What are the material issues the company has identified?

In its 2021-22 Sustainability Report Ayurvet identified a range of material issues, such as water conservation and management, good manufacturing practices, employment and employees’ wellbeing, local community development. Among these, creating economic value for its stakeholders stands out as a key material issue for Ayurvet.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process s of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Ayurvet engages with:

To identify and prioritise material topics Ayurvet engaged with its stakeholders through the following channels:

Stakeholder Group	Method of engagement
Customer	·      Participate in animal fairs, kishan gosthi etc. ·      E-news letters and magazines ·      Customer satisfaction survey ·      Farmer connect programme
Employee	·      Employee engagement activities ·      Training Programme ·      Performance Appraisal ·      Employee Feedback Survey ·      Reward & Recognition
Supplier	·      Assessing suppliers before signing the contract ·      Meeting with suppliers as per need
Community	·      Meeting with community representatives ·      Need assessment survey
Shareholders	·      Quarterly Board meetings ·      Meeting of various committees of Board ·      Annual Board Meeting
Regulatory Authorities	·      Filing of regulatory compliances ·      Inspection by regulatory authorities

What actions were taken by Ayurvet to create economic value for its stakeholders?

In its 2021-22 Sustainability Report Ayurvet reports that it took the following actions for creating economic value for its stakeholders:

• Creating economic value for employees
• In 2021-22, Ayurvet paid INR lacs 2552 for employee compensation.

• Creating economic value for capital providers
• In 2021-22, Ayurvet paid INR lacs 1629 to capital providers.

• Creating economic value for the government
• In 2021-22, Ayurvet paid INR lacs 2218 to the government.

• Creating economic value for society
• In 2021-22, Ayurvet spent INR lacs 200 in donations.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.1, 8.2
• Sustainable Development Goal (SDG) 9: Industry, Innovation and Infrastructure
• Targets: 9.1, 9.4, 9.5

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

• Exclusive FBRH template to begin reporting from day one
• Identify your most important impacts on the Environment, Economy and People
• Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
• Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.

References:

This case study is based on published information by Ayurvet, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.ayurvet.com/about-us/sustainability-report/

Note to Ayurvet: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

What are the material issues the company has identified?

In its 2020 Annual & Sustainability Report Chiesi identified a range of material issues, such as employee wellbeing, health & safety, ethics & compliance, diversity, equity & inclusion, R&D, innovation & digitalisation. Among these, creating economic value for its stakeholders stands out as a key material issue for Chiesi.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Chiesi engages with:   

Stakeholder Group	Method of engagement
Employees	·      Intranet ·      CEO communications ·      Workshops ·      Materiality survey ·      Employees survey
Patients and caregivers	·      Regular survey ·      Projects with patients associations ·      Materiality survey
Suppliers	·      Meetings and workshops ·      Partnership
Scientific community and universities	·      Conferences ·      Research projects ·      Publications
Institutions and public administration	·      Dialogue with regulators through survey, meetings and conferences ·      Materiality survey
Healthcare service providers	·      Conferences ·      Surveys
Media	·      Corporate website ·      Press releases
Local communities	·      Chiesi Foundation activities ·      Events sponsored by Chiesi ·      Materiality survey

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics, Chiesi engaged with its stakeholders through surveys to capture the voices of over 700 employees, 200 healthcare professionals and approximately 60 suppliers.

What actions were taken by Chiesi to create economic value for its stakeholders?

In its 2020 Annual & Sustainability Report Chiesi reports that it took the following actions for creating economic value for its stakeholders:

• Creating economic value for employees
• In 2020, Chiesi paid € 38 million for employees and collaborators’ wages and salaries.

• Creating economic value for suppliers/ vendors
• In 2020, Chiesi paid € 1,032.39 million to suppliers/ vendors (cost of goods and services purchased).

• Creating economic value for capital providers
• In 2020, Chiesi paid €03 million to capital providers.

• Creating economic value for communities
• In 2020, Chiesi invested € 20 million in communities (donations and contributions with social purposes).

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.1, 8.2
• Sustainable Development Goal (SDG) 9: Industry, Innovation and Infrastructure
• Targets: 9.1, 9.4, 9.5

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

• Exclusive FBRH template to begin reporting from day one
• Identify your most important impacts on the Environment, Economy and People
• Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
• Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by Chiesi, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.chiesi.com/img/annual_report/documenti/44_20210623_chiesi_report_long_eng_def_july_ld.pdf

Note to Chiesi: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

What are the material issues the company has identified?

In its 2020 Sustainability Report Lonza identified a range of material issues, such as customer satisfaction, quality and reliability, socioeconomic compliance, anti-corruption, customer health and safety. Among these, creating economic value for its stakeholders stands out as a key material issue for Lonza.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Lonza engages with: 

Stakeholder Group

Suppliers

Customers

Group Management and Board of Directors

Employee Associations

Employees

Associations and Competitors

Consumers and Patients

Lenders

Shareholders and Investors

Rating Agencies and Analysts

Proxy Advisors

Regulators

Government / Authorities

Future Talent

Local Communities

Scientific Community

NGOs

Media / General Public

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Lonza conducted a materiality survey among its stakeholders, to capture their views on topics to be reported upon, actively managed or simply monitored. The survey’s participants included employees, customers, the scientific community, financial analysts, future talent, media and Lonza’s management and Board.

