1、Fujitsu Future InsightsGlobal Sustainability TransformationSurvey Report 2023Four keys to successful sustainabilitytransformationUnleashing the power of digitalIndexIntroduction021.The current status of sustainability transformation042.Success factors for sustainability transformation123.Sustainabil

2、ity transformation accelerated by technology20Recommendations30Respondents profile311IntroductionToday,external factors such as climate change,geopolitical tensions and financial turbulence are having a major impact on business.Faced with these pressures,how can business leaders transform their orga

3、nizations and respond to sustainability challenges?In January 2023,Fujitsu commissioned Oxford Economics to survey 1,800 decision makers in nine countries to assess the status of their sustainability transformation*activities,including how digital transformation*is contributing to achieving their su

4、stainability goals.To support the quantitative research,we held in-depth interviews with 22 leaders to assess the status,challenges and outcomes of their sustainability transformation efforts.The survey findings showed that many leaders now see sustainability challenges as business opportunities,wit

5、h transformation that delivers environmental and social value now considered an important management priority.On the other hand,the survey revealed that many organizations are not yet implementing sustainability transformation,with only 8%of organizations true sustainability leaders.We analyzed in d

6、etail the characteristics that these leaders have in common,identifying the four essential success factors for sustainability transformation.These include strong leadership in establishing a purpose that is sustainability-oriented and in building resonance with both customers and employees around su

7、stainability initiatives.Sustainability leaders are also working to integrate sustainability initiatives within their business,with digital technology at the center of their sustainability transformation strategy.We hope our report helps you to shape your own strategy development and successful sust

8、ainability transformation.*Please see the terminology on the next page.2Terminology and further reading Sustainability transformationSustainability transformation means transforming business to bring about positive change in our environment,society and economies.Examples include the reduction of ene

9、rgy usage and CO2emissions through continuous monitoring and the reduction of waste by implementing end-to-end traceability.Digital transformationDigital transformation means transformational change of business processes or models using digital technologies.Digital technology includes technologies s

10、uch as cloud,mobile,Internet of Things(IoT),advanced analytics,artificial intelligence(AI)and security.Fujitsu Technology and Service Vision(FT&SV)Fujitsu Technology and Service Vision is an evolving story,exploring the future we would like to create with our customers and partners,how technology ca

11、n help us achieve this vision and the specific actions needed to make it happen.Please download FT&SV from the website below to explore Fujitsus perspective on the major issues addressed in this survey.URL:https:/ current status of sustainabilitytransformationThe current status of sustainability tra

12、nsformationExternal factors are now on the agendaGeopolitical tensions,including the Russian invasion of Ukraine,climate change and turmoil in financial markets continue to create complex interlinked social challenges and uncertainty.According to our survey,53%of business leaders believe these exter

13、nal factors are now having a significant impact on their business.So,what kind of external factors do business leaders think are impacting their business?The intensification of cyber-attacks is cited by the greatest number of respondents,followed by high inflation and rising interest rates,energy su

14、pply problems,skills shortages,geopolitical tensions and climate change.This growing uncertainty is forcing business leaders to revise their priorities,leading them to pay more attention to the challenges being created by external factors.External factors are havinga significant impact on business%E

15、xternal factors affecting businessNumber of samples:1,8001Intensifyingcyber-attacks80%77%76%69%65%63%61%54%2High inflation and rising interestrates3Energy supplyproblems4Increased scarcityof talent5Geopoliticaltensions6Climate change(globalwarming)7Pandemics8Loss of biodiversity,waste and environmen

16、tal pollution5The current status of sustainability transformationThe increasing importance of sustainabilityThe external factors business leaders selected as critical are all linked to environmental,social and economic sustainability.In light of these challenges,how are business leaders prioritizing

17、 sustainability initiatives on their management agenda?In our survey,80%of business leaders state that sustainability is now a top 5 management priority.Digitalization,customer satisfaction and sustainability have shown the most significant increase in management priority over the past year.Sustaina

18、bility is no longer seen as a social contribution made as part of conventional CSR,but as a strategically important management priority.All our efforts towards sustainability are not only due to government regulations but also because sustainability is an essential part of our core values and busine

19、ss resilience.Head of Sustainability,Manufacturing,JapanPriority of sustainabilityNumber of samples:1,800%A priority but not in top 5 17%Number one priority 7%Among top 3 priorities 27%Among top 5 priorities46%Not a priority 3%Priority of business agenda items changed over the past 12 monthsNumber o

20、f samples:1,800DigitalizationCustomersatisfactionSustainabilityGovernance and complianceSecurityProductivity of operationCostcompetitivenessResilience InnovationEmployeesatisfaction67%65%61%59%59%54%53%Percentage of responses with increased or greatly increased in priority6The current status of sust

21、ainability transformationMeeting consumer expectationsWhy is sustainability rapidly becoming an important management priority?Why are business leaders changing their perception of sustainability initiatives?In our survey,50%of respondents cited meeting expectations of consumers and customers as the

