Hitachi Group
Corporate Sustainability Report 2010 Digest

A Message from Management

Takashi Kawamura
Chairman
Hitachi, Ltd.

At Hitachi, Ltd., we celebrate our centennial in 2010. On behalf of the Hitachi Group,
I would like to express my gratitude to all who have supported us over the years. The
Company started out by championing the cause of Japanese technology at the Hitachi
Mine. We have adhered to our founding concepts of harmony, sincerity and pioneering
spirit to overcome various adversities and to contribute to social progress. In response toserious issues, such as climate change and the financial crisis, the world has been working to establish new approaches in every field. We will remain true to our roots over the
next century by renewing our determination to continue evolving as a company that cancontribute to a better world.
The business climate has been extremely tough for Hitachi in recent years. We took
immediate steps to overcome these challenges in fiscal 2009, notably by improving ourcost structure, by slashing fixed expenses, and by increasing our capitalization to reinforce
our financial position. At the same time, we made social innovation our operational focus.
We are therefore overhauling our business portfolio, including the integration of the information and telecommunications operations with the power and electronics operations.
We will pursue sustainable growth in fiscal 2010, shifting to the offensive from our current defensive approach, and I will strive with our new president to decisively accelerate
our global expansion. With our motto “moving into the next 100 years with reliable technology,” we aim to be the company of choice for social innovation solutions throughout
the world.
We will redouble our commitment to all our stakeholders—from customers and business partners to shareholders and other investors, non-governmental organizations, andcommunities—in fulfilling our social responsibilities as a global enterprise. We look forward to your ongoing support and encouragement for these endeavors.
CSR Activity Reporting Policy
Latest information
Reports on detailed activities (society and the environment)
Reports on material issues (society and the environment)This booklet
Hitachi Group
Corporate Sustainability
Report 2010 Digest

Reports on detailed activities (the environment)
PDF
Hitachi Group
Corporate Sustainability
Report 2010

bookletHitachi Group
Environmental Sustainability
Report 2010

On Hitachi, Ltd. Web site

CSR (corporate social responsibility)
http://www.hitachi.com/csr/

Environmental Activities
http://www.hitachi.com/environment/

The Hitachi Group gathers and discloses issues relating to CSR activities that might interest readers. We issue the HitachiGroup Corporate Sustainability Report 2010 Digest to present crucial management issues that are of particular social interest;
the Hitachi Group Corporate Sustainability Report 2010 (PDF), which offers more detailed information; and the Hitachi Group
Environmental Sustainability Report 2010, for stakeholders tracking our environmental activities. We also disclose the latest
information on our Web site.

Items Included Only in the Hitachi Group
Corporate Sustainability Report 2010 (PDF)
The following items can be viewed on the Web site:
http://www.hitachi.com/csr/download/

Contents
2

Top Dialogue

CSR Management at Hitachi

CSR Management at Hitachi

4Corporate Governance / CSR Promotion Activities / Compliance andRisk Management

Living Together with Society
Improving Monozukuri and Service / Communication with Shareholders and Investors / Social Contribution Activities / Collaboration
with Suppliers / Employees: The Key to Hitachi’s Future

6

Social Innovation Business Contributions
8

Hitachi’s Worldwide Reach10

Supplying Advanced Railway Systems
to the World
Fusing Technologies to Create
Smart Energy Solutions
Improving Lives One Person at a Time

Hitachi’s Environmental Conservation
Message from the Chief Environmental Strategy Officer / HitachiGroup Corporate Environmental Management / Contributing toEnvironmental Conservation through Business / Environmental
Action Plan / Eco-Mind & Global Environmental Management / NextGeneration Products & Services / Super Eco-Factories & Offices /Worldwide Environmental Partnerships / Independent Review

Comparative Table with GRI Guidelines

12
14

Living Together with Society
16

Procurement, the Supply Chain, and Respect for
Human Rights
Raising Awareness of Human Rights / Collaboration with
Suppliers

Initiatives That We Participate in
We have been a member of the United Nations Global Compact since
February 2009.

CSR at Hitachi
Ensuring Strict Compliance

18

Providing Supportive and Diverse Workplaces
Diversity Embodies Our Respect for Individuality / Employing
People with Disabilities / Work-Life Balance

Hitachi’s Environmental Conservation20
We have been a member of the World Business Council for Sustainable
De velopment since 1995.

Environmental Management towarda Sustainable Society
Hitachi’s Environmental Vision / Achieving Environmental
Vision 2025 / Prevention of Global Warming / Conservation of
Resources / Preservation of Ecosystem

A Century of Service Articles
External Evaluations
We were selected in September 2009 for the Dow Jones Sustainability World
Indexes (DJSI World), one of the world’s leading sustainability investment
fund indexes. We were also awarded the Silver Class in the Sustainable AssetManagement (SAM) Sustainability Yearbook 2010.

16

Helping Rebuild Tokyo after the Great Kanto Earthquake

18

Cultivating People since Our Inception

20

Pioneering Effort in Environmental Conservation

24

Company Profile
Economic Performance
Major Fields of Business and Products

Symbol Marks Used in This Booklet†*

Technical terms, proper nouns, etc., in the text requiring explanation
Additional explanation of terms, etc., in tables or diagrams
Full texts of policies or guidelines, details of activities, numerical data, etc., areincluded in the Hitachi Group Corporate Sustainability Report 2010 (PDF)
Indicates the title and URL of the Web page related to the article

Scope of Reporting[Period]
The main period covered is fiscal 2009 (April 1, 2009
through March 31, 2010)[Companies]
Hitachi, Ltd. and 900 consolidated subsidiaries (including
modified entities to which the equity method of
consolidated reporting applies): total 901 companies[Scope of data]
Financial data Hitachi, Ltd. and 900 consolidated
subsidiaries (including modified entities to which theequity method of consolidated reporting applies) and

157 affiliated companies that use the equity method
Social data Scope of data indicated under each item
Environmental data Hitachi, Ltd. and 900 consolidated
subsidiaries (including modified entities to which theequity method of consolidated reporting applies): total
901 companies. However, for environmental load data
generated through business operations, companies thatcover 90% of the load (based on Hitachi calculations)

Guidelines Referred to in Preparing This Report

Related Reports*This CSR report is published annually.

We report on the financial performance of Hitachi, Ltd.
in the “Financial Highlights” and Annual Report.

“Environmental Reporting Guidelines” (FY 2007 version),
Ministry of the Environment, Japan“Environmental Reporting Guidelines 2001—With
Focus on Stakeholders,” Ministry of Economy, Trade andIndustry; JapanGRI Sustainability Reporting Guidelines (G3), Global
Reporting InitiativeTop Dialogue

Harnessing Comprehensive Strengths toContribute to Environmental andSocial Progress as a Truly Global Enterprise
Hiroaki Nakanishi, President, Hitachi, Ltd.
Aron Cramer, President and CEO, Business for Social Responsibility (BSR)
BSR
Headquartered in the United States, BSR has been a leader in CSR since 1992. It serves a network of more than 250 companies
around the world from offices in Asia, Europe, and America, and advises companies on their CSR management
and the development of sustainable business strategies and solutions.

Cramer: How are you positioning Hitachi for success in thecontext of a stagnating global economy?
Nakanishi: Since 1910, Hitachi has grown and contributed to human progress bymeeting society’s needs
through technology andinnovation, and we willremain firmly committed
to that approach. Today,
our world is changing dramatically, driven by events
that have become increasingly important on a global scale.
I think we can overcome or mitigate challenges such as climate change through alliances and multilateral approaches.
Public and private partnerships that leverage knowledgebased and technology-based business innovation are crucial. That is where Hitachi can add real value, by providing
truly innovative social and environmental solutions that address fundamental global issues. To that end, Hitachi can
support sustainable economic development and humanprogress across countries through total system solutions, orwhat we’re calling Social Innovation. To improve lifestyles
and stability, we must work with government and society
to create a safe, secure, and environmentally sustainablesocial infrastructure. I believe Hitachi will be one of themost trusted and important companies of this decade andbeyond because we are now poised to play a tremendousrole in helping countries become more sustainable throughSocial Innovation. But it is important for our employees tocapitalize on these opportunities by clearly understanding
what society needs from us, and then we must tackle thoseissues and engage in a Group-wide effort to deliver on society’s requirements that benefit both Hitachi and society.
Cramer: Does that mean it’s important for your engineers
to consider social acceptance when pursuing technologicaldevelopment?
Nakanishi: Exactly. But this goes beyond engineers. All
Hitachi employees play a role and should share the same

Hitachi Group
Corporate Sustainability
Report Digest 2010

Top Dialogue

http://www.hitachi.com/csr/

awareness. If we look at the social infrastructure of emerging
countries, where markets and customer needs are incredibly diverse, our engineers must identify needs with thoseconsiderations in mind and develop technologies that winsocial acceptance. On top of that, our sales and planning
people must operate on the frontlines to relay their understanding of what society expects and needs. These attitudes
and actions will be vital for our growth.

