Introduction

Value Creation

Addressing Risks and Opportunities

Transformation

Business Strategies

Governance

Data

Hitachi Integrated Report 2023

Corporate GovernanceCorporate Governance
Hitachi views the expansion of long-term and overall returns to shareholders and investors as an important management objective. Hitachi, Ltd. and Hitachi Group companies maintain good
relationships with a wide range of stakeholders, and we recognize that these relationships make up an important portion of our overall corporate value. Accordingly, we are striving to establish asystem that will improve our corporate value primarily through the implementation of measures focused on promoting constructive dialogue. To advance these efforts effectively, we are working to
improve our corporate governance by ensuring thorough separation between the oversight and execution of management, establishing a swift business execution system, and striving to achieve
highly transparent management.
History of Hitachi’s Corporate Governance Reform

Hitachi’s Corporate Governance Framework and Features (As of June 2023)
POINT 1

General meeting of shareholders
Senior Executive Committee
Appointment

ReportAppointment/
oversight

2

Transitioned to a company with committees (currently acompany with a nominating committee, etc.) in 2003.

President & CEO

Hitachi established the Nominating Committee, the Compensation
Committee and the Audit Committee, with independent directors
comprising the majority of members and serving as chairpersons.
This system ensures transparency in management, separates theoversight and execution of management, facilitates the full exerciseof oversight functions, and enables discussions and reports to be
conducted appropriately within these three committees.

Board of Directors

2 executive members

Executive Vice Presidents
and Executive Officers/
Senior Vice Presidents andExecutive Officers/
Vice Presidents andExecutive Officers

members
10 non-executive(including two women)

1

1

1

Nominating
Committee

Compensation
Committee

Audit
Committee

4 directors

4 directors

5 directors*

3 Audit

3 Report

Internal
Auditing
Office3 Audit

Executive
Officer
Department
in charge

POINT 2

3

Department
in charge

Audit

Independence of the Board of
Directors

Increased the number of independent directors, including
non-Japanese directors, in 2012.

Executive
Officer
Department
in charge

Transparency in Management

Department
in charge

The Board of Directors, which is chaired by an independent
director, has 12 members, including nine independent directors,
two directors who are also serving as executive officers, and one
director who is not serving as an executive officer. In addition,
we have established a system that facilitates the full exerciseof oversight functions by maintaining a separation between
management oversight and execution.

3 Audit
3 Report
Non-independent

Independent*One standing Audit Committee member

Accounting Auditors

POINT 3

Enhanced Collaboration throughTripartite Auditing

Hitachi’s Audit Committee and internal audit sections collaborate
with third-party accounting auditors to strengthen Tripartite
Auditing aimed at increasing the effectiveness of internal controls.

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Value Creation

Addressing Risks and Opportunities

Transformation

GovernanceBusiness Strategies

Data

Hitachi Integrated Report 2023

Corporate Governance

Highly Experienced Directors (Sustainability Report)

Experience, Knowledge and Capabilities Required for Directors
Hitachi Directors need to have a wide range of experience and knowledge in global and diverse fields to be worthy of leading Hitachi’s management to expand the Social Innovation Businessglobally, and have the qualities of broad experience and expertise in management.
The experience, knowledge, capabilities and other qualities required for Hitachi directors are as follows.
Core Skills
Core qualities that ensure management oversight efficiency and decision-making
functions

Number ofapplicabledirectors

Professional Skills

Number ofapplicabledirectors

Expertise and experience that enhance discussions pertaining to the promotion of
the Social Innovation BusinessCorporate
management

Corporate management experience and knowledge

12peopleGovernments
and internationalorganizations

Leadership experience in government, governmental agencies, international organizations
or economic associations that facilitates an understanding of and response to regulations
and social issues, as well as practical experience at educational institutions

4
peopleGlobalbusiness

Business experience outside Japan or management experienceat a company that develops business globally

12peopleLegal affairs

Expertise and practical experience in legal affairs indispensablefor global business and the development of new business1
personRiskmanagement

