1、Charting a course for change2024 Fujitsu SX SurveyHow global C-suites are creating new value through Sustainability TransformationThe urgency of Sustainability Transformation is front of mind for executives all around the world.While more organizations are taking action,a frustratingly large number

2、are yet to see the results they want.Our 2024 Fujitsu SX Survey reveals that a pioneering group of organizations(11%of the total respondent base)is using data-centric collaboration to benefit the planet while also creating new value.This report shows how other organizations can follow in their foots

3、teps.2Executive summary 4 Section 1 6 A mixed picture on sustainability:high urgency,but slow progressSection 2 15 Finding a way to new value:introducing the sustainability Change MakersSection 3 28 Charting a course to data-driven collaboration:the heart of the Change Makers approachSection 4 39 Th

4、e four steps to becoming a Change MakerSection 5 44 How Fujitsu can helpExecutive summaryIn the face of climate change,growing inequality and economic uncertainty,Sustainability Transformation(SX)has never been a more prominent topic of discussion in business circles.In light of this,from November t

5、o December 2023 we surveyed 600 C-level executives across 15 countries and 11 industries to chart the sustainability progress being made by organizations across the globe.Our survey data reveals that in comparison to last year the majority of executives(53%)feel they are under more pressure to impro

6、ve their business sustainability levels.As such,its clear that the“sustainability gap”that we uncovered in last years survey between the perceived importance of SX and actual progress made is closing.Yet in many cases,organizations still struggle to translate enthusiasm into real results.Of the exec

7、utives surveyed,70%agree that sustainability is now their top business priority;this is 13 percentage points higher than last year.Despite this recognition,only a small minority(26%)of organizations report tangible outcomes from their sustainability strategies.Despite the gravity of these findings,t

8、here are reasons to remain hopeful.Last year,our research identified a small group of leading organizations that had made much more significant progress with SX than had their mainstream peers.These“Change Makers”offer a blueprint for other organizations to follow.This year,we have redefined the Cha

9、nge Maker group using an even more comprehensive set of criteria.Consequently,those that qualify are outperforming their peers in a number of key areas.4The research findings support our belief that a cross-industry,data-led approach to sustainability could help our planet find its way to a brighter

10、 future,with a newfound harmony that promotes social and corporate prosperity.Over the following pages,we explore what it really means to be a Change Maker.You will also find a set of recommendations based on the Change Makers approach,to help your organization chart its course to faster SX progress

11、.Key findings from the 2024 researchThe majority(70%)of executives say SX is a top priority,but only 26%of organizations report tangible results from their sustainability strategies.This disparity even applies to“high-priority”initiatives.For example,almost half(48%)of executives see tackling climat

12、e change as a high priority,yet only 17%have achieved tangible outcomes from their efforts in this respect.81%of Change Makers have delivered tangible results from their sustainability strategies to date,which is more than four times the proportion generated by other organizations.Change Makers take

13、 a long-term view as they understand that prioritizing SX also means driving business growth.These are harmonious ambitions,not conflicting ones.Change Makers are more likely than their peers to report increased revenue and profitability over the past 12 months.Change Makers take a mature approach t

14、o data.Change Maker organizations are far more likely to have achieved the highest level of data maturity,defined as the ability to gather and analyze data from multiple sources,and use it to supercharge sustainability efforts.For instance,44%of Change Makers say they use interconnected data,combine

15、d with advanced technology,to simulate and predict future scenarios,supporting efficient decision-making processes,compared with just 12%of other organizations.Change Makers collaborate with other organizations on SX.Change Makers are 17 percentage points more likely than other organizations to work

16、 with partners both within their own industry and across other industries.Crucially,one-quarter of Change Makers participate in highly collaborative ecosystems,enabling them to share resources and data,and to create shared value around sustainability.Only 6%of other organizations have achieved this.

17、5Section 1A mixed picture on sustainability:high urgency,but slow progress6Figure 1:Urgency around sustainability has increased.Executives report an increasing sense of urgency regarding SX but they are less optimistic about their performance compared with last year.Changes in sentiment 202357%20247

18、0%202323%202445%Sustainability is our top priority for the next five yearsOur performance tracks below external sustainability targetsBase sample:2023-1000|2024-600 Although appetite for SX is growing,our research shows that only a minority of organizations(26%)are reporting tangible results from th

19、eir sustainability strategies.The global sustainability gap has reached a tipping point.Last year,61%of executives told us their organizations were“advanced”on their sustainability journey.However,fewer than one in 10 had completed major sustainability imperatives.Despite their sluggish progress,mor

20、e than half(57%)of executives said their organization was“exceeding expectations”at meeting external sustainability goals.Enthusiasm for sustainability was evidently running high but organizations had low awareness in terms of their actual progress.This year,the research reveals a deeper understandi

21、ng among survey respondents.The C-suite executives we surveyed most recently are 13 percentage point more likely to report that sustainability is their top business priority(70%overall say this).Almost half(45%)believe their organizations performance is failing to meet external sustainability target

22、s almost double the proportion that said the same last year.Considered together,these insights suggest that businesses around the globe are waking up to the scale of the sustainability challenge.Blind optimism is being replaced by a sense of urgency more than half of the executives in our latest sur

23、vey(53%)say they feel more pressure to move toward sustainability than they did last year.Figure 1:Urgency around sustainability has increased.Executives report an increasing sense of urgency regarding SX but they are less optimistic about their performance compared with last year.7of executives sur

24、veyed are not achieving outcomes from sustainability strategies.Organizations are failing to deliver the desired results on the sustainability initiatives that matterDespite the urgency around SX,less than half of the executives in our sample say their organization has implemented a sustainability s

25、trategy(42%).And only a small percentage(26%)of organizations are delivering tangible outcomes from these strategies.This sluggish pace is reflected in the 14 initiatives that are critical to making meaningful sustainability progress(as set out in Figure 2 on page 11).8Planet,Prosperity and People:T