Optimizing the Global Social Infrastructure
Cramer: Hitachi will celebrate its centennial this year. Whatlessons from your history are most relevant for the future?
Nakanishi: Our founder, Namihei Odaira, was determined
to help drive social progress by taking it upon himself torevive a struggling Japanese industry and outdated economy. His philosophy was to contribute to society throughinnovative technologies and product development. Hitachi
overcame numerous challenges early on through adaptive
leadership that enhanced technologies and quality, cultivated human resources, demanded high ethical standards,
and improved market and customer trust. We have much tolearn from such leadership behavior.
Cramer: The world must tackle the challenges of securing
energy and water resources. How can Hitachi help resolvethese issues?
Nakanishi: As a Social Innovation Business the environment is an essential
platform for all our operations and thinking. We
have accumulated a diverse
portfolio of environmental
technologies for creating smarter, more sustainable equipment and systems in everything from power to transportation to water systems. Our greatest strength is that we candeliver comprehensive solutions for the entire social infrastructure. Take Tokyo, for example, where natural resources
are limited but energy and water demand is high, Hitachi has

2played a leading role to optimize the social infrastructure of
the city so that it is smarter and more sustainable. As I lookout globally, the opportunities have increased greatly for us
to help governments fulfill their missions of accomplishingeconomic growth while safeguarding the environment andsupporting healthy lifestyles. We can thus optimize societies
as a whole to be more sustainable, and that is Hitachi’s real
strength and differentiating value.
Cramer: Considering the nature of the sustainability challenge, it sounds like social optimization will become increasingly important.

and build borderless alliances.
Cramer: At the same time, it will become important to globalize the mindsets of decision makers at headquarters.
Nakanishi: Certainly. To become a global company, we needglobally minded leaders. One of my missions is indeed toreform the mindsets of senior executives. Management diversity is a key factor for Hitachi’s success. To be global, we
must think locally at the market level and reflect global perspectives at headquarters. When you operate globally you
have to empower those closer to the customer or market tomake swift decisions. So our business “control towers” need
to be near our markets. Also, headquarters must become
global through the diversity of people and ideas. By getting
top managers of businesses to focus more on markets, while
headquarters becomes more global through diverse people
and perspectives, we will operate more dynamically worldwide.
Cramer: I agree. Lastly, what role do you think CSR willplay in helping Hitachi to achieve further success?
Nakanishi: I think that CSR is the foundation of global operations. CSR relates directly to the course we ought to takein serving social needs and cultivating the markets throughwhich we deliver the products and services that customers
want. It is important for top managers in each business unit
to properly understand the regionally specific values andneeds of Hitachi’s stakeholders, then share them within theGroup to operate globally. It is crucial for Hitachi to take action to ensure healthy social progress worldwide.

Employing Borderless Partnerships toDrive Dynamic Global Management
Cramer: What challenges does Hitachi face in promoting
globalization?
Nakanishi: At Hitachi, all employees need to understandthat we seek resources internationally to serve the needsof the world marketplace. We want them to remain awarethat our markets are global and to refine their skills. Our
employees must identify the true needs of our customers
from a global perspective and meet those needs to satisfy
expectations locally. It is critical for us, where needed, toform government and regional partnerships to undertakeprojects that create sustainable economic development supported by Hitachi innovation. However, borders between
countries and industries are eroding, so we can only succeed
if our employees improve their skills to work in the global
economy, while we, as a business, partner with governments

3

Hitachi Group
Corporate Sustainability
Report Digest 2010

Top Dialogue

http://www.hitachi.com/csr/

CSR Management at Hitachi

CSR at Hitachi
We formulated a Group vision to foster
a prosperity-based corporate credo of contributing to society
through the development of superior, original technology and products

CSR Policy of the Hitachi Group
1. Commitment to Corporate Social Responsibility (CSR)
2. Contribution to Society through Our Business3. Disclosure of Information and Stakeholder Engagement
4. Corporate Ethics and Human Rights
5. Environmental Conservation
6. Corporate Citizenship Activities
7. Working Environment
8. Responsible Partnership with Business Partners

Hitachi Group Vision
We will contribute to the solution of
fundamental global issues, and pursue
the realization of a better, more
prosperous global society, in line with
Hitachi’s founding spirit, utilizing thegroup’s knowledge and technology.

Adopted March 2005

Adopted November 2006

Corporate Credo
Adopted June 1983
Revised September 1996

Corporate Credo
CSR Policy of the Hitachi Group
http://www.hitachi.com/csr/introduction/hitachi-csr/index.html
Results of CSR Activities in Fiscal 2009 and Goals/Plans for Fiscal 2010

We celebrate our centennial in 2010. In globalizing our operations over the past 100 years, we have addressed such
United Nations Millennium Development Goals as ending
poverty and hunger, providing universal education, combating diseases, and ensuring environmental sustainability. We will continue to contribute to a healthy, safe, andcomfortable lifestyle and environment around the globe bydrawing on our accumulated expertise and technologies to
produce innovations. We will also engage with stakeholders,reflecting social feedback in our strategy, product development, and operations to help resolve the social, economicand environmental issues confronting society.
Five-Year CSR Roadmap

Demonstrate leadership as asocial innovation enterprise
Collaborate with key stakeholders to resolve global
social issues

Becominga truly global
corporation,
realizing“One Hitachi”

Integrate management strategies with CSR and instill CSR principles in operations

Reinforce Group governance and globalize operations and activities

April 2010

Hitachi Group
Corporate Sustainability
Report Digest 2010

April 2011

CSR Management at
Hitachi

CSR at Hitachi
http://www.hitachi.com/csr/

April 2012

4

April 2013

April 2014

CSR Roadmap

the tools in fiscal 2009, testing them in North America andthen supplying them to operations throughout Europe
and Asia. Hitachi, Ltd. and 23 other Japanese and eightGroup companies outside Japan employ these tools.

Hitachi produced its Three-Year CSR Roadmap, a medium-term plan for CSR activities, in fiscal 2006. We drewon this roadmap to review our various activities on society from a global perspective, and sought to resolve theresulting challenges. In fiscal 2009, these efforts included
our selection in the Dow Jones Sustainability World Indexes (DJSI World).†1 We also made the Silver Class in
the Sustainability Yearbook 2010 of Swiss firm Sustainable
Asset Management †2 and PricewaterhouseCoopers published in January 2010.
We have formulated a new Five-Year CSR Roadmap
from fiscal 2010 and beyond. We will strive under thisinitiative to become a truly global corporation, reinforce
Group operational foundations, quantitatively assess our
CSR efforts, and function more transparently.

Results of Fiscal 2009 Self-Assessment
Hitachi’s self-assessment for fiscal 2009 scored higher
than in the previous year, particularly for corporate ethics, human rights, and procurement. The gains were thefruit of a code of conduct and procurement guidelines
based on the 10 principles of the United Nations Global
Compact and efforts to strengthen our compliance system and engage with external experts. We aim to boost
our score in fiscal 2010 by bolstering such areas as risk
management, CSR education, and disclosure.
FY 2009 Self-Assessment Results (Hitachi, Ltd.)

Materiality Process
We include stakeholders in our CSR decision-making
process. We engage with them worldwide on key strategic issues, evaluating global social problems requiring
our attention from the perspectives of community andbusiness sustainability. The CSR Promotion Committee
deliberates on matters raised in stakeholder dialogues.
This body of Hitachi executive officers incorporates themost significant ones into CSR initiatives for subsequentfiscal years and presents information on important social
issues in the Corporate Sustainability Report.
In fiscal 2009, Hitachi representatives met in Brussels with
officials from the European Union and non-governmentalorganizations and with socially responsible investors to discuss regional environmental policies and businesses.

Policy 8
Responsible partnership withbusiness partners
64.0%
70.0%

Policy 1
Commitment to corporatesocial responsibility (CSR)
69.5%
72.6%
100

Policy 2
Contribution to society
through our business
71.5%
71.5%

50
Policy 7
Working environment
83.4%
87.6%

Policy 6
Corporate citizenshipactivities
83.5%
83.5%

Policy 3
Disclosure of
informationand stakeholder
engagement
74.2%
74.2%

0

Policy 5
Environmental
conservation
74.0%
74.0%

Policy 4
Corporate ethics andhuman rights
67.3%
78.2%
2008
2009

Importance for stakeholders

Summary of Issues That Hitachi Considers Important
Main Topics Covered in Each Policy of
the CSR Self-Assessment Tool

Supply chain

Products that help createa sustainable society

Discrimination prevention

Global diversity

Chemicals and emissions
from operations

Making existing products
more energy efficient

Policy 2: Coordination with business strategies; sustainable
designs; customer satisfaction

Labor/safety and hygiene

Product safety

Policy 3: Information disclosure; dialogue with stakeholders

Policy 1: CSR vision; CSR education; risk management

Policy 4: Corporate governance structure; awareness of ethics;
compliance; human rights
Policy 5: Carbon management strategies; resource recycling;
ecosystem conservation
CSR issues raised through dialogues with stakeholders are assessed and confirmed
from two perspectives: importance for stakeholders and effect on business success.
Activities that address especially important issues are detailed in CSR reports.

Policy 6: Strategic social contribution; participation in local
communities; social enlightenment
Policy 7: Respecting diversity; fulfilling work environments;
work-life balance

Effect on business

Policy 8: CSR procurement; communication with suppliers

Employing CSR Self-Assessment Tools
We use the CSR self-assessment tools that we developedin fiscal 2008 to clarify and strengthen our Group-wide CSR
initiatives. We produced an English-language version of†1 Dow Jones & Company and Sustainable Asset Management codeveloped this benchmark forassessing companies from economic, environmental, and social perspectives.
†2 This Swiss entity is a socially responsible investment assessment and asset management firm.

5

Hitachi Group
Corporate Sustainability
Report Digest 2010

CSR Management at
Hitachi

CSR at Hitachi
http://www.hitachi.com/csr/

CSR Management at Hitachi

Ensuring Strict Compliance
The Hitachi Group is reinforcing employee compliance,
while taking steps to address risk

Establishing and Implementing
Corporate Ethics Month

Formulating the Hitachi Group Codeof Conduct

Corporate ethics and compliance form the bedrock of
all our activities. Starting from October 2009, October
is Hitachi Group Corporate Ethics Month. This initiative
highlights the need for executives and employees toalways consider compliance in their actions, with top
management taking the lead to enhance corporate ethics and adherence to legal requirements.
In the past, compliance officers were mainly stationed
in sales divisions. Today, the general managers of all divisions and presidents or directors of Group companies
concurrently serve as such officials.
In fiscal 2009, we distributed top management messages on compliance to all Group company employees
and implemented workplace activities based on Hitachi’s
Corporate Ethics and Compliance Handbook. Other initiatives are displaying compliance messages on computer
screens, ensuring awareness of our internal whistleblower system, and arranging presentations by externallawyers and compliance experts.
All business sites identified compliance risks andmade improvements, if needed. With 15,000 employees attending, seminars were given by in-house andoutside experts.

