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CORPORATE SUSTAINABILITY REPORT 20 09

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CORPORATE SUSTAINABILITY REPORT 20 09

  1. 1. WHEN WE NEED TO BE SURE CORPORATE SUSTAINABILITY REPORT 2009
  2. 2. review 100% Of EmPLOYEES ARE REqUIRED TO SIgN THE CODE Of INTEgRITY AND PROfESSIONAL CONDUCT AND RECEIvE TRAININg ON IT 2 3
  3. 3. who we are 6 why we need to be sure 7 about this report 8 CONTENT our reporting scope 9 Further inFormation and Feedback 9 Joint statement From our chairman and ceo 10 our approach to corporate sustainability 14 governance 15 sustainability management system 16 materiality 18 our stakeholders 20 measuring our perFormance 24 proFessional excellence 28 our contribution to sustainable development 29 integrity 30 risk management 33 what you told us 33 highlights and case studies 34 looking ahead 35 our people 38 people management 39 our perFormance 41 highlights and case studies 42 what you told us 43 looking ahead 43 environment 46 environmental management 49 contents our perFormance 50 highlights and case studies 51 what you told us 53 looking ahead 53 community 56 community management 57 highlights and case studies 58 our perFormance 61 what you told us 61 looking ahead 61 statement assurance 62 benchmark gri g3 guidelines 64 closing remarks 67 glossary 68 summary oF reported data 69 inFormation 70 4 5
  4. 4. WHO WHY WE WE ARE sgs is the world’s leading inspection, verification, testing and certification company, headquartered in geneva. we employ over 59,000 people to operate a global network of more than 1,000 offices and laboratories around the world. NEED TO our organisation comprises ten business units operating across ten geographical regions. each region is led by a chief operating officer (coo). each business line is led by an executive vice president (evp). the coos and evps, in conjunction with the functional senior BE SURE vice presidents (svps) and the group’s chief executive officer, chief Financial officer and general counsel make up the operations council which meets regularly throughout the year to determine group-wide strategies and priorities and review performance. management is as the world’s leading inspection, verification, testing who we are overseen by a board of eight non-executive directors, including the chairman, sergio marchionne. and certification company we help our customers to build trust in their own products, services and operations. it is therefore only right that we meet their expectations, From our beginnings in 1878 as a grain inspection house, as well as the expectations of investors, by applying the same level of integrity and scrutiny we have grown to become an industry leader. the to our own operations. it is imperative that we conduct our business professionally and with company, with 2009 revenues of chF 4.7 billion and an absolute integrity. however, we want to go beyond this and fully embrace the opportunities operating margin of 17.3%, is listed on the six swiss and responsibilities that come from operating all over the world. we also know that to retain exchange. an annual general meeting of shareholders is our leadership position we must continue to engage our stakeholders in demonstrating how held with the outcomes posted on the sgs website. sustainability is an integral and visible part of how we do business and involve them in the development of our services. 6 7
  5. 5. the scope of this first ABOUT THIS REPORT report OUR REPORTINg SCOPE represents we recognise that it will take time to fully compile sustainability data across all of our this is the first sgs corporate sustainability report, prepared for our employees, customers, operating territories with sufficient confidence to report publicly or accurately assess year-on-year performance. therefore, while we collect data for all operations, our suppliers, shareholders, investors and other stakeholders interested in our approach to doing all our group performance is tracked and reported using carefully selected countries which business responsibly. it provides an initial account of our responsibilities and performance and have been identified as representative of our group performance. these cover more than two-thirds of employees and over three-quarters of revenue. Joint ventures are explains how we are managing our sustainability agenda, through the services we deliver to customers and within our own operations. going forward, sgs will report its regions reported as our own operations. sustainability performance annually. and LImITATIONS Of SCOPE the data presented in this report covers employees but, with some minor exceptions, in this report, we have highlighted some of the outstanding efforts of employees and associates who are contributing to sustainable does not include professionals working on behalf of sgs. we are aware that there are business development. we want it to serve as a call to action to each employee to embrace our sustainability strategy and do what they can some differences in the way that data is being collected across our trend countries, to minimise our impacts and optimise our positive contribution to a more sustainable world. at the same time, we want to inspire often because of varying local context. this could result in some figures being under- our customers and other stakeholders to engage with us on our journey through active dialogue and collaboration. or overstated. we are working to standardise these going forward. while we have put we have