Knowledge of risk assessment and management necessary tomaintain operations

12
peopleR&D andintellectual
property

Expertise and practical experience in R&D or intellectual property
facilitating the utilization of technology and the incorporation of
new technologies

2
peopleFinance andaccounting

Knowledge and management experience pertaining to financial
accounting necessary for medium- to long-term corporate value
creation from a financial perspective

12
peopleDigitalPractical experience in industrial fields vital for promoting digitaltransformation (DX) in the Social Innovation Business4
peopleBoard of Directors Composition (As of June 2023)
Independence(ratio of independent directors)

Diversity(ratio of non-Japanese and female directors)

Diversity(by country of origin)
Germany 1person
United Kingdom

Independent
directors
Nine people

75%

Non-Japanese
Directors
Five people

1person

41.7%

2 people

United States

2 female directors(16.7% of overall director total)India

1personIndustrial fieldJapan

7peopleFinance

RetailEnergy and resources

Materials andchemicals

Transportationand logistics
Machinery
Electricity and gas
IT and services

Electric andprecision instruments

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Value Creation

Addressing Risks and Opportunities

Transformation

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Governance

Hitachi Integrated Report 2023

Data

Corporate Governance

Activities of the Three Committees (Sustainability Report)

Administrative Performance of the Board of Directors

Internal controls (audit system, etc.)

Providing Information to Independent Directors

The Board of Directors approves the basic management policy for the Hitachi Group andoversees the execution of the duties of executive officers and directors in order to sustainably
enhance corporate value and shareholders’ common interests. The basic management
policy includes the Mid-term Management Plan and annual budget compilation. The Board of
Directors focuses on strategic issues related to the basic management policy, as well as otheritems to be resolved that are provided in laws, regulations, the Articles of Incorporation, and theBoard of Directors Regulations.
In fiscal 2022, CEO Keiji Kojima reported on the progress of the Mid-term Management Plan
2024, including overall priority items and progress in each sector, and confirmed consistency
with the plan. In promoting the execution of management strategies, more time is spent
discussing and deliberating than is used to explain quarterly financial reports and businessstrategies. In addition, at the Board meeting CEO Kojima reports and discusses important
topics for the executive side that were discussed at the Senior Executive Committee, facilitatinga shared understanding with the executive side.

The Board of Directors holds individual meetings and site visits to improve the effectivenessof the Board of Directors and increase opportunities for information sharing. In fiscal 2022,with the relaxation of border measures for COVID-19, we held a Board of Directors meetingoverseas for the first time in three years (in the United States), as well as lectures by local
experts and visits to local subsidiaries. Online participation in the Hitachi Social Innovation
Forum, and attendance at the Internal Business Conference and the Research Presentation
Meeting held at research institutes, including online, as well as visits to Hitachi Origin Park,
provided opportunities to deepen understanding of the business and engage in dialogue withsenior management and front line employees.

Board of Directors Meetings in FY2022
FY2022 Board of Directors Meeting Results
Nine days

Meetings held

7.6 per meeting

Average number of agenda items

3.1 hours (longest meeting 5.3 hours)

Average meeting length

December 13, 2022: Board of Directors meeting in the United States

Discussion of Major Themes
Explanations

Discussions /Deliberations

CEO REPORT
Mid-term
Management Plan
Settlementof accounts
Risk management
Business strategy
0

100

200

300

400

Total annual time (minutes)

January 18, 2023: Visit to Hitachi Energy (Switzerland)
by Audit Committee members

October 27, 2022: Visit to Hitachi Origin Park

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Addressing Risks and Opportunities

Value Creation

Transformation

Business Strategies

Governance

Data

Hitachi Integrated Report 2023

Corporate GovernanceAnalysis and Evaluation of the Effectiveness of the Board of Directors
Hitachi evaluates the effectiveness of its Board of Directors each year in a continuous effort to maintain and improve its functions.

