Hitachi Group
Sustainability Report 2011 Digest

Effect of the Great East Japan Earthquake
and Hitachi’s Response
We wish to express our deepest condolences to all those affected by the earthquake that occurred off the Paciﬁccoast of northeastern Japan on March 11, 2011 and the subsequent tsunami and aftershocks. We sincerely hopefor the fastest possible recovery in all regions.
The March disaster heavily impacted the Hitachi Group too, particularly our production plants in the Tohoku
and Kanto regions. The disaster brought ﬁscal 2010 sales down by 130 billion yen and operation income fellby 75 billion yen. Given the current economic trends, we expect that ﬁscal 2011 sales will drop by around 350
billion yen and operation income by around 110 billion yen. Damage to production equipment and disruptions
to materials and resource procurement and logistics have also resulted in delivery delays, causing our customers
anxiety and inconvenience.
Immediately after the disaster, according to our business continuity plan (BCP), we established an Emergency
Headquarters for Response to the Large-Scale Earthquake (as of March 23, the Hitachi Group Headquarters for
Post-earthquake Reconstruction and Redevelopment), headed by Hitachi, Ltd. President Hiroaki Nakanishi.
The Headquarters was tasked with providing support for affected areas and customers, as well as gathering
information on losses and damage suffered by employees and their families and our plants, including launching
emergency measures.
The recovery proceeded much faster than anticipated, despite the enormous damage, propelled by thedevelopment of BCPs since December 2006, as well as regular tabletop exercises for an earthquake, setting up
satellite phones, and the cooperation of many people concerned. Drawing on our experiences following the Marchdisaster, we will build greater disaster resilience into our corporate structure and lend our weight as a company
involved in the Social Infrastructure Business to the recovery of not only Hitachi but also of Japan.
After the disaster, we took the following steps:
1. Support for Affected Regions
Up to June 2011, Hitachi Group companies worldwide have together provided support totaling 940
million yen. We have also given support to employees who volunteer and have opened up company
housing in Tokyo to disaster victims. For recovery support for affected customers, we have set up a
dedicated Damage Response Reception Center and are providing IT systems for local governments andcompanies at no charge for a certain period.
2. Fukushima Daiichi Nuclear Power Station and Resolving Power Shortages
We established the 24-hour Emergency Response Center for Nuclear Power immediately after theearthquake struck, and have collaborated with GE-Hitachi Nuclear Energy to help improve the situation at
the power plant. About 2,200 employees of the Hitachi Group have been providing support and assistance,with around 1,200 dispatched to the site. Also, immediately after the earthquake, the Emergency Response
Center for Thermal Power was established and 140 employees were deployed to provide an immediate
response to requests for resumption of operations at the various power companies’ thermal power plants.
We will continue to extend our cooperation in response to requests from the government and powercompanies to maintain the social infrastructure.
3. Summer Electricity Conservation Activities
Based on the Japanese government’s energy conservation action plan, as well as discussions withcustomers and various industry organizations, we will reduce power use by at least 15 percent inregions where power is supplied by the Tokyo Electric Power Company and the Tohoku Electric Power
Company. In other regions too, we will actively promote various measures, making every possible effort
to reduce power consumption. Speciﬁcally, in May 2011, we launched the Hitachi Group Summer Energy
Conservation Campaign, which includes raising awareness and energy savings measures such as growing
Green Curtains†1 to reduce the amount of power for air conditioning and using real-time electric powermonitoring systems. To equalize power use on summer weekdays, we have added rolling holidays andspread out summer vacations.
†1 Green Curtains: When climbing vines are grown in front of windows or on walls, the effects of transpiration and sunlight blocking by the leaves can reduceroom temperatures by 3–5ºC.

Contents
Effect of the Great East Japan Earthquake and Hitachi’s
Response
02

Hitachi Group Proﬁle04

TOP COMMITMENT

Hiroaki Nakanishi, President, Hitachi, Ltd.

Items Included in the Hitachi Group Sustainability
Report 2011 (PDF)
The following items can be viewed on the Web site:
http://www.hitachi.com/csr/download/
Hitachi’s Management Strategies and CSR

VISION

06

Hitachi’s Management Strategies and CSR
Corporate Credo and Management Plan / 2012 Mid-Term
Management Plan / Creating a Sustainable Society / MaterialIssues for Hitachi
FEATURE

10

Next-Generation Smart Cities by Hitachi
Urban Planning for Tianjin Eco-City / Hitachi Projects Extendingaround the World

16

Caring for the Environment
The Hitachi Environmental Vision / Increasing the Ratio of
Eco-Products / Developing Rare Earth Recycling Technologies/ Promotion of Global Energy Conservation Diagnoses /Ecosystem Preservation Initiatives / Participation at Exhibitions/ Reducing Environmental Load Generated through Business
Operations

20

Respect for Human Rights
Human Rights Policies and Promotional Framework / Raising
Awareness of Human Rights / Stakeholder Dialogue on Human
Rights21

Environmental Report
Corporate Environmental Management Strategies and Initiatives/ Activities to Preserve Ecosystems / Environmentally Conscious
Products and Services / Environmentally Conscious Production /Environmental Management Framework and Communication
Social Report
Quality Assurance and Customer Satisfaction / Public Policy
Initiatives / Communication with Shareholders and Investors / Social
Contribution Activities / Respect for Human Rights / Supply Chain
Management / Diversity Management / Global Human Capital
Development / Employee Health and Safety
Comparative Table with GRI Guidelines
Comparative Table with ISO 26000 Core Subjects
Comparative Table with the UN Global Compact

Supply Chain Management
Promoting Globalization / Helping Create International
Guidelines / Sharing CSR Awareness / Response to Conﬂict
Minerals Issue

22

Management Report
Corporate Governance / CSR Management / Risk Management /Compliance / Innovation Management / Intellectual Property (IP) /Brand Management

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

Diversity Management
Diversity Development Project / European Diversity Project /Hiring and Human Resource Development for Global Business

24

Public Policy Initiatives
External Relations Policy and Promotion Structure / Stakeholder
Engagement

We have been a member of the World Business Council for Sustainable
Development since 1995.

Management Information Disclosure / Sustainability Report
Editorial Policy

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
WEB Indicates the title and URL of the Web page related to the article
The Environmental Report (pages 16–19) can be accessed fromhttp://www.hitachi.com/environment/data/

Scope of Reporting[Period]
The main period covered is ﬁscal 2010 (April 1, 2010, to March 31, 2011)[Companies]
Hitachi, Ltd. and 913 consolidated subsidiaries (including modiﬁed entities
to which the equity method of consolidated reporting applies): total 914
companies[Scope of data]
Financial data Hitachi, Ltd. and 913 consolidated subsidiaries (including
modiﬁed entities to which the equity method of consolidated reporting
applies) and 164 affiliated companies that use the equity method
Social data Scope of data indicated under each item
Environmental data Hitachi, Ltd. and 913 consolidated subsidiaries(including modiﬁed entities to which the equity method of consolidated
reporting applies): total 914 companies. However, for environmental load
data generated through business operations, companies that cover 90% ofExternal Evaluations
We were selected in September 2010 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 Asset Management (SAM) Sustainability Yearbook 2011
(February 2011 issue).

the load (based on Hitachi calculations) are included.
The data for each ﬁscal year indicates the results according to the scope ofdata in that ﬁscal year.
The base ﬁscal year data have been revised in accordance with the scope ofdata for ﬁscal 2010.
Guidelines Referred to in Preparing This Report“Environmental Reporting Guidelines” (FY 2007 version), Ministry of theEnvironment, Japan“Environmental Reporting Guidelines 2001—With Focus on Stakeholders,”
Ministry of Economy, Trade and Industry, JapanGRI Sustainability Reporting Guidelines (G3.1), Global Reporting Initiative*This sustainability report is published annually.

Hitachi Group Profile

Company Profile (as of March 31, 2011)
Corporate Name Hitachi, Ltd.
Incorporated
February 1, 1920 (founded in 1910)
Head Office
1-6-6 Marunouchi, Chiyoda-ku,
Tokyo 100-8280, Japan
Representative Hiroaki Nakanishi, Representative
Executive Officer and President

Capital409,129 million yen
Number of employees (unconsolidated basis)
32,926
Number of employees (consolidated basis)361,745
Number of consolidated subsidiaries
913(Japan: 351, outside Japan: 562)
Number of equity-method affiliates
164(Japan: 72, outside Japan: 92)

Consolidated Business Overview and Results for Fiscal 2010
Revenues

9,315.8 billion yen(104% compared with the previous year)
Operating income
444.5 billion yen(220% compared with the previous year)
Capital investment
556.8 billion yen(102% compared with the previous year)
R&D expenditures
395.1 billion yen(106% compared with the previous year)
Overseas output as a percentage
of consolidated net sales
27%

Revenues and Operating Income
Revenues(billions of yen)
12,00010,000.3

10,0008,968.5

9,315.8

8,000

600
345.5

4,000
182.5

2006

400
127.1

2007

2008

202.1

200

2009

2010
(FY)

Others767.4 (7%)

Information &Telecommunication Systems
1,652 (16%)

Financial Services
372.9 (4%)

Components & Devices
809.8 (8%)

Net sales
9,315.8 billion yen

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

Power Systems
813.2 (8%)
Total Sales by Industry:
10,500.8 billion yen
Consolidated Net Sales:
9,315.8 billion yen

Automotive Systems
737.9 (7%)

