us, by EcoVadis for their sustainable 
performance. We continue to onboard more 
suppliers so we can support our partners in 
their own decarbonisation journey. 
Continuous improvement 
is a team sport 
As sustainability gains increasing 
importance, I'm reminded of our collective 
power to effect change. I would like to 
thank our people, customers, partners and 
stakeholders, whose collaboration drives 
our shared mission.
I am deeply proud of the progress made 
by all our teams as evidenced throughout 
this report, and by the ambitious goals we 
have set ourselves.
This commitment is reflective of our values 
and of our determination to lead the 
rail industry towards a greener, more 
inclusive, and sustainable future. 
	
Giuseppe Marino
	
Chief Executive Officer of Hitachi Rail
Partnerships for 
sustainable growth 
At Hitachi Rail, we also recognise that 
our journey towards sustainability is a 
shared endeavour, rooted in collaboration, 
transparency, and purposeful action. 
As a partner and climate actor, we play a 
fundamental role in the overall value chain, 
and we have a responsibility to deliver 
sustainably, as an innovative and reliable 
partner to our customers. From FY23, for 
example, all new Hitachi products will be 
developed using Life Cycle Assessment, 
adopting an eco-design perspective that 
alleviates environmental, social, and economic 
impacts in the product supply chain and 
throughout its lifecycle (learn more about our 
Innovative Product Design in Section 5.3.1). 
In this way, our products can contribute to the

5
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Guide to the ESG Report 2023 – FY22
(April 1 2022 to March 31 2023)
The following document constitutes Hitachi Rail's fourth 
annual sustainability report. Its purpose is to report 
on Environmental, Social, and Governance (ESG) 
performances, impacts and ambitions the Hitachi Rail 
Business Unit of Hitachi Ltd., hereinafter referred to as 
"Hitachi Rail" or "Organisation". 
The objective of the document is to enhance awareness 
regarding Environmental, Social, and Governance 
issues and consistently establish and implement effective 
measures and strategies. The document is structured to 
provide an overview of the context in which Hitachi Rail 
operates and its identity and values (Chapter 1) and 
illustrate to the reader its approach to sustainability issues 
through its ESG Targets and Roadmap (Chapter 2), and 
then focus on its performance and impacts in the three 
sustainability dimensions: Governance (Chapter 3), Social 
(Chapter 4) and Environmental (Chapter 5). 
To ensure the comprehensive disclosure of information, 
Hitachi Rail reports with reference to the GRI Sustainability 
Reporting Standards, as set forth by the Global Reporting 
Initiative (GRI). For further details please consult the GRI 
Content Index at the end of this document. To ensure the 
coherence of data, a comparative analysis has been 
conducted with the preceding Fiscal Year, whenever 
possible, although in some cases the reporting scope has 
been expanded due to continuous improvements. 
In this FY22 edition, Hitachi Rail has developed a new 
approach to materiality analysis that looks to the future 
of Corporate Sustainability Reporting from a perspective 
on the impacts the Organisation has on the economy, 
people, the environment and human rights.
The outcomes of this Materiality Analysis received approval 
from Hitachi Rail’s Sustainability Committee in June 2023. 
Hitachi Rail emphasises the intrinsic correlation between 
its material topics and the United Nations Sustainable 
Development Goals (SDGs) and the associated Targets to 
which it contributes in line with Hitachi Group’s Business 
Strategy and Corporate Commitments. For an in-depth 
understanding of their interconnectedness, please refer to 
the section titled "Our Contribution to SDGs".

6
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Highlights Fiscal Year 2022
1 FY22 ESG Report perimeter relates to 46 sites. For additional information on the reporting perimeter, please refer to the Methodological Note.
13,765 employees
38 countries
46 sites1.
Environment
0.68 lost time injury frequency rate 
(28 fewer incidents vs. last year)
An average of 19 training hours per 
employee (over 265,000 total training hours)
Decrease of -12% in Scope 1 and 2 emissions
8 (2 new) categories reported for Scope 3 
emissions
Water consumption and non-hazardous 
waste generation in line with previous FY
Targeting a 100% reduction of Scope 1 
and 2 emissions by 2050
Social
Governance
EcoVadis platinum medal with score of 81/100
New materiality analysis, with more than 
1,900 internal and external stakeholders
90% completion rate of the annual 
Ethics & Compliance training
0 incidents of corruption

1
Context 
and Identity

8
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Chapter 1:
Context and Identity
These assumptions also form the 
basis of Hitachi Rail's idea of 
sustainability, as further described 
in paragraph 2.1.1, to offer an 
integrated and sustainable mobility 
ecosystem, capable of contributing to the 
achievement of prosperity and quality of 
life in balance with natural capital. 
The United Nation’s 17 Sustainable 
Development Goals (SDGs) describe 
the major challenges humans will have 
to face to ensure a sustainable, peaceful, 
prosperous, and equitable life on earth 
for all, in the present and in the future. 
In this context, the role of rail transport 
becomes crucial in achieving the goals 
of decarbonisation and in emphasising 
its contribution to bringing people, 
territories, and relationships closer 
together for social and economic 
well-being.

9
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
1.1	 The Global Sustainability Scenario and
	
the Transport Sector Challenges and Trends
Fiscal Year 2022 was characterised by 
strong socioeconomic and environmental 
instability; events such as the Russian 
invasion of Ukraine and the climate 
emergency, which led to devastating 
events in many countries of the world, 
made the challenges harder to tackle for 
companies worldwide. 
Among the main trends in the transport 
sector is the growing emphasis on 
electrification and renewable energy 
sources to power trains. This shift aims 
to reduce greenhouse gas emissions and 
dependence on fossil fuels. Advancements 
in technology are facilitating the adoption 
of smart and automated systems to 
optimise operations, improve safety, 
and enhance passenger experience. 
However, several challenges persist. 
Upgrading existing rail infrastructure to 
accommodate new technologies requires 
substantial investments and coordination 
among stakeholders. Ensuring seamless 
integration with other modes of 
transportation and improving accessibility 
to remote areas are pressing challenges. 
Operators also faced challenges adapting 
to the post pandemic world. While 
passenger levels have mainly recovered 
to pre-pandemic levels, the emergence 
of hybrid working has made it harder to 
predict occupancy patterns. The traditional 
peak rush hour for commuters has been 
replaced with a more volatile trends, 
making it hard to schedule traditional 
maintenance activities for both trains and 
infrastructure.
As extreme climate events intensify, 
amplified by the global pandemic, 
the effects of climate change stress are 
becoming more evident, stressing the 
need of a notable shift in businesses’ 
commitments to reduce their environmental 
impacts. Regulators around the globe 
are enacting an increasing number of 
legislation requiring companies to have 
stronger climate and environmental 
but also social commitments. 
In January 2023 the Corporate 
Sustainability Reporting Directive (CSRD) 
entered into force to define a 
standard for Corporate Sustainability

10
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Reporting across EU and international 
businesses. Additionally, various 
frameworks and initiatives are being 
applied internationally for the reporting 
of ESG topics. In particular, two of most 
widely used sustainability performance 
reporting standards globally are the GRI 
Standards and SASB Standards.
Within this context, Hitachi Rail, recognising 
its role in Europe and in the global transport 
sector, has chosen to engage in promoting 
increasingly integrated, inclusive, collective, 
and environmentally low-impact mobility 
(infrastructure and services). For Hitachi 
Rail and its clients, the challenge lies in 
aligning traditional economic and financial 
objectives with the principles of sustainable 
development.
Hitachi Rail launches first-of-its-kind research 
into passenger attitudes to smart mobility 
Following the successful launch of the new 'Smart Mobility' offering last year, 
Hitachi Rail is excited to have launched a first-of-its-kind smart mobility report 
in February 2023. The global report examines attitudes from 8000 survey 
respondents toward smart city transport in eight global cities: Washington, 
Toronto, London, Paris, Düsseldorf, Turin, Dubai, and Bangkok.
The headline discoveries:
• Three-quarters of people would use public transport more often if they had a 
single effective digitised transport app;
• The single most important benefit of such an app is the ability to avoid 
crowding, according to 3 in 4 respondents;
• In boost for cities' decarbonisation strategies, two-thirds of respondents would be 
willing to pay for better services via more road charges, despite increased car usage. 
What motivates peoples' travel decisions?
Overcrowding (48%) and 
busyness (42%) of services are 
the single biggest factors that 
put people off of using public 
transport. In contrast, people 
identify the three C's – cost, 
convenience, and comfort – as 
their biggest motivators to travel, 
with 79% noting the appeal of 
the ability to avoid crowded 
services, and 78% highlighting 
the importance of shortest journey 
time, and cheapest travel option.
Ensuring a continuous and sustainable 
movement of people and goods within and 
between cities is fundamental to building 
a sustainable future. The execution of 
continuous and systemic innovation 
processes represents a strategic driver for 
Hitachi Rail to strengthen its leadership 
positions in reference sectors. Through 
innovation, Hitachi Rail aims to offer 
increasingly high-quality and personalised 
services that cater to the needs of 
travellers, clients, and other stakeholders, 
encompassing the entire value chain: from 
design and construction to maintenance, 
and providing safe, integrated, and tailor-
made transport services. 
360Pass - metro station

11
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
For over a hundred years, Hitachi’s 
mission has been to contribute to society 
through the development of superior 
technology. 
Today, Hitachi Rail is connecting the future 
of mobility - helping every passenger, 
customer and community enjoy the benefits 
of more seamless, sustainable transport. 
Every year, the company's pioneering 
technology enables more than 18bn 
passenger journeys and helps to safely 
transport millions of tonnes of freight.
As a trusted partner to cities and transport 
operators around the world, Hitachi Rail 
delivers every part of the railway: from 
manufacturing and maintaining trains, 
like the iconic Shinkansen in Japan, to 
the digital signalling infrastructure that 
enables autonomous trains, to delivering 
and operating entire turnkey railways. 
Hitachi Rail is committed to being a 
climate change innovator by co-creating 
greener products with its customers - such 
as world-leading battery trains - and 
through its commitment to reduce its own 
CO2 emissions to net zero by 2030 and 
the entire value chain by 2050.
Hitachi Rail is pioneering the digital 
transformation of transport. With its new 
Smart Mobility suite of technology, Hitachi 
Rail helps customers to predict, plan, 
manage and optimise mobility networks in 
real time - improving how passengers use 
the network and how operators manage 
congestion, cost and carbon. Hitachi 
Rail’s asset performance management 
technology is helping operators to 
increase safety and reduce maintenance 
costs by predicting faults before they 
happen.
From its origins in Japan, Hitachi Rail’s 
reach is global, but its business is local 
– with success built on investing in the 
people and communities that it serves 
around the world. Hitachi Rail is invested 
in the future of its communities – as 
an employer, dedicated to developing 
people, skills and talent, but also as an 
investor – bringing economic benefits 
to local places through its supply chain 
partnerships.
Hitachi Rail’s customers benefit from 
additional value from the wider Hitachi 
Group companies, including digital 
transformation expertise from GlobalLogic, 
energy infrastructure from Hitachi Energy 
and innovative business models and 
financing from Hitachi’s corporate entity 
and partners.
Hitachi Rail is growing and looking to 
recruit diverse talent now. Hitachi Rail now 
operates with around 14,000 employees 
in 38 countries, with strong roots in 
Europe, Asia-Pacific and the Americas.
1.2	Introduction to Hitachi Rail Identity and Business

12
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
The approach of Hitachi Rail is unique 
in how its pioneering partnerships brings 
innovation and expertise from the Hitachi 
Group and its wider stakeholders’ ecosystem.
Hitachi Rail’s beliefs and actions are 
guided by a clear mission, vision and 
values as the Organisation takes pride 
in holding itself and its projects to the 
Mission
Hitachi Rail’s Mission is to 
contribute to society through the 
development of superior, original 
technology that enables more 
seamless, sustainable journeys.
Vision
The Vision is that every 
passenger, customer and 
community around the globe 
can enjoy the benefits of more 
seamless, sustainable journeys.
Values
Wa (Harmony) – (和)  
The need to show respect to 
colleagues, suppliers, clients, and 
stakeholders.
Makoto (Sincerity) – (誠) 
To act with integrity in all words 
and actions, exemplifying the 
fact that sincerity lies inholding to 
stated values.
Kaitakusha Seishin 
(Pioneering Spirit) – (開拓者精神
開拓者精神) 
This means to lead with ambition, 
to seek new challenges; and to 
be unafraid of flexibility and 
adaptability to the changing 
needs of the business.
Hitachi Rail’s people around 
the globe choose to put these 
values into practice by working 
together, responsibly and with a 
collaborative approach with the 
aim of contributing to the society 
with courage and knowledge.
1.2.1	Mission, Vision and Values
highest standards, and the values provide 
benchmarks to evaluate successes and 
opportunities for improvement.
Initially set by Hitachi founder Namihei 
Odaira, the Hitachi Mission has been 
carefully passed on to generations of 
employees and Stakeholders throughout its 
110-years history.
Rio Tinto AutoHaul in Pilbara

13
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Hitachi Rail is a global leader in the railway sector offering 
integrated rail solutions, including rolling stock, signalling 
systems, digital technology, and service & maintenance activities. 
1.2.2 Business, Products and Solutions
Hitachi Rail’s production is dedicated to Vehicles and Rail 
Control systems. The Vehicles division is mainly focused 
on manufacturing activities and operations and service 
& maintenance services, while the Rail Control division is 
devoted to Rail control products, service & maintenance, and 
turnkey solutions. 
Canada: New Ontario 
Line Rolling Stock, 
Systems, Operations 
& Maintenance
UK: Javelin train upgrade 
UK: Great Western Railway 
Service & Maintenance 
estension 
Denmark: 
Copenhagen metro digital 
asset management 
Sweden & Norway: 
Design and install 
onboard ERTMS
Greece: 
Metro Thessaloniki extension – 
15 Light Rail Vehicles 
Philippines: 
Electrical and mechanical 
systems and trackworks
Italy: 
‘Design & deliver’ 2000km 
ERTMS digital signalling 
Italy: 
RFI framework for 700km 
ERTMS digital signalling 
Italy: 
46 metro trains for Milan 
Italy: 
Options for Blues & Rock trains
Italy: 
40 tram trains for Turin 
France: 
ERTMS (RBC Argos) 
for SNCF reseau 
France:  
Digital cab signalling for 
SNCF and Eurostar 
Vehicles 
Rail Control 
Key

14
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Rolling Stock
With a remarkable century-long track record 
of serving customers and passengers, Hitachi 
Rail excels in engineering and embraces 
a dedication to innovation. Through 
collaborative partnerships with customers, 
Hitachi Rail strives to enhance the passenger 
experience across all Hitachi Rail’s rolling 
stock offerings. In terms of train products 
and vehicles, the production is oriented on: 
High speed trains (Shinkansen and Vehicles 
at High Speed also called “VHS”), Main line 
trains (Intercity and Regional trains) and Mass 
transit trains (Tram, Monorail and Metro). 
Among the most important and globally 
recognised Hitachi Rail’s train models, which 
demonstrate Hitachi Rail's commitment 
to sustainability and to the reduction of 
products’ environmental impact, there are:
• ETR 1000 provided with a recyclability 
of 94.4% and the remarkable 
recoverability rate of 95.8%
• Caravaggio Train, recyclable 
as of 95.1% and presenting a high 
recoverability of 96.3%
• HTR 412 Blues train, recyclable for 
its 86.1% and provided with a good 
recoverability rate of 95.9%.
Digital Signalling & Systems
Hitachi Rail specialises in the design, 
production, installation, and commissioning 
of signalling components, systems, and 
comprehensive mobility solutions for 
modern and enhanced railway, transit, and 
freight lines. Hitachi Rail’s dedicated teams 
worldwide provide extensive support, offering 
a diverse range of signalling solutions. This 
approach enables us to gain a comprehensive 
perspective on railway operations, ultimately 
enhancing performance and revenue 
efficiencies for the Organisation’s clients. 
Smart Mobility
The Lumada Intelligent Mobility 
Management suite represents a novel 
and distinctive proposition introduced 
by Hitachi Rail, with a specific focus 
on assisting public transport operators, 
cities, and passengers in realising a more 
sustainable, cost-efficient, and congestion-
free global landscape. This suite comprises 
a collection of intelligent mobility solutions, 
encompassing the multi-modal passenger 
smartphone application, 360Pass, and 
a cutting-edge orchestrator tool named 
360Motion, tailored for operators and 
municipalities. With its capability to 
create a digital twin of an entire city's 
public transport network, 360Motion 
enables predictive analytics and real-time 
responses, empowering cities to optimise 
their transportation systems and facilitate 
seamless movement for their citizens.
Smart Mobility in Genoa 
Social Innovation involves using innovation and digital technology to address society's 
major problems. The Mobility-as-a-Service (MaaS) project in Genoa, Italy, exemplifies 
this concept. MaaS is an integrated transport system designed to optimise urban mobility 
with coordinated and efficient modular solutions. The goal is to meet the growing 
need for sustainable mass transport in cities. Through the app, passengers can plan 
multimodal journeys on public transport, access parking lots, e-scooters, and car-sharing 
services. The app tracks the passenger's journey, enable contactless payments without 
the need for physical tickets. Genoa is the first city to fully embrace this MaaS system, 
with 663 buses, 2500 bus stops, the subway line, two funiculars, one rack railway, ten 
public elevators, and two suburban routes integrated into the platform. 
This ambitious initiative aims to enhance the quality of life, protect the environment, and promote sustainable and connected mobility for the 
city's residents and visitors. The app offers users access to various mobility services through a single tool. The app also features an intelligent 
payment system that applies the best daily rate for the customer, ensuring convenient and efficient payment processes. In partnership with the 
municipal administration and local Mobility and Transport Company), Hitachi Rail delivers significant contributions to society through Social 
Innovation principles, making transportation more sustainable and user-friendly, ultimately benefiting the community and the environment.
Genoa App

15
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Turnkey
Hitachi Rail holds a prominent position 
as a leader in the global design 
and construction of entire railways, 
whether undertaken independently or in 
collaboration with consortium partners. 
Their transportation systems are carefully 
crafted, with a primary focus on whole-
life cost considerations. As a result, these 
solutions exhibit exceptional performance, 
enhanced capacity, elevated safety 
levels, improved service availability, and 
heightened passenger satisfaction. With 
versatile capabilities, Hitachi Rail possesses 
the capacity to act as a specialised 
contractor or assume a leadership role 
in joint ventures alongside civil work 
companies and other rolling stock 
manufacturers.
Service & Maintenance 
Hitachi Rail offers pioneering solutions 
across a diverse range of services, 
encompassing Service & Maintenance for 
both rolling stock equipment and legacy 
signalling installations. By providing best-in-
class services, Hitachi Rail aims to optimise 
product life cycles, support customers' 
operations, and elevate passenger 
experience through the integration of 
innovative digital solutions.
Line 6 metro project in Naples 
The Linea 6 project, commissioned to Hitachi Rail by Naples Municipality, was 
realised in collaboration with the Engineering Department of the University of Naples 
Federico II (UNINA), with the aim of promoting the use of sustainable technologies 
through an approach that integrates Building Information Modeling (BIM) with Building 
Energy Modeling (BEM). The project involves the construction of three structures: a 
train depot, a HUB which will be for the canteen and changing rooms, and the station 
proper. Each facility has been carefully designed to ensure efficient passenger flow 
and maximise the use of energy resources. 
Extending from the Mostra area to Piazza Municipio, Line 6 represents a significant step 
towards improving urban mobility and reducing environmental impact. The works will be 
 carried out on an area of approximately 110,000 square metres in the areas adjacent 
to the Campi Flegrei railway station. Dynamic simulations for the analysis of energy, 
economic and environmental impact performance, as well as multi-objective optimisation 
of the building-plant system were carried out for all proposed solutions. Among the 
solutions adopted for the building envelope: south-side solar greenhouse (to optimise 
winter solar gain) that transforms into an open porch during summer by opening the 
external windows, the use of heat-insulating glass, polymer windows and doors, which 
represent a further step towards optimised thermal and acoustic insulation, cool paints 
and low-emission interior paint to minimise winter dispersion.
The HUB was designed to offer a full range of services, including offices, canteen and changing rooms, with a focus on energy 
efficiency and the adoption of eco-friendly solutions. Particular attention was paid to an intelligent and functional design that promotes 
the well-being of users, while ensuring the optimisation of energy resources. 
In addition, innovative energy-saving systems have been adopted, including: photovoltaics for own power generation, energy-efficient 
cooling systems, smart grids, state-of-the-art thermal storage and 'free cooling' systems for sustainable cooling of technical rooms.
The combination of advanced solutions represents a major step forward in the design and construction of sustainable building, 
representing a tangible example of how innovation and sustainability can come together to create a state-of-the-art environment.

16
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Prestigious prize awarded 
for Hitachi Rail’s Taiwan train
Hitachi Rail's EMU3000 train, which is in operation for the Taiwan Railway 
Administration, has been awarded the iF Design Award 2022, one of the world's 
most prestigious design awards. The iF Design Award, sponsored by "iF International 
Forum Design GmbH" in Hanover, Germany, has been recognizing outstanding 
design and innovation in industrial products for over half a century.
The EMU3000 train was selected 
for its originality, functionality, ease 
of use, quality, and environmental 
considerations.
The iF DESIGN AWARD 2022 
received approximately 11,000 
entries from 57 countries and regions. 
Hitachi Rail was assigned to deliver 
600 EMU3000 train cars in 2019, 
and they have been entering service 
gradually, with the order set to be 
fulfilled by 2024.
Takuya Yamakawa, Deputy Head of 
Japan Business and Head of Asia & 
Japan Initiatives (Sales & Projects), 
Railway Systems Business Unit, 
Hitachi, Ltd., expressed their delight in 
receiving the award and emphasised 
their commitment to providing safe 
and reliable fleets for seamless and 
sustainable passenger journeys.
Hitachi Rail UK fleet awarded 
best-in-class at rail awards
The Hitachi Class 802 fleet operated by Hull Trains in the UK, running between 
Hull and London, has been recognised for its outstanding reliability and 
performance. The fleet, maintained at the Bounds Green Maintenance Centre 
in North London, received the prestigious Golden Spanner Award for their 
exceptional maintenance work.
The Hitachi Class 802 fleet was awarded the highest accolade, Gold, in the 2nd 
Generation new inter-city category. The fleet has consistently ranked in the top-10 
on the UK reliability table for the past seven periods.
The team at the depot, including maintenance, engineering, and planning teams, 
along with the collaboration between Hitachi Rail and Hull Trains, have played 
a crucial role in achieving this success. The award marks a significant milestone 
since the introduction of the AT300's for the Hull Trains fleet, highlighting the 
team's dedication and excellence in keeping the fleet running at its best.
About the 8000-series Metro cars
The 8000-Series Metro trains are designed to enhance reliability, provide modern 
on-board technology, and offer an improved passenger experience. The train designs 
include popular features like on-board WiFi, heated floors throughout, improved 
regenerative braking, digital screens for better journey information, high-definition 
security cameras, ventilation system improvements, and stringent cybersecurity 
measures. With 130 seats per pair of cars, these all-electric vehicles will be a 
significant upgrade over the older 2000- and 3000-series fleets, which have been 
in service since the early 1980s. The new fleet is expected to improve service for 
passengers, facilitate easier maintenance, and reduce operational costs for Metro.

17
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Hitachi Rail is present in five continents with around 14,000 employees. Hitachi Rail believes that a culture of sustainability is best practice, combining clear goals and plans for 
the development of the business with staff’s personal and professional growth.
1.2.3 Group Structure and Business

18
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
The ESG Report 2023 of the companies 
belonging to the Hitachi Rail Business Unit 
of Hitachi Ltd. consists of Hitachi Rail Ltd. 
and its fully consolidated subsidiaries and 
the Rail division of Hitachi Ltd in Japan.
The reporting scope of qualitative and 
quantitative data and information in the 
ESG Report 2023 includes 46 main sites 
in the 38 countries in which Hitachi Rail 
operates as shown below:
• 32 offices: UEA, Ankara, Baltimore, 
Bangalore, Beijing (2 sites), Brisbane, 
Brussels, Copenhagen, Genova, 
Karratha, Kolkata, Kuala Lumpur, Les 
Ulis, Lima, Madrid, Makati City, Miami, 
Munich, Noida, Perth, Piossasco, 
Pittsburgh, Riyadh, Seoul, Shanghai, 
Solna, Sydney, Taipei and New Taipei, 
Zaragoza, Ludgate (Global Head 
Office), Glasgow
• 6 train maintenance centres: 
Bounds Green, Craigentinny, 
Doncaster, North Pole, Stoke Gifford, 
Swansea
• 8 manufacturing sites: Batesburg, 
Riom, Napoli, Pistoia, Reggio Calabria, 
Tito Scalo, Kasado, Newton Aycliffe
The correspondence between the Group's sites and related legal entities consolidated on a line-by-line basis as of 31 March 2023 
is shown below:
HITACHI Ltd. 1 
HITACHI RAIL Ltd. 8
HITACHI RAIL STS S.p.A. 14
HITACHI RAIL TRANSPORTATION 
SYSTEMS SPAIN S.A.
SECURE RAIL INDIA PRIVATE LIMITED 2
HITACHI RAIL STS SWEDEN AB 1
HITACHI RAIL ESPANA S.L.U. 2
HITACHI RAIL STS RAILWAY SIGNALING 
TECHNOLOGY (BEIJING) 3
HITACHI RAIL STS DEUTSCHLAND GMBH 1
HITACHI RAIL STS USA INC 4
Hitachi Rail STS USA International Co. 
Union Swiitch & Signal Inc. 
Hitachi Rail STS Canada Inc. 
Hitachi Rail Ontario O&M Inc. 
Hitachi Baltimore Rail Partners, LLC 
Hitachi Rail Washington LLC 
Hitachi Rail Honolulu JV
HITACHI RAIL STS FRANCE SAS 5
Hitachi Rail STS Hong Kong LTD
HITACHI RAIL ONTARIO HOLDINGS INC.
Hitachi Rail Ontario GP Inc.
HITACHI RAIL STS HURONTARIO 
HOLDINGS INC
Hitachi Rail STS Mobilinx Hurontario GP Inc
HITACHI RAIL STS AUSTRALIA PTY LTD 5
Hitachi Rail STS Malaysia SDN BHD 
Hitachi Rail STS India PVT LTD
PERPETUUM LIMITED 
Number of sites

19
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Hitachi Rail is aware of the significance 
of its economic impact generated on the 
external context in which it operates and 
on its internal and external stakeholders. 
In particular, Hitachi Rail is committed 
to generating value for its stakeholders 
and to reporting its direct monetary value 
added to local economies, as well as 
acknowledging the importance of being 
transparent by providing a clear picture 
of its economic profile. Concerning FY22, 
the prospectus for the calculation of the 
economic value generated and retained2 
is constructed by aggregating, in scalar 
form, items in the income statement in 
line with the representations shared with 
Corporate, and represented in JPY, with 
the aim of highlighting the formation 
process of added value and its distribution 
to the various stakeholders.
1.2.4 Economic Performance
DIRECT ECONOMIC VALUE GENERATED AND DISTRIBUTED
UNIT OF 
MEASURE
4/21 - 3/22 
(FY21)
4/22 - 3/23 
(FY22)
% DISTRIBUTION OF 
GENERATED VALUE 
4/22 - 3/23 
Economic value generated
Revenues (net sales plus revenues from financial investments and sales of assets)
mn JPY
467,298
537,307
100.0%
Economic value distributed
Operating costs (payment to suppliers, non-strategic investments, royalties and facilitating payments)
mn JPY
307,443
434,282
80.8%
Employee wages and benefits (total employee expenses – current payments, not future commitments)
mn JPY
102,356
121,900
22.7%
Payments to provider of capital (e.g., investors)
mn JPY
2,252
3,573
0.7%
Payments to government (tax expenses)
mn JPY
32,685
11,512
2.1%
Economic value retained
"Direct economic value generated" less "Economic value distributed"
mn JPY
22,562
-33,960
-6.3%
The table shows the development path that characterises Hitachi Rail's business activities. The solidity of financial performance, the 
activities and the internal reorganisation processes to foster increasingly effective governance, have a significant impact on the analysis 
in the Report, both qualitatively and quantitatively.
2 Please note that the following data reported will refer to the legal entities consolidated Hitachi Rail Ltd. and its subsidiaries - STS Group, Perpetuum Group, STS UK. Japan sites and offices are not included.

2
ESG Framework 
and Roadmap

21
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Chapter 2 
ESG Framework and Roadmap
2.1	ESG Roadmap and Targets
Moreover, Hitachi Rail is in a prime 
position to make a significant 
impact on the attainment of the UN 
Sustainable Development Goals, 
as described in section 2.4.1 “Our 
Contribution to SDGs”. By aligning its 
business activities with the SDGs and 
their targets, Hitachi Rail has identified 
four key avenues through which it can 
contribute:
• development of innovative products 
and solutions;
• responsible management of 
operations and assets;
• continuous engagement with 
stakeholders and suppliers;
• robust measurement of performance 
against sustainability objectives.
Leaves Strategy
Stakeholders 
engagement 
Cross - function ESG team
Data infrastructure, 
transparency & 
accountability
Engaging with stakeholders, such as 
employees, customers, and suppliers, to understand 
expectations and concerns about ESG policy and 
action plan is not only about sustainability. Due to the 
interdisciplinary nature of ESG, the commitment and 
involvement of all stakeholders are essential.
Correct and consistent Reporting, 
which requires transparent 
communication of ESG targets, underlying 
metrics, and progress to the public.
Board-level sponsorship 
for successfully implementing an 
ESG strategy reflects the entire 
corporate culture. Therefore, clear 
communication of the importance of 
ESG to the Organisation is crucial
Focus on company-relevant and 
material ESG topics set ambitious 
targets and conduct KPI-based ESG. 
A tracking process via a dedicated 
KPIs model enables consistent ESG 
management and communication to 
the capital market and general public
Sustainability 
Committee 
sponsorships
Material ESG topics 
& alignment to the 
business strategy
Hitachi Rail aims to become a sustainability leader, leveraging its ability to identify innovative business opportunities. 
Acting as a backbone of this strategic and holistic view, the Hitachi Rail follows the LEAVES Strategy with different levers and roles:

22
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Strategic priorities 
The results of the Organisation's materiality analysis (see updated materiality in section 2.4 “Materiality Analysis”) are of relevance in setting strategic priorities:
Occupational Health and 
Safety: guaranteeing, through 
the creation of safe and healthy 
working environments, the psycho-physical 
health of all personnel and all those people 
who access offices, maintenance centres 
and production centres;
Ethics, Integrity and Transparency: 
acting in compliance with the regulations 
in force in the individual countries in 
which the Organisation carries out its activities, 
implementing controls to prevent and monitor 
corruption in all its forms and to ensure ethical 
and transparent business conduct;
Customer focus: developing 
products and services according 
to criteria of honesty, fairness, 
transparency, and collaboration to 
maintain a solid relationship with 
customers based open dialogue;
Reduction of emission 
and mitigation of climate 
change: effectively managing the 
potential environmental impacts of 
Hitachi Rail's activities and contributing to the 
overall reduction of atmospheric emissions.
With regard to Climate Change, 
Hitachi Rail supports Hitachi Group’s 
formal commitment to SBTi (more 
detail section 5.2 “Environmental 
Goals and Decarbonisation Path”) and 
follows a science-based approach to 
decarbonisation, to reduce the negative 
impacts of its activities on climate change 
and to enhance the positive ones. After 
Hitachi Rail has defined an extensive 
set of metrics, KPIs and disclosures to 
maintain control of its defined path, 
and to monitor its current performance 
and trends. Many of these are present 
in the current ESG Report, others will 
be integrated over time, consistent with 
the Mid-Term Management Plan and 
functional to the evaluation of strategy and 
risk management.
Photovoltaic plant

23
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Digital 
Innovation
Within Hitachi Rail's diverse range of 
rolling stock, signalling, and turnkey 
solutions, digital technologies are 
effectively harnessed to deliver improved 
customer experiences with reduced 
environmental impacts. Hitachi Rail's 
signalling solutions team is leading 
the way in developing innovative 
'Zero-Infrastructure' train control 
technologies. These advanced systems 
replace traditional line-side equipment 
with cloud-based solutions connected 
via satellite communication. 
Additionally, the operations teams 
have acquired Perpetuum, a remote 
condition monitoring Company, whose 
analytics technology extends the safe 
service life of equipment, effectively 
reducing industrial and financial waste 
caused by inefficient maintenance 
practices. 
Lifecycle Analysis, Material 
Recovery and Waste Reduction
Hitachi Rail prioritises the most recent 
advancements that aim to minimise 
material and energetical consumption 
for its customers throughout the product 
lifecycle. By implementing life cycle 
analysis, Hitachi Rail incorporates 
sustainable materials, including recycled 
ones, and embraces renewable energy 
sources, such as battery trains, to achieve 
this goal. 
Furthermore, Hitachi Rail actively 
encourages its suppliers to engage in 
energy efficiency initiatives and other 
environmental programmes aimed at 
reducing their emissions; the adoption 
of material recovery, an innovative 
technological approach for recycling 
electronic equipment and materials5. 
As illustrated in paragraph 1.1 The 
Global Sustainability Scenario and the 
Transport Sector Challenges and Trends 
of this Report, Hitachi Rail operates 
within a context of global mobility highly 
influenced by sustainability and subject 
to regulatory developments. Following 
the latest reports3-4 stating CO2 levels in 
the atmosphere have been rebounding 
to pre-Covid19 levels, Hitachi Rail has 
confirmed an overarching objective to 
reduce Greenhouse Gas (GHG) emissions 
charting its path to environmentally 
sustainable business operations. 
Hitachi Rail has updated its mid-term 
roadmap by setting environmental 
targets and establishing performance 
measurements and transparent disclosures 
which drive its day-to-day activities. 
It implements a sustainability culture, 
promoting specific skill development 
coordinated by the Corporate Social 
Responsibility and Sustainability 
function (CSR&S), functionally reporting 
to Head of SHEQ Department 
(see paragraph 3.1.1 ESG Governance 
for further details).
2.1.1	Delivering a Sustainable, Safe and High-Quality Railway Business 
3 Emissions Gap Report, UN Environment Programme, 2021. 
4 Sixth Assessment Report, Intergovernmental Panel on Climate Change (IPCC), March 2023.
5 In compliance with the legal requirements arising from the EU Directive 2012/19, Waste from Electrical and Electronic Equipment (WEEE) and other internationally relevant legislation.
Carbon Management and the 
Decarbonisation Pathway
While promoting waste reduction, 
material re-use, and the utilisation of 
recycled materials Hitachi Rail emphasises 
innovating recycling processes and 
designs increasingly efficient products and 
solutions to effectively reduce greenhouse 
gas emissions. Hitachi Rail analyses the 
potential effects of its strategic choices in 
diminishing greenhouse gas emissions, 
with a forward-looking perspective 
encompassing short, medium, and 
long-term horizons. This approach 
aims to identify prospects for 
business development, enhance 
operational efficiency, and mitigate 
environmental risks. It centres on 
speeding up the transition to renewable 
energy sources, optimising energy and 
process efficiency in internal operations, 
and utilising market influence to drive 
economy-wide decarbonisation efforts. 
Consequently, this concerted effort not 
only significantly curtails Hitachi Rail's 
emissions but also contributes to reducing 
emissions among its partners.