Fiscal 2022 Evaluation Process

Evaluation Results and Future Initiatives
Points of evaluation

1. Questionnaire-based
self-assessment by
each director(February to March2023)• Composition: diversity on the Board, the number and proportion of Inside andOutside directors, etc.
• Visibility of responsibilities and roles of the Board• Meeting operation: meeting frequency, deliberation time, agenda setting,quality of deliberation, Chairman’s role, etc.
• Contribution: contribution to strategy building and change of company culture,contribution to constructive discussions, utilization of Director’s knowledge
and experience, discussions contribution to CEO succession plan, etc.
• Understanding of the company: Hitachi Group Identity, risk factors, potential
challenges and opportunities.
• Three committees: composition, responsibilities and roles, coordination with
the Board, etc.
• Supporting system for the Board: provision of necessary information such as
the Board materials, etc.

2. Discussions among
independent directors(March 2023)• Independent directors had a meeting and discussed the Board effectiveness there
referring to the Board’s activities in each evaluation items set out in the above 1.

3. Discussions at theBoard meeting(May 2023)• The Board analyzed and evaluated its effectiveness as a whole and confirmed thepolicy on approaches to further enhance the Board’s effectiveness based on the
results of the preceding process, considering comparison to the evaluation resultsfor previous year and measures taken for improving its effectiveness.

Evaluation results

Overall evaluation
in FY2022• The Board assessed that Board members are diverse and make use of
their knowledge and expertise to speak out, having vigorous discussions
especially on matters related to business strategies such as the Mid-termManagement Plan targeting the mid/long-term growth of corporate value.
The Board, therefore, concluded that the effectiveness of the Board as awhole is maintained.
Future initiatives

Further enhancement ofcorporate governance• Based on discussions at the Board meetings, set up meetings to provide
feedback and confirm future action items with executives to further
promote shared recognition between the Board members and theexecutives.
• The Board will respond to requests for dialogue from investors to theextent possible.

Enhancement of theBoard support system andimprovement of practicalissues in operations• Increase opportunities to have meetings with BU CEOs, etc. and expand
to provide Independent Directors with information on opportunities ofvisiting sites and events of Hitachi Group.
• Further improve structure and content of materials for the Board meetingand operation of provision of materials well in advance of the Board
meeting.

CEO Appointment, Dismissal, and Succession Plan
After a preliminary report to the Nominating Committee, Hitachi’s Board of Directors decides
upon the appointment and dismissal of executive officers with the goal of constructing an
optimal business execution system for management. As stipulated in our Corporate Governance
Guidelines, our basic policy concerning the CEO requires that individuals serving in the positionof CEO have extensive experience and achievements in the field of company management.
They must also be considered optimally suited for conducting management aimed at achieving
Hitachi’s goals of continuously raising its corporate value and further serving the common
interests of its shareholders. Decisions regarding the appointment or dismissal of the CEO shallbe made based on prior deliberations and proposals by the Nominating Committee.

Regarding our CEO Succession Plan, as the speed of change in the management
environment accelerates, we are striving to build a system that enables us to appropriately
and promptly secure and develop (both internally and globally) necessary management
personnel who will provide leadership that will allow us to realize our growth strategies.
Accordingly, we are also concentrating on providing training for selected employees whiletargeting the early development of candidates for future management positions. Through this,participants discuss what is necessary for Hitachi’s future growth, and by providing a forum
for making recommendations to management, we foster next-generation leaders capable ofacting authoritatively and resolutely.

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Addressing Risks and Opportunities

Value Creation

Transformation

Business Strategies

Governance

Data

Hitachi Integrated Report 2023

Corporate Governance

Reflecting Sustainability Targets in Executive Compensation Evaluation (Sustainability Report)

Director and Executive Officer Compensation
Compensation structure
Fiscal 2023 Revision of Executive Compensation System
At a meeting of the Compensation Committee, Hitachi discussed the executive compensation
system to enable continued growth over the next ten years, through a modal change toward
growth in MMP 2024. A decision was made to amend the executive compensation system
to establish a system that can secure competitive superiority over global companies, ensure
effective Pay-for-Performance that rewards contributions to growth and innovation, andincrease corporate value by strengthening sustainable management. For specific details, please
see the following page.
With regard to employee compensation as well, Hitachi has introduced a framework in which
individual targets are linked to the company’s targets, and compensation is determinedaccording to the achievement of those targets. The management targets put forward in MMP
2024 are applied as evaluation indexes when deciding compensation for individual employees.
Hitachi will cultivate a growth mindset among both executives and employees and strive toachieve global growth as One Hitachi.