Europe 760 (8%)
Number of companies: 142
Number of employees: 9,833

Japan 5,269.2 (57%)
Number of companies: 351
Number of employees: 216,393

Hitachi Group Sustainability Report 2011 Digest

0

Revenues by Industry Segment (billions of yen)

Digital Media & Consumer Products
951.5 (9%)

North America 781.1 (8%)
Number of companies: 79
Number of employees: 15,537

1,000

444.5

Other 431.6 (5%)
Number of companies: 50
Number of employees: 5,832

Asia 2,073.7 (22%)
Number of companies: 291
Number of employees: 114,150

Operating income(billions of yen)
1,200

800

6,000

0

02

11,226.7
10,247.9

2,000

Sales Revenue by Geographic Region (billions of yen)

Revenues
Operating income

Hitachi Group Profile

High Functional Materials& Components
1,408.1 (13%)

Construction
Machinery
751.3 (7%)

Social Infrastructure &Industrial Systems
1,156.9 (11%)

Electronic Systems & Equipment
1,079.3 (10%)

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 Solutions, Ltd., Hitachi Consulting Corporation, Hitachi Data
Systems Corporation, Hitachi Information & Telecommunication Systems Global Holding Corporation

Enterprise storage platform

Social Infrastructure & Industrial Systems

Power 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.
Ultra supercritical steam turbine

Electronic Systems & Equipment
Semiconductor and LCDs manufacturing
equipment, test and measurement
equipment, medical electronics equipment,
power tools, electronic part processing
equipment
Hitachi High-Technologies Corporation,
Hitachi Koki Co., Ltd., Hitachi Kokusai
Electric Inc., Hitachi Medical Corporation,
Hitachi Via Mechanics, Ltd.

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

Hitachi High-Technologies’ device
characterization system

High Functional Materials & Components
Wires and cables, copper products,
semiconductor and display-relatedmaterials, circuit boards and materials,
specialty steels, magnetic materials
and components, high-grade casting
components and materials
Hitachi Cable, Ltd., Hitachi Chemical Co.,
Ltd., Hitachi Metals, Ltd.

Sewage treatment plant built byHitachi Plant Technologies, Ltd.
in Malaysia

Hitachi Construction Machinery’s
hydraulic excavator

Automotive Systems
Engine management systems, electric powertrain systems, drive control
systems, car information systems
Clarion Co., Ltd., Hitachi Automotive systems, Ltd., Hitachi Automotive Systems
Americas, Inc.

Hitachi Chemical’s carbon
anode materials for lithium-ion
batteries

Components & Devices

Hitachi Automotive
Systems’ stereo camera

Digital Media & Consumer Products

Hard disk drives, LCDs, information storage
media, batteries
Hitachi Displays, Ltd., Hitachi Maxell, Ltd.,
Hitachi Display Device (Suzhou) Co., Ltd.,
Viviti Technologies Ltd.

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

2.5-inch hard disk driveby Hitachi Global Storage
Technologies

Financial Services

Syo-ene No Tatsujin PREMIUM,
Hitachi Appliance’s Air Conditioners
for use in shops and offices

Others

Leasing, loan guarantees
Hitachi Capital Corporation

Logistics, property management
Chuo Shoji, Ltd., Hitachi Life, Ltd., Hitachi
Transport System, Ltd., Hitachi America,
Ltd., Hitachi Asia Ltd., Hitachi (China) Ltd.,
Hitachi Europe Ltd.
Hitachi Capital’s multifunctional
IC cardHitachi Transport System’s Keihin
Distribution Center, a distribution
center equipped with security systems

Major Products & Services
Major Consolidated Subsidiaries (as of March 31, 2011) The products marked with an asterisk (*) in the table above are those of Hitachi, Ltd.
(Notes.) 1. Hitachi Solutions, Ltd. was formed through a merger between Hitachi Software Engineering Co., and Hitachi Systems & Services, Ltd. as of October 1, 2010.
2. Hitachi Automotive Products (USA), Inc. changed its name to Hitachi Automotive Systems Americas, Inc. as of January 1, 2011.
3. Viviti Technologies Ltd. is a holding company whose operating companies include Hitachi Global Storage Technologies, Inc., a company engaged in the manufacture and saleof hard disk drives, and was established on October 5, 2010.

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

Hitachi Group Profile03

TOP COMMITMENT

Creating social and economic value
at the same time to contribute to realizing
a sustainable society
I would like to begin my message by offering thedeepest condolences of everyone in the HitachiGroup to the victims of the Great East Japan
Earthquake on March 11. I’m afraid some ofour customers experienced disruptions due toHitachi’s supply chain in the affected disaster areas.
Although the earthquake damaged several HitachiGroup plants, we restored most of the affected
manufacturing operations through concerted
companywide efforts.
Hitachi was established a century ago in HitachiCity, Ibaraki Prefecture, northeast of Tokyo, andjust south of the accident at the Fukushima Nuclear
Power Station. Hitachi has since grown within thecommunity of Ibaraki as well as the region as awhole. We believe that it is our responsibility to giveback to the city and the region that nurtured ourbusiness, as well as to help eastern Japan recoverfrom the earthquake by rebuilding devastated towns
in safer and more sustainable ways. To that end, weare focusing our energies to use our technologies
and expertise in a concerted effort to help deal
with and overcome the accidents at the Fukushima
Daiichi Nuclear Power Station.

Changing Perceptions of Value
Following the Great East Japan
Earthquake
The earthquake damage temporarily halted
production at many plants across Japan, while itdeeply affected the global value chain, and has
cast doubt on the business continuity planning ofJapanese manufacturers. As part of Japan’s social
infrastructure, we are reinforcing our risk and04

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

crisis management policies for business continuity
planning and the entire value chain.
The earthquake caused temporary shutdowns ofelectricity, telecommunications, water, and sewage,
as well as other parts of the infrastructure thatpeople take for granted. It highlighted many risks
for a secure and reliable infrastructure, including
the possibility of major power shortages. Today,
as I write this, I feel that this disaster forces us
to reprioritize our commitments for the social
infrastructure. Accordingly, I now believe that our
mission is to help create safe, secure, and vibrantcommunities, and that we contribute to building
a social, industrial, and daily life infrastructurethat can better withstand disasters. We willcontinue striving to create a sustainable societythat conserves resources and energy. We will fulﬁll
this mission by focusing on our Social Innovation
Business.

Pursuing Further Growth
Despite the impact of the earthquake, our 2012 MidTerm Management Plan has borne fruit in several
respects during ﬁscal 2010, the ﬁrst year of the plan.
For example, while all business segments were
proﬁtable, we re-engineered our in-house company
system and began other internal reforms.
I’m ﬁrmly committed to position Hitachi
to lead the drive toward creating a sustainable
society, amid economic globalization, by devisingand implementing growth strategies centeredon Social Innovation Business. We will therefore
concentrate investments in eleven key regions,such as the Asian Belt Zone†1 where economic

TOP COMMITMENT

growth is remarkable, South America, and Central
and Eastern Europe. We will achieve true global andtransnational management by positioning Japanas one of the key areas, and by strengthening local
leadership. We will recruit globally and employ theright people in the right places.

CSR: the Foundation of Global
Management
I believe that CSR is the foundation of global
management and, indeed, any management. The
world faces such global problems as climate change
and ecosystem destruction, as well as energy
depletion, human rights abuse, and other issues.
I think that in order to resolve these fundamentalsocial issues in line with Hitachi’s corporate credo,
it is important to create value that can be handed
down 10 to 20 years in the future by collaboratingwith partners and stakeholders. We will contributeto building a sustainable society by simultaneously
creating social and economic value and byintegrating CSR with management and strategy. We
aim to become the world’s most trustworthy andreliable enterprise.
July 2011†1 Asian Belt Zone consists of countries and areas, 24 in all, such as China, theASEAN countries, India, Middle Eastern countries and other countries locatedwithin those territories.

Hiroaki Nakanishi
President, Hitachi, Ltd.

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

TOP COMMITMENT

05

VISION

Hitachi’s Management Strategies and CSR
We have integrated management strategies and CSR as partof our goal to transform into a truly global enterprise thatshares society’s values
Corporate CredoWEB

http://www.hitachi.com/about/vision/credo/

Adopted June 1983

Corporate Credo andManagement Plan
The Hitachi Group formulated a Group Vision to
help resolve fundamental issues facing a global
society and to pursue a safer, more comfortablesociety in line with the Corporate Credo whichis Hitachi Founding Spirit. We also created the
Hitachi Group Codes of Conduct, which apply to all
Hitachi Group employees worldwide.
Based on the 2012 Mid-Term Management Plan,produced in ﬁscal 2010, we deployed management
policies to pursue growth through our Social
Innovation Business, to solidify our ﬁnancial
position, and to help resolve global social issues.

2012 Mid-Term Management Plan
Growth driven by Social Innovation Business
Solid financial base
Formulated May 2010

Social Innovation Business Focus
We intend to strengthen our Social Innovation
Business by focusing on global, fusion, andenvironmental issues.