What actions were taken by Lonza to create economic value for its stakeholders?

In its 2020 Sustainability Report Lonza reports that it took the following actions for creating economic value for its stakeholders:

• Creating economic value for employees
• As a purpose-led and responsible company, Lonza is an attractive employer for its 16,540 employees worldwide. In 2020, Lonza spent CHF 1,643 million for its employees.

• Creating economic value for shareholders
• In 2020, Lonza paid CHF 206 million to its shareholders.

• Creating economic value for public authorities
• In 2020, Lonza paid CHF 95 million to public authorities in taxes.

• Creating economic value for lenders
• In 2020, Lonza paid CHF 94 million to lenders.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.1, 8.2
• Sustainable Development Goal (SDG) 9: Industry, Innovation and Infrastructure
• Targets: 9.1, 9.4, 9.5

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

• Exclusive FBRH template to begin reporting from day one
• Identify your most important impacts on the Environment, Economy and People
• Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
• Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by Lonza, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://annualreport.lonza.com/2020/documents/Lonza_Sustainability_Report_2020.pdf

Note to Lonza: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

What are the material issues the company has identified?

In its 2020 Sustainability Report Lonza identified a range of material issues, such as economic performance, customer satisfaction, environmental compliance, anti-corruption, occupational health and safety. Among these, promoting responsible procurement stands out as a key material issue for Lonza.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Lonza engages with:

Stakeholder Group

Suppliers

Customers

Group Management and Board of Directors

Employee Associations

Employees

Associations and Competitors

Consumers and Patients

Lenders

Shareholders and Investors

Rating agencies and Analysts

Proxy Advisors

Regulators

Government / Authorities

Future Talent

Local Communities

Scientific Community

NGOs

Media / General Public

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Lonza engaged with its stakeholders through a materiality survey, to capture their input on topics to be reported upon, actively managed or simply monitored. They included employees, customers, the scientific community, financial analysts, future talent, media and Lonza’s management and Board.

What actions were taken by Lonza to promote responsible procurement?

In its 2020 Sustainability Report Lonza reports that it took the following actions for promoting responsible procurement:

• Promoting responsible practices
• Lonza is a member of the Pharmaceutical Supply Chain Initiative (PSCI). PSCI is an association of pharmaceutical, biotech and medical device industries. Its aim is to establish and promote responsible practices to improve ethics, labour, health, safety and environmentally sustainable outcomes, as well as to improve supplier capability for the members’ supply chains. This active membership enhances the firm’s capabilities and processes in sustainable supply chain management. As a PSCI member, Lonza performs audits of key suppliers and is in turn audited with a similar scope by its customers.

• Establishing a comprehensive and integrated supplier risk-management process
• Lonza’s Procurement has established a comprehensive and integrated supplier risk-management process to support sustainable business growth by capturing opportunities, anticipating and mitigating supply risk. The following key principles define the risk management framework using Enterprise Resource Planning (ERP) automation:
  • Key supplier risk assessment and management by global procurement experts;
  • Integrating risk assessments into business processes to enable and support business continuity;
  • Using criteria and a risk register for scalable assessments of materials and suppliers;
  • Monitoring and ranking supply risks, including risk mitigation and implementation;
  • Embedding in the risk assessment process the supplier’s on-time/in-full delivery and quality performance ratings. 

• Promoting due diligence
• As part of its commitment to sustainable development, Lonza’s Supplier Code of Conduct sets high standards for suppliers and provides a framework to evaluate their practices. Lonza carefully selects and evaluates suppliers for security of supply and specifications of materials and services and also audits some of its critical suppliers to assure and improve performance and relationships, in line with the Pharmaceutical Supply Chain Initiative (PSCI) principles. Lonza operates an automated anti-bribery and anti-corruption due diligence process, monitoring for high-risk suppliers. This is run by the Ethics & Compliance Group and integrated into the procurement and supplier management process through Lonza’s enterprise resource planning (ERP) system (SAP). Third parties in qualification are blocked in SAP until the due diligence process is completed. The process includes real-time corruption, trade sanctions, and adverse media screening for all third-party suppliers with increased due diligence for higher-risk third parties. For the latter, the process includes mandatory completion of a due diligence questionnaire and a custom made anti-bribery and anti-corruption training, as well as competition law. Third parties with higher risk profiles are then further reviewed and assessed by members of the Ethics & Compliance Group. Lonza’s suppliers are continuously monitored and, where relevant, full due diligence is completed on a two-year automated cycle.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 308-1 New suppliers that were screened using environmental criteria

2) Disclosure 414-1 New suppliers that were screened using social criteria

 

Disclosure 308-1 New suppliers that were screened using environmental criteria does not correspond to any SDG.

