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Summary performance table

Business performance

performance snapshot

Direction

Optimise our current business, maximise return on current technology solutions, invest in new services and go to market, while delivering sustainable financial returns.

12/13 objectives

How did we do?

13/14 objectives

9.4 percent growth in total revenue across Fuji Xerox Australia over prior years.

Achieved a modest 0.2 percent growth in revenue in a contracting market.

Grow revenue by 8 percent, delivering a return on sales of 12 percent.

Quality management

performance snapshot

Direction

Maintain an ISO 9001 certified quality management system that remains relevant to the business by aligning to the new enterprise architecture, risk framework, customer centricity objectives and governance requirements.

12/13 objectives

How did we do?

13/14 objectives

Embed and continuously improve our quality management system by building management awareness.

In place of a holistic awareness approach we have focused on improving process performance and effectiveness.

  • Review and consolidate current policy and process documentation to into one set of organisational policies and end-to-end processes that are centrally authorised, controlled and stored.
  • Implement new Voice of Customer (VOC) system; align and review feedback with other VOC programs being undertaken.
  • Ensure findings from the audit of our quality management system are addressed in the risk framework.

Leverage the synergies between the quality management system and the continuous improvement and risk frameworks.

While we identified synergies between our approach to quality and risk, the risk framework was not sufficiently developed to leverage any immediate opportunities.

Assist the business with process review.

While improvements were made with Supply Chain Operations, Human Resources and Information Services, and Eco Manufacturing, process reviews are still necessary in the sales operation.

Close identified gaps in procurement, customer satisfaction and management review processes.

Measures to close some gaps have slipped into the first half of 13/14 due to changes in programs and resourcing.

Risk management

performance snapshot

Direction

Establish an effective risk management framework.

12/13 objectives

How did we do?

13/14 objectives

Create and implement an improved deal governance structure across the sales process.

Some work was undertaken to consolidate our deal governance process and pricing procedures.

  • Finalise our new risk policy and risk management procedure.
  • Establish a risk management committee.
  • Review the top corporate risks identified in previous profiling exercise and bring them into our formal planning and review processes.
  • Identify appropriate risk champions across the business that will assist in improving risk management capability.

Improve the process to create business cases, including robust commercials.

We have improved our financial templates, tools for evaluating projects and potential product and service launches. More work needs to be done to refine the tools and their adoption by the business.

Creation of a post implementation review process to ensure expected return on investment, and to mitigate where necessary if expected goals are not reached.

We plan to develop the framework for post implementation review in 13/14 and pilot it through the project management office.

Strategy

performance snapshot

Direction

We aim to deliver a customer-centric culture through high performance, best in class talent and inspirational leadership, while creating and sustaining a great place to work.

12/13 objectives

How did we do?

13/14 objectives

Target improvement in overall engagement to 65 percent.

Decrease in engagement to 57 percent.

  • Continue focus on manager capability improvement with launch of manager’s essentials guide.
  • Implement our centralised recruitment function including our employee value proposition.
  • Target improvement in overall employee engagement to 63 percent.
  • Revise diversity reporting in line with the Workplace Gender Equality Agency requirements for 13/14.

Develop objectives and key milestones for diversity and inclusivity steering committee.

Diversity and inclusivity steering committee established. Overall plan being developed for 13/14.

Continue our focus on improving management capability through formal and informal interventions.

Leading people through change program developed and launched.

Refine and update employee value proposition to align internal and external brands.

Focus groups held and preliminary statements developed.

Implement recruitment transformation objectives.

Recruitment transformation project underway with key requirements and scoping completed.

Review and improve the on-boarding process for new hires and internal appointments.

On boarding project slowed down due to competing priorities; however a Manager’s Essentials booklet was developed and distributed to aid our managers.

Health and safety

performance snapshot

Direction

  • Embed a wellbeing culture that fosters improved health and safety practices.
  • Implement effective systems, processes and tools to address health and safety risks and associated injuries.

12/13 objectives

How did we do?