(1) Directors
Compensation for Directors is Basic compensation as fixed pay. The amount of Basic compensation is decided byadjusting a basic amount to reflect full-time or part-time status, committee membership and position, and travel from placeof residence, etc. A Director concurrently serving as an Executive Officer is not paid compensation as a Director.
(2) Executive Officers
Compensation for Executive Officers consists of Basic compensation as fixed pay and short-term incentive compensation andmedium- and long-term incentive compensation as variable pay. The basic amount of Basic compensation, short-term incentive
compensation and medium- and long-term incentive compensation is set based on the ratio of compensation for the President& CEO, which in the past was 1:1:1, but has been changed to 1:1.2:2, increasing the ratio of variable pay with a focus on LTI,
which takes the form of stock compensation, and the compensation ratios for other executives have also been set based on
this ratio. This takes into account the composition of executive compensation for major global companies including European
and the United States companies, in order to increase corporate value through the growth of global businesses.
If it is found that an executive officer has engaged in misconduct during their term of office, any compensation already paid shallbe returned to the company (clawback provision).
For details of Compensation to Directors and Executive Officers, please refer to page 108 of the Annual Securities Report (the154th business term).

Basic Policy of the New Executive Compensation System
Aiming for growth, profitability,
and cash generation

Key Principles: New Incentive Plan

Accelerate sustainable
management

Emphasize alignment
with shareholder value

Ensure global competitivenessin business and compensation

1 Alignment with the Mid-term Management Plan 2024●

Aligned with mid or long-term growth ofcorporate value and business performance●

Corp. value growth throughPay-for-Performance●

2 Establishment of compensation program and corporate performance program that foster a growth mindset●●

Linkage with the+
Mid-term
Management Plan 2024

Mid- or long-term
growth beyond
the mid-term plan

In the Short-term incentive compensation and Medium- and long-term incentive compensation, set performance metrics toward the Mid-term Management Plan as Key
Performance Indicator (‘KPI’) to encourage executives to achieve them.
Pursue an optimal balance between short and medium- to long-term performance about “growth,” “improving profitability” and “cash generation”, aiming for improvement ofshort-term performance and medium- to long-term growth in corporate value.
Establish a compensation program that significantly rewards performance by setting stretched goals and commensurate compensation levels.

3 Setting indicators to promote sustainable management●

Develop specific indicators and goals related to “Environments,” “Business with Integrity” and “Quality of life” under its sustainability strategy, and encourage their implementation.

4 Expansion of stock compensation that rewards growth in corporate value over the medium to long term●

Expand stock compensation to better align with medium-to long-term corporate value.

5 Competitive compensation levels with a global perspective●

Attract and retain key talent

Ensure competitive compensation levels to attract and retain key executives in the global market, regardless of their residence or origin, who lead global management of a
global organization.

6 Compensation benchmarking with objectivity and transparency●

Transparency, objectivity and fairness

Reference the benchmarks in the US and European markets in addition to the benchmarks in the Japanese market for analysis and level-setting from multiple perspectives.

7 Transparency and objectivity through enhanced compensation disclosure and shareholder engagement●

Endeavor to gain investors’ understanding and support through sufficient disclosure of the compensation program with a global perspective and ongoing shareholder
engagement, and continuously improve the program based on the insights gained through the engagement.