24
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Actions to reduce greenhouse gas 
emissions are part of the Environmental 
Management System that Hitachi Rail 
has established at a global level, defining 
a Carbon Management Approach 
based on the following principles: 
• global approach: development of 
mechanisms to increase the commitment 
to sustainability in all offices and 
production sites; 
• reasonable and feasible long-term 
objectives: establishment of a clear and 
realistic vision for path to be followed; 
• support for the development of 
technologies: implementation of 
advanced solutions;
• effort to train a broader base of 
employees in the LCA analysis; 
• methodological developments, including 
impact assessment methodologies type I 
and II and interpretation phases;
• recognition of a plurality of established 
approaches, since social life cycle 
impact assessment methodologies 
include different approaches developed 
in the literature; 
• development of areas where minimum 
guidance prevails; 
• integration of Social Organisational Life 
Cycle Assessment (S-LCA) to extend the 
focus from products to the Organisation.
Hitachi Rail reports both direct and 
indirect GHG emissions as part of its 
carbon management system. To reduce 
these emissions, its policies focus on 
mobility, consumption reduction, energy 
efficiency improvements, adoption 
of renewable energy sources, and 
enhanced waste and water management 
programmes. Hitachi Rail currently 
studies and implements these practices on 
selected manufacturing facilities, which 
have the greatest energy consumption 
and impact in terms of GHG and pollutant 
emissions. Based on those results, it 
intends to review and implement a new 
framework of emission policies to create 
a lasting change across the Business Unit, 
ensuring a conscious, orderly transition, 
for economic development.
Consistent with Hitachi Group’s criteria for 
environmental classification, Hitachi Rail’s 
decarbonisation pathway is focused on 
the premises of these selected production 
sites, for which it has engaged to reach 
carbon neutrality within 2030 (compared 
to baseline year 2016 calculated for those 
sites). 
The organisation has announced the 
following initiatives and key objectives:
• implementing photovoltaic panel 
technologies;
• providing maintenance centres with 
insulation systems to isolate system with 
different thermal-acoustic conditions and 
prevent the two systems from exchanging 
heat;
• introducing solar thermal offices; 
• implementing pyro-gasification, 
technology aimed at the gasification 
of the biomass while simultaneously 
producing biochar; 
• introducing Thermal Power Unit; 
• exhausting fume extraction; 
• providing offices and other facilities with 
new air conditioning systems; 
• relamping and replacing the lighting 
system (traditional lamps) with LED 
bulbs, thus moving in the direction of 
further energy efficiency. 
It also aims to meet its carbon neutrality goal 
by increasing the use of renewable power 
and implementing policies of energy saving 
and thermal carbon credit purchasing.
First battery hybrid 
fleet in Europe
Launched in FY22, Hitachi Rail’s 
pioneering Masaccio train is the first 
battery hybrid fleet in passenger 
service in Europe. Designed with a 
focus on accessibility, connectivity 
and sustainability and made with 
95% recyclable materials, the ‘tri-
brid’ train can switch seamlessly 
between battery, electric or diesel 
power, and is already cutting 
emissions by more than 50%.
In stations and urban areas, 
batteries power the train completely, 
eliminating emissions to the 
environment, including harmful 
NO2 emissions, and reducing noise 
pollution.
Blues Train

25
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
365 days of all-electric Lumo - the most reliable 
train in the UK
Hitachi Rail's 100% electric fleet - Lumo - celebrated its first year in operation with 
more than 1 million miles travelled and more than 1 million passengers transported. 
Officially the most reliable train ever conveyed in the UK, it continues to deliver 
efficient and affordable journeys, connecting Edinburgh to London.
360Pass smart ticketing app 
360Pass smart ticketing app gives passengers the fastest and most convenient 
multi-modal route options and real-time journey updates. Powered by Hitachi’s 
Lumada Intelligent Mobility Management suite, municipalities and operators 
around the world now have the tool to connect, scale and optimise their entire 
urban transportation network in real time.
41,000 tons of CO2 saved in Scotland's Central Belt
Since its introduction in 2018, Hitachi Rail's 100% Class 385 electric commuter 
trains allowed passengers in Scotland save 41,000 tons of CO2, the carbon 
equivalent of 14,000 return flights from London to Tokyo. As ScotRail's fastest and 
most reliable train, they are one of the UK's top three most reliable fleets.
Lumo
Class 385
360Pass - Funicular

26
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Hitachi Rail Partnerships for Sustainable 
Development bring together diverse 
stakeholders, including governments, 
businesses, civil society organisations, 
academy, and communities, to collaborate 
and work towards achieving the United 
Nations Sustainable Development Goals 
(SDGs).
These partnerships recognise that no single 
actor or sector can effectively tackle issues 
such as poverty, climate change, inequality, 
and environmental degradation on their 
own. By leveraging the strengths, expertise, 
and resources of each partner, these 
collaborations foster innovation, knowledge 
sharing, and collective action towards 
Sustainable Development.
Commitment to the 
UN Global Compact
2.2 Our Partnerships for Sustainable Development
As co-founders of the UN Global Compact 
Network Italy, Hitachi Rail has confirmed 
its support to the Global Compact, 
a voluntary United Nations initiative 
that supports global companies that 
are committed to responsible business 
practices in the areas of human rights, 
labour, the environment, and corruption. 
The Group’s membership in the initiative 
reiterates its commitment to the Global 
Compact and its principles as an integral 
part of the Hitachi Rail’s strategies and 
workplace culture.
In 2023, Hitachi Rail submitted the 
Communication on Progress (CoP) 
Questionnaire, which focuses on five 
disclosure areas (governance, human 
rights, labour, environment and anti-
corruption) and is designed to help 
participating companies monitor 
performance across the Ten Principles of 
the UN Global Compact. 
2.2.1 Industry Associations and Certifying Authorities
Cosila (consortium for 
safety in the workplace) Cosila
UNIFE (Association of 
European railway builders)
UNISIG (Association of European 
Railway Signalling Companies) 
UITP (International Public 
Transportation Association)
ANIE (National Federation of 
Electro technical and Electronic 
Companies) 
AICQ (Italian Association 
for a Quality Culture) 
The Italian partner of EFQM 
(European Foundation for 
Quality Management)
APTA (American Public 
Transportation Association)
RSSI (Railway Systems 
Supplies, Inc.)
ARA (Australasian 
Railway Association)
RIA (Railway Industry 
Association)
HSRG (High Speed 
Rail Group)
Hitachi Rail is a member of...

27
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Hitachi Rail in UNIFE
Within the scope of UNIFE, Hitachi Rail 
collaborates to promote the use of railway 
transportation through the implementation 
of technological standards (ERTMS and 
TSI) and by suggesting European 
research projects to improve safety, 
energy efficiency, and environmental 
protection in the field of railway 
transportation. 
• Hitachi Rail participates in SHIFT2RAIL, 
now known as Europe’s Rail, 
both proposed as a Joint Undertaking 
in the railway sector to reduce 
emissions and promote a modal shift 
in transportation, and in line with the 
indications of the transportation 
white book published by the EU 
Commission. 
• Hitachi Rail sits on the Sustainable 
Transport Committee, which aims to define 
a consistent and effective consensus 
in the railway industry with respect to 
environmental issues and, particularly, 
energy efficiency (reliable standards to 
measure energy consumption), life cycle 
assessments in decision-making processes, 
eco-procurement, and noise and emission 
reduction. Hitachi Rail also sits in the 
ERRAC (the European Rail Research 
Advisory Council) which has a key 
focus on the contribution of railways to 
sustainable mobility. Its primary objective 
is indeed to communicate the railway 
sector’s common Research & Innovation 
vision to European institutions and other 
important stakeholders.
Hitachi Rail and the studies conducted with UNIFE
Hitachi Rail has been an active member of the UNIFE European Railway 
Association for almost 20 years, contributing to various working groups 
and committees focused on sustainability. In the Sustainable Transport Committee, 
they have supported the development of a joint statement with other rail sector 
associations and updated the position paper on EU Taxonomy.  
The focus has been on successful Taxonomy implementation in the rail sector. 
In the Life Cycle Assessment Topical Group, Hitachi Rail concentrated on 
Eco Design for Sustainable Products Regulation and Environmental Product 
Declarations. They were also involved in ISO Standardization for circular 
economy guidelines and legislative discussions on Eco-Design and Circular 
Economy Directives.
In the Chemical Risk Topical Group, the main focus was on the new Proposal to 
restrict Per- and Polyfluoroalkyl Substances (PFAS), which will have implications 
for the rail sector and Dangerous Substances Management, such as REACh 
Regulation, SVHC, SCIP Database, and RISL (Railway Industry Substances List).

28
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Hitachi Rail 
in UITP
UITP (Union Internationale des Transports 
Publics) is the International Association 
of Public Transport and a passionate 
champion of sustainable urban mobility. 
Established in 1885, with more than 135 
years of history, it is the only worldwide 
network to bring together all public 
transport stakeholders and sustainable 
transport modes. Hitachi Rail actively 
participates in the Working Bodies 
(Committees), contributing to several 
technical and non-technical agendas and 
closely working with other members of the 
associations belonging to Industry, PTO 
(Public Transport Operators), and PTA 
(Public Transport Authorities). 
Hitachi Rail in the Information & 
Telecommunication Technology Committee
The Information & Telecommunication 
Technology (ITT) Committee brings 
together approximately 30 active UITP 
members to anticipate the introduction 
of new technologies, evaluate their 
impact and benefit, and understand how 
to improve existing systems and their 
evolution. The Group promotes innovation 
and moves favourable developments 
forward, suggesting recommendations, 
disseminating technical knowledge, 
and good practices in information 
and telecommunication systems. The 
ITT Committee meets twice a year and 
maintains a continuous exchange on 
these topics with the operators, the 
organising authorities, and the other 
actors of the sector. Demonstrating the 
strong commitment of Hitachi Rail, for two 
consecutive mandates (2019 – 2023), a 
representative of the Organisation is the 
Chairman of the ITT Committee.
Hitachi Rail in 
IT-TRANS 
IT-TRANS is UITP’s flagship event on 
IT held every two years in Karlsruhe, 
Germany. It incorporates an exhibition 
of over 250 stands with 6000+ visitors, 
as well as an international conference 
counting 550+ delegates. 
Hitachi TMS Model Office

29
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
For Hitachi Rail, corporate social 
responsibility translates into a daily 
focus and constant care of its relations 
with stakeholders. The understanding 
of their needs and expectations is 
achieved through the definition and 
implementation of specific tools for 
dialogue and interaction. The stakeholder 
engagement process plays a central 
role in Hitachi Rail's corporate strategy, 
reflecting its unwavering dedication to 
inclusive decision-making and transparent 
communication. The Organisation unit 
makes meticulous efforts to outline various 
dialogue channels and decision-making 
mechanisms, sensitively addressing 
the concerns and interests of different 
stakeholder categories.
These figures depict Hitachi Rail’s 
principal stakeholders, identified through 
the analysis of the reference sector and 
open discussion with stakeholders.
2.3 Stakeholder Engagement
Banks
Suppliers and 
business partners
Local 
communities
Investors
Regulatory 
bodies
Customers
Employees
National and Local 
Governments
Hitachi 
Group

30
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
participatory mechanisms. This also 
includes permanent discussion groups to 
allow for ongoing dialogue and exchange 
of ideas;
• partnerships: forging specific projects 
in collaboration with Stakeholders to 
work jointly on goals of mutual interest, 
strengthening relationships and co-creating 
value with its diverse partners.
Hitachi Rail aspires to progressively intensify 
opportunities for dialogue and partnerships, 
thereby cultivating an environment where 
shared value thrives and emphasising 
transparency and responsiveness. 
Hitachi Rail dedicates itself to evolving its 
engagement strategies, continually striving 
for an even deeper connection with its valued 
stakeholders and the broader community.
At the forefront of this effort is the 
decarbonisation strategy, focused on driving 
modal shift for better public transport, 
accelerating the adoption of batteries to aid 
customers in decarbonisation, and reducing 
emissions in Hitachi Rail's own operations 
and supply chain.
Hitachi Rail highlighted progress at 
the InnoTrans trade fair, Hitachi Rail, 
showcasing decarbonisation through battery 
technology with the launch of the Masaccio 
Battery train and highlighting its own efforts 
to reduce its own emissions through the 
adoption of solar panels at manufacturing 
sites in Italy and the engagement of the 
supply chain in eco-friendly practices 
through the EcoVadis rating agency 
programme. Conscious of the environmental 
impact of exhibitions and events, it also 
promoted sustainability and the use of 
recyclable materials. Moreover, the team 
focused on increasing Gender Diversity 
among spokespeople, with notable progress 
achieved in FY22.
Hitachi Rail assumes a prominent role in 
fostering strong connections with local 
communities, encompassing municipal 
authorities, resident associations, metro 
and rail users, businesses, and local 
workers. Depending on the nature of 
each commercial project, Hitachi Rail 
employs diverse methods to engage and 
communicate with these communities:
• Participation in local stakeholder 
committees;
• Facilitation of communication between 
local authorities and citizens;
• Engagement in direct communication with 
community members;
• Involvement in programmes aimed at 
empowering and developing local 
communities.
2.3.1 Our Dialogue with Stakeholder and their Involvement Process
Core to Hitachi Rail’s stakeholder 
engagement strategy is the principle of 
inclusivity and receptiveness, whereby the 
Organisation embraces the needs and 
perspectives of workers, customers, suppliers, 
and various other categories intertwined 
with the Hitachi Group, and cultivates an 
environment where shared values thrive.
Hitachi Rail seeks to identify common 
priorities, pursuing them through three distinct 
and transparent lines of action:
• opportunities for information: one-
directional communication from Hitachi 
Rail to its Stakeholders, to provide pertinent 
information, updates, and insights, keeping 
stakeholders informed; 
• consultation/dialogue: actively 
seeking the invaluable opinions and 
perspectives of its Stakeholders, through 
surveys, polls, focus groups, and other

31
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Hitachi Rail and local communities
Serious fun at Italy’s EnergyMed 2023, an 
event dedicated to the green revolution 
and energy transition.
In Italy, Hitachi Rail and its partners brought 
together young talent to develop their skills 
using the Lego Serious Play method, sharing real 
ideas for achieving the UN Global Sustainable 
Development Goals.
Hitachi Rail donates ambulance 
to Dr. M. C. Modi Charitable Eye 
Hospital
Hitachi Rail has donated a Force Ambulance to 
the Dr. M. C. Modi Charitable Eye Hospital to 
enable the structure to provide better medical and 
relief services to the people of Bengaluru and to 
render various humanitarian services, like smooth 
transportation of patients in need of treatment to 
the hospital. 
Primary Engineer Rail Project 
inspires the next generation 
into a career in rail
Organised by East Midlands Rail Forum, the 
Primary Engineer Rail Project programme 
encourages young people to think about a 
STEM career, helping Hitachi Rail to attract the 
next generation into a career in rail and further 
encouraging diversity of people and ideas 
into the industry.

32
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Whether as a leader or part of consortia, 
Hitachi Rail innovates and collaborates 
to deliver projects that meet customers’ 
needs, providing advanced solutions in 
every aspect of rail travel, including traction 
equipment and heating, air conditioning 
and ventilation (HVAC), signalling (ETCS) 
and traffic management systems (TMS), 
commuter trains, metro/underground and 
intercity trains.
Hitachi Rail’s experts work together with 
customers to create new solutions to real 
world challenges, working closely with 
its extensive international supply chain 
to promote innovation, resilience, and 
sustainability. Hitachi Rail knows its ability 
to deliver valuable products to its customers 
depends on its suppliers. Alongside project 
management, Hitachi Rail actively engages 
with customers to ensure their awareness of 
business news, updates, and developments.
This is achieved through virtual and face-
to-face conferences, trade shows, press 
releases, editorial content, and through the 
group website – www.hitachirail.com. 
Promotion and online advertising support 
these efforts, especially through the 
use of social media channels to reach 
decision makers, media, and industry 
associations. Customer also participate 
in 360-degree feedback loop to help 
Hitachi Rail fully understand customer 
needs and requirements. These surveys 
target new and existing customers – 
allowing communication plans and tactics 
to be adjusted and customised based on 
qualitative feedback. 
Customer satisfaction activities are handled 
by the managers of various departments, 
such as Safety, Health & Environment, 
Quality, EMEA Business Unit, Americas 
& APAC Business Unit, Operation & 
Maintenance Business Unit, and Operations 
Units. These activities take place at various 
stages and are carried out using different 
tools to accurately monitor the level of 
customer satisfaction and project status until 
the completion of the projects. 
2.3.2	Our Customers and their Engagement
Hitachi Rail’s breadth of rail experience 
and research and development 
programmes has created new, innovative 
trains and infrastructure, meeting the 
demand of passengers, operators and 
governments all over the world for rolling 
stock, traffic management systems, 
signalling and much more. Its global 
expertise means that the Organisation can 
offer to customers solutions to every aspect 
of a railway network.
Nonetheless, Hitachi Rail’s customers 
operate multiple types of transport. As such, 
the Organisation is expanding its capability 
to support them beyond its traditional areas 
of operation. 
Class 385

33
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
“macro-themes,” broader than the 
previous material topics;
•	preliminary analysis and 
identification of relevant impacts: 
Hitachi Rail analysed its activities and 
of the sustainability context in which it 
operates in order to identify possible 
impacts related to the most relevant 
ESG macro-areas. This allowed the 
elaboration of a list of impacts on the 
main stakeholders, differentiated by 
positive/negative, current/potential, 
reversible/irreversible impacts, 
by the area of impact (economic, 
environmental, social, human rights) 
and by the moment of occurrence along 
the value chain (business operations – 
suppliers and partners, end use). 
and conducting a rigorous analysis of 
environmental, social, and economic 
material aspects and related impacts to 
identify the most relevant material topics to 
be included in its sustainability reporting. 
The new approach to the Materiality 
Analysis has focused on the concept of 
significant, actual, and potential impact on 
the economy, people, and the environment, 
from an "inside-out" perspective, also 
including elements from financial impact 
dimension, known as "outside-in" 
perspective. As a result, Hitachi Rail's 
Materiality Analysis has been updated, 
considering the shift from a focus on the 
relevance of material topics for stakeholders 
and the Organisation to a focus on the 
According to the GRI Sustainability 
Reporting Standards, materiality is the 
principle that identifies which topics 
represent the most significant impacts 
of the Organisation on the economy, 
the environment, and people, including 
impacts on human rights. Hitachi 
Rail's new approach for the 2023 
materiality analysis integrated 
several new elements, such as the 
"Impact Materiality" process defined by 
GRI 3: Material Topic 2021, as per the 
requirements set forth by the new GRI 
Universal Standards 2021, in a process 
that will gradually move towards a full 
double-materiality 6 assessment. 
This process involved engaging in 
extensive stakeholder consultations 
actual and potential impacts, both positive 
and negative, arising from its activities.
The process can be summarised as follows:
•	external context analysis 
and relevant macro-themes 
identification: the analysis started 
with the internal and external context 
analysis, implementing a deep 
benchmarking analysis focused on 
business activities, stakeholders, 
sustainability sector trends, industry ESG 
priorities, reporting trends and market 
KPIs, having the specific 
focus of rationalising and reviewing 
Hitachi Rail’s material topics for FY22 
through the identification of relevant 
Hitachi Rail is attentive and responsive to variations in stakeholder needs. It is through ongoing dialogue that the Organisation directs its efforts and defines strategic sustainability 
priorities. This enables a focused approach on the most relevant topics for business development in line with the expectations of all stakeholder categories with whom Hitachi Rail 
engages daily, considering the positive and negative impacts expected on the reference business.
2.4 Materiality Analysis
A new approach to Materiality Analysis 
6 Double materiality is defined by the EU Commission in the context of the CSRD and is composed two dimensions: impact materiality and financial materiality. A sustainability matter is material if it meets the 
definition of impact materiality, financial materiality, or both.

34
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
	 - Top Management: submission 
of a dedicated survey to assess the 
significance of the expected financial 
impact of each of the material topics 
(outside-in perspective);
This analysis was based on multiple 
elements, including:
	 - internal procedures and analyses 
that Hitachi Rail developed during 
its experience in the field of 
sustainability;
	 - the GRI Universal Standards and 
Sustainability Accounting Standards 
Board (SASB) Sector-Specific Standards 
applicable to the railway transportation 
industry and the machinery and industrial 
goods industry7;
	 - a diverse characterisation of impact, such 
as positive or negative, short/medium/
long-term, actual or potential, systematic or 
linked to individual incidents, expected or 
unintended, and reversible or non-reversible. 
	 Through the analysis, 16 material topics 
and 32 impacts were identified and 
submitted for approval to Hitachi Rail’s 
Sustainability Committee;
•	stakeholder engagement and 
evaluation of material topics and 
impacts: Hitachi Rail engaged the top 
management and primary internal and 
external stakeholders to assess the each 
material topic:
	 - Internal and External 
Stakeholders: submission of two 
separate surveys on the relevancy of 
potential impacts related to each of the 
material topics (inside out perspective);
7 For further details please consult: https://www.sasb.org/standards/archive/
	 - Impact Materiality Workshop: 
inaugural workshop session with 
relevant stakeholders from the 
middle management of Hitachi Rail’s 
Functions. The workshop focused on 
the identified impacts with the aim to 
directly assess the perception of their 
severity and likelihood.

35
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
This engagement approach has allowed Hitachi Rail to involve and gather feedback from more than 550 stakeholders, marking a significant increase in the number of engaged 
participants compared to the previous edition of the activity. The results of the workshop are summarised in the figures below.
From the materiality analysis, the following 
findings emerge:
• Environmental (E): among the related 
topics, "Reduction of emissions and 
mitigation of climate change" emerges as 
the most relevant;
• Social (S): the priority topics are 
"Occupational Health & Safety" and 
"Customer focusing";
• Governance (G): the standout topic 
in this area is "Ethics, integrity, and 
transparency."
Supply chain
management
Employee
welfare
External Stakeholders
Internal Stakeholders
Occupational Health & Safety
Reduction of emission and
mitigation of climate change
Ethics, integrity
and transparency
Customer focusing
Air quality
Data protection security
R&D and product 
Training and career development
Diversity, equality and inclusion
Eco - design
Waste management
Reduction of energy consumption
Water consumption
optimisation
Support for local community
1
E
S
G
2
3
X-asis: Relevancy from Internal stakeholders
Y-asis: Relevancy from External stakeholders
Bubble width Relevancy from financial perspective from Top Management
Bubble color Significance of the main impacts connected to the material topic
Legend for the significance of the impacts
Materiality Matrix 2023

36
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
to achieving the SDGs, through its mission to 
contribute to society through the development 
of superior, original technology and products 
that power sustainable connectivity. 
Hitachi Rail’s contribution is based on the 
broader framework of Hitachi Group's 
commitment to contributing to the SDGs 
as "Business Strategy" and "Corporate 
Commitment." The contribution to the objectives 
can be substantiated in different ways, i.e:
• through the achievement of Hitachi Rail’s 
mission to develop railway and mass 
transit systems and create increasingly 
sophisticated products and solutions 
2.4.1 Our Contribution to SDGs
In 2015, the 193 Member States of the 
United Nations officially signed the Agenda 
2030, presenting the 17 Sustainable 
Development Goals (SDGs), articulated 
in 169 specific targets, based on a set of 
fundamental and urgent issues for the planet 
to be achieved by 2030. Hitachi Rail is well-
positioned to make a meaningful contribution 
Among the UN Sustainability Goals, Hitachi Rail has identified the specific Goal to which it contributes the most through its business activites. 
More detail on the SDG's targets to which Hitachi Rail contributes to, refer to the Annex A - Hitachi Rail's Sustainable Development Goals and Target". 
that are safe, convenient, efficient, and 
environmentally sustainable. 
• through management models which enable the 
Organisation to follow a path of sustainable 
growth and guarantee a cohesive culture of 
responsibility which promotes sustainable 
actions by individual collaborators.
SDGs to which Hitachi Group contributes though its Business Strategy and Corporate Commitment
Business Strategy
Corporate Commitment

37
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Hitachi Rail's material topics and contribution to SDGs
TOPIC
TOPICS DESCRIPTION
SDGS
Reduction of 
emission and 
mitigation of 
climate change
Effectively manage the potential environmental impacts of 
the Group's activities, contributing to the overall reduction of 
atmospheric emissions
 
Reduction of 
energy 
consumption
Manage operations with a holistic approach to reducing energy 
consumption and the rational use of resources
 
Air quality
Managing production processes by reducing emissions of 
substances able to affect the natural composition of the air and 
impact biodiversity, local communities and employee health
 
Water consumption 
optimisation
Ensure a responsible water supply by rationalising consumption 
and carefully managing water discharges to minimise 
environmental impacts
 
Waste 
management
Ensure proper waste management aimed at safeguarding the 
environment, favouring the reuse and recycling of recoverable 
material, also through continuous training and updating of 
internal staff
 
 
Eco-design
Rethink production processes from a circular economy perspective 
to make the finished product and its production/maintenance 
process more efficient and less resource intensive
 
Training and career 
development
Training, valorisation and development of Hitachi Rail people, 
through the development of dedicated activities and programmes 
aimed at increasing professional skills and promoting growth 
paths
 
Diversity, Equality, 
and Inclusion
Promoting inclusion and valuing gender, generation, and cultural 
diversity as factors for growth and innovation
 
TOPIC
TOPICS DESCRIPTION
SDGS
Employee 
welfare
Offer employees modern and flexible tools and working models 
to meet specific personal needs and ensure work-life balance
 
Occupational 
Health & Safety
Guarantee, through the creation of safe and healthy working 
environments, the psychophysical health of all Group personnel 
and of all those who access offices, maintenance centres and 
production centres
Customer focusing
Developing products and services according to criteria of honesty, 
fairness, transparency and collaboration to maintain a solid 
relationship with customers and based on listening to their needs
 
 
Support for local 
community
Ensure the social development of the territory and communities 
in which the Organisation operates, through local stakeholder 
engagement initiatives aimed at generating long-term 
sustainable value
 
 
Supply chain 
management
Ensure that the Organisation's values are shared throughout the 
supply chain, setting purchasing processes on monitoring the 
social and environmental performance of counterparts
 
 
R&D and product 
innovation
Develop innovative and technologically advanced solutions to 
take advantage of digitisation and automation opportunities and 
offer state-of-the-art products and services
 
Ethics, integrity 
and transparency
Act in compliance with the regulations in force in the individual 
countries in which the Organisation carries out its activities, 
implementing controls to prevent and monitor corruption in all its 
forms and to ensure ethical and transparent business conduct
 
Data protection 
security
Ensuring professional management of sensitive and personal 
data through the use of state-of-the-art procedures, tools and 
technologies, ensuring an effective IT security management system 
and efficient use of information assets

3
Governance

39
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Chapter 3:
Governance
Hitachi Rail operates on several continents 
with different local offices at region and 
country level. The operational structure reflects 
the international presence, with Corporate 
functions at global level and local branches 
able to manage the business specificities in 
each territory. 
The Organisation is led by Group CEO 
Giuseppe Marino, who chairs the Global 
Leadership Team from FY22. This Team is 
composed of 13 Senior Executives8, of which 
one woman, who supervises precise areas of 
responsibility and activities both for staff and 
business functions.
The Hitachi Group governance structure is 
widely cascaded and replicated within Hitachi 
Rail. Several Committees take on specific core 
strategic matters: Sustainability, as briefly 
explained afterwards, but also HSE, Data 
Protection, Audit, Risks and Control, etc.
8 For additional information on Hitachi Rail Global Leadership Team, consult the section available on the corporate website (https://www.hitachirail.com/our-company/global-leadership-team/)
3.1	Corporate Governance
Hitachi Rail
GREEN ECONOMY
ENVIRONMENTAL
SOCIAL
ECONOMIC VALUES
Internal integration  
and collaboration
External integration
and collaboration
STAKEHOLDERS
Sustainability Committee

40
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
3.1.1 ESG Governance 
The Corporate Social Responsibility & Sustainability (CSR&S) function addresses ESG 
topics; and from 2020, a Sustainability Committee oversees, approves, and provides input 
to Hitachi Rail on its policies, strategies and programmes related to sustainability and 
corporate responsibility issues, assessing their KPIs and risks.
The CSR&S Department manages and coordinates the work for the four strategic areas of 
sustainability:
The mission of the CSR&S function is 
to interface with the lead managers of 
Hitachi Rail’s business functions, reporting 
to them and to all other stakeholders 
about the impact and progress toward the 
sustainability roadmap.
At the end of FY22, the CSR&S function 
drafted a specific procedure dedicated 
to the 'Preparation of the ESG Report' 
of the Hitachi Group Railway Systems 
Business Unit Organisation. This document 
discloses environmental and socio-economic 
performance information, measures and 
oversees ESG performance and impacts, 
and tackles sustainability risks and 
opportunities, making possible to define 
a clear governance model in the process 
of preparing the ESG Report, defining 
roles and responsibilities for each stage of 
reporting.
This procedure describes the process of 
setting up and defining the ESG Report 
including, among others, the reporting 
timeline, reporting boundaries, description 
of the materiality analysis process, the 
data collection and consolidation process, 
and the finalisation, approval, and 
communication phases of the document.
SUSTAINABILITY
OF PRODUCTS
SUSTAINABILITY
OF SITES
SUSTAINABLE
CULTURE
SUSTAINABLE
VALUE CHAIN
Hitachi Rail’s 
ESG KPI Model
Before the start of the annual reporting process for the ESG Report, Hitachi Rail 
updates the repository of all relevant ESG KPIs to be collected and integrated as to 
guarantee the higher possible level of granularity of information.
In doing so, all data owners are notified and know what kind of data to collect, 
the frequency of update needed and the standards to which they need to refer.
As a result, the quality of data collection is increased, and regulatory updates and 
best practices are implemented on a regular basis.
Nova

41
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Sustainability Committee 
ESG Ratings: EcoVadis
EcoVadis is a third-party provider of business 
sustainability ratings that organisations 
can use to understand more about their 
sustainability performance and the 
sustainability performance of their suppliers. 
Since its founding in 2007, EcoVadis has 
rated globally over 100,000 companies on 
its platform in areas covering Environment, 
Labour & Human Rights, Ethics, and 
Sustainable Procurement. Hitachi Rail’s CSR&S 
department has taken over the complete 
management of the sustainability ratings. 
After years of collaboration with EcoVadis and, 
following Hitachi Rail’s new organisational 
structure, for the first time the EcoVadis rating 
reflects the commitments and approach to 
sustainable topics of the whole Organisation. 
Hitachi Rail is in the 
top 1% of companies 
rated by EcoVadis in 
the manufacture of railway 
locomotives and rolling 
stock industry.
The EcoVadis Sustainability Rating, which 
is based on Hitachi Rail’s Non-Financial 
Reporting is highly requested by most 
important clients and has reached a new 
higher level.
In 2023, EcoVadis awarded Hitachi Rail 
the Platinum medal with a score of 81/100 
(+2 points compared to the previous 
award), which covered only the signalling 
part of the business.
The Sustainability Committee, led by the 
Group CEO and composing permanent 
Executive members and other specific 
appointed figures, manages Hitachi Rail’s 
vision and long-term ESG goals in pursuing 
continuous improvement of governance 
through a global structure, effective 
decision-making and implementation.
In the FY22, the Committee held five 
strategic and operational meetings with 
the following outcomes:
• develop its mission of addressing, evaluating 
activities and correcting strategies;
• discuss leading CSR and Sustainability 
issues, both from a strategic and 
development and implementation 
point of view; 
• mandate a specific organisational 
Group Unit (SHEQ/R&D) to implement 
and achieve the objectives of continuous 
improvement, environmental protection, 
and social objectives, in the interest 
of the Stakeholders affected by the 
business activities. 
The Sustainability Committee, through 
the coordination of the CSR&S function, 
also interacts with the representatives of 
local governance, maintaining a holistic 
view on ESG performance and targets. 
The Sustainability Committee reports 
directly to the CEO of Hitachi Rail and 
works in partnership with Hitachi Group’s 
Sustainability Promotion Division (SusD).

42
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
North Pole_Perpetuum FOAK TAMON Install
3.1.2	 ESG Management System and Certifications 
• Process excellence: complete sets of 
operation practices, procedures, rules 
and detailed instructions;
• Enterprise architecture: the 
Organisation’s IT platforms and tools.
Since its inception in April 2020, the 
project team has now published and 
deployed most of the global processes 
published on the COSMO GBMS area 
(Manuals, Global Policies, Strategy 
and Governance, Support functions, 
Execution processes), in addition to 
the Organisational Area (lead by HR 
functions) with the Organisation Chart, 
Roles & Mandates, Project Organisation 
Structure.
The Global Business Management System 
(GBMS) is the unique set of rules common 
to the whole Hitachi Rail Organisation. 
It is designed to cover, with the same 
approach and methods, the activities of all 
the Hitachi Rail entities. GBMS combines 
all related components of a business into 
one system for an easier management and 
monitoring in a continuous improvement 
approach.
 
