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In this section, we provide a table comparing information on this report to the guidelines of Global Reporting Initiative, entitled “Sustainability Reporting Guidelines 2006.” |
| N/A | “Not applicable” means that Fuji Xerox's Sustainability Report has no information that corresponds to the indicator involved. | ||
| × | “×” indicates that Fuji Xerox's Sustainability Report 2008 has no information that corresponds to the indicator involved. | ||
| G3 Disclosure | Description | Page in this Report |
|---|---|---|
| 1.Strategy & Profile | ||
| 1.1 | Statement from the most senior decision-maker of the organization (e.g., CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and its strategy. The statement should present the overall vision and strategy for the short-term, medium-term (e.g., 3-5 years), and long-term, particularly with regard to managing the key challenges associated with economic, environmental, and social performance. The statement should include:* Strategic priorities and key topics for the short/medium-term with regard to sustainability, including respect for internationally agreed standards and how they relate to long-term organizational strategy and success;* Broader trends (e.g., macroeconomic or political) affecting the organization and influencing sustainability priorities;* Key events, achievements, and failures during the reporting period;* Views on performance with respect to targets; * Outlook on the organization's main challenges and targets for the next year and goals for the coming 3-5 years; and * Other items pertaining to the organization's strategic approach. | Top Management's Commitment |
| 1.2 | Description of key impacts, risks, and opportunities. The reporting organization should provide two concise narrative sections on key impacts, risks, and opportunities. Section One should focus on the organization's key impacts on sustainability and effects on stakeholders, including rights as defined by national laws and relevant internationally agreed standards. This should take into account the range of reasonable expectations and interests of the organization's stakeholders. This section should include: * A description of the significant impacts the organization has on sustainability and associated challenges and opportunities. This includes the effect on stakeholders' rights as defined by national laws and the expectations in internationally-agreed standards and norms; * An explanation of the approach to prioritizing these challenges and opportunities; * Key conclusions about progress in addressing these topics and related performance in the reporting period. This includes an assessment of reasons for underperformance or over-performance; and * A description of the main processes in place to address performance and/or relevant changes. Section Two should focus on the impact of sustainability trends, risks, and opportunities on the long-term prospects and financial performance of the organization. This should concentrate specifically on information relevant to financial stakeholders or that could become so in the future. Section Two should include the following: * A description of the most important risks and opportunities for the organization arising from sustainability trends; * Prioritization of key sustainability topics as risks and opportunities according to their relevance for long-term organizational strategy, competitive position, qualitative, and (if possible) quantitative financial value drivers; * Table(s) summarizing: o Targets, performance against targets, and lessons-learned for the current reporting period; o Targets for the next reporting period and mid-term objectives and goals (i.e., 3-5 years) related to key risks and opportunities. * Concise description of governance mechanisms in place to specifically manage these risks and opportunities, and identification of other related risks and opportunities. | Risk Management Corporate Governance |
| G3 Disclosure | Description | Page in this Report |
|---|---|---|
| 2.Organizational Profile | ||
| 2.1 | Name of the organization. | Corporate Profile |
| 2.2 | Primary brands, products, and/or services. The reporting organization should indicate the nature of its role in providing these products and services, and the degree to which it utilizes outsourcing. | Corporate Profile |
| 2.3 | Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures. | Corporate Profile |
| 2.4 | Location of organization's headquarters. | Corporate Profile |
| 2.5 | Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report. | Corporate Profile |
| 2.6 | Nature of ownership and legal form. | Relationships with Shareholders and Investors |
| 2.7 | Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries). | Corporate Profile |
| 2.8 | Scale of the reporting organization, including: * Number of employees; * Net sales (for private sector organizations) or net revenues (for public sector organizations); * Total capitalization broken down in terms of debt and equity (for private sector organizations); and * Quantity of products or services provided. In addition to the above, reporting organizations are encouraged to provide additional information, as appropriate, such as:* Total assets;* Beneficial ownership (including identity and percentage of ownership of largest shareholders); and * Breakdowns by country/region of the following: o Sales/revenues by countries/regions that make up 5 percent or more of total revenues; o Costs by countries/regions that make up 5 percent or more of total revenues; and o Employees. | Main Achievements |
