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World CSR Congress: Integrating sustainability into a global organization
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Transcript of World CSR Congress: Integrating sustainability into a global organization
Copyright 2013 FUJITSU LIMITED
World CSR Congress: Integrating sustainability into a global organization
Alison RoweGlobal Executive Director SustainabilityInternational BusinessFUJITSU LIMITED
Copyright 2014 FUJITSU LIMITED
Who we are
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Japan’s largest IT services provider and No. 3 in the world*
We use our experience and the power of ICT to shape the future of society with our customers
Over 170,000 Fujitsu people support customers in more than 100 countries
2011 IT Services Vendor Revenue. Source: Gartner, "Market Share: IT Services, 2011" 9 April 2012
Copyright 2014 FUJITSU LIMITED
Sustainability is important to us
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Environmental accounting present in our business in 1938
Long-standing members of sustainability organizations & indexes, e.g. UN Global Compact, CDP, Business for the Community
Top positions in world leading environment rankings
FORTUNE Magazine’s 2013 List of ‘World’s Most Admired Companies’
Executive commitment
Different approachIn 2007, Fujitsu Australia developed a new approach that integrated sustainability with its core business through three phases
Seven years later, the company has seen a positive impact on its revenue, market position and brand reputation
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The business value of sustainability
We are continuing to enhance our understanding. Basically, Provides environmentally
responsible products and services
Follows environmentally responsible business practices
Considers the long term implication of operations
Reports openly and honestly about their performance
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Sustainability is good for business - 2007
Started with the launch of sustainability consulting services
which led to revenue generation and brand value
Shaped our approach which was market and customer driven
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Phase one: securing leadership buy-in & establishing credibility
ApproachMake the case for change Measure the organisation’s baseline positionSet a commitment and clear targetsGet senior leaders on boardEstablish credibility by securing ‘quick wins’
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LearningsAbsolute vs Intensity targetsCreate hook conversationsDefines benefits that are meaningful to operational decision makersFrame data, trends & forecasts relevant to the organization's strategic planning
Phase two: translating vision into action
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ApproachDefine desired market positionDevelop a comprehensive strategy Set short-, medium- and long-term goalsSet objectives for key executivesAlign strategy with overall corporate strategy
LearningsMeasure relevant dataClear accountabilities & ownersInstalling governance – Sustainability Board
Phase three: embedding sustainability in the company’s DNA
9 Copyright 2014 FUJITSU LIMITED
ApproachExpand the boundaries of the strategyLeverage sustainability as a competitive differentiatorChallenge long-held views about ‘how we do business’Instil sustainability as a core value
LearningsRemove goals that become too internally focussed or business as usualExpanding governance – Global Sustainability Board
Examples of strategic goals
Solutions
Reduce customer and society GHG emissions by 26m tons by March 2016, by increasing the deployment of sustainability solutions
Citizenship
Support initiatives that address the complex social and environmental challenges, e.g. biodiversity conservation
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Resources
Increase generation capacity & procurement of renewable energy
Continue efforts for efficient use of water
For more details; URL:http://www.fujitsu.com/global/about/environment/management/program/stage7/
Success factors
Build a multidisciplinary team and establish a Sustainability Board - critical from governance and leadership standpoint
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Develop a comprehensive business plan for sustainability including financial and non-financial performance metrics
Link the sustainability strategy with business success rather than treating it as a side initiative
Understand your company’s growth strategy and align
Change the way you talk about sustainability Engage staff at all levels and encourage employees
to take ownership of targets and results Keep an eye on the horizon by monitoring
environmental NGO activity. This generally provides a good indication of future regulations and market pressures
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