13/14 objectives

Improve safety culture through transparent reporting of hazards and near-miss incidents, increased site audits and functional risk profile reviews. In 12/13 we are targeting a 10 percent increase in reporting of hazards and incidents that could lead to injuries.

Increase of 18 percent in reporting of hazards and incidents year-over-year and 100 percent since we established this focus in 10/11.

  • Roll out modular health and safety training with initial focus on addressing and improving outcomes in manual handling, fatigue management and ergonomics.
  • Support operational effectiveness and review incident and injury management with a view to improving our case management system.
  • Agree an incident and injuries problem solving methodology and provide toolset training and specific safety expertise where needed across the business.

Our Lost Time Injury Frequency Rate (LTIFR) target was <6.0.

Our LTIFR for 12/13 was 5.05. More information on improvements to our safety culture and processes shared in the report body.

Support improved management reporting capabilities and return to work injury management program through investment in a new online case management system.

We have not established an online system due to resource constraints. There are plans to improve the case management system with a streamlined market product in the future. In the interim our current in-house system is meeting the business needs.

Implement all core elements of our health and safety system across our subsidiary company, Upstream.

We have engaged and are working with Upstream on its risk management initiatives. All Fuji Xerox Australia health and safety systems and supporting documentation have been provided to Upstream and it has implemented regular safety committee meetings, systems and reporting.

Improve safe work practice outcomes for our employees working on Global Services customer sites and contractors working on our sites.

All Global Service customer sites received an inspection by our health and safety team. Appropriate controls to reduce any identified risks have been implemented. A guideline for the fit-out stage of Global Services customer sites has been developed.

With the harmonisation legislation released 1 January 2012, the safety team is revising our health and safety management system to meet this change.

Our health and safety management system has been fully revised to align with the legislative requirements.

Community engagement

performance snapshot

Direction

  • Enable employee participation and create positive outcomes for the communities in which we operate.
  • Support education for disadvantaged youth, in order to help build local communities with adept people who can contribute to the development of Australia’s next generation of workers, innovators and leaders.

12/13 objectives

How did we do?

13/14 objectives

Pilot shared value programs where the specific industry and business skills of our people can be of greatest benefit:

 
  • Complete a review of our current community program.
  • Establish refreshed community strategy for the business and three-year plan for implementation.
  • Improve our community program intranet resource and internal communication to support greater employee awareness, understanding and engagement in Fuji Xerox Australia’s community initiatives.

a. A service technician’s education program for year 10 students.

Our NSW Customer Support Operations team ran three Business Blackboards (creating links between curriculum and career opportunities) in partnership with Beacon Foundation at South Sydney High, James Meehan High and Eagle Vale High in 12/13. This initiative has stalled in 13/14 due to resourcing challenges.

b. A supply chain logistics program to develop skills, employment and mentoring opportunities for disadvantaged young people.

The logistics industry program was developed and kicked off in March 2012 for completion in 13/14.

Pilot a sustainability education program in collaboration with the Australian Business and Community Network (ABCN) and the Australian Sustainable Schools Initiative (AuSSI).

Pilot completed successfully with the program remaining an option for schools and corporations to take up through the ABCN relationship.

Increase leadership and management engagement in our community programs and with our national partners, exploring links between capability development for our employees and social leadership programs.

We have extended our leadership team’s engagement with both United Way and ABCN partnerships in 12/13 providing mutually beneficial learning and development for our people and the community organisations we engage with.

Measure and increase economic benefit from our community engagement program.

We are currently undertaking a review of our community program with an aim to better measure the impact of our long term involvement in targeted community initiatives.

Environmental strategy
and management

performance snapshot

Direction

  • Reinvigorate environmental targets and re-engage staff in environmental programs.
  • Run business operations with resource efficiency.

12/13 objectives

How did we do?

13/14 objectives

Undertake a comprehensive assessment of employee engagement in sustainability.

The decision was made to focus on a review of our community engagement program as a first step in this project. In 13/14 we will undertake a review of our environmental management systems (EMS), including updating the online induction module.