Hitachi Group Vision
We will contribute to the solution of
fundamental global issues, and pursue therealization of a better, more prosperous
global society, in line with Hitachi’sfounding spirit, utilizing the Group’s
knowledge and technology.
Adopted November 2006

Hitachi Group Codes of Conduct
Adopted August 2010
WEB

Management Goals
We intend to generate revenues of 10 trillion yen
and an operating margin of more than 5 percent byﬁscal 2012. We will drive growth through the Social
Innovation Business, which is around 60 percent ofrevenues.
We will reinforce our ﬁnancial position by
improving operating income while steadily
increasing net income to consistently secure
earnings of around 200 billion yen from ﬁscal 2012.
Fiscal 2010
results

Three Focuses of Social Innovation Business
GlobalLeverage the Group’s knowhow, experience, as well as the trust of ourregional customers and partners, to become a truly global enterprise.
FusionAddress every nation’s need for Social Innovation Business by
integrating our social infrastructure and IT expertise to produce uniquevalue.
Environment
Draw on a wide range of environmental technologies andaccumulated experience to build better environmental systems,
helping to resolve global environmental issues.

http://www.hitachi.com/about/vision/conduct/

Fiscal 2012 targets¥9,315.8 billion¥10 trillion

4.8%

Over 5%

Net income
attributable to
Hitachi, Ltd.

¥238.8 billion

Consistently generate
at least ¥200 billion*Debt-to-equity
ratio

1.03

0.8 times or below

15.7%

20%

Revenues
Operating income

Total Hitachi, Ltd.
stockholders’ equity
ratio* Including the non-controlling interests and liabilities associated with theconsolidation of securitized entities

06

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

Hitachi’s Management
Strategies and CSR

Three Key Management Policies in the 2012 Mid-Term Management Plan
I. Global Growth Strategies to Harness Hitachi’s Strengths
Fiscal2010 results

Fiscal 2012 targets

Outside Japanrevenue ratio

43%

More than 50%

Percentage of
employees
outside Japan

33%*

36%

* Reflecting HDD business transfer

We will boost revenues from outside Japan tomore than 50 percent of net sales, partly throughemploying more local people.
The prime focus of our global growth strategy
is to localize and expand worldwide. Based on our
New Globalization Plan, we chose 11 key regions

and strengthened the six-part global framework
close to markets to speed up strategies that use
local leadership.
The second focus is to collaborate with partners
for more opportunities, working with government
agencies and other partners, particularly infast-growing emerging nations, to increase
opportunities for Social Innovation Business.
The third focus is to use our strengths tocreate business, employing our technologies andexperience to build environmentally conscious
cities and other next-generation urban areas,suggesting a new lifestyle as a total solution.

II. Focusing Business Resources on the Social Innovation Business
Investments from fiscal 2010 to 2012
Investment
R&D investment¥1,100 billion¥670 billion

From ﬁscal 2010 through 2012, we will invest over
1,700 billion yen in Social Innovation Business,
up 170 billion yen from our target. We intend to
generate growth as well as medium- and long-term
expansion. From the total, we are allocating 1,100
billion yen to investment, including data center
operations and high-efficiency thermal powersystems, and 670 billion yen to R&D for smart
grids, lithium-ion batteries, and other technologies.

III. Strengthening the Business Structure to Secure Proﬁtability
We will reinforce our business structure and stabilize earnings by pursuing speedy
operational management and by bolstering our financial position

1. Cost-structure reform∙ Transform cost structure to be cost competitive globally∙ Conduct companywide projects, while strengthening individual
businesses by promoting the in-house company system

2. Reinforce financial position∙ Reduce total assets and improve asset efficiency∙ Reduce interest-bearing debt by pooling funds

3. Global human capital∙ Talent management to realize Hitachi’s targeted value∙ Rebuild the Hitachi Group’s entire human capital platform

4. Value creation and CSR∙ Create both social and economic value at the same time andcontribute to the creation of a sustainable society

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

Hitachi’s Management
Strategies and CSR

07

VISION

Hitachi’s Management Strategies and CSR

Creating a Sustainable Society
CSR Management
For us, CSR means making our Corporate Credo
and Group Vision a reality. Our 2012 Mid-Term
Management Plan will help us to tackle global
issues and create a sustainable society based on theSocial Innovation Business. The CSR Promotion
Committee, promotion teams, and CSR officers atregional headquarters lead our global CSR activities.
We apply our CSR Policy throughout the Group,and employ the CSR Self-Assessment Tool as well as
stakeholder dialogues to improve our CSR activities,
reﬂecting emerging global social issues in our
approach. We intend to use dialogues with society
to integrate management and CSR, and to become atruly global company.

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
Adopted March 2005
WEB CSR Policy of the Hitachi Group
http://www.hitachi.com/csr/introduction/hitachi-csr/

Social Innovation Business Framework

Industrial, Transportation and Urban
Development Systems∙ Eco-cities ∙ Water treatment∙ Construction machinery ∙ Elevators and escalators

Five-Year CSR Roadmap
We created a Five-Year CSR Roadmap, a mediumterm plan for CSR that we have linked to our 2012
Mid-Term Management Plan. Hitachi, Ltd. corporate
divisions and regional headquarters outside Japan
have formulated action plans and set assessment
targets based on this roadmap. To make ouractivities more effective, we will strive, under these
initiatives, to strengthen Group business structures,quantitatively assess our CSR programs, andimprove more transparently.

Information andTelecommunication Systems∙ Cloud computing ∙ Consulting∙ Data centers ∙ Storage∙ Green mobility∙ Healthcare∙ Smart grids

Power Systems∙ Energy (thermal, nuclear,and renewable)＋
Materials and key devices

Five-Year CSR Roadmap

Demonstrate leadership as asocial innovation enterprise

Collaborate with key stakeholders to resolve global social issues

Becoming atruly global
corporation,
realizing
One Hitachi

Integrate management strategies with CSR and instill CSR principles into operations

Reinforce Group governance and globalize operations and activities

April 201008

April 2011

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

April 2012

Hitachi’s Management
Strategies and CSR

April 2013

April 2014

CSR Self-Assessment Tool
The Hitachi Group CSR Self-Assessment Tool,developed in ﬁscal 2008, benchmarks us against
leading global companies. The goal is to tackle
issues and clarify initiatives based on our policies
for pursuing CSR and continuously improving
performance.
We scored higher in ﬁscal 2010 than 2009 in our
self-assessment, a reﬂection of such factors as raisingawareness of CSR, and formulating the HitachiGroup Codes of Conduct and the Hitachi Group
Safety and Health Policy.
35 Group companies use this tool: Hitachi, Ltd.
and 23 ohters in Japan and 11 in North America andAsia.

Material Issues for Hitachi

FY 2010 Self-Assessment Results (Hitachi, Ltd.)

Policy 8
74.0%
70.0%

Policy 1
73.6%
72.6%

Policy 2
73.1%
71.5%

100

50

Policy 7
89.7%
87.6%

Policy 6
83.5%
83.5%

Policy 3
76.0%
74.2%

0

Policy 4
81.8%
78.2%

Policy 5
74.0%
74.0%

FY 2010
FY 2009

Important issues for stakeholders include humanrights, international development, the environment,
reporting, ethics, and regional and international
requirements. Impact on management includes theglobal view, fusion, and environment focuses of our2012 Mid-Term Management Plan, as well as views
on innovation, risks, reputation, and cost efficiency.

Hitachi includes the participation of stakeholders
in the decision-making process for CSR activities.
We select material issues that we identify throughstakeholder dialogue and from public policy
trends around the world from the perspectivesof importance for stakeholders and inﬂuence on
business.

1. Products That Create a Sustainable
Society (Sustainable Business)

4. Respect for Human Rights
As a global enterprise, we face risks because we operate under different
national laws, cultures and business practices. We respect the laws andordinances of every country, and we act with respect for international
norms to prevent human rights violations.

Developing innovative technologies and products is vital for growing ourbusiness and realizing a sustainable society. We are developing productsthat both lower environmental burden and improve the quality of life sothat we can contribute to a prosperous, safe, and secure society.

5. Supply Chain Management

2. Protecting the Environment

Supply chain risks are gradually increasing with the globalization ofbusiness, especially for the environment and human rights. We openly
share our procurement policies with suppliers and reduce supply chain risk
through ongoing surveys of CSR practices with our suppliers.

We feel that we can help protect the environment by reducing theenvironmental burden of products throughout their life cycles. We havecreated our Environmental Vision with three pillars: prevention of global
warming, conservation of resources, and preservation of ecosystems.
Under this vision, we provide environmentally conscious products andservices by reducing the environmental burden from operations andimproving their energy efficiency.

6. Diversity Management

3. Public Policy Initiatives
Our Social Innovation Business is subject to the policies of national
governments, therefore we assess policy trends while engaging in
dialogue with stakeholders who inﬂuence public policy and regulations.
As a result, we can propose technologies and solutions that beneﬁt society
and contribute to better policies.

We believe that diversity is much more than the human rights issueof gender equality. It is a fundamental challenge for sustainable
management, generating synergies beyond the Hitachi Group, businessﬁelds, and globalization. We therefore have initiated worldwide programs
that maintain personnel systems while respecting diversity, by improving
workplace environments, and by cultivating human capital that canaccelerate the globalization of Hitachi and contribute to market-basedsustainability needs.

