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GRI Guidelines

Our sustainability reports are prepared in accordance with the Core of the G4 Sustainability Reporting Guidelines of the Global Reporting Initiative. We also consulted the 2012 edition of the Japanese Ministry of the Environment's Environmental Reporting Guidelines.

  1. GENERAL STANDARD DISCLOSURES
  2. SPECIFIC STANDARD DISCLOSURES

1.GENERAL STANDARD DISCLOSURES

Strategy and Analysis

Items Description Pages in this Report
G4-1 Provide a statement from the most senior decision-maker of the organization (such as CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and the organization's strategy for addressing sustainability. Top Commitment
G4-2 Provide a description of key impacts, risks, and opportunities. Our Management System
Top Commitment
Risk Management
Corporate Governance

Organizational Profile

Items Description Pages in this Report
G4-3 Report the name of the organization. About Our Business Activities
G4-4 Report the primary brands, products, and services. About Our Business Activities
G4-5 Report the location of the organization's headquarters. About Our Business Activities
G4-6 Report the number of countries where the organization operates, and names of countries where either the organization has significant operations or that are specifically relevant to the sustainability topics covered in the report. About Our Business Activities
G4-7 Report the nature of ownership and legal form. Relationship with Shareholders and Investors
About Our Business Activities
G4-8 Report the markets served (including geographic breakdown, sectors served, and types of customers and beneficiaries). About Our Business Activities
G4-9 Report the scale of the organization, including:
  • Total number of employees
  • Total number of operations
  • 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)
  • Quantity of products or services provided
Relationship with Shareholders and Investors
About Our Business Activities
G4-10
  1. Report the total number of employees by employment contract and gender.
  2. Report the total number of permanent employees by employment type and gender.
  3. Report the total workforce by employees and supervised workers and by gender.
  4. Report the total workforce by region and gender.
  5. Report whether a substantial portion of the organization's work is performed by workers who are legally recognized as self-employed, or by individuals other than employees or supervised workers, including employees and supervised employees of contractors.
  6. Report any significant variations in employment numbers (such as seasonal variations in employment in the tourism or agricultural industries).
Employment and Working Environment
G4-11 Report the percentage of total employees covered by collective bargaining agreements. Initiatives for Stable Employment
G4-12 Describe the organization's supply chain. Strong Business Processes to Support Growth
Our Management System
Relationship with Business Partners
G4-13 Report any significant changes during the reporting period regarding the organization's size, structure, ownership, or its supply chain, including:
  • Changes in the location of, or changes in, operations, including facility openings, closings, and expansions
  • Changes in the share capital structure and other capital formation, maintenance, and alteration operations (for private sector organizations)
  • Changes in the location of suppliers, the structure of the supply chain, or in relationships with suppliers, including selection and termination
N/A
G4-14 Report whether and how the precautionary approach or principle is addressed by the organization. Relationship with Global Environment
Corporate Governance
Risk Management
Ethics and Compliance
G4-15 List externally developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes or which it endorses. Participating in the UN Global Compact
G4-16 List memberships of associations (such as industry associations) and national or international advocacy organizations in which the organization:
  • Holds a position on the governance body
  • Participates in projects or committees
  • Provides substantive funding beyond routine membership dues
  • Views membership as strategic
Participating in the UN Global Compact
Preserving ecosystems and biodiversity