22、main reason for prioritizing sustainability.This was followed by the need to meet government regulations and guidelines and satisfying investor expectations for ESG investment.As consumers and customers become increasingly aware of corporate sustainability credentials,organizations are stepping up t

23、heir sustainability initiatives to meet these rising expectations.We are focused or inclined more towards sustainability as we want to ensure a long-term relationship with society,employees,and our customers to link sustainability with the purpose of our organization.For example,we are working on co

24、nnecting our organizations intent with climate,ethics and inclusion,as the organization has a 360 approach towards operational sustainability.Chief Operating Officer,Retail/wholesale,GermanyReasons for prioritizing sustainabilityNumber of samples:1,229*1*2)Number of samples:1,101(excluding public se

25、ctor)Satisfy customer expectationsMeet tighter governmental regulations and guidelines*1)Satisfy investor expectations relating to ESG investment*2)Increase the value of products,services,and brandsSatisfy younger generations valuesImprove opportunities to be selected as an ecosystem partnerProvide

26、new business opportunities50%40%38%36%30%30%27%25%Attract and retaintalentCompanies that have increased their sustainability priority over the past yearSelect up to 37The current status of sustainability transformationSustainability brings business opportunitiesIn this uncertain business environment

27、,organizations are finding business opportunities in addressing external issues,specifically around improving sustainability.According to the survey,49%of business leaders said that they are already aiming to contribute to sustainable energy consumption,followed by waste reduction and recycling,disa

28、ster prevention and safety,and response to climate change.Indeed,many organizations are now aligning their purpose and activities with sustainability initiatives for society and governments,increasingly integrating sustainability at the heart of their business.Sustainability and business performance

29、 have a positive relationship in electric vehicles.The higher the sustainability initiatives and performance,the better the sales,revenue and profits.So,we are one of the industry leaders in sustainability and digital transformation progress.Director of Strategy and Innovation,Manufacturing,ChinaBus

30、iness opportunities in sustainabilityNumber of samples:1,769(excluding public sector)1Contribution to sustainable energy consumption2Reduce waste andpromote recycling3Disaster prevention and safety4Response to climatechange5Contribution to smart and sustainable cities6Contribution to sustainable dev

31、elopment of economy and industry7Improved well-being849%41%28%27%25%25%25%23%Natural resources and biodiversity8The current status of sustainability transformationMany organizations still have a long way to goWhile many organizations see the business opportunities in sustainability,thematurity of su

32、stainability transformation initiatives varies significantly betweenorganizations.Our survey finds that 43%of all organizations remain largely inactive,witharound 20%just starting to implement sustainability initiatives in their business.Overall,less than 30%of organizations have delivered tangible

33、outcomes fromtheir sustainability transformation initiatives.Its clear that many organizationsstill have a long way to go.Everyone understands that businesses need to be sustainable andcertainly have the willingness and intent to take the necessarymeasures,but its just that its not deliverable at a

34、practical levelyet.Head of Sustainability,Transport,AustraliaProgress of sustainability initiativesNumber of samples:1,800No sustainabilityactivitySustainability is part of CSR activitiesSet out a sustainabilityvisionSet out a sustainability strategy Started implementation2%21%20%35%22%Delivering ta

35、ngible outcomes from sustainability transformationNumber of samples:1,769%Percentage of responses of delivering tangible outcomes9The current status of sustainability transformationThe challenge is the complexity and enormitySustainability transformation requires fundamental changes,from business pr

36、ocesses through to corporate culture and business strategy.What specific challenges do companies face in driving sustainability transformation?In the survey,almost half of business leaders cited the complexity and enormity required for sustainability transformation.Other challenges included the lack

37、 of executive alignment around the sustainability vision and the lack of reliable data,compounded by internal resistance and suspicion.On the other hand,30%of leaders raised ROI and securing budget as the fifth most important challenge.As the awareness around sustainability grows,the status of susta

38、inability transformation is shifting from a cost challenge to a significant organizational priority.As climate and sustainability transitions are so complex,companieswill require a transformation engine to have the intended impactand sustain results in the organization.And for this,the changeengine

39、needs empowered,engaged and confident leaders in theirability to execute.Chief Sustainability Officer,Retail/wholesale,SingaporeChallenges of sustainability transformationNumber of samples:1,76947%37%37%32%30%24%24%22%20%15%1%The complexity and enormity of transformation requiredLack of executive al

40、ignment on sustainability vision and commitment to activities of improving sustainabilityLack of adequate,reliable,and comparabledataInternal resistance and suspicion of sustainability initiativesLack of budget and funding to support sustainability initiativesLack of clear understanding of current l

41、ocal and global regulationsLack of talent and required skills for implementationLack of solid businesscasesCurrent technology infrastructure cannot support the transformationeffortsDont know/Does not applyLoss of business and revenue due to commitment tosustainability transformation10The current sta

42、tus of sustainability transformationStrengthening organizationalcapabilitiesTo overcome the complexity and enormity of sustainability transformation,organizations need to strengthen their organizational capabilities.Our survey revealed that many organizations are strengthening their capabilities acr