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Addressing Risks and Opportunities

Value Creation

Transformation

GovernanceBusiness Strategies

Hitachi Integrated Report 2023

Data

Corporate GovernanceCompensation to Executive Officers (Fiscal 2023)
Before amendment

After amendment

Basic compensation: short-term incentive:
medium- and long-term incentive = 1:1:1 ratio

Basic compensation: short-term incentive:
medium- and long-term incentive = 1:1.2:2 * ratio

Fixed pay

Variable pay

Basic compensation

Short-term incentive
compensation

Fixed pay

Medium- and long-term
incentive compensation

Variable pay

1

2

3

Basic compensation

Short-term incentive
compensation

Medium- andlong-term incentive compensation*For President & CEO

Basic compensation

1

Set according to the relevant position by adjusting that amount to reflect financial results and individual performance.

Short-term incentive compensation

2

3

Medium- and long-term incentive compensation

Short-term incentives (STI)

Executive officers
in charge ofbusiness

Individual
evaluation:
10%

Company-wide performance:
70%

President
Executive officers
in charge ofcorporate affairs

Medium- and long-term incentives (LTI)

Company-wide performance:
40%
Company-wide performance:
30%

1• Revenues• Lumada business• Adj. EBITA Margin revenues• EPS• Core FCF

Individual evaluation:
40%

Divisional performance:
30%

Sustainability:
20%
Sustainability:
20%

3
3

Compensation withincumbency condition:
30%

Individual evaluation: Sustainability:
3
20%
20%

1

3

• Revenues• Lumada business• Adj. EBITA Margin revenues• Core FCF• Materiality— “Environment,”“Business with Integrity” and“Quality of Life” —based on thesustainability strategy

Compensation with stock price condition:
70%

When the Mid-termManagement Plan
targets are achieved
Max. +20%

2

1

TSR growth rate
TOPIX comparison

Global competitive
comparison

2

ROIC
+10%

Sustainability:+10%

Points of amendment
1 Strengthening the link with the Mid-term Management
Plan 2024• Adopt the key indicators set forth in the Mid-term Management
Plan 2024 adopted as KPIs (STI)• Introduce incentives for achieving the Mid-term Management Plan (LTI)

2 Strengthening the link with Corporate Value
Enhancement• Increase the stock price condition compensation ratio (LTI)• Establish a global competitive comparison (LTI)

3 Further evolving of Sustainable Management• Separate sustainability evaluations and set at 20% (STI)• Create new evaluations regarding our Materiality—“Environment,” “Business with Integrity” and “Quality ofLife” —based on the sustainability strategy (STI)

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Introduction

Value Creation

Addressing Risks and Opportunities

Transformation

Business Strategies

Governance

Data

Hitachi Integrated Report 2023

Corporate Governance

Leadership (As of June 21, 2023)
Independent Directors*

Katsumi Ihara (72)

Ravi Venkatesan (60)Cynthia Carroll (66)

Ikuro Sugawara (66)

Joe Harlan (64)Louise Pentland (51)

Share ownership: 1,300 shares
Term of office as Independent Director: 5 years

Share ownership: 500 shares
Term of office as Independent Director: 3 years

Share ownership: 1,600 shares
Term of office as Independent Director: 10 years

Share ownership: 400 shares
Term of office as Independent Director: 1 year

Share ownership: 1,300 shares
Term of office as Independent Director: 5 years

Share ownership: 1,200 shares
Term of office as Independent Director: 8 years

2005 Executive Deputy President, Representative
Corporate Executive Officer, Member of the Board,Sony Corporation

1999 Chairman of the Board of Directors, Cummins India
Ltd. (Retired in March 2004)

1991 General Manager,
Foil Products, Alcan Inc.

1999 Vice President and Chief Financial Officer,
Lighting Business, General Electric Company

1997 Admitted as a Solicitor (UK)2009 Executive Deputy President, Corporate Executive,
Sony Corporation
Executive Vice President, Representative Director,
Sony Financial Holdings Inc.

2004 Chairman, Microsoft India Pvt. Ltd.
(Retired in September 2011)1996 Managing Director,
Aughinish Alumina Ltd., Alcan Inc.