Identified Material Aspects and Boundaries

Items Description Pages in this Report
G4-17
  1. List all entities included in the organization's consolidated financial statements or equivalent documents.
  2. Report whether any entity included in the organization's consolidated financial statements or equivalent documents is not covered by the report.
Editorial Policy and The Process Leading to Value Creation
CSR Communication Policy
G4-18
  1. Explain the process for defining the report content and the Aspect Boundaries.
  2. Explain how the organization has implemented the Reporting Principles for Defining Report Content.
Editorial Policy and The Process Leading to Value Creation
CSR Communication Policy
Strong Business Processes to Support Growth
High-Priority Management Themes at Fuji Xerox
G4-19 List all the material Aspects identified in the process for defining report content. High-Priority Management Themes at Fuji Xerox
G4-20 For each material Aspect, report the Aspect Boundary within the organization, as follows:
  • Report whether the Aspect is material within the organization
  • If the Aspect is not material for all entities within the organization (as described in G4-17), select one of the following two approaches and report either:
    • The list of entities or groups of entities included in G4-17 for which the Aspect is not material or
    • The list of entities or groups of entities included in G4-17 for which the Aspects is material
  • Report any specific limitation regarding the Aspect Boundary within the organization
Editorial Policy and The Process Leading to Value Creation
CSR Communication Policy
High-Priority Management Themes at Fuji Xerox
G4-21 For each material Aspect, report the Aspect Boundary outside the organization, as follows:
  • Report whether the Aspect is material outside of the organization
  • f the Aspect is material outside of the organization, identify the entities, groups of entities or elements for which the Aspect is material. In addition, describe the geographical location where the Aspect is material for the entities identified
  • Report any specific limitation regarding the Aspect Boundary outside the organization
Editorial Policy and The Process Leading to Value Creation
CSR Communication Policy
High-Priority Management Themes at Fuji Xerox
G4-22 Report the effect of any restatements of information provided in previous reports, and the reasons for such restatements. CSR Communication Policy
Main CSR Indicators
G4-23 Report significant changes from previous reporting periods in the Scope and Aspect Boundaries. N/A

Stakeholder Engagement

Items Description Pages in this Report
G4-24 Provide a list of stakeholder groups engaged by the organization. Strong Business Processes to Support Growth
High-Priority Management Themes at Fuji Xerox
Our Management System
G4-25 Report the basis for identification and selection of stakeholders with whom to engage. Strong Business Processes to Support Growth
High-Priority Management Themes at Fuji Xerox
G4-26 a. Report the organization's approach to stakeholder engagement, including frequency of engagement by type and by stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process. High-Priority Management Themes at Fuji Xerox
Relationship with Customers
Relationship with Employees
Relationship with Global Environment
Relationship with Business Partners
Relationship with Local Communities
Relationship with Shareholders and Investors
G4-27 a. Report 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. Report the stakeholder groups that raised each of the key topics and concerns. Relationship with Customers
Relationship with Employees
Relationship with Global Environment
Relationship with Business Partners
Relationship with Local Communities
Relationship with Shareholders and Investors

Report Profile

Items Description Pages in this Report
G4-28 Reporting period (such as fiscal or calendar year) for information provided. Editorial Policy and The Process Leading to Value Creation
G4-29 Date of most recent previous report (if any). Editorial Policy and The Process Leading to Value Creation
G4-30 Reporting cycle (such as annual, biennial). Editorial Policy and The Process Leading to Value Creation
G4-31 Provide the contact point for questions regarding the report or its contents. Editorial Policy and The Process Leading to Value Creation
G4-32
  1. Report the 'in accordance' option the organization has chosen.
  2. Report the GRI Content Index for the chosen option (see tables below).
  3. Report the reference to the External Assurance Report, if the report has been externally assured. GRI recommends the use of external assurance but it is not a requirement to be 'in accordance' with the Guidelines.
GRI Guidelines
G4-33
  1. Report the organization's policy and current practice with regard to seeking external assurance for the report.
  2. If not included in the assurance report accompanying the sustainability report, report the scope and basis of any external assurance provided.
  3. Report the relationship between the organization and the assurance providers.
  4. Report whether the highest governance body or senior executives are involved in seeking assurance for the organization's sustainability report.
N/A