43、oss leadership,people,data and digital technology,and ecosystems through sustainability transformation.Regarding leadership for example,63%of business leaders have set out goals with both non-financial and financial KPIs and 57%are now implementing sustainability transformation strategies under the

44、clear leadership of their CEOs.In terms of their people,59%of business leaders are actively promoting diversity and inclusion amongst their employees.Regarding data and digital technology,60%use data to create new solutions and to continuously improve value for sustainability.Finally,48%have establi

45、shed an open ecosystem for sustainability innovation by sharing future goals and clear KPIs.Many organizations are strengthening their operational capabilities to move from planning to implementation and delivering outcomes.Were embedding sustainability in our executive leadership goals.So not havin

46、g them just in our Sustainability team but having all necessary parts of the business supporting the delivery of those goals.It will be teams across the business that will help us get to net-zero,not just the Sustainability team.Head of Sustainability-EMEA,IT services,UKMaturity for sustainability t

47、ransformationNumber of samples:1,800LeadershipWe clearly set out sustainability goals with both non-financial and financial KPIsWe execute an organization-wide sustainability transformation strategy under the clear leadership of our CEOPeopleWe are dedicated to actively promoting the diversity and i

48、nclusion of our employeesWe have employees who have the right skills for sustainability transformationWe are dedicated to nurturing a culture of trust and empathyWe empower employees to act with agility to respond to social challenges and deliver innovationWe have a systematic channel to cultivate a

49、nd realize sustainability ideas from employees across our organizationDataanddigitaltechnologyWe use data to create new solutions and continuously improve value for sustainabilityWe manage our organizational data on sustainability in an integrated manner and make sustainability decisions based on th

50、e dataWe have transformed our business process to improve sustainability by integrating data and digital technologiesWe consistently use methodologies such as agile development to improve sustainabilityEcosystemWe have established an open ecosystem for sustainability innovation,sharing future goals

51、and clear KPIsWe actively collaborate with public agencies to develop public-private/private-public partnerships to improve sustainabilityWe share trusted data between ecosystem partners to co-create value for sustainability63%57%59%52%50%47%46%60%54%53%46%48%47%40%112Success factors for sustainabil

52、itytransformationSuccess factors for sustainability transformation8%are sustainability transformation leadersMany organizations are in the early stages of their sustainability transformation,while only a few are true sustainability leaders who are delivering actual sustainability outcomes.Our resear

53、ch analyzed the status of sustainability transformation from three perspectives:the progress of sustainability initiatives,the maturity of organizational capabilities and the extent to which they are delivering practical outcomes.Fujitsus survey finds that 43%of all organizations remain inactive,lim

54、iting their activities to specific CSR initiatives and high-level vision statements.8%of organizations are true sustainability leaders,demonstrating mature practices with implemented strategies and delivered outcomes.The business performance of these leading companies over the past year,from revenue

55、 and operating profit through to customer and employee satisfaction,was significantly better than that of other companies.So,what are the characteristics of sustainability leaders and what are they doing to drive sustainability transformation?For a profile of sustainability leaders,see Survey Demogr

56、aphics on the page 32.Status of sustainability transformationNon-Active43%Sustainability is part of CSR activitiesSet out a sustainability visionFollowers27%Set out a sustainabilitystrategy and startedimplementationNextleaders22%Implementedstrategies,and increasedsustainability maturityLeaders8%Impl

57、emented strategies withhigh sustainability maturityand delivered outcomesChange of performance indicators over the past 12 monthsNumber of samples:1,800Leaders(152)Non-leaders(1,648)Number of samples:1,8001378%68%93%76%67%58%67%56%RevenueOperating ProfitCustomer satisfactionEmployee satisfactionNon-

58、leaders(Next leaders+Followers+Non-Active)LeadersPercentage of responses with improved or greatly improvedSuccess factors for sustainability transformationDelivering value to multiplestakeholdersThe survey revealed that a key characteristic of sustainability leaders is the ability to deliver value t

59、o multiple stakeholders through their sustainability transformation initiatives.Traditionally,providing value to shareholders has been the top priority,but awareness amongst business leaders has now changed.Sustainability leaders now provide a greater spread of value,across the environment,society,c

60、ustomers,employees and investors,compared to other companies.Especially,sustainability leaders create high value for the environment.This reflects that through the integration with business,sustainability initiatives,which have previously been considered as CSR or a cost,can actually generate balanc

61、ed returns for multiple stakeholders,including investors.Many organizations in the industry have decided to transform from shareholder-centered capitalism to multi-stakeholder capitalism to implement sustainability in their organizations and deliver value to all stakeholders,including society.SVP Gl

62、obal Sustainability&ESG Integration,Healthcare,USA Creating value for allLeadersNext leadersFollowersNon-active(152)(399)(477)(772)Number of samples:1,80080%60%40%20%0%EnvironmentalValueInvestorValueSocialValueFinancialValueCustomerValueEmployeeValueRespondents who answered delivering value to each

63、stakeholder to a moderate or significant extent14Success factors for sustainability transformationThe four success factors of sustainability transformationHow do sustainability leaders deliver value to multiple stakeholders and drive successful sustainability transformation?We analyzed the initiativ

