Progress on Commitments
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Code of Integrity
2015 Commitment Status Update on Progress Launch revised and condensed e-learning on SGS Code of Integrity to new employees in all affiliates.
New e-learning program implemented globally. Monitor employee understanding of the SGS Code of Integrity through feedback captured as part of the new e-learning module. Feedback on the new e-learning module was positive. Update the Annual Integrity Training (AIT) with refreshed case studies and designs. The newly designed AIT including new case studies was implemented in 2015. Host a webinar for our network of around 500 trainers who are responsible for delivering Annual Integrity Training in the affiliates.
The webinar did not take place in 2015
Further expand our network of trained risk managers to ensure security risks are adequately assessed in our affiliates.
More than 100 security managers have been recruited covering 95% of the SGS network.
Recruit Security Network members in each affiliate to oversee local implementation of the SGS Global Security Standard and related procedures. Continue to recruit investigators into our Investigation Network to ensure appropriate coverage across all regions. During 2015, we maintained the number of investigators in our network, replacing any that left the network during the course of the year.
2015 Commitment Status Update on Progress Pilot a more comprehensive and transparent screening program for global suppliers in 2015, setting new minimum thresholds for sustainability performance. The SGS supplier self-assessment tool has been defined covering human rights, environmental responsibility and labour standards and it will be implemented in 2016. We also introduced a supplier scorecard based on six key criteria. Review human rights elements in our supplier assessment process. We will further reinforce sustainability considerations as part of our program to update and strengthen our investment decision-making at the corporate level. Sustainability considerations are an integral part of our newly drafted Supplier Code of Conduct, our Supplier Self-Assessment Questionnaire and our global Supplier Scorecard. We will continue to conduct sustainability assessments of companies as part of our due diligence process for business acquisitions. During the year, SGS acquired a substantial stake in 10 companies. Acquired companies are expected to comply with our minimum standards for suppliers and are subject to the same processes as suppliers outlined above.
Operational Integrity 2015 Commitment Status Update on Progress Launch revised OI vision, mission, strategy and objectives based around seven key pillars: Leadership, Communication, Training & Awareness, Resources & Skills, KPIs, Audits & Compliance, and EHS Assessments. OI Strategy deployed across affiliates and is managed via a ‘top page’ initiative which ensures that information is consistently cascaded through the network. Support leadership in demonstrating visible commitment to OI. Our bi-annual Executive OI Steering Committee ensures active leadership on OI across our global network. The number of leadership visits in 2015 rose by 33% compared to 2014. Reinforce OI global structure with defined roles and strengthen areas of expertise (in industrial hygiene, learning and development, chemicals, and behavioral based safety). Resources and skills were strengthened at the global OI team level as well as at regional and affiliate levels. These included the appointment of an OI communications manager in our global headquarters and the establishment of an industrial hygiene (IH) team which operates globally and comprises experts in clinical health and hygiene. Enhance OI performance management and reporting through enhanced tools, KPIs, targets, communication and visibility. OI data is captured via our reporting tool, Crystal, which following its implementation and simplification, has delivered a significant increase in the reporting of near misses and hazards. OI performance is reported to senior management on a quarterly basis. Develop communications and training on OI linked to key topics. In addition to our annual SGS Safety Month, we conduct quarterly global OI campaigns to further our commitment to creating a safer and healthier work environment. Road safety remains a critical risk associated with the territories and driving cultures in which our employees and subcontractors are required to work, as well as driver behavior and driving habits. Over the past two years, we have run numerous campaigns focused on in-vehicle monitoring. These have resulted in an 11.36% reduction in our vehicle incident rate. Upgrade SGS Rules for Life. Three new Rules for Life were introduced in 2015 covering engulfment and suffocation, controlling work around mobile equipment, and being in the line of fire. Ensure OIMS is fully implemented globally by mid-2015. OIMS became fully implemented across the SGS network by July 2015. Continuously improve audit and compliance-based processes, including self-assessments. In 2015, 42 auditors were approved and taken on board for the Corporate HSE Audit Program and 19 of them already took the HSE audit training. Further trainings will be carried out during the first semester of 2016. Talent Acquisition, Development and Diversity 2015 Commitment
Update on Progress
Explore opportunities to encourage more women into leadership positions within SGS.
During 2015, we set a Sustainability Ambition to have 30% of our senior leadership positions to be held by women by 2020.