Governance

Items Description Pages in this Report
Governance
G4-34 Report the governance structure of the organization, including committees of the highest governance body. Identify any committees responsible for decision-making on economic, environmental and social impacts. Corporate Governance
G4-35 Report the process for delegating authority for economic, environmental and social topics from the highest governance body to senior executives and other employees. Our Management System
Management Organization
G4-36 Report whether the organization has appointed an executive-level position or positions with responsibility for economic, environmental and social topics, and whether post holders report directly to the highest governance body. Our Management System
Management Organization
G4-37 Report processes for consultation between stakeholders and the highest governance body on economic, environmental and social topics. If consultation is delegated, describe to whom and any feedback processes to the highest governance body. Our Management System
High-Priority Management Themes at Fuji Xerox
G4-38 Report the composition of the highest governance body and its committees by:
  • Executive or non-executive
  • Independence
  • Tenure on the governance body
  • Number of each individual's other significant positions and commitments, and the nature of the commitments
  • Gender
  • Membership of under-represented social groups
  • Competences relating to economic, environmental and social impacts
  • Stakeholder representation
Management Organization
Corporate Governance
G4-39 Report whether the Chair of the highest governance body is also an executive officer (and, if so, his or her function within the organization's management and the reasons for this arrangement). Management Organization
Corporate Executives
G4-40 Report the nomination and selection processes for the highest governance body and its committees, and the criteria used for nominating and selecting highest governance body members, including:
  • Whether and how diversity is considered
  • Whether and how independence is considered
  • Whether and how expertise and experience relating to economic, environmental and social topics are considered
  • Whether and how stakeholders (including shareholders) are involved
Corporate Governance
G4-41 Report processes for the highest governance body to ensure conflicts of interest are avoided and managed. Report whether conflicts of interest are disclosed to stakeholders, including, as a minimum:
  • Cross-board membership
  • Cross-shareholding with suppliers and other stakeholders
  • Existence of controlling shareholder
  • Related party disclosures
Corporate Governance
G4-42 Report the highest governance body's and senior executives' roles in the development, approval, and updating of the organization's purpose, value or mission statements, strategies, policies, and goals related to economic, environmental and social impacts. Our Management System
G4-43 Report the measures taken to develop and enhance the highest governance body's collective knowledge of economic, environmental and social topics. Management Organization
Our Management System
Participating in the UN Global Compact
G4-44
  1. Report the processes for evaluation of the highest governance body's performance with respect to governance of economic, environmental and social topics. Report whether such evaluation is independent or not, and its frequency. Report whether such evaluation is a self-assessment.
  2. Report actions taken in response to evaluation of the highest governance body's performance with respect to governance of economic, environmental and social topics, including, as a minimum, changes in membership and organizational practice.
Management Organization
Our Management System
Ethics and Compliance
G4-45
  1. Report the highest governance body's role in the identification and management of economic, environmental and social impacts, risks, and opportunities. Include the highest governance body's role in the implementation of due diligence processes.
  2. Report whether stakeholder consultation is used to support the highest governance body's identification and management of economic, environmental and social impacts, risks, and opportunities.
Management Organization
Our Management System
G4-46 Report the highest governance body's role in reviewing the effectiveness of the organization's risk management processes for economic, environmental and social topics. Risk Management
G4-47 Report the frequency of the highest governance body's review of economic, environmental and social impacts, risks, and opportunities. Our Management System
Risk Management
G4-48 Report the highest committee or position that formally reviews and approves the organization's sustainability report and ensures that all material Aspects are covered. Our Management System
G4-49 Report the process for communicating critical concerns to the highest governance body. Our Management System
Risk Management
Ethics and Compliance
G4-50 Report the nature and total number of critical concerns that were communicated to the highest governance body and the mechanism(s) used to address and resolve them. Risk Management
G4-54 Report the ratio of the annual total compensation for the organization's highest-paid individual in each country of significant operations to the median annual total compensation for all employees (excluding the highest-paid individual) in the same country. Due to the fair and just personnel system, there are no gaps among regions such as basic salary
G4-55 Report the ratio of percentage increase in annual total compensation for the organization's highest-paid individual in each country of significant operations to the median percentage increase in annual total compensation for all employees (excluding the highest-paid individual) in the same country. Due to the fair and just personnel system, there are no gaps among regions such as basic salary
Ethics and Integrity
G4-56 Describe the organization's values, principles, standards and norms of behavior such as codes of conduct and codes of ethics. Mission Statement/Shared Values
Vision
Ethics and Compliance
G4-57 Report the internal and external mechanisms for seeking advice on ethical and lawful behavior, and matters related to organizational integrity, such as helplines or advice lines. Ethics and Compliance
G4-58 Report the internal and external mechanisms for reporting concerns about unethical or unlawful behavior, and matters related to organizational integrity, such as escalation through line management, whistleblowing mechanisms or hotlines. Ethics and Compliance