Hitachi, Ltd. formulated the Hitachi Group Code of Conduct in August 2010 as part of a shift to a new Groupmanagement structure to mark Hitachi’s centennial. This
document prescribes specific requirements for all HitachiGroup employees from corporate ethics and compliance
perspectives. The code applies to all officers and employees of Hitachi, Ltd. and its consolidated subsidiaries.

VOICES

Hitachi Group Code of Conduct Web site:
http://www.hitachi.com/csr/csr_images/codeofconduct.pdf

Global Push to Stop Corruption
Japanese corporations outside Japan face tighter bribery controls and stronger provisions under competition
laws. The U.S. Foreign Corrupt Practices Act has exposed
an increasing number of cases. In August 2008, Hitachi,Ltd. formulated internal rules to prevent bribery of public
officials in and outside Japan. We also established global
guidelines on entertaining and exchanging gifts, detailing procedures and standards for assessing employee
propriety. All Group companies have implemented similar regulations. In October 2008, an independent U.S. attorney delivered an anticorruption presentation to 212

Craig P. Seebald

Strengthening Compliancewith U.S. Antitrust Laws

Partner, McDermott Will & Emery LLP

It is more important
than ever that Hitachi
employees respect
U.S. antitrust laws as
U.S. antitrust enforcement continues
to be a priority, andpenalties are severe.
U.S. antitrust laws
restrict companies and individuals fromentering into anticompetitive agreements,

such as market allocation, price fixing and bid
rigging agreements.
The best way to avoid antitrust risk is
to follow Hitachi’s policies and avoid communications with competitors unless there isa legitimate reason for the communication,such as negotiating business transactions(joint venture or a buy-sell relationship),participating in a trade association and/or
engaging in standard setting activities. It
is generally never acceptable to exchange

CSR Management at
Hitachi6

Hitachi Group
Corporate Sustainability
Report Digest 2010

Ensuring Strict Compliancepricing, supply or customer information
with a competitor. If you have any questions
regarding competitor communications,please consult the Legal Department.
Antitrust compliance is not just for U.S.
employees. Any employee who makes
decisions that impact the U.S. market mustcomply with U.S. antitrust laws.

Group compliance officers.
In October 2009, we arranged for American and European outside lawyers to lecture 286 Group complianceofficers about worldwide anticorruption trends, including U.S. and European competition laws.

Compliance seminar in Asia

Risk Management
All Hitachi divisions manage business risks, and thenaudit areas with potential issues. If problems do arise, divisions collect reports and formulate emergency plans toprevent recurrences.
Risks are increasingly global and complex. They now
encompass everything from natural disasters and othertraditional concerns to climate change, employee diversity, and human rights issues such as poor working conditions in the supply chain.
We are working across the company, by collaborating with in-house companies as well as Group companies, to rebuild our risk assessment standards. We audited
the risks of headquarters operations and regional officesin the Americas, Europe, and Asia, assessing significant
business and company-wide risks.
We will broaden risk audits to comprehensively reinforce our risk management framework. At the same time,
we will improve risk awareness among all employees, notably through information sharing and education.

Lecture on U.S. and European competition law trends

Deploying e-Learning Tools
to Reinforce Compliance in Asia
Group companies in seven Asian countries outside Japanand China strive constantly to boost corporate governance and compliance.
Hitachi Asia Ltd. developed the e-Learning System,
which features modules for such risk areas as contracts,
intellectual property, export controls, and anticorruption
and antitrust laws. More than 1,000 employees registered
to use these modules by the end of fiscal 2009.
To complement online learning, 90 employees fromSingaporean and Indian Group companies attended
seminars on contractual issues, legal systems, and export controls.

VOICES

Complying with European
Commission Competition Law

Through working with Hitachi, Ltd. andvarious subsidiaries in connection withseveral European Commission investigationsof alleged infringements of European
competition rules, we found that eachcompany has taken the investigations
very seriously, not least because theCommission can impose significant fines forproven infringements, based partly on thevolume of affected sales and the durationof a conspiracy. Since January 2007, theMichael Reynolds

Philip Mansfield

Partner, Allen & Overy LLP

Partner, Allen & Overy LLP

Commission has imposed fines totaling over€800 million on Japanese companies forparticipating in cartels in breach of EU competition rules.
Compliance with the EU competition
rules is therefore a key consideration for
Hitachi. Its antitrust compliance program anda presentation on EU competition rules on
Compliance Month on October, 2009, underscored that commitment.

7

Hitachi Group
Corporate Sustainability
Report Digest 2010

CSR Management at
HitachiEnsuring Strict Compliance
http://www.hitachi.com/csr/

Social Innovation Business Contributions

Hitachi’s Worldwide Reach

The United Nations Millennium Development Goals, adopted in 2000, seek
to address numerous global issues. They include poverty, education, andhealthcare, and extend to dealing with aging populations and deterioratingsocial infrastructures in advanced nations.
The Hitachi Group is taking advantage of its diverse businesses andactivities in 40 countries to help society resolve such fundamental issues.
1 Advanced high-speed
trains in the United Kingdom

Hitachi, Ltd.
(detailed on page 10)
2 EU-Hitachi Science &Technology Forum in Europe

Hitachi, Ltd.
3 Hitachi-DST Scholarship
Program for South African Engineers

Hitachi, Ltd.
We joined hands with that nation’s
Department of Science and Technology
to create a training program in Japanfor young South African electric powerengineers. The curriculum includes
practical training at our plants and visits
to electric power company facilities.

1
2

7

4

Helping train young engineers

Supporting informationand communication
technology training in Saudi
4

5

6

8
9
11 10
12

Arabia and other nations
Hitachi Software Engineering Co., Ltd.
and other Group companies

13

5 Water recycling systems

in the United Arab Emirates
Hitachi Plant Technologies, Ltd.
We built and commercialized a new
business model for purifying household
sewage and selling the recycled waterin Dubai, which depends heavily on
desalination.

3

6 Providing electricity to
Neemrana Industrial Parkin India
Hitachi, Ltd.
Gross Domestic Productby Nation in 2008
(billions of U.S. dollars)

7 Supplying advanced
medical equipment

in Mongolia †1
Hitachi Medical Corporation

1,000 or more

8 Visiting Chineseelementary schools andkindergartens to holdenvironmental classes

250–1,000
10–250

Hitachi (China) Ltd.
We have run such classes continually in
China since fiscal 2008.

0–10

Science education

Donating a dormitory to
Hitachi Hope Elementary
School in China

No data available

9

Hitachi (China) Ltd.

Hitachi Group
Corporate Sustainability
Report Digest 2010

Social Innovation
Hitachi’s Worldwide Reach
Business Contributions http://www.hitachi.com/csr/

GDP data source: International Monetary Fund
http://www.imf.org/external/

814

Regional contributions

Water conservation

EnergyMobility

Healthcare

10 Model project for energy
conservation in China

Hitachi (China) Ltd.
We launched the Cooperation Project forEnergy-saving and Emission Reduction
among SMEs with the China Center for
Business Cooperation and Coordinationand the Ningbo Municipal People’s
Government.
11 Global caravan activities in
China, Thailand, and other countries †2
Hitachi, Ltd.

Global caravan activities
12 Removing antipersonnel
mines in Asia and other regions

Hitachi Construction Machinery Co.,Ltd.
(detailed on page 14)
13 Hitachi Young Leaders
Initiative in Southeast Asia

16

Hitachi, Ltd. and Hitachi Asia Ltd.

17
18

14 Installing photovoltaic
power systems in areas
without electricity in Indonesia

19

Hitachi High-Technologies
Corporation(detailed on page 14)15

15 Providing ballast water
purification system in all regions

Hitachi Plant Technologies, Ltd.
Tankers affect aquatic life because they
repeatedly take on and discharge ballast
water to adjust for cargo loads. We
can swiftly purify this water through atechnique that collects and magneticallyseparates organisms.
16 Providing water pumping
systems to California, U.S.A.

Hitachi Plant Technologies, Ltd.
17 Constructing ultra-supercritical pressure thermal
power stations in the United Statesand elsewhere
Hitachi, Ltd.
We have built numerous such worldclass coal-fired facilities in the UnitedStates, Europe, and other countries.
18 Supplying proton therapy
system in the United States

Hitachi, Ltd.
We developed a discrete spot scanning
proton therapy technique to minimize
damage to normal tissues, becoming
the first to achieve Food and Drug
Administration 510(k) clearance.
19 Managing Hitachi North
American Food Drive†1 Including magnetic resonance imaging, computed tomography, and x-ray systems†2 This program instructs local manufacturing sites on ways to improve productivity and save energy†3 Donating food to charities assisting low-income earners

in the United States †3
Hitachi Group (North America)

9

Hitachi Group
Corporate Sustainability
Report Digest 2010

Social Innovation
Hitachi’s Worldwide Reach
Business Contributions http://www.hitachi.com/csr/

Social Innovation Business Contributions

Supplying Advanced Railway Systems to the World
Leveraging advanced technologies and expertise to provide environmentallyconscious and safe transportation

Ashford Train Maintenance Center

Modal shift has recently gained attention as a concept fortransporting people and goods by alternative means to reduce environmental burdens. Ships and railways generatesignificantly less CO2 per transportation unit than counterpart modes.