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

Hitachi’s Management
Strategies and CSR

09

F E A T U R E

Next-Generation Smart Cities by Hitachi
We offer comprehensive solutions combining social infrastructure systems
for energy, transportation, and water with Intelligent IT to build nextgeneration cities—safe, convenient, comfortable living spaces that areenvironmentally conscious and address issues such as an aging society
unities

Lively comm
and

nergy
ces
ffi
ural e sources.
t
o
a
n
er re
n on
Eco

ld ru , and oth would
s wou
rs
ter
Office heat, wa d elevato . Recycled
n
a
le
us
c
s
o
recy ditioner
nsci
lly co Curtains.
n
a
o
t
c
n
r
i
e
A
m
en
viron
d Gre
be en ould fee
w
r
wate

to
ng
i
t
u l
e
mmchoo gests thlly
o
c
g
a
s
su logic he
art d
t
nal
o
Sm rk an n termi most ecoute forublic
wo formatio st, and rtation r from p tal
t

jus

ad n,
y
f a da ghting seaso s.
ort le d li the ent ty
ta tab res an ng to uirem art cise or tu rdi req sm
Th mf mpera y acco style ration
co m te ticall d life geneschoolswould connect
The community
wns andtoers in various
and public cent
rning
lea
g
lon
elif
ide
countries to prov
ns
ize
cit
rning. Senior
and remote lea
their
in
t
ou
go
y
sil
d ea
would safely anelectric carts.

o
se
en
in
sie
An st, ea transp choo ls, or r
d
e
l
o
s
f
sa ciou e cou ar poslcon . Peop tion, c
y
ta
a
r
d
spo
tran cles.
y
bic

o
a
n
Ro tom er, a next rt.
au ath in a mfo
we day n co
A rts ista

Using information
technology to link energy,transportation, and water

EnergyTransportation
New Cities That the World Desires
Since we entered the 21st century, such issues
as global warming, resource depletion, urban
crowding, economic disparities, and aging
have come to the fore. The common need of allnations is to resolve these issues to ensure social
sustainability. In cities around the world, people
want their cities to overcome all these challenges.

Hitachi’s Vision for Next-Generation
Smart Cities
In April 2010, Hitachi established the Smart City
Business Management Division for proposing new

10

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

cities that will be comfortable and environmentallyconscious. These cities would mainly be in
emerging economies that are continuing to invest
heavily in infrastructure. Hitachi designs cities
with a vision giving consideration to lifestyles
and values. These cities would efficiently andstably supply electricity and sewage systems aswell as provide and treat water, enabling balanced
demand and supply. They would also deliver safe,
convenient, and energy-saving transportation,
advanced medicine and education, and government
services. All these services would be part of acomprehensive social infrastructure package that

Next-Generation Smart
Cities by Hitachi

Parks abundanwater and gre t with
enery

Cities would begreen and carefor theirwater resources.
They would purifywater discharged
from householdsand factories, collecting rainwater
and recycling it
for park founta
ins andgreenery.

24/7

h

ealth
Wrist
care
band
m
daily
. Tele onitors w
medi
acces
cine ould chs
Peop to speciali would p eck healthle wor
uld e sts at loca ovide
lives.
njoy
l
h
osp
healt
hy an itals.
d sec
ure

Sa
shofe anpp d w
COing ast
2 em
che
e
is

-fr
si
c
ee
and ked a ons froterm trans ccordi m foonp
red inals ortati g to p ds wouuoand ce sh would n me roduc ld be
che thod tion
cut oppicnswa
ste g for k refri . Mob.
unn geri
ece ato lessa rs to
ry i
tem
s

A
da t thy ee
Pend
th opleofoth at ca wou
as
wi er n n us ld r
wo th th atu e so eturmar
us uld eir f ral e lar, w n toe i be am ne
t
s
m
i
n
sl
r
a
g
d
c
i
ow ha lies y e po rthorge . E ffi.
w
d a lec cien er a met n tric tly nd sigh ve , ret, w hic lax
he les ing
np
ow
er

Data Center

Water

is linked and managed by safe, high-capacity
information and telecommunications systems using
cloud technology and eco-conscious data centers.
Hitachi’s vision for next-generation smart cities:
ensuring comfortable living spaces while reducing
the environmental burden. Cities would grow anddevelop sustainably and be distinctively attractive
for citizens.

Drawing on Our Expertise in Social
Infrastructure to Build Next-Generation
CitiesTo support lifestyles, Hitachi has long been

an innovator of such social infrastructure
systems as energy, transportation, water, andtelecommunications. We believe our mission is tobring to the world our Corporate Credo: “contributeto society through the development of superior,original technology and products.”
We propose solutions that link infrastructuralcomponents by integrating social infrastructure
systems with IT and telecommunications. The
Hitachi Group contributes to create a sustainable
society by building next-generation smart cities
that maintain an effective relationship between
people and the earth.

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

Next-Generation Smart
Cities by Hitachi

11

F E A T U R E

Next-Generation Smart Cities by Hitachi

Urban Planning for Tianjin Eco-City
Hitachi is helping to construct Sino-Singapore Tianjin Eco-City,a joint project between the Chinese and Singaporean governments,
by providing smart grid technologies and solutions

Hitachi’s Involvement in Tianjin Eco-City· Providing advanced energy and mobility technologies
required for eco-conscious cities and supplying
information control platform solutions.
· Helping construct the Eco Central Business District.
· Participating in the Eco-City New Electric Vehicle Alliance.
· Deploying our home energy management systems forhigh-rise residential buildings under construction.

Harnessing Our Smart City Businessto Participate in an Eco-Conscious
Urban Development that Has Captured
Worldwide Attention
We are capitalizing on our global smart city
expertise to participate in China’s Sino-Singapore
Tianjin Eco-City Project, an initiative capturing
worldwide attention.
Sino-Singapore Tianjin Eco-City is a large
model eco-city that is a joint venture between
Sino-Singapore Tianjin Eco-City Investment andDevelopment Co., Ltd. (SSTEC), and the Chineseand Singaporean governments. The goal is to build
a city of 350,000 with 110,000 houses by around12

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

2020 on a 30-square-kilometer salt evaporation
pond on the outskirts of Tianjin.
The new city will use 26 KPIs to minimize theenvironmental burden of housing, energy, andtransportation. As well, it will recycle resources,
including renewable energy for 20 percent of totalenergy, make all tap water 100 percent drinkable,
and recycle 60 percent of waste. The city will have
90 percent green transportation and 100 percent
green buildings.

Leveraging Our Expertise from
Tianjin Eco-City to Contribute toEnvironmentally Conscious Urban
Planning in China
The project heads of Sino-Singapore Tianjin EcoCity want energy-saving technologies, new energy
and storage battery technologies, and information
control platforms from Japanese companies. In
May 2010, Hitachi and SSTEC agreed to evaluate
and use Hitachi’s technologies and solutions. We
intend to help develop environmentally conscious
cities by setting up a smart city R&D center in
Sino-Singapore Tianjin Eco-City to create advanced
solutions for further progress in this ﬁeld in China.

Next-Generation Smart
Cities by Hitachi

VOICES
Beijing
Tianjin

Solid Collaboration in Low Environmental
Burden Urban Development

Tianjin BinhaiInternational
AirportSino-Singapore
Tianjin Eco-City
Bohai BaySpeciﬁcally, we will help build the Eco Central
Business District that minimizes CO2 emissions andenhances worker convenience. Our wide-ranging
business contributions include solar power andother new energy technologies and solutions;efficient community, building, and home energy
management systems; and charging systems
for electric vehicles, as part of the Eco-City New
Energy Vehicle Alliance. We also will collaborate onbuilding data centers and other IT infrastructure.
The smart city business is pivotal to our Social
Innovation Business. Through our involvement in
Sino-Singapore Tianjin Eco-City, we will contributeto lower environmental burden urban development
in China, reinforcing the development of our own
smart city business.

Lim Kingboon
General Manager,
Economic Promotion,
Sino-Singapore Tianjin
Eco-City Investment andDevelopment Co., Ltd.
(SSTEC)SSTEC and Hitachi have cooperated sincesigning an agreement in May 2010 to develop
Sino-Singapore Tianjin Eco-City. Hitachi isunique, offering all parts of information
control and IT, including products andsolutions. This is China’s ﬁrst large urban
development that cuts environmental burden
by conserving and recycling. We plan to try
many new ideas, and believe that Hitachi’s
expertise will be essential. I look for Hitachi toshowcase itself at this city, and I hope to build
stronger ties in the years ahead.

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

Next-Generation Smart
Cities by Hitachi

13

F E A T U R E

Next-Generation Smart Cities by Hitachi

Hitachi Projects Extending around the World
We have undertaken feasibility studies and experiments worldwide for building nextgeneration cities as part of our Social Innovation Business. We have also started projects inhealth care—essential in an aging Japan.
Supplying Charging Management Systems
for Rental Electric Vehicles in Japan
Providing Infrastructure to Aid in the Spread of Electric
Vehicles in Okinawa
Yokohama Smart City Project

The Advanced Energy Company (AEC) adopted Hitachi’s
electric vehicle (EV) charging system as part of Okinawa
Prefecture’s plan to install a rapid and medium-speed
charger infrastructure for EVs rented to tourists. That
program began in February 2011.
Hitachi’s solution is a system that processes
information and monitors user authentication, fees, andpayments for chargers in tourist and commercial areas.
AEC plans to install 50 rental EV charging stations on
Okinawa’s main island by 2014. The company intends
to eventually set up stations throughout the main island
so residents can use rental cars once they have ﬁnishedservice. We will therefore continue to provide ourcharging management solution.
Kanagawa Prefecture chose our energy management
system for recharging electric vehicles for the Yokohama
Smart City Project, and we are pushing ahead with otherexperiments.

Contributing to the Development ofa Low-Carbon Economy by Building a
Low-Carbon Metropolis in China
Building Guangzhou Knowledge City
Dalian Eco-Science and Technology City

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

Storage battery from HitachiGroup company Shin-Kobe
Electric Machinery Co., Ltd.,
that was adopted for the
Yokohama Smart City Project

Verifying Environmentally
Conscious Package
Infrastructure
Helping Set Up a Low-Carbon, Environmentally
Conscious Infrastructure for India

Hitachi is the ﬁrst Japanese company to participate inGuangzhou Knowledge City, a next-generation city
being built by the governments of Guangdong Provinceand Singapore. When completed in 2030, the city—on
123 square kilometers outside Guangzhou—will housearound 500,000.
For this city, we launched a development centerand are conducting a feasibility study for energy
management, renewable energy, IT platforms, andnext-generation transportation.
Hitachi is also collaborating with the city of Dalian on
smart grids, water treatment, and appliance recycling.
We will supply technologies, products, and solutions.