2.SPECIFIC STANDARD DISCLOSURES

Items Description Pages in this Report
ECONOMIC
DMA Management Approach Strong Business Processes to Support Growth
High-Priority Management Themes at Fuji Xerox
Our Management System
Economic Performance
DMA Management Approach Economic DMA
EC1 Direct economic value generated and distributed Relationship with Local Communities
Relationship with Shareholders and Investors
Main CSR Indicators (Local Communities)
EC2 Financial implications and other risks and opportunities for the organization's activities due to climate change Basic Environmental Concept
EC3 Coverage of the organization's defined benefit plan obligations Employment and Working Environment
EC4 Financial assistance received from government N/A
Indirect Economic Impacts
DMA Management Approach Economic DMA
Relationship with Local Communities
Highlight2 Creating a Future forLocal Communities
Main CSR Indicators (Local Communities)
EC7 Development and impact of infrastructure investments and services supported Relationship with Local Communities
Highlight1 Improving the Quality of Education
EC8 Significant indirect economic impacts, including the extent of impacts N/A
Procurement Practices
DMA Management Approach Economic DMA
Relationship with Business Partners
Main CSR Indicators (Suppliers)
EC9 Proportion of spending on local suppliers at significant locations of operation Relationship with Business Partners
Main CSR Indicators (Suppliers)