| 2.9 | Significant changes during the reporting period regarding size, structure, or ownership including: * The location of, or changes in operations, including facility openings, closings, and expansions; and * Changes in the share capital structure and other capital formation, maintenance, and alteration operations (for private sector organizations). | Relationships with Shareholders and Investors |
| 2.10 | Awards received in the reporting period. | Recognition by Society |
| G3 Disclosure | Description | Page in this Report |
|---|---|---|
| 3.Report Parameters | ||
| REPORT PROFILE | ||
| 3.1 | Reporting period (e.g., fiscal/calendar year) for information provided. | Editorial Policy |
| 3.2 | Date of most recent previous report (if any). | Editorial Policy |
| 3.3 | Reporting cycle (annual, biennial, etc.) | Editorial Policy |
| 3.4 | Contact point for questions regarding the report or its contents. | Editorial Policy |
| REPORT SCOPE AND BOUNDARY | ||
| 3.5 | Process for defining report content, including: * Determining materiality; * Prioritizing topics within the report; and * Identifying stakeholders the organization expects to use the report. Include an explanation of how the organization has applied the 'Guidance on Defining Report Content' and the associated Principles. | Editorial Policy Relationships with Stakeholders |
| 3.6 | Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance. | Editorial Policy Corporate Profile |
| 3.7 | State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of scope). If boundary and scope do not address the full range of material economic, environmental, and social impacts of the organization, state the strategy and projected timeline for providing complete coverage. | Editorial Policy |
| 3.8 | Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations. | N/A |
| 3.9 | Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report. Explain any decisions not to apply, or to substantially diverge from, the GRI Indicator Protocols. | Self evaluation of CSR promotion Midterm Objectives of Environmental Business |
| 3.10 | Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g.,mergers/acquisitions, change of base years/periods, nature of business, measurement methods). | N/A |
| 3.11 | Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. | N/A |
| GRI CONTENT INDEX | ||
| 3.12 | Table identifying the location of the Standard Disclosures in the report. Identify the page numbers or web links where the following can be found: * Strategy and Analysis 1.1 - 1.2; * Organizational Profile 2.1 - 2.10; * Report Parameters 3.1 - 3.13; * Governance, Commitments, and Engagement 4.1 - 4.17; * Disclosure of Management Approach, per category; * Core Performance Indicators; * Any GRI Additional Indicators that were included; and * Any GRI Sector Supplement Indicators included in the report. | GRI Guidelines |
| ASSUARANCE | ||
| 3.13 | Policy and current practice with regard to seeking external assurance for the report. If not included in the assurance report accompanying the sustainability report, explain the scope and basis of any external assurance provided. Also explain the relationship between the reporting organization and the assurance provider(s). | Third Party Opinions |
| G3 Disclosure | Description | Page in this Report |
|---|---|---|
| 4.Governance, Commitments, and Engagement | ||
| GOVERNANCE | ||
| 4.1 | Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight. Describe the mandate and composition (including number of independent members and/or non-executive members) of such committees and indicate any direct responsibility for economic, social, and environmental performance. | Corporate Governance |
| 4.2 | Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organization's management and the reasons for this arrangement). | Corporate Governance |
| 4.3 | For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members. State how the organization defines 'independent' and 'non-executive'. This element applies only for organizations that have unitary board structures. See the glossary for a definition of 'independent'. | Securities Report |
| 4.4 | Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. Include reference to processes regarding: * The use of shareholder resolutions or other mechanisms for enabling minority shareholders to express opinions to the highest governance body; and * Informing and consulting employees about the working relationships with formal representation bodies such as organization level 'work councils', and representation of employees in the highest governance body. Identify topics related to economic, environmental, and social performance raised through these mechanisms during the reporting period. | Corporate Governance |
| 4.5 | Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization's performance (including social and environmental performance). | Corporate Governance |