64、es common to sustainability leaders and identified four key success factors.In each case,lets look at what sustainability leaders are doing to make a big difference.1Leadership based on sustainability-oriented purpose Consistently communicating a sustainability story to stakeholders.Rebuilding portf

65、olio based on purpose oriented around sustainability.2Fostering empathy with customers and employees Developing employees with the right skills for sustainability transformation and promoting diversity and inclusion.Nurturing a culture of trust and empathy.3Integrating sustainability into business C

66、reating new business opportunities through sustainability transformation and integrating them into business strategy.Understanding the relationship between sustainability and business KPIs,managing both across the organization.4The twin approach of digital and sustainability Using data and digital t

67、echnologies to transform the process of creating products and services.Building a digital ecosystem to co-create sustainability innovation.15Success factors for sustainability transformation1Leadership based on a sustainability-oriented purposeThe unique organizational culture of sustainability lead

68、ers centers around purpose formulation and communication.Around 90%of sustainability leaders have formulated a sustainability-oriented purpose,created a story based on the purpose and communicated consistent messages to their various stakeholders.On the other hand,only about a half of non-leaders sa

69、id that they have implemented initiatives based on a sustainability-oriented purpose.Significantly,almost 90%of sustainability leaders improve,exit,sell,or develop new businesses based on their purpose.This close link between sustainability and business strategy is critical to the successful impleme

70、ntation of sustainability transformation.We have strict considerations regarding traceability and transparency for all our suppliers.We could integrate our organizations purpose with sustainability by ensuring product sourcing.In these considerations,we verify certificates regarding international st

71、andards.Chief Operating Officer,Retail/wholesale,GermanyStatus of purpose-driven managementNumber of samples:1,800Leaders(152)Non-leaders(1,648)Setting out our purposeoriented aroundsustainability91%52%Reviewing the portfolio based on purpose,carrying out improvement and divestment of an existing bu

72、siness89%45%Making our sustainability story based on our purpose and consistently communicating it tostakeholders86%45%LeadersNon-leadersPercentage of responses with agree or strongly agree1656%58%82%98%Success factors for sustainability transformation2Fostering empathy with customers and employeesS

73、ustainability initiatives are carried out over a long period of time,and it is difficult to sustain them by focusing on short-term outputs.It is important to let all stakeholders support the sustainability initiatives and develop empathy.Sustainability leaders understand the importance of the empath

74、y and are already acting on it.In Fujitsus survey,98%of sustainability leaders said that their sustainability activities strongly resonate with their customers,with 82%agreeing that this resonance has increased customers preference for their products and brands.Also,90%said their sustainability init

75、iatives resonate with their employees,with 88%reporting improved engagement and productivity.In addition,86%are promoting employee diversity and inclusion,while 85%are developing people with the skills required for sustainability transformation.Through their sustainability initiatives,sustainability

76、 leaders have succeeded in creating empathy with their customers and employees,resulting in improved business performance.Our commitment to sustainability has helped attract and retaintalents who share the companys values and help build a strongbrand identity that consumers trust.So,this approach of

77、 focusingon environmental and social value has been a successful strategy interms of its bottom line and reputation among stakeholders.Director of Strategy and Innovation,Manufacturing,ChinaBuilding customer empathyNumber of samples:1,800Leaders(152)Non-leaders(1,648)The sustainability transformatio

78、n initiatives have resonated with customersif agree/strongly agreeThis has increased customers preference for products and brandsBuilding employee empathyThe sustainability transformation initiatives have resonated with employeesif agree/strongly agree This has increased employees engagement68%45%88

79、%90%LeadersNon-leadersPercentage of responses with agree or strongly agree17Success factors for sustainability transformation3Integrating sustainability into businessMany organizations are now driving sustainability transformation,seeing sustainability as a business opportunity.What are the unique c

80、haracteristics of sustainability leaders?Our analysis shows that 71%of sustainability leaders are creating new business opportunities through sustainability transformation and integrating them into business strategy.Only 45%of non-leaders are doing this.In addition,80%of sustainability leaders under

81、stand the relationship between non-financial KPIs related to sustainability and financial KPIs related to business performance and successfully manage both across the organization.78%are actively linking evaluation,compensation,and governance with sustainability performance.Sustainability leaders ar

82、e much more active in integrating sustainability into their business than non-leaders.If you buy a light switch from us,you might pay a little bit morebecause its digital,its connectable,its smart,its green.I thinkthat has paid dividends.We also sell consulting,we sell smartbuildings,we sell EV char

83、gers to their new EV fleet.Its a hugecommercial success for us.VP,Government Affairs,M&A,Innovation and Sustainability,Manufacturing,FranceSustainability as a businessNumber of samples:1,800Leaders(152)Non-leaders(1,648)Creating new business opportunities through sustainability transformation and in

84、tegrating them into business strategy71%45%Understanding the relationship between sustainability and business KPIs,managing both across the organization80%52%Linking evaluation,compensation,and governance with sustainability performance78%49%LeadersNon-leadersPercentage of responses with agree or st