ENVIRONMENTAL

Items Description Pages in this Report
ENVIRONMENTAL
DMA Management Approach Strong Business Processes to Support Growth
High-Priority Management Themes at Fuji Xerox
Our Management System
Relationship with Global Environment
Materials
DMA Management Approach Environmental DMA
EN1 Materials used by weight or volume Overview of our Environmental Impact
EN2 Percentage of materials used that are recycled input materials Creating Processes of Recycling System
Overview of our Environmental Impact
Energy
DMA Management Approach Environmental DMA
EN3 Energy consumption within the organization Overview of our Environmental Impact
Reducing Environmental Impact in Our Business Activities
Site Data
EN6 Reduction of energy consumption Reducing Environmental Impact in Our Business Activities
Water
DMA Management Approach Environmental DMA
EN8 Total water withdrawal by source Overview of our Environmental Impact
Reducing Environmental Impact in Our Business Activities
Site Data
Main CSR Indicators (Global Environment)
Biodiversity
DMA Management Approach Environmental DMA
EN11 Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas Reducing Environmental Impact in Our Business Activities
EN12 Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas Reducing Environmental Impact in Our Business Activities
Emissions
DMA Management Approach Environmental DMA
EN15 Direct greenhouse gas (GHG) emissions (SCOPE 1) Overview of our Environmental Impact
Goals and Performance
Reducing Environmental Impact in Our Business Activities
Site Data
Main CSR Indicators (Global Environment)
EN16 Energy indirect greenhouse gas (GHG) emissions (SCOPE 2) Overview of our Environmental Impact
Goals and Performance
Reducing Environmental Impact in Our Business Activities
Site Data
Main CSR Indicators (Global Environment)
EN17 Other indirect greenhouse gas (GHG) emissions (SCOPE 3) Reduction of CO2 Emissions in the Value Chain
Main CSR Indicators (Global Environment)
EN18 Greenhouse gas (GHG) emissions intensity N/A
EN19 Reduction of greenhouse gas (GHG) emissions Reducing Environmental Impact in Our Business Activities
Reduction of CO2 Emissions in the Value Chain
Main CSR Indicators (Global Environment)
EN20 Emissions of ozone-depleting substances (ODS) N/A
EN21 NOX, SOX, and other significant air emissions Overview of our Environmental Impact
Reducing Environmental Impact in Our Business Activities
Effluents and Waste
DMA Management Approach Environmental DMA
EN22 Total water discharge by quality and destination Reducing Environmental Impact in Our Business Activities
Site Data
EN23 Total weight of waste by type and disposal method Overview of our Environmental Impact
Reducing Environmental Impact in Our Business Activities
Site Data
EN24 Total number and volume of significant spills Reducing Environmental Impact in Our Business Activities
EN26 Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the organization's discharges of water and runoff Reducing Environmental Impact in Our Business Activities
Products and Services
DMA Management Approach Environmental DMA
EN27 Extent of impact mitigation of environmental impacts of products and services Environmentally-friendly Products and Services
Reduction of CO2 Emissions in the Value Chain
Creating Processes of Recycling System
Reducing Environmental Impact in Our Business Activities
Main CSR Indicators (Global Environment)
EN28 Percentage of products sold and their packaging materials that are reclaimed by category Creating Processes of Recycling System
Main CSR Indicators (Global Environment)
Compliance
DMA Management Approach Environmental DMA
EN29 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations There were no major compliance violations.
Main CSR Indicators (Shareholders and Investors)
Transport
DMA Management Approach Environmental DMA
EN30 Significant environmental impacts of transporting products and other goods and materials for the organization's operations, and transporting members of the workforce Reducing Environmental Impact in Our Business Activities
Reduction of CO2 Emissions in the Value Chain
Overall
DMA Management Approach Environmental DMA
EN31 Total environmental protection expenditures and investments by type Environmental Accounting
Supplier Environmental Assessment
DMA Management Approach Environmental DMA
Purchasing Ethics
Engagement with Major Business Partners
EN33 Significant actual and potential negative environmental impacts in the supply chain and actions taken Engagement with Suppliers
Environmental Grievance Mechanisms
DMA Management Approach Environmental DMA
EN34 Number of grievances about environmental impacts filed, addressed, and resolved through formal grievance mechanisms N/A
SOCIAL
LABOR PRACTICES AND DECENT WORK
DMA Management Approach Strong Business Processes to Support Growth
High-Priority Management Themes at Fuji Xerox
Our Management System
Relationship with Employees
Employment
DMA Management Approach DMA of labor practices and decent work
Main CSR Indicators (Employees)
LA1 Total number and rates of new employee hires and employee turnover by age group, gender and region Relationship with Employees
LA2 Benefits provided to full-time employees that are not provided to temporary or parttime employees, by significant locations of operation Working Conditions and Workplace Safety and Health
Initiatives for Work-Life Balance
LA3 Return to work and retention rates after parental leave, by gender Relationship with Employees
Labor/Management Relations
DMA Management Approach DMA of labor practices and decent work
LA4 Minimum notice periods regarding operational changes, including whether these are specified in collective agreements Initiatives for Stable Employment
Occupational Health and Safety
DMA Management Approach DMA of labor practices and decent work
Working Conditions and Workplace Safety and Health
LA5 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 Relationship with Employees
LA6 Type of injury and rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by gender Working Conditions and Workplace Safety and Health
LA8 Health and safety topics covered in formal agreements with trade unions Initiatives for Stable Employment
Working Conditions and Workplace Safety and Health
Training and Education
DMA Management Approach DMA of labor practices and decent work
LA10 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings Relationship with Employees
Initiatives for Stable Employment
LA11 Percentage of employees receiving regular performance and career development reviews, by gender and by employee category Relationship with Employees
Initiatives for Stable Employment
(Due to fair and just career development system, there are no gaps between men and women)
Diversity and Equal Opportunity
DMA Management Approach DMA of labor practices and decent work
LA12 Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity Employment and Working Environment
Initiatives to Ensure Diversity
Equal Remuneration for Women and Men
DMA Management Approach DMA of labor practices and decent work
LA13 Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation By fair and just personnel system, there are no gaps between men and women such as basic salary
Supplier Assessment for Labor Practices
DMA Management Approach DMA of labor practices and decent work
Purchasing Ethics
Engagement with Major Business Partners
LA15 Significant actual and potential negative impacts for labor practices in the supply chain and actions taken Purchasing Ethics
Engagement with Major Business Partners
Labor Practices Grievance Mechanisms
DMA Management Approach DMA of labor practices and decent work
LA16 Number of grievances about labor practices filed, addressed, and resolved through formal grievance mechanisms N/A

