Hitachi Rail’s Health and Safety policy is shared with all Hitachi Rail personnel and all Stakeholders online and via the company intranet. The initiatives adopted by Hitachi Rail to promote employee welfare in the workplace are adequate to risk assessment (e.g. analysis and monitoring of working activities, including the nature of the work, equipment, workspaces, personal and collective protective measures, technical infrastructure and contractual issues)
For information on how Hitachi Rail deals with Coronavirus (COVID-19),
Health and safety performance indicators are monitored and analysed over time, and used to set objectives by breaking them down by risk factor and location.
Safety is therefore a vital element for Hitachi Rail and a value for all workers, as they contribute every day to the safety for end users as concerns products and services.
In order to acquire the information needed to continuously improve injury frequency and severity rates, in accordance with the Health and Safety Policy, Hitachi Rail also tracks the so-called near misses (accidents without consequences that arise out of undesired or unforeseen situations that could have put people at risk), in order to gather and analyse data and information and identify potential solutions in advance.
The main initiatives that have been carried out in this respect include:
Reduction of number of injuries
Reduction of Injury Frequency Index
Number of injuries / hours worked x 200,000
Increase of Injury Severity Index
Number of days lost / hours worked x 200,000
The employee welfare programme aims to guarantee a comfortable and motivational working environment by actively supporting relationships between managers and employees and relationships between colleagues. Furthermore, there are various support services available in different countries for both part time and full time employees and, in some cases, their families as well. For example, flexible schedules that allow work-life balance, special arrangements with local entertainment and sports centres, benefits such as health insurance, accident insurance, company car, employee scholarships, corporate welfare, canteen and breakfast areas, and celebrations of successful projects are just some of the tools used and they vary across regions.
2020 was unique in that we were challenged with enhancing the “People Care” concept to a greater level to ensure our employees utmost wellbeing during the Covid-19 pandemic. This touched everyone around the world to varying degrees at different points in time. As a global company with presence in many countries, we needed an approach that would ensure measures were robust and consistent in ensuring our employees wellbeing whilst also responding to each country’s Covid challenge at the right time (and respecting government guidance/ Covid-19 laws).
A global taskforce was put in place consisting of senior representation from key functions – the aim was to achieve business continuity whilst ensuring not only significantly enhanced health and safety, but also wellbeing measures that would protect our employees as much as practicably possible. The most obvious measure was for employees to work from home, where possible.
However, this was not where it ended. Resources and guidance were established to support employees/managers in making this transition with a focus on mental health and assuring more than ever that sufficient rest/breaks were taken as a concerted effort to ensure that a distinction between work and home was achieved.
In Australia, the creation of the Health and Wellbeing Committee has led to significant improvements in employees’ work-life balance. The Committee – a work group formed of volunteers from various departments and supervised by a local HSE manager and the local
HR Manager – meets once a month to discuss initiatives and measures to improve employees’ wellbeing and, with the support of the company (including the provision of a budget), promotes events and initiatives on health issues in connection with local traditions.
Some of the initiatives are:
▪ “R U OK?” Australian Day to raise awareness on the importance of mental health and to remind of the importance of caring for each other’s wellbeing. The event in particular was designed to remind employees how dialogue with colleagues, friends and family can help to overcome difficulties.
▪ National Harmony Day. Celebration of cultural diversity as a wealth of Australia. Virtual and Covid-19 safe site activities where employees were encouraged to wear their traditional dress and share fun facts about their cultural heritage. Posters were also displayed in the office to encourage exchange and engagement.Work Life Balance workshop organised by the Health and Wellbeing Committee in collaboration with Learning and Development and the EAP provider on the reconciliation of life and work balance initiatives.
▪ The “MCG” Program (Mindfulness, Care and Gratitude) – A wellness initiative that involves toolbox talks, whiteboards placed at office sites for staff to share their MCG experiences/ideas, amongst other initiatives and competitions aimed at providing staff with hands-on strategies to take personal action for improving wellbeing and happiness, focusing on the pillars of Mindfulness, Care and Gratitude.
▪ White Ribbon Day. Awareness and fund-raising initiative in aid of violence against women.
▪ Morning Connections. Meetings respecting Covid-19 safe regulations among staff groups from different departments, enjoying a morning tea.Wear Red Day (Brisbane). Fundraising day for heart disease research.
▪ Cancer Skin Checks (Karratha project site). Australia has one of the highest rates of skin cancer in the world. More than 50 employees underwent a medical check-up.