Disclosure 414-1 New suppliers that were screened using social criteria corresponds to:

• Sustainable Development Goal (SDG) 5: Gender Equality
• Targets: 5.2
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.8
• Sustainable Development Goal (SDG) 16: Peace, Justice and Strong Institutions
• Targets: 16.1

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

• Exclusive FBRH template to begin reporting from day one
• Identify your most important impacts on the Environment, Economy and People
• Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
• Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by Lonza, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://annualreport.lonza.com/2020/documents/Lonza_Sustainability_Report_2020.pdf

Note to Lonza: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

What are the material issues the company has identified?

In its 2018 Sustainability Report Lonza identified a range of material issues, such as economic performance, product quality and reliability, environmental compliance, customer satisfaction, occupational health and safety, socioeconomic compliance. Among these, combatting corruption stands out as a key material issue for Lonza.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Lonza engages with:

Stakeholder Group

Suppliers

Customers

Group Management and Board of Directors

Employee Associations

Employees

Associations and Competitors

Consumers and Patients

Lenders

Shareholders and Investors

Rating agencies and Analysts

Proxy Advisors

Regulators

Government / Authorities

Future Talent

Local Communities

Scientific Community

NGOs

Media / General Public

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Lonza engaged with its stakeholders – including employees, customers, academia, financial analysts, future talent, media and Lonza management and Board – through a materiality survey, to capture their input on topics to be made transparent and reported upon, actively managed or simply monitored.

What actions were taken by Lonza to combat corruption?

In its 2018 Sustainability Report Lonza reports that it took the following actions for combatting corruption:

• Monitoring and promoting compliance
• Lonza has a dedicated Ethics and Compliance team that is charged with monitoring and promoting compliance with anti-bribery and anti-corruption laws. In addition, Lonza is considering engaging in periodic global trend analyses, to identify areas of anti-corruption risk and implement mitigation steps as necessary, as well as implementing a new electronic interface, for third-party due diligence. Accordingly, a survey of Lonza’s sites regarding anti-corruption precautions was initiated in 2018, with results being communicated after analysis.

• Implementing an Ethics Hotline
• Lonza’s Ethics Hotline provides a mechanism for employees and others to report potential violations of the Code of Conduct, any Lonza policies or procedures (including those related to anti-corruption), or applicable laws or regulations. Such reports may be made anonymously where allowable by law. Those found responsible for any violations may face disciplinary action, which includes termination of employment. 

• Providing communication and training on anti-corruption policies and procedures
• All Lonza employees have access via the company’s intranet site to Lonza’s Anti-Corruption and Anti-Bribery Policy. New hires are trained via an online training module on anti-corruption and anti-bribery, while anti-corruption and anti-bribery is also covered in Lonza’s Code of Conduct, and in the annual Code of Conduct training required of all employees. Suppliers that enter into Lonza’s standard supply agreement agree to adhere to Lonza’s Supplier Code of Conduct, which sets forth commitments to working against corruption and bribery. Lonza’s Supplier Code of Conduct applies to both its suppliers and to any subcontractors or other third parties that a supplier may engage in the performance of their contractual obligations. Currently, suppliers are instructed to implement internal measuring procedures, tools, and indicators required to guarantee adherence to the Lonza Supplier Code of Conduct principles. Suppliers are also encouraged to report any violations by e-mail, or by using Lonza’s Ethics Hotline.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 205-1 Operations assessed for risks related to corruption

2) Disclosure 205-2 Communication and training about anti-corruption policies and procedures

 

Disclosure 205-1 Operations assessed for risks related to corruption corresponds to:

• Sustainable Development Goal (SDG) 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
• Business theme: Anti-corruption

Disclosure 205-2 Communication and training about anti-corruption policies and procedures corresponds to:

• Sustainable Development Goal (SDG) 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
• Business theme: Anti-corruption

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

• Exclusive FBRH template to begin reporting from day one
• Identify your most important impacts on the Environment, Economy and People
• Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
• Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.

 

References:

1) This case study is based on published information by Lonza, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

2) https://www.globalreporting.org/standards/gri-standards-download-center/

Note to Lonza: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

What are the material issues the company has identified?

In its 2018 Sustainability Report Chiesi identified a range of material issues, such as ethics and compliance, product quality and reliability, patients’ health and safety, environmental protection, employee health and safety and well-being. Among these, promoting employee development stands out as a key material issue for Chiesi.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Chiesi engages with:

Stakeholder Group	Method of engagement
Employees	·      Intranet ·      CEO communications ·      Workshops ·      Materiality survey ·      Employees survey
Patients and caregivers	·      Regular survey ·      Projects with patients associations ·      Materiality survey
Suppliers	·      Meetings ·      Partnership
Scientific community and universities	·      Conferences ·      Research projects ·      Publications
Institutions and public administration	·      Dialogue with regulators through survey, meetings and conferences
Healthcare service providers	·      Conferences ·      Surveys
Media	·      Corporate website ·      Press releases
Local communities	·      Chiesi Foundation activities ·      Events sponsored by the company ·      Materiality survey

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Chiesi shared questionnaires regarding sustainability topics with 150 patients, several patients’ associations, more than 700 employees, and 20 local associations.