| 4.6 | Processes in place for the highest governance body to ensure conflicts of interest are avoided. | Corporate Governance |
| 4.7 | Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization's strategy on economic, environmental, and social topics. | Corporate Governance |
| 4.8 | Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation.Explain the degree to which these: * Are applied across the organization in different regions and department/units; and * Relate to internationally agreed standards. | Ideas and Philosophy Visions and Strategy |
| 4.9 | Procedures of the highest governance body for overseeing the organization's identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles. Include frequency with which the highest governance body assesses sustainability performance. | United Nations Global Compact Fuji Xerox CSR |
| 4.10 | Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance. | Fuji Xerox CSR |
| COMMITMENTS TO EXTERNAL INITIATIVES | ||
| 4.11 | Explanation of whether and how the precautionary approach or principle is addressed by the organization. Article 15 of the Rio Principles introduced the precautionary approach. A response to 4.11 could address the organization's approach to risk management in operational planning or the development and introduction of new products. | Efforts on global warming control products Efforts at development/production sites Other efforts |
| 4.12 | Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. Include date of adoption, countries/operations where applied, and the range of stakeholders involved in the development and governance of these initiatives (e.g., multi-stakeholder, etc.). Differentiate between non-binding, voluntary initiatives and those with which the organization has an obligation to comply. | United Nations Global Compact |
| 4.13 | Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization: * Has positions in governance bodies; * Participates in projects or committees; * Provides substantive funding beyond routine membership dues; or * Views membership as strategic. This refers primarily to memberships maintained at the organizational level. | Editorial Policy |
| STAKEHOLDER ENGAGEMENT | ||
| 4.14 | List of stakeholder groups engaged by the organization. Examples of stakeholder groups are: * Communities; * Civil society; * Customers; * Shareholders and providers of capital; * Suppliers; and * Employees, other workers, and their trade unions. | Relationships with Stakeholders |
| 4.15 | Basis for identification and selection of stakeholders with whom to engage. This includes the organization's process for defining its stakeholder groups, and for determining the groups with which to engage and not to engage. | Relationships with Stakeholders |
| 4.16 | Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. This could include surveys, focus groups, community panels, corporate advisory panels, written communication, management/union structures, and other vehicles. The organization should indicate whether any of the engagement was undertaken specifically as part of the report preparation process. | Employee morale survey Engagements with main business partners Labor-management relations |
| 4.17 | Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. | Employee morale survey Engagements with main business partners |
| G3 Disclosure | Description | Page in this Report |
|---|---|---|
| 5.Management Approach and Performance Indicators | ||
| Economic | ||
| Disclosure on Management Approach | Securities Report | |
| ASPECT:ECONOMIC PERFORMANCE | ||
| EC1 | Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments.(Core) | Corporate Profile Support to next generation Preservation of global environment |
| EC2 | Financial implications and other risks and opportunities for the organization's activities due to climate change. (Core) | × |
| EC3 | Coverage of the organization's defined benefit plan obligations. (Core) | × |
| EC4 | Significant financial assistance received from government. (Core) | N/A |
| ASPECT:MARKET PRESENCE | ||
| EC5 | Range of ratios of standard entry level wage compared to local minimum wage at significant locations of operation. (Additional) | × |
| EC6 | Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation. (Core) | Relationships with business partners |
| EC7 | Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation. (Core) | Employment and working environment Efforts on diversity |
| ASPECT:INDIRECT ECONOMIC IMPACTS | ||
| EC8 | Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement. (Core) | Support to next generation Preservation of global environment |
| EC9 | Understanding and describing significant indirect economic impacts, including the extent of impacts. (Additional) | × |
| Environmental | ||
| Disclosure on Management Approach | Environmental Management | |
| ASPECT:MATERIALS | ||
| EN1 | Materials used by weight or volume. (Core) | Overview of environmental impact |
| EN2 | Percentage of materials used that are recycled input materials. (Core) | Overview of environmental impact |
| ASPECT:ENERGY | ||
| EN3 | Direct energy consumption by primary energy source. (Core) | Overview of environmental impact Site Data |