  • Interpret significance of corporate targets and requirements for Fuji Xerox Co Ltd’s environmental measurement system called eConnect.
  • Support our Upstream business in developing environmental management plans.
  • Implement Sustainability on Site program into all Global Services sites.
  • Develop a project matrix to coordinate consistent EMS projects, resources and communications across all sites.
  • Update Sustainability on Site online environmental employee induction module.

Review whether the green team approach is positively impacting employee engagement.

The green team approach has been very successful at sites with regular environmental management meetings. This includes our epicenter™, our Eco Manufacturing Centre, our national warehouse, head office and Western Australian sites.

Work with Supply Chain Operations to develop a carbon logistics strategy.

A strong focus on supply chain optimisation in 12/13 resulted in cost and carbon reductions.

Work with Global Services division to embed sustainability in operational delivery framework for onsite customer service centres.

A pilot Sustainability on Site project has been undertaken at five sites during 12/13, with each site successfully attaining Level 1 — Emerging on Sustainability. For more detail, see the ‘customers’ chapter, ‘supporting our customers to become more sustainable’.

Develop a strategy to build capability across various business divisions with initial focus on sales and marketing audiences.

A sales capability development plan was built and is being rolled out in 13/14. For more detail, see the ‘customers’ chapter, ‘supporting our customers to become more sustainable’. Marketing sustainability training was also provided to our dealer sustainability champions to share with their teams.

Carbon management

performance snapshot

Direction

  • Improve cost and carbon efficiency of business operations.
  • Work with key suppliers to provide low-carbon products and services (see Supply Chain section).
  • Provide customers with low-carbon solutions and enable cost and carbon efficiency (see Development section).

12/13 objectives

How did we do?

13/14 objectives

Explore how to integrate carbon as a criterion in capital expenditure approvals.

We have embedded carbon criteria in the capital decision making process so that projects with high carbon risk or opportunity are flagged for further evaluation.

  • Interpret significance of corporate targets and requirements for our parent company’s eConnect measurement system.
  • Continue to identify scope 1 and 2 carbon investments for Carbon Fund support.
  • Undertake NABERS ratings comparison and assess material variances for all Fuji Xerox Australia office facilities, and where possible, warehouses.
  • Work with our Information Services division to advocate sustainability benefits of video conferencing, increasing adoption by users.
  • Liaise with Customer Service to achieve best practice vehicle emission performance for replacement service fleet vehicles.

Achieve 5 percent reduction in scope 1 and 2 emissions in 12/13 on 11/12 levels.

We achieved an 11 percent reduction for 12/13.

Supply Chain Operations warehousing and logistics partners to work towards industry best practice in carbon per square metre and unit delivered.

We modelled the carbon cost impact of outsourcing warehouse activities and confirmed efficiencies. Further work regarding the impact of carbon pricing on logistics will continue in 13/14.

Implement and monitor emissions management plan with largest paper supplier, UPM Kymmene. Further detail will be contained in the print management section.

We have engaged directly with UPM Kymmene regarding an emissions management plan as part of NCOS certification for our Performer + FSC paper products.

Waste management

performance snapshot

Direction

  • Work with our parent company to implement revised waste to landfill strategy and paper recycling initiative.
  • Continue to identify problem waste streams and develop strategies to address these.

12/13 objectives

How did we do?

13/14 objectives

Develop new waste management procedure encompassing relocations and site clean-ups.

New waste management procedure established.

  • Undertake waste auditing program at our large sites to increase recycling rates and improve data reporting and employee engagement.
  • Set up multi-stakeholder project to improve procurement and waste management impacts of our Supplies division.
  • Develop central resource for waste and recycling communications such as posters and email templates to ensure all sites have easy access to engaging communications material.
  • Implement new waste target per directive from our parent company.

Review waste audit frequency and focus at Supply Chain operations and Eco Manufacturing Centre and develop strategies to improve diversion areas.

Due to reporting issues with our national waste contractor we have focused primarily on sourcing accurate data for our landfill waste streams.