14

Charger for rental electric vehicles in Okinawa

Next-Generation Smart
Cities by Hitachi

Delhi-Mumbai Industrial Corridor, a joint
Japan-India project, is a 1,500 km highspeed freight line between New Delhi,
India’s capital, and Mumbai, its largest city,with industrial sites, roads, ports, and otherinfrastructure over 300 km from south tonorth. In Dahej in Gujarat, a petrochemicalzone, we made a study for a smart
community in 2010. In 2011, Japan’s METI
commissioned us to explore a low-carbon
infrastructure there. We will help create
the infrastructures for urban and regional
communities.

Natural Energy Control Technologies in Smart
Housing in Japan
Smart Grid Experiment in Rokkasho Village

In September 2010, we jointly launched Japan’s ﬁrst smart
grid in Rokkasho, Aomori Prefecture, a project for wind,solar, and other energy, with our partners, Japan Wind
Development, Toyota Motor Corporation, and PanasonicElectric Works. We are testing energy applications between
users and suppliers with energy storage equipment andmanagement. For wind and solar, as well as smart meters
for electricity generation and consumption in houses, we
provide the demand and supply controls, including HUB
batteries. We also monitor EcoCute water heaters andensure efficiency of surplus electricity from solar power.

Rokkashomura-Futamata Wind Power Station

Participating in a Consortium: Industry, Academia,
and Government in Urban Planning for a Graying Society in
Japan
Health & Vitality Urban Development Project in Hitachinaka
Gerontology Consortium, the University of Tokyo Industry-Academia Collaboration*

Hitachinaka Hospital, the focus of the
Health & Vitality Development Project

Believing that next-generation cities should be safe, secure and foster
physical and mental health, we participate in graying society projects.
We collaborate on the Health & Vitality project in a company hospitalin Hitachinaka, Ibaraki. In the Gerontology Consortium, we propose
solutions and roadmaps, together with various member companies,
toward realizing an ideal graying society. We will continue helping withrural and urban revitalization through industry-academia-government
collaboration, contributing with the realization of next-generation cities
for a graying society.
*This initiative continued from June 2011 as the University of Tokyo Industry-Academia Collaboration
Gerontology Network

Improving Water Environments with Intelligent
Water Systems
Building a water and sewage management facility in theMaldives

Water and Sewage Management in the Maldives
Waste Water Recycling in Dubai

Since June 2010, the Water Environment Solution Division
has provided “intelligent” water solutions—cycling water
more efficiently with improved processing, information
control and energy conservation. In the Republic of
Maldives, we digitalized water distribution information,
downsized puriﬁcation plants and streamlined water andsewage systems. In Dubai, the UAE, our advanced waste
water treatment helps with water shortages by recycling
water and desalinating seawater as well as treating ballast
water to preserve the environment. With “intelligent” water
systems, we are increasing water cycle efficiency.

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

Next-Generation Smart
Cities by Hitachi

15

Caring for the Environment

Corporate environmental management is one focus
of our 2012 Mid-Term Management Plan, looking
ahead to fiscal 2012 (see pages 06–07). Based on
this plan, and guided by the Environmental Vision
for achieving a sustainable society, Hitachi Groupenvironmental management sets out to achieve
the long-term plan Environmental Vision 2025 andour Environmental Action Plan.

The Hitachi Environmental Vision
We have drawn up our Environmental Vision that
describes the aims of our corporate environmental
management to achieve a sustainable society. As
the world population is expected to exceed 9 billion
in 2050,†1 growth in worldwide GDP has averaged
more than 3 percent for at least the past 20 years
except 2009.†2 Along with the expansion of economic
and social activities, the demands for energy, water,
minerals and other resources are growing andcausing the entire world’s environmental problems
from resource depletion to climate change. The
Hitachi Environmental Vision gives priority to global
warming, conservation of resources, and preservationof ecosystems, showing our commitment to reducing
the environmental burden and helping solve
environmental problems. Looking ahead to ﬁscal
2025, we drew up the long-term plan Environmental
Vision 2025 as a milestone on the road to realizing
this environmental vision.

Long-Term Plan Environmental Vision 2025
In 2007, the IPCC†3 Fourth Assessment Reportconcluded that CO2 emissions will need to be reduced
by 50 to 85 percent of 2000 levels by 2050 to meet theminimum stabilized density scenario for greenhousegases (450 ppm). In order to realize this scenario, theInternational Energy Agency (IEA) identiﬁed the power
generation, transportation, and industrial sectors as
areas where potential CO2 reduction is expected. The
Hitachi Group is going to expand businesses in thoseareas.
By focusing on the prevention of global warming,
an important international issue, the long-term
Environmental Vision 2025 has the goal of helping
reduce annual CO2 emissions by 100 million tonnes
by 2025 through our products. The 100-million-tonne
target is based on growth strategies in each businesssector. By improving efficiency and other measures, weplan to further reduce CO2 emissions for each product:
70 million tonnes in the power sector, 20 million in

World Outlook for Energy-Related CO2
Emissions and Reduction Scenarios(billions of tonnes/year)
Scenario assuming world energy policies implemented to date
45
Scenario stabilizing at 450 ppm(sector andreduction amount)40.2 billion tonnes
40

Power 9.3 billion tonnes
35

Necessary reduction
13.8 billion tonnes
Transportation 1.6 billion tonnes

30

Industries 1.6 billion tonnes
Other 1.3 billion tonnes

27.1
25
0

26.4 billion tonnes

2005

2030 (FY)

Based on energy-related CO2 emissions in IEA World Energy Outlook 2009

Hitachi’s Environmental Vision
Initiatives in Each Sector toward Achieving Targets

Power sector*· Building nuclear power plants· Delivering high-efficiency coal-ﬁred thermal
power plants and gas turbines· Providing equipment for renewable energy

Industrial sector· Providing high-efficiency inverters andtransformers· Providing high-efficiency information equipment
and energy-saving solutions for data centers,
etc.

Transportation,commercial, andresidential sectors· Providing lithium-ion batteries for industrial andautomotive use· Making home appliances more energy efficient*The accident at the Fukushima Daiichi Nuclear Power Station, due to the Great
East Japan Earthquake, is expected to prompt a global review of and changes
in energy policies, including plans for new installation and operation of nuclear
and thermal power plants. In case this review results in major changes to thebusiness plans of the Hitachi Group power sector, the effects of the changes
on the long-term plan Environmental Vision 2025 will be assessed and goal
achievement strategies or targets may be revised.

16

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

Caring for theEnvironmentIn ﬁscal 2010, Eco-Product models increased
by 1,069 to 9,456 from the previous year, a 60
percent ratio to overall sales. The target in the third
Environmental Action Plan (FY 2011–2015) is tofurther raise this percentage, to 65 percent by 2015.

Contributions to CO2 Emission Reduction (Base: FY 2005)(millions of
tonnes)

100 million tonnes/year
Transportation,commercial & residential
10%
Industry
20%

80

63
60

How Assessment for DfE is performed

40

20

0

11.77

Design for EnvironmentPowergeneration
70%

35

Non-Qualifying products

Contribution to CO2 emission reduction

100

Implementation of Assessment for DfE
1. Mass and volume reduction
8. Packaging
2. Long-termmaterials
usability

15.51

2009

2010
2015
2020
2010
(estimate)(FY)*The 2008 ﬁgures in the IEA’s CO2 Emissions from Fuel Combustion Highlights(2010 Edition) were used for CO2 emission coefficients.

7. Information
provision

3. Recyclability

6. Energy saving
4. Ease of dismantling& treatment
Assessment ofeight factors (examples) 5. Environmental protection

the industrial sector, and 10 million in transportation,commercial, and residential sectors. In ﬁscal 2010, ourperformance for helping reduce CO2 was 15.51 million
tonnes, exceeding the target of 14 million tonnes.

Qualifying products
Eco-ProductsTrend in Eco-Products Sales Ratio

Increasing the Ratio of Eco-Products(%)

Since 1999, we have been evaluating our products
based on Assessment for DfE (Design for Environment),
which is a methodology that speciﬁes the development
and design elements for minimizing the environmental
burden of our products and services.
The Assessment for DfE gives a rating (1 to 5)
for eight environmental impact factors, such asenvironmental protection and energy saving, ateach stage of the product life cycle from materials
procurement to production, distribution, use, anddisposal. Products that meet the assessment criteria
are certiﬁed as Hitachi Eco-Products. We are working
to raise the percentage of Eco-Product sales withinoverall sales.

60

60
53

55*
50

47
38

40
31
30

*FY 2010 target
0

2006

2007

2008

2009

2010
(FY)

†1 According to the United Nations report, World Population Prospects, the 2010
Revision†2 According to the World Bank, World Development Indicators†3 IPCC: Intergovernmental Panel on Climate Change

Main Products Contributing to CO2 Reductions in Fiscal 2010
Gas turbines
Power Systems Company, Hitachi, Ltd.

1.55
million tonnes

Servers
Information & Telecommunication Systems
Company, Hitachi, Ltd.

Distribution transformers
Hitachi Industrial Equipment Systems Co., Ltd.