St. Pancras
Ebbsfleet

MargateLondonAshfordDover

Making Railways
More Environmentally Conscious

High Speed 1 route
Main conventional lines

Hitachi is building on its long involvement with Shinkansen(bullet train) and other railway projects to pursue technological advances. Work with East Japan Railway Company
on a hybrid drive system that combines diesel engines andstorage batteries is a good example.
The A-train is one of Hitachi’s railway systems. Thisrail vehicle system employs lightweight aluminum toslash operational energy consumption and simplify recycling, thereby minimizing ecological impact. The Atrain’s manufacture is dramatically more productive andHitachi Group
Corporate Sustainability
Report Digest 2010

Social Innovation
Supplying Advanced Railway
Business Contributions Systems to the World
http://www.hitachi.com/csr/

High Speed 1 route and main conventional lines
on which British Rail Class 395 trains run

environmentally conscious than conventional models.
That is because Hitachi can easily collect and recycle aluminum scrap during production and can automate fabrication because the train cars do not have frames. Friction
stir welding, an innovative joining technology, minimizes
warping and eliminates the need for painting. Modular
construction slashes part numbers. Computers replace

10CO2 Emissions from Different Means of Transportationand minimal disruption when starting the regular service.
The Class 395 also won in the Rolling Stock Excellence category of the Eversholt Rail Business Awards 2009, recognizing that the 174 cars that Hitachi delivered are among
the best in the UK.” He added that, “Hitachi is handling upkeep at the newly constructed Ashford Train MaintenanceCenter, which hired most of its staff locally. Employees benefit from excellent training opportunities that enable themto keep refining their skills. The fast service into London has
regenerated Ashford and the entire region of Kent. Hitachi islooking for further opportunities to serve potential growth
in railway demand throughout Europe.”
Such a renewed interest in railways is spreading aroundthe world, notably through the emergence of U.S. plans
for a high-speed railway network. Hitachi is contributing
to such planning in the United States, in Brazil, which isplanning its setup ahead of the Rio 2016 Olympic Games,
and in India. Contributions to modal shifts are yet anotherexample of how Hitachi helps combat climate change.

Passenger vehicles
168
Airplanes
109
Buses
51
Trains19
Grams of CO2 per passenger kilometer in fiscal 2007
Source: Countermeasures against Global Warming in the Transport Sector (inJapanese), Ministry of Land, Infrastructure, Transport and Tourism

many of the tasks of skilled engineers, ensuring high quality and safety, even with short delivery schedules.

Hitachi Train Well Received
in the United Kingdom
Hitachi’s Class 395 high-speed train debuted on High
Speed 1, the United Kingdom’s first high-speed railway
line. Regular passenger service began in December 2009.
We won the contract to supply these trains because wepledged to deliver six months ahead of schedule and because of the proven reliability of the technologies.
High Speed 1 connects London and Ashford in just
37 minutes, down from 80 minutes before. Sir Stephen
Gomersall, Chief Executive for Europe, Hitachi Ltd., commented that, “The first domestic high speed train service
in the UK has been a great success since its inauguration.
South Eastern Railway Ltd. was pleased by the early delivery

VOICES

Hitachi’s Railway Technology

Accelerates modal shift• A-train (aluminum train cars)• High-speed train

Environmentallyconscious

Further reduces environmentalload of railways• Small, lightweight inverter• Hybrid drive system

Highlyreliable

Contributes to safe, stable, andhigh-density transportation• Signaling and train control systems• Traffic system• Operations systems

Charles Horton

Class 395 Proves the Advantages ofHigh-Speed RailThe introduction of the UK's first high-speed
trains has been a great success. The new
Class 395 trains have meant that commutersin parts of the South East have been able
to reduce their journey times by half. As
important though, is the effect the newservices are having on the local economy
with businesses moving to the South Eastand likewise commuters moving to the area.
Throughout the program we have felt
reassured and confident in (Hitachi's) abilities.

Highly efficientManaging Director of London & South Eastern Railway Ltd.

We think their particular strengths are theiremphasis on process, commitment to on timedelivery and focus on reliability, enabling us
to run “preview” services six months early.
With all big complicated railway projects
there are always going to be challenges along
the way, but it is testament to the strong
partnership we have working with Hitachithat these have all been overcome.

11

Hitachi Group
Corporate Sustainability
Report Digest 2010

Social Innovation
Supplying Advanced Railway
Business Contributions Systems to the World
http://www.hitachi.com/csr/

Social Innovation Business Contributions

Fusing Technologies to Create Smart Energy Solutions
Harnessing our strengths in electric power and information technology
to create smart grids that transform energy use

We supply power grid stabilization systems and advanced metering
infrastructure systems that provide detailed assessments and management ofresidential and office building electricity consumption so that the status ofenergy demand and supply can be visualized. Demand and supply are
optimally balanced for renewable energy, whose output is unstable.

Hitachi’s Smart Grid Concept
Renewable energy
Output fluctuates considerably

Photovoltaic power
generation

Tie line power
control
Consumption
information
High-efficiency
operations

Wind power
generation

Power grid
Large-scaleconcentrated
power station

Storagebatteries

Stable electricity supply

Power supply
Power gridstabilization
systemThermal power
generation
Nuclear power
generation
Hydroelectric
power generation

Power gridstabilization control

SupplyManagement

The increasing deployment of power systems that harness
solar and other renewable energy is helping reduce carbon emissions and society’s dependence on fossil fuels.
But there are numerous challenges in producing electricity
from these resources. Weather conditions cause dramaticfluctuations in output from solar and wind power, increasing the potential for the entire power supply system tobecome unstable.

Japan, for example, has already completed some ofthe power generation and transmission stages of a smart
grid. Hitachi is working on the next step, which will be
the installation of a smart grid for the entire power network, encompassing residential and office building electricity consumption.

Linking Homes and Electric Power
Companies with Information

Toward Smart Grid Installations

Expanding an advanced metering infrastructure will be
the first step toward a truly smart grid and a smarter citythat links homes and electric power companies throughinformation and communications. Once in service, thisinfrastructure enables utilities to remotely monitor anddeal with customers who relocate. Another advantage
is that those companies would get the details on how
much electricity home users consume or send to the gridfrom their residential photovoltaic power systems. Kansai

Smart grids are vital for stabilizing and securing the power
supply. During transmission from unstable sources of electricity or disruptions, smart grids can swiftly obtain and process output and demand data, then automatically optimize
or secure the demand and supply balance. This is why there
is such great worldwide interest in smart grids, although it
is important to note that local transmission and distribution
network requirements currently determine setups.

Hitachi Group
Corporate Sustainability
Report Digest 2010

Social Innovation
Fusing Technologies to Create
Business Contributions Smart Energy Solutions
http://www.hitachi.com/csr/

12

Making Our Environmental
Technologies Available to the World

Office buildings and homes with photovoltaic powersystems and storage battery facilities

In many countries, transmission and distribution networks
are either aging or underdeveloped. Supplying networks
that draw on renewable energy could significantly alleviate global warming.
We will supply advanced environmental technologies,
tailoring them to local conditions and accumulating new
knowledge. These priorities will be central to our involvement in a Japan-U.S. smart grid trial that will begin in New
Mexico during 2010. Another project will be a collaborative initiative in China to lower that nation’s reliance on carbon fuels and to foster recycling. We will inevitably need totackle the challenges of creating international standards
for technologies and will therefore participate in multigovernment and private-sector initiatives.
The involvement of all key stakeholders will be essential for realizing our smart grid concept. They include national and local governments, electric power companies,
automakers, appliance manufacturers, and commercial
and residential power consumers.
We will maintain open relationships with all thesestakeholders while contributing to smart grid development that effectively harnesses renewable energy, such as
solar and wind.

Office buildings

AMI

Factories

AMI

Homes

AMI

Electric vehicles

AMI

DemandAMI (advanced metering
infrastructure systems)
They employ information technology to automatically read metersand provide detailed assessmentsof each user’s power consumption

Electric Power Co., Inc. and Kyushu Electric Power Co., Inc.
have already begun on-site assessments of advanced
metering infrastructure systems. The two utilities haveinstalled Japan’s first telecommunications-equipped watthour meters in homes as part of those trials. The data thatthey collect should help stabilize the power grid.
Linking homes and electric power companies throughan information and communications infrastructure would
enable all residential users to streamline power consumption in line with generation from renewable energy sources.
Hitachi will join hands with Japan Wind Development
Co., Ltd., Toyota Motor Corporation, and Panasonic ElectricWorks Co., Ltd., and several other companies to launch
the Smart Grid Demonstration Site at Rokkasho Village in
Aomori Prefecture, Japan in August 2010. Testing will include charging electric vehicles from wind and photovoltaic sources, with batteries storing surplus power. Trials will
also cover residential electricity consumption.

Smart Grids: The Global Impact in 2020
The global deployment of smart grids would lower CO2 emissions an estimated2.03 billion tonnes worldwide by 2020. That saving would represent 4 percentof the 51.9 billion tonnes of emissions forecast for that year.

ICT smart grids abatement potential
2.03
Reduce transmission anddistribution losses
0.9

CO2 emissions fromthe power sector
in 2020
14.26

Integration of renewables
0.83
Reduce consumption throughuser information
0.28
Demand-side management
0.02(billions of tonnes)

Source: SMART 2020, published by The Climate Group13

Hitachi Group
Corporate Sustainability
Report Digest 2010

Social Innovation
Fusing Technologies to Create
Business Contributions Smart Energy Solutions
http://www.hitachi.com/csr/

Social Innovation Business Contributions

Improving Lives One Person at a Time
Continuing to Pursue United Nations Millennium Development Goals

We collaborate with local enterprises and support nonprofit organizations as part of ongoing efforts to help resolve local community issues.

Machinery employees to establish the non-profit Good
Earth Japan in March 2007. Since its creation, this nonprofit organization has provided agricultural training andplowed paddy fields. It has also built schools to help farmers get back on their feet. Hitachi Construction Machineryand the rest of the Hitachi Group are fully funding these
efforts, with numerous employees assisting.