26、he three pillars of Sustainability TransformationIn this report,we define SX as adapting your organization through digital innovation to drive positive,lasting change for our globes environment and its increasingly digitized society.Its about aligning business growth and sustainability as a way of e

27、nsuring long-term prosperity.We believe 14 key initiatives(as seen on the following page)drive SX.These can be grouped under three pillars:Planet:Reducing the harm caused to the planet,and driving regeneration.Prosperity:Building a more prosperous,inclusive digital society.People:Enhancing health an

28、d wellbeing globally.9The 14 key sustainability initiatives1.Tackling climate change 2.Recycling resources 3.Preserving water resources 4.Reducing industrial waste 5.Protecting/increasing biodiversity 6.Ensuring data security 7.Bridging the digital divide 8.Promoting IT/AI ethics 9.Promoting a posit

29、ive/healthy workplace environment and addressing labor shortages 10.Promoting responsible supply chains11.Maintaining/improving the health of employees and/or customers12.Promotion of lifetime education and reskilling13.Improving customer/consumer experience14.Showing respect for human rights10meani

30、ngful progress on 14 key initiatives across the three sustainability pillars of Planet,Prosperity and People.Execs reporting outcomes in 14 key sustainability initiativesPlanetClimate change17%Reducing waste17%Biodiversity13%Recycling resources12%Water resources12%ProsperityData security20%Workplace

31、s and labor shortages20%Digital divide17%Promoting IT/AI ethics13%Responsible supply chains10%PeopleConsumer experience21%Employee and customer health19%Human rights causes17%Education and reskilling10%Base sample:600 As seen in Figure 2,organizations across sectors are facing difficulties,with an a

32、verage of less than 20%achieving the desired outcomes of their initiatives.Despite some fluctuations,there have been minimal tangible outcomes in all 14 areas.The projects focused on Planet initiatives are proving the most problematic to progress in this respect.The initiatives under the Prosperity

33、pillar were most likely to generate positive outcomes overall.The programs that perform most strongly are:improving customer experiences,promoting healthy workplace environments,addressing labor shortages,and ensuring data security.All of these have the common intention of nurturing the wellbeing of

34、 immediate stakeholders.Arguably,all also have the scope to yield direct commercial benefits more quickly than,say,the Planet-focused sustainability initiatives.Figure 2:Few organizations are creating tangible sustainability outcomes.Only a small percentage of organizations are making meaningful pro

35、gress on 14 key initiatives across the three sustainability pillars of Planet,Prosperity and People.11prioritizing certain sustainability initiatives,very few are seeing tangible results.Priority vs progress for the 14 initiatives PlanetProsperityPeople%generating tangible outcomes(progress)%of exec

36、s rating initiative as high-priority 25%20%15%10%5%60%55%50%45%40%35%30%25%Recycling resourcesBiodiversityClimate changeDigital divideHealthy workplaceIT/AI ethicsResponsible supply chainsHuman rights causesReskillingEmployee&customer healthcarePreserving waterReducing wasteImproving CX Data securit

37、yBase sample:600 Figure 3 indicates that,despite a strong commitment to sustainability,translating enthusiasm for sustainability into tangible outcomes remains a challenge.Organizations are dedicating time and effort to enhancing customer experience,promoting healthcare for employees and customers,a

38、nd addressing climate change.Yet even efforts towards these top priorities frequently do not lead to impactful results,mirroring the challenges faced in other domains.Figure 3:Prioritization does not guarantee outcome.Although organizations are highly prioritizing certain sustainability initiatives,

39、very few are seeing tangible results.12the People and Prosperity pillars.The energy sector is the most successful at Planet initiatives.Execs per industry reporting outcomes from the 14 initiativesProsperityPlanetPeopleEnergyPlanetProsperityPeople49%29%29%ManufacturingPlanetProsperityPeople27%26%20%

40、Public sector PlanetProsperityPeople37%50%47%RetailPlanetProsperityPeople27%44%37%Financial servicesPlanetProsperityPeople22%37%29%Technology and telecomsPlanetProsperityPeople15%30%26%HealthcarePlanetProsperityPeople27%29%28%MediaPlanetProsperityPeople12%20%19%Life sciencePlanetProsperityPeople28%2

41、9%36%Transport and mobilityPlanetProsperityPeople23%33%34%Building and constructionPlanetProsperityPeople6%22%25%Base sample:600Industry lensFigure 4 reveals that the energy and utilities and public sectors are most likely to achieve sustainability outcomes,with the energy sector particularly excell

42、ing in Planet-focused projects.Meanwhile,the public sector excels in achieving outcomes in Prosperity and People initiatives.However,despite making the strongest progress,the public and energy sectors were most inclined to report that their performance lagged external benchmarks.This is not unexpect

43、ed,given the nature of these industries.They place significant importance on external evaluations that assess the impact their actions have on their focus areas.Consequently,they face immense pressure to implement sustainable changes.Figure 4:The public and energy sectors are leading by example.The

44、public sector is the most likely to produce tangible outcomes across the People and Prosperity pillars.The energy sector is the most successful at Planet initiatives.13Figure 5:Executives in the energy and public sectors have their eyes wide open to the urgency of sustainability.Public-sector organi

45、zations are most likely to say they are performing below expectations when it comes to external sustainability targets,while manufacturing organizations are least likely to saythis.Execs per industry reporting their org is behind external sustainability targets60%Public sector55%Energy54%Transport a

46、nd mobility 52%Media50%Building and construction 50%Technology and telecoms 41%Financial services41%Healthcare36%Life sciences 35%Retail25%Manufacturing Base sample:600 Figure 5:Executives in the energy and public sectors have their eyes wide open to the urgency of sustainability.Public-sector organ

47、izations are most likely to say they are performing below expectations when it comes to external sustainability targets,while manufacturing organizations are least likely to say this.14Section 2Finding a way to new value:introducing the sustainability Change Makers15Our research reveals an advanced