There are four GBMS sections:
• Governance: high level manuals, 
global objectives and policies (strategy 
execution); 
• Organisation: Organisation’s 
structure, roles and mandates 
(accountabilities for each organisational 
role), project team structure;

43
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Quality, Health, Safety and Environmental certifications 
SHEQ Certification as of March 2023 (end of FY22)
Hitachi Rail RSBU
COUNTRY
SITE
IRIS
ISO 9001
ISO 45001 ISO 14001 EMA S SA 8000 ISO 50001 ISO 27001
PRODUCTION SITES 
USA
Batesburg
✔
✔
✔
✔
Miami
✔
✔
✔
FRANCE
Riom
✔
✔
✔
✔
UNITED KINGDOM
Stoke Gifford
✔
✔
Newton Aycliffe
✔
✔
✔
✔
ITALY
Tito Scalo
✔
✔
✔
✔
✔
✔
Naples
✔
✔
✔
✔
✔
✔
✔
Pistoia
✔
✔
✔
✔
✔
✔
✔
Reggio Calabria
✔
✔
✔
✔
✔
✔
✔
JAPAN 
Kasado
✔
✔
✔
TRAIN MAINTENANCE
UNITED KINGDOM
Ashford
✔
✔
✔
Doncaster
✔
✔
✔
Landore Swansea
✔
✔
✔
Edinburgh (Craigentinny)
✔
✔
London (North Pole)
✔
✔
✔
London (Bounds Green)
✔
✔
✔
OFFICES AND SIGNALLING
UNITED KINGDOM London Head Office Ludgate
✔
✔
✔
FRANCE
Les Ulis
✔
✔
✔
SPAIN
Madrid
✔
✔
✔
✔
Zaragoza
✔
✔
✔
GREECE
Thessaloniki
PANAMA
Panama City
TURKEY
Ankara
DENMARK
Copenhagen
✔
✔
✔
COUNTRY
SITE
IRIS
ISO 9001
ISO 45001 ISO 14001 EMA S SA 8000 ISO 50001 ISO 27001
OFFICES AND SIGNALLING continued
ITALY
Naples (HQ)
✔
✔
✔
✔
Genoa
✔
✔
✔
✔
✔
Roma 
✔ 
(included in the 
Italian Certicate)
✔ 
(included in the 
Italian Certicate)
✔ 
(included in the 
Italian Certicate)
✔
Milano
✔ 
(included in the 
Italian Certicate)
✔ 
(included in the 
Italian Certicate)
✔ 
(included in the 
Italian Certicate)
✔
Piossasco
✔
✔
✔
✔
SAUDI ARABIA
Riyadh
✔
✔
✔
U.A.E.
Abu Dhabi
✔
PERU
Lima
✔
✔
✔
TAIWAN
Taipei
✔
✔
✔
MALAYSIA
Kuala Lumpur
✔
✔
✔
Rawang
✔
✔
USA
Pittsburgh PA
✔
✔
✔
Pearl city (Honolulu)
✔
✔
AUSTRALIA
Brisbane (Eagle Farm)
✔ 
AS/ZNS 4801:01
✔
✔
Perth (Belmont)
✔ 
AS/ZNS 4801:01
✔
✔
Sidney
✔ 
AS/ZNS 4801:01
✔
✔
Karratha
✔ 
AS/ZNS 4801:01
✔
✔
INDIA
Kolkata
✔
✔
✔
Noida
✔
✔
✔
Mumbai
✔
✔
✔
Bangalore
✔
✔
✔
CANADA
Ontario
✔
✔
✔
GERMANY
Munich
✔
SWEDEN
Solna
✔
✔
✔
CHINA
Bejing
✔
✔
✔

44
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Key achievements
As part of the improvement process carried out in the last two years, all the Italian 
sites have been certified SA 8000: this standard encourages organisations to 
develop, maintain and apply socially aligned practices in the workplace. 
All vehicles manufacturing plant in Europe have been certified with ISO 50001 
Certification, the ISO standard promoting a sustainable Energy Management System. 
The SHEQ team revised the procedure for incident management to include the new 
SHEQ reporting tool as systematic approach to incident reporting. It issued further 
procedures related to engineering controls for management of critical risks like 
Electrical Hazard, Working at Height, Train Movement, Contractor Management 
and Confined Space. The Critical Risk Control Assessment, introduced in FY22, is an 
important element of integration with the campaign Our Life Saving Rules. 
In November 2022, all Rail Control Organisational Units completed the Capability 
Maturity Model Integration (CMMI) Lev.2 Registration. This model is a proven set 
of best practices organised by critical business capabilities, whose objective is the 
overall improvement of the business performances.
Occupational Health, Safety and Environment (OHSE) Management System
policies and assessments and third-party 
certifications.
Additionally, each Country/Legal Entity/
Branch and Site/Project can develop, 
according to specific legal and regulatory 
requirements and operational controls 
process needs, Local GBMS Instruction or 
Project documents.
In this way, all sites and projects where 
Hitachi Rail operates are covered by a 
dedicated management system.
The main actor in the preparation and 
implementation of the HSE Management 
System is the HSE Unit, which ensure the 
planning, implementation, coordination 
and monitoring of HSE processes and 
policies that drive compliance with the 
Global Business Management System, 
relevant local regulations and, where 
applicable, customer requirement. 
Hitachi Rail’s integrated OHSE 
Management System ensures that process 
and procedures are properly implemented 
and maintained. This year Hitachi Rail 
achieved a Global Multisite Certificate for 
ISO 14001and ISO 45001, demonstrating 
its constant efforts to build a safety culture 
and promote health and safety activities.
Hitachi Rail HSE management system 
includes a set of global documented 
procedure and template, constituting the 
backbone of the system. Hitachi Rail uses 
an integrated approach to Health, Safety, 
and the Environment to ensure that all 
work practices are carried out in a manner 
that mitigates the risk of injury or harm to 
personnel and the environment.
Hitachi Rail’s Management System 
is complex, and it is composed of 
elements from both an internal and 
external perspective, namely corporate

45
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
3.2	Business Ethics, Transparency and Integrity
The creation of sustainable economic 
value must also be supported by policies, 
practices and information processes that 
guarantee ethics, integrity and transparency 
in the day-to-day activities.
There were no instances of non-compliance 
with laws and regulations, and no fines 
or non-monetary sanctions, including 
anti-bribery and anti-corruption, export 
and trade compliance, or personal data 
protection laws reported or recorded during 
the FY22 reporting period. During fiscal 
year 2022 (FY22), covering the period 
1 April 22 – 31 March 23, Hitachi Rail’s 
Legal & Compliance function undertook 
numerous core initiatives to streamline 
and simplify governance, and strengthen 
and enhance elements of its compliance 
programme. 
Compliance 
The Compliance function operates as 
a matrix Organisation, with individual 
compliance managers responsible for a 
specific country or region, and area of 
compliance. During FY22, Hitachi Rail 
appointed a Chief Compliance Officer as 
well as dedicated compliance managers 
to cover anti-bribery and anti-corruption, 
compliance operations, and whistleblowing 
and investigations.
During FY22, the Compliance launched 
initiatives to strengthen existing compliance 
programme elements:
• Multi-faceted communication plan to 
ensure that all Hitachi employees and 
stakeholders understand the expectations 
regarding business conduct and ethics 
connected with the launch of the new 
Hitachi Group Code of Ethics and 
Business Conduct effective from March 1, 
2023;
• Direct oversight in the Ethicspoint 
system for all Hitachi Rail-related 
whistleblowing concerns. During FY22, 
Hitachi Rail received 43 reported 
concerns through its various speak-up 
channels, including 31 reported via the 
new Hitachi Group Global Compliance 
Hotline;
• Support for the Procurement function in 
developing a risk model for assessing 
compliance-related risks during supplier 
qualification. In February 2023, 
Hitachi Rail moved to single technology 
solution and platform, Jaggaer, which is 
integrated with its SAP system for supplier 
qualification. Compliance reviews 
include assessing red flags for entities, 
owners, and management associated 
with, among others, sanctions and watch-
lists, regulatory actions, negative news, 
and reputational risk. Human rights risks 
are reviewed, and corruption risks are 
comprehensively assessed considering 
not only corruption perception scores, but 
also financial secrecy, and corporate tax 
haven indices.
For FY23, the Compliance function will 
continue to: 
• Drive common requirements and a 
streamlined compliance policies and 
procedures framework for the business;
• Refine a fit-for-purpose compliance-
related risk assessment framework;
• Communicate with employees and 
stakeholders and harmonise its existing 
compliance-related Policies and 
Procedures across Hitachi Rail. 
Legal
The Legal function supports the whole 
business with legal guidance and counsel 
across all operations globally. During FY22, 
the Legal function contributed to streamlining 
and simplifying Hitachi Rail’s governance, 
which is aligned to Hitachi Group directives 
and requirements. It issued new governance 
manuals to the internal Global Business 
Management System (GBMS), including 
Governance, Committees, Boards of 
Directors, and Legal Entity Rules, as well as 
Bid and Project Authorisation Rules.
These activities integrated the ordinary 
task under the direct responsibility of the 
function, such as the support of the whole 
business with legal guidance and counsel 
across all operations globally, including 
but not limited to advising on contractual 
matters, negotiations, bids, litigation, 
mergers and acquisitions, and insurance.

46
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
3.2.1	 Code of Ethics and ESG Policies 
The Corporate Code of Ethics summarises all 
the good practices for the ethical management 
of human resources and the development 
of a work environment where respect and 
consideration for each employee prevails.
The Hitachi Group Code of Ethics is a crucial 
pillar of the Hitachi Group Compliance 
Programme, providing rules, values and 
principles that are required to be followed 
by employees, executives, and directors, and 
third parties engaging in business with Hitachi 
Rail. The same rules, values and principles are 
also intended to assist officers and employees 
in making business decisions and acting in 
alignment with Hitachi’s Group Identity.
During FY22, Hitachi launched the new 
Hitachi Group Code of Ethics and Business 
Conduct, effective from March 2023. The 
new Code was internally communicated and 
disseminated to all employees, and publicly 
posted to Hitachi Group and Hitachi Rail’s 
external websites. The Code is applicable to 
all of Hitachi Rail and core policy commitments 
related to business conduct are themed: 
• Being aware (making good decisions 
and reporting concerns); 
• Protecting what is ours (safeguarding 
assets, intellectual property, and non-
public information); 
• Demonstrating accountability (selecting 
business partners carefully, maintaining 
accurate financial records and preventing 
money laundering, exchanging business 
courtesies responsibly, identifying and 
managing conflicts of interest, and 
safeguarding personal data); 
• Dealing fairly with others (building 
customer trust, competing fairly, 
preventing bribery and corruption, 
complying with trade compliance laws); 
• Caring for Hitachi Rail’s communities 
(caring for the planet, respecting human 
rights, appreciating diversity, equity 
and inclusion, providing a workplace 
free of harassment, promoting health 
and safety, and investing in local 
communities).
Where appropriate, Hitachi Rail has internal-facing policies and procedures for its workforce 
to supplement the commitments noted in the Code, such as the following ESG policies:
Hitachi Rail deploys annual Ethics & Compliance training with a dedicated session on 
anti-corruption, to its workforce, including governance body members and all employees. 
In FY22 90% of the workforce completed its training, correlating to ~13,000 individuals 
across Hitachi Rail, including facilitated sessions held for production staff.
Hitachi Rail has adopted appropriate 
measures to prevent liability in accordance 
with Legislative Decree 231/01, with 
the implementation of specific protocols 
and supervision systems. These systems 
3.2.2	Organisational, Management and Control Model
are designed to prevent potential crime 
committed by Directors, Statutory Auditors, 
executives, employees or by any person 
who has a contractual, financial or 
commercial relationships with the BU.
Each legal entity within Hitachi Rail has 
adopted an Organisation, management and 
control model pursuant to Legislative Decree 
no. 231/01 (the model), which has been 
subsequently updated following regulatory 
and organisational changes. Furthermore, 
this regulatory framework is replicated 
on the different geographical areas when 
required, with consideration of the relevant 
national specificities.
Quality Policy
✔
✔
✔
✔
✔
✔
✔
✔
✔
Product Safety Policy
Health & Safety Policy
Environmental Policy
Business Continuity Policy
Information Security Policy
Social Accountability Policy
Conflict Minerals Policy
Human Rights Policy

47
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
3.2.3	Whistleblowing Management
3.2.4	Anticorruption
Hitachi Group Whistleblowing Policy and 
Programme is applicable to all Hitachi 
Business Units, including Hitachi Rail. It 
provides numerous “speak-up” channels 
through which anyone internal or external 
to the Organisation, can report concerns. 
These channels include Managers, Human 
Resources, Legal & Compliance, and the 
Hitachi Global Compliance Hotline. Hitachi 
Rail additionally uses supervisory bodies 
and other eligible recipients as speak-up 
channels within Hitachi Rail, as required 
by certain local laws and regulations. All 
speak-up channels are publicly available on 
Hitachi Rail’s external website and internally 
to employees on a dedicated Ethics & 
Compliance Page on the intranet site, 
COSMO.
 
Hitachi Rail promotes a speak-up culture 
whereby anyone can report, in good faith, 
actual or suspected violations or breaches 
of laws, regulations, Hitachi Rail’s Code 
of Ethics and Business Conduct, or any 
The Hitachi Group promotes and 
implements a corporate culture inspired 
by responsibility, sincerity, fairness, 
and ethics. The Hitachi Group’s Anti-
Bribery and Corruption Policy provides 
the foundation for all Group companies 
to ensure the strictest compliance with 
all anti-bribery and anti-corruption laws. 
On this basis, Hitachi Rail is committed 
to tackling corruption and preventing the 
risk of unlawful practices by ensuring full 
adherence with Group-level requirements 
and that all business activities are carried 
out ethically and legally.
There is a dedicated Anti-Corruption Manual 
for Group Companies and a Policy for 
Hitachi Rail to ensure compliance with anti-
bribery and anti-corruption laws. Both the 
Manual and Policy provide for due diligence 
of third parties, management of gifts and 
entertainment, and whistleblowing “speak-
up” channels for employees and other 
stakeholders to confidentially report concerns 
applicable Hitachi Rail policies, with zero 
tolerance for retaliation of any kind anyone 
who reports a concern or participates in 
an investigation. Hitachi Rail allows and 
encourages any person wishing to report 
a concern to choose the speak-up channel 
that is most suitable to their circumstances, 
or through which they feel most comfortable 
reporting their concern. 
Concerns are evaluated promptly and 
effectively by Hitachi Rail’s Compliance 
function to determine the appropriate course 
of action. If an investigation is deemed 
necessary an independent investigator 
is appointed that has the competency, 
capacity, and appropriate authority to 
manage and follow up on the concerns. 
Strict confidentiality is applied, to the 
maximum extent reasonably possible, to 
handling concerns, including investigation 
details, identity of the person reporting 
the concern, and of the other individuals 
involved.
related to bribery or corruption, and to 
mitigate and manage associated risks. 
Hitachi Rail deploys annual Ethics & 
Compliance training to its workforce, 
including governance body members and 
all employees. Annual training focuses on all 
elements of the Code of Ethics and Business 
Conduct, with a dedicated session therein 
covering anti-corruption requirements; during 
FY22 deployment, a 90% completion rate 
was achieved, correlating to some ~13,000 
individuals across Hitachi Rail who completed 
the training, including facilitated sessions 
held for production staff. During FY22, 
Hitachi Rail did not confirm any incidents of 
corruption. Through speak-up channels, one 
concern related to an alleged request for a 
bribe from a reseller was reported, and duly 
investigated. The investigation concluded that 
the allegation was not substantiated, and 
Hitachi Rail followed all appropriate controls 
in its engagement. No instances of corruption 
or bribery were confirmed.

48
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
3.2.5	Competition Law
3.2.6	Export and Trade Compliance 
The Hitachi Group Compliance Programme’s 
Fair Competition policy applies to Hitachi 
Rail. The policy reflects and expands on the 
fair competition provisions of the Code of 
Ethics, and is included in the annual Code 
of Ethics training.
Hitachi Rail engages in business across the 
world based on principles of adherence 
with the law and business ethics as well as 
fair and open competition in compliance 
with EU competition laws, and those 
of other regions in which Hitachi Rail 
conducts business. During FY22, Hitachi 
Rail appointed a Head of Competition 
Law responsible for managing competition 
law risk and compliance on behalf of the 
Organisation. This includes ensuring that 
all employees of Hitachi Rail are aware of 
their obligations under competition law and 
conduct themselves in compliance with the 
applicable rules.
The failure to comply with regulations on 
export, import, re-export or re-transfer 
of products (tangible or intangible), 
technologies, information, and services 
(hereinafter “goods”) classified as “Dual-
Use” has exposed several Companies 
to administrative and criminal sanctions, 
reputational damage, as well as significant 
financial losses.
Hitachi Rail shares the concerns of the 
international community on the proliferation 
of weapons of mass destruction and the 
excessive accumulation of conventional 
weapons. Therefore, Hitachi Rail does not 
deal in military products and is committed 
to complying with all applicable export and 
trade compliance laws and regulations.
The Hitachi Rail Export and Trade 
Compliance Programme includes Export 
Control procedures, policies, and a Manual. 
The programme is applicable to all Lines of 
Business (LoB) and Hitachi Rail Companies to 
prevent, manage, and monitor the risk of non-
compliance with applicable legislation and 
regulations on export, import, re-export, or 
re-transfer of goods classified as “Dual-Use”. 
The Export and Trade Compliance meets the 
standard controls required by the Regulation 
in force and is based on best practice andthe 
European Commission Recommendation.
To reach its target, Hitachi Rail exercises 
Export and Trade Compliance due diligence 
against any possible illicit transactions and 
ensured that no products are provided, and 
no trade is carried out in any country or any 
entity in violation of laws and regulations.
Hitachi Rail holds two active EU General 
Export Authorisation (EUGEA) licenses issued 
in May 2020. During FY22, it applied 
for and secured four EU Individual Export 
Authorisation licenses for export of materials 
from Italy to projects in the United Arab 
Emirates, Turkey, and Peru. 
All Hitachi Rail employees are required to 
operate in full compliance with the laws and 
regulations in force and training opportunities 
to reinforce a culture of compliance are duly 
offered. 
The Compliance function, under its Export 
and Trade Compliance programme, 
collaborates cross-functionally with 
Engineering, Industrialisation, and 
Operations to ensure that all Hitachi Rail 
products are properly assessed, reviewed, 
and classified under applicable law and 
regulation. 
During FY22, Hitachi Rail had no instances 
of non-compliance related to product 
classification. Hitachi Rail completed the 
classification of all its rail control products 
initiated in January 2019. The relevant 
functions engaged in the export and trade 
compliance programme, on a continual 
basis, ensure updates to classifications per 
new versions of products released and/
or additional products as they are added 
to the portfolio. Rail control manufacturing 
sites in Italy (Tito, Pistoia, Naples), France 
(Riom), and the USA (Batesburg) manufacture 
products bound for export that require 
classification. Hitachi Rail conducted analysis 
on ~700 products during FY22. 
No instances of non-compliance with laws 
and regulations have been registered by the 
appointed Legal and Compliance function, 
during the FY 2023.

49
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
3.2.7	 Data Protection and Cybersecurity
Hitachi Rail takes great care in ensuring 
compliance with all relevant privacy 
and personal data protection laws and 
regulations in effect wherever it does 
business. The Group has developed distinct 
approaches for IT security, managing data 
protection on the one hand at a Corporate 
level, including GDPR, and on the other 
hand, at a Project/Customer level.
Privacy and GDPR
Hitachi Rail proactively manages personal 
data lawfully and ethically in compliance 
with current local privacy laws and best 
international practices with reference to the 
NIS Directive, Network and Information 
Security Directive (see EU 2016/1148) 
or EU Cybersecurity strategy. The privacy 
policies and procedures across Hitachi 
Rail entities, notices, and other customer 
agreements clearly define the data 
collected, why it is being collected, who 
has access, and for how long. Hitachi 
Rail seeks to process only the minimum 
data required. Personal data processed 
in the systems is secured appropriately 
and treated maintaining the privacy of 
employees, partners, and customers 
globally. 
Hitachi Rail implements its Personal Data 
Protection governance model, aligned 
to GDPR principles and international 
best practices, in all countries in which 
it operates, standardising personal data 
processing and granting the highest level 
of compliance with local laws. Hitachi 
Rail’s governance model provides for the 
appointment of a Data Protection Leader, 
Committee, and Data Protection Officer 
where required. In the event of data 
transfer to third parties or in the context 
of projects execution, Hitachi Rail data 
protection and privacy specialists work 
closely with teams across the Organisation 
to maintain compliance with data privacy 
standards and to ensure that any data is 
used in an ethical manner.
The second guideline introduced by 
Customer Data Protection concerns the 
security process in the business area. 
Critical Infrastructures (CIs) are the physical 
and virtual assets essential for the effective 
functioning of Society and the national 
economy. 
Cybersecurity activities are aimed at 
protecting the System and minimising risks 
related to misuse of data and abuse of 
confidential information by authorised/
unauthorised personnel having malicious 
intents, exposing passengers and personnel 
to risk of harm and/or impacting the 
continuity of operations. These security 
activities are managed by a Security 
Management Systems, based on IEC 
62443 standards. The Security Process 
is implemented during all the phases of 
the Project lifecycle, following the general 
principles of Prevention, Detection and 
Reaction.
The process evaluates and monitors the 
Cybersecurity Risk Level by managing all 
the cybersecurity activities, in accordance 
POLICIES, PROCEDURES AND AWARENESS
PHYSICAL SECURITY
PERIMETER NETWORK DEFENCE
INTERNAL NETWORK DEFENCE
HOST SECURITY
APPLICATION SECURITY
DATA SECURITY
with the contractual requirements, best 
practice, standards and laws. The aim of 
the Cybersecurity Risk process consists 
in protecting transportation system 
information, minimising risks related 
to Data Confidentiality, Integrity and 
Availability, and it is designed based on 
the Defence in Depth approach, where 
concentric domains are identified and 
protected:

50
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Protection of Hitachi Rail's IT assets
 
The Cyber Security & IT Risks Unit 
(or Cyber Security Unit) proposes 
Information Security objectives and 
defines countermeasures to protect data, 
systems, and product/service in line with 
Hitachi Rail’s business strategies, policies, 
standards, and guidelines to implement 
the Information Security framework, IT 
security risk management, and training 
programmes. It also maintains day-by-
day operations to ensure monitoring & 
detection of any threats, managing risk 
mitigation with IT systems, and conducting 
any security incident response when 
needed; finally, the Unit co-ordinates all 
annual Information Security and Cyber 
Security audits, technical assessments, and 
mitigation reviews.
The central document for its activities 
is Hitachi Rail's "Information Security 
Management System (ISMS) Documentation 
Framework," which is essential to ensure 
that all activities are conducted according 
to well-defined criteria. 
The Cyber Security function collaborates 
with other relevant Corporate functions 
(e.g., Legal and Compliance, Risk 
Management) to ensure the implementation 
of the Organisation's IT security objectives. 
However, the Cyber Security function 
handles compliance issues separately, 
focusing primarily on security incidents 
Honolulu Metro
Cyber Security Strategy
 
The Security and Control System (S&CS) 
Unit defines the Cybersecurity strategy to 
apply, the level of detail of the Security 
Risk Management activities, and any 
learning needs. Output of this activity is 
the Cybersecurity Management Plan, and 
the list of Cybersecurity Risk Assessment 
carried out every year for achieving the 
tolerable risk level. 
In FY22, the S&CS Unit published the new 
Cybersecurity Process on the Global Business 
Management System (GBMS) Platform. 
The Process ensures cyber protection of 
Signalling Generic Products (GP), Generic 
Applications (GA), Specific Application (SA) 
and Turnkey Systems developed by LoB Rail 
Control for Hitachi Rail Customers. 
and vulnerabilities. All these events are 
recorded in an internal log, to track each 
incident and the related corrective actions 
taken. When events threaten the continuity 
of business operations, the Enterprise Risk 
Management function takes control and 
works in synergy with the Cyber Security 
function to ensure a prompt response and 
an effective solution.
During the FY, Hitachi Rail passed both 
the Cyber Essentials Basics and Cyber 
Essentials Plus assessments, obtaining 
the renewal of the certifications and 
demonstrating the effectiveness of the 
protection against the growing threat of 
cyber-attacks.

51
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
3.2.8	Fiscal Transparency
Hitachi Rail follows rules for transfer pricing 
management and manages transfer pricing 
in accordance with the Organisation for 
Economic Co-operation and Development 
(OECD) Transfer Pricing Guidelines and 
the laws and regulations on transfer pricing 
in each country or region where Group 
companies are located.
For Intercompany projects, the margin 
allocation between group companies, 
decided at contract award, must comply 
with Arm’s Length principle and other 
transfer pricing principles provided by 
OECD.
Each Group legal entity involved in 
Intercompany projects is remunerated in 
accordance with the functions performed, 
assets used, and risks assumed in the 
transaction. The “commercial route” for 
the Projects is decided also taking into 
consideration the tax implications. During 
the contracts execution the monitoring is also 
aimed at identifying possible adjustments, 
where appropriate.
3.2.9	Internal Audit
A dedicated Internal Audit function - with an 
onsite presence in Italy, UK, US, and Japan - is 
in place for the entire Organisation to oversee 
the proper implementation of the Internal 
Control System and its continuous updating. 
The function, in line with the industry best 
practices, operates in accordance with an 
annual Audit Plan that is drafted with a risk-
based approach, and it’s formally approved 
by the ARCC (Audit, Risk, Compliance 
Committee) and the SEC (Senior Executive 
Committee) at the beginning of the financial 
year. The Plan is periodically reviewed and 
updated considering the state of company’s 
risks and specific business requirements. 
In FY22, Internal Audit carried out 47 audits 
mostly relating to operational matters, like 
turn-key projects and internal processes, and 
compliance matters.
Furthermore, Internal Audit is charge of 
testing J-SOX9 controls in accordance with 
Hitachi requirements. J-SOX requires the 
implementation and operation of a large set 
of controls over financial reporting. In FY22, 
Internal Audit tested 938 controls regarding 
the main financial processes like close the 
books, purchase to pay, order to cash, etc. 
Testing activity is performed for the legal 
entities located in Italy, France, US, Australia, 
UK, Japan and in the main STS branches. 
The results are periodically shared with Senior Management and Hitachi.
9 A Japanese regulation based on international frameworks like SOX, Sarbanes and Oxley Act, in the US.
Hitachi Rail ships Train 1 of the Class 800 series from its factory in Kasado, Japan

52
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
3.3 Risk Management Process and Internal Control System
Hitachi Rail has a dedicated Enterprise Risk 
Management function that collaborates 
with the Compliance function on assessing 
relevant risks. Enterprise Risk Management 
(ERM), belongs to the Integrated Risk 
Management Framework (IRM) and applies 
this common framework10 to provide 
reasonable assurance to the Organisation’s 
senior executive and ARCC that an effective 
risk management system is in place. This 
includes the identification and management 
of potential events that may affect enterprise, 
projects and programmes. 
The ERM structure comprising Lines of 
Business, Regions, and Technical Risk 
Areas (Operational and Organisational 
Resilience) ensures enterprise risks and 
opportunities are managed in an integrated 
way across the Organisation, covering 
the key interdependencies. ERM is a 
10	 All best practices and external applicable standards were taken into account and monitored by Internal functions in designing, reviewing and implementing Policies and GBMS, such as:
	 • ISO 31000:2018 Risk Management Principles and Guidelines;
	 • ISO 9001:2015 Quality Management System European Standard;
	 • COSO (Committee of Sponsoring Organisations of Tradeway Commission) 2004, updated in 2017.
multidirectional, iterative process in which 
almost any component can and does 
influence another. Hitachi Rail’s ERM Process 
constitutes of the following steps:
• Landscape evaluation - refresh Risk and 
Opportunity Portfolio and prioritisation of 
Key Risk Themes and Technical Risk Areas;
• Risk assessment - risk identification, 
risk analysis (before and after the 
risk response) and risk Evaluation 
(prioritisation of focus on key risks);
• Treatment - action plan identification;
• Monitoring - risks and actions progress 
monitoring;
• Reporting - periodical reporting of ERM 
insight and summary to Senior Executives 
and ARCC. (Audit Risks and Control 
Committee).
Risk assessment is a key step of the 
process, when ERM function supports Risk 
Owners in the identification/update of 
specific risks and opportunities belonging 
to the main processes and strategic 
objectives. Risks are firstly considered 
in their ‘inherence’ and then evaluated 
and prioritised with the Risk Owners who 
oversee setting the proper Risk Response 
on which ERM can assess effectiveness 
of mitigation and detective actions and 
controls. ERM Function defines impact and 
likelihood scales with associated criteria for 
the Risk Analysis and assesses the velocity 
of impacts, calculating the risk score 
accordingly in order to align the Global 
Risk Portfolio. As a result, Risk Owners are 
required to provide mitigation plans to be 
monitored over the time.
The main categories of the Hitachi Rail Risk 
and Opportunity Portfolio include:
• Strategic (incl. Climate Change & ESG 
Readiness) - strategic threats;
• Financial - financial concerns;
• Operational - inefficient and ineffective 
operations;
• Regulatory (incl. HSE and Human 
Rights) - compliance with legal and 
regulatory requirements.
Ethics, integrity, and transparency put Hitachi Rail’s values into action
Makoto (Sincerity) – (誠)

53
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
ERM annually refreshes the Hitachi 
Rail Risk and Opportunity Portfolio and 
prioritises the Key Risk Themes to Deep 
Dive in line with Mid Term Management 
Plan; these will undergo response 
identification and mitigation plans. 
The ERM framework is continuously 
updated, and the dedicated ERM function 
is committed to monitor Hitachi Rail’s 
enterprise profile, technically guiding 
Risk Owners and Risk Champions and, 
whereas possible, supporting them 
useful methodologies and tools to be 
implemented in the next future.
On March 2023 ERM provided, first to 
Senior Executives and then to the ARCC, 
an update on five Key Risk Themes:
1. Production Capacity
2. Supply Chain Resilience 
3. Energy Supply & Inflation
4. Geopolitical evolution
5. Climate Change & ESG (further 
details in the next paragraph).
During FY22 Compliance partnered 
with Procurement to assess and analyse 
sanctions-risks across Hitachi Rail’s supply 
base and engaged in broader discussions 
of corruption and compliance-related risk 
assessments.
The assessment resulted in the 
development and deployment of an 
appropriate risk model, embedded in 
a single platform, for due diligence 
during supplier qualification, specifically 
screening against any red flags for 
Hitachi Rail team and the new 100% electric train for British operator LUMO
any association with corruption risks 
for entities (and their ownership and 
management) in Hitachi Rail supply chain. 
This platform, Jaggaer, was launched in 
February 2023.

54
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
3.3.1	 Responding to ESG Risks and Opportunities 
During FY22, the team assessed Climate 
Change & ESG Readiness as a crucial 
element of the Risk and Mitigation strategy 
and shared these results with the ARCC. 
This comprehensive Risk Theme raised 
several risk factors and facets related to 
ESG targets and the potential risk resulting 
financial losses and reputational damage 
due to unavailability of resources, product 
and processes roadmap or low business 
function commitment. 
ESG Risks are a priority for the 
Organisation and their inherence with 
regard to the overall exposure of the 
industry where it operates, is high. 
However, Hitachi Rail monitors and 
reinforces its risk responses to reduce risks. 
As a result, Hitachi Rail has introduced:
• A Carbon Neutrality Roadmap on 
its main and most emission-intensive 
facilities (see section 2.1 “ESG 
Roadmap and Targets” and 
5.2 “Environmental Goals and 
Decarbonisation Path” for further details);
• A Vehicle Product Approach, with an 
extensive Life Cycle Assessment and ECO 
Design to Hitachi Rail product Portfolio 
and the willing to obtain for flagship 
projects the PAS 2080:2016 Certification 
(Carbon Management Infrastructure).
Other relevant areas for Hitachi Rail ESG 
Risks mitigation actions relate to its Supply 
Chain, which is progressively assessed 
through Ecovadis (see section 3.4 
“Towards a Sustainable Value Chain”) and 
the review of the current CapEx approval 
process to consider ESG as a source of 
risk and/or opportunity. 
During FY22, Hitachi Rail has started its 
path to enhance and better detail in the 
ERM System ESG Risks, adopting a holistic 
approach that leverages sustainability 
materiality analysis and sustainability 
context overview, and will result in an 
overall update of the Hitachi Rail Risk and 
Opportunity Portfolio.
ESG is playing a key role in defining 
a renewed perception of risks and 
opportunities in the Corporate 
environments. From a mainly financial and 
compliance perspective, Risk Management 
Processes have been turning into a 
comprehensive framework: the integration 
of ESG factors is assured through 
structured processes at both Corporate 
and Hitachi Rail levels, which includes 
analysing of the sustainability context, 
identifying priorities (e.g. materiality 
analysis), implementing specific actions 
in support of sustainability goals and 
reporting. At each stage of the process, 
alignment on respect for human rights 
is considered a fundamental element in 
pursuing sustainable success.
Adopting sustainability indicators 
within the entire value chain is central 
to the approach to report on the results 
achieved, to anticipate decisions and to 
guide actions.
The CSR&S and ERM functions work 
together to identify risks and opportunities 
and to evaluated by setting several 
techniques and tools.
Hitachi Rail offices in Kasado

55
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Climate-related Risks and Opportunities
Hitachi Rail considers climate related risks and opportunities as a major commitment. Hitachi Rail is willing to implement TCFD recommendations and has started from this year its path to 
transparently disclose upon those recommendations (for further details please read “TCFD Reference Table”).
Aligning this will to the Corporate’s endorsement of the recommendations and, on a local level, the path towards UK MCD compliance, Hitachi Rail has identified its main climate risk and 
opportunity areas with regard to 2 different Climate Scenarios:
Specific actions have been undertaken both 
at global/local level to mitigate risks and 
enhance opportunities:
• Specifically, develop and market more 
energy-saving railcars and battery powered 
railcars for non-electrified sections;
• Strengthen railway services through digital 
utilisation such as dynamic headway (flexible 
operations in response to passenger demand) 
and new mobility services like MaaS;
• Ensuring the competitiveness of the business by 
focusing on sustainable activities according to 
international standards (i.e. EU Taxonomy) also 
increases the ability to access capital and ESG-
driven investments, both for internal and external 
business projects;
• Respond with an integrated view of business 
management that includes the management of 
production sites and the decarbonisation of plants 
and offices;
• Given the increasing frequency of natural 
disasters, take risk aversion into account 
when deciding the location and equipment 
layout of a new plant;
• Keep an eye on the supply chain in 
strengthening the ability to respond to 
business disruption risks.
• Compliance with EU Legislations and timely response with effective and 
sustainable products is crucial to stay in the market.
• Competitiveness will decline if there are delays in the development of 
innovative emission-reducing technologies (for examples dynamic headway, 
flexible operations in response to passenger demand, and new mobility 
services like MaaS).
• Demand will grow for railways, which emit less CO2 per distance covered. There 
will be a shift to energy saving railcars from conventional models, the efficiency 
of railway services will be improved through digital utilisation and through the 
provision of sustainable mobility systems based on alternative multi-modal energy 
vehicles. Data usage will also boost demand for new mobility services.
• Innovative technologies should also encourage a shift in demand for long-
distance public transport to less impactful modes of transport, i.e. rail (in EU 
countries in 2018, rail accounted for only 0.4% of both greenhouse gas (GHG) 
and CO2 transport emissions and for 2% of transport energy consumption).
• Demand for electric powered transport will gradually increase even 
without tighter energy regulations, causing high exposure and costs.
• Damage from typhoons, floods, and other natural disasters caused by 
climate change will rise sharply.
• The high frequency of natural disasters will exacerbate damage to 
facilities, worsen working environments, and disrupt supply chains 
leading to delays in deliveries and the procurement of components.
• Transport systems more resilient to natural disasters can be developed. 
Competitiveness can be enhanced by providing added value, as 
energy-saving railcars and new technologies.
• Increased control over the supply chain (also over their physical 
location and Organisation) can be achieved through supplier 
assessments aimed at covering these topics.
Risks
Risks
1)	 The business environment and major risks and opportunities 
under the 1.5°C scenario:
2)	 The business environment and major risks and opportunities 
under the 4°C scenario:
Opportunities
Opportunities

56
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Hitachi Rail is continuously supporting 
its programme to transform Supplier 
Management capabilities as part of a 
broader Procurement improvement agenda. 
As part of its continuing efforts to transform 
Supplier Management capabilities, Hitachi 
Rail is striving to:
• Implement and operate a global supplier 
qualification process for Rail to qualify 
supply base against a defined set of 
criteria, improve visibility of key risks 
(including Sustainability) and enable the 
on-going tracking and management of 
suppliers against these criteria and risks;
• Support the improvement of quality and 
risk management of the supply base;
• Drive more effective performance 
management with suppliers with a 
particular focus on tracking performance 
against key sustainability metrics;
• Work collaboratively with suppliers to 
define and implement innovative solutions 
that support sustainability.
These support a broader Procurement 
agenda which will improve visibility, 
monitoring and defining improvement 
actions on key risks in Supply Chain, with a 
particular focus on CSR and Sustainability, 
and decarbonisation.
3.4	Towards a Sustainable Value Chain
3.4.1	 Supplier Governance and Guidelines 
The Hitachi Rail Supply Chain & Procurement 
teams work within the framework of the Code 
of Ethics and Supplier Code of Conduct to 
responsibly and effectively source, procure 
and contract with suppliers based on the 
Procurement Strategy and in line with its 
Supplier Quality procedures.
Code of Ethics and 
Supplier Code of Conduct
The Code of Ethics and Supplier Code of 
Conduct set out specific requirements which 
must be followed by everyone working for or 
with Hitachi Rail. The Code of Ethics is fully 
deployed across all areas of Hitachi Rail, while 
the Supplier Code of Conduct is in place for the 
UK and Japan business areas and expanded 
in Italy in FY22. For Hitachi Rail’s business, 
the Code also reflects the commitment to 
becoming a climate change innovator. Hitachi 
Rail is committed to having all its suppliers 
conform to the Organisation standards, as well 
as to the agreed business conditions. This is 
important because it promotes customer trust 
and confidence with products and services and 
shows them that suppliers are valued partners 
in this process. Encompassing human rights, 
health and safety, environmental management, 
ethics, supplier commitment, product quality 
and data protection, policy and expectations 
are clearly explained in the document.
Hitachi Rail calls on all suppliers to act as 
ethical and responsible companies, to commit 
to the sustainability of their supply chains, and 
to promote innovation and excellence for the 
rail industry. Following the publication of the 
Code of Conduct, Hitachi Rail, in partnership 
with all suppliers, is committed to doing its 
part to provide the best for the millions of 
passengers who travel the world's rail networks 
every day, for the benefit of a more sustainable 
society.
Hitachi Rail’s SPEAK UP channel is made 
available to report any suspected violations of 
the Group Code of Ethics or any violation of 
laws and regulations during the procurement 
process (see Section 3.2.3 Whistleblowing 
Management). Hitachi Rail ensures whistle-
blower protection also in the supply chain and 
that no-one among suppliers is subject to any 
direct or indirect retaliation, illegal conditioning 
and/or discrimination of treatment of any 
kind, for having made reported in a good faith 
report of a violation.
Supplier Audits 
Hitachi Rail conducts regular audits on 
suppliers under a specific procedure which 
covers all audits, both internal and external. 
Hitachi conducts second party audits aimed 
at verifying the External Providers’ processes 
and activities. External Providers audits can 
be general (including qualification audits) or 
relevant to one project only.
This audit scope includes:
• External Provider Monitoring Audits: 
audits aimed at verifying the External 
Providers’ processes;
• External Provider Qualification Audits: audits 
performed to qualify an External Provider;
• Project External Provider Audits: audits 
aimed at verifying the External Providers’ 
processes and activities on specific projects;
• External Providers Safety Audits;
• External Providers Business Continuity 
Audits; 
• External Providers Information Security 
Audits;
• External Providers HSE Audits.