What actions were taken by Chiesi to promote employee development?

In its 2018 Sustainability Report Chiesi reports that it took the following actions for promoting employee development:

• Implementing a People Development Programme
• Chiesi’s annual People Development Programme is a key initiative designed for professionals, middle managers and executives, to create a pool of well-prepared leaders to face future challenges. The programme starts with an assessment process that allows people to understand both their strengths and areas for improvement. The next step is a dedicated training and development plan, created to help employees improve and perform their roles at a high level and prepare for future development opportunities within the company. In 2018, approximately 800 middle managers and executives participated in the process, and 650 Individual Development Plans were activated. A Succession Plan for critical roles is also in place, covering over 50% of all relevant positions. Moreover, Chiesi’s development effort is not limited to high level positions or people with extensive work experience, and professional opportunities for less tenured employees are also offered. Additionally, the Potential Assessment for young graduates is a programme dedicated to recently hired employees, not yet in managerial roles. This programme, implemented across all functional areas, assesses employees’ skills and their potential for growth through group assessments and individual interviews, and defines for each of them a specific development plan. In 2018, 40 people participated in the programme in Italy and defined their individual development plans.

• Launching the “Got my Talent” project
• With the ambition of reaching every area of its employee population, Chiesi’s development projects also focus on employees working in manufacturing sites. Accordingly, Chiesi launched a project dedicated to the Global Manufacturing Department (GMD) in Italy, France, and Brazil. This project, dedicated to talented employees, is called “Got my Talent,” and was initiated in 2018. Its purpose is to develop skills, motivation, and teamwork with the objective of encouraging managerial growth in the manufacturing division. Within this project in 2018, 22 people were invited to participate in assessments, training sessions, project works, and development programmes. In addition, a new performance evaluation programme was designed for workers in the Italian manufacturing sites, which was implemented in 2019. 

• Operating the Chiesi Academy
• In 2018, as part of its commitment to providing career development opportunities worldwide, Chiesi expanded the Chiesi Academy, an intensive educational programme designed and delivered in partnership with the internationally acclaimed Italian business school, SDA Bocconi. Highly-qualified Chiesi employees from around the globe were invited to attend one of three tracks:
  • the fourth edition of the DEAL programme (Develop Executives And Leaders), targeting senior executives, a unique journey into Leadership for future Company “shapers”
  • the fifth edition of the CCM programme (Chiesi Corporate Master), a 25-day MBA-like programme targeting young talents
  • a brand-new programme for marketers, the first edition of Marketing Excellence programme
• Since its creation in 2009, approximately 300 people from all geographies have participated in the Academy. In addition to the global training programmes, in Italy Chiesi offered employees a catalogue of 22 specific courses for managerial skills development, based on the Chiesi Leadership Model, in addition to language and IT training. Together with these initiatives, a number of ad hoc management training events were held to meet the specific needs of the various functions, including teambuilding activities, change management, and people development support. It is worth noting that Chiesi paid particular attention to change management initiatives in support of digital transformation, digital cultural growth, and new ways of remote collaboration. A group of 35 Digital Ambassadors were selected internally for their digital skills, to promote and support the use of new technologies and innovative ways of working. Chiesi also provided new leadership training courses for managers (People First) and open sessions focused on the people development process, along with cross-country development opportunities for employees, through international assignments among its 27 affiliates. These international assignments are an active example of Chiesi’s support of diversity as a precious source of personal, professional, and cultural enrichment. The opportunity to work in different affiliates encourages cooperation, a broad exchange of ideas, and the sharing of skills and experience.

• Providing training
• Chiesi provides a wide variety of training customised to the particular country, the needs of the people, and the type of site (commercial or operational). Essential training for all employees includes health and safety, people development, Research & Development, compliance, pharmacovigilance, soft skills, disease state, client management, and selling skills. Chiesi provides every employee with an average of 43.8 hours of training per year. Additionally, specific trainings and communication on anti-corruption practices have been developed, to ensure the proper implementation of the rules of ethical behaviour in order to guarantee compliance by employees. At the end of 2018, a new training initiative was launched for all Chiesi Group employees, focusing on sustainability and Chiesi’s path toward sustainable development. The training highlighted the milestones that led to the United Nations Sustainable Development Goals and key concepts related to sustainable development. The programme also provided an overview of Chiesi’s Sustainability Strategic Plan, as an example of Chiesi’s concrete commitment to sustainability and the actions Chiesi people are taking to pursue it.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 404-1 Average hours of training per year per employee

2) Disclosure 404-2 Programs for upgrading employee skills and transition assistance programs

 

Disclosure 404-1 Average hours of training per year per employee corresponds to:

• Sustainable Development Goal (SDG) 4: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all
• Business theme: Employee training and education
• Sustainable Development Goal (SDG) 5: Achieve gender equality and empower all women and girls
• Business theme: Gender equality
• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Employee training and education

Disclosure 404-2 Programs for upgrading employee skills and transition assistance programs corresponds to:

• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Employee training and education

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

• Exclusive FBRH template to begin reporting from day one
• Identify your most important impacts on the Environment, Economy and People
• Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
• Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.

