Materiality
Background to identifying materialities
Working from our mission, “We make a better world and future by helping people and goods get where they need to go,” the Hino Group has confronted the issues faced by society and customers through the trucks and buses that are the social infrastructure supporting the transportation of people and goods.
The eight materialities identified in December 2023 are important issues that we must address if the Hino Group is continuing to fulfill the Corporate Mission laid out in the HINO Way and achieve the “Ideal State” of Hino. We must realign the efforts we have made to date with these materialities and allocate our management assets appropriately to contribute to the realization of a sustainable society.
Materiality identification process
To identify materialities, we first listed more than 200 issues from a global perspective, then narrowed these down to 10 based on their affinity to the businesses of the Hino Group. The importance of each was then evaluated from the perspectives of the Hino Group and of our stakeholders, and after discussions at the management level, we identified eight materialities.
Identification steps
STEP 1
Identification of issues and creation of a long list
(280 items)
Selected from a broad range of social issues and business environment facing Hino
Created a broad-based list of global sustainability themes and social issues.
- SDGs
- WEF global risk
- ISO
- ESG rating criteria
- ESG disclosure standards
- Comprehensive Physical Distribution Policy (Japanese government)
STEP 2
Selection of materiality candidates
(10 items)
Checked the relevance of the issues identified to Hino’s business
Looked at a range of social issues from a broad perspective, grouping similar items together, then identified 10 themes based on the role the Group should play, and on the need for growth in the medium- to long-term.
- “Ideal State” of Hino
- “Three Reforms”
- HINO Sustainability Policy
STEP 3
Identification and mapping
of materialities
(8 items)
Performed a three-point evaluation on the following two axes and identified materialities based on the results
Mapped out based on the level of importance to the Hino Group (from the perspectives of sustainable business growth and on the recovery of trust), and importance to stakeholders (from the perspective of the expectations of customers, business partners, shareholders and investors, and employees with regard to the Hino Group).
- Importance to Hino Group
- Importance to stakeholders
Identification
Identified eight materialities after discussions at the Management Committee and Board of Directors meeting.
Materiality List
This table can be scrolled horizontally
| Materiality | Hino’s approach | SDGs to address | ESG | Integrated Report 2025 page | |
|---|---|---|---|---|---|
| Value propositions for society and our customers | Minimization of environmental impact and contribution to the achievement of a carbon-neutral society | We are working to address the six themes of “HINO Environmental Challenge 2050” out of a desire to reduce the environmental impact of the entire lifecycle of the trucks and buses that are Hino's main products, from their manufacture, use by our customers, to disposal. We are cooperating with governments and related industries in each country to take all measures possible, taking a society- and customer-centric approach. |
|
E | P.23 |
| Achievement of a society in which people and goods can move optimally through the products and services, and the use of digital data | We use digital technology to further enhance the Overall Quality (Product Quality and Total Support Quality) that is the strength of the Hino Group, maximizing the movement of our customers and supporting the movement of people and goods as social infrastructure. |
|
S | P.26 | |
| Achievement of a safe and accident-free society | To reach a level where we have zero traffic accident casualties, we employ a “Total Safety” policy through which we pursue safety in every part of the vehicle operation process, taking the view that people, vehicles, and the environment are three aspects connected as one, and we seek to instill safety in every facet of our customers’ businesses. |
| S | P.29 | |
| Management base for value propositions | Respect for human rights in business activities | Hino recognizes the importance of initiatives supporting respect for human rights in business and is working to instill respect for human rights in close cooperation with all people associated with the business activities of the Hino Group, based on the United Nations Guiding Principles on Business and Human Rights. |
| S | P.32 |
| Corporate governance that supports “working in the right way” | Hino thoroughly enforces compliance, the foundation of our business activities, and promotes risk management based on indices shared throughout the Company. Moreover, senior management is responsible for establishing and operating an effective governance system to ensure the soundness, efficiency, and transparency of the operation of the Company. | G | P.33 | ||
| Respect for employees and active participation of a diverse range of human resources | We will take the safety, health, and diversity of our employees into account as we create workplaces where each person can play an active role. We will develop human resources who can think and act independently to create new value for our customers and society, using the HINO Way as a cornerstone for our decisions and actions. |
| S | P.40 | |
| Honest dialogue with stakeholders to restore trust | We disclose corporate information in a timely, appropriate manner, engaging in repeated dialogues with stakeholders using a variety of different methods and opportunities to build a relationship of trust with society and our customers. | S | P.45 | ||
| Maintenance of a strong and sustainable supply chain | The Hino Group builds partnerships through sound, fair transactions with business partners in Japan and around the world, working to achieve mutual growth and strengthen solidarity. |
| S | P.46 | |