0.42

0.28

million tonnes

million tonnes

Cogeneration power plant: Jingyuang Redianin China adopting the H-25

Blade Server BladeSymphony 2000

Amorphous transformers

Thirty units of 30MW-class H-25 and 80MW-class H-80,
the reliable and highly efficient gas turbines, went into
operation in ﬁscal 2010. These along with the 89 units
already in operation contributed to a reduction in CO2emissions of 1.55 million tonnes in ﬁscal 2010.

Power savings were realized by controlling power
consumption while improving information processing
capacity. High-efficiency, energy-saving servers
reduced CO2 emissions by 0.42 million tonnes in ﬁscal
2010.

High efficiency by greatly reducing electrical loss.
The number of units shipped since ﬁscal 2006,
approximately 124,000, led to a reduction in CO2emissions by 0.28 million tonnes in ﬁscal 2010.

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

Caring for theEnvironment

17

Developing Rare Earth Recycling
Technologies
Demand for rare earth†1 magnets is growing as amaterial that can improve energy savings in products.
However, the uneven global distribution of rare earths
makes it vital for us to develop alternative materials,
as well as to secure a stable rare earths supply by, forexample, recovering these resources from products.
Hitachi has been developing technology since ﬁscal
2008 for recycling rare earths from end-of-life harddisk drives and compressors. In ﬁscal 2010, wedeveloped specialized equipment for recovering rareearth magnets and conducted successful experiments(dry process) on extracting them.†2 Besides shortening
the amount of time to separate and recover rare earthmagnets from end-of-life products to around a tenththat of conventional methods (recovery by hand), thisnew recovery method uses no chemicals, hence is lessexpensive and has less burden on the environment.
We plan to begin full-scale rare earth recycling in ﬁscal
2013.
Rare Earth Recycling Process
HDD disassembly
deviceHDDs

Separation
using dedicateddeviceRare earthmagnet recovery

Compressor
Compressors disassembly
deviceVoice coilmotorsconservation diagnoses—through assistance programsfor energy saving, encouraging self-improvement,
and upgrading to high-efficiency equipment. In ﬁscal
2010, we conducted energy conservation diagnoses
at 12 sites in Japan and 4 in Thailand. Other initiatives
include widely spreading knowhow on energy
conservation diagnoses and training people capable ofpromoting energy savings.

Ecosystem Preservation Initiatives
We have included consideration for ecosystems in our
Action Guidelines for Environmental Conservation andhave deﬁned speciﬁc measures in the Hitachi Group
Ecosystems Preservation Guidelines.
In ﬁscal 2010, the Hitachi Group, as a memberof the World Business Council for Sustainable
Development (WBCSD), assisted
in preparing and translating
the Guide to Corporate
Ecosystem Valuation (CEV) into
Japanese. We are using the CEV
methodology within the HitachiGroup on a trial basis and are
helping promote recognition of
CEV outside the Group.

Guide to Corporate
Ecosystem Valuation (CEV)

Rare earth
extraction

Participation at Exhibitions
Dry process

Rare earth
Rotors andmagnets

Promotion of Global Energy Conservation
Diagnoses
We conduct energy conservation diagnoses at sitesaround the word. To reduce CO2 emissions, ourengineers are making proposals to improve energy
use in equipment using their advanced knowledge. In
Southeast Asia, where we have many production sites,
we are achieving steady results—in addition to energy

During ﬁscal 2010, we exhibited in Japan at Messe
Nagoya 2010 and Eco-Products 2010, and outside
Japan at the Hitachi Eco Conference 2010 (Singapore),the 2010 International Greentech & Eco Products
Exhibition (IGEM) (Malaysia), and Eco-ProductsInternational Fair 2011 (India). At these exhibitions we
displayed Hitachi’s environmentally conscious products
and services, receiving favorable comments fromstakeholders.

Eco-Products International Fair in India†1 Rare earths: Any of 17 elements including lanthanum (La) and scandium. Rare
earth magnets are magnetic alloys of rare earth elements such as neodymium
and dysprosium.
†2 Undertaken using a FY 2009 New Resource Recycling Promotion Project Subsidy(Urban Resource Recycling Promotion Project: Development of technologies forrecycling rare earths from high-performance magnetic motors, etc.)

On-site energy conservation diagnosis

18

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

Caring for theEnvironment

Reducing Environmental Load Generated through Business Operations
We are setting targets and taking steps to reduce greenhouse gases, chemical substanceemissions, waste materials, and water use. In ﬁscal 2010, the ﬁnal year of our second
Environmental Action Plan (FY 2006–2010), these initiatives to reduce the environmentalloads were successful, exceeding the targets in each category. For the third Environmental
Action Plan, starting in ﬁscal 2011 (FY 2011–2015), we are setting even higher targets thanthose achieved during the second plan.

CO2 emissions (Japan)

CO2 emissions per unit production (outside Japan)
Emissions perunit production

Total

−21%

1,242 kt
Emissions

1,694 kt

7%

EmissionsImprovement

Production

3,322
kt

2,630

FY 1990

FY 2010

Production

$

$
100%

kt

93%

FY 2003

FY 2010We are promoting energy saving through measures such as theongoing adoption of high-efficiency equipment and improved
manufacturing processes. We are also reducing greenhouse gases
through fuel switching and utilizing renewable energy.

We promote optimal energy use outside Japan, utilizing the energysaving technologies developed in Japan. Besides conducting energy
conservation diagnoses, we are training the employees in implementing
energy-saving strategies by educating local engineers.

VOC emissions (Japan)

Rate of VOC emissions* (outside Japan)
Percent emissions

29%

Total

−69%
11 kt

Improvement
Emissions0.70 kt

Amounthandled1.04 kt
100%

Emissions0.44 kt

Amounthandled0.91 kt

71%

3 kt

FY 2000

FY 2010

FY 2005

FY 2010

In addition to substituting VOC-emitting materials, such as replacing
solvent-based paints with water-based paints, we are reducing
atmospheric emissions by installing equipment to incinerate oradsorb VOCs.
* VOCs: Volatile Organic Compounds

Strategies that were successful in Japan are being implemented
outside Japan to reduce the amounts handled and emitted. By
encouraging information sharing in each region, energizing theinitiatives.
*VOC rate of emissions = VOC emissions handled VOCs

Waste generation (Japan and outside Japan)

Water use (outside Japan)

Total

Total

−16%

−10%

870

738

kt

kt

FY 2000

FY 2010We are promoting waste recycling by reusing and recycling thematerials for manufacturing processes. To achieve our reduction
targets, every Hitachi internal company and group company is
reducing either the total amount or the amounts per unit productionof waste, according to the type of business.

1,821

1,640

kt

kt

FY 2005

FY 2010

Water use is reduced by the introduction of recycling systems thatrecover and recycle water from manufacturing processes, and byreusing that water for cooling water in air-conditioning systems andfor households.

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

Caring for theEnvironment

19

Respect for Human Rights

Cherishing humanity is fundamental tomanagement at Hitachi. In operating globally,
we respect human rights of all stakeholders,appreciating the cultures of every country andregion to enhance our understanding of theirvalues.

Human Rights Policies and Promotional
Framework
We established the Hitachi Group Codes of Conduct in2010. Central to these rules are respect for local laws aswell as universal human rights based on international
norms. Our codes clearly require respect for theindividuality and personalities of everyone related
to our business, the elimination of discrimination in
recruitment and employment, and respect for basic
human rights in workplaces. We have translated thecodes into 17 languages to improve human rights
awareness among all Group employees worldwide.
Hitachi, Ltd. established the Central Human Rights
Promotion Committee to deliberate on mechanisms
and policies to prevent human rights violations. A
Hitachi, Ltd. executive officer chairs this body andrepresentatives from corporate divisions attend.
We share information from deliberations with all
employees through company and business site
committees, led by company and division executives.
We watch carefully to swiftly detect and resolveinternal and external human rights violations. To dothis, we use the Compliance Reporting System, and asexual harassment consultation system and employee
awareness surveys. We globally identify human rights
risks through regular management risk assessments.

Raising Awareness of Human Rights
We augment business units’ regular group training,seminars, and video education with the human rights
e-learning course that the 260,000 employees of all 440
Group companies in Japan take once every three years.
We have developed educational programs andmanagement best practices in Europe, which we
believe is the most advanced in addressing humanrights and business. We intend to apply these
programs and practices worldwide as a global
enterprise. We follow the work of Professor John
Ruggie, Special Representative of the Secretary-

20

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

Respect for Human
RightsGeneral of the UN on business and human rights, andsupport his framework, Protect, Respect and Remedy.
To implement the framework across its business, ourEuropean CSR team ensures that all relevant standards
and policies are up to date, and establishes businessspeciﬁc action plans.

Stakeholder Dialogue on Human Rights
In March 2011, Hitachi Europe, Ltd. conducteda stakeholder dialogue on human rights withrepresentatives from the European Commission,international bodies, national governments, andnongovernment organizations. Executives from
Hitachi, Ltd. attended this gathering. We gained
valuable insights into Hitachi’s human rights activities.

Stakeholder Dialogue in Europe

VOICES

Acting with a Sense of Global Responsibility

Richard Howitt MEP
European Parliament Rapporteuron Corporate Social Responsibility

I welcome Hitachi’s journey to move beyond beinga Japanese headquartered company to being a truly
global company. With this global status also comes a
global responsibility. It is vital that as a leading player insustainability that Hitachi continues to take a leadershiprole on CSR. Your focus on Social Innovation Businessmarks a step forward in promoting measurable advanceson sustainability.
Hitachi has also been one of the few companies who
commit publicly to a human rights approach. Your objective
is clear, to foster a culture where there is awareness,understanding and appreciation of human rights at all
employee levels, and to ensure that international humanrights standards are understood and met across yourbusiness. I hope Hitachi will actively take a leading rolein promoting both the UN Guidelines on Business andHuman Rights as well as increased transparency in one
integrated report.