57
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Each audit can encompass one or more 
area:
• Quality
• Health & Safety and Environment
• Safety
• Information Security
• Business Continuity
• Social Accountability.
Suppliers and subcontractors are selected 
to be included in the yearly audit 
programme based on various risk-based 
decision criteria such as spend, material 
group risk (risk of what is being supplied to 
the business), impact on the overall project 
performance, impact on safety, time since 
last audit, results from internal stakeholder 
assessments on supplier performance, 
product quality (SQC) statistics or specific 
cases of request from operations. 
The frequency of audits in general is based 
on the material group provided. High risk 
categories are prioritised in the selection 
of which suppliers to audit as per criteria 
above.
3.4.2	Sustainable Supply Chain 
Sustainability sits at the heart of Hitachi 
Rail’s supply chain strategy to address 
the climate crisis and transition to a 
regenerative economic model. Most of 
the business social and environmental 
impact occurs in the supply chain. 
Through Sustainable Supply Chain 
Strategy, Hitachi Rail will drive positive 
intentions, deliver sustainable change and 
ultimately empower the achievement of its 
Sustainable Development Goals promises.
During FY22 Hitachi Rail introduced 
the model of Sustainable Procurement 
Strategy, based on externally recognised 
frameworks i.e., OECD, UNGPs. This 
will be aligned to deliver the Hitachi 
Corporate Sustainable Procurement Policy 
and wider Sustainable Development Goals 
and Agenda 2030 commitments.
Hitachi Rail, started a process to improve 
the digital carbon accounting engine 
which uses the Greenhouse Gas (GHG) 
Protocol to estimate total carbon footprint 
through a spend-based methodology, for 
the Scope 3 categories of purchased good 
and services, capital goods, and upstream 
transportation and distribution. This is 
an innovative and tailored approach 
for Hitachi Rail to solve the challenge 
of understanding the volume of Scope 3 
emissions of suppliers without, typically, 
having direct access to the Scope 1 and 2 
emissions data for these suppliers. 
Hitachi Rail has also been able to determine 
the categories of spend with the highest 
levels of carbon intensity. This gives a clear 
opportunity to focus the efforts in collaborating 
with top supply chain partners to address their 
emissions as well to track and monitor the 
progress towards carbon neutrality over time.
Meanwhile, all suppliers are being 
encouraged to register in the EcoVadis 
Ratings platform and Hitachi Rail is using 
the EcoVadis Carbon Action Module 
functionality to engage suppliers in 
climate action, build capability and collect 
primary data. This will provide a better 
understanding of suppliers' sustainability 
and decarbonisation practices, strengths, 
and areas for improvement.
Screening of Hitachi Rail’s risk distribution per theme - EcoVadis IQ: 
Screening of suppliers using the EcoVadis IQ platform which profiles and maps our supply base for 
environmental, social and ethical risk using inherent industry & country sustainability risk profiles.
Assessment of sustainability performance of supplier – EcoVadis Rating: 
Actual assessment of suppliers based on risk and supplier materiality through the registration 
in the EcoVadis ratings platform.
Assessment of carbon performance of partner - Carbon Scorecard:
Monitoring of the carbon performance of rated supplier eligible for the Carbon Scorecard.
1
2
3
Hitachi Rail supplier mapping through EcoVadis is composed of the following main steps:

58
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Screening of Hitachi Rail’s risk 
distribution per theme - EcoVadis IQ:
 
Hitachi Rail screened over 6,800 suppliers 
using the EcoVadis platform, representing 
95% of its total annual third party spend. 
This screening provides critical insights 
on the inherent risks profile of suppliers in 
terms of the industries they work in and 
the countries in which they operate and 
allows Hitachi Rail to have a holistic CSR & 
Sustainability risk profile to focus resources 
and prioritise the highest potential risks.
In FY2022 Hitachi Rail uploaded and 
assessed 6,802 partners ranging in 199 
industries and 52 countries, registering a 
10% increase with respect to last year.
It should be noted that the figure “In 
progress” also includes suppliers being 
re-assessed. The reassessment process 
has shown significant improvement in the 
Assessment of sustainability 
performance of supplier – EcoVadis 
Rating: 
Through a defined implementation plan 
based on risk and supplier materiality, Hitachi 
Rail today has over 759 top suppliers fully 
registered in the EcoVadis ratings platform, 
providing detailed visibility of their CSR & 
Sustainability performance. This marks an 
increase of 281 (63% increase) new suppliers 
screened for environmental, social, and ethical 
criteria. Today, 50% of annualised Procurement 
spend at Hitachi Rail is covered by Rated 
suppliers, an increase with respect to the 30% 
covered last year. Over the year, Hitachi Rail 
will continue to expand the number of suppliers 
invited to join the platform, providing essential 
information on the performance of supply 
base, and forming a basis for a broader 
Sustainable Procurement strategy.
OVERVIEW
	
6,802 	 Partners
	
199	 Industries
	
52	 Countries
	
84%	 Have a score of 45 (good) or higher
	+4.25pts	 Average Improvement points of 
rated suppliers since Hitachi Rail 
Implementation
	
61%	 of suppliers reassessed have 
improved their overall score in 
the last 12 months 
61
19
20
57
4
45-100
3
16
5
15
0-44
0-44
0-44
45-100
45-100
Improve
Stable
Ragress
Evolution of reevaluated suppliers (%)
score of the suppliers involved, showing a 
shared commitment and the development 
toward a common path.
	
Rated	
In progress
	
759	
178

59
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Assessment of carbon performance 
of partner - Carbon Scorecard:
Around 9 in 10 of Hitachi Rail’s suppliers 
on EcoVadis are eligible for the Carbon 
Scorecard and of those, 49.5% of them are 
rated as Intermediate or above.
More on supplier assessment integration in business practices:
• EcoVadis was formalised in a Group Indirect Sourcing 
procedure and EcoVadis Rating was incorporated in the UK 
Supplier Selection Board (SSB) therefore, the EcoVadis rating 
(where applicable) for suppliers is included in the supplier 
selection decision alongside other selection criteria;
• A specific training section on EcoVadis was held, involving 167 
people from procurement staff from around the Globe. 4 sessions 
were delivered in total, each covering different regions. 
Given the nature of Hitachi Rail’s global business presence, the 
Organisation manages a large and diverse supply base covering 
multiple areas of spend including:
• Materials – purchase of circuit boards, mechanical and plastic 
parts, wayside equipment, cables, racks, cabins, industrial PCs, 
on-board equipment and electromechanical components;
• Services – facility management and HSE, payroll services, 
professional and ICT services, logistics services and travel;
• Business services – engineering and development services and 
RAMS activities (reliability, maintenance, availability and security);
• Turnkey projects and subcontracts – systems such as 
installation systems, telecommunications systems, auxiliary 
braking systems, power supply and systems, supervision and 
control systems, depots for equipment, signalling systems, rails 
and civil works.
An overview of the regional distribution of supplier base can be 
found below:
69.0
18.0
1.4
11.5
0.1
Europe
Africa
Asia
Americas
Oceania
Supplier distribution (based on spending) (%)
Hitachi Class800 series - Bicycle storage

60
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Hitachi Rail and Partners Awards
Partner Turntide Technologies recognised for innovative and sustainable technology solutions
Turntide is doing outstanding work developing and manufacturing the battery system prototype for Hitachi Rail’s 
reduced emissions hybrid and tri-brid trains, and this year was awarded the prestigious Queen's Award for Enterprise in 
Innovation.
It will be the preferred supplier to design and supply traction battery systems for Hitachi Rail’s intercity battery 
train trial. 
A proud partner, Hitachi Rail celebrated Turntide at the Hitachi Rail Global Partner Day for its collaboration with DB ESG 
on a battery systems design project, in line with the joint vision to support decarbonisation on the railway.
3,000 suppliers come together at Hitachi Rail Global Partner Day
At the global Partners Day, Hitachi Rail highlighted the importance of sustainability and decarbonisation to over 3,000 
suppliers.
They recognised five key supply chain partners for their contributions. DB ESG and Turntide Technologies were praised 
for collaborating on a battery systems design project for railway decarbonisation. Daeyang Electric Limited was 
acknowledged for delivery, quality, and global collaboration. Mors Smitt was celebrated for delivering significant 
weight savings, enhancing quality and reliability.
Anixter received the Strategy Partner of the Year award for their global accounts team and commitment to 'Made in the 
USA' content.

4
Social Impact

62
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Chapter 4:
Social Impact
Hitachi Rail aims to build an environment 
where talent from diverse cultural 
backgrounds, experiences, and ideas play 
an active role in cultivating a common 
identity in all employees worldwide so they 
may share the values of Harmony, Sincerity, 
and Pioneering Spirit that comprise Hitachi 
Rail’s core mission.
The Organisation works with constant 
commitment to ensure, on the one hand, 
the continuity of service and, on the other, 
the protection of the health and safety of all 
workers engaged in various capacities in 
the various activities. 
Hitachi Rail’s workforce is managed by the 
HR function, guided by a set of HR policies 
and a strong labour structure, defined in 
alignment with Corporate policies and 
guidelines as well as with regional and local 
requirements. 
4.1	Our People
The Organisation is managed at global 
level, across LoBs and geographical 
boundaries, with the support of all 
Operational HR units for all employee 
related matters. All Hitachi Rail’s employees 
are recorded into the Organisational 
Chart, which provides a clear description 
of the mandates of each role, ensuring 
consistency with the Mid-Term Strategic 
Plan, and encouraging collaboration across 
organisations, regions and generations, 
by building an equitable and inclusive 
Organisation where diverse talents are 
able to play an active role.
The structure allows Hitachi Rail to 
actively engaging in regular dialogue 
with employees regarding opportunities, 
training, and career development through 
its Global People Management System, as 
well as through regular dialogue between 
managers and employees. 
As Hitachi Rail grows, the Organisation 
expands and changes to accommodate and 
foster synergies among the markets and 
businesses in which it operates.

63
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
4.1.1	 Human Capital 
The Hitachi Rail workforce is shown in 
the following tables, where employee 
categories are broken down by gender, 
geographical location, professional 
categories, education, age, seniority, and 
types of contracts. All quantitative data 
referring to human resources are to be 
understood in terms of headcount as of 
31 March and never in terms of full-time 
equivalents (FTE). Unless explicitly stated, 
all HR data are disaggregated by region to 
ensure both granularity and readability of 
tabular and graphical formats.
Number of workers by region
Hitachi Rail employees are located all 
around the world and its workforce is 
grouped in several different regions, with 
36% of the workforce concentrated in 
Italy – constituting of a region itself due 
to the concentration of workforce - a 26% 
in the EMEA (Europe, Middle East, and 
Africa) region and 21% in Japan. This year 
confirms the trend of a growing workforce 
in the EMEA. The remaining workforce is 
in the US and Canada (10%) and in the 
APAC (Asia Pacific) region representing 7% 
of the total workforce.
NUMBER OF WORKERS BY REGION
FY21
FY22
MEN
WOMEN
TOT
% W
MEN
WOMEN
TOT
% W 
Italy
4,056
735
4,791
15.3%
4,218
774
4,992
15.5%
Japan
3,359
317
3,676
8.6%
2,632
242
2,874
8.4%
EMEA
2,979
571
3,550
16.1%
3,019
575
3,594
16.0%
USA & Canada
762
238
1,000
23.8%
973
319
1,292
24.7%
APAC
793
168
961
17.5%
844
169
1,013
16.7%
Total
11,949
2,029
13,978
14.5%
11,686
2,079
13,765
15.1%
Data reporting is based on the Company's local system of records, in accordance with existing local controlling models.
36.3
20.9
26.1
9.4
7.4
Italy
APAC
Japan
EMEA
USA&Canada
Employees as FY22 (%)
ECOA interior work

64
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Professional categories
58% of Hitachi Rail’s employees fall 
into the white-collar category, of which 
women, accounting for 15% of the total 
workforce, represent 17%. 
The proportion of women in the Executives 
category is increasing over the years, 
registering a 15% increase this year 
(specifically with an increase of 2 
people) compared to the previous fiscal 
year, and a 30% increase in the Middle 
Management category (specifically 175 
people).
This snapshot, which is new to previous Reports, is in line with Hitachi Rail's ongoing 
commitment and journey to certify itself in compliance with ISO 30415: 2021.
WORKFORCE BY GENERATION
FY22
MEN
WOMEN
TOT
% W 
Traditionals (1926-1945)
3
1
4
25.0%
Baby Boomers (1946-1965)
1,499
245
1,744
14.0%
Generation X (1966-1985)
6,689
1,199
7,888
15.2%
Generation Y (1986-1995)
2,762
515
3,277
15.7%
Generation Z (1996-2005)
733
119
852
14.0%
For the first time this year, Hitachi Rail also reports the classification of employment level by 
age in the table below.
WORKFORCE BY GENERATION
FY22
<30
30-50
>50
TOT
Executives
-
69
112
181
Middle management
-
722
680
1,402
White collars
909
4,824
1,787
7,520
Blue collar
646
2,838
1,178
4,662
Total
1,555
8,453
3,757 13,765
Hitachi Rail monitors its ability to retain talent by tracking the years of seniority of its 
employees, i.e., the number of years they spent within the Organisation. Roughly 42% of 
Organisation workforce has been employed by more than 10 years.
SENIORITY
FY21
FY22
MEN
WOMEN
TOT
% W 
MEN
WOMEN
TOT
% W 
< 5 years
4,097
773
4,870
15.9%
4,177
840
5,017
16.7%
5-10 years
2,256
501
2,757
18.2%
2,494
474
2,968
16.0%
11-15 years
1,552
243
1,795
13.5%
1,283
242
1,525
15.9%
16-20 years
1,458
243
1,701
14.3%
1,325
237
1,562
15.2%
21-25 years
696
66
762
8.7%
803
101
904
11.2%
> 25 years
1,890
203
2,093
9.7%
1,604
185
1,789
10.3%
Total
11,949
2,029
13,978
14.5%
11,686
2,079
13,765
15.1%
PROFESSIONAL 
CATEGORIES
FY21
FY22
MEN
WOMEN
TOT
% W
MEN
WOMEN
TOT
% W
Executives
171
13
184
7.1%
166
15
181
8.3%
Middle Management
1,382
118
1,500
7.9%
1,832
293
2,125
13.8%
White Collar
6,303
1,571
7,874
20.0%
6,651
1,349
8,000
16.9%
Blue Collar
4,093
327
4,420
7.4%
3,037
422
3,459
12.2%
Total
11,949
2,029
13,978
14.5%
11,686
2,079
13,765
15.1%
As far as the age distribution is concerned, 61% is aged between 30 and 50; 27% over 
50, while the remaining 12% are employees under 30 years old.
AGE
FY21
FY22
MEN
WOMEN
TOT
% W
MEN
WOMEN
TOT
% W 
< 30 years
1,362
264
1,626
16.2%
1,304
251
1,555
16.1%
30-50 years
7,309
1,293
8,602
15.0%
7,142
1,312
8,454
15.5%
> 50 years
3,278
472
3,750
12.6%
3,240
516
3,756
13.7%
Total
11,949
2,029
13,978
14.5%
11,686
2,079
13,765
15.1%
By considering the distribution over generations, the Hitachi Rail's workforce is made of 
a majority of Generation X employees.

65
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Hitachi Rail aims to build long-term 
relationships with each of its employees; 
the quota of employees with an open-
ended contract reached 96% in FY2021 
and remained stable ever since. The 
overall number of employees globally has 
seen a small decrease versus last year, 
with 98% of the FY22 employees now 
employed on full-time contracts. 
As can be seen from the tables, the trend 
by region shows an increase in hiring with 
open-ended contracts for the Italy and 
APAC regions, despite overall decrease in 
staffing for FY22 compared to FY21. 
For Italy, EMEA and USA & Canada 
regions open-ended contracts increased 
for the female corporate population.
OPEN-ENDED AND 
FIXED CONTRACTS
ITALY
JAPAN
EMEA
USA&CANADA
APAC
TOTAL
FY21
FY22
FY21
FY22
FY21
FY22
FY21
FY22
FY21
FY22
FY21
FY22
No. of open-ended contracts 
4,790
4,992
3,427
2,524
3,370
3,459
1,000
1,291
890
935
13,477
13,201
	
of which men 
4,055
4,218
3,141
2,323
2,833
2,908
762
972
738
786
11,529
11,207
	
of which women 
735
774
286
201
537
551
238
319
152
149
1,948
1,994
No. of fixed-term contracts 
1
-
249
350
180
135
-
1
71
78
501
564
	
of which men 
1
-
218
309
146
111
-
1
55
58
420
479
	
of which women 
-
-
31
41
34
24
-
-
16
20
81
85
Total
4,791
4,992
3,676
2,874
3,550
3,594
1,000
1,292
961
1,013
13,978
13,765
FULL-TIME AND 
PART-TIME
ITALY
JAPAN
EMEA
USA&CANADA
APAC
TOTAL
FY21
FY22
FY21
FY22
FY21
FY22
FY21
FY22
FY21
FY22
FY21
FY22
No. Full-time employees 
4,723
4,925
3,635
2,843
3,455
3,494
999
1,286
945
993
13,757
13,541
	
of which men 
4,045
4,208
3,322
2,603
2,947
2,979
761
971
787
837
11,862
11,598
	
of which women 
678
717
313
240
508
515
238
315
158
156
1,895
1,943
No. Part-time employees 
68
67
41
31
95
100
1
6
16
20
221
224
	
of which men 
11
10
37
29
32
40
1
2
6
7
87
88
	
of which women 
57
57
4
2
63
60
-
4
10
13
134
136
Total
4,791
4,992
3,676
2,874
3,550
3,594
1,000
1,292
961
1,013
13,978
13,765

66
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
The table shows a positive trend in the 
number of full-time contracts among 
employees, especially in the Italy and 
USA & Canada regions - with a particular 
attention to female workforce - and APAC. 
The female trend is overall positive for 
both part-time and full-time contracts, 
while for men the figure is overall static.
11 Please note that the categories “Trainees” and “Workers with a project contract” fall into the definition of “workers who are not employees” according to GRI 2-8 and therefore are not included in the total.
OTHER CONTRACT 
TYPES11
ITALY
JAPAN
EMEA
USA&CANADA
APAC
TOTAL
FY21
FY22
FY21
FY22
FY21
FY22
FY21
FY22
FY21
FY22
FY21
FY22
Temporary workers 
233
218
859
740
34
27
-
-
1
1
1,127
986
	
of which men 
206
186
752
641
16
15
-
-
1
1
975
843
	
of which women 
27
32
107
99
18
12
-
-
-
-
152
143
Contracts of different 
categories 
1
119
-
-
266
503
-
-
-
24
267
646
	
of which men 
1
101
-
-
231
448
-
-
-
18
232
567
	
of which women 
-
18
-
-
35
55
-
-
-
6
35
79
Total
234
337
859
740
300
530
-
-
1
25
1,394
1,632
Trainees 
28
31
8
4
34
40
-
-
-
-
70
75
	
of which men 
19
13
3
3
23
32
-
-
-
-
45
48
	
of which women 
9
18
5
1
11
8
-
-
-
-
25
27
Project contracts 
-
-
273
344
-
-
-
-
-
-
273
344
	
of which men 
-
-
273
344
-
-
-
-
-
-
273
344
	
of which women 
-
-
-
-
-
-
-
-
-
-
-
-
Hitachi Rail employees

67
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
4.1.2	 Relations Management 
Industial Relations is the management 
of interactions between a company 
and its workers, unions, and other 
stakeholders with the aim of fostering 
a peaceful, equitable, and productive 
work environment. Hitachi Rail promotes 
respect for fellow employees, honesty, 
and collaboration, emphasising the need 
of building an atmosphere of trust and 
respect, to ensure that workers' rights are 
protected and that opportunities for career 
progression and development are provided. 
805s - Stafford station
Hitachi Rail manages employment 
relationships with its employees 
according to the labour laws and 
collective bargaining agreements 
in place in the different countries where 
operates. 
The percentage of total employees 
covered by collective bargaining 
agreements changes according to the 
country; for example in Italy and France it 
is 100%, while for the United Kingdom it 
accounts for 69.6%. 
Where employees are not covered 
by collective bargaining agreements, 
the Organisation determines working 
conditions and terms of employment by: 
• identifying roles in line with 
business needs; 
• determining salaries based 
on levels of responsibility and 
technical skills; 
• and benchmarking pay rates 
(either nationally and/or locally, 
depending on the role). Benefits are 
determined based on existing similar 
internal roles and industry trends.

68
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Industrial Relations in Italy
Industrial Relations in France
In Italy policies are aimed at fostering an 
inclusive and diverse work environment 
through active listening practices, such 
as surveys and focus groups to gather 
employees feedback and opinions, 
and procedures to ensure safe work 
environments, minimising accidents and 
promoting a culture of safety among 
all levels of management. Additionally, 
the business is amenable to discussion 
and negotiation to come to reasonable 
agreements and forge enduring partnerships 
based on trust with workers representatives. 
The Annual Meeting represents a pivotal 
event in Hitachi Rail's commitment and 
agenda to fostering strong industrial 
and labour relations, bringing together 
representatives from all unions and the 
CEO, providing a platform for open 
dialogue and exchange of ideas. The 
outcomes include agreements reached 
with labour unions addressing business 
bonuses for the success of the prior fiscal 
year and future objectives, making it 
In the case of France, the bargaining 
system does not require one to be 
unionised to benefit from a collective 
agreement. At the national and company 
level, all collective agreements are 
automatically binding on the total of the 
population. The French national metal and 
steel sector is going through a period of 
major reforms in the national collective 
agreement involving major changes in 
a new grading system, working hours, 
health plan, and working hours.
According to French law all companies 
with more than 300 employees publish 
possible for the Organisation and its 
employees to have greater incentives and 
alignment. Representatives from all Unions 
work with Hitachi Rail's management on a 
crucial platform called the "Osservatorio 
Strategico" to get in-depth understanding 
of its business perspective. 
For FY23, Hitachi Rail will continue to 
schedule frequent meetings with Unions 
every 3 months, alongside corporate 
representatives, evaluating and assessing 
progress towards objectives; arranging 
Unions meetings; keeping regular training 
sessions with Unions to discuss learning 
requirements and signing contracts 
for government funding to encourage 
skill development; holding regular 
meetings with Unions every six months to 
discuss pertinent issues, introduce new 
departments, and check smart working; 
arranging a meeting to discuss Survey 
2023 findings and putting into practice 
a corresponding action plan to improve 
employee engagement and satisfaction.
annual data on equal pay for men and 
women, according to age, seniority, 
and category. These data are measured 
according to a scoring system that takes 
into consideration several factors, aware 
of the importance of gender equality and 
equal pay, Hitachi Rail has obtained a 
rating of 85/100.
In addition, Hitachi Rail through the 
"Goodwill/Benevolence at Work Charter": 
implements good relations among 
employees by promoting better and caring 
management, which is implemented 
through training and the hiring process.

69
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Hitachi Rail adopts an inclusive culture, 
embracing and celebrating diversity in 
its workforce by valuing differences in 
colleague backgrounds, age, gender, 
sexuality, family status, disability, race, 
nationality, ethnicity, and religion. Hitachi 
Rail places paramount importance on 
Diversity, Equity, and Inclusion (DEI) as 
pivotal drivers for sustainable business 
growth and societal advancement.
It embraces and celebrates diversity in its 
workforce, recognising that it is a catalyst 
for understanding markets, fostering 
creativity, and driving innovation.
4.2 Diversity, Equity and Inclusion 
Aligned with broader Hitachi Group 
initiatives, Hitachi Rail pursues several 
key themes to enhance DEI:
• cultivating a truly global workforce with 
diverse talents from around the world;
• enhancing capabilities to better serve 
global customers, improve operations, 
and explore new markets;
• harnessing diversity to foster innovation 
and creativity;
• attracting and retaining top talents 
through a supportive and inclusive work 
environment;
• ensuring employee engagement and 
alignment with the Group's strategic 
vision.

70
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Over the past Fiscal Year, Hitachi Rail has 
achieved notable progress in its pursuit 
of DEI objectives, in line with the DEI 
targets of the Organisation to increase 
gender balance and representation in 
Hitachi Rail and to communicate 
diversity inside and outside of the 
Organisation:
• the number of female employees 
has increased by 80;
• the percentage of women in 
managerial positions has grown 
by 2.6%;
• the internal communication and 
dialogue on DEI to address biases 
was intensified;
HITACHI RAIL GENDER EQUALITY SURVEY 2022
FY 22 vs. FY 21
Satisfaction in current job
+10%
Barriers in achieving career goals
-6%
Being treated by colleagues differently due to gender
-4%
• the diversity of "ambassadors" 
for External Communications was 
fostered;
• additional learning resources 
on DEI for employees' benefit were provided.
By fostering a culture of inclusion and 
empowering employees from diverse 
backgrounds, Hitachi Rail strives to create 
a vibrant and dynamic workplace, driving 
innovation, and delivering wide social value. 
The 2022 annual Gender Equality 
Survey showed improvements in key 
indicators. Comparing results to the previous 
year, for respondents identifying as women, 
results to highlight include:
Hitachi Rail Europe employee

71
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Looking ahead, Hitachi Rail will continue 
to strive for improvements across the range 
of DEI goals.
In line with the key themes at Hitachi Rail 
the ambitions over the next two years 
include:
• Talent – ensure the workforce diversity 
reflects the local communities Hitachi 
Rail serves and operates in;
• Systems and Structures – ensure 
systems, policies and practices are 
equitable and unbiased;
• Culture – Further provide learning 
opportunities for Hitachi Rail’s people 
to develop the skills and competence 
needed to create and sustain an 
inclusive workplace.
Also, including actions to achieve these 
ambitions such as:
• updating gender categories and pro-
noun selection to be inclusive for all;
• launch talent acceleration and mentoring 
programmes with a primary focus on 
women;
Women's History Month - 
Celebrating Hundreds of Hitachi Rail Voices
In Hitachi Rail Diversity, Equality and Inclusion are also communicated through real stories. Here’s a selection 
of Women's History Month celebrating the voices of hundreds of Hitachi Rail colleagues worldwide.
I. L. is advancing STEM studies and careers for people with diverse backgrounds. Hitachi Rail Installation Engineer, I. L. was 
honoured as one of five "10,000 Degrees" alumni for her efforts to voice the advancement of STEM studies and careers. She 
says, “What excites me about the future of the rail industry is seeing how one of the oldest modes of transportation is evolving 
to become faster and greener in many different areas while connecting many individuals across the globe.”
M. L., a Supply Chain Director, has worked for Hitachi Rail for nearly 50 years. She started her career in a clerical role and 
made her way to director level. Determined, diligent, and enamoured with manufacturing, M. knows this business is where 
she is meant to be. She says, “My advice to other women: seek a mentor early on who has travelled a similar path to support 
people’s journey. The best trait, in anyone, is to activity listen to gain knowledge”.
Hitachi Rail's S. D. is a Test and Validation Engineer from Newton Aycliffe factory in the UK. She recently spent nine months 
collaborating with the University of Birmingham on an innovative Digital Twin project, which allows rail engineers to conduct 
testing without using real trains on a live track. A project that could have huge benefits for passengers and the rail industry, 
including reducing costs and disruption.
• develop Employee Resource Groups to 
create forums and provide feedback to 
shape future actions; 
• launch of a new Employer Brand 
development strategy with the aim of 
correctly communicates and best reflects 
Hitachi Rail’s values and principles to all 
potential talent.
In addition, the Hitachi Insights survey and 
other employee feedback opportunities 
will continue to provide valuable insight 
to measure progress and further shape 
priorities.

72
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
People with disabilities
In Italy, Law no. 68/99 introduced the 
key concept of “targeted” employment 
where successful appointments are made 
by analysing positions, forms of support, 
positive actions and solutions to issues 
related to the work environment, tools and 
interpersonal relations that a person would 
experience in the role.
In Japan, the law mandates that a 
certain percentage of the workforce 
must constitute people with disabilities. 
Hitachi Rail provides opportunities and 
positions both in office-based roles and in 
production roles. 
In the United States, it is common practice 
for customers to require the mandatory 
allocation of a percentage of the contract 
to DBEs (Disadvantaged Business 
Enterprises), which are regulated by 
federal and state departments.
PERCENTAGE OF PEOPLE 
WITH DISABILITIES 
BY REGION
ITALY
JAPAN 
EMEA 
USA&CANADA
APAC
FY21
FY22
FY21
FY22
FY21
FY22
FY21
FY22
FY21
FY22
% of men with disabilities 
4.83%
4.77%
0.95%
1.25%
0.23%
0.13%
 N/A 
 N/A 
0.10%
0.00%
% of women with disabilities 
7.61%
5.35%
4.42%
5.99%
1.75%
1.39%
 N/A 
 N/A 
 - 
0.59%
The table below shows the total number and percentage of the workforce represented by people with disabilities in Central and 
Eastern Europe, the Middle East and Western Europe.
Worker in a UK depot

73
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
4.3 People Development and Care
Hitachi Rail has adopted a People 
strategy that aims to make 
employment with Hitachi Rail a 
functional tool to promote the 
worker's work-life balance and 
enhance family leisure time, whilst 
protecting their health and well-being. 
Its health benefits cover Health Care 
to supplementary social security, and 
occupational and non-occupational 
accident policies. And, the Corporate 
Welfare Plan increases the purchasing 
power of families without increasing 
their taxable income by incorporating 
sustainable mobility, supplementary 
healthcare, and smart working into the 
benefits programme.
‘People Care’ Concept
Hitachi Rail’s “People Care” concept 
applies to employees’ wellbeing as both 
professionals and individuals. People Care 
is linked to Hitachi Rail’s “Total Reward” 
strategy, based on tangible and intangible 
measures to create a working environment 
where employees can continuously 
gain experience, develop skills, forge 
relationships, and find motivation.
The programme actively supports 
relationships between managers, 
employees and colleagues. Support 
services, such as flexible work schedule, 
special arrangements with local 
entertainment and sports centres, benefits 
such as health insurance, accident 
insurance, company-car, employee 
scholarships, corporate welfare, canteen 
and breakfast areas, and celebrations of 
successful projects are just some of the 
tools accessible to full-time and part-time 
employees across regions.
Moreover, employees can benefit from 
exclusive discounts and agreements 
on selected services and products, 
enhancing their overall well-being with 
a comprehensive support system, also 
offering psychological assistance on 
various aspects of life, as well as legal, 
fiscal, and social welfare guidance from 
experts in the relevant fields. 
These initiatives collectively exemplify 
Hitachi Rail's dedication to nurturing a 
thriving and supportive work environment, 
ensuring that its employees flourish both 
personally and professionally. The services 
offered are:
• remote and face-to-face listening 
and support: anonymous and 
confidential psychological support 
provided by listening professionals, both 
remotely and face-to-face, on various 
topics, including: managing life changes, 
self-esteem, relationships, inclusion and 
diversity, personal well-being;
• legal, fiscal and social welfare 
support: legal, fiscal and social 
welfare information service, provided by 
experts in the social welfare sector and 
by lawyers and accountants enrolled in 
the relevant professional registers;
• agile working method continues 
to gain satisfaction and engagement in 
Italy with the participation of the staff of 
all offices. "Smart working" continues to 
favour the need to reconcile work-life in 
full compliance with business activities 
and objectives;
• bonus upon completion of certain 
seniority in the Hitachi Rail through 
the candidacies of some employees, 
who have distinguished themselves in 
their professional and working career, in 
the recognition of the "Stella al Merito", 
an annual award for workers with at 
least 25 years of seniority promoted by 
the Ministry of Labour.

74
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Parents at Hitachi Rail
Parental leave is recognised and guaranteed 
to workers throughout all of Hitachi Rail. 
Hitachi Rail grants parental leave in 
accordance with legislation, collective 
agreements, and internal policy. Beyond 
the limits imposed by law and in line with 
Sustainable Development Goals 5 (Gender 
PARENTAL LEAVE12,13
FY21
FY22
MEN
WOMEN
MEN
WOMEN
Total number of employees that took parental leave
170
100
137
99
Total number of employees that returned to work in the reporting 
period after parental leave ended
171
80
100
73
Total number of employees that returned to work after parental leave 
ended that were still employed 12 months after their return to work
152
83
93
77
Equality) and SDG 8 (Decent work and 
Economic growth), Hitachi Rail supports 
its employees when they become parents 
and promotes work-life balance in daily 
activities. At the Organisation level, a total 
of 236 employees took parental leave in the 
reporting period, marking a -12% decrease 
compared to last year.
Hitachi Rail, as part of the continuous 
improvement of its reporting systems, has 
started an in-depth methodology for the 
representation of parental leave metrics. 
Through the provision of Welfare credits via an 
accessible online platform, parents gain access 
to a diverse array of goods and services. Also, 
the availability of summer recreational and 
12 The number of employees who took parental leave during the year may not coincide with the number of employees who returned to work during the same year or with the sum of the latter plus the number of 
employees still on leave at the end of the reporting period, as in some cases the leave may have started and ended in two different reporting years.
13 All table data related to US & Canada region are not available due to privacy national requirements.
cultural stays for employees' children further 
underscores Hitachi Rail's commitment to 
promoting a harmonious work-life balance. 
The establishment of CRAL (Workers' 
Company Recreational Clubs) adds to the 
enrichment of both Hitachi Rail's people and 
the community through local recreational 
and cultural initiatives.

