Page 41 - Hitachi IR 2025

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It is strategically working on accounts of product
positioning in terms of margin, working on mega-
projects like STATCOM and HVDC, increasing
market presence in the digital market through Grid
Automation products and expanding base in terms
of exports to build revenue and increase margins.
The Company maintains a great connect with
customers as the sales & marketing team extends
across business units and various zones in India,
engaging with customers in constant dialogues
on the sector’s growth and helping them find
solutions from our products through business
development professionals.
A dedicated sales and marketing team has a great
connect with customers; it brought together a wide
range of customers from all spheres in the Energy
and Digital World (EDW) organized in various parts
of India, with a mega event in New Delhi in October
2024. The EDW75 event witnessed customers
from various segments such as utility, industry,
mobility and transport and renewable sector, and
displayed a wide range of products and capabilities
through seminars, sessions and exhibitions.
Impact on capitals
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Organization with a healthy order backlog had
revenue visibility for a considerable number
of months ahead and built a well‑distributed
portfolio of customers.
Order pipeline looked healthy and helped in
taking capex decisions based on revenue visibility.
Maintained material supply and accumulation
for delivery ahead of time, strengthening the
supply chain position.
Key strategy
Future growth
capital
Focus
areas
#Reinforce safety culture
#Upskill and cross-skill talent for agile energy transition
#Invest in capacities for future growth
Strategic enablers for progress
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It focuses on safety of the employees and partners.
• Address some of the workforce challenges we face
in the next ten* years with retaining and growing
internal talent.
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The events are marked by safety briefings, with
employees and partners ingrained with a philosophy
of license to operate safely.
• Develop internal for potential and not a position.
• Strengthen leadership, digital and service capabilities.
Upskilling and cross-skilling programs:
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ExcelHer: Focused on empowering women in
the workplace.
*  Talent pools were created in the year 2021 hence 10 years
denotes here until 2030
These initiatives significantly contribute to employee
development and organizational growth.
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People manager journey: Aimed at developing
effective management skills for the first-time
people managers.
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GAP-M: Aiming to develop participants to provide
customer-centric products and services.
It has committed to invest around ` 2,000 Crores
to expand the existing capacity, broaden the
portfolio and strengthen the talent base to
support accelerating global demand for clean
energy solutions.
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Ready to lead (R2L): Preparing employees for
leadership roles.
Diversity 360:
The strategy is Diversity 360 for us, which ensures
that equity, and inclusion are at the core of our
long-term business success, is underpinned by four
key workstreams : Our leadership pillars, female
acceleration, live equity and inclusion and attract and
grow people.
To promote potential and performance we have Global
Talent Pool: Build four internal global talent pools for
Hitachi Energy India Limited to,
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Drive cross-pollination (business and geography).
Impact on capitals
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Safety culture helped build employee wellbeing
and a sense of security, ensuring minimum loss
of time on work-related issues and also built
the confidence of customers on best practices.
Investments in human capital and to
expand manufacturing operations ensured
scaling up in a growing market and met
customers’ demands.
Integrated Annual Report 2024-25
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