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The background of establishing our CSR plan and our materiality

 

Note: The article on this page is taken from Sustainability Report 2018.

Background of CSR Planning and Basic Approach

Establishing the Long-Term Goal

[image]SDGs

In recent days, international long-term targets such as Sustainable Development Goals (SDGs(*1)) and the Paris Agreement(*2) have been announced in the drive to resolve social issues. In particular, expectations are growing for the role of companies as players in resolving social issues and building a sustainable society. In view of these developments, the SVP 2030 has set as its long-term goal for FY2030 to contribute to achieving the goals for resolving global social issues set by SDGs, the Paris Agreement, etc.

In the medium-term CSR plan for FY2014 to FY2016, Sustainable Value Plan 2016 (SVP 2016), Fujifilm declared its shift from passive engagement in CSR in the form of statutory compliance to a more active one, perceiving CSR as an opportunity for business growth and for addressing social issues. This stance earned great praise from outside experts. However, the major goal of solving social issues cannot produce results so easily in a span of three years. For this reason, a conversion in our approach to establishing targets was deemed necessary alongside activities to be continued into the future.

By establishing a long-range plan, targets can now be established not by forecasting (approach based on accumulation of actions) but by backcasting, an approach that sets the vision to be achieved as the starting point and focuses on what must be done to achieve it. This has led to the introduction of more challenging activities.

In defining the social responsibilities a global company should fulfill, a review was also conducted on the 17 goals and 169 targets defined under the SDGs, to examine the Fujifilm Group's business opportunities and its negative impact on society. The review showed that nine out of the 17 goals were recognized as goals that enable Fujifilm to make major contributions to achieving its SDGs, and concrete measures to achieve these goals were defined.

[image]SDGs

*1 SDGs (Sustainable Development Goals): Goals in sustainable development adopted by the United Nations General Assembly in 2015, to be addressed as social issues by the international community until 2030. There are 17 goals and 169 targets established to address the issues of poverty, inequality and injustice, health, education, fulfillment in work, climate change and the environment, etc.

*2 Paris Agreement: International, multilateral agreement on arresting climatic changes that was adopted by The 21st Session of the United Nations Framework Convention on Climate Change Conference of the Parties (COP 21) held in Paris in 2015. The Agreement calls for holding the global temperature rise to less than 2°C over the level before the Industrial Revolution.

Assessment of the 15 Priority Issues in Six Areas

In SVP 2016, priority issues were divided into "solving social issues through business activities" (opportunities) and "conscious of environmental and social impact within business processes" environment, work style, etc.)" (risks). SVP 2030 specifies internal and external aspects of each of the areas of the environment, health, daily life and work style. In "1. Address climate changes" under "Environment," for example, Fujifilm Group plans to tackle this goal from both aspects of opportunity and risks, through reducing CO2 emissions in its business activities and at the same time through development and promotion of environmentally conscious products and services.

In promoting global business, the plan focuses on reinforcement of the CSR foundation in the environment, ethics, human rights, etc., for the entire supply chain, as well as reinforcement of governance for greater dissemination of an "open, fair and clear" corporate culture. For these purposes, 15 priority issues in six areas were established for implementation in all corporate activities.

Especially in the area of the environment, concrete numerical targets were established for FY2030. For CO2, we will take action to reduce our Group's CO2 emissions by 30% compared to the FY2013 level along with contributing to a reduction in the CO2 emissions generated by society by 50 million tons through dissemination of our Group's products and services. (This 50 million ton reduction will offset the cumulative CO2 emissions of the Group from FY2017 to FY2030.) In water resources, we will reduce the amount of water our Group uses by 30% compared to the FY2013 level, to below 35 million tons in FY2030. Furthermore, with highly functional materials and services utilized for water treatment, we aim to contribute to society with water treatment of 35 million tons a year and to achieve an environmental contribution equal to the environmental impact generated by our business activities in FY2030. (This 35 million ton treatment is also the same environmental contribution level as the environmental impact of our business activities.) In areas outside the environment, key performance indicators (KPIs) are to be established in the future for all priority issues.

 It must be noted that the CO2 emissions reduction target here has been recognized as a scientifically proven standard in achieving the 2℃ goal of the Paris Agreement and has been certified by the international SBT initiative.

Achieving the goals of 2030

The long-term goals set out in SVP 2030 were conceived in the drive to take one step forward from the previous "inside-out" perspective that focuses on existing business activities as the starting point and adopts an "outside-in" approach starting from social issues to examine what the company, its products and services should be. What products and services are necessary in the development of a sustainable society, and what technologies are needed for this purpose? SVP 2030 reaches beyond the Fujifilm Group's products and services (i.e., output(*3)) to a concrete vision of its contribution to building a sustainable society (i.e., outcome(*4)) and lays down as its final goal realization of both growth for the Group and solutions to social issues.