2010 Director-General of the Industrial Science andTechnology Policy and Environment Bureau,
Ministry of Economy, Trade and Industry of Japan(“METI”)

2011 Independent Director, Infosys Ltd.
(Retired in May 2018, served as Co-Chairman from
April 2017 to August 2017)

1998 President, Bauxite,
Alumina and Specialty Chemicals, Alcan Inc.

2012 Director-General of the Manufacturing Industries
Bureau, METI

2002 President and Chief Executive Officer,
Sumitomo 3M Ltd.

2007 Vice President
Acting Chief Legal Officer
and Head of IP Legal, Nokia Corporation2010 President, Representative Director, Sony Financial
Holdings Inc.

2013 Venture Partner, Unitus Ventures LLC.
(Currently in office)2002 President & CEO,Primary Metal Group, Alcan Inc.

2013 Director-General of the Economic and Industrial
Policy Bureau, METI

2004 Executive Vice President, Electro andCommunications Business, 3M Company

2008 Senior Vice President and Chief Legal Officer, Nokia
Corporation2011 President, Representative Director, Sony Life
Insurance Co., Ltd.

2007 CEO, Anglo American plc.
(Retired in April 2013)2009 Executive Vice President,
Consumer and Office Business, 3M Company

2009 Admitted to New York State Bar Association

2015 Chairman (Non-Executive), Bank of Baroda(Retired in August 2018)2015 Vice-Minister of Economy, Trade and Industry ofJapan2015 Chairman, Director, Sony Life Insurance Co., Ltd.
(Retired in June 2017)2013 Director, Hitachi, Ltd.

2018 Special Representative for Young People &Innovation, UNICEF (Retired in September 2022)

2017 Special Advisor to the Cabinet of Japan(Retired in June 2018)2011 Executive Vice President, Performance Materials,
The Dow Chemical Company

2022 Director, Hitachi, Ltd.

2016 Chairman, Director, Sony Financial Holdings Inc.
(Retired in June 2017)2020 Director, Hitachi, Ltd.

2012 Executive Vice President, Chemicals, Energy and
Performance Materials, The Dow Chemical
Company

2018 Director, Hitachi, Ltd.

2001 Vice President, Corporate Financial,
Planning and Analysis, 3M Company

2014 Chief Commercial Officer and Vice Chairman,
Market Business, The Dow Chemical Company
2015 Vice Chairman and Chief Commercial Officer, The
Dow Chemical Company(Retired in August 2017)2018 Director, Hitachi, Ltd.

Nominating Committee

Audit Committee

2001 Senior Legal Counsel,
Nokia Networks, Nokia Corporation2011 Executive Vice President andChief Legal Officer, Nokia Corporation(Retired in May 2014)2015 General Counsel, PayPal, eBay Inc.
Director, Hitachi, Ltd.
Senior Vice President andChief Legal Officer, PayPal Holdings, Inc.
2016 Executive Vice President,
Chief Business Affairs & Legal Officer, PayPal
Holdings, Inc.
2022 Executive Vice President andSenior Advisor, PayPal Holdings, Inc.
(Retired in July 2022)

Compensation Committee

Each Committee is composed of the following members (chair names underlined)
Nominating Committee: Katsumi Ihara, Cynthia Carroll, Hiroaki Yoshihara, Toshiaki Higashihara

Audit Committee: Hiroaki Yoshihara, Katsumi Ihara, Ikuro Sugawara, Helmuth Ludwig, Mitsuaki Nishiyama

Compensation Committee : Takatoshi Yamamoto, Katsumi Ihara, Joe Harlan, Keiji Kojima* Independent directors are directors who fulfill the qualification requirements to be outside directors
as stipulated in the Companies Act and also meet independence criteria defined by Hitachi andstipulated by Japanese stock exchanges where Hitachi is listed.