48、group of organizations who are more than four times as likely as their peers to deliver tangible benefits from their sustainability strategies.Central to their success is a mature approach to defining value.Despite slow progress on sustainability overall,our data also uncovered a small group that re

49、ports much stronger sustainability performance,delivering tangible outcomes in the 14 key sustainability initiatives.We call these leading organizations the“Change Makers.”They account for 11%of the total research sample and originate from 13 countries and 11 sectors.Executives from Germany contribu

50、te the biggest share of Change Makers(24%),followed by Finland,Singapore and Spain.Of the 11 sectors,the energy and healthcare sectors have the highest percentages of Change Makers.16Figure 7:Regional lens.Organizations in the US are most likely to be Change Makers.%of orgs per country that are Chan

51、ge MakersGermany24%Finland23%Singapore17%Spain17%US12%UK10%China7%Korea7%Philippines7%Thailand7%Australia6%Canada4%France3%Base sample:600 Figure 6:Industry lens.Energy and utilities organizations are most likely to be Change Makers,while transport and mobility organizations are least likely to have

52、 this status.%of orgs per industry that are Change Makers17%Energy13%Healthcare11%Financial services11%Manufacturing 11%Retail10%Public sector 8%Building and construction 6%Technology and telecoms 5%Life sciences 5%Media3%Transport and mobility Base sample:600 Who are the Change Makers?Figure 6:Indu

53、stry lens.Energy and utilities organizations are most likely to be Change Makers,while transport and mobility organizations are least likely to have this status.Figure 7:Regional lens.Organizations in Germany are most likely to be Change Makers.17Figure 9:Change Makers are well ahead of mainstream o

54、rganizations.Change Maker organizations are those organizations that have made the greatest progress on the 14 key sustainability initiatives.Change Makers vs The rest:those reporting outcomes from the 14 initiativesChange MakersThe restPlanetReducing waste52%14%Climate change42%14%Biodiversity33%10

55、%Recycling resources30%9%Water resources27%10%ProsperityWorkplaces and labor shortages59%14%Data security58%17%Digital divide42%15%Promoting IT/AI ethics40%10%Responsible supply chains32%7%PeopleConsumer experience49%19%Employee and customer health49%15%Human rights causes36%14%Education and reskill

56、ing25%9%Base sample:Change Makers=63;The rest=537Figure 8:Change Makers are on track with their SX.Change Makers are far more likely than other organizations to say they are exceeding expectations in performance against external sustainabilitytargets.How orgs are tracking against external sustainabi

57、lity targetsExceeding expectationsChange Makers70%The rest18%Below expectationsChange Makers8%The rest50%Base sample:Change Makers=63;The rest=537Figure 8:Change Makers are on track with their SX.Change Makers are far more likely than other organizations to say they are exceeding expectations in per

58、formance against external sustainability targets.Figure 9:Change Makers are well ahead of mainstream organizations.Change Maker organizations are those organizations that have made the greatest progress on the 14 key sustainability initiatives.18The vast majority of Change Makers(81%)have already ac

59、hieved tangible results from their sustainability strategies to date,compared with 19%of the general sample.100%of Change Makers are confident they will meet their sustainability objectives on time.In contrast,only 62%of organizations in the mainstream group feel the same.Where stronger sustainabili

60、ty progress has been achieved,it appears to translate into superior overall business performance.Change Makers are far more likely than other organizations to report that profit,share price and market share have increased over the past 12 months.They are also far more likely to say that their sustai

61、nability initiatives have contributed directly to revenue and profit growth(65%versus 48%).These trends demonstrate a correlation between SX and business results.Summarizing their performance against external sustainability targets,the majority of Change Makers(70%)indicate that they are exceeding e

62、xpectations,whereas only 18%,as seen in Figure 8,of mainstream organizations have this level of confidence in their progress.Across the 14 sustainability initiatives measured in our survey,a significant proportion of Change Makers(41%),on average,have already achieved tangible results,as seen in Fig

63、ure 9.In contrast,only 13%of the mainstream group,on average,have done so.For instance,42%of Change Makers have managed to achieve tangible outcomes for the Planet initiative of tackling climate change,while only 14%of mainstream organizations can say the same.19Case studyNew value creation through

64、sustainable innovation In East Africa,Diageo has introduced using biomass as fuel to build business resilience and overcome the challenge of a volatile exchange rate which affects fossil fuels.“Were using waste products from the local agricultural supply chain to power our facilities,”says Kate Gibs

65、on.“Thats giving local farmers an extra source of income,its removing the volatility and the exchange rate challenge using fossil fuels,and its also delivering significant carbon emission reductions for our business.”Diageo has already reaped the benefits from this initiative.“This isnt an investmen

66、t that will pay us back in five years time,its already delivered in year one.”Kate GibsonGlobal ESG DirectorDiageo20Case studyCreating new value and sharing it with market peersColgate-Palmolive is not ignorant of how plastic packaging can impact the environment.According to the companys Chief Susta

67、inability Officer,Ann Tracy,the world uses around 20 billion tubes of toothpaste a year.As a leader in the oral-hygiene industry,the company tackled this issue head on by developing a first-of-its-kind recyclable toothpaste tube.The tube is primarily made from high density polyethylene(HDPE),#2 plas

68、tic.Colgate-Palmolives goal is to transition its tubes globally by 2025 and,as of December 31,2023,approximately 90%of the companys toothpaste SKUs in North America have transitioned.During this transition phase,communities may not yet accept tubes for recycling.Consumers should check with their loc

69、al community programs.Colgate decided to make the technology and approach public-and to date,has shared its tube information at approximately 80 sessions with third parties,including competitors,to encourage recyclability of all tubes in practice and at scale.Building on this momentum,Tracy says tha

