Fujifilm Fujifilm’s Sustainable Value Plan 2030 (SVP 2030), introduced in August 2017, sets out the long-term goals for Fujifilm Group’s growth, setting targets in the four key areas of environment, health, daily life and work life – as well as supply chain and governance that underpin the business. Policies and targets outlined in SVP 2030 are in line with the development goals promoted by the United Nations, demonstrating our collective ideal of contributing to a sustainable future through business activities. Our annual Sustainability Report, published by Fujifilm Holdings Corporation, documents progress against our goals and how far we are in achieving them. Taking an example, the target to reduce CO2 emissions across the product life cycle by 30% by fiscal 2030 (compared to fiscal 2013 levels) was already achieved in 2019. Therefore, this target was increased to 45% by 2030 – towards which we have achieved a reduction of 41% as of 2020. In 2021, the medium-term management plan Vision2023 was launched, covering the
MPB Founded to make photo and video kit more accessible, affordable and sustainable, today MPB recirculates 350,000 items of used kit a year. We have always taken sustainability seriously, incorporating green and inclusive principles into operations and recruitment. As we have grown, our strategy and action plans have formalised. We calculate our annual environmental footprint and undertake regular employee and customer surveys. Happy staff, satisfied customers and low-carbon, zero- waste operations in a profitable and growing business are good measures of success. Our targets incorporate goals and action plans. We’re working on energy efficiency in our buildings and going from 75 to 100% recycled card and paper. And we are working on our employee volunteering and charity partnership programme, which will support action for the environment, diversity and inclusion. mpb.com
three-year period from fiscal 2021 to 2023. This is the action plan to achieve the goals set out in SVP 2030, such as accelerating business growth with a focus on healthcare and high-functioning materials, and building a more resilient business platform from which we can sustainably grow – utilising a total investment of ¥1.2 trillion over the three years. Additionally, in January 2022, Fujifilm Holdings Corporation introduced the Green Value Climate Strategy. It includes promoting Green Value Manufacturing – a strategy for production with a smaller environmental impact. Within this is Fujifilm’s Green Value Products initiative, certifying products with excellent ecological performance. The overarching aim there is to encourage the continued creation of environmentally conscious products and services. Based on these core strategies, Fujifilm will implement the following: • Manufacturing with a lower environmental impact • Creation or promotion of products
and services with excellent sustainable performance, thus achieving Green Value Products status, of which we currently hold 166 certified goods (as of 2020) • Adopting business-specific targets in line with the new strategy • Introducing internal carbon pricing After reinventing itself from photographic film company into a corporation with focus on healthcare and advanced materials – and with the world changing every day – Fujifilm feels the responsibility of contributing to society through business activities more than ever. It’s crucial that we adapt and react to changes effectively, predicting progress – but also creating it where needed. Through innovation and offering value to society, we can contribute to a sustainable future. holdings.fujifilm.com/en/sustainability/ plan/svp2030
Videndum Media Solutions
We’re tracking and comparing countless materials and processes, so we can make smart design decisions that improve impact. If you are reading this critically, you will be aware that measuring these things naturally means we’re also asking a lot of difficult questions re life cycle. These go well beyond just the way the product is made. We can’t quite reveal what we’re doing there (yet), but can say that we are not waiting for someone to hand us solutions. videndum.com
By 2024, we aim to achieve 80% green line materials for all bags in production. Our design and development teams have a roadmap and checklist to further identify opportunities in which we can reduce the carbon footprint during product life cycle. Beyond sustainable materials, we are also innovating our offerings to reduce the impact during shipment and increase the possibility of product repairing. We believe this is a continuous development and are working to reduce the carbon footprint of our goods every day. We have content targets and the green line tag, which puts performance on those targets, underscoring the name of the product. And we’re not only doing this on new launches. We’re converting all active lines for 2024 and have already started that conversion with our top sellers. Just recently, we began selling ProTactic backpacks with up to 64% of the fabric now recycled or solution-dyed.
Videndum Media Solutions (with brands including Manfrotto, Lowepro and Gitzo) has a sustainability strategy with clear objectives across all areas. Aligned with international standards, this prioritises actions that will deliver the greatest positive impact on the environment, social fabric and economy. We developed our strategy focusing on CO2 emissions – including commitment to net zero – product development, packaging and waste reduction, formalising and integrating the supply chain, improvement of diversity, equity and inclusion, and corporate social responsibility tasks. In Lowepro, we are implementing different projects in order to ensure the deliverability of top-level sustainability targets. We have a specific goal under sustainable product development that primarily focuses on increasing recycled-material content in bags, materials sourced to reduce carbon footprint, and water and energy use during the manufacturing process.
Shimoda Designs Shimoda Designs does not currently have a defined sustainability programme. For the most part, this reflects our size, how we operate with present manpower and what we can realistically accomplish. With that said, much like a person who chooses a life of eating healthy with regular exercise… we make ‘sustainable’ decisions because it is both common and good business sense. Speaking for myself, it has been part of who I am since I was young. Before the word became mass interest, I preached my own gospel of ‘sustainable design’. Specifically, creating or purchasing goods that weren’t subject to trends or had social expiration dates. Shimoda aims to make products that perform their required tasks in a physically and visually durable package. It’s not all victories, but a key part of our process. I feel Shimoda can confidently contribute by making products that are designed responsibly and to last. Shimoda’s parent company, MAC Group, operates with similar logic. For instance, when a container is shipped across the world to a distributor, it carries a handful of brands manufactured in the same factory distributed by MAC. This is a sustainable and positive action, but also sensible and logical. Beyond running a company that is already embedded in a sustainable mindset, Shimoda also contributes 1% of its annual sales to Give Back to Nature. Through the programme created by Team Shimoda landscape photographer Patrick Di Fruscia, we have planted over 250k trees in the past two years. GBTN specifically plants trees in deforested areas across the planet, and was created as a way for Patrick to give back to all the amazing moments the planet has provided him and his camera.
TURN FOR THE BETTER We put the sustainability question to the biggest brands, uncovering the manifold ways they are building a greener industry
Issue 100 | Photography News 23
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