 

References:

1) This case study is based on published information by Chiesi, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

2) https://www.globalreporting.org/standards/gri-standards-download-center/

Note to Chiesi: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

What are the material issues the company has identified?

In its 2017 Sustainability Report Edwards identified a range of material issues, such as product safety and quality, ethics and compliance, patient experience and voice, access to healthcare, product lifecycle, design and innovation. Among these, promoting workplace diversity stands out as a key material issue for Edwards.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Edwards engages with: 

Stakeholder Group	Method of engagement
Executives	·      Formal interviews conducted by third party ·      Workshops
Employees	·      Survey of participants in the Edwards Leaders’ Forum and Edwards Lifesciences Leadership Programme
Investors	·      Formal interviews conducted by third party ·      Correspondence regarding ratings surveys
Patients	·      Formal interviews conducted by third party
Board of Directors	·      Formal interviews conducted by third party
Opinion Leaders (Industry Associations)	·      Formal interviews conducted by third party ·      Reviewed relevant reports
GPOs	·      Formal interviews conducted by third party
Wholesalers/Distributors	·      Formal interviews conducted by third party
Regulatory & Certifying Bodies	·      Reviewed proxy materials (ISO standards, FDA documentation)
Customers and Physicians	·      Formal interviews conducted by third party ·      Reviewed customer sustainability reports
Suppliers	·      Formal interviews conducted by third party ·      Reviewed supplier sustainability reports
Community Organisations	·      Reviewed reports and public materials

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Edwards carried out in-person phone interviews with 42 internal and 20 external stakeholders.

What actions were taken by Edwards to promote workplace diversity?

In its 2017 Sustainability Report Edwards reports that it took the following actions for promoting workplace diversity:

• Implementing diversity and inclusion programmes
• To foster inclusive thinking and increase the diversity of its workforce, Edwards has developed programmes focused on attracting, engaging and developing diverse talent. Sample activities include:
  • Career fairs for engaging minorities at conferences and university chapters (e.g., National Society of Black Engineers and the Society of Women Engineers)
  • Panel discussions about managing your career at Edwards featuring guests from Edwards’ executive or senior leadership teams
  • Speed Mentoring with senior leadership team members
  • Leadership development classes
  • Hospital Observation opportunities to see Edwards’ products in clinical use
  • Monthly Mix & Mingle social events
  • Welcome Reception for summer interns recruited from the National Society of Black Engineers (NSBE)
  • Summer Externship Programme

• Engaging employees in diversity
• Edwards’ Employee Resource Groups (ERGs) focus on employee awareness and learning, as well as networking. ERGs host a variety of learning opportunities, networking activities and group events designed to educate, raise awareness, create a sense of community and provide career development opportunities for members. Edwards employees participate in several ERGs that celebrate and advance diversity, which include:
  • Network of Women: Informs, involves and inspires all employees on the value of gender diversity and inclusion into the Edwards culture where employees grow and thrive
  • MultiCultural: Fosters a community that attracts and enables Edwards’ employees across cultures to be connected and empowered, and reach their full potential
  • Friends of Veterans Network: Fosters a community of veterans and veteran-minded employees at Edwards to enhance employee engagement, drive veterans’ talent strategy and serve the veterans community
  • Generations: Supporting issues around work / life integration, parenting, elder care and family caregiving. Chapters include Fertility, Adoption, and Fostering, Working Parents, Early Career Professionals
  • Rainbow Alliance: Creates a community of LGBTQ+ (lesbian, gay, bisexual, transgender, and questioning) members and allies that fosters employee engagement and diversity of thought within Edwards through education, support, visibility, and advocacy; together, striving to cultivate an environment of acceptance and respect for all employees

• Preventing unconscious bias
• Edwards’ Leveraging Diversity workshop addresses unconscious bias by encouraging inclusive thinking and behaviours from the top down. The training also helps individuals develop their cultural competency skills to work effectively across both similarities and differences. Post-training evaluations have shown the sessions are effective in changing peoples’ mindsets on how they promote, hire and engage with colleagues.