70、t“pleasingly,all major toothpaste manufacturers have publicly committed to transition their tube portfolios by 2025.”Ann TracyChief Sustainability OfficerColgate-Palmolive21Change Maker characteristics:What sets the leaders apart?To emulate the Change Makers success,mainstream organizations must emb

71、race the standards set by these sustainability leaders.Our research reveals that Change Makers demonstrate two defining characteristics:a focus on creating long-term value through sustainability;and the ability to form data-centric collaborations with partners both within and across industries.The C

72、hange Maker paradox:How a long-term view that looks beyond competition can unlock competitive advantageUnlike the majority of the executives surveyed,those in Change Maker organizations were far more likely to have mature,holistic motivations driving their sustainability efforts.In short,Change Make

73、rs follow a new approach to creating value:one that looks beyond self-serving financial rewards to the positive impact that the organization can make on the planet and on society.Profit is no longer the primary imperative.This long-term,mature outlook allows Change Makers to overcome the toughest ba

74、rriers blocking sustainability progress.These concerns are the high investment costs and poor ROI of sustainability projects.These are natural concerns for businesses in general,many of which remain primarily focused on financial growth and stability.But organizations should not let short-sighted fi

75、nancial motivations direct their sustainability efforts.Organizations that take a long-term,holistic approach to SX are more likely to report improved financial performance,and to agree that their sustainability initiatives are directly linked to business growth.We have dubbed this phenomenon“the Ch

76、ange Maker paradox.”22 Change Makers are more likely than other organizations to say their sustainability initiatives are motivated by a desire to make a positive impact on the environment and on society.Top drivers for sustainability initiativesChange MakersThe restStrengthening brand image63%46%Ma

77、king a positive societal impact 60%47%Reducing our impact on the planet54%44%Driving business growth52%50%Attracting investment52%51%Improving customer loyalty51%47%Increasing transparency 51%48%Improving job satisfaction51%43%Improving employee wellbeing44%48%Developing new revenue streams38%49%Str

78、engthening corporate governance35%35%Base sample:Change Makers=63;The rest=537Figure 10:Sustainability leaders focus on the greater good.Change Makers are more likely than other organizations to say their sustainability initiatives are motivated by a desire to make a positive impact on the environme

79、nt and on society.23The business and sustainability effort have to come as one and remain inseparable.What we mean by the integration of sustainability and business management is that we genuinely want to approach this on an entire value chain basis,so that we provide a positive impact to society at

80、 large.This will of course also contribute to our business.So thereby we will not only be able to enhance our corporate value,but we will be able to provide positive value to the society as well.Kayoko KondoDirector and Executive OfficerAsahi Soft Drinks Co.,Ltd.Colgate-Palmolive puts success metric

81、s in place,often based on intangible benefits for their sustainability initiatives,rather than return on investment targets.“What value means is a question we are discussing right now,”says Tracy.“Because there are many intangible successes whose impacts are harder to measure,such as employee pride.

82、”“One of the key themes we are discussing:How do we establish value behind sustainability?Because the perception is and,in some cases,its real that,when you first design a more sustainable product,it can be more expensive to make.However,we can reduce costs when we scale these products and we know t

83、hat consumers want to buy more sustainable products which helps to drive growth.”Ann TracyChief Sustainability OfficerColgate-Palmolive24Figure 11:Change Makers are intentional about SX.Change Maker organizations are more likely to say their sustainability initiatives have directly contributed to re

84、venue growth.Execs that have seen SX boost revenuesChange Makers65%The rest48%Base sample:Change Makers=63;The rest=537Organizations in general focus on the financial benefits of greater sustainability.The top motivation of the mainstream sample is to use sustainability initiatives to attract new in

85、vestment.Change Makers,in contrast,are primarily motivated by the opportunity to have a positive impact on society and the planet.Looking at their top three motivations,the majority of Change Makers(60%)focus on having a positive impact on society,and reducing impact on the planet(54%).These two pri

86、mary motivations link to the very strongest driver for Change Makers:strengthening brand reputation.Positive brand recognition will be a natural by-product of genuine dedication to improving the environment and society overall.And it appears that this holistic approach to delivering value through su

87、stainability is giving Change Makers an advantage.As seen in figure 12 on next page,across all the metrics we examined,Change Makers were more likely than other organizations to have seen growth over the past 12 months.On average,Change Makers are 15 percentage points more likely than executives in

88、non-Change Maker organizations(who are less likely to be motivated by sustainable outcomes)to report that profit,share price and market share have increased over the past 12 months.What does this mean for businesses that are struggling to make progress with sustainability initiatives?The data sugges

89、ts that placing sustainability at the heart of the business strategy isnt just an ethical decision,it also makes good business sense.Contributing to the greater good and boosting financial performance are not opposing forces,but harmonious ones.Figure 11:Change Makers are intentional about SX.Change

90、 Maker organizations are more likely to say their sustainability initiatives have directly contributed to revenue growth.25Figure 12:Better SX=better business performance in a range of areas.Change Makers outperform other organizations in all aspects of businessperformance.Growth in metrics in the p

91、ast yearChange MakersThe restCustomer satisfaction65%48%Corporate social responsibility metrics65%40%Profit60%43%Environmental performance metrics60%45%Employee satisfaction59%45%No.of product and service launches57%43%Brand value57%44%No.of new partners acquired 52%43%Workforce capability51%42%Inve

92、stor assessment rating48%36%Share price46%30%Market share44%33%Base sample:Change Makers=63;The rest=537When it comes to sustainability,data sharing works well if it generates mutual benefits.This way you get the data for yourself,but you also share it with others with the intention of improving the

93、ir business.Misiek PiskorskiDean of Asia and OceaniaIMD Business SchoolFigure 12:Better SX=better business performance in a range of areas.Change Makers outperform other organizations in all aspects of business performance.26Change Makers are leaning on the strengths of their partners and letting da

94、ta lead the way.Our research also indicates that the ability to collaborate with partners across industries,underpinned by a mature approach to data,is supercharging Change Makers SX progress.Organizations must learn from the Change Makers,and form bonds of trust and mutual dependence with other org