85、rongly agree1876%74%74%72%72%68%41%50%42%54%46%43%Success factors for sustainability transformation4The twin approach of digital and sustainabilityThe fourth characteristic that sustainability leaders share is their high awareness of the importance of digital.Over the past year,91%of leaders have in

86、creased their focus on digitalization.In addition,74%of leaders believe digital transformation is a key to sustainability transformation.Specifically,76%are creating innovative products and services by using data and digital technologies,while 74%are transforming their processes to create their prod

87、ucts and services.In addition,68%have built digital ecosystems with partners to co-create sustainability innovations.It is clear that digital transformation skills and methods are critical to the successful implementation of sustainability transformation,and that a twin approach linking both aspects

88、 together is critical.In the next section,we explore this approach in more detail.Both things go hand in hand,and one depends on the other.Totake actions on sustainability or even make plans based on presentand past data,we need technological tools,databases,to createmeaningful and concise data whic

89、h is easy to read and act upon.So,for that,we need digital transformation.Head of Sustainability,Manufacturing,JapanPriority of digitalization changed over the past 12 monthsNumber of samples:1,800Leaders(152)Non-leaders(1,648)Leaders%Non-leaders75%Digitalization contributing to sustainability trans

90、formation19Number of samples:1,800Leaders(152)Non-leaders(1,648)To increase sustainability,my organization uses data and digital technologies to create innovative products and servicesDigital transformation is a key enabler of our sustainability transformationTo increase sustainability,my organizati

91、on uses data and digital technologies to transform the process of creating its products and servicesThe skills and methodologies of digital transformation are critical to implementing sustainability transformation Digital transformation helps organizations to succeed in sustainability transformation

92、My organization builds a digital ecosystem with partners to co-create sustainability innovationsPercentage of respondents who agree or strongly agree with each descriptionNon-leadersLeaders3Sustainability transformation accelerated by technologySustainability transformation accelerated by technology

93、Sustainability leaders actively drive digital transformationDigital technology plays a major role in integrating sustainability into business.In digital transformation,organizations have connected people,things and processes,using the generated data to transform their businesses.More importantly,org

94、anizations are attempting completely new ways to deliver innovation with agility,by developing skills and empowering individual employees.Our survey revealed that sustainability leaders are actively driving digital transformation and have high organizational capabilities across all areas of digital

95、maturity as summarized in the table on the right.84%of sustainability leaders have employees who have the right skills for digital transformation and 79%utilized methods like agile development.78%are transforming business processes using data and digital technologies.Once you become digital and effi

96、cient,what does that mean?It means you became more sustainable.They are definitely connected.And I think the digital transformation comes first in my mind.VP,Government Affairs,M&A,Innovation and Sustainability,Manufacturing,FranceMaturity of digital transformationLeadersNon-leadersStrategyPeopleWe

97、execute an organization-wide digital transformation strategy under the clear leadership of our CEO%59%We have employees who have the right skills for digital transformation%61%AgilityWe empower employees to act with agility to deliver digital innovation and respond to unexpected changes%62%We consis

98、tently use methodologies such as agile development%51%ProcessWe have updated our IT infrastructure to enable digital transformation%60%We have transformed our business process usingdata and digital technologies%60%DatautilizationOur data provides reliable insights to guide management decisions%67%We

99、 securely protect the private data of customers,employees,and partners%66%We use customer data to create new products or services and continuously improve value for customers%65%We execute an organization-wide cyber-security strategy%64%EcosystemWe have established an open ecosystem for digital inno

100、vation%Number of samples:1,800Leaders(152),Non-leaders(1,648)52%Percentage of respondents who agree or strongly agree with each description of the maturity of their digital transformation21Sustainability transformation accelerated by technologySustainability leaders are also digital transformation l

101、eadersOur survey confirms that sustainability leaders are delivering outcomes through digital transformation.93%of sustainability leaders reported their digital transformation has resulted in tangible outcomes,compared to just 48%of non-leaders.For successful sustainability transformation,it is esse

102、ntial to engage employees and partners through a shared purpose,creating environmental and social value.In order to realize this purpose,organizations can use the new technology platforms and organizational capabilities that they have built through their digital journeys.This will help them to achie

103、ve better sustainability transformation outcomes,providing significant value to environment and society.Regarding sustainability success stories,we adopted a digital oilfield system that uses data analytics and AI to optimize oil and gas production and cut energy usage.Technology is essential becaus

104、e it improves operational efficiency,reduces environmental impacts,and increases stakeholder engagement.Environmental&Social Superintendent,Public Sector,ChinaSuccessfully delivered outcomes through digital transformationNumber of samples:1,800Leaders(152)Non-leaders(1,648)Leaders%Non-leaders48%22Su

105、stainability transformation accelerated by technologyThe five key dimensions of digital-led sustainabilityFujitsu believes that the five dimensions listed below are key for driving digital-led sustainability transformation*.Our survey confirmed that around 80%ofsustainabilityleadersagreethese dimens