chosen to report under the four pillars of our corporate sustainability management system: lines and a manual in place to specify our reporting requirements, we recognise that there may be ongoing variations until such time as we can align all countries and business units with this standard. relates to the in the interest of accurate disclosure, we have made a conscious decision to limit PROfESSIONAL our scope in these early years of reporting to areas where we have a high level year ending of confidence in the data. in doing so, we accept that we are not yet providing ExCELLENCE PEOPLE complete detailed coverage of every country. over time the scope will broaden as our sustainability reporting becomes more established and we gain a deeper insight into 31 december trust lies at the heart of the value we the issues which are important to our stakeholders. people are our single most important deliver to our customers and society asset. a highly skilled, motivated, we now routinely collect data using 80 indicators of sustainability, covering people, as a whole. our conduct is measured productive and committed workforce environment, business, community, reputation and trust. these are used internally to on our ability to consistently deliver integrity, ethics, capability and quality drives our business success. we have a responsibility to ensure that 2009. some highlight performance and drive improvement. the selection of data and other content published in this report have been mapped against the global reporting initiative g3 our report without compromise. our employees are safe at work, are treated fairly and with respect, and that narrative guidelines. however, our focus has been largely formed by the areas that we believe are important for our business and our key stakeholders. we have begun to test they are empowered to contribute. the validity of these with stakeholders during 2009. in developing our sustainability outlining our strategy, the structure and the content of this report, we have embraced the principles of materiality and completeness of disclosure, and responsiveness to stakeholders, which form the basis for the accountability aa1000as standard. at this stage, our progress stakeholder engagement is not sufficiently developed to declare full alignment. ENvIRONmENT COmmUNITY nevertheless, we plan further stakeholder dialogue in 2010 to build on the formal consultation process begun in 2009. we are committed to conducting our business local communities are critical to our includes in a way that protects the environment. we also reputation and success. many communities fURTHER INfORmATION AND fEEDBACk activities up recognise our broader role in contributing to also depend on us. we encourage the sound environmental management through our support of communities, by investing our For more information or to provide feedback on this report range of innovative products and services. time, expertise and resources. to the point please consult our corporate website sgs.com or contact corporate.sustainability@sgs.com. For employees we have the content of this report has been reviewed by an internal audit team and our sustainability steering committee. sgs of report set up a dedicated intranet site on sustainability where they can find more information, review the latest performance has commissioned second party verification of the report and has also sought independent verification of our compliance with the global reporting initiative g3 guidelines from gri. publication in data and share knowledge, advice and best practice. early 2010. 8 9
  6. 6. JOINT STATEmENT fROm THE DEAR STAkEHOLDERS, CHAIRmAN this is sgs’s first published corporate sustainability report for the employees, customers, suppliers, shareholders and investors who each play a vital role in shaping our future. it is an opportunity to share what it means to us to be a responsible and sustainable company in the 21st century and to continue a dialogue with our stakeholders about the opportunities and challenges for our global business. it outlines our progress so far and some of the major priorities for sgs. it is the first step on a journey that will play a significant part in the future success of our company. at sgs we believe it is vital to embrace sustainability as a positive challenge; a source of continuous enquiry, innovation and &CEO improvement. our strategic priorities are focused on maintaining the ethical integrity of our business operations, reducing our environmental impact, improving our safety performance and involving our employees in meaningful grass-roots activities in the communities where they live and work. over the past two years we have made significant strides in formalising our idea of sustainability by creating a structured management system. in 2008 we formed a sustainability steering committee comprising the heads of our regions and businesses to shape the group sustainability strategy. the strategy was endorsed by the operations council in 2008 and continues to be monitored periodically. our vice president corporate sustainability is supported by the chief operating officers and executive vice presidents in implementing the strategy across our global business and the establishment of regional sustainability sub-committees ensures that the strategy is being effected locally. we have benchmarked our approach against a number of industry peers and best practice companies and we have designed a robust sustainability management system that will provide the information we need for