HUMAN RIGHTS

Items Description Pages in this Report
HUMAN RIGHTS
DMA Management Approach Strong Business Processes to Support Growth
High-Priority Management Themes at Fuji Xerox
Our Management System
Relationship with Employees
Relationship with Business Partners
Non-discrimination
DMA Management Approach DMA of human rights
HR3 Total number of incidents of discrimination and corrective actions taken N/A
Freedom of Association and Collective Bargaining
DMA Management Approach DMA of human rights
HR4 Operations and suppliers identified in which the right to exercise freedom of association and collective bargaining may be violated or at significant risk, and measures taken to support these rights N/A
Child Labor
DMA Management Approach DMA of human rights
HR5 Operations and suppliers identified as having significant risk for incidents of child labor, and measures taken to contribute to the effective abolition of child labor N/A
Forced or Compulsory Labor
DMA Management Approach DMA of human rights
HR6 Operations and suppliers identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of all forms of forced or compulsory labor N/A
Assessment
DMA Management Approach DMA of human rights
HR9 Total number and percentage of operations that have been subject to human rights reviews or impact assessments Ethics and Compliance
Purchasing Ethics
Engagement with Major Business Partners
Main CSR Indicators (Suppliers)
Supplier Human Rights Assessment
DMA Management Approach DMA of human rights
Purchasing Ethics
Engagement with Major Business Partners
HR10 Percentage of new suppliers that were screened using human rights criteria N/A
HR11 Significant actual and potential negative human rights impacts in the supply chain and actions taken N/A
Human Rights Grievance Mechanisms
DMA Management Approach DMA of human rights
HR12 Number of grievances about human rights impacts filed, addressed, and resolved through formal grievance mechanisms N/A

SOCIETY

Items Description Pages in this Report
SOCIETY
DMA Management Approach Strong Business Processes to Support Growth
High-Priority Management Themes at Fuji Xerox
Our Management System
Relationship with Local Communities
Local Communities
DMA Management Approach DMA of society
SO1 Percentage of operations with implemented local community engagement, impact assessments, and development programs Highlight2 Creating a Future forLocal Communities
Main CSR Indicators (Local Communities)
SO2 Operations with significant actual and potential negative impacts on local communities Highlights 2 Toward Sustainable Paper Procurement
Anti-corruption
DMA Management Approach DMA of society
Ethics and Compliance
SO3 Total number and percentage of operations assessed for risks related to corruption and the significant risks identified Ethics and Compliance
SO4 Communication and training on anti-corruption policies and procedures Ethics and Compliance
SO5 Confirmed incidents of corruption and actions taken N/A
Public Policy
DMA Management Approach DMA of society
Participating in the UN Global Compact
SO6 Total value of political contributions by country and recipient/beneficiary N/A
Anti-competitive Behavior
DMA Management Approach DMA of society
SO7 Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes N/A
Compliance
DMA Management Approach DMA of society
SO8 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations N/A
Supplier Assessment for Impacts on Society
DMA Management Approach DMA of society
SO9 Percentage of new suppliers that were screened using criteria for impacts on society N/A
SO10 Significant actual and potential negative impacts on society in the supply chain and actions taken Back Issues 「Sustainability Report 2014 Highlights 2 Toward Sustainable Paper Procurement」
Grievance Mechanisms for Impacts on Society
DMA Management Approach DMA of society
SO11 Number of grievances about impacts on society filed, addressed, and resolved through formal grievance mechanisms N/A
PRODUCT RESPONSIBILITY
DMA Management Approach Strong Business Processes to Support Growth
High-Priority Management Themes at Fuji Xerox
Our Management System
Relationship with Customers
Customer Health and Safety
DMA Management Approach DMA of product responsibility
PR1 Percentage of significant product and service categories for which health and safety impacts are assessed for improvement Providing Safe, High-quality Products
PR2 Total number of incidents of non-compliance with regulations and voluntary codes concerning the health and safety impacts of products and services during their life cycle, by type of outcomes Main CSR Indicators (Customers)
Product and Service Labeling
DMA Management Approach DMA of product responsibility
PR3 Type of product and service information required by the organization's procedures for product and service information and labeling, and percentage of significant product and service categories subject to such information requirements Data of Environmentally Friendly Products (Japanese Only)
PR4 Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes N/A
PR5 Results of surveys measuring customer satisfaction Aiming to enhance Customer Satisfaction
Marketing Communications
DMA Management Approach DMA of product responsibility
PR6 Sale of banned or disputed products N/A
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 N/A
Customer Privacy
DMA Management Approach DMA of product responsibility
PR8 Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data N/A
Compliance
DMA Management Approach DMA of product responsibility
PR9 Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services N/A