Introduction

Management

Social Innovation

Environmental

SocialGovernanceManagement
CEO’s Message

Chief Sustainability Officer’s Message
Hitachi Group Identity
Sustainability Management
Engagement and Initiatives
External Assessments and Awards

Chief Sustainability Officer’s Message

GRI 2-22

Making solid progress toward
our fiscal 2024 sustainability targets
My Mission

Sustainability is Opportunity for Hitachi

The Hitachi Group is a multinational enterprise with a global

Sustainability is not a new concept for Hitachi—it is rooted innetwork of operations, an extraordinarily wide range of prod-

the Company’s corporate philosophy and identity. Sustainability

ucts, and a century of know-how and capabilities spanningis also a central element of our Mid-term Management Plan

many different industries. As Chief Sustainability Officer, my2024, which focuses on sustainable growth while respecting

overarching mission is to leverage and align these strengths inplanetary boundaries and enhancing people’s wellbeing. Theways that enable the Group to effectively tackle the big issues

key to the realization of the plan is our Social Innovation

confronting the world today.

Business and to offer practical solutions for environmental andI am responsible for assessing the Group’s impact on theenvironment and society and making decisions on appropriate

societal issues that impact the sustainability of our planet.
Today, customers increasingly want to work with compa-actions to take, to make sure to meet the needs of the present

nies that are committed to sustainability rather than purely

without compromising the ability of future generations to meetfinancial performance. Investors, too, are using environmental,

their own needs. However, to successfully implement thesesocial and corporate governance (ESG) criteria when choosing

actions, the Group will need to transform on a deep, structural

where to put their money. Young people especially, prefer tolevel. Therefore, part of my job is to firmly integrate sustainabil-work for companies that have a broader purpose. We see

ity into our business models, operations, and decision-making.

these trends as opportunities for Hitachi to attract customers,

People are the critical element of this transformation, ofinvestors and talent, and to contribute to sustainable economic

course, so leadership and engagement are vital to encourage

growth in every country where we operate.

all members of the Group to be part of this journey.

Lorena Dellagiovanna
Senior Vice President and Executive Officer,
Chief Sustainability Officer,
General Manager of Sustainability Group, and CDEIO
Hitachi, Ltd.

Assurance

Hitachi Sustainability Report 2023

008

Introduction

Management
CEO’s Message

Management

Social Innovation

Environmental

SocialGovernance

Assurance

Hitachi Sustainability Report 2023

009

Progress of Materiality and Sustainability

we have been able to grow and will continue to strengthen

Hitachi has been selected for various ESG indices and was

To demonstrate Hitachi’s strong commitment to sustainability

our digital capabilities.

ranked as a “leader” (AA) in the MSCI ESG Ratings in 2023.

with transparency, we worked closely with various stake­

DEI is also at the core of our sustainability strategy, and we

MSCI gave Hitachi high marks for its sustainability initiatives,

holders, NGOs, and other external organizations and identified

will drive our efforts to strengthen sustainability management

such as compliance training and disclosure of R&D invest-

Chief Sustainability Officer’s Message

six issues that are critical for the Group’s future—namely: thegoing forward. For example, we have been strengthening

ments to create green value. In addition, in 2022, Hitachi wasHitachi Group Identity

environment; resilience; safety and security; quality of life;

diversity in our senior management layer and this is indicatedselected as a CDP A list company (the highest rating) in theSustainability Management­business with integrity; and diversity, equity and inclusion (DEI).

by the percentages of female and non-Japanese executive

areas of Climate Change and Water Security. Moreover,In this process, we examined current and prospective businessand corporate officers. In fiscal 2022, women and non-­Hitachi also received CDP’s Supplier Engagement Leader

opportunities and assessed impacts for stakeholders.

Japanese nationals appointed to these positions reached(the highest rating for supplier engagement) for its efforts to

11% and 20% respectively, making headway toward ourachieve a net-zero society, including reductions in CO2 emis-­targets of 30% by fiscal 2030.

sions throughout its value chain, and we are very proud ofEngagement and Initiatives
External Assessments and Awards

Thanks to the dedicated efforts of the Group’s employees
around the world, we have been making steady progress
toward achieving the targets. On our decarbonization efforts,

More importantly, however, we have been making diversity

these achievements.

for example, we are aiming to achieve carbon neutrality within

an integral part of our workplace by giving every member an

our business sites by fiscal 2030. Our target for the current

active role to play. Reflecting this approach, our employee

Message to Stakeholders

Mid-term Management Plan is to reduce this by 50% against

engagement score in fiscal 2022 surpassed the target we set

While the Hitachi Group is a vast global enterprise with leading-­

the base year of 2010 by fiscal 2024, and our current projection

for fiscal 2024. Diversity can generate new ideas, but foredge technologies and expertise, given the scale of the prob-

shows that we are expecting to reach 64% of CO2 ­emission

people to have a platform for voicing those ideas and creatinglems facing the world today, we understand the necessity forreductions. On the other hand, we are also working with oursolutions, measures must also be in place to ensure equity

external collaboration. Therefore, we are actively seeking out

customers to reduce the society’s CO2 emissions throughand inclusion. In other words, the interplay between all threeopportunities to work with governments, academia, organiza-Social Innovation Business. In fiscal 2022, we were able tocomponents of DEI is the key to unlocking innovation and thetions, and companies, including customers, suppliers, and evencontribute to approximately 126 million metric tons of avoided

potential of human capital.

our competitors. Our sustainability initiatives are directly related

emissions against our target of 100 million metric tons.

As a group-wide voluntary initiative, our Hitachi Voice ofto 13 of the UN Sustainable Development Goals, but we intend

Youth Programme provides opportunities for young employees

to contribute to the achievement of all 17 goals by expanding

target of reduction rate in water use per unit by 24%, by fiscal

to talk about sustainability with peers across different busi-our activities through these partnerships.

2024 compared with the base year 2010. As part of ournesses, regions, and with our leadership team. I have hadefforts to promote a circular economy, we’re also aiming tonumerous conversations with the participants, and I am very

virtually eliminate waste sent to landfill by fiscal 2030 andexcited about how these young people are bringing new

apply eco-design to all newly developed products by fiscalenergy and passion to the Group from the bottom up.

On circular economy, we are on track to achieve our2024. Hitachi registered 357 new products using thisI believe that Hitachi will have a greater opportunity toapproach in fiscal 2022, which will significantly reduce therapidly evolve by leveraging its collective capabilities, know-environmental impact throughout the product life cycle.

how, technologies, and diversity in ways that provide valuable

Turning to human capital, we set ourselves the target ofsolutions for people throughout society. By having all ourincreasing our digital talent to 97,000 people group-wide bybusinesses around the world join forces as One Hitachi, every

fiscal 2024 (excluding Hitachi Astemo), recognizing that digital

member of the Group can play an active and a vital role andcapabilities are not only important to the Hitachi Group but

make a difference.

for society in general. Thanks to Hitachi’s acquisition ofGlobalLogic, a leading digital engineering services company,

Lastly, we regard external evaluations as important­feedback for strengthening sustainability management.

I look forward to working alongside our stakeholders as
we pursue this ambitious endeavor in the years ahead.