75
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Strategy to Action: 
Focus on People Care Initiatives in France
In Hitachi Rail, the People Cares concept focuses on employee wellbeing, as professionals and as individuals. Here's a snapshot of examples from 
France that put Hitachi Rail's People strategy in practice.
Recruitment: all employees involved in the hiring process receive training in non-discrimination, ensuring fair and unbiased candidate evaluation. A Charter for Diversity and Equal 
Opportunities is distributed to all participants, fostering an inclusive environment. Hitachi Rail actively integrates a disability/handicap programmes, demonstrating support for individuals 
with diverse abilities. Moreover, Hitachi Rail collaborates with associations like "Elles bougent" to promote technical professions to a female audience, encouraging greater gender 
diversity in the workforce.
Equal Pay: Hitachi Rail upholds its commitment to equal pay by regularly reminding managers of their obligations. The Organisation diligently rechecks allocated increases to reduce 
pay gaps and mitigate the impact of maternity/paternity leave on careers and pay differentials. Furthermore, extended paternity paid leave is provided to support work-life balance.
Training: Hitachi Rail ensures employees receive appropriate training tailored to their personal situations. Employees in positions of responsibility are offered individualised support through 
training or coaching. Additionally, the Organisation supports employees with childcare costs during training sessions that necessitate a modification in their parental arrangements.
Work/Life Balance: Hitachi Rail offers "extended parental leave" funded by the untaken paid leave account, allowing employees to accompany the arrival of a child. Flexibility in 
working hours is provided through part-time work options, with equal treatment emphasised between full-time and part-time employees. Hitachi Rail also collaborates with inter-company 
crèches to support work-life balance.
Agreement on Smart working: the successful experience of homeworking during the pandemic has led to an updated agreement promoting employees' well-being and attracting 
demanding candidates. The minimum seniority required to access smart working is leveled down, and the flat-rate allowance for professional expenses is increased.
Agreement on Health Plan: Hitachi Rail updates its Health plan in line with the French steel and metallurgic industries reform, aligning some benefits with the new national 
collective agreement while maintaining existing favorable benefits.
Provision of Rest Days for Employees' Parents: Hitachi Rail allows employees to donate paid leave anonymously to colleagues facing parental tragedies, providing 
compassionate support.
Professional Equality Index: Hitachi Rail publishes its professional equality figures annually, with a grading of 85/100, as required by French Law to ensure pay equality and fair 
treatment based on gender, age, seniority, and grading.

76
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
4.3.1	 Talent Acquisition 
Over the past 12 months, Hitachi Rail 
has strategically prioritised three crucial 
aspects to strengthen and optimise 
its employment strategy, ensuring the 
attraction and retention of top talent while 
fostering a positive and inclusive work 
environment.
Applicant Tracking System Systems 
and Processes: a primary focus 
has been on the implementation and 
improvement of the Applicant Tracking 
System (Workday) throughout Hitachi 
Rail, outside of Japan. This modern system 
has been carefully embedded into the 
recruitment process to enable a consistent 
and efficient approach. By leveraging the 
functionalities of Workday, Hitachi Rail’s 
recruitment teams have been empowered 
to deliver the required talent to internal 
stakeholders promptly. 
Recruitment Marketing: recognising 
the significance of a compelling employer 
brand and effective recruitment marketing, 
Hitachi Rail has proactively engaged in 
initiatives to present itself as an employer 
of choice in the industry. Developing and 
showcasing captivating content that brings 
to life the essence of Hitachi Rail and its 
workforce is a key aspect of this effort. 
To Convey the Hitachi Rail value 
proposition, the team makes strategic 
use of various channels including Hitachi 
Rail’s Careers Site (www.hitachirail.com/
careers) and other third-party platforms 
like LinkedIn and Glassdoor to provide 
up-to-date and relevant information to 
potential candidates. Hitachi Rail also 
values and actively seeks feedback 
from individuals who engage with these 
platforms, understanding that genuine 
conversations contribute to continuous 
improvement. 
This open and responsive approach has 
led to increased engagement, a surge in 
job applications, and positive ratings, 
reinforcing Hitachi Rail's employer brand 
and making it a preferred destination for 
top talent.
Employee Value Proposition 
(EVP) and Employer Branding
Realising the pivotal role of a strong EVP 
and employer branding in attracting and 
retaining talent, Hitachi Rail has diligently 
worked on defining its EVP for the first 
time. This process, nearing its conclusion, 
will serve as the guiding foundation 
for highlighting themes and values that 
resonate with all employees, fostering a 
sense of belonging and pride in being part 
of Hitachi Rail.
As part of its employment strategy 
evolution, the Organisation is also actively 
developing a new employer brand identity 
that aligns with its strategic vision and 
cultural values. This step is seen as essential 
in enhancing Hitachi Rail's ability to 
attract the right talent who align with its 
ethos and aspirations. By presenting itself 
authentically and appealingly to potential 
candidates, Hitachi Rail endeavours to 
continue flourishing with a diverse and 
skilled workforce, propelling its growth and 
success in the dynamic railway industry.
Azuma at Gleneagles

77
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
4.3.2	Learning, Career Development and Performance Management 
During the fiscal year 2022, Hitachi 
Rail made significant advancements in 
establishing an integrated framework of 
learning processes. Building upon the 
previous year's efforts, the Organisation 
successfully completed a comprehensive 
global learning needs analysis process, 
capturing the Organisation's competency 
demands Hitachi Rail's Learning & 
Development Department initiated a 
systematic process to collect, analyse, and 
prioritise learning needs throughout the 
development of key competencies as a 
priority for Hitachi Rail's growth and success.
Learning
During FY22 Hitachi Rail increased training 
hours in almost all countries by deploying 
global, regional and specific initiatives as a 
result of the "Global Learning Needs Analysis" 
process. This enabled the collection and 
analysis of learning needs through the direct 
involvement of business stakeholders in order 
to build a framework for the implementation of 
training initiatives to support the development of 
necessary skills. The outcome of the process has 
generated Hitachi Rail global learning plan. 
Despite an overall reduction in training hours 
globally, training hours have increased in 
Italy, in the USA & Canada, and in the APAC 
region, with the exception of Japan.
TOTAL HOURS OF TRAINING BY GENDER AND REGION
ITALY
JAPAN
EMEA
USA & CANADA
APAC
AVERAGE
M
W
M
W
M
W
M
W
M
W
M
W
AVERAGE
FY22
71,209
15,346
87,080
10,209
46,344
6,359
6,906
2,495
16,219
3,169
227,759
37,578
265,338
FY21
50,166
8,746
269,689
31,619
49,114
6,882
4,094
1,618
9,518
2,330
382,581
51,195
433,776
AVERAGE HOURS OF TRAINING BY GENDER AND REGION
ITALY
JAPAN
EMEA
USA & CANADA
APAC
AVERAGE
M
W
M
W
M
W
M
W
M
W
M
W
AVERAGE
FY22
16.9
19.8
33.1
42.2
15.4
11.1
7.1
7.8
19.2
18.8
19.5
18.1
19.3
FY21
12.4
11.9
80.3
99.7
16.5
12.1
5.4
6.8
12.0
13.9
32.0
25.2
31.0
AVERAGE HOURS OF TRAINING BY GENDER AND PROFESSIONAL CATEGORY
FY21
FY22
MEN
WOMEN
TOTAL
MEN
WOMEN
TOTAL
Executives
8
9
8
12
19
12
Middle managers
94
31
89
43
29
41
White collars
54
31
49
28
24
27
Blue collars
9
3
8
6
3
6
Total average
32
25
31
19
18
19

78
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Hitachi Rail provides its employees with a wide 
range of training activities covering various 
topics and business areas. This year, the main 
areas covered by training were “Technical-
Specialist Training” (34%), “EHS, Quality” 
(18%), “Language Training” (14%), and 
“Human Rights and Ethical Aspects” (14%).
It also continues to invest in technical 
and professional upskilling, including 
14 Hitachi Rail ensures compliance with regulatory obligations through training pursuant to Presidential Decree n. 137 of 7 August 2012 for personnel registered in the national register of engineers, allowing 
employees with power of attorney to sign projects/specifications/reports to remain proficient in their roles.
HOURS OF TRAINING PER CONTENT
FY21
FY22
Technical-specialist training
215,962
49.8%
91,068
34.3%
Language training
115,447
26.6%
38,460
14.5%
Managerial training
11,737
2.7%
18,912
7.1%
EHS, Quality
42,460
9.8%
46,623
17.6%
Human Rights and Ethical Aspects
41,033
9.5%
36,642
13.8%
Other
7,137
1.6%
33,633
12.7%
TOTAL
433,776
100.0%
265,338
100.0%
role-specific training for engineers with 
power of attorney14, certifications in 
safety-critical skills, special processes 
in vehicle manufacturing, and non-
destructive testing. 
This year, it launched a training 
programme for all Lob Vehicles workers 
to ensure professional updating and fulfil 
contractual training requirements.
As part of Hitachi Rail’s sustainability 
agenda, the Learning team added 
the “Introduction to Climate Change” 
e-learning to its activities, which has been 
designed to inform all employees of the 
importance of getting a proactive approach 
and sense of responsibility toward climate 
change.
In March 2022 Hitachi Rail launched 
the first global course on environmental 
impact to become a Climate Change 
Innovator, developed by Hitachi 
Rail’s CSR&S Department. This was 
disseminated worldwide as mandatory 
training for all Hitachi Group employees 
(more than 360,000 employees). It 
offers an opportunity to provide ideas 
or proposals on how to support the fight 
against climate change in the daily life 
and for business activities. As part of the 
training, Hitachi Rail collaborated with 
Treedom, the first platform in the world 
that allows each participant to plant a 
tree from a distance and follow its growth 
and story online. 
Hitachi Rail's managerial 
development efforts in FY22 
focused on various training initiatives to 
enhance leadership and organisational 
effectiveness. These initiatives include:
• LEAD – Leadership Enhancement 
and Development Programme: this 
programme aims to support managers in 
areas such as Effective Communication, 
Feedback & Difficult Conversation, and 
Development Culture. The goal is to 
equip managers with concrete tools for 
effective people management, and the 
training programme was launched in 
FY22, continuing throughout FY23;
• BAIC – Building an inclusive 
culture: Hitachi Rail implemented the 
global BAIC programme in FY22 to 
develop inclusive behaviours based on 
the Organisation’s values and Diversity 
& Inclusion (D&I) policies. Creating an 
inclusive culture is crucial for the success 
of the corporate strategy, improving 
interpersonal interaction methods at 
all levels for increased personal and 
collective performance;
• Business Continuity: Business 
Continuity (BC) refers to Hitachi Rail’s 
ability to continue its operations in 
adverse events. To ensure organisational 
resilience and responsiveness, several 
remote workshops were organised 
involving resources assigned to support 
BC, such as the Regional Emergency 
Boards (REB), simulating critical situations 
for effective management;

79
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
• HSE Leadership Excellence: 
numerous sessions of the "HSE Leadership 
Excellence" training course were provided 
to improve the culture of health and 
safety within the Organisation. Leaders 
were made aware of the importance of 
HSE for themselves, their teams, and the 
Organisation as a whole, emphasising 
how behaviours influence the HSE culture. 
Practical advice and tools were provided 
to promote a positive HSE culture and 
effective conversations on health and 
safety;
• Project Management: a series 
of Basic and Advanced Project 
Management sessions were launched 
in FY22, involving colleagues working 
within project teams. Additional modules 
like PM Leadership, Stakeholders 
Management, and Contract 
Management were designed based 
on global training needs analysis to 
encourage a strong project management 
culture.
Hitachi Rail continues to invest in technical 
and professional upskilling, including 
certifications in safety-critical skills, special 
processes in vehicle manufacturing, and 
non-destructive testing. The Organisation 
also launched an impressive training 
programme for all Lob Vehicles workers 
to ensure professional updating and fulfil 
contractual training requirements.
Furthermore, Hitachi Rail ensures 
compliance with regulatory obligations 
through training pursuant to Presidential 
Decree n. 137 of 7 August 2012 for 
personnel registered in the national 
register of engineers, allowing employees 
with power of attorney to sign projects/
specifications/reports to remain proficient 
in their roles. These comprehensive 
training initiatives demonstrate Hitachi 
Rail's dedication to employee development 
and organisational excellence.
Think responsibly, 
act sustainably
Hitachi Rail considers 
Sustainability a core 
part of its heritage and 
mission, aiming to create 
a better society for future 
generations. To promote this 
value, the company offers 
a course on Sustainability, 
SDGs, and CSR, available 
in four languages for all 
employees.
The course takes an engaging approach to encourage understanding and 
commitment to real change in thinking and living.
The Learning and Development (L&D) strategy focuses on increasing learning 
opportunities within the Organisation, fostering a culture where employees actively 
seek growth in their competences and contribute their knowledge to the company. 
Projects are underway to train employees in transferring knowledge through a 
train-the-trainer approach, empowering a sense of belonging and reducing training 
costs while investing in upskilling people with new competences.
Additionally, initiatives have been implemented to raise employees' awareness 
of environmental matters, including e-learning modules on SA8000 and Climate 
Change, as well as face-to-face courses on environmental topics like waste 
management.

80
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Performance
The Global Performance Management 
process is performed for employee and line 
manager, facilitated by the HR department, 
as part of the “People Development 
Cycle”. The aim of the Global Performance 
Management process is to improve people 
performance through SMART goals with 
clearly defined and shared performance 
expectations, continuous feedback and 
coaching to support the improvement of 
the High-Performance culture based on the 
current Mid-term plan and the organisational 
business needs. 
From FY22,Hitachi Rail has introduced 
regional calibration meetings to improve the 
data consistency for the global calibrations, 
ensuring alignment amongst the evaluation 
process whilst observing cultural differences. 
Regional managers took part in regional 
calibrations to review the performance 
ratings of their own teams, supported by 
their regional HR operations referent. 
A common and integrated Hitachi Rail 
Global Performance Management process 
represents one of the main pillars of the 
new Talent Management Framework, as 
does the launch of the Group Talent Review 
Process. Both processes aim to align the 
characteristics, behaviours, and aspirations 
of each individual with business goals and 
business challenges.
The Talent Review process aims to: 
• promote potential, performance, and 
a development-oriented culture in the 
Organisation; 
• identify suitable actions to be 
implemented for the enhancement of 
people’s talents and growth also through 
Development Plans; 
• ensure a pipeline of talented people at 
all organisational levels; 
• retain talents, ensure continuous 
improvement of skills, and support 
individual needs;
• calibrate of the rating distribution so 
as to be balanced at global level. This 
process provides managers with the 
opportunity to focus and discuss the 
accomplishments and strengths and 
development needs of their collaborators 
and teams (Talent Review).
PERCENTAGE OF EMPLOYEES 
RECEIVING REGULAR 
PERFORMANCE REVIEWS (%)
FY21
FY22
MEN
WOMEN
AVERAGE
MEN
WOMEN
AVERAGE
Executives
100
100
100
96
100
97
Middle Management
100
100
100
100
99
100
White Collars
94
89
93
96
88
95
Blue Collar
85
91
85
78
82
78
Total
91
90
91
90
88
90
The following table shows the percentage of employees by gender and professional category 
who received a regular performance management review during the reporting period.

81
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
4.3.3 Employee Engagement 
Hitachi Rail provides several engagement 
tools for its employees to effectively 
communicate the Organisation's growth and 
development path and listen to and respond 
to the employee voice.
Hitachi Rail’s internal communication strategy 
is linked directly to the global strategic 
objectives. It connects employees with their 
shared direction and purpose and keeps 
them up to date with business achievements. 
The communication channels are available 
in up to five languages, recognising the 
diversity of Hitachi Rail‘s people. They are:
• COSMO: a global intranet accessible 
to all Rail employees: updated regularly 
with one site dedicated specifically to 
Sustainability and CSR topics;
• This Week on COSMO: weekly email to 
all employees with links to latest COSMO 
news;
• regular video announcements and 
written messages about Strategic 
and Engagement themes;
• screens at production sites for 
employees without regular access to PCs;
• large scale video conferences with 
senior leaders;
• employee app: two-way communication 
with polling and real time alerts 
mechanism.
During FY22, the Internal Communication 
Function aimed to inspire, motivate, and 
engage colleagues to reach their goals 
by delivering communications into several 
channels - and also to support leaders and 
managers to deliver engaging and interesting 
communications - alongside promoting Hitachi 
Rail as a great place to work, with a focus on 
Wellbeing and Diversity and Inclusion. 
Employees accessed COSMO more than 8 
million times in FY22, keeping up-to-date with 
COSMO news daily through a combination of 
direct and indirect channels, including emails. 
Themes of communication included: 
Employee Wellbeing, including safety, 
mental and physical health and Diversity, 
Equity, and inclusion; Employee Voice; 
Reward and Recognition including major 
awards programmes; Sustainability, in 
particular Decarbonisation; the Global 
Reorganisation Programme and Quality 
improvements. 
As part of the Hitachi Insights Survey, 
employees returned feedback on the positive 
impact of themes, in particular relating to 
Safety, Health and Wellbeing, teamwork, 
and manager effectiveness. 
In FY2023, Internal Communication will 
focus on Wellbeing as priority, this year 
with three focus areas: 
• an even stronger emphasis on 
Diversity, Equity, and Inclusion - in 
particular the attraction and retention of 
women colleagues;
• the launch of a series Employee 
Resource Groups focused on LGBQT+ 
communities, Black, Asian and minority 
ethnic and multi-faith communities;
• action to support mental and 
physical health. 
In addition, Internal Communication will 
support the introduction of a new award 
programme specifically for Hitachi Rail 
colleagues and bolster communications 
about existing Hitachi Group reward 
schemes.

82
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Measuring engagement through Hitachi Insights Survey
As a way of measuring levels of employee 
engagement (through the comparison of 
engagement drivers), every year Hitachi 
conducts a Group survey, the Hitachi Insights 
Survey. The survey is administered online 
via an external vendor. It is available for 
all Hitachi employees in many different 
languages and individual responses are 
anonymous. Some of the crucial focus 
areas are: clarity of direction, manager 
effectiveness, empowerment, diversity 
and inclusion, continuous improvement, 
teamwork, recognition and reward, 
professional growth, communication, 
engagement, mid-term management plan, 
culture, growth mindset.
The aim is to identify key strengths and 
opportunities, to improve productivity and 
help leaders analyse and communicate the 
results, as well as working together with 
team members to develop and implement 
plans that will lead to enhancing employee 
engagement and ultimately improve team 
performance.
The survey is managed across the full 
lifecycle including preparation phase, 
launch, survey management, post survey 
phase, action plan management, KPIs setting 
and action plan communication. In 2022, 
13,600 Hitachi Rail employees were invited 
to participate across all legal entities with an 
average response rate of 73% achieved.
Here are the results indicated among the top five strengths:
Teamwork 71.6%
Pride in Hitachi Rail 70.1%
Manager effectiveness 71.3%
Environmental sustainability 70.9%
Engagement 70.3% 
Following the analysis of results, managers across the Group will now work on action 
planning at team-level.
Passenger groups see the new Hitachi Rail Italy Rock trains

83
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Programmes to promote the Hitachi Rail well-being culture
Hitachi Rail runs several programmes 
to promote occupational health services 
and the wellbeing culture, including 
psychological well-being, aiming at the 
creation of a tangible value, 
functional to the individual and 
business performance: 
• BeWell - Worth and Wellness, is 
the project developed by Hitachi Rail to 
provide its employees a concrete response 
to the various and numerous daily 
problems that can affect both professional 
and personal life.
	 To mark World Mental Health Day on 10 
October 2022 Hitachi Rail provided tools 
for every team to have a conversation 
about mental wellbeing and how to care 
of it, in order to be able to find out what 
to do to feel happier, healthier and be 
able to cope with life’s challenges. 
	 This comprehensive assistance programme 
includes a professional listening for 
emotional support in both online and in-
person modes as well as legal, fiscal, and 
social welfare support. The psychological 
support service is anonymous and 
confidential and is provided by 
specialists in the field. Employees can 
schedule appointments for sessions with 
professionals working in their municipality 
of residence or preference. In addition, 
employees, or their immediate family 
members, can call a free number available 
24 hours a day, 7 days a week without an 
appointment and in total anonymity thanks 
to the possibility of using a pseudonym. 
• Tito Social Gardens: at the Tito 
Scalo plant, in an area adjacent to 
the photovoltaic plant, Hitachi Rail has 
created the first company-garden. The 
goal is to promote socialisation among 
employees even after working hours. 
	 This initiative is a symbol of the dedication 
to nurturing a holistic work environment, 
contributing to a greener planet but also 
positioning Hitachi Rail as responsible 
industry leader. 
• Hitachi’s Voice of Youth: The Voice of 
Youth team carried out a survey, asking 
Hitachi's Voice of Youth: Call to Action
1. Green Kaizen: Establish philosophy of continuous improvement of operational sustainability at all levels 
2. Awareness and Involvement: Guide employees to contribute and invite all employees to collaborate 
3. Innovation: Foster innovation by leading global coordination between R&D centers and business divisions, 
creating innovation eco-systems for the development of superior products 
4. Information and Transparency: Transparent communication on goals, actions and how these goals are 
measured. Communication of detailed objectives and how this translates to actions for employees 
5. Guidance and Education: Encourage employee training on sustainability and educate on core definitions 
and sustainable alternatives
6. Appreciation and Empowerment: Enable grass-root change through autonomous decision-making and 
reward sustainability achievements like other business goals 
7. One Hitachi: Actively encourage communication and collaboration within the Hitachi Group companies, 
leveraging on inherent diversity to share knowledge and expertise.
8. Involve Sustainability Experts: Involve Sustainability experts in processes, audits and assessments. 
Organise working groups to create awareness and train employees
9. Lead By Example: Demonstrate leadership, integrity, determination, conviction, pro-activeness, and 
commitment to make sustainability a top priority in every decision. Take strong actions and show the urgency 
and importance of this goal. 
employees how the business can achieve 
sustainability. The survey responses were 
individually analysed for core themes, 
and mapped to identify nine common 
points, which have been drafted as 
Hitachi's 'Call to Action' and form the 
basis of the manifesto. Here are nine 
points that have been highlighted:
	 Hitachi's "Social Gardens" are created 
with the purpose of fostering employee 
aggregation by promoting physical activity 
as well as health prevention, maintenance 
and care, supporting organic food 
production and traditional local vegetable 
essences, and encouraging an appropriate 
response to the need for healthy and safe 
food; small plots of company-owned land 
to be used for vegetable gardens and 
recreational gardening are assigned for 
free use upon written request. 
The ambition is to form regional committees from volunteers across all Hitachi regions 
and Business Units and look to embody the 'One Hitachi' ethos to be a truly global and 
collaborative programme and to promote the exchange of ideas between young Hitachi 
employees and emerging leaders.
Many other initiatives were launched at a local level, such as the menopause support 
and awareness programme in UK, 10,000 Steps challenge in Australia and the project 
VA.BENE in Italy.

84
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Engaging in safety
Employee engagement is also fundamental 
when it comes to Health and Safety 
issues: self-reflection plays a significant 
role in developing and strengthening 
health and safety culture. Hitachi Rail 
approaches incidents using the Kelvin 
Topset methodology ensuring root causes, 
and specific actions are uncovered to 
prevent reoccurrence. The management 
teams analyse trends on a quarterly basis to 
ensure its business reacts to emerging risks 
and improvement areas, based on live data 
captured via the Econline database. 
Consultation and participation on HSE 
issues occurs via a number of different 
methods and sources. The primary method 
for sharing information is through direct 
communication with the HSE Unit and 
direct supervisors of the workforce. 
To ensure there is a consistent approach 
for engagement, teams may need to 
establish local HSE Committees of 
appointed HSE representatives, taking 
into account regulatory requirements. 
In addition to HSE Committees, there 
are informal initiatives which aim to 
encourage the Workforce to participate 
and provide feedback on HSE matters 
related to their work activities, including 
meaningful safety conversations between 
workers and management built on trust 
Project  
VA.BENE
VA.BENE (VAlore e BEnessere) Project offers many services with great potential 
for all Italian employees of Hitachi Rail and their family members. The project was 
launched in order to promote the culture of well-being, including psychological 
well-being, oriented toward the creation of tangible, functional value for the 
individual and impact on organisational performan. 
VA.BENE project was awarded an Honorable Mention at the Challenge Safety 
Factory 2023 in May 2023 given the importance of the project.
with no fear of reprisals, risk workshops 
and Reward & Recognition frameworks 
to encourages best practice and 
participation.
Newton Aycliffe Manufacturing Facility

85
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
4.3.4 Compensation and Benefits
The employment terms that Hitachi Rail 
outlines in individual contracts are usually 
more favourable to employees than those 
defined under general labour legislations or 
collective agreements in place in the various 
countries it operates. 
Hitachi Rail has defined a total reward 
framework strategy to include the design, 
standardisation, implementation, and 
communication of pay and benefits to 
ensure it is embedded in the BU’s ways of 
working and organisational culture.
Furthermore, through the contribution of 
specialist companies in the field, Hitachi 
Rail periodically evaluates organisational 
positions comparing its remuneration 
policies with those of the reference market. 
The Hitachi Rail Rewards strategy aims to 
deliver outstanding business performance 
and superior capabilities through an 
engaged and motivated workforce. It aims 
to attract people to the Organisation by 
clearly differentiating its employment 
offering, delivered at an affordable and 
sustainable cost, in line with business goals 
and Hitachi Rail’s long-term objectives. 
In this sense, Hitachi Rail has also been 
working to digitalise all the Compensation 
processes such as salary review, bonuses 
improving the governance and freeing up 
time for the HR teams to work on more 
value-added activities.
Hitachi Rail monitors the ratio 
of basic salary between women 
to men. The reported data show different 
trends for regions and seniority levels, 
with delta limited within a maximum 
18% variation, and are by their nature 
conditioned by multiple factors over time 
(structure and perimeters of applicable 
collective agreements, local compliance, 
statistical significance of employee 
numbers, etc.). 
FY22
RATIO OF BASIC SALARY 
OF WOMEN TO MEN15
ITALY
JAPAN
EMEA
USA&CANADA
APAC
WOMEN/MEN
WOMEN/MEN
WOMEN/MEN
WOMEN/MEN
WOMEN/MEN
Executives
0.91
1.02
-
1.07
0.85
Middle Management
0.96
0.92
1.01
1.17
1.03
White Collar
0.96
0.82
1.02
0.86
0.85
Blue Collar
1.03
1.00
0.87
0.88
0.94
15 (Basic salary W / basic salary M). Computation based on basic salary expressed in thousands of euro.
Looking forward to the future, the area intends to digitalise all the compensation processes standardising the different practices across 
the countries, bringing efficiency and more transparency to the employees when feasible. The pay transparency as employees also 
demand more information about how their compensation is determined and what benefits are available to them.

86
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
4.4 Workers’ Rights and Human Rights
Hitachi Rail’s actions to pursue its ambitious 
vision to “embed and advance respect for 
Human Rights in all its activities, operations 
and value chain” follows the relevant 
regulatory standards generally shared by 
the international community, such as the 
UN Guiding Principles on Business and 
Human Rights (Human Rights Due Diligence 
“HRDD”). 
The Hitachi Rail Human Rights Policy, as 
well as its Social Accountability Policy, is 
communicated internally and available to all 
members of the workforce on Hitachi Rail’s 
Global Business Management System. The 
policy commits to develop and implement 
ongoing human rights due diligence to 
include identifying and assessing potential 
and actual human rights impacts and taking 
appropriate action to prevent or mitigate 
risks. Where it may be identified that 
Hitachi Rail has caused or contributed to a 
negative human rights impact, Hitachi Rail 
will provide for or cooperate in legitimate 
processes to provide remediation. Moreover, 
Hitachi Rail’s Social Accountability 
Policy provides the basis for the SA8000 
certification extended to its Hitachi Rail STS 
S.p.A. legal entity. 
The policy applies to all officers and 
employees of Hitachi and its consolidated 
subsidiaries and it requires its business 
partners and other relevant parties to 
respect human rights. The Group also 
represented its commitment in the Hitachi 
Group Code of Ethics and Business Conduct 
which was revised in 2023.
SA 8000
Hitachi Rail obtained the SA 8000 
certification for the Italian sites in 2021 
for the first time. This ethical certification 
effectively and openly deals with and 
regulates the social consequences of its 
operations. It also demonstrates to all 
interested parties how they implement 
labour and human rights laws and measures 
to mitigate risks across the entire supply 
chain. Hitachi Rail strongly believes that 
following the path towards a Company-
wide SA 8000 certification will help to 
improve working conditions for all its 
employees worldwide. For this purpose, 
the Organisation sets up a dedicated 
Social Performance Team consisting of 12 
members, six of which were employees 
and 6 trade union representatives. The 
team met four times during the FY22, with 
the objective of assessing the governance 
process of the certification, the related 
risks and opportunities and the evidence 
gathered. The SA 8000 certification 
guarantees that Hitachi Rail’s stakeholders 
(competitors, public bodies, customers, 
suppliers, institutions, associations) respects 
workers’ rights and commits to an ethical 
management of its business.
In line with the SA 8000 Standard, Hitachi 
Rail is committed to:
• reject the use of child labour: Do not 
resort to or support the use of child labour, 
in line with current legislation, relevant 
ILO Conventions and the International 
Convention on the Rights of the Child;
• reject the use of forced and compulsory 
labour: Do not employ or support the use of 
forced and compulsory labour, condemning 
all forms of modern slavery and prohibiting 
the employment of labour carried out non-
voluntarily including due to threats or debt;
• protect the health and safety of workers 
and their welfare: Ensure a healthy and 
safe workplace by taking all appropriate 
measures to protect the welfare of 
workers and prevent workers' accidents 
and damage to their health during their 
engagement;
• respect the right to freedom of association 
and collective bargaining: Respect and 
protect workers' freedom to associate, 
not obstruct their membership in labour 
organisations, and promote collective 
bargaining;

87
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
• respect the right to decent wages and fair 
working hours: Comply with applicable 
laws on working hours, rest and holidays, 
ensuring a decent and sufficient wage; 
• respect the principles of dignity, equality, 
and non-discrimination: Prohibit any form of 
discrimination, based on age, ethnic origin, 
nationality, political and trade union views, 
religious beliefs, sexual orientation, gender 
identity, physical and mental disabilities, 
and any other personal characteristic 
not related to the right to collective 
bargaining, gender identity, physical 
and mental disabilities, and any other 
personal characteristic not pertaining to the 
professional sphere. Comply with applicable 
laws on working hours, rest and holidays, 
ensuring a decent and sufficient wage;
• respect the principles of dignity, equality, 
and non-discrimination: Prohibit any form 
of discrimination, based on age, ethnic 
origin, nationality, political and trade 
union views, religious beliefs, orientation 
sexuality, gender identity, physical 
and mental disabilities, and any other 
personal characteristic not related to the 
professional sphere.
Hitachi Rail has established dedicated 
channels to enable reporting any suspected 
breaches of the Group's Code of Ethics or 
any violation of laws and regulations related 
to Corporate Social Responsibility, with a 
focus on maintaining high ethical standards 
and compliance with applicable laws and 
regulations. 
Human Rights Due Diligence
In FY21, to expand Human Rights Due 
Diligence throughout the entire Hitachi 
Group, Hitachi Ltd. issued the Human 
Rights Risk Management Implementation 
Manual, which sets out the entire process 
of human rights risk management practices 
for use in the practical operation of each 
Business Unit and Group Company.
In FY22, the Group welcomed a U.S. human 
rights non-profit organisation as a visiting 
lecturer and held a series of guidance sessions 
on human rights risk assessments for BUs 
and major Group companies in which the 
attendees worked on actual risk assessments. 
Hitachi Rail recently revised that Manual as the 
second edition, organising and incorporating 
knowledge obtained during the guidance 
sessions and risk management work sheets and 
other tools. Hitachi Rail is structuring itself with 
an internal cross-functional working group to 
follow and develop these issues.
Modern slavery
Hitachi Rail recognises the importance of 
identifying and preventing the action and 
causes of modern slavery in its business 
operations and supply chain. 
Hitachi Rail complies with all reporting 
requirements as it relates to modern 
slavery under local law and regulation. In 
its sixth statement, published under Section 
54 of the UK Modern Slavery Act 2015, 
Hitachi Rail detailed the steps it has taken 
to address modern slavery and human 
trafficking in the business, and it supply 
chain. Also, a separate Modern Slavery 
Statement that complies with the Australian 
Modern Slavery Act 2018 has been 
lodged with the Australian Government for 
the reporting period. 
Conflict Minerals
Conflict minerals commonly associated 
with heavy industries sector include tin, 
tantalum, tungsten, and gold. These minerals 
are essential for the production of various 
components, and their extraction and trade 
in conflict-affected areas often fund armed 
groups and perpetuate violence, contributing 
to human rights violations.
Tracing the origin of minerals throughout the 
complex global supply chains is a significant 
challenge. The train manufacturing industry 
relies on a vast network of suppliers, making it 
difficult to verify the ethical sourcing of every 
mineral used. Hitachi Rail is implementing 
responsible sourcing programmes that establish 
criteria for suppliers, encouraging them to 
source minerals from conflict-free regions. 
Hitachi Rail has adopted a policy to ensure 
that the procurement/sourcing of materials 
containing conflict minerals does not 
encourage activities of armed groups, human 
rights violations, including child labour, 
corruption and environmental destruction in 
the conflict and high-risk regions.
Hitachi Rail will persist in investigating, 
upholding the OECD Due Diligence Guidance 
for Responsible Supply Chains of Minerals 
from Conflict-Affected and High-Risk Areas 
and carrying out thorough examinations in 
accordance with the Guidance, considering 
social concerns and the responsibilities of 
corporations in the respective regions.

88
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
4.5 Occupational Health and Safety
Hitachi is committed to ensuring that 
activities are undertaken by considering 
the Safety and Health of the employees, 
contractors and individuals who may be 
impacted by daily operations. Health and 
Safety Policies are reviewed and updated 
every year to ensure focus on strategic 
objective and targets and mitigation of 
impacts. 
Employee representatives are identified in 
each legal entity of the Organisation, in 
line with legal requirements to participate 
to decision-making process in Health and 
Safety matters. One of the main tasks where 
management and workers’ representatives 
collaborate is Risk Management. 
The Health and Safety Risk Assessment and 
Environmental Aspect Evaluation follows 
concept of ISO 31000 Risk Management, 
considering the “Plan, Do, Check, Act” 
cycle, as follows:
Step 1 – Plan: Identify hazards / aspects
Considering the organisational internal and 
external context, identify the hazards and 
environmental aspects associated with the 
tasks, activities, working areas, environment, 
and personnel to be assessed. This process 
should involve observing, inspecting, 
investigating, communicating, consulting, 
and making a record of the hazards/
environmental aspect identified.
Step 2 – Do: Assess Risks 
Using the defined risk matrix when assessing 
and prioritising the risks; dealing with the 
highest priority risks first and dealing with 
lower-risks or least significant risks last. Risk 
is managed following the hierarchy of risk 
control, implement appropriate measures 
that adequately manage the hazards and 
environmental impacts.
Step 3 – Check: Monitor & Review 
Considering the following: to ensure that 
control measures have been implemented as 
intended and are adequate; to implement 
control measures which do not create other 
hazards, environmental impacts or increase 
risks. Also, no further changes have been 
implemented, risk-control is reported to be 
working effectively and risk management 
process are effectively conducted.
Step 4 – Act: Improve and Adjust 
Hitachi Rail’s Health and Safety policy is 
based on the application of the requirements 
of relevant standards, namely UNI ISO 45001 
in compliance with national and international 
regulations. Hitachi Rail’s plan is focused on 
continuously improving Health and safety 
standards.
risk assessment (e.g., analysis and monitoring 
of working activities, including the nature of 
the work, equipment, workspaces, personal 
and collective protective measures, technical 
infrastructure, and contractual issues, both for 
internal and contracted tasks).
Performance measurement is an essential 
part of the HSE Management System:
• to determine whether HSE policies, 
objective and targets have been 
implemented and achieved; 
• to check that risk-control measures have 
been implemented and are effective;
• to learn from HSEMS failures, including 
hazardous events (actual incidents, near 
misses and ill-health cases);
• to promote better implementation of plans 
and risk controls by providing feedback to 
all parties;
• to provide information that can be used 
to review and, where necessary, improve 
aspects of HSEMS.
	