• Implementing a summer externship programme
• In coordination with community organisations Girls Inc. of Orange County and 100 Black Men of Orange County, Edwards continued its annual summer externship programme for under-represented high school aged students. In 2017, this externship programme gave 15 students the experience of job shadowing with Edwards employees from several functional areas of the company, exposing them to a variety of business situations. Edwards provided employees with diversity training and held all-inclusive events on campus, to promote inclusion among co-workers. Edwards also attended the National Society of Black Engineers and recruited interns as well as permanent employees.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 405-1 Diversity of governance bodies and employees

2) Disclosure 406-1 Incidents of discrimination and corrective actions taken

 

Disclosure 405-1 Diversity of governance bodies and employees corresponds to:

• Sustainable Development Goal (SDG) 5: Achieve gender equality and empower all women and girls
• Business theme: Gender equality, Women in leadership
• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Diversity and equal opportunity

Disclosure 406-1 Incidents of discrimination and corrective actions taken corresponds to:

• Sustainable Development Goal (SDG) 5: Achieve gender equality and empower all women and girls
• Business theme: Non-discrimination
• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Non-discrimination
• Sustainable Development Goal (SDG) 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
• Business theme: Non-discrimination 

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

• Exclusive FBRH template to begin reporting from day one
• Identify your most important impacts on the Environment, Economy and People
• Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
• Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.

 

References:

1) This case study is based on published information by Edwards, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

2) https://www.globalreporting.org/standards/gri-standards-download-center/

Note to Edwards: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

What are the material issues the company has identified?

In its 2018 Health for Humanity Report Johnson & Johnson identified a range of material issues, such as product quality, safety and reliability, ethics and compliance, innovation, workplace safety, procurement and supplier management. Among these, respecting and promoting human rights stands out as a key material issue for Johnson & Johnson.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The organization should identify its stakeholders, and explain how it has responded to their reasonable expectations.”

Stakeholders must be consulted in the process s of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Johnson & Johnson engages with:

Stakeholder Group	Method of engagement
Advocacy Groups/Trade Associations	·      Organisational memberships ·      Direct engagement ·      Dialogue ·      Sponsorships ·      Conferences ·      Research efforts
Consumers	·      Dedicated 24-hour, 7-days-a-week toll-free hotline in 23 languages ·      Johnson & Johnson website ·      Brand websites ·      Social media ·      Focus groups ·      Clinical trials
Customers	·      Direct contact through sales ·      Customer relationship managers ·      Customer call centres ·      Customer meetings ·      Industry trade groups/meetings
Employees	·      Credo survey ·      Intranets ·      Newsletters ·      Company webcasts ·      Town hall meetings ·      Quarterly business updates ·      Training sessions ·      Anonymous 24-hour, 7-days-a-week toll-free hotline in 23 languages
Government/Policy Makers	·      Governmental affairs liaisons ·      Direct engagement ·      Johnson & Johnson Political Action Committee ·      Meetings ·      Advocacy
Healthcare Providers	·      Sales representatives ·      Continuing medical education liaisons ·      Education initiatives ·      Clinical researchers ·      Advisory boards ·      Support and education programmes for caregivers
Socially Responsible Investors	·      Annual report ·      Annual sustainability report ·      Annual shareholders meeting ·      Investor releases ·      Quarterly earnings ·      Road shows ·      Completion of surveys ·      Johnson & Johnson website ·      Conferences ·      Dialogue ·      Direct engagement
Local Communities	·      Direct local engagement ·      Philanthropic efforts ·      Employee volunteers ·      Sponsorships ·      Collaborative partnerships
NGOs	·      Direct engagement ·      Dialogue ·      Collaborative partnerships ·      Sponsorships ·      Organisational memberships ·      Conferences ·      Social media
Quasi-Governmental Organisations/Academic Institutions	·      Direct engagement ·      Collaborative partnerships ·      Face-to-face meetings ·      Research ·      Academic studies
Suppliers	·      Direct engagement ·      Collaborative partnerships ·      Responsibility Standards for Suppliers ·      Outreach by category leaders ·      Supplier scorecards ·      Face-to-face meetings ·      Trainings and workshops ·      Supplier diversity initiatives ·      Surveys ·      Assessments and audits

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Johnson & Johnson carried out a survey among over 1,500 stakeholders, who were asked to rank topics by importance to them and by their potential for social, environmental and economic impact.

What actions were taken byJohnson & Johnson to respect and promote human rights?

In its 2018 Health for Humanity Report Johnson & Johnson reports that it took the following actions for respecting and promoting human rights:

• Implementing Global Labor & Employment Guidelines
• Johnson & Johnson’s Global Labor & Employment Guidelines articulate its expectations for labour and employment practices at its sites, including preventing forced labour and child labour, and non-discrimination, among other matters. Johnson & Johnson provides the freedom to establish a formal employee organisation or representation structure across the Enterprise, including in Johnson & Johnson’s operating companies. Company sites can establish an employee representation structure or framework, except where prohibited by law. Minimum notice periods, the management of reorganisations and layoffs, and the policies associated with such actions vary depending on the location, nature, size and scale of the action and applicable law. Local operating leaders try to communicate significant plans of operational changes to employees and their representatives in a timely and practical manner, in advance of actions being taken. Many of Johnson & Johnson’s collective bargaining agreements contain negotiated provisions covering severance or separation pay and benefits. Where there is no legal minimum notice period, Johnson & Johnson operating companies typically provide 30 days of notice.