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Addressing Risks and Opportunities

Value Creation

Transformation

Business Strategies

Governance

Data

Hitachi Integrated Report 2023

Corporate GovernanceDirectors

Takatoshi Yamamoto (70)

Hiroaki Yoshihara (66)

Helmuth Ludwig (60)

Keiji Kojima (66)

Mitsuaki Nishiyama (66)

Toshiaki Higashihara (68)

Share ownership: 14,100 shares
Term of office as Independent Director: 7 years

Share ownership: 3,400 shares
Term of office as Independent Director: 9 years

Share ownership: 4,400 shares
Term of office as Independent Director: 3 years

Share ownership: 113,600 shares

Share ownership: 26,660 shares

Share ownership: 207,900 shares

1995 Managing Director,
Morgan Stanley Japan Limited

1978 Joined Peat Marwick Mitchell & Co.

2001 President, Software and System House Division,
Siemens AG

1982 Joined Hitachi, Ltd.

1979 Joined Hitachi, Ltd.

1977 Joined Hitachi, Ltd.

2011 General Manager, Hitachi Research Laboratory2008 General Manager, Finance DepartmentⅠ

2002 President, Systems Engineering Division,
Automation and Drives Group, Siemens AG

2012 Vice President and Executive Officer

2011 Executive Officer, Hitachi Cable, Ltd.

2007 Vice President and Executive Officer(Retired in March 2008)2016 Senior Vice President and Executive Officer

2012 Executive Officer, Board Director, Hitachi Cable, Ltd.

2008 President, Hitachi Power Europe GmbH2018 Representative Executive Officer,
Executive Vice President
2021 Representative Executive Officer,
President & COO and Director, Hitachi, Ltd.

2013 Vice President and Executive Officer, Board Director,
Hitachi Cable, Ltd.
Vice President and Managing Officer,
Hitachi Metals, Ltd. (Currently Proterial, Ltd.)

2022 Representative Executive Officer, President & CEO
and Director, Hitachi, Ltd.

2014 Vice President and Executive Officer,
Hitachi Metals, Ltd. (Retired in March 2015)2010 Representative Executive Officer, President andChief Executive Officer,
Hitachi Plant Technologies, Ltd.
President and Representative Director,
Hitachi Plant Technologies, Ltd.

1996 National Managing Partner,
the Pacific Rim Practice, KPMG LLP

1999 Managing Director and Vice Chairman,
Tokyo Branch, Morgan Stanley Japan Limited

1997 The Board Member, KPMG LLP

2005 Managing Director and Vice Chairman,
UBS Securities Japan Co., Ltd.

2003 Vice Chairman and Global Managing Partner,
KPMG International (Retired in April 2007)2009 Managing Director, CASIO COMPUTER CO., LTD.

2014 Director, Hitachi, Ltd.

2007 President, Siemens PLM Software, Inc.
2010 Global Head of Communications,
Industry Automation, Siemens Corp.

2011 Advisor, CASIO COMPUTER CO., LTD.
(Retired in June 2012)2011 President and CEO, Industry Sector,
North America, Siemens Industry, Inc.

2016 Director, Hitachi, Ltd.

2014 Executive Vice President andChief Digital Officer, Digital Factory Division,
Product Lifecycle Management, Siemens Corp.
2016 Chief Information Officer,
Siemens AG (Retired in December 2019)2020 Professor of Practicein Strategy and Entrepreneurship,
Cox School of Business, Southern Methodist
University (Currently in office)Director, Hitachi, Ltd.

2015 Vice President and Executive Officer, Hitachi, Ltd.
2016 Representative Executive Officer, Senior Vice
President and Executive Officer, Hitachi, Ltd.
2020 Representative Executive
Officer, Chairperson and CEO, Hitachi Metals, Ltd.
Representative Executive Officer, Chairperson,
President and CEO, Hitachi Metals, Ltd.
Representative Executive Officer, Chairperson,
President and CEO, and Director, Hitachi Metals,
Ltd.
2023 Representative Director, Executive Chairman,
Proterial, Ltd. (Retired in March 2023)
Associate, Hitachi, Ltd.
Director, Hitachi, Ltd.

