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Hitachi Sustainability

Through our work we are collaborating with our customers to create innovative solutions for the IoT era. Solutions that can improve the quality of life across the world. This is how we are powering good.

To make this happen we rely on the problem-solving prowess of our people across the globe, and those working in our extended supply chains.

Hitachi Social Innovation is Powering Good

Hitachi’s innovation can help improve patient quality of life and advance healthcare organisations. Our artificial intelligence solutions provide hospitals with real-time data, speeding up response times to patients and reducing costs. With our cutting-edge technology, we also give patients access to better and less-invasive treatments.

68% of the world population is projected to live in urban areas by 2050. Hitachi contributes to solving the challenges of increasing populations in fast-growth cities. Our Internet of Things (IoT) and transport solutions help respond to urban planning concerns – ranging from traffic congestion, disaster response and crime prevention to tourism management.

Hitachi’s Employees

Problem-solving Prowess

We want to attract diverse talent and build inclusive workplaces across the globe because we know it drives creativity.

We invest in our people so that they can all fulfil their potential and become the driving force behind every Hitachi innovation.


I Am Hitachi 2020

Diversity & Inclusion

As part of our ambition to solve society’s most pressing issues, it’s essential to attract talents with diverse values and backgrounds. We want our colleagues to thrive at Hitachi regardless of their gender, nationality, ethnicity, age, sexual orientation, disability, or religious beliefs.

Our commitment to diversity & inclusion is embedded across the Hitachi Group worldwide and backed by our senior team. Hitachi’s Chief Diversity and Inclusion Officer reports to our CEO and coordinates a global network of regional leads. We’ve targeted to achieve a 30% ratio of both female and non-Japanese executive officers and corporate officers by the fiscal year 2030, with milestone of a 15% ratio by 2024.

Our ambition is to achieve 30% female and 30% non-Japanese executive officers and corporate officers in Hitachi, Ltd. by 2030"

Lorena Dellagiovanna, Vice President and Executive Officer, Chief Sustainability Officer, General Manager of Sustainability Group, Head of Global Environment Division, and CDIO


Global Women’s Summit

Since 2016, Hitachi has organised a Global Women’s Summit. Usually held in person on a different continent each year, this event convenes female colleagues from across the world of all levels and roles within Hitachi. It aims to inspire the next generation by showcasing successful female leaders at Hitachi. It also creates a platform which is open to all colleagues to learn and reflect on how to create gender parity in their business.

Diversity 360

Hitachi Energy launched Diversity 360, a strategy to ensure diversity and inclusion are at the core of our business success. Diversity 360 has four areas of focus: female acceleration, inclusive leadership, inclusive culture, and attracting and growing diverse talent. The business is also integrating diversity and inclusion into all career lifecycle policies and practices.

Working with a Disability

Hitachi Group joined The Valuable 500, a global CEO community to formed to help unlock the social and economic value of people living with disabilities across the world.

In Japan, we’ve been working with specialised subsidiaries to expand the range of job opportunities available to people with disabilities. We've also trained colleagues on how to successfully integrate support which allows all employees to thrive and be part of our talent, and to enable both line managers and colleagues to become disability confident. Today Hitachi, Ltd. employs 2.37% of people with a declared disability, this is just the start.

Future Problem Solvers

As one of the world’s largest technology companies, we recognise the important role we play in inspiring the next generation of computer scientists, inventors, technologists, programmers, and product designers.

We want to play our part in feeding their curiosity and ensuring young people from a diverse background have the tools and opportunities to study science. That’s why we’re working in the communities in which we operate around the world, to support STEAM education - the study of Science, Technology, Engineering, Arts and Mathematics - helping young people to enhance their creativity, expressivity, and problem-solving skills

Case Study
Digital Skills

To continue powering good with digital technologies, we are developing our digital skills through a transformation programme. Through this programme we’re looking to increase the amount of digital talent across the entire Hitachi Group from 30,000 employees in 2019 to 37,000 by 2021. At the end of April 2020, we had around 2,000 data scientists with specialist knowledge of data analysis, including AI, IoT, and the utilization of big data, and are aiming to increase that number to 3,000 by 2021.

Case Study
Digital Skills
Case Study
Hitachi Academy

Through the Hitachi Industrial Skills Academy (previously called the Apprenticeship Training School) dating all the way back to 1910, we are developing our young talent across the Group through targeted training and development. Each year we welcome young apprentices on to the programme from across the globe.

Case Study
Hitachi Academy

Our Communities

Hitachi has a long history of supporting local communities. As a global business, our community involvement work is taking place across the globe, we call this our social contribution activity, with much of it being led by our own staff, donating their time and energy to a range of community projects.

