Sustainability Management
Hitachi High-Tech’s Sustainability
Why We Pursue Sustainability
Today, the world is confronting complex, global challenges that are difficult to solve, including the worsening of climate change, pandemics, and geopolitical risks. As the role of companies increases in importance, the Hitachi High-Tech Group contributes to creating a sustainable future by solving social issues through corporate activities that are built on the foundation of “environment” and “society.”
Corporate value comprises “financial value,” which affects short-term corporate activities such as growth potential and profitability, and “pre-financial value,” which includes sustainability—namely the impact on the future—such as environment, society, and governance (ESG). The driving force behind creating corporate value in our Group is the Power of Knowledge for understanding the true issues of society and our customers. To enable each individual to demonstrate the Power of Knowledge and work to resolve social issues, we have designated five Sustainability Focus Areas as priority items under the Hitachi Group sustainability strategy “PLEDGES.” Furthermore, we have set out “Sustainability 2030” as our stated aims through 2030 and are promoting sustainability management.
Through these activities, our Group contributes to achieving a harmonized society and creating a sustainable future.
Hitachi High-Tech’s Sustainability Value Creation
The Hitachi High-Tech Group defines the Sustainability Focus Areas based on the Hitachi Group sustainability strategy “PLEDGES.”
By leveraging the Power of Knowledge to identify the issues that truly need to be addressed and developing our business based on the “Sustainability Focus Areas,” we will maximize both financial and non-financial value and realize our corporate vision.
Sustainability 2030
To heighten awareness for each employee to create value starting from social issues and accelerate initiatives for the areas of Sustainability Focus Areas (Materiality), we formulated “Sustainability 2030” declaration as the stated aims for 2030 in January 2022 (revised in May 2025). We aim to remain a company that society continues to view indispensable by adapting to changes in the social environment.
We, the Hitachi High-Tech Group,
will contribute to the realization of "a sustainable global environment",
"healthy, safe, secure lives" and "sustained development of science and industry".
We will utilize the power of Hitachi High-Tech’s knowledge to deeply understand
and solve the issues facing society and our customers today on the basis of a sound management foundation
which enables diverse human resources to actively participate and thrive.
Sustainability Promotion Structure
In the Hitachi High-Tech Group, we hold the Sustainability Promotion Committee, chaired by the President and Chief Executive Officer, at least twice a year to promote sustainability activities. The committee reviews the progress of issues and measures and discusses necessary responses. Once a year, important matters are reported to the Board of Directors, and the feedback is incorporated into sustainability promotion operations, implementing activities based on the PDCA cycle.
In addition, through the “Hitachi Hight-Tech Gr. CSR Liaison Meeting,” we share policies and the status of activities of the Hitachi Group and our Group, and promote sustainability activities across the entire Group.
Furthermore, for individual ESG themes, we set up meeting bodies centered on the accountable Executive Officers and persons in charge, and promote efforts while examining measures and sharing information. Additionally, once a year we review the risks, opportunities, and impacts for each sustainability topic.
| Decision-making body | Chairperson | Members | Purpose | Frequency (regular meetings) |
|---|---|---|---|---|
| Sustainability Promotion Committee | President and Chief Executive Officer | Sustainability Promotion Committee members (Executive Officers) Sustainability Promotion Working Group |
Deliberates on the formulation of our Group’s sustainability strategy and measures, including activity plans drafted by the Sustainability Promotion Working Group and environmental strategies that include climate change risks. | Twice per fiscal year |
| Environmental Committee | Environmental Strategy Officer (CRO) | Environmental Block Environmental Promotion Officer | The Environmental Committee aims to formulate overall strategies for environmental activities at our Group’s business sites and minimize environmental risks and product chemical substance risks, strengthening governance and sharing information. | Twice per fiscal year |
| Global High-Tech Group Occupational Health and Safety Meeting | Occupational Health and Safety Officer (CHRO) | Global Hitachi High-Tech Group Occupational Health and Safety Officers | To improve the occupational health and safety performance of the Hitachi High-Tech Group globally, we share performance, consider shared measures, and disseminate good practices. | Twice per fiscal year |
| Monozukuri Strategy Meeting | President and Chief Executive Officer | General Managers and above involved with our own products | The Monozukuri Strategy Meeting formulates and shares strategies related to the manufacturing and development of our own products, works to strengthen competitiveness and build efficient production systems, and also shares information on activities for promotion of sustainable procurement strategies. | Twice per fiscal year |
| Management Education Committee | President and Chief Executive Officer | Representatives of each division (General Manager level and above) | To effectively carry out talent development and the development and utilization of capabilities, we discuss company-wide policies on education and important matters in each education plan. | Twice per fiscal year |
| Company-wide Diversity Promotion Group | President and Chief Executive Officer | Representatives of each division (General Manager level and above) | The "Company-wide Diversity Promotion Group" aims to formulate company-wide strategies and measures regarding diversity and work-life balance and to share practices, strengthening governance and information coordination. | Twice per fiscal year |