| EN4 | Indirect energy consumption by primary source. (Core) | Efforts on global warming control products Efforts on logistics |
| EN5 | Energy saved due to conservation and efficiency improvements. (Additional) | Efforts on logistics |
| EN6 | Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives. (Additional) | Efforts on global warming control products |
| EN7 | Initiatives to reduce indirect energy consumption and reductions achieved. (Additional) | Initiatives in reducing environmental load > Efforts on global warming control |
| ASPECT:WATER | ||
| EN8 | Total water withdrawal by source. (Core) | Overview of environmental impact Reduction of water consumption at production sites Site Data |
| EN9 | Water sources significantly affected by withdrawal of water. (Additional) | Reduction of water consumption at production sites |
| EN10 | Percentage and total volume of water recycled and reused. (Additional) | × |
| ASPECT:BIODIVERSITY | ||
| EN11 | Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas. (Core) | × |
| EN12 | Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas. (Core) | × |
| EN13 | Habitats protected or restored. (Additional) | × |
| EＮ14 | Strategies, current actions, and future plans for managing impacts on biodiversity. (Additional) | Preserve ecosystem and biologic diversity |
| EN15 | Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk. (Additional) | × |
| ASPECT:EMISSIONS,EFFLUENTS,AND WASTE | ||
| EN16 | Total direct and indirect greenhouse gas emissions by weight. (Core) | Overview of environmental impact Site Data Midterm plan of Environmental Business |
| EN17 | Other relevant indirect greenhouse gas emissions by weight. (Core) | Overview of environmental impact Site Data |
| EN18 | Initiatives to reduce greenhouse gas emissions and reductions achieved. (Additional) | Efforts on global warming control products Efforts at development/production sites Efforts on logistics Other efforts Efforts at office sites |
| EN19 | Emissions of ozone-depleting substances by weight. (Core) | Efforts at development/production sites |
| EN20 | NOx, SOx, and other significant air emissions by type and weight. (Core) | Overview of environmental impact Site Data Initiatives in reducing chemicals risks |
| EN21 | Total water discharge by quality and destination. (Core) | Site Data |
| EN22 | Total weight of waste by type and disposal method. (Core) | Overview of environmental impact Initiatives in reducing wastes in office Efforts on resource preservation products |
| EN23 | Total number and volume of significant spills. (Core) | Initiatives in reducing chemicals risks |
| EN24 | Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally. (Additional) | × |
| EN25 | Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting organization's discharges of water and runoff. (Additional) | × |
| ASPECT:PRODUCTS AND SERVICES | ||
| EN26 | Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation. (Core) | Goals and results Reduce environmental load in customers' offices Efforts on global warming control products |
| EN27 | Percentage of products sold and their packaging materials that are reclaimed by category. (Core) | Initiatives in planning/design/procurement Initiatives in collection/production |
| ASPECT:COMPLIANCE | ||
| EN28 | Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations. (Core) | N/A |
| ASPECT:TRANSPORT | ||
| EN29 | Significant environmental impacts of transporting products and other goods and materials used for the organization's operations, and transporting members of the workforce. (Additional) | Efforts on development/production |
| ASPECT:OVERALL | ||
| EN30 | Total environmental protection expenditures and investments by type. (Additional) | Environmental Accounting |
| Social : Labor Practices and Decent Work | ||
| Disclosure on Management Approach | Relationships with Employees | |
| ASPECT:EMPLOYMENT | ||
| LA1 | Total workforce by employment type, employment contract, and region. (Core) | Employment and working environment |
| LA2 | Total number and rate of employee turnover by age group, gender, and region. (Core) | Employee morale survey |
| LA3 | Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations. (Additional) | Work time and holidays |
| ASPECT:LABOR/MANAGEMENT RELATIONS | ||
| LA4 | Percentage of employees covered by collective bargaining agreements. (Core) | Labor-management relations |
| LA5 | Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements. (Core) | Labor-management relations |
| ASPECT:OCCUPATIONAL HEALTH AND SAFETY | ||
| LA6 | Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs. (Additional) | Safety and Health |
| LA7 | Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region. (Core) | Safety and Health |
| LA8 | Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases. (Core) | Labor-management relations Safety and Health |
| LA9 | Health and safety topics covered in formal agreements with trade unions. (Additional) | Safety and Health |
| ASPECT:TRAINING AND EDUCATION | ||
| LA10 | Average hours of training per year per employee by employee category. (Core) | Support career development HR System |
| LA11 | Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings. (Additional) | Efforts on diversity Support career development HR System |