95、anizations.As we will see in the next chapter,data-centric collaborative efforts are essential to creating new value.Weve realized that our sustainability projects would be more successful if we put more effort into getting the data flowing from one organization to another,as it would help us make b

96、etter decisions.Markus KhnChief Strategy OfficerCity of Helsinki27Section 3Charting a course to data-driven collaboration:the heart of the Change Makers approach28of Change Makers say their ability to unlock insights from data is vital to achievingsustainability objectivesWeak collaboration across i

97、ndustries,exacerbated by flawed data strategies,is a critical barrier to sustainability progress.But Change Makers are using data to their advantage.Almost 75%of Change Makers are using data to inform their SX decisions across the board and just under 80%are using data to enhance the performance of

98、their sustainability partnerships.Our analysis indicates that the Change Makers have managed to excel in two areas where their competitors are struggling:Using data in a mature way to inform SX Engaging in data-centric partnerships with other organizations Data maturity:The lifeblood of successful S

99、ustainability Transformation As expected,Change Makers are more likely to report a high level of data maturity than are other organizations.In fact,almost half of Change Makers have achieved the highest level of data maturity,in terms of both of how they use data within their own organizations(44%),

100、and how they use it to collaborate with partners(49%).In contrast,most organizations struggle to reach advanced levels of data maturity.The majority of the mainstream sample(55%)fail to use connected data to inform decision-making in their sustainability projects.This is consistent with trends obser

101、ved in last years research:a significant portion of executives(between 87%and 48%)were not using sustainability metrics actively to track the success of the sustainability initiatives we analyzed.Moreover,this year almost half of respondents(43%)say the sustainability data required for their initiat

102、ives is absent,while 45%say they struggle to utilize the data that is available.These and other challenges are holding back the data maturity of organizations.29Figure 13:Change Makers are more advanced in using their own sustainability data.three times as likely as other organizations to have achie

103、ved the highest level of data maturity.Orgs at each maturity level of using sustainability data internally Change MakersThe restLevel 02%4%Level 16%25%Level 217%26%Level 330%32%Level 444%12%Base sample:Change Makers=63;The rest=537Use of data internallyThe five maturity levels of using sustainabilit

104、y data internally(across an organization)Level 0Organization lacks a coordinated approach to collecting and managing data pertaining to its own sustainability initiatives,or the data itself does not exist.Level 1Organization has started collecting data on some of its sustainability efforts,but most

105、of the data is not coordinated and remains in silos.Level 2Organization is taking a coordinated approach to using data in its sustainability efforts.Organization has connected data from multiple sources,but it is not being visualized and utilized as useful information.Level 3Organization is using a

106、variety of connected data,and visualizing and utilizing this data to make decisions that improve efficiency,productivity and other business value at a basic level.Level 4Organization is using interconnected data and advanced technology to create predictive scenarios,strengthening decision-making pro

107、cesses.Figure 13:Change Makers are more advanced in using their own sustainability data.Change Maker organizations are more than three times as likely as other organizations to have achieved the highest level of data maturity.30Organizations at Level 4,the highest tier of maturity,are benefitting gr

108、eatly from removing their data silos and connecting multiple data sources.And,with the help of advanced technologies,these coordinated approaches to managing sustainability data not only provide visibility into how initiatives are currently performing,but can also allow business leaders to forecast

109、future events.For instance,Internet of Things(IoT)technology is helping a Czechia-based brewery to navigate the potential impact of climate change on its business.Plzesk Prazdroj harnesses data insights from IoT sensors attached to the hops used in beer production,in collaboration with Asahi Group a

110、nd other external partners.Data on current hop health,coupled with rain forecast data and other predictions on temperature fluctuations,helps farmers decide on how to best care for the hops to ensure optimal growth.These insights can even help preserve hop yields during drought conditions,which are

111、occurring more frequently due to climate change.Kayoko Kondo,Director and Executive Officer,Asahi Soft Drinks says:“Through this project,we have placed the so-called hop ECG sensors directly onto the hop plants.These sensors provide us with unique information that tells us what the plants need.The c

112、onnected app can predict yield and quality of hops based on historical data.Farmers can also enter their target yield and quality of hops,and the app will tell them what they need to do to achieve that.”As seen in the case above,when separate data sources are connected,organizations can make smarter

113、 decisions as they have a more detailed view of the various factors at play in the situation at hand.By having a better view of the full picture,organizations can make more well-rounded decisions pertaining to their sustainability initiatives.Access to new data sources is a key benefit of collaborat

114、ing on sustainability projects.With the 31Figure 14:Change Makers lean on their partners.Change Maker organizations are more likely to collaborate on sustainability initiatives than the rest of the sample.Degree of collaboration for sustainability initiativesChange MakersThe restLevel 0:We are highl

115、y autonomous and we dont tend to collaborate with other organizations0%4%Level 1:We have formed some ad-hoc collaborations with other organizations,but they arent strategic/formalized6%15%Level 2:We have formed some strategic/formalized industry or community partnerships,and are open to forming more

116、 in future24%49%Level 3:In addition to forming strategic industry or community partnerships,we have also formed some strategic cross-industry partnerships 44%27%Level 4:Our organization has formed highly collaborative ecosystems with other organizations,that enable us to share resources and/or data,

117、and to create shared value25%6%Base sample:Change Makers=63;The rest=537recent progress in advanced technologies such as AI and quantum computing,the potential to derive valuable insights from increasingly large datasets is limitless.Change Makers gain a significant advantage by placing data at the

118、heart of their SX initiatives.Stronger together:Data-centric collaboration is vital for sustainability progressThe majority of the Change Makers in our sample report a high level of collaboration maturity.In practical terms,sustainability collaborations involve multiple organizations pooling resourc

