World CSR Congress: Integrating sustainability into a global organization

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Copyright 2013 FUJITSU LIMITED World CSR Congress: Integrating sustainability into a global organization Alison Rowe Global Executive Director Sustainability International Business FUJITSU LIMITED

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World CSR Congress: Integrating sustainability into a global organization

Transcript of World CSR Congress: Integrating sustainability into a global organization

Page 1: 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

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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

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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

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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

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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

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Phase three: embedding sustainability in the company’s DNA

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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

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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/

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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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