Improving Quality of Life after Demining
The land mine clearing equipment that Yamanashi Hitachi
Construction Machinery Co., Ltd.†1 developed in 2000 is operating in civil war-ravaged Cambodia. However, engineersfrom Hitachi Construction Machinery Co., Ltd. who were in
Cambodia realized that clearing land mines alone would
not resolve difficulties in the communities.
People who lost their homes and work during the civil
war set about cultivating the cleared land and rebuilding their lives. However, such work is tough without basic
infrastructure such as roads and water, or even farming
techniques. As a result, engineers noticed that people frequently abandoned their land.
This situation prompted former Hitachi Construction

Hitachi Group
Corporate Sustainability
Report Digest 2010

Social Innovation
Improving Lives One Person
Business Contributions at a Timehttp://www.hitachi.com/csr/

Brightening Communities with Electricity
Around 230 million people live on Indonesia’s more than
17,000 islands. Yet, only about 60 percent of the population has access to electricity. Approximately 60 percent ofIndonesians live on Java, which represents 7 percent of thenation’s land area and accounts for 80 percent of its energy
consumption. The population density of Jakarta is similar
to that of Tokyo’s 23 wards. But there the comparisons end,
as Jakarta residents suffer from constant planned and unplanned power outages.

14

these communities would improve the generating, maintenance, and management efficiency of these systems.
Another benefit is that residents can take advantage of
stable electricity supplies to do business. Ventures underconsideration include Internet cafés offering refrigeration
and access to mobile communication-equipped PCs andthe industrial production of silk and tapioca.
In response to strong demand from Indonesia’s central
and local governments, Hitachi High-Technologies plans
to install battery recharging stations in three villages in fiscal 2010. Training teams of residents to maintain and manage the equipment will be crucial to ensuring that villages
widely adopt these systems.

The Indonesian government takes this social issue seriously, but it has experienced significant delays in its plans
to deliver 95 percent electricity access by 2025. So, Hitachi
High-Technologies joined hands with a local business
partner that makes storage batteries to electrify districts
with photovoltaic power systems.
Indonesia gets around double Japan’s sunshine hours
and solar radiation. The government has already installed
compact solar systems to power homes without accessto the grid, but the need to place such systems in eachhome caused power efficiency to deteriorate and madeit hard to set up a proper maintenance and management
structure.
Hitachi High-Technologies therefore chose to set up
large photovoltaic power systems to serve entire villages
by charging residents’ batteries as needed. Villages without electricity traditionally comprise 50 to 100 households,
so the company concluded that coordinating closely with

†1 An exclusive dealer and authorized factory for Hitachi Construction Machinery since 1980,
Yamanashi Hitachi Construction Machinery developed the world’s first remote-controlled landmine removal machine, which is based on a Hitachi Construction Machinery hydraulic excavator.
Currently, 70 units operate in Cambodia as well as six other countries (Vietnam, Afghanistan,
Nicaragua, Angola, Thailand, and Colombia).

Indonesian Village Electrification

Home

Home

BatteryHome

Battery

Photovoltaic power system

Battery

Village without electricity (Indonesia)

Community center

Home
Internet equipment

Battery

Satellite mobile phone

Charging andsharing electricalequipment
Home
Home

Battery

Battery

Battery recharging station15

Hitachi Group
Corporate Sustainability
Report Digest 2010

Social Innovation
Improving Lives One Person
Business Contributions at a Timehttp://www.hitachi.com/csr/

Living Together with Society 1

Procurement, the Supply Chain, andRespect for Human Rights
We center our corporate activities around the concept of cherishing humanity. We
respect the human rights of stakeholders in every aspect of our business and the supply
chain, including in terms of product safety, environmental conservation, disclosure, anticorruption, and employment practices.

1923
A Century of Service

Helping Rebuild Tokyo after the Great Kanto Earthquake

The Great Kanto Earthquake of 1923 devastated the Keihin industrial zone, which
was the heart of Japanese manufacturing, surrounding the ports of Tokyo and of
Yokohama. Orders from around the nation poured into the Hitachi Works in Hitachi,
Ibaraki Prefecture, Japan, as it was unscathed. But Hitachi rejected such opportunities
for profit, preferring to devote all its production capacity to help rebuild Tokyo.
Hitachi became renowned for excellence in the process, and demand for its products
subsequently soared.
Photograph courtesy of the National Museum of
Nature and Science (Japan)

Hitachi Group
Corporate Sustainability
Report Digest 2010

Living Together
with Society

Procurement, the Supply Chain, andRespect for Human Rights
http://www.hitachi.com/csr/

16

TOPICS

Exchanging Opinions on Human Rights Issues

Raising Awareness of Human Rights
We reviewed all internal corporate ethics and compliancerules and developed or overhauled our training programs to enhance human rights
awareness Group-wide. Almost
80 percent of our 260,000 Group
employees in Japan took ourrelated e-learning course in fiscal
2009. We are working on an English version of this program forGroup companies outside Japan.

Hitachi, Ltd. representatives met with officials from Amnesty
International Japan in fiscal 2009 to gain further insights into
human rights issues and how companies should address them.
Makoto Teranaka, secretary general of the organization, advised
Hitachi to be aware of human rights issues beyond permanent
employees to encompass contract workers, suppliers, and otherparties. We will draw on such suggestions to become even moresensitive to human rights, focusing particularly on improving our
supply chain management in that regard by collaborating with
relevant parties.

Participating in Supply Chain Sustainability TeamThe United Nations Global Compact Advisory Groupon Supply Chain Sustainability chose Hitachi, Ltd. as amember in fiscal 2009. That body focuses on encouraging adherence to human rights, labor, environment, andanti-corruption principles. We will draw on our expertisein these global social issues to support the UN’s efforts
and similarly we will draw upon best practices resulting
from the UN Global Compact’s recommendations on
implementing supply chain sustainability programs.

Makoto Teranaka, Secretary General, Amnesty International Japansuppliers in line with the Hitachi Supply-Chain CSR Deployment Guidebook, analyzing the results and providing
feedback. Respondents generally paid more attention tohuman rights, labor practices, safety and health, and fairtrade and ethics issues than a year earlier. Such surveys
aim to ensure a shared understanding of CSR while encouraging suppliers to further improve their efforts. We
are building a results database for sharing throughout
the Group.

Implementing European Human Rights Project

We launched a human rights project in Europe in fiscal 2009, the purpose of which is to ensure that humanrights are fully respected in all aspects of our operations.
As part of this, we hold awareness seminars, develop
tools for in-house education, and improve our internalmechanisms. We aim to use this project as a model for
supporting human rights issues around the world.

Results of Surveys Conducted to Promote CSR among Suppliers
Maximum score for each category: 5 points

Collaboration with Suppliers

Human rights /fair labor practices
3.9

The Hitachi Group values partnerships and openness
with suppliers. We accordingly strive to maintain and improve mutual understanding, offering equal business opportunities and choosing suppliers in keeping with theprinciple of free competition.
We publish and disseminate the Hitachi Supply-Chain
CSR Deployment Guidebook throughout the Group. This
document conforms with the guidelines of the Japan
Electronics and Information Technology Industries Association. We recommend our suppliers to use this guidebook for self-evaluation, a process that improves mutual
understanding and communications about CSR issues.
We revised the Hitachi Guidelines for Procurement Activities in June 2009 in line with United Nations Global Compact principles.

Social contributions
3.2

Safety and health
4.0

Information security
3.9

Environment
3.6

Product quality and safety
3.7

Fair trade and ethics
3.6(132 companies responded as of the end of March 2010)

United Nations Global Compact
http://www.unglobalcompact.org/
Hitachi Group Supply-Chain CSR Deployment Guidebook
http://www.hitachi.com/procurement/policy/__icsFiles/afieldfile/2010/08/
30/SC_CSR_E_2.pdf
Hitachi Guidelines for Procurement Activities
http://www.hitachi.com/procurement/policy/__icsFiles/afieldfile/2010/08/
30/guidelines.pdf

Surveying CSR Implementation

In fiscal 2009, we surveyed CSR implementation at 255

17

Hitachi Group
Corporate Sustainability
Report Digest 2010

Living Together
with Society

Procurement, the Supply Chain, andRespect for Human Rights
http://www.hitachi.com/csr/

Living Together with Society 2

Providing Supportiveand Diverse Workplaces
At Hitachi, we believe that respecting and valuing the diversity of our employees createssynergy and adds new value.

1910
A Century of Service

Cultivating People since Our Inception

At a time when many children entered the workforce right after completing
elementary school, Hitachi, Ltd. set up the Apprenticeship Training School inside its
factory in April 1910, its founding year. The school provided general and technicalinstruction. Although many students joined other companies after graduating,
Hitachi founder Namihei Odaira said, “I’m satisfied if they contribute to Japaneseindustry.” The school later became the Hitachi Technical High School, which has
graduated numerous technicians as custodians of Hitachi’s tradition of monozukuri(designing, manufacturing, or repairing of products) craftsmanship, including
WorldSkills International gold medalists.

Hitachi
HitachiGroupGroup
Corporate
CorporateSustainability
Sustainability
ReportReportDigest
Digest2010
2010

LivingContribution
TogetherbywithsocialSociety
innovation

Providing
http://www.hitachi.com/csr/
Supportive andDiverse Workplaces
http://www.hitachi.com/csr/

18

TOPICS

Offering Attractive Employment
for People with Mental Disabilities

Diversity Embodies Our Respect
for Individuality
The Diversity Development Project spearheads our drive
for workplaces that empower our diverse people to realize their potential. We inaugurated the Diversity Development Group Council in fiscal 2009 to complement
our efforts. Council members from 19 Hitachi Group
companies gathered
Number of Female Managers
quar terly during the(People)year to share suc320
303
300
cesses and discuss276
issues. We have con250
tinually held a diver200
sity forum, assisted in150
the creation of em100
73
ployee networks, and50
disseminated more
02000 2007 20082009 (FY)
information throughSource: Hitachi, Ltd.
our intranet.