▪ Bike to Work Day (Brisbane / Perth). Staff who were interested in fitness, health and wellbeing took part in Bike to Work Day.
▪ Fitness Challenge. Staff were encouraged to walk, run, swim or cycle to reach the 1,000 km goal in 31 days.
▪ Table Tennis Tournament (Brisbane / Pert).
▪ In addition, the Australian Offices count with dedicated office space in their facilities for people care. A room that serves as a mixed faith/silent space. Staff are welcome to use the space for silent prayer, meditation, yoga, to rest if feeling unwell and to perform first aid if ever needed. These facilities are also used as the location for employees to have their annual skin and health check.
Just like in every other country of operation, in Malaysia, our employees’ health and safety is paramount. Hitachi Rail Malaysia employees are covered under a range of “top market” people insurances. Corporate Plans which not only offer our employees and family members the chance to enjoy high level medical & hospital care, but also covers staff members for more stringent cases under our group Term Life Policy (including Total Permanent Disability & Partial Permanent Disability), Accidental Death & Disablement Policy and Critical Illness Policy.
In addition, a number of staff engagement and people care initiatives are performed every year. Among them in the past period, focus was given to the “In house screening program” which was offered to employees on a strictly voluntary basis. The screening included full blood / urine test, ultrasound scan, body composition analysis and dietary briefing. The objective was to ensure employees understand their personal health condition and how to eat properly.
In the EMEA Region, Hitachi Rail sponsored many initiatives in 2020 to benefit employees, their families and their local communities, below are just some of the main actions in UK:
▪ Mental health awareness week – focused on a different area of wellbeing each day with links to internal and external resources.
▪ Male Health workshops – run on site and virtually, men-oriented workshops focusing on the five biggest preventable killers of men.
▪ Responder workshops – delivered both on site and virtually – manager mental health training that also explores own stressors, triggers and coping strategies.
▪ Thrive workshops – delivered on site and virtually – open to all. Help you to thrive inside and outside of work. Explores stress and resilience, triggers and strategies.
▪ World Mental Health Day – encouraged teams to start the conversation with ‘this week I have felt….’cards. Sign posted to support services available. Also delivered a workshop where two senior leaders talked about their own mental health battles.
▪ Suicide Prevention Day – wallet cards handed out with the EAP (Employee Assistance Programme) and Samaritans number on. Promoted Samaritans well-being toolkit and self-help app.
▪ Partnered with Samaritans to raise awareness and funds. Employees took part in the Samarathon campaign to walk a marathon in the month of July.
▪ Trained new Mental Health First Aiders – now approx. 65 across all sites
▪ Take a Breather – helping leaders to support their teams in these changing and challenging times.
▪ Monthly wellbeing bulletin – distributed site wide with monthly wellbeing topics and links to internal and external support services.
▪ Health check days – BMI, blood pressure, cholesterol level with onward referral to GP where needed across all sites.
▪ Flu Vaccinations vouchers offered to all employees in October 2020
▪ Wellbeing area – launch of the wellbeing area on The Source giving everyone access to support at work or at home.
▪ Newton Aycliffe’ facility achieved Continuing Excellence for the Better Health at Work Award
▪ Pink Day: Everyone wears one pink item for a day in solidarity for the women suffering from Breast Cancer.
▪ Board Game Meetings. Team gathers in the meeting room to have a fun quick game to lessen tensions and stress at the workplace and build stronger connections through communication and engagement between all the various units.
▪ Question day. Employees are encouraged to ask one question about Hitachi, to promote learning in the workplace.
Both Hitachi Rails STS USA and Hitachi Rail USA Inc typically sponsor many initiatives to benefit employees, their families and society. 2020 has been more limited due to Covid-19. The below reflects initiatives for 2020:
▪ Treasures for Children Programme: In previous years, Angel Tree Employees provided gifts of toys for the Holiday season to individuals and families in need via the Salvation Army. Due to Covid-19 they were unable to do this in the usual way and as such for 2020 the company donated to the Salvation Army.
▪ Veterans’ Day: Day to honor those who are serving and, have served the country in the armed forces.
▪ Wellness Series: Wellness facilitator introduces ways to live a healthier life.
In Japan the initiatives for 2020 to benefit employees, their family and the society were as follows:
▪ For the 100th anniversary of Kasado works, a Kasado history museum was opened bringing together the 100-year history of manufacturing power in Kasado. Shinkansen vehicles are displayed at a memorial hall for employees and their families to see and feel the history and Kasado pride. The company may consider opening it to the public post pandemic.