• Promoting human rights among suppliers
• The Johnson & Johnson Responsibility Standards for Suppliers outline Johnson & Johnson’s expectations of supplier business conduct. The Standards align closely with relevant provisions of the United Nations Guiding Principles on Business and Human Rights, and the Consumer Goods Forum Forced Labor Resolution and Priority Industry Principles. In 2018, Johnson & Johnson’s updated and launched its online training on Human Rights, a training that is mandatory for all Global Procurement employees and is available to other relevant functions. Additionally, Johnson & Johnson’s cross-functional Human Rights Working Group – comprised of Global Procurement, Law Department, Environmental Health, Safety & Sustainability, and Corporate Governance functional groups – meets regularly, and rolled out the social audit programme in 2018.

• Developing grievance mechanisms
• The Johnson & Johnson Credo Hotline – a grievance mechanism available to all employees, suppliers and other business partners – offers a secure mechanism for anonymous reporting of suspected concerns or potential violations of Johnson & Johnson’s policies or the law. Johnson & Johnson communicates the hotline access broadly, and the visibility of this access and hotline functionality are in scope for enterprise-wide audit procedures. Concerns raised through the hotline are reported at an enterprise level. In addition to the Credo Hotline, employees can anonymously report potential violations to the Human Resources function within each operating company locally.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 402-1 Minimum notice periods regarding operational changes

2) Disclosure 406-1 Incidents of discrimination and corrective actions taken

 

Disclosure 402-1 Minimum notice periods regarding operational changes corresponds to:

• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Labor/management relations

Disclosure 406-1 Incidents of discrimination and corrective actions taken corresponds to:

• Sustainable Development Goal (SDG) 5: Achieve gender equality and empower all women and girls
• Business theme: Non-discrimination
• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Non-discrimination
• Sustainable Development Goal (SDG) 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
• Business theme: Non-discrimination

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

 

 

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

• Exclusive FBRH template to begin reporting from day one
• Identify your most important impacts on the Environment, Economy and People
• Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
• Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.

 

References:

1) This case study is based on published information by Johnson & Johnson, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

2) https://www.globalreporting.org/standards/gri-standards-download-center/

Note to Johnson & Johnson: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

What are the material issues the company has identified?

In its 2016 Corporate Responsibility Report Baxter identified a range of material issues, such as innovation that expands access to care, ethics and compliance, employee health and safety, workplace culture. Among these, promoting responsible procurement stands out as a key material issue for Baxter.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Baxter engages with:

Stakeholder Group

Patients/healthcare providers

Employees

Communities

Governments/payers

Shareholders

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Baxter carried out interviews with both internal and external stakeholders, who included customers, suppliers and partners, governmental agencies, investors, sustainability experts and industry and patient organisations.

What actions were taken by Baxter to promote responsible procurement?

In its 2016 Corporate Responsibility Report Baxter reports that it took the following actions for promoting responsible procurement:

• Implementing standards and policies
• Baxter’s Supplier Quality Standards and Ethics and Compliance Standards for Suppliers outline its expectations and requirements for all suppliers in this area. Additionally, as outlined in Baxter’s Global Human Rights Policy, Baxter respects human rights, dignity and the diverse contributions of all individuals and works to make sure that its suppliers share its high standards. Moreover, Baxter’s Modern Slavery Statement declares Baxter’s commitments and approach to ensuring that its UK operations and supply chain are free from modern slavery such as child labour, forced and bonded labour, and human trafficking. To integrate these standards and policies into its business, Baxter considers social and environmental criteria in its purchasing decisions, and incorporates corporate responsibility criteria into its requests for proposal and supplier contract templates.

• Carrying out supplier audits
• Baxter launched its supplier audit pilot programme in 2016, and carried out one audit in Asia Pacific, two in North America and two in Europe. The audit format, aligned with the Pharmaceutical Supply Chain Initiative (PSCI) protocol, covers ethics, labour, environmental, health and safety, and related management systems. In 2016 Baxter also developed an overarching strategy and a risk-based approach to manage supply chain corporate responsibility risks, designed to help Baxter structure and prioritise its engagement in this area.

• Conducting a Supplier Corporate Responsibility Survey
• At the end of 2016, Baxter invited 211 global and regional top direct and indirect suppliers to participate in its Supplier Corporate Responsibility Survey, a key part of Baxter’s due diligence. The survey covers programme governance as well as environmental, social, and health and safety aspects. Eighty percent of the 211 suppliers surveyed responded, and Baxter provided them with a report card based on the data they provided.