Ritsuko Gomibuchi
Psychiatric Social Worker

Satoshi Fujiwara
Supervisor,
Employee Relations &Human Resources Dept.,
Hitachi, Ltd.

Hitachi, Ltd. began participating in the Ministry of Health, Labourand Welfare’s Model Project to Promote Employment of Persons
with Mental Disabilities†1 in May 2009. As part of its involvementin that project, Hitachi arranges seminars and trains personnel inhouse to help enhance workplaces for employees with mental
disabilities. Hitachi hired three such people in fiscal 2009. Project
leader Satoshi Fujiwara says, “We want to create bright new vistas
for people with disabilities, expand employment opportunities forthem throughout Hitachi, and share our expertise in this area withas many companies as possible.”

European Diversity Project

We launched the European Diversity Project in June 2009.
With gender diversity as the main focus, a tools package
which includes internal awareness-raising tools such as
training materials, Group-wide policies, and a comprehensive e-learning program has been developed. The
package is accessed and widely used by all Hitachi’s European employees. We perceive diversity not in isolation,
but closely linked with human rights, namely the rightto non-discrimination and equal opportunities. Diversity
will therefore remain a top priority for the Hitachi Group.

strive to offer more employment and responsibilities forpeople with disabilities.

Work-Life Balance
Physical and mental health is vital for balancing professional and personal life. Hitachi improved and expanded
its childcare and nursing care support systems while offering family leave and reduced working hour programs
to create more attractive workplace environments. We
also improve processes to prevent traditionally long
working hours, deploy initiatives to promote physicaland mental health, and provide training to enhance
workplace communications.

Employing People with Disabilities
The Hitachi Group employs around 3,000 people withdisabilities, and 180 work for four special subsidiaries.
Every year, we hold a job interview fair, in collaboration
with Public EmployEmployment Ratio ofment Security Offices, People with Disabilities
for disabled job seek(%)
ers. We also exchange (People)
2.0
2.11
2.06
information within and 1,300
2.01
outside the Group to
1,150
1.8*
1,106 1,091
help maintain ongoing
1,001
employment for these 1,000
people. Group compa850
1.5nies provide internships
in association with sch700
ools and local support
00organizations, educate
2007
2008
2009
(Year)
personnel about mental* Legally mandated employment ratio
Source: Hitachi, Ltd. (collected in June every year)
illnesses, and otherwise

FY 2007

FY 2008

FY 2009

Employees taking
childcare leave

Female

436

451

504

Male

2

8

6

Employees taking
nursing care leave

Female

10

8

6

Male

10

10

5

Employees using
reduced working
hour program

Female

349

381

287

Male

1

2

1

Source: Hitachi, Ltd.
Number of people who used system at least once during period in question†1 Hitachi, Ltd. is one of 10 companies participating in the Model Project to Promote Employmentof Persons with Mental Disabilities. This project strives to improve workplace understanding ofpeople with such disabilities and develop attractive career opportunities for them.

19

Hitachi Group
Corporate Sustainability
Report Digest 2010

Living Together
with Society

Providing Supportive andDiverse Workplaces
http://www.hitachi.com/csr/

Hitachi’s Environmental Conservation

Environmental Management
toward a Sustainable Society
Our goal is to achieve a more sustainable society by promoting production that reduces
the environmental burden of products throughout their life cycle.

1942
A Century of Service

Pioneering Effort in Environmental Conservation

In 1942, when Hitachi’s Central Research Laboratory (HCRL) was established in Kokubunji
in Tokyo, Namihei Odaira, founder of Hitachi, Ltd., gave instructions not to cut down
good trees but build around them, in order to preserve the natural beauty of theMusashino area. This lush natural environment, which can still be found today near
the laboratory, continues to bring tranquility and refresh the hearts of researchers andvisitors alike; and is treasured by local residents who visit the laboratory grounds during
the open days held each year in spring and fall. Inheriting the spirit of our far-sighted
founder, we continue to pursue a policy of harmony with the environment in building
facilities and laboratories in various locations.

Hitachi Group
Corporate Sustainability
Report Digest 2010

Hitachi’s
Environmental
Conservation

Environmental Management
toward a Sustainable Society
http://www.hitachi.com/csr/

20

Dr. Kumeo Baba, first general manager of HCRLHitachi’s Environmental Vision

Hitachi’s Environmental Vision

To achieve our Environmental Vision goals, we aim to
make all of our products environmentally conscious EcoProducts†1 through our technology.

The quest for a comfortable existence has led humankind to create a highly convenient society. Today’s society, however, requires a vast amount of energy, and thisis causing problems such as global warming, resource
depletion and environmental damage. We must work toprovide solutions to these issues if we are to assist society
in maintaining a comfortable existence into the future.
We are committed to the prevention of global warming, the conservation of resources, and the preservationof the ecosystem as the three pillars of our vision. Our
goal is to achieve a more sustainable society by promoting global production that reduces the environmental
burden of a product throughout its life cycle.

Goal & Performance Sales Ratio of Eco-Products
Fiscal 2010

Fiscal 2009

50%

53%

Hitachi Group product models registered as EcoProducts reached 8,387 during fiscal 2009, lifting the ratio
to 53 percent of all Group revenues. As this attained thefiscal 2010 goal of a 50 percent ratio, the 2010 goal was
raised to 55 percent.

Achieving Environmental Vision 2025

Amount of Contribution to CO2 Emission Reduction(Base: FY 2005)

Hitachi’s long-term plan Environmental Vision 2025, created in 2007, sets the goal of helping reduce annual CO2
emissions by 100 million tonnes by 2025 through Hitachi
products and services.
Seventy percent, or 70 million of those 100 million
tonnes, comes from electric power generation and otheraspects of the energy supply, while 30 percent, or 30
million tonnes, is associated with energy consumption,
including industry, transportation, commercial, and residential uses.
In fiscal 2009, to ensure the reliability of our calculations on reduced CO2 emissions, we introduced a standard calculation method. We also had a third party review
the method and the results obtained for nuclear, coalfired, thermal, hydraulic and wind power generation, as
well as for an energy-saving service using inverters and
10 products including servers.
Our contribution to CO2 emission reduction in fiscal
2009 was 11.36 million tonnes (estimate).

Amount of contribution to CO2 emission reductions(millions of tonnes/yr)
100 million tonnes/yr

100
80

63.0
60
40
20

35.0

11.36

14.0

2009*
2010
(estimate)

2015

2020

2025

(FY)

*CO2 emission coefficients were calculated using fiscal 2007 figures fromthe International Energy Agency’s (IEA) CO2 Emissions from Fuel Combustion
Highlights (2009 Edition).

†1 Eco-Products: Products that meet certain standards under the Assessment for DfE (Designfor Environment) system, which uses criteria such as material reduction and longevity toprovide a quantitative assessment of the environmental burden.

21

Hitachi Group
Corporate Sustainability
Report Digest 2010

Hitachi’s
Environmental
Conservation

Environmental Management
toward a Sustainable Society
http://www.hitachi.com/csr/

Prevention of Global Warming

we plan to reduce Group-wide heavy oil use to below 10
percent of the fiscal 2005 figure in 2012.
To save even more energy in Hitachi offices, sales
offices, data centers and other non-manufacturing operations, we have created management standards tomeasure energy use. We have also built a system for gathering electronic data on energy use by operational unit,
enabling us to analyze energy use and facility inspections, which are now revealing areas for improvement.
Outside Japan, despite production increases, CO2
emissions in fiscal 2009 were cut by 22,000 tonnes, a five
percent reduction per unit of production from 2003. In
countries such as China with rising CO2 emissions, we arepromoting energy savings by having experts analyze energy use at every plant and manufacturing center. Theseexperts are making energy reduction proposals. We arealso using energy-saving technologies developed inhouse to increase business with other companies.

The IEA’s World Energy Outlook 2009 listed fiscal 2007
world energy-related CO2 emissions at 28.8 billion tonnes,
and estimated that this would reach 52.2 billion tonnes
by 2050 if the current trend continues. The IEA has therefore called on governments to cut these emissions.
To meet our Environmental Vision goal—helping reduce annual CO2 emissions by 100 million tonnes by 2025
through Hitachi products and services—we are working to
cut greenhouse gases emitted at each of the three stages:
manufacturing, transporting, and using products. We arealso employing our technologies and knowhow to provide
customers with energy-saving services.
Reducing CO2 in Plants and Offices

In fiscal 2009, we invested 5.2 billion yen to save energy across our operations in Japan, reducing annual
CO2 emissions by 43,000 tonnes from fiscal 1990 levels.
We will introduce more energy-saving equipment into
Group operations and boost switching to natural gas inareas such as materials processing, where a great deal ofheavy fuel oil is used. Switching from heavy oil to natural
gas would cut CO2 emissions by around 30 percent, so

Goal & Performance CO2 Emissions
Fiscal 2010
In Japan: Total(from 1990)
Outside Japan: Per
unit of production(from 2003)

TOPICS 1

Technology Exchange Conference in China

Fiscal 2009-12% -21%-5%-5%Conservation of Resources

We are cooperating with China on energy saving and environmental protection projects, focusing particularly on the social
infrastructure development that the Chinese government isadvocating. In November 2009, Japan-China joint projects werelaunched in five areas: smart grids, new energies, rail systems, water
resources, and recycling. As part of these initiatives, in March 2010
we joined with the National Development and Reform Commission,
China’s economic policy-making body, to hold the Green Economy
and Technology Exchange Conference in Beijing to introduce
Hitachi’s cutting-edge technologies to China. We will continue tointroduce the latest environmental technologies and leading-edge
cases to China, collaborating with China on joint ventures, joint
research, and other projects.