Paper use

performance snapshot

Direction

Deploy Fuji Xerox print technology and solutions to achieve best practice print efficiency.

12/13 objectives

How did we do?

13/14 objectives

Own Best Customer (OBC) project implemented at all sites over 12/13 and 13/14.

Information Services (IS) have successfully rolled out OBC to all Fuji Xerox Australia sites.

  • Establish quarterly reporting objective with our Supplies division on the paper types being used within Fuji Xerox Australia sites.
  • Communicate the results of OBC back to the business to inform improved printing behaviour.

Achieve 15 percent reduction in print subsequent to My Prints functionality being implemented.

My Prints was implemented in 12/13 as part of our OBC project, however performance measurement will be established in 13/14.

Change paper use accounting in line with My Print technology.

This will be addressed in 13/14 through OBC project.

Eliminate the use of non-certified virgin papers.

Due to anomalies in the measurement methodology we are shifting our focus to volume reductions managed through OBC project.

Water management

performance snapshot

Direction

Upgrade facilities where possible and improve water use estimate with real data.

12/13 objectives

How did we do?

13/14 objectives

Meter water consumption at the Eco Manufacturing Centre.

Metering has been installed to measure water use from mains service and rainwater systems. We expect to have accurate figures for 13/14.

  • Improve monitoring of potable water use at Eco Manufacturing Centre and National Warehouse.
  • Increase use of harvested rainwater at applicable sites and provide a measure in the 13/14 report.
  • Include leaking taps, toilets and pipes in generic site inspection procedure.

Ensure all sites have basic water efficiency measures installed such as flow regulators in all bathroom fittings.

The majority of our sites have basic water efficiency measures installed. These changes have not occurred at sites Fuji Xerox Australia expects to vacate.

Ethical procurement

performance snapshot

Direction

Ensure environmental, social and governance standards are applied through the corporate procurement framework.

12/13 objectives

How did we do?

13/14 objectives

Recruit a National Procurement Manager

The recruitment process has taken longer than planned and will be completed in the first half of 13/14.

  • An initial review of procurement will be conducted in 13/14 leading to recommendations that will improve the rigour of our procurement policies, processes and procedures.
  • Inform the new corporate procurement strategy to ensure our external compliance requirements and our customers’ requirements are met by our suppliers.

Establish relationships with some of our key suppliers and strengthen those already established to align our quality systems.

Some improvements with key suppliers in our supply chain and customer valet services were achieved.

Integrate a wider assessment of procedural and sustainability risk assessment with suppliers in areas of quality, sustainability and workplace health and safety.

Direct assessment has been undertaken with our top three supply chain partners.

Responsible paper sourcing

performance snapshot

Direction

  • Source both recycled and virgin paper from certified sources.
  • Assess paper suppliers’ sustainability credentials and establish a path for continuous improvement.
  • Develop resources and implement communication strategies so we can act as a trusted advisor to clients on responsible paper sourcing.

12/13 objectives

How did we do?

13/14 objectives

Target of 85 percent of paper supplies sold in 12/13 to be FSC/PEFC certified, recycled or carbon neutral stocks.

Achieved 99 percent of papers sold in 12/13 were FSC/PEFC certified, recycled or carbon neutral stocks.

  • 100 percent of paper supplies sold to be FSC / PEFC certified, recycled or carbon neutral stocks.
  • Adopt NCOS standard for leading paper ranges in the corporate market.
  • Extend FSC certified carbon neutral paper range to include digital and recycled stocks.
  • Work with UPM to establish a collaborative process for continuous improvement in supplier standards where opportunities are identified.

Review use of local and regional sourcing policy with paper suppliers.

Worked with regional steering committee for paper procurement to adopt elements of local sourcing policy in revised regional policy.

Continue to secure 100 percent paper supplier compliance with minimum standards and drive supplier improvements.

Of the 16 mills, one mill did not fully comply with our local policy. As they do not intend to renew their ISO 9001 and ISO 14001 certifications we will transition from this supplier in 13/14.