2011 Vice President and Executive Officer, Hitachi, Ltd.
2013 Senior Vice President and Executive Officer, Hitachi,Ltd.
2014 Representative Executive Officer and President &COO, Hitachi, Ltd.
Representative Executive Officer, President & COO
and Director, Hitachi, Ltd.
2016 Representative Executive Officer, President & CEO
and Director, Hitachi, Ltd.
2021 Representative Executive Officer, Executive
Chairman, President & CEO and Director, Hitachi,
Ltd.
Representative Executive Officer, Executive
Chairman & CEO and Director, Hitachi, Ltd.
2022 Executive Chairman, Representative Executive
Officer and Director, Hitachi, Ltd.

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Addressing Risks and Opportunities

Value Creation

Transformation

Business Strategies

Governance

Data

Hitachi Integrated Report 2023

Corporate Governance

Executive Officers
President & CEO

Executive Vice Presidents and Executive Officers

Vice Presidents and Executive Officers

Keiji Kojima*

Masakazu Aoki*

Yoshihiko Kawamura* Alistair Dormer*

Toshiaki Tokunaga*

Overall management

Assistant to the President (business for industrial
digital, water & environment business, industrial
products business, industrial equipment systems
business, building systems business, smart life &
ecofriendly systems business, measurement andanalytical systems business, and healthcare
business)

Assistant to the President (finance strategies,
corporate pension system, investment strategies,
investor relations strategies, cost structurereform, risk management, corporate auditing andcorporate export regulation)

Assistant to the President (cloud services
platforms business, digital engineering business,business for financial institutions, business forgovernment, public corporation and social
infrastructure systems, defense systems
business, social innovation business promotion
and digital strategies)

Assistant to the President (railway systems
business, nuclear energy business, energy
business, power grids business)

Senior Vice Presidents and Executive Officers

Jun AbeLorena Dellagiovanna

Katsuya Nagano

Hidenobu Nakahata*

Masahiko Hasegawa*

Cloud services platforms business

Sustainability strategies, environmental strategies
and diversity, equity & inclusion strategies

Business for government, public corporation andsocial infrastructure systems and defense
systems business

Human capital strategies, diversity, equity &inclusion strategies, corporate communications
strategies and safety and health management

Marketing & sales and regional strategies

Executive Officer

Claudio Facchin

Giuseppe Marino

Mamoru Morita

Toshiaki Higashihara*

Power grids business

Railway systems business

Management strategies

GeneralAtsuhiro Aketa

Noriharu Amiya

Regional strategies (China)

Railway systems businessTakashi Iizumi

Hitoshi Ito

Healthcare business and measurement and analyticalsystems businessGovernment & external relations

Yasunori Inada

Tatsuro Ueda

Nuclear energy businessBusiness for financial institutions

Kenji Urase

Tomomi Kato

Energy business

Finance strategies and corporate pension system

Tadashi Kume

Kohei Kodama

Supply chain management (manufacturing strategies andquality assurance), environmental strategies and safety andhealth management

Legal matters, risk management and corporate auditing

Takashi Saito

Kenichi Tanaka

Marketing & sales strategies (business for connective
industries)

Human capital strategies

Jun Taniguchi

Kojin Nakakita

Digital strategies and digital engineering business

Regional strategies (APAC)

Hideshi Nakatsu

Itaru Nishizawa

Water & environment businessResearch & development

Seiichiro Nukui

Andrew Barr

Information technology strategies

Regional strategies (EMEA)

Yoshinori Hosoya

Chie Mashima

Cloud services platform business

Marketing & sales strategies (business for digital systems& services) and social innovation business promotion

Shinya Mitsudomi

Masashi Murayama

Urban business strategies and building systems business

Cost structure reform and information security
management

Kazunobu Morita

Takashi Yoda

Business for industrial digitalMarketing & sales strategies (business for energy)

Note: Executive officers are listed by position and in Japanese alphabetical order within each grouping.
The asterisk (*) denotes executive officers who are representative executive officers.

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