To address the global problems of resource depletion andenvironmental pollution, we urgently need to develop
a material-cycle society that will lower natural resource
consumption and reduce the impact on the environment. In response, we are consuming fewer resources
during product manufacturing. We are also boosting resource recycling by cutting emissions during production
and converting waste into raw materials and energy, as
well as reusing end-of-life products.
Developing Technologies for Rare Metal Recovery

We will soon be recycling scarce or difficult-to-extract rare
metals. In particular, rare earths used in energy-saving air
conditioners, washing machine motors, and hybrid cars
are being recovered using acids and alkalines and othertechnologies with a heavy environmental burden. Additionally, we are developing technologies that will further
reduce or eliminate that burden and its associated costs,
by enabling more efficient separation and recovery. We
plan to have these recycling operations running by 2013,
recovering around 10 percent of the rare metals used annually by the Group.

Hitachi Group
Corporate Sustainability
Report Digest 2010

Hitachi’s
Environmental
Conservation

Environmental Management
toward a Sustainable Society
http://www.hitachi.com/csr/

22

TOPICS 2

Ecosystem Assessment Guidelines
at Hitachi Chemical

Reducing Waste Emissions

To reduce the amount of both valuable and non-valuable wastes, we have been improving production andmanufacturing processes, recycling raw materials andchanging packaging specifications. In fiscal 2009, we
achieved a 33 percent reduction in waste emissions
from 2000 within the total-waste reduction group.†1
We recycle resources through methods such as reuse,material recycling, and thermal recycling (recovering andusing heat energy from incineration), while also reducing
the environmental burden.

The Corporate Ecosystem
Services Review (ESR) is a
structured methodology forunderstanding the impact
of companies on ecosystems, as well as corporate
dependence on ecosystems,
and identifying business risks
and opportunities. The World
Business Council for Sustainable Development designed
this evaluation tool in collaboration with the World
Resources Institute and the
Meridian Institute.
Ayako Kohno, Hitachi Chemical
Hitachi Chemical provides
a Japanese translation of the ESR on the Internet in order topromote the use of this method among Japanese companies. As
well, we are using the ESR methodology ourselves to deepen our
understanding of the impact of business activities on ecosystems.

Goal & Performance Waste Emissions
Fiscal 2010
Total (from 2000)

Fiscal 2009-25% -33%

The Corporate Ecosystem Services Review (ESR)
http://www.wbcsd.org/Plugins/DocSearch/details.asp?DocTypeId=25&ObjectId=Mjg5NjQ

Result from the total-waste reduction group

Preservation of Ecosystem
The UN Millennium Ecosystem Assessment showsthat the rapid changes that people have made to theearth’s ecosystem are reducing the benefits suppliedby this ecosystem.
To lighten the ecosystem burden imposed by ourown social and corporate activities, we are contributing
to the preservation of the ecosystem and biological diversity in the three areas shown below.

compounds (VOCs) that cause air pollution. Based on a
program from the Ministry of the Environment to reduce
VOC emissions, our own emission reduction plan covers
41 VOCs, replacing them with alternative substances andinstalling equipment to recover and neutralize VOCs. In
fiscal 2009, we reduced our VOC emissions in Japan to68 percent of the year 2000 level. Outside Japan, giventhat manufacturing is relocating there and production isrising, goals for these plants have been set using an index
of the ratio of emissions to VOC use. In fiscal 2009, we cut
this emission ratio†2 by 14 percent from the 2005 level.

Reducing VOC Emissions

We are cutting emissions of the volatile organic
Contribution through businessSupply products and services that
protect the ecosystem through air,water, and soil purification.

Water treatment system for ship ballast water(seawater used as weight to keep a shipbalanced) / advanced sewage processing system/ denitration catalyst for separating nitrogenoxides from boiler and power plant exhaust gases/ management system for chemicals contained
within products

Goal & Performance Reducing VOC Emissions
Fiscal 2010

Contribution throughenvironmental management
Gauge and reduce the ecosystemburden from corporate activities

Wastewater outflow reduction / reduced chemical
substance use / recognition of the biogenic natureof raw materials / greenhouse gas emission
reduction / material-cycle promotion

Fiscal 2009

In Japan: Total emissions(from 2000)-50% -68%

Outside Japan: Ratio ofemissions to VOC use(from 2005)-10% -14%

Nature protection activities

Contribute to ecosystem recovery
through afforestation, etc.

Afforestation by Hitachi employees / managementof more than 800,000 trees within Hitachi
grounds / support for endangered species
protection†1 Total-waste-reduction group: Group of business sites using a fixed amount of waste
as a reduction goal. The other group of business sites uses the amount of waste per unitof production as the reduction goal because of the particular characteristics of the waste
generated by those sites.
†2 Emission ratio = VOC emissions/total VOCs handled

23

Hitachi Group
Corporate Sustainability
Report Digest 2010

Hitachi’s
Environmental
Conservation

Environmental Management
toward a Sustainable Society
http://www.hitachi.com/csr/

Company Profile
Corporate Name
Incorporated
Head OfficeHitachi Group Profile
Hitachi, Ltd. and the Hitachi Group make up a corporate groupconsisting of 1,058 companies: 365 consolidated subsidiaries
within Japan and 535 outside Japan, as well as 71 equitymethod affiliates in Japan and 86 outside Japan. For businessactivities, there are eleven business units, as indicated on thenext page, with total revenues of about 9 trillion yen. The Group
employs about 360,000 employees.

Hitachi, Ltd.
February 1, 1920 (founded in 1910)
1-6-6 Marunouchi, Chiyoda-ku, Tokyo 1008280, Japan
Hiroaki Nakanishi, Representative Executive
Officer and President

Representative

Asia
Number of companies: 270
Number of employees: 99,216
Revenues: 1,699.0 billion yen

EuropeNumber of companies: 138
Number of employees: 9,488
Revenues: 824.6 billion yen

North America
Number of companies: 80
Number of employees: 14,667
Revenues: 729.6 billion yen

Japan
Number of companies: 366
Number of employees: 230,948
Revenues: 5,313.7 billion yen

Other Areas
Number of companies: 47
Number of employees: 5,427
Revenues: 401.2 billion yen

Economic Performance
As of March 31, 2010

Period: Fiscal year ending March 31, 2010
(consolidated basis)

Common Stock408,810 million yen
Number of employees (unconsolidated basis)
31,065
Number of employees (consolidated basis)359,746
Number of consolidated subsidiaries
900(Japan: 365, outside Japan: 535)
Number of equity-method affiliates
157(Japan: 71, outside Japan: 86)

Revenues

8,968.5 billion yen(90% compared with the previous year)
Operating income
202.1 billion yen(159% compared with the previous year)
Capital investment
546.3 billion yen(69% compared with the previous year)
R&D expenditures
372.4 billion yen(89% compared with the previous year)
Overseas output as a percentage of consolidated net sales 24%
See Web site for economic performance reports.
http://www.hitachi.com/IR-e/

Financial Results (consolidated basis)
Revenues and Operating Income

Revenues by Industry Segment in Fiscal 2009 (billions of yen)

Revenues(billions of yen)

Operating income(billions of yen)
Revenues
Operating income

Others
763.6 (8%)

1,200

Financial Services
419.6 (4%)

1,000

Digital Media & Consumer Products
929.2 (9%)

8,000

800

6,000

600

Components & Devices
754.8 (7%)

12,00010,000

11,226.7
9,464.8

10,247.9

8,968.5

345.5

4,000
256.0
2,000
0

10,000.3

2005

182.5
2006

2007

2008

202.1

2009 (FY)Power Systems
882.1 (9%)

Automotive Systems
638.8 (6%)

400
127.1

Information & Telecommunication
Systems
1,705.5 (17%)

High Functional
Materials & Components
1,249.3 (12%)

2000Social Infrastructure &Industrial Systems
1,250.2 (12%)
Construction
Machinery
583.6 (6%)

Electronic Systems &Equipment
998.6 (10%)
Total Sales by Industry: 10,175 billion yen
Consolidated Net Sales: 8,968 billion yen

Hitachi Group
Corporate Sustainability
Report Digest 2010

Company Profile

http://www.hitachi.com/csr/

24

Major Fields of Business and Products
Information & Telecommunication Systems
Systems integration, outsourcing services, software, disk array subsystems, servers, mainframes, telecommunications equipment,
ATMs
Hitachi-Omron Terminal Solutions, Corp., Hitachi Computer Products (America), Inc., Hitachi Computer Products (Europe) S.A.S.,
Hitachi Electronics Services Co., Ltd., Hitachi Information & Control Solutions, Ltd., Hitachi Information Systems, Ltd., Hitachi
Software Engineering Co., Ltd., Hitachi Systems & Services, Ltd., Hitachi Data Systems Holding Corp. (U.S.A.), Hitachi Information &Telecommunication Systems Global Holding Corporation

Large disk array subsystem*

Power Systems

Social Infrastructure & Industrial Systems

Thermal, nuclear, hydroelectric, and wind power generation systems
Babcock-Hitachi K.K., Hitachi-GE Nuclear Energy, Ltd., Hitachi Engineering & Services Co., Ltd.,
Hitachi Power Europe GmbH, Hitachi Power Systems America, Ltd.

Industrial machinery and plants, elevators,
escalators, railway vehicles and systems
Hitachi Industrial Equipment Systems Co., Ltd.,
Hitachi Elevator (China) Co., Ltd., Hitachi Building
Systems Co., Ltd., Hitachi Plant Technologies, Ltd.

Construction of ElectricPower Development
Company's Ohma Nuclear
Power Plant*

VX series escalator*

Electronic Systems & Equipment

Construction Machinery

Semiconductor and LCD manufacturing equipment,
testing and measurement equipment, medical
electronics equipment, power tools, electronic partprocessing equipment
Hitachi High-Technologies Corporation, Hitachi
Koki Co., Ltd., Hitachi Kokusai Electric Inc., Hitachi
Medical Corporation, Hitachi Via Mechanics, Ltd.