Launch global core leadership competencies by mid-2015. These competencies will support our critical talent program. During 2015, we piloted our critical talent program based on new global core leadership competencies in selected regions. We identified up to 20 high potential and high performing managers and technical experts in each region. Pilot critical talent program in selected regions, identifying up to 20 people per region. Pilot new management development program involving structured development plans with defined objectives. "During 2015, we developed training on Effective Leadership Management for employees promoted into their first roles with responsibility for leading teams. The first 10 managers began the program in September 2015 (see Case Studies for more detail.)
Our global management development program will be piloted and launched from 2016."
Extend the scope of CATALYST to more than 50,000 employees. We extended the number of countries participating in CATALYST. However, as some countries did not take the survey in 2015, fewer employees were involved in the survey globally.
Energy and Climate Change 2015 Commitment
Update on Progress
Every affiliate in Europe will have implemented Do More with Lëss Campaign by the end of 2015.
All but one country have joined the Do More with Less Campaign in 2015 in the European Trend Countries.
Roll-out the Do more with Lëss Campaign in at least 10 more affiliates in 2015.
The campaign was launched in Thailand, Taiwan, Turkey and the UK in 2015. We expect more European countries to launch the campaign in 2016.
Facility management conference in Taunusstein to bring awareness to facility managers of energy saving.
Due to organizational constraints, the management conference had to be cancelled.
Further promote the Green Building guidelines and sustainable CAPEX projects through our affiliates in 2015.
As part of our target to reduce CO2 emissions intensity by 20%, we conducted 58 energy audits and self-assessments on buildings as part of our EEB Program in 2015 and we have around 30 projects ongoing across our affiliates.
Strengthen the network of facility managers engaged in Energy Efficiency in Buildings throughout the company in 2015.
This commitment had to be postponed to 2016.
Conduct a further 50 energy audits in major facilities around the world.
As part of our target to reduce CO2 emissions intensity by 20%, we conducted 58 energy audits and self-assessments on buildings as part of our EEB Program in 2015 and we have around 30 projects ongoing across our affiliates. We will continue with the audit plan in 2016.
Share the best practice learnings from our video conferencing pilot to promote this technology and reduce business travel in 2015. We systematically promote videoconferencing since the project was piloted. This year, with our COP21 campaign "SGS Acts on Climate" we have actively promoted video conferencing, communicating to our employees the beneifts and reductions achieved with the usage of these systems. During 2015 we placed 9% more conference calls and 29% more video calls than in 2014. This helped us to save almost 5,258 flights. Share best practice with other WBCSD members on green buildings in 2015. In 2015, SGS led WBCSD’s EEB 2.0 project in Bangalore, India involving four working groups. SGS was also a co-organizer of the project in the Benelux region, which launched in Amsterdam in May 2015. Review fleet procurement for the Europe region in 2015 incorporating sustainability criteria. We conducted a comprehensive review of our vehicle fleet, which resulted in the ambition to limit vehicle fuel emissions across our fleet cars by 2020. Emissions' limits will be estabished during 2016. Water, Effluents and Waste
Update on Progress
Provide more comprehensive reporting on water indicators from 2015. During 2015, criteria relating to the WASH Pledge was added as an additional chapter to our HSE self-assessment tool, Stellar (see our case study on the WASH Pledge). The review on granularity of the water indicators has been postponed to 2016. Improve our data collection on waste, including new KPIs on the final disposal of waste and recycling levels. Waste management has been included in our Stellar self-assesment tool. Self-evaluations will start on 2016. The review on granularity of the waste indicators has been postponed to 2016. Further support the in-country programs, sharing best practices and providing further guidance and communications on waste management. This commitment had to be postponed to 2016, pending on results obtained through the Stellar Self-assesments
COMMUNITY 2015 COMMITMENT STATUS UPDATE ON PROGRESS Roll out our revised Community Policy and Guidelines. The community Policy and Guidelines have been reviewed and refradted. The roll out will be done in 2016 after their formal approval. Launch a global match funding scheme for affiliates and individual employees to encourage more investment in local communities across our affiliates. The march funding scheme has been defined and drafted. The roll out will be done in 2016 after their formal approval. Implement a Community Portal to support affiliates in developing community programs. The community portal is currently under construction. The roll out will be done in 2016 after their formal approval.