Supply Chain Management

Sharing CSR AwarenessWe are expanding our global procurement
ratio, particularly by stepping up purchasing
in emerging nations, to reinforce our global
competitiveness and operational foundation. For
global procurement, we respect the basic humanand work rights of everyone in the supply chain.
We collaborate with suppliers in promoting CSR bysharing procurement policy and guidelines, and bycommunicating proactively.

Promoting Globalization
Under the 2012 Mid-Term Management Plan, we
intend to raise the Group’s global procurement
ratio from 36 to 50 percent by ﬁscal 2012. We
therefore formulated the Hitachi Group MediumTerm Procurement Strategic Plan. The key aims areto establish global partnerships to create Groupprocurement strategies, to stabilize the supply ofmaterials, and to reinforce CSR and sustainability
within the supply chain. We also set up the Global
Procurement Promotion Department within the
Corporate Procurement Division to boost the global
procurement ratio. We are continuing to reinforce our
responsiveness to CSR risks, a growing concern as theglobal supply chain expands.

Helping Create International Guidelines
As a founding member of the UN Global Compact†1
Advisory Group on Sustainable Supply Chain, we
support initiatives to build and foster sustainablesupply chains that follow UN principles on humanrights, labor, the environment, and anti-corruption.
In ﬁscal 2010, we helped formulate guidelines on
supply chain sustainability, supply chain Web sites, andon-line assessment and study tools for organizations
participating in the UN Global Compact. We will keep
serving as an opinion leader by supporting these UN
activities, drawing on our
expertise from our global
operations in dealing withsustainability issues, suchas human rights and theenvironment.

Guidelines on Supply Chain Sustainability

In ﬁscal 2009, we produced the Hitachi Group
Supply-Chain CSR Deployment Guidebook, which
conforms to the guidelines of the Japan Electronics
and Information Technology Industries Association.
We distributed this publication both throughout theGroup and to our suppliers. We plan to evaluate CSR
progress among suppliers worldwide to reinforce
mutual understanding and communication aboutsocial issues.

Response to Conflict Minerals†2 Issue
The Dodd-Frank Wall Street Reform and Consumer
Protection Act was signed into law in the U.S. in July
2010. This law includes a provision that requires
companies with securities registered in the U.S. to ﬁlereports with the Securities and Exchange Commission(SEC) when using in their products any conﬂict
minerals produced in the Democratic Republic of theCongo (the “DRC”) and adjoining countries (together
the “DRC countries”). The aim of the provision is to cut
off revenues from armed groups that are engaged inviolence and other serious breaches of human rights inthe DRC countries. Pursuant to the Act, the SEC plans
to promulgate regulations requiring companies todisclose in their annual reports whether any of theseminerals originated in the DRC countries.
Hitachi has no intention, directly or indirectly,of abetting the human rights violations identiﬁedin the DRC countries. We will continue responsible
procurement practices through collaborations withGroup companies and suppliers to improve supply
chain transparency while ensuring that we sourceminerals that do not beneﬁt armed groups committing
human rights violations.

†1 UN Global Compact: An international accord that Koﬁ Annan, the former
Secretary-General of the United Nations, proposed and which was adopted in
2000. This compact’s 10 principles on human rights, labor, the environment,
and anti-corruption encourage the building of a sustainable society.
†2 Conflict minerals: “Conﬂict minerals” are deﬁned under the Dodd-Frank Act as
the following minerals or their derivatives:· Columbite-tantalite, also known as coltan (the metal ore from which tantalum is
extracted);· Cassiterite (the metal ore from which tin is extracted);· Gold;· Wolframite (the metal ore from which tungsten is extracted); and· Any other mineral or its derivatives determined by the U.S. Secretary of State to be
ﬁnancing conﬂicts in the DRC countries.
WEB UN Global Compact
http://www.unglobalcompact.org/
WEB Hitachi Group Supply-Chain CSR Deployment Guidebook
http://www.hitachi.com/procurement/policy/__icsFiles/afieldfile/2010/08/30/
SC_CSR_E_2.pdf
WEB Guidelines for Procurement Activities
http://www.hitachi.com/procurement/policy/__icsFiles/afieldfile/2010/08/30/
guidelines.pdf

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

Supply Chain
Management

21

Diversity Management

We have a range of initiatives that develop
employees’ abilities or ideas and empower them torealize their potential. We are creating an attractive
workplace by, for example, appointing more
female managers and improving child and nursing
care support.

Diversity Development Project
Initiatives within the Diversity & Inclusion Development
Project—launched in ﬁscal 2006—include developing
and enhancing support for employees who balance
work with child or nursing care for family members.
We also advance women in the workplace throughstrategic development, in line with our goal ofultimately achieving an equal ratio of males andfemales in key management positions. Also, we use
education and awareness training, and are expanding
our training options to include courses that deepen
understanding of diversity management, as well as
courses that employ lectures and World Café-styledialogues.

care support programs andhow to use them. We alsodelivered a mail magazine,
called for senryu (satirical
poetry), and released the
WLB-up! Declaration.†1
Companies and offices also
WLB-up! Logo
had their own campaigns.
We heard that the campaign was easy tounderstand, and that employees want it to continue.
We will maintain programs that meet employee
expectations.
Family Day
One workplace event during WLB-up Month wasa family day held at Hitachi, Ltd. headquarters in
December 2010. Employees’ families were invited tothe headquarters on a holiday to explore Hitachi’s
history and see where family members work. The
goal was to deepen the families’ understanding of
our work and to encourage a sense of pride andsatisfaction for working at Hitachi. On that day, 180
people from 56 families visited the office.

Trend in the Number and Ratio of Female Managers(People)

(%)
3

3.3

1,200

1.2

1.3

900

840

2.5

2.9

4
3

981

2
1
0
Employee family members looking around the workplace

595
600

520

276

300

303
320

73
0

2000

2007

Hitachi, Ltd.
Hitachi Group*

2008

386

2009

2010
(FY)

Hitachi, Ltd.
Hitachi Group**26 Hitachi Group companies in Japan

Work-Life Balance-up! Month
To improve employees’ work-life balance, we
held the Work-Life Balance-up! (WLB-up) Monththroughout the company in November 2010. A
message from the president was sent out and apamphlet was distributed on child and nursing

22

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

External Evaluation of Hitachi’s Initiatives
In February 2011, we acquired “Kurumin”
certiﬁcation under the Act on Advancement of
Measures to Support Raising Next-Generation
Children. This is granted to companies that create
action plans for child care support in line with theact and meet performance requirements. We wererecognized by the media, for example, receiving 4thplace in Nihon Keizai Shimbun’s 2010 Ranking ofCompanies with the Best Working
Conditions and 12th place in
Nikkei Business Publications, Inc.’s2011 Ranking of Companies that
Encourage Working Women.

Diversity Management“Kurumin” MarkEuropean Diversity Project

Trend in the Number of Non-Japanese Employees

Hitachi Group companies in Europe have undertaken
the European Diversity Project to promote equal
opportunity and eliminate all forms of discrimination.
In a ﬁscal 2010 survey, the ratio of Group female
managers and employees was below the averagefor Europe. To boost diversity awareness among all
employees at Hitachi Group companies in Europe,
the project team developed an e-learning program in
English, French, German and Italian, and distributed
it to all Group companies in Europe. The aim is to
educate 80 percent of employees by the end of ﬁscal
2011.
For the future, Group companies are examining thegoals and initiatives for gender ratios in employment
and management positions. Hitachi Europe Ltd. islooking at appointing female executives by the end ofﬁscal 2013. These activities have been presented at theEnterprise 2020 Market Place of CSR Europe and otherinternational conferences.

(People)
300

218

230

200

200

179
151

100

0

2006

2007

2008

2009

2010
(FY)
Note: Number of non-Japanese staff within Hitachi, Ltd.

†1 WLB-up! Declaration: An initiative where all employees outline their own
work and life goals, which are shared in the workplace

VOICES

Hiring and Human Resource Development
for Global Business

Balancing a Fulfilling
Job and Family

Because we believe that maximizing employee
potential is vital for creating new value, we work hard
to improve employees’ abilities and to develop theircareers. With the accelerating pace of globalization,
we urgently need to develop leaders capable ofcompeting in the global arena. We are pushing ahead
with a range of initiatives to enhance and expand our
global business.
For globalization, we have identiﬁed eight key
qualities for global HR, including the ability to see fromanother’s perspective and to communicate clearly.
These are criteria we use for selecting employees fromthe 2012 graduate pool. We hire with the goal of
having all new graduates hired in Japan for office jobs
and 50 percent of those hired for engineering jobs
move into global business sometime in the future. We
intend to have non-Japanese make up 10 percent of our
new graduate intake. In addition, we are considering
programs for strategically securing and training people
who will thrive globally. From ﬁscal 2011, particularly
for sending young employees outside Japan, we
created programs designed to equip them not just withlanguage skills but also work experience with a varietyof people. Our goal is for them to gain a ﬁrsthandunderstanding of local cultures and lifestyles, along withbusiness experience. We plan to send 2,000 employees
outside Japan through these programs by the end ofﬁscal 2012.