ongoing improvement. we do not regard these commitments as the end target in our drive to a more sustainable future but as a useful guide in helping to integrate sustainability into every aspect of our business practice. although we have some way to go in fully integrating sustainability throughout our global network, we are proud to highlight some important milestones on our journey so far. as a member of the carbon disclosure project since 2006, we have put significant effort into reducing our carbon emissions. in november 2009, sgs signed the world business council for sustainable development (wbcsd) manifesto for energy efficiency in buildings which pledges our company to a 10% reduction in co2 emissions from our owned buildings by 2013 and 20% by 2020. we are especially proud to be part of the dow Jones stoxx sustainability index. Joint statement as we enter 2010 it is timely to pause and consider what the next decade might mean for us. above all, we must continue to foster a culture of professionalism, integrity and personal safety and prepare our employees to act responsibly and appropriately in challenging situations and new territories. we will need to continue to adjust and respond to the changing needs of a society that expects increasing confidence in the products and services they use. we must also consider what political, economic and personal changes need to happen to put us on the path to a low carbon future. in particular, sgs has a very important role to play in helping our customers across all industry sectors as well as our own business lines to develop and adopt a range of technologies and practices that will contribute to a reduction in climate change. during 2010 we will be launching several important initiatives to ensure our alignment with international best practice through the training of employees and improving awareness on sustainability issues and supporting our employees in meeting our internal sustainability goals. we will be embarking on a group-wide initiative to train our 59,000 employees in the principles of sustainability and equip them to apply this knowledge in their respective roles. alongside this, we plan to implement a series of internal campaigns focused on key sustainability themes to empower teams of employees in every market to become protagonists of change and progress. these will serve to complement the existing contribution we are making as a business to develop new services, build global awareness on safety, implement continuous improvement projects in our labs, and promote diversity across our workforce. we will also be continuing our dialogue with stakeholders so that we can learn from them and improve our sustainability performance. this report underlines our commitment to dialogue and transparency and aims to stimulate purposeful discussion on our role in securing a more sustainable future. please take some time to read it and share your ideas on how you think we should progress by sending an email to corporate.sustainablity@sgs.com. we look forward to continuing our dialogue with you during 2010 and beyond. sergio marchionne christopher kirk chairman chief executive officer 10 11
  7. 7. DURINg 2008 WE INTEgRATED SUSTAINABILITY INTO OUR CORPORATE BUSINESS STRATEgY
  8. 8. gOvERNANCE in July 2008, we appointed a sustainability steering committee, chaired by our chief executive officer (ceo) with 12 members comprising chief operating officers (coos) and executive vice presidents (evps) from our regions and businesses: CEO COO EvP OIL, gAS & CHEmICALS SERvICES CORPORATE COmmUNICATION CONSUmER TESTINg SERvICES CHIEf COmPLIANCE OffICER ENvIRONmENTAL SERvICES SOUTH EAST ASIA PACIfIC SERvICES CERTIfICATION INvESTOR RELATIONS & mINERALS SERvICES AUTOmOTIvE & gIS WESTERN EUROPE NORTH AmERICA AgRICULTURE SYSTEmS & OUR APPROACH sustainability steering committee CHAIRmAN TO CORPORATE ENvIRONmENT PEOPLE SUSTAINABILITY BUSINESS COmmUNITY INTERNAL REPORTINg COmmUNICATION AND REPUTATION our approach at sgs we have strived to conduct our business responsibly and the sustainability steering committee meets twice a year and is responsible for developing the group sustainability strategy, ethically. we know that how we do business is as important as monitoring performance and identifying areas for improvement. our operations council endorses the strategy and formally reviews progress periodically. the services we deliver to our customers. given that sustainability the group sustainability programme is managed by the vice president corporate sustainability, who reports directly to the ceo and is now regarded as a significant driver of value to customers and is supported by the respective heads of businesses and regions. the chief operating officers and executive vice presidents provide society, it is especially important for us. strategic direction on sustainability and guide our individual businesses and employees to become engaged. we feel it is important that sustainability is not pre-defined or imposed. instead, we want each region to have the flexibility to implement the strategy sustainability is about managing a in a way that is right for their business. this approach will create both internal competition and innovation that will accelerate development across the company. long-term profitable business while taking into account all the positive and negative environmental, social and BOARD economic effects it has on society. during 2008, we integrated OPERATIONS COUNCIL sustainability into our corporate business strategy and began to formalise our approach through the adoption of a group-wide ExTERNAL INfLUENCE SUSTAINABILITY SUSTAINABILITY mANAgEmENT sustainability management system. AND ENgAgEmENT STEERINg COmmITTEE SYSTEm SUSTAINABILITY SUB-COmmITTEES at a corporate level, we will continue to provide support by integrating sustainability principles into our policies, business processes, training and communications. For example, we have included sustainability criteria into the evaluation process for our major suppliers. in addition, we have opted to gather sustainability performance data through our financial management system in order to apply the same rigorous standards. 14 15