• Collaborating with other members of the healthcare industry
• Baxter collaborates with other members of the healthcare industry to increase its influence, improve efficiency and advance responsible procurement. Baxter is, thus, a member of the Pharmaceutical Supply Chain Initiative (PSCI), a healthcare industry group focusing on responsible procurement, risk mitigation and supplier capability building. Baxter encourages its suppliers to participate in the PSCI supply chain audit programme and takes part in the PSCI Supplier Capability Building Committee, which creates resources and training to help suppliers improve their performance. In addition, as a corporate member of the Sustainable Purchasing Leadership Council (SPLC), Baxter works to advance the organisation’s mission of supporting and recognising purchasing leadership that accelerates the transition to a prosperous and sustainable future. In 2016, Baxter collaborated with other member organisations to pilot a small/medium enterprise (SME) Supplier Sustainability Maturity Model, to help SMEs establish sustainability within their companies. 

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 308-2 Negative environmental impacts in the supply chain and actions taken

2) Disclosure 408-1 Operations and suppliers at significant risk for incidents of child labor

3) Disclosure 409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labor

 

Disclosure 308-2 Negative environmental impacts in the supply chain and actions taken does not correspond to any SDG.

Disclosure 408-1 Operations and suppliers at significant risk for incidents of child labor corresponds to:

• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Abolition of child labor
• Sustainable Development Goal (SDG) 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
• Business theme: Abolition of child labor

Disclosure 409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labor corresponds to:

• Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
• Business theme: Elimination of forced or compulsory labor

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

• Exclusive FBRH template to begin reporting from day one
• Identify your most important impacts on the Environment, Economy and People
• Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
• Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.

 

References:

1) This case study is based on published information by Baxter, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

2) http://www.fbrh.co.uk/en/global-reporting-initiative-gri-g4-guidelines-download-page

3) https://g4.globalreporting.org/Pages/default.aspx

4) https://www.globalreporting.org/standards/gri-standards-download-center/

Note to Baxter: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

What are the material issues the company has identified?

In its 2016 Integrated Report Sanofi identified a range of material issues, such as carbon emissions, waste management, talent development, business ethics, medicine pricing and innovation. Among these, protecting patient safety stands out as a key material issue for Sanofi.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Sanofi engages with:  

Stakeholder Group

Employees

Healthcare professionals

Authorities and payers

Business partners

Patients

International and local organisations

Investors

Local communities

Media

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Sanofi organised an international stakeholder panel, gathering more than 40 external stakeholders from around the globe, and also set up internal working groups.

What actions were taken by Sanofi to protect patient safety?

In its 2016 Integrated Report Sanofi reports that it took the following actions for protecting patient safety:

• Promoting effective quality management
• Sanofi’s Global Quality vision involves five key areas: quality systems, inspection readiness, quality risk management, quality performance and quality culture. The company’s quality team is dedicated to making sure that products and services provided are fully compliant with all requirements, effective, safe and easy to use. Sanofi uses a mature risk management process, handling quality issues including recalls when necessary, and identifying emerging quality risks, taking measures to avoid them or mitigate their consequences. Sanofi also monitors the quality performance of its own entities and key suppliers or subcontractors through audits, taking appropriate corrective and preventive measures if needed.

• Enhancing product security
• Sanofi seeks to ensure optimal product security through a number of initiatives. These include controlled transport conditions and anti-counterfeit measures, such as tamper evidence, authentication technologies, and serialisation. In addition, Sanofi makes sure it adapts to evolutions in the regulatory environment and supports digital health software development, while at the same time making sure all applications are compliant with applicable legal requirements. 

• Monitoring product safety
• Sanofi’s Global Pharmacovigilance and Epidemiology (GPE) organisation monitors the safety of its products around the globe: prescription medicines and vaccines, consumer health products, generics and medical devices. GPE constantly assesses the benefit-risk profile of Sanofi’s products at every stage of their life cycle to determine, together with the health authorities, the best conditions of their use. GPE also provides physicians, healthcare professionals and patients with complete, up-to-date safety information, including possible risks associated with a product. Additionally, Sanofi’s GPE Department collects pharmacovigilance data from all sources of information, building strong interactions with patients and healthcare professionals globally, during both clinical development and product life cycle management. In this way, it ensures the completeness of the safety data collection process and the effectiveness of Sanofi’s safety evaluations, in compliance with all applicable regulations and policies. Sanofi also makes safety information on its products available through its websites.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 416-1 Assessment of the health and safety impacts of product and service categories

2) Disclosure 417-1 Requirements for product and service information and labeling

 

Disclosure 416-1 Assessment of the health and safety impacts of product and service categories does not correspond to any SDG.

Disclosure 417-1 Requirements for product and service information and labeling corresponds to:

• Sustainable Development Goal (SDG) 12: Ensure sustainable consumption and production patterns
• Business theme: Product and service information and labeling
• Sustainable Development Goal (SDG) 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
• Business theme: Compliance with laws and regulations

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

• Exclusive FBRH template to begin reporting from day one
• Identify your most important impacts on the Environment, Economy and People
• Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
• Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.

 

References:

1) This case study is based on published information by Sanofi, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

2) http://www.fbrh.co.uk/en/global-reporting-initiative-gri-g4-guidelines-download-page

3) https://g4.globalreporting.org/Pages/default.aspx

4) https://www.globalreporting.org/standards/gri-standards-download-center/

Note to Sanofi: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.