Ms. Hua Ping
Chief Representative / Shared
Services / Human Resources
Hitachi GST China Operations

As a woman leader, especially an Asian woman, I thinkfamily is in equal importance with career. How to balance
our work and life is usually one of the biggest challenges
women leaders have.
I would say Hitachi GST does a good job at diversity.
There are a number of excellent women leaders in ourcompany who are making important business decisions
and who are involved in the company’s strategicplanning and development. At our China sites, nearly
half of our management teams are women. We do not
feel any gender barriers in promotions nor other careeradvancement opportunities. Flexible working schedules
and locations in some positions which do not impact
business delivery will further support women’s careerdevelopment by providing them more ﬂexibility inarranging job and family issues.
Bearing a positive mindset, maintaining our
professionalism and try as much as we can to manage
self-emotions at all times, especially when handling toughsituations, can always help us mitigate the stress from workand achieve success. Enjoy your work and enjoy your life
as well.

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

Diversity Management

23

Stakeholder Engagement

Public Policy Initiatives

Partnerships with governments and policymakers
worldwide are vital for our Social Innovation
Business and to create a sustainable society.
Through external relations, we hold dialogues on
optimal solutions with governments and groups
around the world.

To help resolve sustainability issues around theworld, we invite local policymakers for wide-ranging
dialogues on issues such as public-private cooperationand corporate involvement in policymaking. The
increasingly globalized and complex nature of socialand environmental issues requires partnerships
beyond the boundaries of governments, international
institutions, NGOs and companies. We continue toidentify areas where we can contribute, taking a multisided approach to sustainability issues, while ensuringtransparency in policy participation.

External Relations Policy and Promotion
Structure
Our basic plan is to participate in decision making
globally and to contribute to developing a sustainablesocial infrastructure. Through dialogues, we respond tosocial expectations by identifying early-stage risk within
the Group and by making policy recommendations,focusing on the environment and “smart cities” as ourparticular areas of expertise.
For information and global business, we integrated
external relations and established the Government &External Relations Division (originally the Government& External Relations Office) within our headquarters inﬁscal 2009. Outside Japan, offices in Washington, D.C.,
and Brussels monitor policy trends in North America
and Europe. Key external relations initiatives are tolobby and communicate with governments; participate
in government-led study groups and councils; andcontribute to policymaking by sending people tointernational institutions, public offices and externalgroups. These activities are reported to the Group asa whole through the Hitachi Group External Relations
members meeting.
Hitachi External Relations Promotion Structure
Government
Hitachi, Ltd. & External
Relations
President
Division

Hitachi Group
External Relations
members meeting

Hitachi, Ltd.
RelateddivisionsIn-housecompanies
External relations
divisions
Main Group
companies
External relations
divisions

Stakeholder Dialogue in Asia

The 12th EU Hitachi Science and Technology Forum
Since ﬁscal 1998, Hitachi Europe and Hitachi,Ltd. have organized the EU Hitachi Science andTechnology Forum to discuss how science andtechnology can contribute to solving Europe’s social
issues.
In ﬁscal 2010, 140 people, including key
ﬁgures from academia, government and industry,
as well as NGOs, took part in lectures and panel
discussions on Smart Energy Usage for a Sustainable
Society. In lectures, we introduced technologies
for a low-carbon society, such as hybrid trains andenvironmentally conscious data centers. Vigorous
panel discussions covered energy efficient end-use
and energy-efficient technologies. Forum results
were shared with the European Commission, officials
in the various European governments, and ourbusiness partners.

HitachiCorporate Office,Washington, D.C.
Hitachi Corporate
Office, Europe(Brussels)

Panel discussion at the EU Hitachi Science and Technology Forum24

Hitachi Group Sustainability Report 2011 Digest
http://www.hitachi.com/csr/

Public Policy Initiatives

Management Information Disclosure

We disclose non-financial information, mainly our activities in fiscal 2010, ended March 31, in the Hitachi Group Sustainability
Report 2011. Operating and financial information for shareholders and other investors is in the Annual Report 2011. Our Web site
provides the latest information on these and other topics.

Non-financial information reports

CSR (Corporate Social
Responsibility)
http://www.hitachi.com/csr/
index.html
WEB

Hitachi Group
Sustainability Report 2011

WEB Global Community Relations
and Activities (Social Contribution
Activities)
http://www.hitachi.com/Int-e/skk/
index.html

WEB Environmental Activities
http://www.hitachi.com/
environment/index.html

Hitachi Group
Sustainability Report 2011

Financial information reports

WEB Investor Relations
http://www.hitachi.com/IR-e/index.html

Annual Report 2011

Note: We also disclose operating and financial
information on Hitachi, Ltd. in the Form 20-F
filing with the United States Securities andExchange Commission.

Sustainability Report Editorial Policy

We publish the Hitachi Group Sustainability Report 2011 Digest (A4, 24 pages), which summarizes areas of special social interest
and reports on key management issues from the Hitachi Group Sustainability Report 2011 (A4, 149 pages), which is issued as a
PDF. Our Web site also reports on detailed activity, as well as news releases and other up-to-date information. The Hitachi Group
Sustainability Report 2011 (PDF) integrates the Hitachi Group Corporate Sustainability Report and the Hitachi Group Environmental
Sustainability Report, which we published through fiscal 2010.

Latest information
Reports on detailed activities
On the Hitachi, Ltd. Web site

Report on key issues

This booklet

Printed version
Hitachi Group
Sustainability Report
2011 Digest

PDF

Hitachi Group
Sustainability Report
2011

Web

CSR (Corporate Social Responsibility)
Environmental Activities
Global Community Relations andActivities (Social Contribution
Activities)

Hitachi Group Sustainability Report 2011 Digest

Inquiries:

Printed using FSC-approved
paper containing raw materials
from properly managed forests
certified by the FSC (Forest
Stewardship Council)

Hitachi, Ltd.
CSR Promotion Department, CSR Division (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/
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/

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

ZZ-E028

2011.10

Hitachi Group Sustainability Report 2011 Digest

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

Hitachi Group’s CSR activities, Hitachi Group Sustainability

CSR Promotion Department
CSR Division

Report 2011 Digest? Please answer the questionnaire on the

Hitachi, Ltd.

other side of this page. We consider readers’ opinions very

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/

important and want to ensure that this feedback is reflected in
our various CSR activities. From fiscal 2011, the Sustainability
Report combines the Corporate Sustainability Report and theEnvironmental Sustainability Report.

Results of Responses to Questionnaire on Hitachi Group CSR Report 2010 Digest (Total respondents: 53)
CSR Report 2010
Low

Too little

2%
AverageToo much

Inadequate
2%

6% 7%

32%

Average
66%

Hard to read

51%

Average

VolumeEmployment
environment

Other

LayoutBreakdown of Responses

Employment
environment
Technology/
quality

2%
5%

30%

Compliance

22%Compliance

19%

11%

Social contribution

Easy to read

ArticlesCSR Activities
Customersatisfaction
improvement 11%

60%
ExcellentAppropriate

Comprehensibility

Other
1% 13%
13%
17%
16%

Environmental
protection

Research/education
institution employee 2%
Shareholder/investor 4%

Customersatisfaction
improvement

Hitachi Group
employee/family
memberAreas of Excellence

Socialcontribution

Other
7%
11%
20%

18% 22%
Environmental
protection

38%

47%

87%
High

2%

55%

Supplier

CustomerTechnology/quality

Areas for Further Improvement

Main Feedback and Our Responses
Encouragement

Suggestions

Our Responses• By reading “Hitachi’s Worldwide Business
Operations,” I was able to understand thecompany’s current status of global development and its future efforts and policies.
• Every year, it is becoming easier to read dueto the photos and illustrations and the use ofcolor and other techniques.
• Since the digest version describes only
essential points, I was able to read it in one
sitting.

• I would like Hitachi to show the role of CSR in
management strategy.
• It was difficult to understand the respectiveroles of the contents of the PDF version, the
CSR Report Digest, and the Environmental
Sustainability Report.
• I would like Hitachi to include more opinionsof stakeholders.

• Based on Hitachi’s 2012 Medium-Term
Management Plan, we described how wesee opportunities and risks in social issues
and how we plan to promote CSR efforts.
• In the Sustainability Report, which combining the CSR Report and the Environmental
Sustainability Repor t, we described theoverall structure of CSR and then presented
each report.
• Focusing on matters that are considered to
be important for Hitachi, we collected opinions from stakeholders.

Please answer the questionnaire overleaf

Questionnaire on Hitachi Group Sustainability Report 2011 Digest
Please complete the questionnaire and mail or fax it to the address below:

CSR Promotion Department, CSR Division, 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 Sustainability Report 2011 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)
Effect of the Great East Japan Earthquake and Hitachi’s Response
Hitachi Group Profile
TOP COMMITMENTVISION: Hitachi’s Management Strategies and CSR
FEATURE: Next-Generation Smart Cities by Hitachi
Caring for the Environment
Respect for Human Rights
Supply Chain Management
Diversity Management
Public Policy Initiatives• 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
Environmental protection(1) Areas of Excellence
Customer satisfaction
Public policy initiatives
Respect for human rights
Supply chain management
Other ()
Compliance
Environmental protection(2) Areas for Further Improvement
Customer satisfaction
Public policy initiatives
Respect for human rights
Supply chain management
Other ()• Please write below any other comments you have regarding the Hitachi Group’s CSR activities

Product/technology/quality
Social contribution activities
Employment environment
Product/technology/quality
Social contribution activities
Employment environment

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 CSR 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 Sustainability
Report or the Group’s CSR activities.

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