Foreword

Business performance

Corporate governance & compliance

Improving customer experience

Providing customers with a responsible solution

Engaging employees

Influencing sustainability outcomes

Minimising our environmental impact

Appendices

Sustainability Home

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The Fuji Xerox Story of Sustainability

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Stakeholder engagement and
materiality frameworks

We see sustainability as an outcome of running our organisation in a responsible way. This involves providing a response to internal and external stakeholders on the issues that concern them relative to our economic, social and environmental performance.

In line with commitments made in our previous report, this year we have developed a more robust stakeholder engagement framework so we can map out how we are currently engaging stakeholders and identify where we can improve. We have categorised engagement mechanisms on a scale from those that simply 'inform' to those that 'empower'.

Our goal is to have appropriate engagement mechanisms in place for each group, so that we can ensure all relevant concerns are heard and addressed. Our approach is to enhance existing engagement mechanisms and ensure that the parts of our business that own specific relationships drive the engagement around sustainability issues.

We have well-developed mechanisms for engaging our primary stakeholder groups, customers and employees, who are also the main audiences for this report. However new engagement mechanisms have been developed for some stakeholders, such as suppliers. We have taken steps to address a specific gap by distributing our first supplier newsletter.

Preparation for each of our sustainability reports involves developing a register of our most important or 'material' issues. This year we refined the materiality process by which we identify our key sustainability impacts, risks and opportunities and mapped them relative to the level of stakeholder interest in the issue and the extent to which the issue affects our ability to deliver strategy.

It is important that we can now prioritise the views of our primary stakeholder groups, our parent company, our customers and our employees. In the coming year we plan to refocus efforts to develop an enterprise risk management system. This will provide the opportunity to align our materiality and risk registers with the strategic business planning process, which is also under review (see 'corporate governance and compliance').

The ultimate purpose of this work is to help us reflect on the implications of sustainability challenges on our financial performance and long-term prospects, which will in turn help us to prioritise and assign resources.

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