Hydraulic excavators, wheel loaders, mining dump
trucksHitachi Construction Machinery Co., Ltd.

Hitachi High-Technologies’ device
characterization system

High Functional Materials & Components

Hitachi Construction Machinery's hydraulic excavator

Automotive Systems

Wires and cables, copper products, semiconductor
and display-related materials, circuit boards andmaterials, specialty steels, magnetic materials andcomponents, high-grade casting components andmaterials
Hitachi Cable, Ltd., Hitachi Chemical Co., Ltd.,
Hitachi Metals, Ltd.

Engine management systems, electric powertrainsystems, drive control systems, car information
systems
Clarion Co., Ltd., Hitachi Automotive systems, Ltd.,
Hitachi Automotive Products (USA), Inc.
Hitachi Auto Parts & Service Co., Ltd.
Hitachi Automotive Systems’ inverter
for hybrid vehicles

Neodymium-iron-boron
permanent magnet NEOMAX®

Components & Devices

Digital Media & Consumer Products

Hard disk drives, LCDs, information storage media,
batteries
Hitachi Displays, Ltd., Hitachi Maxell, Ltd., Hitachi
Display Device (Suzhou) Co., Ltd., Hitachi Global
Storage Technologies Netherlands B.V.

Hitachi Vehicle Energy’s lithium-ion battery
for plug-in hybrid electric vehicles

Financial Services

Optical disk drives, flat-panel TVs, LCD projectors,
mobile phones, room air conditioners, refrigerators,
washing machines, air-conditioning equipment
Hitachi Appliances, Inc., Hitachi Consumer
Electronics Co., Ltd., Hitachi Media Electronics Co.,
Ltd., Hitachi Consumer Products (Thailand), Ltd.,
Hitachi Consumer Marketing, Inc., Hitachi-LG Data
Storage Korea, Inc.

FLEXMULTI, Hitachi Appliances’ multi-split
air-conditioning systems for buildings

Others

Leasing, loan guarantees
Hitachi Capital Corporation

General trading, logistics, property management
Chuo Shoji, Ltd., Hitachi Life, Ltd., Hitachi Transport
System, Ltd., Nikkyo Create, Ltd., Hitachi America,
Ltd., Hitachi Asia Ltd., Hitachi (China) Ltd., Hitachi
Europe Ltd.
Hitachi Capital’s multifunctional IC card
Hitachi Transport System’s Keihin Distribution Center,equipped with Hitachi security systems

Major Products & Services
Major Consolidated Subsidiaries (as of March 31, 2010) The products marked with an asterisk (*) in the table above are those of Hitachi, Ltd.
(Notes) 1. Hitachi, Ltd. separated out the automotive systems segment to form Hitachi Automotive Systems, Ltd. on July 1, 2009.
2. Hitachi Mobile Co., Ltd. changed its name to Hitachi Auto Parts & Service Co., Ltd. as of April 1, 2009.
3. Hitachi, Ltd. separated out the consumer business, mainly digital media-related products such as flat-panel TVs, to form Hitachi Consumer Electronics Co., Ltd. on July 1, 2009.

Hitachi Group Corporate Sustainability Report 2010 Digest

Inquiries:

Hitachi, Ltd.
CSR Promotion Department, Corporate Brand & Communications Division

Printed using FSC-approved
paper containing raw materials
from properly managed forests
certified by the FSC (Forest
Stewardship Council)(For inquiries on this report or CSR activities overall)

1-6-6 Marunouchi, Chiyoda-ku, Tokyo, 100-8280, Japan
Tel: +81-3-3258-1111 Fax: +81-3-4564-1454 http://www.hitachi.com/csr/

Printed with 100% vegetable oil
ink containing no VOCs (volatileorganic compounds)

Environmental Strategy Office (For inquiries on environmental activities)
1-6-1 Marunouchi, Chiyoda-ku, Tokyo, 100-8220, Japan
Tel: +81-3-3258-1111 Fax: +81-3-4235-5835 http://www.hitachi.com/environment/
On the cover: The cover photo is from Moanalua Garden Park (Monkey Pod tree), Oahu Island, Hawaii.
This tree has become known as the “Hitachi Tree” through television commercials over many years.
It represents the qualities that we like to emphasize at Hitachi—synergy, growth, and strength.
(Photo: Tor Johnson; Illustration: Atsushi Hara)

ZZ-E025

2010.08

Hitachi Group Corporate Sustainability Report 2010 Digest

Request for Cooperation by Questionnaire
What were your impressions when reading the report on

Contact:

the Hitachi Group’s CSR activities, Hitachi Group Corporate

CSR Promotion Department
Corporate Brand & Communications Division

Sustainability Report 2010 Digest? Please answer the ques-

Hitachi, Ltd.

tionnaire on the other side of this page. We consider readers’

1-6-6 Marunouchi, Chiyoda-ku, Tokyo 100-8280 Japan
Tel: +81-3-3258-1111 Fax: +81-3-4564-1454
http://www.hitachi.com/csr/

opinions very important and want to ensure that this feedback
is reflected in our various CSR activities.

Results of Responses to Questionnaire on Hitachi Group CSR Report 2009 Digest (Total respondents: 74)
CSR Report 2009Low

Too little

Inadequate

Hard to readToo much
2%

3%
Average38%

Appropriate

1%

18%

80%

Average

6%

38%

59%

AverageHigh
VolumeCSR Activities

Compliance

16%
Socialcontribution

33%

Employment
environment

17%

Socialcontribution
Environmental
protection

Areas of Excellence

Environmental
protection

21%
20%

NPO/NGO 1%
Student 1%
Shareholder/investor 2%
Hitachi Group
employee/family
member6%
15%
21%

Technology/
quality23%

LayoutBreakdown of Responses

Compliance
7%

Easy to read

ArticlesCustomersatisfaction
improvement

8%
13%

49%
ExcellentComprehensibility

Employment
environment

45%

61%

Customersatisfaction
improvement

Other
6%
15%
17%

58%

Supplier

CustomerTechnology/quality
Areas for Further Improvement

Main Feedback and Our Responses
Encouragement

Suggestions

Improvements Made in Response• “Hitachi demonstrated that it is tackling environmental issues from a long-term perspective in its business, notably by suppressing
CO2 emissions while treating wastewater.”• “I’d like Hitachi to present the efforts it is making through its technologies and businesses.”• “The report would be better if there weretabs to make it easier to find the pages I waslooking for, as well as the layout of material
according to topics to make it easier to read.”• “I’d like more detail on female employment
and working conditions, as well as diversity,
especially information on hiring foreign nationals and people with disabilities in Japan.”• The 2010 edition contains our activities toresolve community issues through sociallyinnovative businesses, efforts to address
p ove r t y, t h e e nv i ro n m e nt, a n d ot h e r
Millennium Development Goals of the United
Nations, and CSR initiatives from our coreglobal businesses.
• We have made the design more readable byreplacing stakeholder-specific sections withthose presenting key social issues.
• We augmented diversity disclosure withinformation on measures we are taking outside Japan as well as employing people withdisabilities in Japan.

Please answer the questionnaire overleaf

Questionnaire on Hitachi Group Corporate Sustainability Report 2010 Digest
Please complete the questionnaire and mail or fax it to the address below

CSR Promotion Department, Hitachi, Ltd.
1-6-6 Marunouchi, Chiyoda-ku, Tokyo 100-8280 Japan

Fax: +81-3-4564-1454
Q1. What were your impressions of Hitachi Group Corporate Sustainability Report 2010 Digest?
(Please select one only in each of the following)High(1) Comprehensibility
Too much(2) Volume
Easy to read(3) Layout
Excellent(4) Articles• Please explain the reasons for your selections

Average
Appropriate
Average
Average

Low
Too little
Hard to read
Inadequate

Q2. Which articles in the report did you find valuable? (You may select more than one)Top Dialogue

CSR at Hitachi

Ensuring Strict Compliance

Social Innovation Business Contributions
Hitachi’s Worldwide Reach
Supplying Advanced Railway Systems to the World
Fusing Technologies to Create Smart Energy Solutions
Improving Lives One Person at a Time
Living Together with Society
Procurement, the Supply Chain, and Respect for Human Rights

Providing Supportive and Diverse Workplaces

Hitachi’s Environmental Conservation
Environmental Management toward a Sustainable Society
OthersCompany Profile
A Century of Service Articles• If any of the above articles particularly interested you, please explain why

Q3. What is your opinion of the Hitachi Group’s CSR activities and initiatives?
(You may select more than one in each of the following)
Compliance activities
Technology/quality(1) Areas of Excellence
Social contribution activities
Employment environment
Other ()
Compliance activities
Technology/quality(2) Areas for Further Improvement
Social contribution activities
Employment environment
Other ()• Please write below any other comments you have regarding the Hitachi Group’s CSR activities

Customer satisfaction activities
Environmental protection activities
Customer satisfaction activities
Environmental protection activities

Q4. Which of the following best describes you or your relationship to Hitachi? (Please select one only)
Customer
Shareholder/investor
Research/education institution employee
Resident near Hitachi Group facility

Supplier
Government/public administration employee
News/media employee
Student
NPO/NGO representative
Hitachi Group employee/family member
Other (

Q5. How did you find out about this report? (Please select one only)
Newspaper
Other (

Magazine

Web site

SeminarExhibition

From a Hitachi employee)

Q6. Please write below any other comments or requests you have regarding the Hitachi Group Corporate
Sustainability Report or the Group’s CSR activities and initiatives

Thank you for your cooperation
We will use your feedback to improve the Hitachi Group Corporate Sustainability Report and our CSR activities)