106、ions arecrucialto sustainabilitytransformation.In this section,we explore how digital transformation initiatives contribute tosustainability in each dimension.*)For details,please read the FT&SV introduced on page 3 in this report.Agreed that the digital transformation described in each dimension is

107、 important1Automation and augmentationUsing AI to help people solve problems and improve productivity through automation.Leaders%Non-leaders54%2Experience transformationConverging physical and digital to provide inclusive experiences.Leaders%Non-leaders61%3Innovation for environment and societyUsing

108、 High Performance Computing(HPC)and AI to help create innovations that solve complex systemic challenges.Leaders%Non-leaders45%4Resilience of business and societyExploiting data to enable real-time visualization and agile responses in the face of uncertainty.Leaders%Non-leaders51%5Trust across socie

109、tyUsing trust technologies to increase data reliability and visualize environmental and social value.Leaders%Non-leaders52%Percentage of respondents who agree or strongly agree with each descriptionNumber of samples:1,800 Leaders(152)Non-leaders(1,648)23Sustainability transformation accelerated by t

110、echnology1Automation and augmentationAI technologies have automated various routine tasks to improve efficiency.Now,with very large-scale generative AI models such as GPT-4,the democratization of AI is progressing rapidly.In the future,collaboration between people and AI has the potential to improve

111、 peoples productivity significantly,even in creative work.While we need to carefully consider the impact on employment and other factors,this collaboration can potentially solve challenges such as labor shortages in societies with declining populations.Manufacturing and financial services sectors ar

112、e leading in automation.Around two thirds of survey respondents in these sectors already implement AI to automate tasks and improve employee productivity and experience.Using AI to automate work,improving employee productivity and experience (by industry)Finance64%Healthcare54%Manufacturing66%Public

113、 sector48%Retail/wholesale43%Transport49%Number of samples:1,800Percentage of responses using automationTheres a huge push from the market for vertical farming,and it requires a lot of technology digitalization and AI.You need to work towards a complete process management system that optimizes water

114、 flows,air conditioning,ventilation,nutrition management and lighting.VP Sustainability&EHS,Manufacturing,GermanyOutlook 2025-203042%expect more than half of business tasks in their organization will be carried out through collaboration between people and AI by 2030.In addition,about 60%of responden

115、ts see that collaboration between people and AI will change business processes significantly and ease the shortage of labor.Number of samples:1,800From now until 2030,collaboration between people and AI will progress,changing business processes significantly.58%From now until 2030,collaboration betw

116、een people and AI will progress,easing the shortage of labor in an aging,population-decreasing society.59%By 2030,more than 50%of business tasks in my organization will be conducted by people and AI in collaboration.42%Percentage of responses with agree or strongly agree24Sustainability transformati

117、on accelerated by technology2Experience transformationBy utilizing high-speed networks and VR/AR technology,new experiences will be realized in a physical-digital converged world.This convergence helps to create more inclusive experiences.Financial services are a leader in this area.53%of finance se

118、ctor companies provide personalized and inclusive experiences merging online and offline,while 46%have adopted a hybrid working that combines remote and office work.On the other hand,only 20-30%of respondents in transportation,manufacturing,and healthcare sectors,where remote work is limited,have ad

119、opted hybrid working.Experience transformation(by industry)Merging online and offline to provide personalized and inclusive experienceFinance53%Healthcare43%Manufacturing35%Public sector46%Retail/wholesale54%Transport36%Hybrid work enabling employee to work remotely and at offices46%27%24%36%38%19%N

120、umber of samples:1,800 Percentage of responses implementing the above transformation The metaverse could potentially support open access education.If youre a disabled person,it can be hard to get around in a physical world as the infrastructure may not have been designed for your needs.Whereas you c

121、an access a lot more education,content and culture through the Metaverse.Head of Sustainability-EMEA,IT services,UKOutlook 2025-203040%of respondents predict the metaverse will help people to maximize their individual potential and inclusive experiences,with 44%expecting metaverse services to become

122、 popular by 2030.Number of samples:1,800The Metaverse services will become popular in our industry by 203044%41%The Metaverse will have a big impact not only on B2C businesses but also B2B businessesThe Metaverse will help people to maximize their individual potentials and have inclusive experiences

123、40%The Metaverse services will begin in our industry by 202529%Percentage of responses with agree or strongly agree25Sustainability transformation accelerated by technology3Innovation for environment and societyThe use of High-Performance Computing(HPC)and AI to solve complex business and social cha

124、llenges is accelerating.The purpose of using this technology varies between industries.52%of respondents from financial services are using HPC and AI to optimize financial portfolios.In healthcare,37%are using the technologies to enable drug discovery or genomic medicine.HPC and AI has also been use

125、d for logistics optimization in transportation and retail/wholesale sectors,and the development of environmentally friendly materials and products(such as green and photovoltaic materials)in manufacturing.Innovation by using HPC and AI(by industry)Optimization of financial portfoliosFinance52%Drug d

126、iscovery and genomic medicineHealthcare37%Development of environment friendly materials and productsManufacturing17%Logistics optimization andenvironmental load reductionTransport30%Retail/wholesale21%Number of samples:1,278 Percentage of responses implementing the above transformation We use AI and