Our community activities are focused on three key areas.

Health & Wellbeing

At Hitachi, we are committed to creating healthy, flexible, and supportive workplaces. We embrace a holistic approach to wellbeing, protecting both the physical and mental health of our colleagues.

Long before the Covid-19 pandemic, we were an early adopter of remote working and virtual collaboration technology. Today, 95% of all employees take advantage of our telecommuting and satellite office work programs, including managerial-level employees, flex workers, and career-track regular employees who need to balance work with child care, nursing care, or medical treatment.

Across Group companies and offices, we are developing targeted well-being initiatives to support staff, ranging from employee assistance programmes to exercise memberships.

Supply Chain and Human Rights

Responsibly buying the goods and services we need is an important part of sustainability at Hitachi. We are working with our suppliers to reduce their environmental impact, and we also seek to ensure workers are treated fairly, that human rights are respected and that we use our buying power to encourage supplier diversity.

Human Rights

We are committed to protecting Human Rights – not just within Hitachi but for everyone using our products or working in our supply chain. Our policies and initiatives align with the International Bill of Human Rights, the International Labour Organisation Conventions, UN Guiding Principles on Business and Human Rights, and the Children’s Rights and Business Principles.

The Corporate Human Rights Promotion Committee, chaired at executive-level, is responsible for our mechanisms and policies for preventing human rights violations. Our key grievance mechanism is the Hitachi Global Compliance Hotline where our employees and stakeholders can report any harassment or human rights. The hotline is provided through a third-party platform that supports dozens of languages. Consultations are available 24 hours a day through calling or online messaging.

To build our capacity to manage human rights impacts across our Global organisation, we provide training to all Hitachi colleagues.

Responsible procurement

Around 30,000 supplier partners (companies) working with Hitachi, spanning over 60 countries. The Hitachi Group Global Procurement Code sets out the standards we expect across our supply chain. It covers both environmental and human rights key topic areas. Every Hitachi supplier is selected strictly in accordance with the code’ provisions.

Local Hitachi procurement officers are responsible for checking supplier self-assessments against the Global Procurement Code. Alongside this, we carry out third-party audits of potentially higher risk supplier sites. We also provide sustainability training to suppliers to build their capacity to meet the expectations laid out in our Code.

Supplier diversity

We recognize the value of diverse suppliers. We consider working with diverse suppliers an integral part of our strategic sourcing and procurement processes.

Hitachi Vantara has developed their Supplier Diversity Program on three basic operating principles:

• Providing business opportunities for diverse businesses and ensuring that they have fair access to bid and contract opportunities.

• Growing the number of quality products and services we procure directly from diverse suppliers or indirectly procure through companies who share our commitment to diversity.

• Communicating the value of supplier diversity, both internally and externally.

Our Key Areas


In parallel to our climate change innovation work, we are also working with local communities to protect the environment we live in. This happens in different ways across our operations. Some colleagues take part in cleaning activities near Hitachi’s offices and factories. Others get involved in forest and woodland conservation, helping to regenerate and conserving local greenery. We also like to invite students and young people into our offices, allowing them to discover how Hitachi’s innovation are helping to cut down carbon emissions and raising their awareness of the world’s pressing environmental challenges.

Community Support

Across the globe, we volunteer Hitachi’s time and talent to support our communities. Our colleagues engage in local initiatives to help solve the most pressing issues in their region. And when disasters strike, we offer Hitachi’s innovative power to respond to the crisis. During the Covid-10 pandemic, Hitachi Ltd in Japan produced and donated face shields, masks, artificial respirators, and other medical equipment.

Hitachi Young Leaders Initiative

Since 1996, Hitachi, Ltd. and Hitachi Asia Ltd. have been hosting a youth program, the Hitachi Young Leaders Initiative (HYLI), with the aim of nurturing Asia's future leaders. Participants, who are university students selected from Indonesia, Japan, Malaysia, Myanmar, the Philippines, Singapore, Thailand and Vietnam, get together to discuss and better understand local and global issues through the four-day program, which consists a forum, field activities and student workshops. They also have an opportunity to ask questions to esteemed speakers and panelists at the forum. Compiling their learnings and findings from the program, they make a presentation on the final day of the program on their proposals for better solutions of ASEAN's social challenges.

Over 370 alumni are successful in various fields including international organizations, governmental bodies, corporations and NPOs, and enjoy reunion events in each participating country and expand the HYLI networks.

Hitachi Young Leaders Initiative

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