  9. 9. below is a summary of our formal policies and internal guidelines linked to sustainability: PROfESSIONAL ExCELLENCE • SGS Code of Integrity and SUSTAINABILITY mANAgEmENT SYSTEm professional conduct in 2008, the sustainability steering committee approved a sustainability management system to define and measure the • Group Sustainability Control and company’s sustainability impacts, engage stakeholders in a dialogue around our shared goals, implement programmes, reporting manual1 and monitor and communicate our progress to stakeholders. • Group Financial Manual performance is monitored through a sustainability balanced scorecard. • Group Treasury Manual PEOPLE • Supplier Management Policy • Employment Policy • SGS Purchasing Terms (affiliates)1 • Quality, Health, Safety and Environment Policy • Information Security Guidelines • Health, Safety and Environment Manual SUSTAINABILITY mANAgEmENT SYSTEm • Fraud Prevention Guidelines • Travel Security Guidelines • General IT Guidelines • Residential Security Guidelines Key Performance Indicators Set targets Sustainability programmes Meet targets • SGS IT Resources Usage Policy • Security Guarding General Principles • Information Security Guidelines • Security Incident Reporting Procedures PROfESSIONAL ExCELLENCE ExCEL • Due Diligence Guidelines for the • Emergency Evacuation Procedure PEOPLE ImPROvE mONITOR engagement of agents, consultants • Recruitment Policy BASELINE mEASURE AND and other intermediaries ENvIRONmENT REDUCE REPORT • Expatriate Policy • Certifying Programmes Policy COmmUNITY INvOLvE • Bonus Policy our approach REPUTATION AND TRUST COmmUNICATION PLAN ENvIRONmENT COmmUNITY • environment policy • Community Policy1 • energy efficiency in • Community Investment Manual1 building policy1 1 policies currently under development a selection of our policies is available at www.sgs.com. SUSTAINABILITY SUB-COmmITTEES during 2008, two sub-committees were established in sgs china and hong kong and sgs west and central africa to focus on sustainability initiatives specific to these regions. Further sub-committees were set up in chile and the philippines in 2009, with more regional committees planned for 2010 and 2011. 16 17
  10. 10. RISkS AND SPHERE Of INfLUENCE at the start of our journey we conducted a sustainability risk profile with the sustainability steering committee to evaluate those issues which might potentially pose a risk to business revenue or our reputation. the process highlighted areas which posed the highest combined risk to revenue and reputation. mapping the topics identified by the risk modelling into the following priority matrix enabled us to focus on issues that warranted specific action over those which required routine monitoring. these topics are addressed throughout this report. RISk mATERIALITY OBSERvE ACT HIgH in determining which areas to focus and report on we have considered: Laws & Regulations • the significance of our impacts Risk Management • the risks to our business and our sphere of influence Health & Safety • the expectations of our employees and external stakeholders Corporate Governance Human Resources OUR ImPACTS Vision & Values Waste Management our sustainability management system defines our direct impacts and shared goals as follows: Code of Integrity & • Governance and risk management is defined by laws and regulations, financial and structural governance including internal our approach Professional Conduct controls, committees and shareholders, risk management systems, policies and procedures, and the direct and indirect impacts of our sustainability services. our shared goal is to excel in the way we do business. • Direct social impact is defined by our company vision and corporate values, as well as our code of integrity and professional Communication on Sustainability Conduct, our respect for human rights, our Quality, Health Safety and Environment policy, and our Human Resources and procurement policies and practices. our shared goal is to improve our social performance. Direct & Indirect SGS Community Involvement • Direct environmental impact is defined by our environmental management system, our environmental policy and the Sustainability Services Stakeholder Engagement measurement of performance, including our carbon footprint. key impact areas for us include climate change, water management, waste and pollution and biodiversity. our shared goal is to reduce our environmental impact. Climate Change • Philanthropy is defined by our guidelines for philanthropic activities, principles on charitable donations and our support for communities in need. our shared goal is to involve our people in supporting the needs of communities in which we live and work. Water Management Sustainable Procurement Biodiversity / Ecosystems ACTION LOW LOW HIgH REqUIRED 18 19