▪ Work-Life balance: The company has implemented flexible working, accelerated through the new work style reform committee on each site in Japan.
▪ Covid-19: The company continues to support employees in preventing the spread of Covid-19 in both personal and work life, and recommends work from home, where possible.
▪ Awards: The company has year-end awards and monthly Most Valuable Player (MVP) awards to continuously recognise employees who have contributed to projects and the business every year.
Hitachi Rail’s India Social Committee is an employee engagement initiative that aims to plan, organise and implement social events for the company throughout the year.
Their mission was to bring more engagement and enthusiasm to the workplace, ensuring entertainment and participation in staff events, enriching employee interactions, networking between different office locations in India and much more.
▪ Weekly motivational /Inspirational email from Social committee to all employees.
▪ Holi festival celebration: Festival of colours celebration.
▪ Earth day poster competition.
▪ World Environment Day celebration by carpooling to office.
▪ Movie Time: watching movies with colleagues and increasing the understanding between employees.
▪ Diwali (Festival of Lights): Festival of Lights celebration by Rangoli computation.
In India, where Covid-19 pandemic effects were rather severe, additional efforts and attention was given to improve the already existing Group Insurance coverage (which among others provides employees access to company funded health and medical services), with the provision of additional Covid-19 specific Corporate Insurance Plan, covering employees and family members for a range of services including Covid-19 Inpatient Hospitalisation, Home Care Treatment, Road Ambulance and others. In addition, Oxygen concentrators were purchased and made available for staff use, when required by their Medical Practitioners and support was offered to staff members willing to join the Country Vaccination campaign, via the reimbursement of vaccination costs incurred by staff and family members.
In Greater China, Taiwan and South Korea Hitachi Rail sponsored some initiatives in 2020/21 aimed at benefiting our employees, their family and society. Below are the main initiatives across the region:
▪ Employee Social Committee: where employees discuss initiatives/measures and perform monthly activities to improve employees’ wellbeing (book reading / chess context / etc.).
▪ Annual all employees meetings: Functional Managers / Department Heads share overall status of the activities being performed in their department, their current projects and future strategy. Employees are given the opportunity to ask questions and engage with and participate in the business plan. Event was held physically under a Covid-19 safe plan and remotely with staff attending from various locations.
▪ Christmas Lunch: Team-building event to celebrate team efforts and accomplishments in the year.
▪ “Happy Trainees” label was awarded for the seventh time – rewarding excellence
in the welcome and support of students in businesses. 93% of Hitachi Rail trainees and apprentices recommend the company to their network appreciating diversity of projects, quality of missions, the start-up spirit and evolving possibilities.
▪ Active partnerships are established focused on diversity to increase women’s awareness of technical jobs, to support underprivileged communities in terms of access to higher education and job opportunities as well as those with disabilities.
▪ Mobility Challenge at the Riom plant to promote and raise awareness of alternative modes of transportation to cars.
▪ Active partnerships with “Elles Bourgent” Women’s campaign to increase awareness of jobs that have a low proportion of women.
▪ Saudi national day – Saudi Arabian National day is always celebrated on September 23rd; giveaways are distributed to the employees, which contained the Saudi flag and brooch with the Hitachi logo next to the Saudi flag.
In 2020/21 Pandemic restrictions as well as the integration process between the two Italian legal entities (Hitachi Rail STS and Hitachi Rail Italy SpA) offered an opportunity to further focus on caring for our employees.
We have continued many initiatives to benefit employees, their family and the society, below are the main examples:
▪ Corporate Wellbeing – a wellbeing plan is provided to all employees through a dedicated portal, called “Easy Welfare”. In line with the provisions of the national labour agreement for the industry, it offers numerous services and possibilities to choose from including some tax advantages and social security benefits.
▪ Recreation Centres – employees have recreation centres, referred to as “CRAL”. These are a form of free association for workers and are separate to the Company. Employees who join as members may participate in a number of activities and take advantage of discounts at partnering companies (e.g. bookshops, opticians, theatres etc.)
▪ Women’s day: March 8th is Women’s day and to observe this the company donated to “Associazione Onlus”, a non-profit association that takes care of women in need.
▪ KIVA Donation: Before the Christmas holiday the company usually organises a Christmas party across all sites for employees to celebrate the company’s achievements and receive some gifts. 2020 was different due to Covid-19 in that employees could not come together in the same way and as such, the budget for this celebration was donated to the KIVA foundation, an organisation that provides loan funds to under-served communities around the world, helping small businesses strengthen their communities, create jobs, scale innovative social solutions and drive sustainable economic growth.
