How We Will Achieve Sustainability

Message from Independent Directors
I hope to leverage my nearly 15
years in leadership roles building

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successful global companies tomove us more swiftly down thepath of digital transformation andcontribute to good governance.

Hitachi and its customers areon a journey to bring together
technologies, platforms and people.
I will draw on all my experience indigital transformation to support
this journey.

Ravi Venkatesan

Helmuth Ludwig

Independent Director

Independent Director

First, I am honored to join the Board of Directors of Hitachi, which is one

independent directors who understand their fiduciary duty and have

The digital and physical worlds are growing together. To create andbusinesses. Forwardlooking portfolio changes over the past years are aof the world’s great technology companies.

lived through such experiences.

capture value, we need to understand both. In my former roles atclear proof point. This vision is most relevant for our stakeholders. In

As an independent director, I hope to contribute to Hitachi in several

Hitachi’s board needs to have diversity that mirrors its complexity. I think

Siemens, I had to do exactly that: bring together technologies,

today’s highly interconnected world, no one can go alone, andways. For instance, Hitachi is making a big bet on the digital

the Company has been proactive and thoughtful in assembling a diverse,

platforms, and most importantly, people. A transformational journey.

Hitachi’s values are a strong foundation for building an ecosystem withtransformation of its businesses and building out Lumada as a platform

accomplished and independent group of global leaders with varied

Hitachi can be a leader in this journey for its clients: with the Lumadapartners and customers. Hitachi Ventures headquartered in Munich is afor this. The Company has been proactive and is well positioned forexpertise. Second, board members must be engaged effectively so weplatform at its center and a strong focus on combining Information

good example for the open mindset of the Hitachi culture.

leadership, but other large technology companies and competitors arehave a sound understanding of our businesses, leaders, opportunities

Technology with Operational Technology, and the crucial domain

The COVID-19 pandemic has taught us powerful lessons: humility,

building similar platforms. Many crucial decisions will determine ourand risks. My experience so far with the thoroughness of my orientation

knowledge (ITxOTxProducts). The magic ingredient? Our people.

inventiveness, and resilience. It also showed that technology can help

success, including investments, partnerships, M&A and strategic

process and the information provided has been very positive. Third, theEmpowered employees who learn, grow and co-create. I expect to be

us cope even with existential threats. I am inspired by the way we all

governance. I hope to draw on my nearly 15 years in leadership roles

board culture should be transparent, disclose and confront problems

a partner and sounding board for Hitachi’s business leaders along thismanaged to move to remote work, building on existing technologies

with Microsoft and Infosys to bring useful perspectives to accelerate ourearly, and encourage frank discussions. Equally, board members needjourney.

and inventing new ones. In the end, however, it is all about people, ourdigital transformation journey.

both the wisdom and independence of mind to ask the right questions

I am deeply impressed by the discussions with Hitachi’s top

resilience and our willingness to collaborate.

One opportunity is in India, which has a large market and a critical pool ofand challenge management constructively. If these conditions are met,management; I am also humbled to support such a strong team, andNew technologies and new ways of working are exciting – but theyengineering talent. It also presents an extremely difficult businessand a high degree of mutual trust and respect exists between board

to serve as guide where it matters most to them. Their balanced focus

come with risks. One area where I would like to contribute is in theenvironment. Having helped build several successful companies in India,

members and management, things usually work out.

on social, environmental and economic value is an industry“Democratization of Artificial Intelligence (AI)”, one of my academic

including Cummins, Microsoft, JCB and Volvo, I aim to advise and assist

It is already clear to me that the Company has enormous opportunities

benchmark.

research areas. We need to experiment with AI. But we need to do it

our Business Units to successfully build market leadership there.

and fantastic technological depth, talent and resources. Any company

Hitachi is a global company with a strong base and longstanding

safely, so people will trust AI and understand its limits. I am convinced

In my role as UNICEF’s Special Representative for Young People andthat has survived and flourished for more than 100 years must also

heritage. I have enormous respect for its strong track record in markets

that we will see AI and other platform technologies become

Innovation, I find Hitachi’s commitment to the Social Innovation Businesshave a very strong mission and values. But we are now experiencing

abroad. This international success story will be even more important

mainstream in Hitachi. We can be a trailblazer, if we find the rightfascinating. This aspect of the Company is distinctive and extremely

the Fourth Industrial Revolution, which will be extremely disruptive. We

going forward, since the Internet of Things and platform businessbalance between opportunity and risk here.

important; society is increasingly holding companies to account forface huge challenges like climate change, a changing world order andmodels are global in nature: more users and more data drive greater

But technological advancement is no value in itself. It needs to be

behaving responsibly, operating in an environmentally sustainable way,its impact on global supply chains, as well as “Black Swan” events likecustomer benefit – and thus our own success. I am excited to apply

human; it needs to serve us, humanity. My first board meeting in Julyand reducing inequality. Hitachi can show the world that doing well and

COVID-19.

my own experience of having worked and lived in different countries inleft me convinced that I am supporting a team that embodies thisdoing good are entirely compatible, and we can communicate this at a

The future is uncertain and volatile, and to maintain leadership,

the Americas, Europe and Asia.

mindset. The meeting began with a review of the health status of thescale that the world will notice and hopefully emulate.

companies must be adept at managing risks and agile in adapting toThe vision of “Improving the Quality of People’s Lives, Raising

employees. People matter at Hitachi. I am honored to be one of them.

Finally—and most importantly—I will contribute to good governance.

change. Most large, successful companies are built to last rather thanCustomers’ Corporate Value and Achieving a Sustainable Society”

Over the last 20 years, I’ve led and served on the boards of global

built for change; this often becomes their central challenge. But I see that

resonates well with top talents in and outside of Hitachi. The vision also

companies in the U.S., Europe and India. I have helped guide firms

Hitachi has a clear and coherent vision and has made an enormousshows clearly where the company is going: Hitachi has a strong

through transformation, crises and stakeholder activism. A large,

number of difficult changes since the crisis of 2008. I am optimistic that

innovation culture dating back to its founding by Mr. Odaira in 1910,

complex and global company like Hitachi benefits from having

we will be able to consolidate leadership in the industries of the future.

and the Company has a clear view on the next generation ofHitachi Integrated Report 202085