Managing carbon with logistics suppliers

performance snapshot

Direction

Create cost and carbon efficiencies in our logistics supply chain while delivering on customer expectations.

12/13 objectives

How did we do?

13/14 objectives

Complete implementation of the environmental intelligence system for logistics.

Implementation of the environmental intelligence system for logistics has been delayed and will be revisited with the appointment of a lead logistics provider (domestic transport project) and with consideration of Fuji Xerox Co Ltd’s eConnect environmental management system implementation in 13/14.

  • In conjunction with Fuji Xerox Co Ltd and Fuji Xerox Asia Pacific Pte Ltd, apply the Fuji Xerox Logistics Corporate Social Responsibility (CSR) program for tier one suppliers.
  • Implementation of a sales and operations planning process and improved forecasting tools to allow a reduction in inbound (import) air freight
  • Implementation of internal dashboards for inventory planners, benchmarking the air freight / sea freight ordering split, improving visibility and reporting of import shipments
  • Implementation of the LLP model and associated data control tower, allowing improved visibility of vehicle utilisation and access to the most fuel efficient delivery vehicles
  • Improving emissions reporting to more accurately reflect actual emissions and the impact of initiatives undertaken

Implement national footprint and storage requirements plan, migrating to efficient facilities sized and located appropriately for our business.

Implementation of the national storage and requirements plan (Network Optimisation Project) will be completed in 13/14. Five warehouses were replaced by the outsource services of our logistics provider, DB Schenker, with inventory now held in facilities certified to ISO: 9001 and ISO: 14000 and appropriately sized and located to meet the evolving needs of our business.

Improve space utilisation through better data management.

A focus on component-level data has enabled improved space utilisation throughout our warehousing and storage facilities and has contributed significantly to the success of the network optimisation project.

Improve transport cost and emission outcomes through implementation of a domestic distribution requirements strategy.

The implementation of a domestic distribution requirements strategy in the form of a lead logistics provider (LLP) model has been approved by our executive leadership team, with discovery and due diligence being undertaken in the first half of 13/14.

Product, service and solutions innovation

performance snapshot

Direction

Bring insightful, responsible and innovative applications, functionalities and solutions to our customers, ensuring that we recognise and respond efficiently to emerging client needs and market trends.

12/13 objectives

How did we do?

13/14 objectives

None stated for 12/13.

N/A

  • Continue to develop our Image Gateway for Apeos platform, delivering new modules to address our customers’ growing needs.
  • Work collaboratively with our research teams around the world to foster innovative concepts.
  • Introduce a sustainability innovation role to the business in 13/14 to ensure customer sustainability insights and needs are embedded into the development of products and services.

Customer experience

performance snapshot

Direction

Our aim is to transform our organisation into a customer-centric one.

12/13 objectives

How did we do?

13/14 objectives

Commission a consultant report on overall customer experience strategy.

A set of customer experience principles were established and tested in a pilot project with recommendations guiding development of our strategy.

  • Implement Think Like a Customer workshops.
  • Implement new approach to Voice of Customer.
  • Implement new continuous improvement approach.
  • Implement our Sustainability on Site program into all Global Services customer sites.

Commence implementation through targeted prototyping within discrete markets.

Pilot undertaken with core process. Approach will be continued across full customer life cycle as part of our customer centricity program.

Customer satisfaction

performance snapshot

Direction

  • Formally listen and respond to the voice of customers in all segments.
  • Improve customer loyalty and advocacy in all market segments so that we become a partner of choice.

12/13 objectives

How did we do?

13/14 objectives

Achieve overall Office customer satisfaction index of 95 percent, including 50 percent very satisfied.

Achieved overall Office customer satisfaction index of 95 percent including 46 percent very satisfied.

  • Achieve 70 percent loyalty in competitive benchmarking survey.
  • Customer satisfaction meeting review — all state offices to evolve the intent, purpose and approach of these meetings to reflect voice of customer and improve customer experience.
  • Complaints and compliments — implement a new system for management of customer complaints and compliments to provide enhanced and real time reporting to the business.
  • Implement new survey process to collect and react to our customer feedback. Program being rolled out across all divisions, to create a new net promoter score benchmark for the business.