▪ Work-life balance: The concept of “smart working” continues to be successful in Italy with all sites participating. During the fiscal year, a new way of working was set up to leverage cultural development and maximise flexibility according to both people and business needs. Smart working took on a completely new meaning during 2020 due to Covid-19 with more employees working remotely and of those that could work from home, adjusting to doing so full-time with the support of the company and their managers.
▪ Covid-19: As Italy was one of the first regions to be hit by the pandemic, early measures were put in place as well as continuous support to take care of all employees and managers with limited business interruptions. The company has also provided health insurance to cover Covid-19 expenses for all employees.
▪ Service awards given to senior employees with over 25 years.
▪ Every year the company participates in the “Stelle a merito” award programme in recognition of employees with long service and great achievements.
▪ Project “Va.Bene.” – designed during the fiscal year, aims to give 360 degree support to employees and their families, offering a wide range of services from counselling to tax and legal advice.
▪ Covid-19: during 2020 HR worked in close conjunction with SHEQ to prepare for a vaccination programme that would rollout in 2021 to accelerate the process so that employees did not have to wait too long to be contacted via the national medical route.
Hitachi Rail has implemented the indications of the Collective Labour Agreement and grants parental leave on an hourly basis, while still providing the possibility of taking such leave on a daily or continuous basis in compliance with existing legislation.
RETURN TO WORK RATE
Total number of employees that did return to work after parental leave x100
T Total number of employees due to return to work after taking parental leave
The policies for the inclusion of people with disabilities are defined by relevant country laws.
In Italy, Law no. 68/99 introduced the key concept of “targeted” employment, defined as “a set of technical and support tools which make it possible to adequately assess the working capabilities of people with disabilities. Successful appointments are made by analysing positions, forms
of support, positive actions and solutions to issues related to the work environment, tools and interpersonal relations that a person would experience in the role.
In Japan, the law mandates that a certain percentage of the workforce must constitute people with disabilities. Hitachi Rail provides opportunities and positions both in office-based and in Production.
In the United States, it is common practice for customers to require the mandatory allocation of a percentage of the contract to DBEs (Disadvantaged Business Enterprises), which are regulated by federal and state departments. Each DBE must be certified by the relevant Transit Authority. To meet its contractual obligations in the US, Hitachi Rail has identified and vetted various DBEs with which it may now operate in order to meet the quota required by the contractual targets.
In general, this includes training employees of DBEs to carry out the work usually performed by Hitachi Rail employees in line with labour standards.
Hitachi considers the supply chain management processes a critical factor for the success of its business. Strategic procurement management requires a broad vision of the process along the entire value chain, from the definition of product specifications and service to the delivery and use.
Hitachi Rail has adopted an interdepartmental management approach which provides for the involvement and approval of all bodies concerned by the overall logistics. Given that it designs, builds and operates transportation and signalling systems for railways and urban rail transport, Hitachi Rail supplies include:
Hitachi Rail is currently undergoing a transformation of its Supplier Management capabilities as part of a broader Procurement improvement agenda.
During this reporting period, Hitachi Rail initiated a multi-year transformation programme of its Supplier Management capability with a specific focus on improving visibility, monitoring and defining improvement actions on risks in our Supply Chain.
As part of this, Hitachi Rail has introduced a new coordinated, global approach to Supplier Management across Hitachi Rail with close collaboration between Procurement, SQA and other functions.
Supplier Management defines the key interfaces between Hitachi Rail and our suppliers which require an integrated approach and defined governance. Supplier Management’s role and mandate to drive additional value and functional excellence is to:
In view of the increasing importance of the supply chain’s environmental, social and governance aspects, Hitachi Rail is working cross-functionally to define common criteria across all lines of business within Hitachi Rail to assess and monitor its suppliers. This will generate a new action plan to assist suppliers in partnership in improving their sustainability performance.
In order to strengthen integration and improve the management of suppliers along the Supply Chain, a new function called Supplier Quality Assurance was elevated to cover all three lines of business (Signalling and Turnkey, Rolling stock, Operation Service and Maintenance). The group SQA1 team, in partnership with Procurement, are defining and deploying a harmonized process for supplier qualification and monitoring across all lines of business and geographies.
Hitachi Rail selects suppliers based on its Procurement Strategy and in line with its Supplier Quality Manual and various procedures.