119、es,and sharing expertise and data insights.The discoveries generated from working together can inform organizations efforts to overcome barriers and innovate to achieve their sustainability goals.Figure 14:Change Makers lean on their partners.Change Maker organizations are more likely to collaborate

120、 on sustainability initiatives than the rest of the sample.32Almost half of the Change Maker group(44%)have formed strategic partnerships both within and across industries,while one in four is operating in highly collaborative ecosystems,allowing them to create shared value around sustainability ini

121、tiatives(versus just 27%and 6%,respectively,of other organizations).Forming these ecosystems maximizes societal benefits while minimizing business risk.Good access to data together with machine learning will enable our education,healthcare,environment,culture,leisure and sports sectors to predict th

122、eir service needs better without undergoing major organizational transformations.Doing so can improve the speed and level of decision making and provide these sectors with better tools for making and analyzing the impact of their services.Thats where I see the most potential in the coming years.Mark

123、us Khn Chief Strategy Officer City of Helsinki33Figure 15:Change Makers are putting data at the center of their sustainability partnerships.The relative majority of Change Makers are at the highest level of maturity when it comes to using data in sustainability partnerships.Orgs at each maturity lev

124、el of sharing sustainability data externally Change MakersThe restLevel 03%3%Level 16%13%Level 211%31%Level 330%30%Level 449%23%Base sample:Change Makers=63;The rest=537Use of data externally The five maturity levels of using sustainability data with external partners(within and across industries)Le

125、vel 0Organization does not have a coordinated approach to collecting,managing or utilizing data in its sustainability collaborations,or the data itself does not exist.Level 1Organization has started collecting data on some sustainability efforts,but most data is not coordinated enough for use in its

126、 partnerships and remains in silos.Level 2Organization is taking a coordinated approach to using data in its sustainability efforts.Organization has connected data from multiple sources,but it is not being visualized and utilized as useful information.Level 3Organization is using a variety of connec

127、ted data to enhance its sustainability partnerships.Organization is visualizing and utilizing this data to make decisions that improve efficiency,productivity and other business value at a basic level.Level 4Organization is using interconnected data and advanced technologies in its partnerships with

128、 other organizations to create predictive scenarios,strengthening decision-making processes.Figure 15:Change Makers are putting data at the center of their sustainability partnerships.The relative majority of Change Makers are at the highest level of maturity when it comes to using data in sustainab

129、ility partnerships.34As seen in Figure 14 Change Makers are more likely to be leveraging collaborations.Sustainability initiatives are often multi-faceted and require diverse expertise.Cross-industry partnerships can help access the range of skills,resources and knowledge required to navigate sustai

130、nability dynamics.The high levels of collaboration and data maturity displayed by Change Makers,and public-sector organizations overall,set them apart.Most organizations struggle to collaborate on sustainability initiatives so a rapid increase in this capability will be vital in order to make an imp

131、act on a global scale.For example,more than half of executives(51%)cite poor collaboration among stakeholders as a barrier to SX,while 42%cite the lack of a clear or shared strategy with business partners.To accelerate their SX progress,it is essential that organizations commit to overcoming collabo

132、ration and data challenges.Our research confirms that organizations involved in data-led sustainability partnerships make greater progress Data sharing is absolutely essential for us throughout our supply and value chain because it is essential in helping us reduce CO2 emissions with regards to Scop

133、e 3.We need our suppliers,whether thats packaging or raw materials,to collaborate with us so that we can all be Scope 3 compliant.Kayoko KondoDirector and Executive Officer Asahi Soft Drinks Co.,Ltd.35on their SX journeys.They are also more likely to report stronger financial performance.This is due

134、 to the fact that collaboration allows organizations to draw on each others strengths,delivering more effective outcomes in a shorter time frame.The most sophisticated data-centric sustainability collaborations(Level 4)are formed in digitally driven ecosystems.Such ecosystems involve,for example,sha

135、ring data across the supply chain to reduce carbon footprint,or to innovate more sustainable products and services.These digital ecosystems are built on collaborative infrastructures that enable the integration,exchange and analysis of data from multiple sources.These sources can be locally distribu

136、ted,such as partners in a local region or business network,or globally distributed across industries,sectors,countries or continents.Digitally enabled data ecosystems allow organizations to expand beyond the frontiers of their own organization and take their efforts to the next level.The public-priv

137、ate partnership behind the Boeing Cascade Climate Impact Model is a strong example of a collaborative digital ecosystem that creates new value through data sharing.Boeing works closely with the Cascade User Community founding members International Air Transport Association(IATA),NASA,University of C

138、ambridges Aviation Impact Accelerator and the MIT Laboratory for Aviation and the Environment.The Community provides feedback on new features,functionalities and application programming interfaces.Cascade is a public,data-sharing tool designed to help stakeholders in the aerospace industry make more

139、 informed decisions around reducing their carbon footprints.Organizations can access data and explore different decarbonization pathways such as fleet renewal,sustainable aviation fuels,electric-battery technology as well as understand the impact of the energy lifecycle.“For instance,98%of hydrogen

140、today is not green,”says Brian Moran,Chief Sustainability Officer,The Boeing Company.“So,if we had hydrogen flights,36Figure 16:Organizations are more advanced at sharing their own organizations.Use of sustainability data(level 4)Use of sustainability data within our orgInternalChange Makers44%The r

141、est12%Sharing sustainability data externally to other orgsExternalChange Makers49%The rest23%Base sample:Change Makers=63;The rest=537certain questions would arise,such as,What are the life-cycle emissions of that hydrogen?We created this tool to answer such questions,as well as share data and persp

142、ectives and initiate discussions with regulators and customers.”A skills gap around utilizing data internally vs externally When comparing the maturity of internal and external data use,an interesting trend emerges across the organizations surveyed.Overall,organizations are more likely to be advance

143、d at sharing sustainability data with external partners than using their own sustainability data internally.And,while Change Makers excel in utilizing internal data,they,too,succumb to this trend.A likely contributing factor here is the requirements for carbon tracking through supply chains,which fo