C
O
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S
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LT
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LT
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C
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S
UL
T
A
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C
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S
U
LT
A
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STEP 1
Identify hazards
Management 
commitment 
STEP 3
Control risks
STEP 4 
Review control 
measures 
STEP 2
Assess 
risks
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l
 
This policy is shared with all Hitachi Rail 
personnel and all Stakeholders online and 
via the Organisation’s intranet. The initiatives 
adopted by Hitachi Rail to promote employee 
welfare in the workplace are adequate for

89
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Managing the impact on non-employees
HSE Performance
HSE Training
Additionally, considering the product and 
service delivered from Hitachi Rail, it is also 
essential to manage impacts on non-
employees. The main interaction with non-
employees is connected with partners and 
suppliers during the process of executing, 
sub-contracting and outsourcing of Hitachi 
Rail product and services.
The correct management of partners and 
suppliers starts with a strong qualification 
process to identify since onboarding 
phase their performances in matter of 
Occupational Health and Safety and 
identify OHS deficiencies could affect 
the employees and any other stakeholder 
In terms of HSE performance, the number 
of near misses and unsafe situations is 
evaluated. The consequent result of this 
strategy is to focus primarily on 
prevention of serious incidents by 
eliminating the causes identified 
for close calls and near misses. 
Furthermore, injuries are not counted 
as absolute numbers but related to 
worked hours in order to consider in the 
performances the increase or decrease of 
business activity.	
In the last three years, Hitachi Rail moved 
the HSE performance approach from 
reactive to proactive, identifying an 
increasing number of leading indicators 
that have replaced the lagging ones. In 
particular, performance evaluation is based 
on number of lost time incidents:
HEALTH AND SAFETY – KPI
FY21
FY22
Injury frequency index16
0.74
0.68
16 No. Injuries/h. worked x 200,000 ratio in the table calculated 
on recordable injuries, therefore excluding first aid cases.
To implement the above principles, 
the Organisation developed a 
dedicated process of training and 
learning practices, in collaboration 
with the functional managers and the 
HR department, ensuring that each 
country has a training matrix describing 
the needed HSE competences for each 
specific role in the Organisation. It 
includes standard HSE training elements 
as well as specific ones required by local 
regulation or projects.
involved during delivery of Hitachi Rail 
Product and Services. After onboarding 
phase and contractual phase, the Suppliers 
before site mobilisation are subject to 
specific process of preliminary acceptance 
of documentation of their SOW execution 
(HSE Plans, Method Statements etc), 
employee’s qualification and equipment 
certifications according OHS Requirements 
from local regulation and site/project. 
During execution, the Suppliers are 
subject to a continual monitoring, in order 
to evaluate the safety condition of site 
and safe deliver the outsourced process 
according Hitachi Rail principles and 
values.
Going into details with FY22 HSE data, 
trend analysis shows an increase of first 
aid reported. This is indicating a positively 
increased capability and attention to reporting 
and not a higher number of cases. In order to 
ensure accuracy, Hitachi Rail’s HSE Function 
has launched a re-baseline project to capture 
all missing first aid cases in the previous period 
and adjust the target. Furthermore, close calls 
(or “near miss”) target was achieved and 
exceeded with a number of 549. 
In addition, no incidents have been 
recorded identifying a violation of the 
Organisation’s voluntary codes related 
to HSE issues. Only one case has been 
recorded globally across the business 
resulting in a fine to Hitachi Rail from the 
authorities, due to delay in answering 
a request of information. The delay was 
caused by change of the official corporate 
email address not being communicated to 
the authorities in a timely manner.
More generally, in terms of HSE compliance, 
Hitachi Rail is aware that the creation of 
sustainable economic value, in the broadest 
sense of the term, must also be supported 
by policies, practices and information 
processes to ensure and the robustness of 
an internal control systems that guarantee 
ethics, integrity and transparency in the day-
to-day activities to comply all applicable 
laws and regulations. 
Examples of global standard training for 
FY22 are the HSE leadership masterclasses 
rolled out in connection with the leadership 
programme as part of the strategic plan for 
last fiscal period. The programme aimed to 
engage leaders and managers and ensure 
their commitment in achieving a high reliable 
safety culture in Hitachi Rail, where safety is 
spontaneous part of the day-to-day discussion 
among business leaders and workers and 
where decisions are taken considering safety 
as the number one priority.

90
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
At Hitachi Rail, the workplace is a place 
where everyone is empowered to make the 
right decisions and do the right thing to take 
care of health and safety of all. 
To help us achieve this, the Organisation 
launched Our Life Saving Rules, 
these critical risks were created through 
consultation with a variety of working teams, 
no matter who people are, where they are 
or what they do these critical risks apply to 
them.
Controls for these Life Saving Rules are non-
negotiables and work does not commence 
until these risks are controlled and all 
workers agree with the measures in place.
In terms of future HSE objectives, the 
next financial year is to strengthen 
Hitachi Rail’s global risk management 
and control processes. To ensure risk 
management is focused on essential 
control measures, a working team, with 
different backgrounds, has been formed 
and a new Risk Assessment initiative 
is underway in FY2023. This group of 
experts will:
• develop a rapid improvement programme 
for infield risk assessments;
• simplify risk assessments - modernising 
and making sham user friendly;
• educate all layers of organisational with 
risk management skills;
• standardise the approach across all the 
whole business;
• embed a culture of full disclosure 
to highlight important issues and 
opportunities to improve;
• engage with workers as problem identifiers.
Exhibition stand of Hitachi Rail

5
Environmental 
Impact

92
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Chapter 5:
Environmental Impact
Hitachi Rail uses a systematic framework 
for integrating environmental management 
practices by supporting environmental 
protection, pollution prevention, waste 
minimisation, as well as energy and 
materials consumption reduction. 
Hitachi Rail applies environmental 
management systems throughout the 
Organisation (e.g., ISO 14001) and is 
committed to reporting to all stakeholders 
on the environmental management and 
performance of the Organisation. 
5.1 Environmental Policy
Finally – to involve the entire value chain 
– Hitachi Rail is committed to promoting 
sustainable environmental practices to 
suppliers, contractors, and customers.
Its Environmental Policy places safeguarding 
the environment at the heart of its 
management and development strategies, 
with a constant and targeted commitment to 
preventing pollution and pursuing continuous 
improvements in its environmental services. 
The policy is shared with all Hitachi Rail 
personnel through the BU’s intranet.
The key principles of Hitachi Rail’s commitment are:
to prevent environmental 
pollution and to the 
protection of the environment 
relevant to its context
to identify significant environmental 
impacts of its activities, products 
and services in order to control 
and monitor impacts on the 
environments as appropriate to its 
purpose and context
to define 
indicators for 
straightforward 
performance 
monitoring
to improve environmental 
performance through the 
achievement of increasingly 
ambitious targets and objectives, 
consistently with the technological 
progress of the sector and with the 
budgeted expenses
to start an open dialogue with the Public 
Authorities, the communities and the public, 
aimed at raising awareness of the real 
environmental impacts and cooperating to 
update environmental regulations.
to improve its activities 
also for the purpose 
of reducing its overall 
impact in terms of 
climate altering emissions 
in the atmosphere
to involve staff, suppliers 
and contractors in the 
environmental issues, raising 
their awareness on this subject

93
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Etihad Rail Project
Zero Construction Footprint 
for Etihad Rail Project
The UAE-based Etihad Rail awarded a contract to Hitachi Rail in 2019 for the 
second stage of its rail network.
The Etihad Rail project, spanning 1,200km, is the first national freight and 
passenger railway network that connects the seven emirates of the UAE. The second 
stage of the project involved constructing a 605 km rail link between Ghuweifat, 
located on the border with Saudi Arabia, and Fujairah on the east coast.
Many of the environmental practices implemented in Etihad Rail construction site 
go beyond the project's compliance requirements. Among the most significant 
examples: ecological surveys were conducted in all project areas, not just those 
where it was strictly necessary. Additionally, rather than relocating the animals, 
the decision was made to avoid disturbing the habitat of the Spiny-tailed Lizard, a 
critical species identified along the planned route. 
In line with Hitachi Rail environmental policy, an ecological survey was conducted 
to ensure zero construction footprint impact on the biodiversity. Detailed 
ecological reports were prepared based on the survey findings, and one of the 
major outcomes was the identification of a critical species, the spiny-tailed burrow, 
along the planned route. As a result, a proposal was made and implemented to 
reroute the connection and avoid disturbing the active habitat of the Spiny-tailed 
Lizard.

94
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
In September 2021, Hitachi Group set 
new targets to achieve carbon neutrality 
throughout its entire value chain by 2050 
- bolstering the existing commitment to 
achieve carbon neutrality across all its 
business sites by 2030. 
In accordance with the Group's dedication, 
Hitachi Rail has made a promise to attain 
neutrality by eliminating carbon emissions 
not only from its own activities but also from 
the purchases and sales of its products and 
services. This challenging objective will be 
accomplished in collaboration with Hitachi 
Rail's customers and suppliers.
In December 2020, Hitachi Ltd. received 
validation of its emission reduction targets 
from the Science Based Targets initiative 
(SBTi), the international Organisation that 
helps companies setting emission reduction 
targets in line with the Paris Agreement 
goals of keeping mean global temperature 
to well below 2°C and preferably limit 
the increase to 1.5°C above pre-industrial 
levels. Hitachi Corporate made a 
5.2 Environmental Goals and Decarbonisation Path
commitment to reduce its absolute Scope 1 
and 2 GHG emissions by 100% by 2030 
and absolute Scope 3 GHG emissions 
by 40% by 2030, considering a 2010 
baseline. 
Reflecting the spirit of the SBTi commitment 
from Corporate, Hitachi Rail set 
intermediate goals to monitor Scope 1 and 
2 reduction progress at selected sites. Also, 
to structure a pathway applicable to all its 
facilities, Hitachi Rail is conducting a Pilot 
Analysis on seven key facilities, monitoring 
their year-on-year emission trends and 
the effectiveness of the applied solutions 
against baseline year emissions. This will 
allow the Organisation to outline the most 
efficient emission reduction roadmap for 
the remaining sites.
This year, Hitachi Rail has set a specific 
target to reduce Scope 1 and 2 
emissions by at least 5% in FY23 
compared to FY22. The target has been 
defined based on the forecasts and 
decarbonisation plan available to date.
Decarbonisation pathway
Realising these ambitions and developing a 
decarbonisation pathway means adopting 
low-carbon choices and creating solutions 
that are sustainable and compatible with 
these goals. By becoming a Climate Change 
Innovator, Hitachi Rail aims to develop 
innovative technologies and solutions that 
mark an alternative path to sustainable 
mobility, to help cities, governments and 
customers cutting carbon in the mobility sector. 
It uses a new pioneering approach towards 
technologies for designing solutions that can 
create a tangible and positive impact and a 
visible and persistent change. 
• using technology to decarbonise its 
own industrial footprint and contributing 
to carbon neutrality targets following 
Corporate adoption of Science Based 
Targets;
• driving a modal shift by making rail an 
attractive alternative and enhancing with 
Mobility as a Service;
• accelerating the decarbonisation of rail 
by creating new electrified railways or 
powering trains with batteries. 
Modal shift to alternative 
transport
A fundamental pillar in the Hitachi Rail ESG 
pathway is making rail technology the key 
element to drive through a comprehensive 
modal shift from air and automotive 
transport to railway system, a shift that 
remains one of the most impactful in terms of 
decarbonisation.
Accelerating electrification and 
battery
Furthermore, as pioneers in the rolling 
stock and digital systems, Hitachi Rail 
aims at accelerating the decarbonisation 
by creating new electrified railways or 
powering trains with batteries. 
The acceleration of electrification and the 
central role of technological innovation 
make rail transport an environmental 
frontrunner, as of today the global 
non-electrified rail transport relying on 
diesel amounts to no more than 25%.

95
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
5.2.1 Energy Efficiency and Consumption Trends
The issue of resource scarcity, triggered 
by rising demand and population growth, 
is a common concern for the entire world. 
As populations grow and living standards 
improve, higher volumes of resources are 
collected, extracted, used, and eventually 
emitted as waste.
Hitachi Rail works with customers and 
society to help building a world that uses 
resources more efficiently. 
Energy Consumption
Hitachi Rail mainly relies on electricity used 
for lighting, plant operation and building 
temperature control but also uses fossil fuels, 
such as natural gas and district heating, 
to heat workplaces. To reduce electricity 
consumption, the Organisation carries out 
constant work on its real estate assets.
It employs energy-saving lighting and 
efficient heating/cooling technologies as 
much as possible:
• installation of LED lighting systems;
• construction of envelopes and installation 
of thermal insulation for windows/doors;
• direct expansion of heating/cooling 
systems (heat pumps);
• installation of presence detectors or 
clocks/timers to control activation and/or 
deactivation of powered systems;
• improvement of the energy efficiency of 
data centres;
• promoting energy saving practises by 
reminding personnel to turn off the lights, 
their laptops and any other device that 
might consume energy.
Its total energy consumption - natural 
gas, electricity, diesel, LPG and petrol, 
district heating - amounted to 583,962 
GJ, in line with the previous year. The 
percentage of electricity derived from 
renewable sources, both purchased from 
certified sources from the grid and self-
produced, reached 54% in FY22, an 
increase of 30 percentage points with 
respect to the previous period. 
ENERGY BY 
SOURCE [GJ]17 
PRODUCTION SITES AND 
TRAIN MAINTENANCE CENTRES
 
OFFICES
 
TOTAL
FY21
FY22
FY21
FY22
FY21
FY22
Electricity 
283,028
271,050
52,283
49,837
335,311
320,886
Natural gas 
154,495
176,870
12,311
13,994
166,806
190,864
LPG and Petrol
73,892
64,321
209
202
74,101
64,523
Diesel 
3,398
2,729
3,234
4,781
6,632
7,511
District heating 
10
-
525
178
535
178
Total 
514,823
514,970
68,562
68,992
583,385
583,962
17 Data regarding 2021 differs from the one represented in the previous CSR&S Report due to a methodological refinement in data collection and processing.
Energy consumption (GJ)
Energy intensity (GJ per hour worked)
District
heating
Electricity
Diesel
LPG and
Petroil
Natural
gas
FY21
FY22
335,311
6,632
74,101
320,886
7,511
64,523
535
178
190,864
166,806
0.023
0.027
 -
0.02
0.04
0.06
FY21
FY22
During FY22, Hitachi Rail registered achievements in the LPG and Petrol, district heating 
and electricity, as a result of good practices and behaviours, and the energy-efficiency 
investments made in several regions. The graph shows the energy consumption 
trends over the two-year period. Again, the overall consumption of energy shows a 
constant trend over the year. However, by taking into account the total hours worked, 
energy intensity has gone from 0.023 to 0.027. It should be noted a refinement of 
the methodology for calculating hours worked occurred in the year in order to better 
represent the effort allocated in the year.

96
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
5.2.2 Emissions Reduction and Air Quality
Hitachi Rail is developing low-carbon, 
sustainable solutions to decarbonise 
transport around the world. Where 
railways are only partially electrified, 
Hitachi Rail is designing and building 
new batteries and hybrid trains and trams 
to cut diesel emissions and reduce the 
costs and the disruption of electrification 
programmes. The Organisation thinks 
responsibly and acts sustainably. 
As such, it is striving to deliver 100% 
reduction in its own CO2e emissions by 
2030, and a 100% reduction through the 
entire value chain by 2050.
Hitachi Ltd. has set emission reduction 
targets which have been validated by 
the Science Based Targets initiative (SBTi, 
scope 1,2,3) and Hitachi Rail is currently 
focusing its attention on improving energy 
and resource management. For example, 
with different contractual agreement 
and implementation frameworks, Hitachi 
Rail is running a solar panel installation 
programme at various facilities in Italy (Tito 
Scalo, Reggio Calabria), Australia (Perth) 
and the United Kingdom (Newton Aycliffe, 
Doncaster and Stoke Gifford). Likewise, it 
encourages low carbon transportation by 
introducing electric car sharing schemes 
for its employees and supporting the use of 
electric vehicles at all Hitachi Rail sites. 
From strategy to reality: 
the solar panels of Tito Scalo
As a matter of fact, Hitachi Rail has recently 
completed the installation of a solar plant in 
Tito Scalo, Basilicata, Italy. The plant is an 
innovative solar panel system that will enable 
to produce more than half of the electricity 
needs of the site (50-60%).
In addition, the next-generation photovoltaic 
array, connected to the national grid, will 
enable the plant to reduce CO2 emissions by 
325 tons per year. In details, the plant covers 
an area of 6,000 square meters, roughly half 
the size of a soccer field, and consists of 1,122 
440Wp photovoltaic modules with double-sided 
cells that allow to harness reflected energy, 
maximising electricity production.
The system has a peak power of 494 kWp, with 
a producibility of 700-750 MWh/year. Since 
the size of the photovoltaic system is minor than 
500 kWp, it is possible to take advantage of the 
existing Power Exchange Scheme, which allows 
electricity fed into the grid during a given hour to 
be offset for the electricity taken from the grid in 
another given hour.

97
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Looking at the bigger picture, Hitachi Rail 
has also started to dive into the functioning 
of its entire value chain at all stages of 
product development, from the procurement 
of raw materials and parts to production, 
transportation, use, disposal, and recycling.
As part of Hitachi Rail’s Sustainable 
Procurement Strategy, it investigates its 
Scope 3 emissions which typically account 
for over 90% of the CO2e emissions from a 
given company. Hitachi Rail is working to 
build a clear view of the carbon emissions 
generated by its value chain by calculating 
its Scope 3 emissions in line with the 
Greenhouse Gas Protocol methodology. 
Hitachi Rail reports direct and indirect 
GHG emissions, engaging to reduce them 
through:
• policies on the mobility of people and 
goods;
• programmes for reducing consumption 
and improving energy efficiency;
• use of renewable energy sources;
• waste and water management.
With regard to CO2 emissions, Hitachi 
Rail registered a decreasing trend for all 
Scopes, notwithstanding the increasing 
consumption trends. This is due to the 
increased amount of certified renewable 
electricity purchased from the grid by 
certification by Hitachi Rail for FY22.
In particular, the decrease in total Scope 1 
and 2 emissions amounted to 12%.
GREENHOUSE GAS EMISSIONS18,19,20
Unit 
FY21
FY22 
Emissions due to Energy Production (Natural Gas)
tCO2e
10,897
10,774
Emissions due to Energy Production (Diesel)
tCO2e
435
537
Emissions from Air Conditioning Systems (Fugitive Emissions)
tCO2e
2,446
1,878
Emissions due to Internal Handling (Lorries and Forklifts)
tCO2e
60
28
LPG
tCO2e
4,749
4,128
Total Scope 1 Emissions (-7%)
tCO2e
18,587
17,347
Emissions due to Electricity Consumption
tCO2e
21,215
17,861
Emissions due to District Heating
tCO2e
25
8
Total Scope 2 Emissions (-16%)
tCO2
21,241
17,870
Total Scope 1&2 Emissions (-12%)
tCO2
39,828
35,216
Total Scope 3 Emissions (-14%)
tCO2e
3,886.025
3,349,241
On the other hand, Scope 3 
emissions decreased and underwent 
a significant change during the year as 
Hitachi Rail refined its calculation 
of indirect emissions by adding the results 
of additional emission categories 
as defined by the GHG Protocol. 
Scope 1, 2 and 3 emissions are 
shown in the table below, along 
with relevant details. 
In addition to the reported CO2e emissions, 
Hitachi Rail also monitors the pollutant 
emissions related to the consumption of non-
renewable resources used to run thermal 
plants (methane and diesel) and to the 
production processes that emit volatile organic 
and inorganic compounds. Compared to 
FY21, total air emissions increased by 6%, not 
least because of better tacking systems and 
increased reporting capabilities.
18 Data regarding 2021 differs from the one represented in the previous CSR&S Report due to a methodological refinement in data collection and processing.
19 Scope 1 emissions are calculated using the factors provided in their most up-to-date publicly available version by the UK government's Department for Environment, Food and Rural Affairs (DEFRA). The Scope 2 emission 
factors adopted are a combination between IEA (International Energy Agency) Factors provided by Hitachi Ltd. and used at a Group level, and, where available, at sites supplied with green energy, market-based factors 
of EU AIB (Association of Issuing Bodies) origin or directly from national energy providers. For what concerns Scope 3 emission calculation methodologies, further details are provided in the methodological note. 
20 Additional details can be found in the Methodological Note. For this reason, the total amount of Scope 3 emissions for FY2021 reported in the following table differs from that published in last year's Report.
21 SOx, NOx and CO values were estimated from the consumption of natural gas and diesel for energy production, using EEA emission factors. The emission factors used were those of "Commercial/institutional plants" 
(1.A.4 Small combustion 2019) for offices and those of "Manufacturing industries and construction" (1.A.2 Combustion in manufacturing industries and construction) for production sites and maintenance centers. 
Volatile organic compound values and Volatile Inorganic Compounds were aggregated from direct measurements at the Batesburg, Kasado, Napoli, Newton Ayclifee, Pistoia and Reggio Calabria production sites.
AIR EMISSIONS21
FY21
FY22
NOx [Kg]
13,958
15,639
SOx [Kg]
693
917
CO [Kg]
5,073
5,751
Volatile Organic 
Compounds [Kg]
220,235
232,211
Volatile Inorganic 
Compounds [Kg]
–
343

98
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
5.2.3 Sustainable Mobility 
Hitachi Rail has set concrete targets as 
part of its medium-term roadmap based 
on achieving emission reductions through 
direct action both within operations and 
throughout the value chain to produce high 
quality products, solutions and operations, 
service, and maintenance.
Hitachi Rail supports these goals through 
its Decarbonisation Pathway and reducing 
employee-commuting emissions. It has 
appointed a single Mobility Manager 
for Hitachi Rail’s Italian sites to promote 
initiatives aimed at reducing emissions 
related to the home-work journey of 
employees, encouraging the use of local 
public transport, and vehicle sharing.
Hitachi Rail Travel / 
Corporate car sharing
Hitachi Rail provides electric car 
sharing between employees of the same 
Organisation helping to reduce CO2 
emissions related to employee travel. 
Starting from a pilot project that took 
place in the Naples site, Hitachi Rail is 
working to make electric cars available to 
all employees for travel and business trips 
between Hitachi Rail sites and other local 
mobility points (Airport, Railway Station, 
Hub car parks).
Corporate Car-Sharing
During FY22, in the offices of Naples, Pistoia and Genoa, 
Hitachi Rail introduced a Corporate Car Sharing System 
for its employees to commute for business trips or to local 
mobility points.
This service is available to all employees as an alternative 
to taxis and private cars, even for short business trips 
(same-day services, visits to suppliers or construction 
sites), with return within the same day to the dedicated 
parking areas of the site to which they belong.
To take advantage of the Corporate Car Sharing Service, 
employees simply need to download the "Green Sharing" 
app or register on the dedicate website. Through the app, 
they can book an electric vehicle, which can be picked 
up and returned free of charge in the special green areas 
based in Hitachi Rail’s headquarters or in the dedicated 
areas around the city, suitably marked on the app with a 
special Green Zone logo. Hitachi Rail only selected electric 
vehicles to run the service and reduce polluting emissions. 
Based on the pilot, the service will eventually 
be offered to all Hitachi Rail employees and 
will be designed for specific local needs. 
The scope of such project does not only 
achieve a reduced environmental impact 
in reducing emissions, but it also improves 
corporate welfare, cost containment and 
facilitation of travel services and service 
activities.

99
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Mobility (Travel for Business)
Following the impacts of the COVID-19 
pandemic, and subsequent slowdown of 
business travel, this year’s goal was to 
reintroduce business travel y through a 
global gradual recovery of both national 
and international trips within safety, security, 
and sustainability guidelines.
At the same time, Hitachi Rail has 
given great relevance to sustainability 
prioritising the environment and monitoring 
environmental impact of all business travels:
• Hitachi Rail relies on business agreements 
with major airline companies who are 
distinguished for their efforts to reduce 
their impacts on the environment and 
promotes stays in green and sustainable 
hotels; 
• it is working on the harmonisation 
of its travel policy to provide global 
guidelines to its employees to book 
and organise their business travels with 
greater awareness of safety, security, and 
sustainability criteria, using a self-service 
booking tool.
Sustainable mobility (home-to-work) - Hitachi Rail sites
The CO2 data gives an emission ratio for the 
surveyed Italian employees of 1.11 tCO2e/
year per capita. The main actions identified 
to reduce the above-mentioned emissions are:
• contacts with individual local mobility 
companies (LPT);
• verification of framework agreements 
for incentivised purchases of electric 
bicycles;
• car-pooling apps;
• if applicable, possible structural 
improvements to encourage the use of 
bicycles (e.g., increasing the number 
of bike racks with possible electric 
recharging);
• gamification (virtual competition between 
employees regarding mobility habits).
As a result, Hitachi Rail launched a pilot 
project consisting of a Mobility HUB 
of shared services for employees in 
collaboration with local institutions on the 
Naples site. It also continues to promote 
and enable remote working to support 
the reduction of pollution by employees 
travelling to work and back to their homes 
at Hitachi Rail sites all around the world.
During FY21, the Hitachi Rail launched the 
first multi-site survey on mobility in the six 
Italian sites. The survey was run once again 
during FY22.
The aim of the survey was to detect the 
mobility habits of employees related to their 
home-work-home journey and to respond 
with alternative mobility solutions based on 
the results obtained through the platform. 
The participation in the survey was successful 
and allowed Hitachi Rail to estimate CO2, 
NOx, PM10, and VOC emissions related to 
employees' home-work-home journeys. 
It used the COPERT method (Computer 
Programme to Calculate Emissions from 
Road Transport) to estimate the amount of 
pollutants released into the atmosphere:
FY22
u.m
Tot. Emissions
Emissions CO2 
[ton/year]
3,707.41
Emissions CO
[ton/year]
57.45
Emissions VOC
[ton/year]
6.92
Emissions NOX
[ton/year]
11.02
Emissions PM10
[ton/year]
0.95
Promoting 
Sustainable 
Mobility 
Among the different ways that Hitachi 
Rail uses to incentivise the promotion 
of low-emission transport there is the 
development of the E-Charge project. 
E-Charge is a project developed by 
Hitachi Rail to provide employees with 
an innovative electric vehicle charging 
service. Electric charging stations are 
available at the parking lots of all 
Hitachi Rail corporate offices in Italy.
To date, 69 charging stations have 
already been installed in Naples, 
Genoa, Pistoia, Piossasco, Tito Scalo, 
and Reggio Calabria, with a total of 
138 electrified stalls.
Through the app E-Charge one can 
enter the payment method wished 
and start and/or end the recharge 
directly with a click. For Hitachi Rail 
employees, having an electric vehicle 
means saving time, money, and 
emissions. Hitachi Rail is proud to be 
able to provide mobility solutions and 
alternatives that incentivise a strong 
cultural change towards a greener 
world.

100
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Circularity represents an ongoing challenge 
in the current economic model of production 
and resource consumption. For companies, 
material conservation, product longevity 
through repair and reuse, and eventual 
recycling are no longer optional choices 
but imperative necessities. Embarking on a 
circular business model demands a radical 
shift, an endeavour that Hitachi Rail has 
been actively embracing for several years. 
Developing circular products or strategies 
necessitates innovative thinking, substantial 
investment, and meticulous research. 
Governance of natural 
resources
Hitachi Group has established targets to 
minimise its impact on natural capital as part 
of its long-term environmental targets. Hitachi 
Rail is responding to the shift from linear to 
circular economy by working with customers 
and society to create higher economic value, 
designing and promoting use of less and 
pursuing products and solutions, as well 
internal processes and activities, with a 
reduced environmental burden. The enabler 
for achieving this is, again, technology: 
Hitachi Rail’s knowledge transfer between 
5.3 Circularity, Innovation and Resources Management
Hitachi lithium-ion batteries to be part 
of closed-loop supply chain
Circular economy is key to the plans for train batteries. The lithium-ion batteries 
that power vehicles will be part of a closed-loop supply chain. Each battery can 
be deployed for eight years on fleet, then the Organisation will extend their 
valuable life by integrating into line side equipment on railways, in Hitachi Rail’s 
own factories or supply the growing after sale market. Once batteries reach the 
end of their first and second-life usage, they will be recycled and put back into 
production.
research and business is a priority in ensuring 
responsible resource management that 
balances the use of traditional and alternative 
Hitachi is 
working to create 
a closed-loop 
supply chain for 
EV lithium-ion 
batteries 
Recycling
Battery materials 
are recycled 
R&D/Manufacturing
Recycled battery material 
enters the production 
process for further use
Fleet operators
Fleet operators use the 
battery for the first time
Reuse/Refurbishing 
Fleet operators reuse or 
refurbish the battery to 
make use of its second-life 
	
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c
y
c
l
i
n
g
	
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r
o
d
u
c
t
i
o
n
	
	
R
e
u
s
e
/
R
e
f
u
r
b
i
s
h
i
n
g
	
U
s
e
sources according to their availability, 
renewability, affordability, sustainability, and 
environmental impact.
Hitachi Rail produces highly recyclable 
trains, with some cases achieving above 
95% recyclability. The Organisation also 
effectively recovers a significant portion of 
materials during maintenance operations 
and refurbishes and reuses components 
from older products in new ones.
In addition, Hitachi Rail adopts a reverse-
logistic approach to manage the end-of-
life phase of trains, further contributing 
to circularity. To maintain its role as an 
innovator, Hitachi Rail has undertaken a 
project to assess its circularity level and 
benchmark it against a model of Circular 
Economy implementation maturity.

101
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Circular Economy Project
Hitachi Rail incorporates the concept 
of the Circular Economy within its 
Environment and Quality Management 
Systems at production sites in which the 
relevant certifications are managed. 
The Circular Economy Project allows 
Hitachi Rail to evaluate the opportunity-
cost of alternative business models in 
terms of socio-economic (Life Cycle 
Cost, Social Life Cycle Assessment) and 
environmental impact (Environmental Life 
Cycle Assessment). 
In recent years, the market dynamics 
in this sector have shifted towards 
increased customer demand for turn-key 
transportation solutions that efficiently 
meet the needs of local and national 
institutions. This demand requires 
comprehensive support throughout the 
project's entire life cycle, as customers are 
increasingly regarded as partners rather 
than mere buyers.
Detailed information on the material 
content of each component is provided 
to facilitate recovery and recycling 
operations by asset owners22. Furthermore, 
Hitachi Rail's commitment to sustainability 
is demonstrated through the publication 
of several Environmental Product 
Declarations (EPDs) and Carbon 
Footprint Disclosures, showcasing progress 
towards product recyclability, recovery, 
and other environmental impacts. 
22 In some cases, suppliers request the return of resulting materials in their contracts, such as aluminium from window cuts, which are then reused in their production processes. Other instances involve selecting 
disposal partners through tender procedures, negotiating the purchase price of resulting materials, particularly in maintenance processes, where valuable materials from spare parts are retained at the end of 
their regenerative cycles.
Sustainability Exibition 2023, Milan

102
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
5.3.1 Product Innovation and Eco-Design 
At Hitachi Rail, innovation follows a 
structured process that entails a rigorous 
approach, relevant needs assessment, 
clear objectives and activities, driven 
by customer needs. Through an "open 
innovation" approach, it develops and 
tests new solutions and technologies to 
demonstrate their effectiveness in meeting 
these while assuring positive impacts on 
the business and community. It creates 
prototypes of new products and solutions 
that, together with the associated skills, 
enrich the future product portfolio through 
collaboration with engineering and 
development departments.
From 2024, all new Hitachi Rail’s 
products will be developed using Life 
Cycle Assessment and an Eco-Design 
perspective: recognising that 80% of a 
product's environmental impact can be 
affected by the design phase. The approach 
means building an inventory of materials 
used throughout the entire lifecycle, from raw 
material extraction to train decommissioning. 
It prioritises recyclability, environmental 
impact, and energy consumption from the 
outset of the process, and includes production 
and maintenance processes that valorise 
waste or spare parts that have reached the 
end of their life. Using LCAs for rolling stock 
design since 2005 has been a significant 
undertaking, given the complexity of trains 
with approximately 110,000 different parts. 
Eco-Design Strategy
Eco-Design or “sustainable design” 
sensitively improves product design for 
the purpose of disassembly, repairability, 
recovery, recycling, including a large 
set of techniques that are also applied 
to Circular Economy, going beyond 
the creation of a "green" product, 
aiming to meet the needs of consumers 
in a sustainable way. Companies that 
incorporate Eco-Design into their long-
term product innovation strategies strive 
to alleviate negative environmental, 
social, and economic impacts in the 
product supply chain and throughout its 
life cycle.
All the possible solutions for a "sustainable" 
product are easily generated by adopting 
the Eco-Design Strategy Wheel, which 
illustrates the eight main directions to follow 
to achieve improvements.
Hitachi Rail pursues its Eco-Design 
Strategy through the improvement of 
performance when using the rolling stock. 
All the LCA studies conducted on local and 
regional trains, high-speed trains, trams, 
and subways have shown that most of 
the environmental impacts are due to the 
operational and maintenance phase of the 
rolling stock. The electricity mix that feeds 
the grid affects the results, but reduction 
Eco-Design Strategy Wheel
Rethink to a new 
business model 
Sustainable Distribution
Sustainable 
Usage 
Sustainable 
product life 
Sustainable 
end-of-life 
Sustainable 
Materials
Sustainable 
Supply Chain 
Sustainable 
Manufacturing 
of energy consumption remains a primary 
objective to be pursued. Hitachi Rail is 
therefore focused on reducing energy 
consumption during the operational phase:
• weight reduction;
• improved aerodynamical performance of 
car bodies and bogies;
• HVAC adsorption;
• lighting efficiency.