| LA12 | Percentage of employees receiving regular performance and career development reviews. (Additional) | Support career development HR System |
| ASPECT:DIVERSITY AND EQUAL OPPORTUNITY | ||
| LA13 | Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity. (Core) | Labor-management relations Efforts on diversity |
| LA14 | Ratio of basic salary of men to women by employee category. (Core) | × |
| Social : Human Rights | ||
| Disclosure on Management Approach | Relationships with Employees Relationships with business partners |
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| ASPECT:INVESTMENT AND PROCUREMENT PRACTICES | ||
| HR1 | Percentage and total number of significant investment agreements that include human rights clauses or that have undergone human rights screening. (Core) | Purchasing Ethics |
| HR2 | Percentage of significant suppliers and contractors that have undergone screening on human rights and actions taken. (Core) | Engagements with main business partners |
| HR3 | Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained. (Additional) | Initiatives for human rights |
| ASPECT:NON-DISCRIMINATION | ||
| HR4 | Total number of incidents of discrimination and actions taken. (Core) | Initiatives for human rights |
| ASPECT:FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING | ||
| HR5 | Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights. (Core) | Initiatives for human rights |
| ASPECT:CHILD LABOR | ||
| HR6 | Operations identified as having significant risk for incidents of child labor, and measures taken to contribute to the elimination of child labor. (Core) | United Nations Global Compact Engagements with main business partners Initiatives for human rights |
| ASPECT:FORCED AND COMPULSORY LABOR | ||
| HR7 | Operations identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of forced or compulsory labor. (Core) | United Nations Global Compact Initiatives for human rights Engagements with main business partners |
| ASPECT:SECURITY PRACTICE | ||
| HR8 | Percentage of security personnel trained in the organization's policies or procedures concerning aspects of human rights that are relevant to operations. (Additional) | × |
| ASPECT:INDIGENOUS RIGHTS | ||
| HR9 | Total number of incidents of violations involving rights of indigenous people and actions taken. (Additional) | N/A |
| Social : Society | ||
| Disclosure on Management Approach Disclosure | Relationships with Society and Local Communities Quality Assurance and Products Safety System |
|
| ASPECT:COMMUNITY | ||
| SO1 | Nature, scope, and effectiveness of any programs and practices that assess and manage the impacts of operations on communities, including entering, operating, and exiting. (Core) | × |
| ASPECT:CORRUPTION | ||
| SO2 | Percentage and total number of business units analyzed for risks related to corruption. (Core) | Information disclosure/Information security Risk Management |
| SO3 | Percentage of employees trained in organization's anti-corruption policies and procedures. (Core) | Ethics and compliance Information disclosure and Information security |
| SO4 | Actions taken in response to incidents of corruption. (Core) | Ethics and compliance Information disclosure and Information security |
| ASPECT:PUBLIC POLICY | ||
| SO5 | Public policy positions and participation in public policy development and lobbying. (Core) | × |
| SO6 | Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country. (Additional) | × |
| ASPECT:ANTI-COMPETITIVE BEHAVIOR | ||
| SO7 | Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes. (Additional) | N/A |
| ASPECT:COMPLIANCE | ||
| SO8 | Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations. (Core) | Self evaluation of CSR promotion |
| Social : Product Responsibility | ||
| Disclosure on Management Approach | Relationships with customers | |
| ASPECT:CUSTOMER HEALTH AND SAFETY | ||
| PR1 | Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures. (Core) | Values provided to customers by Fuji Xerox Quality Assurance and Products Safety System Utilization of reliable after-service |
| PR2 | Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes. (Additional) | Quality Assurance and Products Safety System Provide reliable after-service |
| ASPECT:PRODUCT AND SERVICE LABELING | ||
| PR3 | Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements. (Core) | Values provided to customers by Fuji Xerox Universal Design |
| PR4 | Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes. (Additional) | Quality Assurance and Products Safety System |
| PR5 | Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. (Additional) | Values provided to customers by Fuji Xerox Universal Design Reduce environmental load in customers' offices Communication with customers |
| ASPECT:MARKETING COMMUNICATIONS | ||
| PR6 | Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship. (Core) | Quality Assurance and Products Safety System |
| PR7 | Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes. (Additional) | N/A |
| ASPECT:CUSTOMER PRIVACY | ||
| PR8 | Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data. (Additional) | × |
| ASPECT:COMPLIANCE | ||
| PR9 | Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services. (Core). | N/A |
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