127、 machine learning algorithms to improve the efficiency of our supply chain operations.Our intelligent logistics platform uses real-time data on inventory levels,production schedules,and shipping routes to optimize logistics operations and reduce waste.Using AI to optimize logistics improved the supp

128、ly chains efficiency and reliability while reducing transportation costs and environmental impact.Director of Strategy and Innovation,Manufacturing,ChinaOutlook 2025-203058%of respondents expect computing power will continue to increase,helping solve complex environmental and social challenges until

129、 2030.Number of samples:1,800From now until 2030,computing power will continue to increase,helping solve complex environmental and social challenges58%By 2025,HPC and AI will be increasingly more democratized,helping a wider range of organizations and individuals to generate innovation49%By 2025,my

130、organization will start to use democratized HPC and AI to accelerate innovation.41%Percentage of responses with agree or strongly agree26Sustainability transformation accelerated by technology4Resilience of business and societyAdvances in digital twin technology,which visualizes and mirrors the phys

131、ical world in a digital space in real time,are driving innovation in business operations,optimization of supply chains,and safe and secure city planning.Over half of respondents in transportation are monitoring and managing CO2emissions,while 40%are working on real-time visualization of supply chain

132、s and logistics to quickly respond to changes.More than half of respondents in retail/wholesale are using data to match demand and supply,along with more than 40%in transportation and manufacturing.Initiatives to improve resilience(by industry)Monitoring and management of CO2emission within our orga

133、nization/cityFinance17%Healthcare38%Manufacturing46%Public sector43%Retail/wholesale33%Transport54%Using data to forecast demand and supply,enabling matching and loss reductions-43%-52%41%Visualizing real-time operations and value chains,enabling agile response to uncertain and volatile changes21%14

134、%18%20%24%40%Number of samples:1,800 Percentage of responses improving resilienceWe have launched our digital supply chain platform by inculcating it within our business strategy.It provides real-time information and end-to-endvisibility to identify potential interruptions and ease crucial decision-

135、making.Through predictive forecasting,this capability improves our procurement efficiency and enables us to minimize disruptions and shipmentdelays.Chief Sustainability Officer,Retail/wholesale,SingaporeOutlook 2025-203036%of respondents forecast that simulation by digital twins will lead to enhance

136、d agility and resilience by 2025.49%of respondents predict that business and urban planning,and disaster countermeasures that utilize simulation technology and real-time data will advance by 2030.Number of samples:1,800From now until 2030,the dynamics of businesses and cities will be increasingly vi

137、sualized with real-timedata,enabling more effective responses to uncertain events and disasters49%From now until 2030,simulation technologies will advance,enabling smarter planning of more sustainable businesses and cities49%By 2025,my organization will start to build the digital twin of business pr

138、ocesses to increase agility and resilience through simulation36%Percentage of responses with agree or strongly agree27Sustainability transformation accelerated by technology5Trust across societyThe evolution of distributed trust technologies such as Web3 and blockchain will accelerate the shift from

139、 a world of zero trust,where nothing is trusted,to a world where everything is connected safely and securely,and where people,data,and things can move freely.Initiatives such as distribution of carbon credits are underway.46%of respondents in transportation and 44%of respondents in manufacturing are

140、 monitoring and managing CO2emissions throughout their value chain and 37%of respondents in the public sector are monitoring and managing CO2emissions data within cities.More than 40%of respondents in healthcare,retail/wholesale,manufacturing,and public sectors have improved the traceability of thei

141、r products and materials.They have also promoted recycling and waste management throughout their supply chains or cities.Initiatives to create trust across society(by industry)Monitoring and management of CO2emissions throughout value chainFinance18%Healthcare23%Manufacturing44%Public sector-Retail/

142、wholesale20%Transport46%Monitoring and management of CO2 emissionwithin city-37%-Traceability of products and materials,recycling,and waste reduction throughout the value chain or cities-46%43%44%46%33%Number of samples:1,800 Percentage of responses creating trustBlockchain could track energy and ca

143、rbon credits and provide greater transparency and accountability in sustainability reporting.Outlook 2025-2030Environmental&Social Superintendent,Public sector,ChinaHalf of all respondents expect blockchain will help their organization build traceability across their value chain by 2025.Looking furt

144、her to 2030,55%of respondents expect a shift to a more distributed model(Web3).Number of samples:1,800By 2030,environmental and social value of many products will be evaluated and flowing through society to promote sustainability57%From now until 2030,the internet will shift from a centralized platf

145、orm model(Web 2.0)to a distributed model(Web 3.0)55%By 2025,blockchain technology will become more mature to help my organization to build traceability across the value chain50%Percentage of responses with agree or strongly agree28Sustainability transformation accelerated by technologyCurrent and fu

146、ture investmentin digital technologiesFinally,lets look at business leaders views on the use of digital technology.According to our research,cyber-security is currently the most used digital technology,followed by AI and IoT.AI is expected to receive the most investment over the next five years foll