103
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
While the production of parts and 
components has minimal environmental 
impact compared to the overall impacts of the 
railway vehicle in its life cycle, Hitachi Rail's 
Eco-Design Strategy also addresses upstream 
stages to further reduce overall impacts. It has 
launched a dedicated procedure to guide the 
eco-design process incorporating LCA from 
the conceptual design to the preliminary and 
final phases. After conducting LCA, the results 
are shared with design members to achieve 
the following objectives:
• evaluate the attainment of train 
performance objectives;
• identify critical points contributing 
significantly to environmental impacts 
throughout the life cycle;
• explore alternative materials to reduce 
environmental impacts for incorporation in 
the project's subsequent review.
In the Eco-Design process, each Legal Entity 
compiles a list of train parts significantly 
contributing to the carbon footprint and 
selects potential suppliers required to 
provide EPDs or carbon footprints for these 
parts. Suppliers entering supply contracts 
commit to provide materials and weight 
details for LCA review during the Detailed 
and Final design phases.
Furthermore, the Eco-Design function requests 
process owners to communicate changes, 
such as:
• train weight matrix;
• refinements in design for sub-groups/
equipment/parts, including possible 
material sheets from suppliers;
• supplier-related changes (origin/
components);
• worked hours and resource consumption 
(energy, auxiliaries) or waste production (air 
emissions, water discharge, solid waste) in 
each involved plant for specific projects;
• simulation results (e.g., improved power 
equipment performance, energy recovery 
systems, product mass reduction, optimised 
auxiliary consumption, enhanced 
aerodynamics);
• issuing or changing predictive maintenance 
plans.
The LCA tool is used recursively to assess 
proposed solutions for reducing environmental 
impacts from previous phases. For supplies 
involving metal parts (aluminium, steel, 
and copper), Hitachi Rail asks suppliers for 
declarations regarding recycled content to 
customise production processes and reduce 
ecological footprints. Hitachi Rail involves 
the supply chain to gather information on 
recyclability rates and recycled content, 
aiming to increase circularity of trains.
Industry first: 
Social LCA in the 
lifecycle of a train
Social Life Cycle Assessment (S-LCA) is 
a method used by Hitachi Rail to assess 
the social and socio-economic aspects 
of its products and their impacts along 
their life cycle, in alignment with the 
Sustainable Development Goals (SDGs).
The company aims to understand 
the social impacts related to labor 
conditions and human rights and 
improve its communication on these 
matters. 
Hitachi Rail is the first in the railway 
industry to apply S-LCA to a train's life 
cycle, particularly the Blues Train. 
The project's goal is to create a 
Social Product Declaration (SPD) 
following ISO 14025 guidelines to 
communicate the social impacts of the 
product's life cycle to stakeholders. 
This initiative demonstrates Hitachi 
Rail's commitment to sustainable 
production and consumption while 
promoting transparency and positive 
social impacts in their products and 
services. The study was conducted 
with support from Circular S.r.l and 
various internal departments.
Hitachi AT200_First Class

104
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Hitachi Rail Eco Design Projects in FY22
PROJECT
DESCRIPTION
BSI PAS 2080 
Certification 
on Design of 
Product & Services
HAH-S, a joint venture company between Hitachi Rail, obtained the BSI PAS2080 Carbon Management certification for the HS2 Project related to a High Speed Train operating on the UK market. BSI PAS 2080 is 
the world's first standard for infrastructure carbon management and is critical to helping companies reduce carbon use and costs. PAS 2080 certification was required by the contracting station even if the train is not part of the 
infrastructure. At present, the conceptual design review has been completed and the next phase of the train's preliminary design is being finalised. 
The certification was issued by an external body and all activities carried out by HAH-S were coordinated by the Hitachi Rail team. The HAH-S design team leader was involved during the verification and asked to demonstrate 
that the hot spots, in terms of the train's carbon emissions, had been discussed by the design team to find an alternative design solution for reduce them. For the next certification surveillance audit, Hitachi Rail expects the audit 
team to request a possible alternative design solution to reduce the carbon footprint of the HS2 train. It was confirmed by BSI that Hitachi Rail is the first Rail Manufacture in the world to obtain this certification 
and covers all Rolling Stock Products and Services.
S-PCR releasing 
for Rolling Stock
Hitachi Rail has carried its first project on Social life cycle assessment (S-LCA) in 2022. It represents the first assessment of positive and negative social impact of a train along its life cycle. The Train assessed was the HTR 412 
Blues and In this project Hitachi Rail has been supported by Circular S.r.l. 
To follow up on this project directly after the development of the S-LCA, a furthermore innovative project has been started with the aim to develop the first Social Product Category Rules (S-PCR) worldwide. 
The project was again supported by Circular S.r.l. and required the involvement of the International EPD System (Environdec.com) as a provider platform. Indeed, until today, a product declaration according to the ISO 
14025 was possible only to evaluate and certify the environmental impact of a product. That is the reason why Hitachi Rail and its Ecodesign Team have decided to develop for the first time (worldwide) the first social product 
declaration of Rolling Stock product group and allow to certify the social impact of its products and complete the sustainability assessment of them. The project started last year, and it will be finalised by the end of 2023. The 
S-PCR draft has been already gone through two consultations process to get inputs and feedback from stakeholders of the rolling stock sector and experts on S-LCA. A few comments have been received and the S-PCR is now in 
the final editing phase. The publication of the S-PCR of Rolling Stock represents a milestone in the communication tool for social impact assessment, it covers an important gap. 
From now on, other companies in the sector of Rolling Stocks can assess the social performance of their train and improve their performance in a consistent manner as well as other companies can develop its own S-PCR of their products.
EPD Certification 
HS2 Project
EPD certification of the HS2 train will be obtained in the near future. Once the final design review is released, Hitachi Rail will be able to update the LCA model already implemented on the SimaPro platform for PAS 2080 
purposes to issue the final release of the Life Cycle Assessment. According to relevant PCR (Product Category Rules) Hitachi Rail will prepare EPD (Environmental Product Declaration) for B2B communication. The LCA and 
corresponding EPD will be verified by a third party certification body and then published by the IES (International EPD System) programme operator on the website www.envnrondec.com. 
Circular Economy 
Business Model 
Implementation
Hitachi Rail faces a significant challenge in implementing the circular economy business model. Traditionally, the manufacturing industry followed a linear economic model, starting with raw material extraction, product 
creation, and eventual disposal as waste (Take-make-use-dispose model). Given limited resources and population growth, this model is no longer sustainable. 
The circular economy, a subset of the green economy, prioritises protecting natural resources, efficient usage, and waste reduction. Hitachi Rail's Eco-Design team leads the way in adopting a circular economy-based 
development model, starting with the Italian driver. Key activities undertaken include:
• identifying value chains and processes from a Circular Economy perspective;
• mapping relevant business processes for Circular Economy implementation;
• analysing material flows;
• assessing market trends and regulatory developments related to Circular Economy;
• developing a Maturity Model and Implementation Plan.
Now, the team is integrating this information into their processes, including:
• technical specifications for purchasing;
• warehousing and logistics;
• waste management guidelines;
• sharing customised packaging approaches.

105
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Innovation Projects
In Hitachi Rail, the Research & 
Development Function gives priority 
to those projects that best meet the 
sustainability requirements and the most 
innovative needs of Hitachi Rail’s customers 
and their own customers. From this 
process, one important framework project 
was created: “Zero Infrastructure”. 
This framework encompasses projects 
aimed at eliminating parts of the physical 
infrastructure such as servers and power 
and telecommunications cables alongside 
railway lines. This will allow Hitachi Rail 
to provide solutions with less equipment 
and consequently that consume less. In 
the case of physical equipment still needs 
to be powered, green alternative sources 
of energy are used together with batteries 
and capacitors. In addition, this solution 
also reduces the cost of operating and 
maintaining the railway. The projects within 
the “Zero Infrastructure” framework are:
• the creation of alternative green power 
sources to power the signalling systems 
along the line;
• the study and design on the use of cloud 
computing in signalling and automation 
systems, including the implementation of 
Verification and Validation laboratories on 
the Cloud;
• the use of wireless communications to 
connect the signalling systems installed 
along the line with the central station.
In 2022 Hitachi Rail was granted a patent 
for implementing safety critical systems 
on Cloud and a prototype on cloud 
interlocking based on such patent was 
tested on an actual train station even if not 
in operation. While the Zero Infrastructure 
programme can contribute to several 
objectives such as building resilient and 
sustainable infrastructures reducing waste, 
use of raw materials, energy consumption 
and, indirectly, use of land by reducing 
the need at Hitachi Rail clients’ sites for 
dedicated space for its equipment, the S4M 
programme on the other hand mainly 
focused making transport systems more 
attractive, reliable, convenient and safe for 
passengers.
Another key focal point of Hitachi Rail 
innovative activities is on Automated 
Maintenance and Intelligent Asset 
Management. As an example, within 
Europe’s Rail, Hitachi Rail is one of the 
main partners and Project Manager of 
the IAM4RAIL project. This is focused 
on the integration of asset condition 
information, obtained via advanced and 
non-intrusive monitoring systems, both with 
decision-making tools and with the traffic 
management system (TMS). IAM4RAIL 
aims to improve the sustainability of the 
railway industry with the development and 
demonstration of an Intelligent and 
Integrated Rail Asset Management 
System (IAMS) covering fixed and 
rolling stock assets, minimising the life cycle 
costs of assets and extend their lifetime, 
while meeting safety requirements and 
improving the reliability, availability and 
maintainability of the rail system. IAM4RAIL 
will pave the way for the integration of asset 
condition information and TMS, enabling 
optimisation of train routing decisions and 
improving the overall lifecycle of monitored 
assets. It will ensure an increased volume 
of rail traffic in existing lines with improved 
cost efficiency and lower CO2 emissions 
from their maintenance and operations. 
Furthermore, construction time and cost 
of new assets and lines will be reduced, 
the durability and reliability of their 
assets increased, and their life cycle costs 
optimised.
North Pole

106
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Smart Mobility
Hitachi Rail is actively focusing on Smart 
Mobility to meet customer demands for 
efficient operations, improved services, 
sustainability goals, and increased passenger 
attraction. It established the Digital & 
Lumada Solutions (D&LS) line of business 
in 2022, collaborating with Hitachi Group 
companies like Global Logic and Hitachi 
Energy developing a suite of Lumada-centric 
solutions known as the Lumada Intelligent 
Mobility Management suite. 
The Smart Mobility Solutions framework aims 
to create value-added services for enhancing 
public transport operations and passenger 
appeal. It facilitates the transition from private 
to public transport, reducing environmental 
pollution and supporting sustainability 
targets, including E-Bus implementation. The 
suite offers an integrated solution for efficient 
E-Bus operations. The solutions created to this 
aim are:
• 360Pass: this solution enables 
passengers to experience a hands-free 
ticketing technology in a multimodal 
transportation environment, while 
collecting data to support operators to 
improve their service (e.g., timetable 
optimisation);
• 360Flow: it is dedicated to analyse 
the flow of passengers within the 
transportation network, collecting 
insights that are precious to the 
operators to understand the usage of 
their network and maximise the comfort 
of their passengers;
• 360EV: Operation Management for 
e-Buses, it collects information from 
electric vehicles (supported by Hitachi 
Energy solutions), creating an integrated 
environment to offer to the operators all 
the information they need to effectively 
run electric fleets;
• 360Motion: it integrates information 
coming from multiple transportation 
services and from the other applications 
of the LIMM suite; it uses advanced 
AI algorithms to create value added 
services to support city planners, 
bus operators, and rail operators in 
optimising public transport networks in 
real-time, enabling scenario planning 
and predicting and managing future 
disruptions.

107
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
5.3.2 Circular Economy in Hitachi Rail: Materials and Waste
Hitachi Rail is very aware of the 
contribution that an efficient consumption 
of raw materials can give in terms CO2e 
emission reduction. The Organisation 
promotes the reduction of the intensive use 
of raw materials in line with the OECD 
Council principles and its sustainability 
roadmap.
This commitment is reflected through 
the reliable quantification of the raw 
materials used, and strives for increasingly 
standardised designs that can lead to 
an overall reduction in the direct and/or 
indirect consumption of raw materials.
For the reporting period under assessment, 
the materials and substances used are 
listed in the table. While consumption 
clearly varies depending on the work 
commissioned, the higher decreased 
was linked to nitrogen (-35%) and the 
higher increased was linked to glues and 
adhesives.
MATERIALS AND SUBSTANCES23
FY21
FY22
Alluminium 
12,431
10,832
	
Alluminium - new material [t]
9,689
8,651
	
Alluminium - recycled material [t]
2,743
2,181
Steel
2,283
3,469
	
Steel - new material [t]
2,283
3,469
	
Steel - recycled material [t]
-
-
Copper
62
78
	
Copper - new material [t]
62
78
	
Copper - recycled material [t]
-
-
Iron
1
0
	
Iron - new material [t]
1
0
	
Iron - recycled material [t]
-
-
Liquefied compressed gases - tot
1,256
950
	
Nitrogen [t]
60
39
	
Argon [t]
736
568
	
Carbon dioxide [t]
18
15
	
Oxigen [t]
119
110
	
Other [t]
323
219
Paints (water based) [t]
263
243
Oil [t]
3,517
7,629
Glues and adhesives [t]
7,006
15,734
23 Due to a methodological change in data collection the data presented in the table for FY2021 differs from the one of CSR&S Report 2022.

108
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Waste
Hitachi Rail’s internal policy is to reinforce the 
principle of re-use, recycling, and recovery 
of waste. All sites have waste collection 
areas based on the type of waste and site 
layout. External specialist companies collect 
and process hazardous and non-hazardous 
waste. For a detailed picture of Hitachi Rail’s 
waste cycle, refer to the following points:
• Inputs: Hitachi Rail, through its office, 
production, maintenance and construction 
sites activities purchases services, products, 
production materials for the construction of 
trains and railway signalling;
• Activities: Hitachi Rail's activities that 
generate non-hazardous and hazardous 
waste include office activities, train 
manufacturing, railway bogies, railway 
signalling, train maintenance activities and 
plant maintenance;
• Outputs: waste indirect outputs are 
generated by the activities carried out 
by companies working at Hitachi Rail’s 
sites and/or construction sites (e.g., 
maintenance activities, painting, installation 
of cabinets, etc.) and by supply logistics;
• Upstream generation: waste generated 
upstream is generated and managed by 
third-party suppliers who supply materials/
semi-finished products (e.g., electronic 
boards, railway signals, train carriages, 
components for engine assembly, etc.). 
This includes packaging, plastic, cardboard, 
paper, electronic waste and scrap metal; 
• Operations: waste generated by Hitachi 
Rail's own operations includes both 
hazardous and non-hazardous waste. Non-
hazardous waste includes plastics, wood, 
cardboard, paper, electronic waste, scrap 
metal, and mixed waste. Hazardous waste 
includes batteries, solvents, chemicals, 
degreasers, and sludge. Hitachi Rail 
manages the waste generated, both 
hazardous and non-hazardous, by its 
activities through authorised companies;
• Downstream generation: waste 
generated downstream is the result of the 
distribution and installation of trains and 
railway lines.
Continuous efforts are made to minimise 
waste in Hitachi's manufacturing facilities, 
with priority actions as follows: 
• separate waste and, if possible, recycle it; 
• reduce the production of plastic (Plastic 
Free Project); 
• inform and train personnel on reuse, 
through signs, articles, posters, etc. 
During FY22 Hitachi Rail used new 
technologies to reduce organic material 
waste while creating thermal and electrical 
energy. It made a further investment in a 
furnace in Newton Aycliffe, which burns 
wastes obtaining heat to use on the site. And, 
across the world, Hitachi Rail continues to 
promote green initiatives on all sites: 
• the use of bio waste bags in offices to reduce 
landfill waste and to increase recycling;
• the elimination of plastic resetting water 
bottles in all Italian canteens (achieved 
plastic waste reduction by 12% and the 
avoidance of 3.6 plastic tons of waste);
• the use of re-usable and biodegradable 
products in India and Sweden (glass bottle 
and cups replaced by ceramic ones which 
allowed for a reduction of 10% of waste 
compared to the previous year);
• the evaluation of suppliers to sell waste such 
as iron, copper, ropes, aluminium, and steel. 
Across Hitachi Rail’s supply chain, 
its suppliers – who mainly generate 
construction site waste during installation 
– continue their commitment to reduce the 
amount of packaging waste that occurs 
when semi-finished products are delivered. 
The following table provides details on the 
waste produced at the production sites and 
offices, with specification of disposal method.
WASTE PRODUCTION24
PRODUCTION SITES AND 
TRAIN MAINTENANCE CENTRES 
 
OFFICES
 
TOTAL
FY21
FY22
FY21
FY22
FY21
FY22
Non-hazardous [t]
11,290
11,174
624
644
11.914
11.818
	
% recycled
92.1%
91.1%
13.5%
17.0%
88.0%
87.0%
	
% incinerated (mass burn)
6.3%
7.2%
0.9%
1.4%
6.0%
6.9%
	
% disposed of in landfill
1.6%
1.7%
85.5%
81.6%
6.0%
6.1%
Hazardous [t]
756
885
7
8
762
894
	
% recycled
80.7%
72.7%
95.2%
43.1%
80.8%
72.4%
	
% incinerated (mass burn)
8.7%
14.6%
0.0%
8.3%
8.6%
14.5%
	
% disposed of in landfill
10.6%
12.7%
3.3%
48.6%
10.6%
13.1%
24 Due to a methodological change in data collection the data presented in the table for FY2021 differs from the one of CSR&S Report 2022.

109
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
As of FY22, the total waste production 
amounted to 12,712.24 tonnes, an 
increase of 28% compared to the last 
reporting year mainly due to the new paint 
system installed at the production site 
Newton Aycliffe. 
Approximately 86% of the total waste is 
recycled, with peaks of 91.1% in the case 
of non-hazardous waste from production 
plants and maintenance centres. Looking 
into the trend of waste production by type 
of waste, it can be noticed that:
• total Non-Hazardous Waste decreased 
by 1% (from 11,914.37 to 11,818.47 
tonnes);
• total Hazardous Waste increased by 
17% (from 762.14 t to 893.77 tonnes).
The KPI concerning the kg of waste 
produced per hour worked, shown in the 
graph below, highlights an increase of 
about 13%, in view of the decrease in the 
total hours worked.
Total waste
recycled
Total waste
disposed of
in landﬁll
Total waste
incinerated
(mass burn)
88%
86%
6%
7%
6%
7%
FY21
FY22
Total waste by disposal method
Kg of waste produced 
per hour worked
0.400
0.450
0.500
0.550
0.600
0.650
0.516 
0.583 
FY21
FY22
Towards a 
Plastic Free World 
Hitachi Rail is committed to a “Plastic Free” world. As such, during FY22, the 
Organisation has provided a Freebeverage® service to all its canteens in Italy, 
where employees can find free self-service dispensers with microfiltered water 
and healthy and high-quality beverages. It is possible to consume these beverages 
during lunchtime using a special multi-use cup several times before disposal. 
The dispensers installed at the Freebeverage® stands feature high eco-friendly 
performance, such as the energy class A++ and the contact free system, for 
contactless beverage withdrawal.
Moreover, to achieve the goals of “Plastic Free”, Hitachi Rail provided its 
employees with the latest generation of Water Bottle. These initiatives allow 
for the almost complete reduction of the waste production of water and 
beverage packages as well as to the limitation of environmental costs for their 
transportation.

110
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
5.3.3 Water and Effluents
Hitachi Rail is aware that it can continually 
improve water quality by reducing 
pollution, eliminating waste, and fighting 
the release of chemicals and hazardous 
materials, halving the percentage of 
untreated wastewater and substantially 
increasing recycling and safe reuse.
To minimise the impacts on water caused 
by its activities, Hitachi Rail invests 
continuously in the improvement of the 
internal management of water resources, 
through the adoption of new technologies, 
dissemination of internal knowledge and 
implementation of good practices through 
the application of the LCA. 
Hitachi Rail assess its water-related impacts 
on business sites through the ISO 14001 
certified Environmental Management 
System and for its products through Life 
Cycle Assessment (LCA), internationally 
standardised methodology aligned to 
ISO 14040, 14044. Both approaches 
help to quantify the environmental 
pressures related to products, services and 
operations, the environmental benefits, 
the trade-offs and areas for achieving 
improvements considering the full life cycle 
of our activities. These approaches also 
consider local legislative and contractual 
requirements. 
During the FY22 reporting period, the trend 
in water consumption has remained quite 
stable, registering an increase of around 3%. 
While water consumption has remained 
stable, reported wastewater has increased 
by 18%, in part because of the increased 
presence of employees in office during 
FY22. 
WATER USED25
PRODUCTION SITES AND 
TRAIN MAINTENANCE CENTRES
 
OFFICES
 
TOTAL
FY21
FY22
FY21
FY22
FY21
FY22
Total water used on site [m³]
587,450
606,152
58,108
55,632
645,559
661,784
25 Due to a methodological change in data collection the data presented in the table for FY2021 differs from the one of CSR&S Report 2022.
To consistently evaluate consumption trends 
year on year, Hitachi Rail also calculates 
consumption in comparison with hours 
worked. In FY22, the KPI showing the 
total water withdrawal per hour worked 
has increased of around 12%, not least 
because of the decrease in the number of 
total hours worked.
Total water used on site 
per hour worked
FY21
FY22
0.027
0.030
 -
0.01
0.02
0.03
0.04
0.05
0.06
The management of water discharges is 
under the control of the Facility Function, 
which with HSE defines the control and 
monitoring standards in relation to the 
applicable law.

111
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
All discharges, including those originating 
from indirect activities, are managed by 
Hitachi Rail and it periodically carries 
out chemical/physical/biological control 
WATER DISCHARGE26
PRODUCTION SITES AND 
TRAIN MAINTENANCE CENTRES
 
OFFICES
 
TOTAL
FY21
FY22
FY21
FY22
FY21
FY22
Total volume of domestic or 
sanitary wastewater inflow in 
the wastewater stream before 
treatment [m³]
243,266
291,420
19,230
17,931
262,496
309,351
Total volume of industrial 
wastewater produced on site [m³]
1,690
1,672
-
-
1,690
1,672
Total water discharged [m³]
244,956
293,092
19,230
17,931
264,186
311,023
analyses to verify the quality of the water 
before discharge. The management of 
these controls is defined in Corporate 
procedures.
A noteworthy practice related to water 
use is the water management of the 
Kasado site. Kasado has already met the 
Corporate water reduction target set for 
2050, consisting in a 50% improvement 
of efficiency in use of water compared to 
2010. It has done so by developing the 
following water cycle: 
• water is taken from a close river;
• water is purified and tested;
• water is used in the plant for industrial 
purposes, but also for drinking and 
cleaning;
• after the use, water is tested one more 
time and then released into the ocean.
Thanks to this cycle, 95% (around 
240,000 m3 per year) of the total water 
taken from the river comes back to the 
ocean. At Hitachi Rail several measures 
have been implemented to manage water 
risks, such as:
• improvement of processes and 
equipment to verify consumption and 
discharge: Enhanced monitoring of 
water consumption through dedicated 
water meters; 
• smart meters have been installed in 
several sites (like All UK sites, Pittsburgh, 
Batesburg, Baltimore, Beijing) and 
ongoing for Australia;
• implementation of Corporate and 
local procedures to define control and 
monitoring criteria;
• support from external laboratories for 
sampling;
• pre-treatment systems before discharge 
(biological, chemical-physical purifiers, 
collection, and pre-treatment tanks);
• automated water diffusion systems;
• awareness campaigns on the 
sustainable use of water resources.
26 Due to a methodological change in data collection the data presented in the table for FY2021 differs from the one of CSR&S Report 2022.

112
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after 
the closing of 
the Fiscal Year 
covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Significant Events 
occurred after the closing of the Fiscal Year covered by the ESG Report
After the finalisation of the sustainability report on March 31, 2023, Hitachi Rail continued the path of being a leader in sustainability. Below are some of the major initiatives that have 
taken place since the end of FY22.
Recognition of the environmental standards achieved:
PAS 2080 certification
standards in infrastructure design and 
manufacturing.
The British Institute of Standard (BSI) 
awarded the certification following 
verification of Hitachi Rail’s whole-life 
carbon analysis of the fleet, which includes 
assessment of carbon management or 
reduction during design, procurement, 
manufacturing and operations. 
Meeting the global PAS 2080 standard 
requires Hitachi’s HS2 fleet to maintain a 
On September 5, 2023, Hitachi Rail 
published a press release to announce its 
PAS 2080 certification, becoming the first 
train manufacturer to attain world leading 
environmental design accreditation.
Hitachi Rail has become the world’s first 
train manufacturer to attain the PAS 2080 
carbon reduction standard for the design, 
manufacture, and operation of the 100% 
electric High Speed 2 (HS2) fleet in the 
UK. PAS 2080 is globally recognised 
as one of the leading environmental 
very low carbon footprint. CO2 emissions 
per passenger of the train will be 90% 
lower than taking the same journey via 
car or plane. These emission savings will 
reduce further as the UK electricity grid 
decarbonises.
To achieve PAS 2080, Hitachi Rail focused 
on:
• Reducing the energy consumption of 
the trains while in operation by making 
aerodynamic improvements to the 
car body and bogies, improving the 
efficiency of power supplies and air 
conditioning systems
• Reducing the weight of the trains, in the 
car body, bogies and wheelsets, and in 
internal and external cabling
• Increasing the proportion of recycled 
and recyclable materials across most 
components.

113
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after 
the closing of 
the Fiscal Year 
covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
New train factory
in USA
Hitachi Rail's new $70 million train factory 
and 800-yard test track in Hagerstown, 
Maryland, has garnered attention for 
its potential to significantly boost rail 
transportation in the USA. Led by former CEO 
Andrew Barr, the team presented the final 
designs and construction progress to esteemed 
guests, including Maryland Governor Larry 
Hogan and Maryland Congressman David 
Trone, emphasising the project's positive 
economic impact. With the ability to sustain 
1,300 jobs, including 460 employed directly 
by Hitachi Rail, the 41-acre site is poised 
to bring substantial economic benefits to 
Washington, D.C., Maryland, and Virginia. 
The factory's focus on manufacturing 
trains of all types, starting with the new all-
electric fleet of 8000-Series Metro cars for 
Washington, D.C., highlights Hitachi Rail's 
commitment to advancing rail transportation 
in the USA. 
The appointment of Ryan Companies as 
the lead contractor ensures the project's 
smooth execution, with the factory set to be 
operational by early 2024. The facility's 
impressive capacity to complete up to 20 
railcars per month in a single shift reflects 
the company's dedication to meeting the 
growing demands of the rail sector. 
Hitachi Rail's investment in this new 
facility showcases their active involvement 
in improving passenger and freight rail 
transportation throughout the USA. From major 
signaling systems to new railway construction 
and support for rail freight firms, Hitachi Rail 
remains at the forefront of shaping the future 
of rail transport in the country.
Inauguration of the
new Milan Metro line, M4
The first section of Milan's new M4 metro 
line, the blue line connecting Linate 
Airport, has been inaugurated. Currently 
spanning 5.4 kilometers with six stops, 
the line is served by 4-car trains built by 
Hitachi Rail, similar to those running on 
Copenhagen's renowned underground 
network. 
The M4 line is equipped with Hitachi's 
CBTC technology, making it the first 
driverless application in Italy, ensuring 
precise stops at designated platform 
points. By June 2023, the line will extend 
to San Babila, and upon its completion 
in 2024, it will have 21 stations and 
cover 15 kilometers from Linate Airport 
to Lorenteggio, with San Cristoforo as the 
final terminus.

114
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Methodological Note 
This document is the fourth ESG Report of 
the companies belonging to the Hitachi Rail 
Business Unit of Hitachi Ltd. (also referred 
to as "Hitachi Rail" or "Organisation") 
consisting of Hitachi Rail Ltd. and its fully 
consolidated subsidiaries and the Rail 
division of Hitachi Ltd. in Japan. 
The ESG Report - published annually - is the 
tool with which Hitachi Rail communicates 
to internal and external stakeholders 
the commitments, strategy, management 
methods and results of the Organisation's 
sustainability activities, declined in their 
economic, environmental and social aspects. 
The objective is to enhance ESG awareness 
and consistently establish and implement 
effective actions and strategies. 
The data and information in this document 
refer to the fiscal year 2022 (1st April 2022 
to 31 March 2023). In order to ensure 
the comparability of data over time and 
to assess the development of activities, a 
comparison has been made with data for 
the previous financial year, where possible.
Compared to the previous Report (“CSR 
& Sustainability Report 2022”), the 
reporting boundary has been expanded 
due to ongoing reporting refinements and 
organisational and production changes 
throughout the reporting year. There are 
no boundary restrictions for the human 
resources data. The scope of environmental 
data encompasses the performance of 46 
sites in the 38 Countries in which Hitachi 
Rail operates. Excluded from the reporting 
scope to date are the Mito, Honolulu and 
Thessaloniki sites and all construction sites 
since the data collection system at these 
sites is currently under implementation. 
Finally, the health and safety data 
encompasses the performance of 70 sites 
in which Hitachi Rail operates. For more 
information, please refer to Chapter 1: 
Context and Identity, Section “Group 
Structure and Business”.
Hitachi Rail has reported the information 
cited in this GRI content index for fiscal 
year 2022 with reference to the GRI 
Sustainability Reporting Standards, 
published by the Global Reporting Initiative 
(GRI). In particular, the new edition 
published in 2021 (GRI 1, GRI 2 and GRI 3) 
and that entered into force on 1st January 
2023 and all the other applicable 2016 
GRIs were used. For Disclosure GRI 403: 
Occupational Health and Safety, GRI 306: 
Waste, GRI 303: Water and Effluents the 
most recent versions have been considered.
To ensure a comprehensive understanding 
of Hitachi Rail’s activities, performance, 
results and related impacts, additional 
information is disclosed in accordance with 
the general disclosure principle of maximum 
transparency. The Report covers information 
related to environmental, social and 
personnel issues, as well as aspects related 
to respect for human rights and the fight 
against bribery and corruption. In line with 
the GRI Standards provisions, the complete 
list of disclosures reported is presented in 
the “GRI Content Index” at the end of the 
document.
For the purpose of a correct representation 
of performance and to ensure the reliability 
of the data, the use of estimates has been 
limited as much as possible, which, if 
present, are based on the best available 
methodologies and are appropriately 
reported. In addition, any restatements of 
previously published comparative data are 
clearly indicated in the document.
As provided for by the GRI Standards 
Hitachi Rail updated the materiality analysis 
with a view to identifying the sustainability 
topics material for the Organisation. In 
particular, the contents of the Report were 
identified through a new materiality analysis 
process, well-updated compared to the 
analysis finalised in 2021 and incorporated 
in the documents of the previous two fiscal 
years. This update resulted from several 
drivers: the Organisation’s increasingly 
ambitious and conscious positioning, the 
new reporting standards and sector best 
practices, and the commitment to proactively 
address emerging international regulations. 
This renewed process identified the most 
relevant sustainability topics for Hitachi Rail 
and its stakeholders through an engagement 
process, discussions, and consultations. 
In particular, the engagement activity was 
the result of a comprehensive and structured 
analysis process, which began with an 
extensive desk analysis of the internal and 
external reference context. Subsequently,

115
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
the impacts related to each significant 
macro-topic for Hitachi Rail were identified, 
considering the impact of Hitachi Rail’s 
activities on the environment and the impact 
of ESG issues toward the company. 
The engagement process consisted of an 
engagement through surveys, addressed to 
different categories of internal and external 
stakeholders with dedicated questionnaires 
whose statistical significance was ensured 
through sharing with representative samples 
of respondents, and an engagement to 
the most relevant referents of the main 
structures of the Organisation through a 
dedicated workshop, with a live vote and 
brainstorming on the long list of individual 
impacts preliminarily identified. Additionally, 
Hitachi Rail also emphasises the close 
link between these topics and the UN 
Sustainable Development Goals (SDGs) 
and the related Targets, through a specific 
table that highlights the existing connection 
(see paragraph “Sustainability topics and 
contribution to SDGs”). The criterion that 
allowed the positioning of the SDGs was 
the alignment of each Goal with the most 
relevant associated topic.
The results of the materiality analysis was 
approved by the Sustainability Committee 
in June 2023. For more details see Chapter 
2 “ESG Framework and Roadmap” Section 
“Materiality Analysis”.
Consumption and Emissions
Consumption data were collected at the 
operational site level in the original unit 
of measurement. The conversion factors 
used for translating energy consumption 
into GJ are those provided by ISPRA 
(Italian National Institute for Environmental 
Protection and Research) in the “Tabella 
parametri standard nazionali” (Table of 
National Standard Parameters).
• Scope 1
Scope 1 Direct GHG Emissions are of 
utmost importance for Hitachi Rail due to 
its commitment of reducing them 100% 
by 2030. Consequently, the Company 
is doing its best to track the Year-on-Year 
trend to identify the primary sources 
of emissions and the best solutions to 
mitigate them. The calculation structure 
and methodology follow the guidelines 
provided by the GRI 305-1, considering 
emissions conversion factors recognised 
by the international community and 
consistent Global Warming Potential 
(GWP) rates. Scope 1 emissions are 
calculated using the factors provided in 
their most up-to-date publicly available 
version by the UK government's 
Department for Environment, Food and 
Rural Affairs (DEFRA). 
• Scope 2
Also, Scope 2 Energy Indirect GHG 
Emissions are of paramount importance 
for Hitachi Rail due to its commitment 
to reducing them 100% by 2030. 
Hitachi Rail is doing its best to track 
the Year-on-Year trend to identify which 
facilities are responsible for the highest 
energy consumption. This enables the 
prioritization of future interventions (e.g., 
green energy production, phase-out of 
polluting technologies, modernization of 
the plants, etc.). The calculation structure 
and methodology follow the guidelines 
provided by the GRI 305-2, applying 
market-based calculation method which 
reflects emissions from electricity that 
companies have purposefully chosen. 
The methodology considers contractual 
instruments (e.g., Power Purchase 
Agreements) and energy attribute 
certificates (RECs, GOs, etc.). The 
Scope 2 emission factors adopted are a 
combination between IEA (International 
Energy Agency) Factors provided by 
Hitachi Ltd. and used at a Group level, 
and, where available, at sites supplied with 
green energy, market-based factors of EU 
AIB (Association of Issuing Bodies) origin or 
directly from national energy providers.
• Scope 3
In line with last year's methodology, 
in order to account for the highest 
number of categories as possible, a 
hybrid calculation method has been 
adopted. This follows the hierarchic 
order provided by the GHG Protocol 
Guidelines, which has been applied 
following this logic:
	 – Whenever the internally gathered 
values allow for an in-depth calculation 
methodology (e.g., distance-based 
method, waste-type specific method, 
etc.), more precise methods have been 
selected,
	 – If not available, the spend-based method 
has been selected. This provides a high-
level analysis based on the costs of 
purchased goods and services.
By applying the mixed method approach, 
it was possible for Hitachi Rail to confirm 
the extensive perimeter analyses and to 
identify the main sources of emissions, 
prioritizing future activities necessary to 
address them.

