Sustainability and strategy
Our managing director is committed to building a sustainable Fuji Xerox Australia and has ultimate responsibility for our sustainability performance. There is clear leadership recognition that we are accountable to stakeholders for not only business results but also for our social contribution and environmental impact.
Our commitments to our key stakeholders
|Stakeholder||Commitment||Top ten material issues||Issue addressed in|
|Fuji Xerox Co Ltd
|Conduct our business with strong governance whilst delivering profitable results for the short and long term.||Transforming business model.||Our organisation section.|
|Retaining leadership position.||Our organisation section.|
|Responding to digitisation
|Customers||Create value that meets customer needs, deliver on our promises and offer sustainable solutions.||Enabling customers to become more sustainable.||Customers section.|
|Becoming customer-centric.||Customers section.|
|Employees||Provide opportunities for professional growth and personal fulfilment in a safe, respectful working environment.||Culture of respect, anti-bullying and diversity.||Our people section.|
|Improving employee engagement.||Our people section.|
|Ensuring health, wellbeing and safety.||Our people section.|
|Partners/suppliers||Create conditions for mutual success and make it easy to work with us.||Procuring sustainably, responsibly and ethically.||Supply chain section.|
|Peers||Act as role models for sustainability and drive thought leadership on sustainability issues that impact our sector.|
|Create a sustainable world for current and future generations and contribute to the disadvantaged in local communities.||Contributing to social change.||Our people section.|
|Government/NGOs||Address emerging sustainability issues and comment on policy that impacts our business.|
Like many organisations, embedding sustainability in how we plan, manage and measure our business remains a key challenge and requires continual refinement. Our goal is to integrate the voice of stakeholders in what we call the strategic rhythm of the business.
In 12/13 we took steps towards this by workshopping the final prioritisation step of our materiality process with a diverse selection of employees from across the business. This allowed our people to better understand how material issues are identified and the nature of the issues themselves. It also created an appetite for the rich qualitative insights from our materiality process to be shared more broadly. This work will be carried forward in 13/14:
- our stakeholder materiality matrix will be refined alongside the corporate risk register, and both will form part of our annual planning process
- a framework will be developed to assist the management and measurement of our material issues across the business
- voice of stakeholder will be shared with members of our leadership and management team.