| Compliance Committee | Hitachi High-Tech Group Chief Risk Officer (CRO) | Hitachi High-Tech Group Compliance Manager, Executive Officers who supervise risk-responsible departments nominated by the Chair, heads of risk-responsible departments; etc. | Deliberates and manages, on a company-wide, cross-functional basis, our Group’s compliance risk status, countermeasure plans, execution status, and responses such as preventing recurrence of any compliance incidents that occur, with the purpose of minimizing risk. | Twice per fiscal year |
| Quality Assurance Committee | General Manager, Quality Assurance Division | Heads of Quality Assurance Division at production sites and Group companies | The Quality Assurance Committee, with the aim of protecting customers’ safety and assets and maintaining trust in the Hitachi High-Tech brand, undertakes various initiatives to improve product reliability and carries out coordination and alignment, as well as information sharing, among Hitachi High-Tech production sites, Group companies, and the Quality Assurance Division. | Once per month |
| Information Security Committee | Chief Officer, Information Security (CDO) | Information Security Promotion Officer | Discusses and decides on policies for initiatives for information security and the protection of personal information, as well as various measures. | Twice per fiscal year |
| AI Ethics Committee | Hitachi High-Tech Group Chief Risk Officer (CRO) | General Managers and above who manage company-wide management strategy, digital strategy, corporate ethics and compliance, quality assurance, intellectual property, research and development, and procurement | Promotes the appropriate management and operation of AI and strengthens AI ethics through examining AI ethics policies, establishing group-wide ethics, activities to minimize risks, risk management education, case sharing, and more. | Twice per fiscal year |
| Intellectual Property Activity Policy Meeting | - | General Managers of the Product Divisions, etc. General Managers of the Intellectual Property Division, etc. |
Together with the Intellectual Property Division, formulates the patent filing plan for the period and the plan for clearing other companies’ intellectual property for each Product Division, in order to protect our own IP and respect others’ IP. | Twice per fiscal year |
| J-SOX Committee | Chief Officer, Information Security (CDO) | Representatives of the Finance, Human Resources, Procurement, Audit, and other divisions (General Manager level and above) | To ensure the reliability of financial reporting, under the policies decided by the J-SOX Committee based on the unified initiatives for the Hitachi Group to comply with the internal control reporting system (J-SOX) defined by the Financial Instruments and Exchange Act, we have established a management evaluation system and verify the effectiveness of internal controls on a consolidated basis. | Four times per fiscal year |
Sustainability Promotion Strategy
Our Group promotes activities based on the " Hitachi Group Code of Ethics and Business Conduct" and the "Sustainability Activity Policy" to achieve the "Hitachi Group Identity" as well as our basic philosophy and vision. Furthermore, to accelerate our activities, guided by the Hitachi Group sustainability strategy "PLEDGES" and our "Sustainability Focus Areas," we are working to create value across all business activities and solve social issues.
Stakeholder Engagement
The Hitachi High-Tech Group values two-way dialogue with a variety of stakeholders such as "customers," "procurement partners," "employees," and "local communities". Through such dialogue, we accurately identify requests and expectations, create new value through our core business, and promote sustainability initiatives toward achieving a sustainable society.
| Stakeholders | Approach | Main methods and opportunities for engagement | |
|---|---|---|---|
| Global Environment | We are deeply aware that corporate activities rely on a sound “environment,” and we are committed to managing our business in harmony with the global environment. |
|
|
| Customers | We identify customers’ needs and expectations, provide high-quality, safe, and reliable products and services, and incorporate their opinions and requests. |
|
|
| Procurement partners | We conduct fair and equitable transactions with our procurement partners and, procurement activities that take the environment, human rights, and promote occupational safety into consideration, based on mutual understanding. |
|
|
| Employees | We respect the fundamental rights of all employees and strive to foster fair labor management relations. We are also advancing the promotion of building an environment that supports individual growth, and aim to achieve a workplace where employees can work with peace of mind. |
|
|
| Society | Local communities | We contribute to local communities through our business activities and strive to build good relationships by leveraging our resources to help solve local issues and support development. |
|
| Government agencies / municipalities / industry associations | We deepen dialogue and collaboration with government agencies, municipalities, and industry associations, aiming to achieve sustained progress on social issues. |
|
|
| Academic associations / research institutions | Through open innovation (joint research) with academic associations and research institutions, we are engaged in the promotion of the development of science and technology and the cultivation of next-generation talent in the field of chemistry. |
|
|
| NGO／NPO | We work to build networks with various NGOs and NPOs and collaborate with them to raise awareness of and address, environmental and social issues. |
|
|
* In the Hitachi Group, procurement sources (i.e., suppliers, vendors, providers, etc.) are positioned as “partners who build business together on an equal footing” and are referred to as “procurement partners.”