World CSR Congress:

Integrating sustainability into a

global organization
Alison Rowe
Global Executive Director Sustainability
International Business
FUJITSU LIMITED

Copyright 2013 FUJITSU LIMITED

Who we are
 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

2 Copyright 2014 FUJITSU LIMITED

Sustainability is important to us
 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

3 Copyright 2014 FUJITSU LIMITED

Different approach
In 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

4 Copyright 2014 FUJITSU LIMITED

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
Approach
 Make the case for change
 Measure the organisation’s
baseline position
 Set a commitment and clear
targets Learnings
 Get senior leaders on board  Absolute vs Intensity targets
 Establish credibility by  Create hook conversations
securing ‘quick wins’
 Defines benefits that are
meaningful to operational
decision makers
 Frame data, trends &
forecasts relevant to the
organization's strategic
planning

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Phase two: translating vision into action

Approach
 Define desired market
position
 Develop a comprehensive
strategy
 Set short-, medium- and long-
term goals
 Set objectives for key
executives Learnings
 Align strategy with overall  Measure relevant data
corporate strategy
 Clear accountabilities &
owners
 Installing governance –
Sustainability Board

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Phase three: embedding sustainability in the
company’s DNA
Approach
 Expand the boundaries of
the strategy
 Leverage sustainability as
a competitive differentiator
 Challenge long-held views
about ‘how we do business’
 Instil sustainability as a
core value

Learnings
 Remove goals that
become too internally
focussed or business as
usual
 Expanding governance
– Global Sustainability
Board
9 Copyright 2014 FUJITSU LIMITED
Examples of strategic goals
Solutions For more details;
URL:http://www.fujitsu.com/global/about/environment/management/program/stage7/

Reduce customer and

society GHG emissions by
26m tons by March 2016,
by increasing the
deployment of Citizenship
sustainability solutions
Support initiatives that
address the complex
social and environmental
challenges, e.g. Resources
biodiversity conservation Increase generation
capacity & procurement of
renewable energy
Continue efforts for
efficient use of water

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Success factors
 Build a multidisciplinary team and establish a Sustainability Board - critical
from governance and leadership standpoint

 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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