In the years ahead, the Group plans to work on contributing further to resolving social issues and on enhancing corporate value through creation of new values from products, services and technology development that can move social reform forward to achieve the goals of SVP 2030.

*3 Output: Products, services, etc., created by organizational and business activities

*4 Outcome: Change, benefit, learning and other effects of output from an organization or business operation

SVP2030 Mapping of SVP 2030 Priority Issues

Characteristics of SVP 2030

●Establishment of long-term goals (FY2030)

  • To become a corporation that promotes social revolution through innovation involving all employees and action on social issues from a long-term perspective.
  • 2030 was set as the target year for goals which is the base year for international social issues (Paris Agreement and SDGs).

●Numerical targets for FY2030 defined for global environmental issues

●15 priority issues established in the four areas of the environment, health, daily life, work style, and adding supply chain and governance

  • Priority areas redefined with attention both to “solving social issues through business activities” and “reducing the negative impact of our business activities.”
  • With society and customers demanding that as a global corporation we enhance our management of the entire supply chain from the viewpoint of CSR, “supply chain” has been established as a priority area.
  • “Governance” has been added as a priority area to further disseminate an open, fair and clear corporate culture.

Process for Identifying Materiality (Priority Issues)

【STEP 1】Clarifying the Basic Policies

In addition to the review of CSR activities under SVP 2016, issues that should take priority in SVP 2030 were identified with attention given to global developments in response to climate change, etc. As a result of the review, the perspective adopted in SVP 2016 to make company-wide efforts to solve social issues as opportunities for business growth was upgraded to clearly specify a future vision from the long-term perspective on contributions to resolving social issues as a global company and was adopted as the basic policy.

[image]STEP1 Clarifying the Basic Policies

Impact on Business Processes across the Value Chain (Ex. Environment)

[image]STEP1 Clarifying the Basic Policies

* Study of priority issues based on the SDG Compass from viewpoints of both the negative impacts from business processes and the positive impacts from social contribution through business

【STEP 2】Extracting Social Issues Based on Business Strategy

In identifying social issues, roughly 130 items listed from various indexes such as ISO 26000 and GRI Standards were combined from the standpoint of social issues to be addressed from a long-term perspective, including the goals of the Paris Agreement and the 169 targets under the SDGs. Also, the possibility of contributing to resolving social issues was discussed with all business divisions to identify relevant technologies, products and services in these divisions.

main CSR Issues(PDF:42KB)

【STEP 3】Evaluation of Materiality

Evaluation adopted the approaches both of resolving social issues through business and reducing the social impact of business activities in society.

1. Resolving social issues through business

Fujifilm's technologies, products and services that show the potential of making a social contribution and the social issues were organized in a matrix diagram. Based on the diagram, the possibility of contributing to solving social issues and the scale of the impact on society were evaluated, and the social issues that must be prioritized were identified.

[image]Matrix on Social Issues and Fujifilm Group’s Products, 
Services, and Technologies/Materiality Mapping for Extracting Priority Issues

Matrix on Social Issues and Fujifilm Group's Products, Services, and Technologies/Materiality Mapping for Extracting Priority Issues

Priority issues

  • Environment
    • Climate Change
    • Resource Recycle
    • Manegement of Chemical Substances
  • Work Style / Health
    • Develop and Utilize Diverse Human Resources
  • Enhance Value Chain Management
  • Governance
    • Compliance and Risk Management

2. Reduction of the impact of our business activities

With the participation of the CSR specialist E Square, the social issues identified were evaluated from a social perspective (how important society perceives the issue and what it demands of the Fujifilm Group) and our company perspective (impact on business strategy, brand and reputation) and were mapped on five levels. Issues that were rated four or higher on both sides were organized and reexamined in expressions suitable for the Group's measures on the issues and were defined as priority issues.

[図]Materiality Mapping for Extracting Priority Issues

Materiality Mapping for Extracting Priority Issues

Priority issues

  • Environment
    • Climate Change
    • Resource Recycle
  • Health
    • Response Unmet Medical Needs
    • Improve Accessibility to Medical services
  • Daily Life
    • Creating a Safe and Secure Society
    • Enriching Humanity
  • Work Style / Health
    • Environment that lends to Job Satisfaction

【STEP 4】Planning and Review

For each priority issue defined, relevant business divisions at operating companies that had introduced measures on the issue took the initiative in studying the indicators for promoting progress toward the long-term goal, and for environmental issues on a global scale, definitions of the numerical targets for the year 2030. Priority issues of SVP 2030 were finalized in the deliberations by the CSR Committee, headed by the President of FUJIFILM Holdings. For achievement of SVP 2030, we will re-examine our group-wide activities through PDCA every three years by planning for medium-term management reform.

[image]Fujifilm Group's Actions on SDGs (Relationship with SVP 2016)

Fujifilm Group's Actions on SDGs (Relationship with SVP 2016)

Note: The article on this page is taken from Sustainability Report 2018.

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