Page 95 - Hitachi IR 2025

5. Details on assessment of value chain partners:
Particulars % of value chain partners (by value of business done with such partners)
that were assessed
Health and Safety Practice 13%
Working Condition 13%
6.  Provide details of any corrective actions taken or underway to address significant risks / concerns arising from
assessments of health and safety practices and working conditions of value chain partners.
Category managers classify suppliers as potential partners based on their long-term operational and sustainability
performance, integrity, and anti-bribery compliance. This classification process also considers de-sourcing and
blocking suppliers in cases of non-compliance For suppliers with higher sustainability risks, we offer a Supplier
Sustainability Development Program (SSDP) that prioritizes partners according to a risk matrix, aggregating
country and commodity risks, operational characteristics, the supplier’s criticality, and spending level. This
program includes: Training, awareness, and capacity-building; Assessments and audits conducted remotely and
on-site; Monitoring of supplier sustainability performance. Through assessments and corrective action plan (CAP)
closures lasting from eight months to two years, we help suppliers assess their strengths and weaknesses. The
Company works with suppliers to detect and implement corrective actions when potential risks are identified. If
those are not implemented within a reasonable timeframe, the supplier is recommended for desourcing.
PRINCIPLE 4: BUSINESSES SHOULD RESPECT THE INTERESTS OF AND BE RESPONSIVE TO ALL ITS
STAKEHOLDERS
Essential Indicators
Sustainability performance forms an important basis for the Company’s dialogue with its stakeholders. A comprehensive
dialogue with key stakeholders and its inputs and feedback enabled the Company to revisit its materiality matrix and
developed the next level 2030 objectives. The Sustainability 2030 Objectives are established by the Group and the
legal entity has incorporated the same along with the local objectives.
The Company had dialogues with various Government entities central and state with regards to policy and presentation
on the Company’s innovative sustainable solutions such as electric vehicle charging and “Make-in-India”, smart cities,
sustainable mobility solutions, energy efficiency, efficiency upgradation in the railways sector, renewable energy,
growth developments & technology keeping the climate change, job skilling, etc. The Company also carried out its
Supplier Sustainable Development Program (SSDP) across chosen vendors.
As a part of continuous improvement in supplier sustainability, The Company have introduced a program to monitor
and improve Greenhouse gases emissions originating in the Company’s suppliers. In this direction, the Company
collaborated with its third-party service providers M/s Bureau Veritas India Ltd, to provide training to its key suppliers
to identify, measure and monitor the emission levels within their area of manufacturing.
The Company during the period also organized several customer engagements events to bring the Company’s
technologies closer to the customers. The Company organized multiple customers connect programs on sustainability
aspects to hear the voice of the customer to further improve the performance and to include the inputs of the
customer into the strategy of the Company.
1. Describe the processes for identifying key stakeholder groups of the entity.
Leadership teams across businesses and functions review various audiences - primary to tertiary - to identify.
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those that we have most interactions and exchanges
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those whom we impact economically and socially, and vice versa
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with whom we create value and enable the energy transition
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communities and those whom we can support
These groups have been classified broadly as our key stakeholders, as listed below.
Integrated Annual Report 2024-25
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