Supplier qualification and sourcing is transparent and executed in accordance with the principles of the Code of Ethics and The Supplier Code of Conduct. Hitachi Rail requires its employees to conduct themselves in accordance with the principles of loyalty, fairness, transparency, efficiency and legal compliance.
To support the digitisation strategy, a group-wide platform will be implemented to standardise and centralise the supplier qualification process. The digitisation of this process will lead to greater control in improving our data management.
Hitachi Rail has defined that the qualification process is inter-functional and based on collaboration of several departments, this includes Engineering, Procurement, and Quality and HSE departments. Their requirements are captured within specific supplier questionnaires.
As part of the cross-functional working, these questionnaire are being reviewed to ensure they assess:
▪ Introduction of safety management system compliance with the BS OHSAS 18001 standard.
▪ introduction of environmental management system compliance with the UNI EN ISO 14001:2007 standard.
▪ introduction of ISO 45001 for those companies that have already transitioned from the above mentioned standards to this new one.
▪ introduction of sustainability procedures/programmes e.g. Sustainable Procurement Guidelines and Green Procurement.
▪ application of the legislative requirements to comply with the REACH/ROHS/RAEE regulations.
▪ collection of data about accidents, non-compliance, training and emergencies.
The supplier questionnaires are issued to all new suppliers during the initial qualification phase and monitored periodically as part with the monitoring of our incumbent supply base.
Hitachi Rail has initiated the mapping of its supply chain concerning compliance with Environmental, Social and Governance (ESG) criteria. The standard purchase order model includes general supply conditions and compliance with the Code of Ethics; furthermore, when vetting new suppliers, Hitachi Rail gathers information on their compliance with quality, hygiene, health and safety in the workplace standards and their environmental policies and requires certification according to standards ISO 9001, ISO 14001, OHSAS 18001 and ISO45001. These characteristics are considered preferential requisites and contribute to assigning the supplier’s eligibility for qualification.
The ongoing mapping of the supplier base, facilitated by centralising the global process management and its digitalisation, is one more step towards ensuring responsible sourcing and a sustainable supply chain.
Hitachi Rail uses various due diligence and supplier management tools.
This can range from contractual provisions, levels of due diligence or the type of agreement adopted. In all instances, the overall aim is to ensure that the action adopted by Hitachi Rail is proportionate to the level of risk and this is applied consistently throughout the business relationship.
As an example of this, suppliers are monitored through meetings or communications between them and the Hitachi Rail departments with which they operate (i.e. Procurement, PM, Engineering, Quality and Supply Chain Management, Logistics and Construction).
Furthermore, periodic audits, both remote and on-site, are performed on suppliers throughout contract execution to enforce continued compliance with Hitachi’s requirements and standards.
Within the new organisation, the extension of a risk-based supplier rating process that takes into account the suppliers’ conduct and performance is being developed to further monitor and control risk and supplier performance.
The protection of human rights is considered a very relevant issue by the Company and its stakeholders.
Hitachi Rail, applies policies in order to uphold and promote human rights in every context in which it operates, by creating equal opportunities for its people and fair treatment for all – regardless of race, nationality, political creed, religion, gender, age, minority status, disability, sexual orientation, personal or social condition – and always respecting the dignity of each individual and each employee.
Hitachi Rail does not allow nor tolerate the establishment of employment relationships, even by external collaborators, suppliers or business partners, violating the existing legislation on child, woman and immigrant labour, and carefully controls the risks associated with the employment of forced labor. In addition, the company, requires its contractors and subcontractors to ensure the same attention to this issue, with the goal to eliminate such illegal behaviours.
The main instrument through which Hitachi Rail guarantees its commitment to respecting human rights is the Code of Ethics, to which members of the governing and controlling bodies, executives and employees. This also extends to all those who enter into contractual relationships which require the observance of certain obligations specified by the Company.
The Hitachi Group Code of Ethics is a crucial pillar of Hitachi’s Group Compliance Program, providing rules, values and principles that are required to be followed by employees, executives and directors, and third parties engaging in business with Hitachi Rail. The same rules, values and principles are also intended to assist officers and employees in making business decisions and acting in alignment with Hitachi’s Group Identity.
The management of Hitachi Rail continuously confirms the commitments and ethical responsibilities, setting an example and promoting a culture of ethics that allows Hitachi to preserve a good reputation amongst our clients, partners, Stakeholders and our community.