144、rce organizations to collaborate and share data with less advanced organizations that are nevertheless able to learn from the more mature stakeholders in the chain.Organizations may be more attracted to investing in sharing data externally because there are more significant benefits up for grabs.Eff

145、ort and funds expended on sharing siloed data within an organization are only likely to lead to greater efficiency and cost reductions.Data collaboration,however,between organizations increases data value exponentially through cross-referencing and has more potential to create new value.For many bus

146、inesses,achieving high maturity in collaboration and data use can seem an impossible challenge.However,as we will see in the next section,following the blueprint set by the Change Maker organizations can strengthen capabilities across these two areas.Figure 16:Organizations are more advanced at shar

147、ing data externally(with other organizations)than internally (across their own enterprise).All organizations including the Change Makers seem more adept at using data for sustainability efforts across industries,rather than within their own organizations.37Figure 17:The public sector is more collabo

148、rative than the private sector.Public-sector organizations are most likely to have formed highly collaborative ecosystems,while life sciences organizations are least likely to have done this.Execs per industry reporting their org has advanced maturity in sharing data with external partners(level 4)P

149、ublic sector 46%Energy35%Retail33%Healthcare32%Technology and telecoms 27%Financial services 25%Building and construction 24%Transport and mobility 22%Media18%Manufacturing 18%Life sciences 8%Base sample:600 Figure 1 7:The public sector is more collaborative than the private sector.Public-sector org

150、anizations are most likely to have formed highly collaborative ecosystems,while life sciences organizations are least likely to have done this.38Section 4The four steps to becoming a Change MakerTo attain the standards set by the Change Makers,we recommend that organizations focus on accelerating th

151、eir SX journeys by following these four steps39Step 1:Define your organizations purpose and set clear goalsDevelop your purpose and chart a course towards creating new value.Ask yourself:does your organization have a purpose that is clearly defined and understood by every individual within?SX initia

152、tives often demand considerable investments,yet its evident that Change Makers are managing to balance organizational growth with sustainability by focusing on SX with a forward-looking approach.The first step to becoming a Change Maker is to adopt a long-term view of the value derived from SX.This

153、requires clearly defining your companys role,value,and contributions to society to craft your purpose.It is equally crucial that this purpose is understood and embraced by every employee.Having an organizational purpose focused on realizing this mission enables setting goals that extend beyond short

154、-term financial figures to encompass broader societal value and contributions.40Step 2:Create and execute an end-to-end SX strategyTranslate purpose into action.Delivering SX requires you to make plans that align your purpose and your business goals.Develop strategies that take you beyond the short-

155、term business period,that focus on longer-term outcomes like positive impact to the environment and to society.Identify priorities that contribute to new value creation and growth.Integrate financial and non-financial perspectives.An end-to-end SX strategy must consider both financial impacts and th

156、e broader,non-financial effects of its implementation.Financially,this entails looking at business domains like IT,R&D,and human resources,to determine how these contribute to the business model and the creation of new value.Non-financial outcomes,such as reduced environmental footprints,enhanced br

157、and reputation,and improved well-being for people should also be targeted.Key non-financial metrics to consider would include customer satisfaction,employee engagement,advancement in digital transformation(DX)initiatives,and reductions in greenhouse gas(GHG)emissions.Bringing these together into an

158、end-to-end SX strategy will give you a strong foundation,allowing you to move in the right direction and deliver on these goals.41Step 3:Upgrade your own data maturity(internal)Harness your organizations own dataeffectively.Organizations must commit to collecting appropriate,high-quality data.Routin

159、e data-hygiene audits are useful to ensure ongoing integrity.Identifying weak points will allow you to embed quality-control measures to ensure data is correctly formatted,standardized and stored cleanly,and protected with robust cyber security systems.Turn insight into action.Once you have a founda

160、tion of reliable data to build on,you can develop detailed insights into your business processes.These visualization exercises can even be enhanced using AI systems to create simulation models that can create and test predictive scenarios.The data insights can then be used to refine processes and mo

161、nitor your organizations progress against its sustainability goals.This transparency will give your business leaders more accuracy in adjusting initiatives as required.Many businesses are already using simulation models to inform their decisions related to resource allocation,energy usage,inventory

162、levels,environmental conditions,and customer trends.42Step 4:Collaborate with others in a data-centric way(external)Participate in data-driven partnerships.Here is where the hard work you put into enhancing your own data infrastructure will be rewarded.By strengthening your own data practices and da

163、ta quality,your organization will be in a position to collaborate with others in a more sophisticated way.You will enjoy greater scope for sharing and combining data with your partners.A rich network of data sources will also enhance your data-visualization capabilities,so you can make wiser sustain

164、ability decisions.Follow a clear data framework.To collaborate in a data-centric way,Change Makers recommend using a common and clear data framework.This will provide a metric and tracking tool for success across the partnership.43Section 5How Fujitsu can help44As the research shows,Change Makers de

165、monstrate that contributing to the greater good and boosting profit neednt be conflicting priorities.Rather,they can work together to create new business value.At the heart of this approach are data and collaboration.Digital capabilities,through to the more sophisticated systems powered by the likes

166、 of AI and quantum computing,are,therefore,key to enabling sustainability and unlocking new value.But,even though most organizations recognize the importance of sustainability,many are struggling to make meaningful progress.As a technology organization,we recognize our responsibility to help all org

167、anizations become Change Makers in their own right.To do so,we are focusing our efforts on the three sustainability pillars:Planet,Prosperity and People.These are areas where Fujitsu Uvance is applying digital solutions to enable our customers to achieve tangible results in their sustainability effo

168、rts.The next few pages show some examples of how we are doing this.45PlanetProviding the tools to manage ESGGrowing regulatory requirements and calls for transparency around planet conservation and climate change have made economic,social and governance(ESG)management an urgent priority for organiza