116
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Computation methodology for each emission category is specified below.
For the first time, the 2023 Report includes 
additional disclosures, updated to date, 
taking into account the recommendations 
of the Task Force on Climate related 
Financial Disclosures (TCFD). The ESG 
Emission category
Methodology
1. Purchased Goods and Services
Computation adopting a spend-based methodology. This category has been assessed using Environmentally Extended Input-Output (EEIO) emission factors. Emission factors, specific to the country and product or service provided by 
a supplier have been mapped to all expenditures made by Hitachi Rail. The categorisation and emission factor mapping of all activities has been reviewed and approved by Hitachi Rail’s procurement team and the emission factors 
applied to the top 100 Suppliers by both spend and emissions were reviewed again to ensure the highest level of representativeness. 
2. Capital Goods
Computation adopting a spend-based methodology. This category has been assessed using Environmentally Extended Input-Output (EEIO) emission factors. Emission factors, specific to the country and Capital goods provided by a 
supplier have been mapped to all expenditures made by Hitachi Rail. The categorisation and emission factor mapping of all activities has been reviewed and approved by Hitachi Rail’s procurement team and the emission factors 
applied to the top 100 Suppliers by both spend and emissions were reviewed again to ensure the highest level of representativeness.
3. Fuel- and energy-related activities Category not calculated.
4. Upstream transportation and 
distribution
Computation adopting a spend-based methodology. This category has been assessed using Environmentally Extended Input-Output (EEIO) emission factors. Emission factors, specific to the country and transportation mode provided 
by a supplier have been mapped to all transportation expenditures encountered by Hitachi Rail. The categorisation and emission factor mapping of all activities has been reviewed and approved by Hitachi Rail’s procurement team 
and the assumed modes of transport for the top 50 transportation Suppliers by both spend and emissions were reviewed again to ensure the highest level of representativeness.
5. Waste generated in operations
Computation adopting a Waste-type-specific method using DEFRA emission factors: sum of the multiplication, by the respective conversion factor, of treated water and hazardous and non-hazardous waste, also broken down by 
disposal method (recycling, incineration, landfill).
6. Business travel
Computation adopting a Distance-based method using DEFRA emission factors. Business travel data was collected with particular reference to air travel, with a split between domestic, long-haul and short-haul flights, useful to identify 
the correct updated DEFRA conversion factor.
7. Employee Commuting
Computation adopting a variation of the Average-data method. Hitachi Rail computed from direct data gathering the average amount of emission from commuting per person for the Italian sites, and used this to estimate the 
commuting emission for the entire workforce. The methodology applied to the estimation of air pollutant emissions is based on the EMEP/EEA air pollutant emission inventory guidebook 2016 and is consistent with the 2006 IPCC 
Guidelines with respect to greenhouse gases.
8. Upstream leased assets
Category not calculated.
9. Downstream transportation and 
distribution
Category not calculated.
10. Processing of sold products
Category not calculated.
11. Use of sold products 
Direct use-phase emissions were computed based on the provided EPDs using declared yearly distance and kWh/km, alongside production mix data from AIB for European trains. It should be noted that the different combinations of 
train power supplies were taken into account in the calculation, i.e., electricity and diesel. Ecoinvent emission factor was used for diesel portion of usage for trains which corresponding EPDs have been issued; DEFRA 2022 emission 
factor was instead used for the diesel portion of usage of other trains. The emission related to category 11 currently encompasses only the vehicles production business of Hitachi Rail. 
12. End-of-life treatment of sold 
products 
Computation based on available EPDs. End-of-life data was not available from Japanese trains. Materials data was paired with waste fate emission factors and DEFRA factors for material groups. The emission related to category 12 
currently encompasses only the vehicles production business of Hitachi Rail. 
13. Downstream leased assets
Category not calculated.
Report include information on how 
Hitachi Rail is monitoring climate-change 
risks and opportunities, through a TCFD 
Correspondence Table split in the areas of 
Governance, Strategy, Risk Management as 
well as Metrics and Targets. Hitachi Rail is 
committed to progressively develop its own 
environmental governance, strategy, metrics, 
and goals, in line with best practices and 
TCFD guidelines.
For any information on the ESG Report, 
please write to csrs@hitachirail.com.

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H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in 
the ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
Glossary and Main Acronyms 
contained in the ESG Report
This glossary aims to facilitate the understanding of the terminology used both for sustainability issues and for those more specific to the business sector.
ARCC (Audit, Risks and Control Committee) 
The Audit and Risk Management Committee is responsible for monitoring the overall risk management framework, the 
financial reporting processes, the compliance processes, the performance of auditors and overseeing the audit program.
GHG (Greenhouse gas)
The IPCC defines Greenhouse gases as those gaseous constituents of the atmosphere, both natural and anthropogenic, 
which absorb and emit radiation at specific wavelengths within the spectrum of thermal infrared radiation emitted by the 
Earth’s surface, by the atmosphere itself, and by clouds. This property causes the greenhouse effect. Water vapor (H2O), 
carbon dioxide (CO2), nitrous oxide (N2O), methane (CH4), and ozone (O3) are the primary greenhouse gases in the 
Earth’s atmosphere. Moreover, there are a number of entirely human-made greenhouse gases in the atmosphere, such as 
the halocarbons and other chlorine- and bromine- containing substances, dealt with under the Montreal Protocol. Besides 
CO2, N2O, and CH4, the Kyoto Protocol deals with the greenhouse gases sulfur hexafluoride (SF6), hydrofluorocarbons 
(HFCs), and perfluorocarbons (PFCs). 
Eco-design
Eco-design, also known as ecological or sustainable design, is an approach that considers the environmental impact of 
products and systems throughout their entire life cycle. Its goal is to create environmentally friendly and resource-efficient 
products, taking into account factors like energy efficiency, waste reduction, and the use of renewable materials. By 
adopting eco-design principles, companies can contribute to a more sustainable future and appeal to environmentally 
conscious consumers.
EPD (Environmental Product Declarations)
The International EPD® System is a global programme for environmental declarations and signals a manufacturer’s 
commitment to measure and and communicate to stakeholders the environmental impact of its products and services and 
report these impacts in a transparent way. With an EPD, manufacturers report comparable, objective and third-party 
verified data reporting the environmental performance of their products and services. 
GRI (Global Reporting Initiative) Standards
The GRI Standards provide a standardised framework for organisations to report on their sustainability impacts in 
a consistent manner, fostering global comparability, transparency, and accountability. The set of Standards allows 
organisations to select the most relevant Topic Standards based on their material topics - economic, environmental, or social 
- ensuring an inclusive and comprehensive portrayal of material impacts and their management in sustainability reports. In 
2021, GRI introduced its latest version of the standards, further encouraging organisations to engage with stakeholders in 
identifying and prioritizing their impacts (GRI 2).
IPCC (Intergovernmental Panel on Climate Change)
The IPCC is a United Nations intergovernmental body offering regular scientific assessments on climate change, future risks, 
and potential solutions for adaptation and mitigation. Through its Assessment Reports, it presents the updates related to climate 
change impacts and options for mitigating its effects. Also, it produces Special Reports on specific topics agreed upon by 
member governments and Methodology Reports that provide guidelines for greenhouse gas inventories preparation.
IRIS (International Railway Industry Standard)
IRIS certification is a global system developed by UNIFE in 2005 to ensure higher quality in the rail sector. It aims to 
evaluate companies supplying to the railway industry through a standardised evaluation method and promotes common 
language, guidelines, fostering transparency and trust in IRIS Certification throughout the supply chain. The standard 
enhances competition and improves the quality of rail products, building upon ISO 9001:2015 to create a recognised and 
robust evaluation framework for the rail industry.
ISO (International Standards Organisation)
ISO is an international standard-setting body composed of representatives from various national standards organisations. 
Founded in 1947, it promotes worldwide proprietary, industrial, and commercial standards. It is headquartered in Geneva, 
Switzerland, and works in 165 countries. It was one of the first organisations granted general consultative status with the 
UN Economic and Social Council.

118
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in 
the ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
LoB (Line of Business)
Line of Business (LOB) refers to a product or a group of related products catering to specific customer transactions or 
business needs. In certain industries, LoB also has a regulatory and accounting definition for statutory policies. 
It typically represents an internal Corporate Business Unit, while "industry" encompasses all competitors in a similar market.
MaaS (Mobility as a Service)
MaaS is an integrated system of transport aimed at optimizing urban mobility through modular solutions, which are more 
coordinated and efficient. The goal is to answer in a flexible way to the increasingly emerging transport necessity of mass 
transport in sustainable mobility ecosystem.
OECD (Office of Economic Cooperation and Development)
OECD is an intergovernmental economic Organisation with 37 member countries, founded in 1961 to stimulate economic 
progress and world trade. It is a forum of countries describing themselves as committed to democracy and the market 
economy, providing a platform to compare policy experiences, seek answers to common problems, identify good practices 
and coordinate domestic and international policies of its members.
Renewable energy
Renewable energy refers to useful energy collected from naturally replenishing sources like sunlight, wind, rain, tides, waves, 
and geothermal heat. It also includes biomass, although its carbon-neutral status is debated. It serves various purposes, including 
electricity generation, air and water heating/cooling, transportation, and providing energy services in rural areas (off-grid) and, 
unlike fossil fuels, which are depleting rapidly, renewable energy sources can be sustained over human timescales.
PCR – Product Category Rules
A PCR (Product Category Rule) is a copyrighted document found in the EPD "cookbook," providing guidelines for creating 
a EPD (Environmental Product Declaration) for a specific product category. The PCR instructs on conducting the life-cycle 
assessment, declared/functional unit (product quantity and service life), and defining the use phase and end-of-life options. 
The PCR allows accurate assessment of a product's environmental impacts and ensures consistency and comparability 
across EPDs within the same product category. 
SDGs (Sustainable Development Goals)
The 2030 Agenda for Sustainable Development, adopted by all United Nations Member States in 2015, outlines a 
collective plan for global peace and prosperity. Its core comprises 17 Sustainable Development Goals which urge all 
countries, to collaborate in a global partnership to address poverty and improve health, education, and economic 
growth, to reduce inequality, combat climate change, and preserve oceans and forests. This agenda aims to create a 
sustainable and equitable future for people and the planet.
S4M (Services for Mobility)
S4M delivers advertising that drives more customers to stores, dealerships and restaurants. Its drive-to-store platform, Fusio, 
delivers incremental customer visits which are always independently verified. Founded in 2011, S4M’s platform is available 
globally, and used by over 1,000 brands worldwide to drive customers to physical locations.
UNIFE (Association of European railway builders)
UNIFE is a Brussels-based association representing European train builders and rail suppliers since 1992 that advocates 
for over 100 rail supply companies involved in designing, manufacturing, maintaining, and refurbishing rail transport 
systems. UNIFE also unites national rail industry associations representing 84% of the European and 46% of the global 
rail equipment and services market, becoming a trusted partner for EU institutions and other organisations representing 
rail sector stakeholders.
UITP (International Association of Public Transport)
UITP (Union Internationale des Transports Publics) advocates for sustainable urban mobility. It is the only global network 
that brings together all public transport stakeholders and sustainable transport modes, being a network of 1,800 
member companies from 100 countries, covering all public transport modes.

119
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
TCFD Reference Table
Task Force on Climate-Related Financial Disclosures
TOPIC
TCFD CODE
SECTION 
DISCLOSURE AT A GLANCE*
GOVERNANCE
Describe the board’s oversight of 
climate-related risks and opportunities
TCFD – 
G(a)
3.1.1 ESG Governance
A global Sustainability Committee oversee sustainability topics including climate related issues. This Committee is composed by permanent members, including the 
Hitachi Rail Group CEO and key global heads of functions (e.g. SHEQ Global Director, CSR&S, HR, Communication, HSE, Facility, Eco-design, GBMS, etc.), covering 
broadly ESG material topics and members on call according to specific needs. 
Describe management’s role 
in assessing and managing 
climate-related risks and opportunities
TCFD – 
G(b)
3.1.1 ESG Governance
3.3.1 Responding to 
ESG Risks and Opportunities
A CSR & Sustainability function has been established within Hitachi Rail to manage all ESG issues. Moreover, different management departments across Hitachi Rail 
are dedicated to various sustainability topics at global and local level and are addressing climate-related risks and opportunities. In particular, there is a global energy 
management function that manages energy issues and the decarbonisation plan. ERM Function, supported technically by CSR&S, guides risk assessment activities and 
update Hitachi Rail Risk and Opportunity Portfolio.
The ARCC (Audit, Risks and Control Committee) and Senior Executives are involved in the periodic review of the risk assessment results, as well as the Sustainability 
Committee which take the proper following management decisions.
STRATEGY
Describe the climate-related risks and 
opportunities the organization has 
identified over the short, medium, and 
long term 
TCFD – 
S(a)
3.3.1 Responding to 
ESG Risks and Opportunities
Collaborating with Corporate and thanks to a specific qualitative risk assessment carried out during FY22, Hitachi Rail have identified main risk and opportunity areas:
Physical risks related to more frequent and severe climate events and natural disasters such as typhoons, floods, and other natural disasters.
Transition risks related to compliance with EU and other global relevant legislation and lack to competitiveness due to delays or failures in developing low carbon 
solutions and technologies and/or ensuring their delivery. 
Opportunities connected to the transition to a lower carbon economy may arise for the Railway system and for Hitachi Rail because of the higher demand for electric 
powered transport and low emissions technologies for the long-distance transportation System.
Describe the impact of climate-
related risks and opportunities on the 
organization’s businesses, strategy, and 
financial planning
TCFD – 
S(b)
2.1 ESG Roadmap 
and Targets
3.3.1 Responding to 
ESG Risks and Opportunities
A specific impact analysis by the business and financial planning point of view have not yet been performed by Hitachi Rail, but two foremost challenges are part of its 
strategy to address climate related risks and opportunities:
a) Carbon Neutrality Roadmap on its main and most emission-intensive facilities;
b) A Vehicle Product Approach, with an extensive Life Cycle Assessment and ECO Design to Hitachi Rail product Portfolio.
Describe the resilience of the 
organization’s strategy, taking into 
consideration different climate-related 
scenarios, including a 2°C or lower 
scenario
TCFD – 
 S(c)
3.3.1 Responding to 
ESG Risks and Opportunities
Hitachi Rail, following Corporate guidelines, identify its risks and opportunities and assess them through a qualitative approach, taking into consideration three scenarios:
a. Business environment and major risks and opportunities under the 1.5°C scenario;
b. Business environment and major risks and opportunities under the 4°C scenario;
c. A transition scenario assessing non-environmental market factors.
continues
* The contents in this table are updated as of the date of publication of the ESG Report, following the end of the relevant FY, to provide an up-to-date view of the ongoing analysis. The references within the paragraphs of the document instead follow the scope of the FY22.

120
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
TOPIC
TCFD CODE
SECTION 
DISCLOSURE AT A GLANCE*
RISK MANAGEMENT
Describe the organization’s processes 
for identifying and assessing climate-
related risks
TCFD – 
RM(a)
3.3 Risk Management Process 
and Internal Control System
3.3.1 Responding to 
ESG Risks and Opportunities
The CSR&S function, methodologically supported by the ERM function, deals with the identification and assessment of Hitachi Rail's ESG risks, including climate 
related risks and opportunities.
ARCC and Senior Executives are involved in the periodic review of the risk assessment results, as well as the Sustainability Committee which take the proper following 
management decisions.
Describe the organization’s processes 
for managing climate-related risks
TCFD – 
RM(b)
3.3 Risk Management Process 
and Internal Control System
Climate related risks are managed within Hitachi Rail IRM and ERM system, based on the COSO Framework and other relevant external framework and monitored by 
ARCC.
Describe how processes for identifying, 
assessing, and managing climate-
related risks are integrated into the 
organization’s overall risk management
TCFD – 
RM(c)
3.3 Risk Management Process 
and Internal Control System
3.3.1 Responding to 
ESG Risks and Opportunities
The CSR&S function, methodologically supported by the ERM function, deals with the identification and assessment of Hitachi Rail's ESG risks, including climate 
related risks and opportunities.
Climate related risks are then managed within Hitachi Rail IRM and ERM system. Also due to UK MCD regulation and the Hitachi Rail will full integrate a TCFD 
approach in its business strategy and operations, in the near future Hitachi Rail will commit to deep dive its scenario analysis and risk and opportunities quantitative 
assessment.
METRICS & TARGETS
Disclose the metrics used by the 
organization to assess climate-related 
risks and opportunities in line with its 
strategy and risk management
TCFD – 
MT(a)
2.1 ESG Roadmap 
and Targets
5.2.3 Emission Reduction 
and Air Quality
Hitachi Rail have defined an extensive list of KPIs and metrics which go beyond reporting disclosure objectives and is considered a useful tool to evaluate and assess 
ESG performances over time. With regard to climate-related risks and opportunities, Hitachi Rail calculate energy consumption absolute values and intensity ratios. 
Scope 1 and Scope 2 emissions are calculated, and Hitachi Rail is progressively improving the completeness and accuracy of its Scope 3.
Disclose Scope 1, Scope 2, and, if 
appropriate, Scope 3 greenhouse gas 
(GHG) emissions and the related risks
TCFD – 
MT(b)
5.2.3 Emission Reduction 
and Air Quality
Hitachi Rail calculate and disclose its Scope 1, Scope 2, and relevant categories of Scope 3 emissions, together with intensity ratio for energy, waste, and water.
Describe the targets used by the 
organization to manage climate-
related risks and opportunities and 
performance against targets
TCFD – 
MT(c)
2.1 ESG Roadmap 
and Targets
Hitachi Rail is pledged to reducing the negative impacts of its activities and to enhance the positive ones, also through its commitment to follow a Science Based 
approach on decarbonisation after Hitachi Group’s formal commitment to SBTi and through its effort in building a climate resilient development plan.
A decarbonisation plan for Scope 1 and Scope 2 emissions was developed for most emission intensive facilities in Hitachi Rail as a result of that commitment.
* The contents in this table are updated as of the date of publication of the ESG Report, following the end of the relevant FY, to provide an up-to-date view of the ongoing analysis. The references within the paragraphs of the document instead follow the scope of the FY22.

121
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
GRI Content Index
Statement of use
Hitachi Rail has reported the information cited in this GRI Content Index for the period from 
April 1st, 2022, to March 31st, 2023, with reference to the GRI Standards.
Use of GRI 1
GRI 1: Foundation 2021
Pertinent GRI sector standars There are no GRI sector standards applicable to Hitachi Rail business
GRI 
Standard
Disclosure
Reference
Omission/Notes
GRI 2: GENERAL DISCLOSURE (2021)
The Organisation and its reporting practices
2-1
Organisational details
1.2 Introduction to Hitachi Rail 
Identity and Business
1.2.3 Group structure and business
2-2
Entities included in the 
Organisation’s sustainability 
reporting
Methodological Note
1.2 Introduction to Hitachi Rail 
Identity and Business
1.2.3 Group Structure and Business
1.2.4 Economic Performance
Omission of disclosure 2-2-b because 
“not applicable”; the consolidated 
financial statement of Hitachi Rail is 
included in the Report of Hitachi at 
Group level.
2-3
Reporting period, frequency 
and contact point
Methodological Note
Letter to Stakeholders from 
Giuseppe Marino
GRI 
Standard
Disclosure
Reference
Omission/Notes
2-4
Restatements of information
Methodological Note
5.2.1 Energy Efficiency and 
Consumption Trends 
5.2.2 Emission Reduction 
and Air Quality
5.3.2 Circular economy in Hitachi 
Rail: Materials and Waste
Restatements are due to methodological 
and perimeter refinements, aiming 
at a more accurate and complete 
representation of relevant sources/
materials, and are indicated in the text 
through footnotes in correspondence with 
the reference tables.
2-5
External assurance
-
Hitachi Rail have not requested external 
assurance for ESG Report FY22.
Activities and workers
2-6
Activities, value chain and 
other business relationships
1.2 Introduction to Hitachi Rail 
Identity and Business
1.2.2 Business, Products and Solutions 
3.4 Towards a Sustainable Value 
Chain
3.4.1 Supplier Governance 
and Guidelines
3.4.2 Sustainable Supply Chain
4.4 Workers Rights and Human Rights
2-7
Employees
4.1 Our People
4.1.1 Human Capital
Workers who are not employees are not 
included and number of not guaranteed 
workers is not represented because 
information is not available in all 
Hitachi Rail regions.

122
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
GRI 
Standard
Disclosure
Reference
Omission/Notes
Governance
2-9
Governance structure and 
composition
1.2 Introduction to Hitachi Rail 
Identity and Business
2.1.1 Delivering a Carbon Neutral, 
Safe and High-quality Railway 
Business
3.1 Corporate Governance
3.1.1 ESG Governance
Specific composition of Highest 
Governance Body and Committees is 
not disclosed in terms of gender, under-
represented social groups, stakeholder 
representations and independence. This 
information is not considered completely 
applicable for Hitachi Rail because of its 
organisational structure and ESG Report 
boundaries, which consider the overall BU.
2-12
Role of the highest 
governance body in 
overseeing the management 
of impacts
3.1 Corporate Governance
3.1.1 ESG Governance
3.1.2 ESG Management System 
and Certifications
2-13
Delegation of responsibility 
for managing impacts
2.1 ESG Roadmap and Targets
3.1 Corporate Governance
3.1.1 ESG Governance
3.1.2 ESG Management System 
and Certifications
3.3.1 Responding to ESG Risks 
and Opportunities
The frequency for senior executives or other 
employees to report back to the Global 
Leadership Team (GLT) on the management 
of the Organisation’s impacts on the 
economy, environment, and people is not 
disclosed because the process requires 
Committees are in charge to updating GLT 
upon specific internal policies.
2-14
Role of the highest 
governance body
Methodological Note
2-19
Remuneration policies
4.3.4 Compensation and Benefits
Compensation policies are described 
but no specific details about the highest 
governance body and senior executives are 
provided in terms of variable pay, incentives 
and other bonuses or clawbacks because 
the information is limitedly applicable for 
Hitachi Rail because of its organisational 
structure and ESG Report boundaries, 
which consider the overall BU. Mid-term 
management plan connect performances 
and remuneration policies to business 
objectives, including relevant ESG aspects.
GRI 
Standard
Disclosure
Reference
Omission/Notes
Strategy, policies and practices
2-22
Statement on sustainable 
development strategy
Letter to Stakeholders from 
Giuseppe Marino
2-23
Policy commitments
1.2.1 Mission, Vision and Values
2.1 ESG Roadmap and Targets
2.2 Our Partnerships for Sustainable 
Development 
2.4 Materiality Analysis
3.3.1 Responding to ESG Risks 
and Opportunities
3.4 Towards a Sustainable Value 
Chain
3.4.1 Supplier Governance 
and Guidelines
4.2 Diversity, Equity and Inclusion
4.3 People Development and Care
4.4 Workers Rights and Human Rights
Policy commitments are not publicly 
available apart from those explicitly 
summarised in the ESG Report because 
of confidentiality constraints
if the policy
commitments are not publicly available.
Any approved policy commitment in 
Hitachi Rail is broadly shared with 
employees through COSMO.
2-24
Embedding policy 
commitments
2.1 ESG Roadmap and Targets
2.2 Our Partnerships for Sustainable 
Development
3.1.1 ESG Governance
3.3.1 Responding to ESG Risks 
and Opportunities
3.4 Towards a Sustainable Value 
Chain
3.4.1 Supplier Governance 
and Guidelines
4.2 Diversity, Equity and Inclusion
4.3 People Development and Care
4.4 Workers Rights and Human Rights
Specific figures related to training 
that the Organisation provides on 
implementing the commitments is not 
disclosed because not available as a 
separate source of information.
2-26
Mechanisms for seeking 
advice and raising concerns
3.1.2 ESG Management System and 
Certifications
3.2 Business Ethics, Transparency 
and Integrity
3.2.1 Code of Ethics and ESG 
Policies
3.2.3 Whistleblowing Management
Specific figures related to training 
that the Organisation provides on 
implementing the commitments is not 
disclosed because not available as a 
separate source of information.

123
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
GRI 
Standard
Disclosure
Reference
Omission/Notes
2-27
Compliance with laws and 
regulations
3.2 Business Ethics, Transparency 
and Integrity
3.2.1 Code of Ethics and ESG 
Policies
3.2.4 Anticorruption
3.2.6 Export and Trade Compliance
3.2.7 Data protection and 
Cybersecurity
5.3.1 Product Innovation and 
Eco-Design
2-28
Membership associations
2.2 Our Partnerships for Sustainable 
Development
2.2.1 Industry Associations and 
Certifying Authorities
Stakeholder engagement
2-29
Approach to stakeholder 
engagement
Methodological Note
2.3 Stakeholder Engagement
2.3.1 Our dialogue with Stakeholder 
and their involvement process
2.3.2 Our Customers and their 
engagement
3.4 Towards as Sustainable Value 
Chain
4.3.3 Employee Engagement
2-30
Collective bargaining
agreements
Collective bargaining
agreements
MATERIAL TOPICS
3-1
Process to determine 
material topics
Methodological Note
2.4 Materiality Analysis
3-2
List of material topics
Methodological Note
2.4 Materiality Analysis
GRI 
Standard
Disclosure
Reference
Omission/Notes
Ethics, integrity and transparency
3-3
Management of material 
topics
Chapter 1: Context and Identity
2.1 ESG Roadmap and Targets
201-1
Direct economic value 
generated and distributed
1.2.4 Economic Performance
205-1
Operations assessed for risks 
related to corruption
3.2.4 Anticorruption
205-2
Communication and training 
about anti-corruption policies 
and procedures
3.2.4 Anticorruption
4.3.2 Learning, Career Development 
and Performance Management
205-3
Confirmed incidents of 
corruption and actions taken
3.2.4 Anticorruption
206-1
Legal actions for anti-
competitive behavior, anti-
trust, and monopoly practices
3.2.6 Export and Trade Compliance
207-1
Approach to tax
3.2.8 Fiscal Transparency
307-1
Non-compliance with
environmental laws and
regulations
3.2 Business Ethics, Transparency 
and Integrity
416-2
Incidents of non-compliance 
concerning the health and 
safety impacts of products 
and services
2.3.2 Our Customers and their 
engagement
3.2 Business Ethics, Transparency 
and Integrity
3.2.7 Data protection and 
Cybersecurity
419-1
Non-compliance with laws 
and regulations in the social 
and economic area
3.2 Business Ethics, Transparency 
and Integrity
3.2.6 Export and Trade Compliance

124
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
GRI 
Standard
Disclosure
Reference
Omission/Notes
Supply chain management
3-3
Management of material 
topics
3.4.1 Supplier Governance 
and Guidelines
3.4.2 Sustainable Supply Chain
204-1
Proportion of spending on 
local suppliers
1.2 Introduction to Hitachi Rail 
Identity and Business
3.4 Towards a Sustainable Value 
Chain
308-1
New suppliers that were
screened using 
environmental criteria
3.4 Towards a Sustainable Value 
Chain
3.4.1 Supplier Governance 
and Guidelines
308-2
Negative environmental 
impacts in the supply chain 
and actions taken
3.4.2 Sustainable Supply Chain
409-1
Operations and suppliers at
significant risk for incidents of 
forced or compulsory labor
3.4.1 Supplier Governance 
and Guidelines
4.4 Workers Rights and Human Rights
Omission for disclosure point a. ii.
414-1
New suppliers that were
screened using social criteria
3.4 Towards a Sustainable Value 
Chain
3.4.1 Supplier Governance 
and Guidelines
414-2 
Negative social impacts in 
the supply chain and actions 
taken
3.4.2 Sustainable Supply Chain
4.4 Workers Rights and Human Rights
Eco design
3-3
Management of material 
topics
5.3 Circularity, Innovation and 
Resources Management
301-1
Materials used by weight or 
Volume
5.3 Circularity, Innovation and 
Resources Management
The data disclosed were subject to 
restatement.
GRI 
Standard
Disclosure
Reference
Omission/Notes
Reduction of energy consumption	
3-3
Management of material 
topics
5.3 Circularity, Innovation and 
Resources Management
302-1
Energy consumption within 
the Organisation
5.2.1 Energy Efficiency and 
Consumption Trends 
The data disclosed were subject to 
restatement.
302-3
Energy intensity
5.2.2 Emission Reduction 
and Air Quality
302-4
Reduction of energy
Consumption
5.2.1 Energy Efficiency and 
Consumption Trends 
The data disclosed were subject to 
restatement.
302-5
Reduction in energy
requirements of products and 
services
1.2.2 Business, Products and Solutions
2.1.1 Delivering a Sustainable, 
Safe and High-Quality Railway 
Business
Water consumption optimisation
3-3
Management of material 
topics
5.3 Circularity, Innovation and 
Resources Management
5.3.3 Water and Effluents
303-1
Interactions with water as a 
shared resource
5.3.3 Water and Effluents
303-2
Management of water 
discharge-related impacts
5.3.3 Water and Effluents
Omission for disclosure points a. i. and iv.
303-3
Water withdrawal
5.3.3 Water and Effluents
Omission for disclosure point b and c.
303-4
Water discharge
5.3.3 Water and Effluents
Omission for disclosure point c.

125
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
GRI 
Standard
Disclosure
Reference
Omission/Notes
Reduction of emission and mitigation of climate change
3-3
Management of material 
topics
5.2 Environmental Goals and 
Decarbonisation Path
5.2.2 Emission Reduction 
and Air Quality
5.3 Circularity, Innovation and 
Resources Management
305-1
Direct (Scope 1) GHG
emissions
Highlights (FY22)
5.2.2 Emission Reduction 
and Air Quality
5.2.3 Sustainable Mobility
The data disclosed were subject to 
restatement.
305-2
Energy indirect (Scope 2) 
GHG emissions
Highlights (FY22)
5.2.2 Emission Reduction 
and Air Quality
The data disclosed were subject to 
restatement. 
305-3
Other indirect (Scope 3) 
GHG emissions
Highlights (FY22)
5.2.2 Emission Reduction 
and Air Quality
The data disclosed were subject to 
restatement.
305-5
Reduction of GHG emissions
Letter to Stakeholders from 
Giuseppe Marino
Highlights (FY22)
5.2 Environmental Goals and 
Decarbonisation Path
5.2.2 Emission Reduction 
and Air Quality
The data disclosed were subject to 
restatement.
305-6
Emissions of ozone-depleting
substances (ODS)
5.2.2 Emission Reduction 
and Air Quality
GRI 
Standard
Disclosure
Reference
Omission/Notes
Waste management
3-3
Management of material 
topics
5.1 Environmental Policy
5.3 Circularity, Innovation and 
Resources Management
5.3.2 Circular economy in Hitachi 
Rail: Materials and Waste
306-1
Waste generation and 
significant waste-related 
impacts
5.3 Circularity, Innovation and 
Resources Management
5.3.1 Product Innovation and 
Eco-Design
5.3.2 Circular economy in Hitachi 
Rail: Materials and Waste
306-2
Management of significant 
waste-related impacts 
5.3 Circularity, Innovation and 
Resources Management
5.3.1 Product Innovation and 
Eco-Design
5.3.2 Circular economy in Hitachi 
Rail: Materials and Waste
306-3
Waste generated 
5.3.2 Circular economy in Hitachi 
Rail: Materials and Waste
306-4
Waste diverted from 
disposal
Highlights (FY22)
5.3.2 Circular economy in Hitachi 
Rail: Materials and Waste
306-5
Waste directed to disposal
5.3.2 Circular economy in Hitachi 
Rail: Materials and Waste

126
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
GRI 
Standard
Disclosure
Reference
Omission/Notes
Employee welfare
3-3
Evaluation of the 
management approach
4.1 Our People
4.3.1 Talent Acquisition
401-2
Benefits provided to full-
time employees that are not 
provided to temporary or 
part-time employees
4.3 People Development and Care
401-3
Parental leave
4.3 People Development and Care
402-1
Minimum notice periods 
regarding operational 
changes
4.1.2 Relations Management
In the event of particularly significant 
organisational changes, specific 
communications initiatives targeting broad 
categories of employees are envisaged to 
explain the reasons for the changes.
Occupational health & safety
3-3
Management of material 
topics
3.1.2 ESG Management System and 
Certifications
4.5 Occupational Health and Safety
403-1
Occupational health and 
safety management system
4.5 Occupational Health and Safety
403-2
Hazard identification, risk 
assessment, and incident 
investigation
3.3.1 Responding to ESG Risks 
and Opportunities
4.5 Occupational Health and Safety
403-3
Occupational health services
4.3 People Development and Care
4.3.3 Employee Engagement
4.5 Occupational Health and Safety
GRI 
Standard
Disclosure
Reference
Omission/Notes
403-4
Worker participation, 
consultation, and 
communication on 
occupational health and safety 
4.5 Occupational Health and Safety
403-6
Promotion of worker health
4.3 People Development and Care
4.3.3 Employee Engagement
4.5 Occupational Health and Safety
403-7
Prevention and mitigation 
of occupational health and 
safety impacts directly linked 
by business relationships
4.5 Occupational Health and Safety
403-9
Work-related injuries
4.5 Occupational Health and Safety
416-2
Incidents of non-compliance
concerning the health and
safety impacts of products 
and services
2.3.2 Our Customers and their 
engagement
3.2 Business Ethics, Transparency 
and Integrity
3.2.7 Data protection and 
Cybersecurity
Training and career development
3-3
Management of material 
topics
4.3.2 Learning, Career Development 
and Performance Management
404-1
Average hours of training 
per year per employee
4.3.2 Learning, Career Development 
and Performance Management
404-2
Programs for upgrading
employee skills and 
transition assistance 
programs
3.2 Business Ethics, Transparency 
and Integrity
4.3 People Development and Care
4.3.1 Talent Acquisition
4.3.2 Learning, Career Development 
and Performance Management
4.3.3 Employee Engagement
5.1 Environmental Policy
5.3 Circularity, Innovation and 
Resources Management

127
H I TA C H I  R A I L  / /  E S G  R E P O R T  2 0 2 3  –  F Y 2 2
Highlights Fiscal 
Year 2022
Chapter 1 
Context and 
Identity
Chapter 2 
ESG Framework 
and Roadmap
Chapter 3 
Governance
Chapter 4 
Social Impact
Chapter 5 
Environmental 
Impact
Methodological 
Note
Significant Events 
occurred after the 
closing of the Fiscal 
Year covered by the 
ESG Report
Glossary and 
Main Acronyms 
contained in the 
ESG Report
TCFD 
Reference 
Table
GRI 
Content 
Index
Guide to 
the ESG 
Report 2023
Letter to 
Stakeholders
GRI 
Standard
Disclosure
Reference
Omission/Notes
404-3
Percentage of employees 
receiving regular 
performance and career 
development reviews
4.3.2 Learning, Career Development 
and Performance Management
412-2
Employee training on human 
rights policies or procedures
4.3.2 Learning, Career Development 
and Performance Management
Diversity, equality and inclusion
3-3
Management of material 
topics
4.2 Diversity, Equity and Inclusion
405-1
Diversity of governance 
bodies and employees
4.1 Our People
4.2 Diversity, Equity and Inclusion
405-2
Ratio of basic salary 
and remuneration of women 
to men
4.3.4 Compensation and Benefits
Support for local community
3-3
Management of material 
topics
2.3.1 Our Dialogue with Stakeholders 
and their Involvement Process
413-1
Operations with local 
community engagement, 
impact assessments, and
development programmes
2.3.1 Our Dialogue with Stakeholders 
and their Involvement Process
4.3.3 Employee Engagement
GRI 
Standard
Disclosure
Reference
Omission/Notes
Air quality
3-3
Management of material 
topics
2.3.2 Our Customers and their 
engagement
305-7
Nitrogen oxides (NOX), 
sulphur oxides (SOX), and 
other significant air emissions
5.2.2 Emission Reduction 
and Air Quality
5.2.3 Sustainable Mobility
MATERIAL TOPIC NOT COVERED BY A GRI DISCLOSURE
Data protection security
3-3
Management of material 
topics
Customer focusing
3-3
Management of material 
topics
R&D and product innovation
3-3
Management of material 
topics
5.3 Circularity, Innovation and 
Resources Management

ESG Report 2023 – FY22
The Hitachi Rail ESG and Sustainability Report has been published 
in its digital format to minimise environment impact.
Please consider the environment before printing.
By SHEQ and CSR&S Department
 We thank all the colleagues who collaborated to the creation of this Report
we continue to make our contribution 
csrs@hitachirail.com
Creative concept, design and layout
MERCURIO GP – Milan
www.mercuriogp.eu