With the objective of maintaining high ethical standards and working in compliance with the applicable laws and regulations, whilst also promoting a safe environment to report potential or suspected violations, Hitachi Rail has a dedicated SPEAK UP channel whereby anyone can report any suspected violations of the Group Code of Ethics or any violation of laws and regulations.
The SPEAK UP channel is available:
▪ Online through this link
▪ By phone (available 24-7) through a toll-free number provided on the following link above.
Furthermore, for any suspected violations of Law 231, a dedicated channel has been made available by reporting to OdV@hitachirail.com
Out of the countries in which it operates can be reported to the following channels made available both for internal resources and third parties through various channels. Online reporting system: this is available 24-7 for reporting via telephone and/or online through this link*.
The company ensures whistleblower protection and that no-one in the workplace is subject to any direct or indirect retaliation, illegal conditioning and/or discrimination ng treatment of any kind, for having made reported in a good faith report of a violation to the following channels.
Hitachi Rail Limited recognises the importance of identifying and preventing the action andcauses of modern slavery in our business and supply chain. In its fifth statement, published under Section 54 of the UK Modern Slavery Act 2015, Hitachi Rail has detailed the steps it has taken to address modern slavery and human trafficking in the business and supply chain. A separate Modern Slavery Statement that complies with the Australian Modern Slavery Act 2018 has been lodged with the Australian Government for the reporting period from April 2020 to March 2021.
In July 2018 the HSE Excellence Design Sprint project was launched. All HSE Managers took part in the project, aiming to:
Three initiatives have been identified and will be applied at corporate level:
Following the pilot projects, these initiatives will be developed in 2019 and 2020. As regards initiatives at local level, the obtaining of the environmental and safety certification in China and the implementation in Australia of the Safety Leadership Excellence (LEADSAFE) training and information programme for senior management have been selected.
Sustainability topics and contribution to SDGs “Hitachi Rail will reduce its environmental impact, develop a sustainability culture and improve quality of life for our people and communities”
(A. Razeto, Group Head of CSR and Sustainability)
The UN Environment Programme’s Emissions Gap Report 2020 found that global greenhouse gas (GHG) emissions hit a new high of 59.1 gigatonnes (Gt) of CO2 equivalent in 2019.
Over the past decade, emissions have continued to increase at a rate of 1.5% per year, rising in all major economic sectors.
Particularly, a closer look at GHG emissions breakdown by economic sector reveals that:
Power production today generates the largest share of GHG emissions (30%). About 50% of electricity comes from burning fossil fuels, mostly coal and natural gas.
▪ Industry represents the second-largest share of GHG emissions (21%), burning fossil fuels for energy, as well as GHG emissions from mineral products (such as cement) and other chemical reactions necessary to produce goods from raw materials.
▪ The Transportation sector contributes around 16% of global GHG emissions, with road transport being primarily responsible (94% of the sector). Rail, shipping and aviation are relatively smaller, with emissions in international territory comprising 4% of total.
▪ Agriculture contributes 16% of total GHG emissions, with most emissions coming from enteric fermentation (ruminant animals, such as cattle), nitrogen fertilizers on agricultural soils, and municipal waste.
▪ Buildings contribute to 7% of global GHG emissions, arising primarily from fossil fuels burned for heat.
Should this pattern continue, the world is projected to warm by 3°C to 5°C by 2100, with catastrophic effects on human civilization. To prevent this risk, a major turnaround in emissions trajectories is needed in all sectors (reduction of approximately 3-6% per annum between now and 2030) to limit the rise in surface temperatures and avoid catastrophic climate change effects.
In 2015, world leaders met in Paris and agreed to limit the global temperature rise by the end of the century to well below 2°C and to pursue efforts to limit the temperature increase even further to 1.5°C.
According to the Intergovernmental Panel on Climate Change (IPCC), limiting global warming to 1.5°C requires net human-caused carbon dioxide (CO2) emissions to fall by 45% by 2030 and to reach net-zero by 2050. Even limiting the temperature rise to 2°C will need CO2 emissions to fall by 25% by 2030, requiring a turnaround of the present trend and approximately $75 trillion in investment.
In 2015, the United Nations presented 17 Sustainable Development Goals (SDGs) to be achieved by 2030. Combined with the company mission to contribute to society through the development of superior, original technology and products that power sustainable connectivity, Hitachi Rail is well-positioned to make a meaningful contribution to achieving the selected SDGs. Sustainability is at the heart of our business; we have an obligation to inspire and build a better and more sustainable future for employees, customers, and all users of products.