169、tions.To manage environmental impact successfully(e.g.,by reducing carbon footprint or reaching net zero targets),organizations must be able to:Visualize,analyze,and optimize potential barriers and risks based on broad cross-organizational data.Develop strategy around managing environmental impact a

170、cross partnerships and supply chains.Fujitsu Uvance plays a key role in supporting organizations in their ESG management by consolidating and centralizing data from various sources.Centralized data provides a clear,real-time view of potential risks and focus areas.It also enables organizations to bu

171、ild simulations,making room for experimentation and improving decision-making related to Planet initiatives.Based on data insights and industry expertise,Fujitsu Uvance also gives recommendations on how organizations should optimize their ESG measures to create business models that are both competit

172、ive and environmentally friendly.Case studyAccess customer storyTownship of BarsbttelVisualizing,analyzing,and improving energy consumption at public facilities in Barsbttel,Germany,to achieve highest energy efficiency46ProsperityPromoting responsible supply chainsOrganizations are under pressure to

173、 deliver supply chain transparency and visibility.A new generation of consumers expects organizations to source and manufacture products responsibly,minimizing impact on the environment,and ensuring they do not exploit their workforce in any way.At the same time,growing economic and geopolitical tur

174、moil in recent years has exacerbated supply-chain vulnerability.These factors leave organizations asking:How can we successfully mitigate the various risks at play?How can we ensure that our supply-chain partners meet rising standards?Fujitsu centrally manages and visualizes data across the entire s

175、upply chain to help simulate and predict risks such as disasters and changes in market needs.This is made possible by connecting and harnessing data across the ecosystem partners.We then use insights gleaned from the data to propose the measures necessary to achieve optimal outcomes.This intelligenc

176、e helps organizations cut their reaction times when problems arise,so they can intervene quickly and minimize damage to supply chain integrity.Here,Fujitsu Uvances capabilities with real-time data-sharing help reduce losses and improve decision-making processes.Case studyAccess press releaseWBCSDCol

177、laborating with other companies and visualizing CO2 emissions throughout the supply chain towards net zero,in WBCSDs PACT Program.47PeopleEnabling universal healthcareThere are still many places in the world where patients struggle to access specialist healthcare and expertise.Moreover,healthcare pr

178、actitioners often find themselves burdened by administrative tasks when they should be focusing on treating patients.But,when used in the right way,digital systems can:Help individuals and employees access the care they need to boost quality of life and wellbeing.Support healthcare staff by shoulder

179、ing administrative tasks and providing analytics that can fast-track decision-making.Under an effective data-management regime,which respects data ownership at all times,personal data can be aggregated and filtered to provide recommendations for building the optimal healthcare system.The goal is to

180、create a safe and secure society in which people can live affluent lives by making predictions based on individual purchase data and proposing products that are beneficial to their health.In this way,Fujitsu Uvance enables healthcare organizations to optimize their customer service through personali

181、zed patient experiences.It also supports healthcare staff through centralized data processes and the use of AI visualization tools.Case studyAccess press releaseSapporo Medical UniversityCollecting and utilizing personal health data to improve the quality of community health care and to realize pers

182、onalized medical care.48MethodologyAbout the total sample of respondentsThis study,commissioned by Fujitsu and conducted by FT Longitude,a Financial Times company,is based on a survey of 600 C-suite executives from 15 countries.The demographics of the survey sample are shown below.The survey was car

183、ried out over a four-week period between November to December 2023.There are representatives from across 11 industries:building and construction,energy,financial services,healthcare,manufacturing,life sciences,media,mobility,public sector,tech and telecoms,and retail.The entire sample is composed of

184、 senior leadership,with all respondents sitting at C-level.In terms of the size of the organizations they work for,annual revenues sit above$500 million.As well as the survey research,we conducted one-on-one interviews with a number of senior executives and experts,whose insights are featured in thi

185、s report.Our thanks go to everyone who contributed.About the Change MakersThe Change Makers are the organizations in our survey that have made the greatest progress in delivering their SX initiatives.We have isolated this leader group based on how they respond to a selection of questions related to

186、SX that were included in the survey.These qualifying questions measured level of SX maturity,degree of progress in the 14 sustainability initiatives,and maturity of attitudes and mindsets towards sustainability.Change Makers account for 11%of the total sample.*Rounding to the correct number of decim

187、al places can cause the total to be slightly different from 100%.49CountriesUS25%Australia8%Canada8%Germany8%UK8%France7%China5%Finland5%Japan5%Singapore5%Spain5%Korea3%New Zealand3%Philippines3%Thailand3%Industries Architecture9%Banking/Financial Services9%Healthcare9%Life sciences9%Manufacturing9%

188、Media9%Mobility(Transport and Automotive)9%Public Sector9%Retail9%Technology and Telecoms9%Resources/Energy9%50Total revenue size in USD49%$500999.99 million34%$14.99 billion17%$5 billion or moreNumber of years in operation36%1020 years60%20 years+4%310 yearsRespondents by roleChief Operating Office

189、r15%Chief Sustainability Officer14%Chief Financial Officer14%Chief Strategy Officer8%Chief Human Resources Officer7%Chief Risk Officer6%Chief Information Officer6%Chief Marketing Officer5%Chief Product Officer4%Chief Digital Officer4%Chief Data Officer4%Chief Technology Officer3%Chief Analytics Offi

190、cer3%Chief Revenue Officer2%Chief Compliance Officer2%Chief Administrative Officer2%Chief Executive Officer1%51 Fujitsu 2024.All rights reserved.Fujitsu and Fujitsu logo are trademarks of Fujitsu Limited registered in many jurisdictions worldwide.Other product,service and company names mentioned herein may be trademarks of Fujitsu or other companies.This document is current as of the initial date of publication and subject to be changed by Fujitsu without notice.This material is provided for information purposes only and Fujitsu assumes no liability related to its use.