Achieve 70 percent loyalty in competitive benchmarking survey.

Achieved 67 percent loyalty in the annual competitive benchmarking study; while short of our objective, the Fuji Xerox brand was again in the leading position.

Achieve 40 percent net promoter score in Office survey.

Achieved 41 percent net promoter score.

Implement a quality practice framework to facilitate structured continuous improvement initiatives across Global Services, to deliver exceptional customer satisfaction and client retention greater than 97 percent.

Over the past 12 months we implemented a quality practice framework called the Global Services Delivery Model (GSDM).Throughout the year we maintained a client retention rate of 97 percent and overall satisfaction levels across the major surveyed parts of the business continue to be very high (95 percent and above).

Customer support

performance snapshot

Direction

  • Lead operational excellence in service solutions and build a flexible, knowledgeable and adaptable organisation.
  • Deliver a streamlined experience for our customers while being an innovative partner of choice for support across Fuji Xerox Australia.

12/13 objectives

How did we do?

13/14 objectives

Increase remote resolutions to 59 percent.

Achieved 59.5 percent of all resolutions being resolved remotely.*

  • Achieve 57 percent of issues resolutions remotely.**
  • Achieve reduced carbon emissions levels per resolution based on carbon cost of labour resources.
  • Continue to develop and improve consumables management and toner waste minimisation strategies.
  • Capture 60 percent of Fuji Xerox devices under one of our management services.

* During the year, the 2012 eSupport target was adjusted to 56 percent in order to account for changes in the Fuji Xerox Print Company (FXPC) call management processes i.e. technical issues relating to FXPC products will now be handled in our Kuala Lumpur Customer Support Centre rather than our Sydney centre. This target was met, as was the original target of 59 percent (reported above).

** The 2013/14 target has been set at 57 percent (taking into account the adjustment due to the FXPC call management changes. This is a 1 percent increase on the 2012/13 result.

Kilograms of carbon per onsite resolution not to exceed 54.0.

Achieved 51.5 kilograms of carbon per onsite resolution.

Kilograms of carbon per remote resolution not to exceed 8.4.

Achieved 8.9 kilograms of carbon per remote resolution.

Implementation of a strategy to reduce toner wastage.

A strategy has been implemented to streamline the management of Fuji Xerox consumables including toner. Within scope, are improvements to ordering channels, delivery approaches, monitoring tools and management processes.

Our approach to end-of-life resource recovery

performance snapshot

Direction

Optimise business and environmental outcomes from end-of-life resource recovery.

12/13 objectives

How did we do?

13/14 objectives

Achieve net savings of $3.6 million.

Savings were impacted due to the foreign exchange rate of the Australian dollar.†

  • Maintain a positive net saving equal to that achieved in 12/13
  • Maintain the current quantity of parts remanufactured.
  • Continue developing and optimising the local recycling solution, taking account of the Product Stewardship Regulations.
  • Secure Green Star certification of 5 Star Green Star — Office Interior v1.
  • Establish a new environmental reporting service available to customers, measuring consumable returns.

† Detailed end-of-life results will no longer be published in the annual Fuji Xerox Australia sustainability report, as has been mandated by Fuji Xerox Co Ltd. Although not published, these figures will continue to be submitted to our assurance provider for verification.

Planned remanufacture of 180,000 parts.

Over two-thirds of the planned remanufacture of parts was achieved; however due to the exchange rate of the Australian dollar, a number of programs were not deemed financially viable.†

Continue developing local recycling solution in response to the Product Stewardship Regulations.

Local recycling solution has been operating well with a forecast of over achievement of liable tonnage in the order of 1,000 tonnes.

Secure Green Star certification of 5 Star Green Star — Office Interior v1.1 rating and a 4 Star Green Star — Industrial Design v1 rating for our Rosehill Eco Manufacturing facility.

Office Interior rating is not yet finalised and the decision to seek Industrial Design certification is under review.

Posted in Appendices