147、owed by cyber-security and analytics.More than 60%of business leaders have been already using AI and cyber-security to drive digital transformation,and these are the top two technologies they will increase investment in over the next five years.This indicates the very high expectations for these two

148、 technologies.Investment in technologies such as Web3 and blockchain,as a means of improving sustainability,is expected to increase.Organizations need to assess their sustainability transformation strategies and consider possible technology investments from a medium to long term perspective.In the f

149、uture,technologies will become less expensive and more accurate regarding data;the industry will emphasize transparency of sustainability data and ESG efforts.SVP-Global Sustainability&ESG Integration,Healthcare,USATechnologies which are used now to drive digital transformation and one which you wil

150、l increase investment in 5 yearsUseUseInvestInvestNumber of samples:1,80011%19%16%33%48%34%67%52%13%13%24%38%51%55%60%64%High performance computingWeb3,blockchain5G networkAutomation,including RPAAnalyticsIoTAICyber-securityUp to three technologies being used now and to increase investment over the

151、next five yearsPercentage of responses with agree or strongly agree29RecommendationsThrough the survey,we have analyzed the current status of sustainability transformation,the common characteristics of sustainability leaders,and how digital technology can contribute to successful sustainability tran

152、sformation.Our recommendations to business leaders to achieve a successful sustainability transformation are:1Driving leadership based on a sustainability-oriented purposeSustainability leaders have set a purpose oriented for sustainability,created a story based on purpose,and are consistently commu

153、nicating its message to various stakeholders.It is essential for management to drive purpose-driven leadership,rebuild the business portfolio,and closely link sustainability with business strategies.2Fostering empathy with customers and employeesIt is important to tackle sustainability continuously

154、over a long period of time.Sustainability leaders understand the importance of creating empathy with all stakeholders.It is necessary to foster a culture of trust and empathy among customers and employees,by giving people the skills to implement sustainability transformation and by promoting diversi

155、ty and inclusion.3Integrating sustainability into businessSustainability leaders are creating new opportunities by integrating sustainability into business.It is important to regard sustainability as a business that generates financial and non-financial value,rather than CSR.It is necessary to estab

156、lish a mechanism to manage the relation between sustainability and business performance based on data,and to design processes linked to sustainability performance.4Implementing the twin approach of digital and sustainabilityDigital transformation contributes to successful sustainability transformati

157、on.It is important to transform the process of creating products and services using data and digital technology,and to build a foundation for co-creating innovation.Leaders are expected to develop strategies by implementing a twin approach of digital and sustainability,while assessing the investment

158、 areas of technology.30Respondents profileNumber of samples:1,800CountryAustraliaChinaFranceGermanyJapanSingaporeSpainUKUSANumber of responses per country:200Industry29%15%14%14%14%14%Public SectorManufacturingFinancial servicesHealthcareTransportationRetail and wholesaleRevenue3%5%7%6%15%24%15%14%1

159、1%$100M to$200M$200M to$300M$300M to$400M$400M to$500M$500M to$1B$1B to$5B$5B to$10B$10B to$20B$20B or moreNumber of employees11%34%26%15%8%6%500 to 9991,000 to 4,9995,000 to 19,99920,000 to 49,99950,000 to 99,999100,000 or moreFunction8%10%10%10%10%10%10%2%15%15%Chief Executive OfficerChief Marketi

160、ng OfficerChief Information OfficerChief Financial OfficerChief Digital OfficerChief Strategy OfficerChief Sustainability OfficerOther CxOSVP,VPDirector31Sustainability leader profileNumber of samples:152Country9%6%9%12%16%12%13%11%12%AustraliaSingaporeChinaSpainFranceUnited KingdomGermanyUnited Sta

161、tesJapanIndustry35%13%12%9%11%20%Public SectorManufacturingFinancial servicesHealthcareTransportationRetail and wholesaleRevenue1%1%3%3%10%28%13%21%20%$100M to$200M$200M to$300M$300M to$400M$400M to$500M$500M to$1B$1B to$5B$5B to$10B$10B to$20B$20B or moreNumber of employees3%26%32%17%14%8%500 to 99

162、91,000 to 4,9995,000 to 19,99920,000 to 49,99950,000 to 99,999100,000 or more32Fujitsu LimitedShiodome City Center,1-5-2 Higashi-ShimbashiMinato-ku,Tokyo 105-7123,JAPANTel.+81-3-6252-2220https:/ brand names and product names are trademarks or registered trademarks of their respective holders.A Note

163、Concerning Future Projections,Forecasts and PlansThis publication contains forward-looking statements in addition to statements of fact regarding the Fujitsu Groups past and current situation.These forward-looking statements are based on information available at the time of publication and thus cont

164、ain uncertainties.Therefore,the actual results of future business activities and future events could differ from the forward-looking statements shown in this publication.Please be advised that the Fujitsu Group shall bear no responsibility for any of these differences.Unauthorized copying,reproduction,or reprinting of any part or all of the Global Sustainability Transformation Survey Report 2023 is prohibited.2023 Fujitsu LimitedJune,2023