  11. 11. OUR STAkEHOLDERS we have consulted directly with a number of stakeholders and researched the views of others in forming our approach and areas STAkEHOLDER DIALOgUE during 2009, we began to test our sustainability approach with a selected group of internal of focus. we have also reviewed the disclosures made by customers in similar corporate sustainability reports. it is not possible to present a comprehensive map of our stakeholders across our diverse operations. each region and each business has a wide array and external stakeholders through formal dialogue using an independently moderated of specific organisations that they engage with in areas such as technical development, innovation and regulation. below we have electronic survey. the table below illustrates the scope of our dialogue across our regions presented an illustrative map of some common stakeholder groups that are applicable to the majority of our business areas. over time we intend to broaden and deepen this understanding, as we seek to engage with external partners to add value and to develop and businesses. our thinking. gOvERNmENTS & INSTITUTIONS SERvICES SYSTEmS AND SERvICES CERTIfICATION SgS STAkEHOLDER mAP EmPLOYEES CONSUmER TESTINg SERvICES BUSINESS LINE NOT SPECIfIED SHAREHOLDERS ENvIRONmENTAL SERvICES YS OIL, gAS AND CHEmICALS SUPPLIERS, AgRICULTURAL SERvICES RvE AUTOmOTIvE SERvICES LIfE SCIENCE SERvICES INDUSTRIAL SERvICES E SU mINERALS SERvICES BUSINESS OY E R Eg AUTHORITIES, PARTNERS BUSINESS LINES mPL UL A gOvERNmENTS YS AND ND E vE AND REgULATORS R CO R SU PS A ND CONSULTANTS mm RE L SA ROU gU SA AI UNI LA RC PR REgIONS US g P ,A C AT Om W m E f OC UN vI ION IC RE europe, middle east, E E E, BP, C E,C C E E,C E, BP, C E, C E, C E, S, Cs, C, AT IO africa N, SIg, A mEDIA N our approach REgULAR COmmUNICATION 1:1 SINgLE ISSUE CONSULTATIONS, SURvEY NgOs americas E E, C, S E E, C C E, C E E E, BP asia pacific E E E E, C E, C E,C E E, C E, N, C RE 1:1 I S gU TI ON LA ION NTE TA RC UL Om C AT S kEY: R v IE O N m UN EC COmmUNITIES UNI IC W S, SU AT E = employees BP = business partner IS IO mm E N CUS N gL C = customers Cs = consultant SI R CO T Om SPECIAL S = suppliers SIg = special interest group UL A ER S N = ngo A = academic INTEREST R Eg URv EY gROUPS AND fINANCIAL CUSTOmERS the exercise has been helpful in mapping out the issues of greatest importance to our ACADEmICS COmmUNITY stakeholders and understanding their expectations of sgs with regard to our own corporate responsibilities and our role in contributing to sustainable development through our services. extracts from the dialogue process are featured in each of the sections of this report. we will be extending our dialogue in 2010. 20 21
  12. 12. OUR APPROACH TO CORPORATE SUSTAINABILITY while the sgs annual report provides information on our financial position and performance it is also important to measure the broader economic impact of our organisation on society. in this process we take the economic value generated by sgs through our services and from other income and look at how this value is distributed amongst our stakeholders. these global figures are presented on an accruals basis. SgS gROUP STATEmENT Of ECONOmIC vALUE gENERATED & DISTRIBUTED gENERATED DISTRIBUTED RETAINED CHF Million 2009 % ECONOmIC vALUE gENERATED fINANCIAL INCOmE revenue 4,712 EmPLOYEES Financial income 12 REvENUES TOTAL ECONOmIC vALUE gENERATED 4,724 100.00 4’712 12 2’214 ECONOmIC vALUE DISTRIBUTED EmPLOYEE WAgES AND BENEfITS salaries and wages 2,214 TOTAL 2,214 46.87 OPERATINg ExPENSES OPERATINg ExPENSES subcontractors expenses 319 depreciation, amortisation and impairment1 228 other operating expenses 1,107 TOTAL 1,654 35.01 1’654 our approach SHAREHOLDERS & LENDERS PAYmENTS TO SHAREHOLDERS AND LENDERS gOvERNmENT (TAxES) Financial expenses 15 dividends paid 2 470 TOTAL 485 10.27 COmmUNITY PAYmENTS TO gOvERNmENT RETAINED 485 income taxes 200 other taxes 49 249 TOTAL 249 5.27 1 121 PAYmENTS TO COmmUNITY community contirbutions and charitable donations 1 TOTAL 1 0.02 TOTAL ECONOmIC vALUE DISTRIBUTED 4,603 97.44 ECONOmIC vALUE RETAINED 121 2.56 1 includes chF 5 million of impairment of a non-recurring nature 2 as proposed by the board of directors. 22 23
  13. 13. mEASURINg OUR PERfORmANCE our corporate Finance team in partnership with corporate sustainability has developed a new data management tool called solaris which uses the group financial management platform to input and consolidate sustainability data for all countries. during 2008, all countries were provided with a template to enable accurate and consistent data capture. an accompanying handbook provides guidance on the most reliable sources of information and the importance of having supporting documentation to substantiate all data. as a result, all countries are now able to track sustainability performance across a large number of quantitative indicators. this data will enable each business to understand how it compares to others within sgs, and also identify where we need to improve as a company. our approach Example of internal template for data gathering each country must report on sustainability performance every half-year. where appropriate, impacts are monetised to help us focus on the contribution that sustainability makes to our operational efficiency. all data is managed by our Finance team who apply the same standards to this as to our financial data. the team has strong support from respective functions including compliance, continuous improvement, corporate communications and investor relations, Human Resources, Quality, Health Safety and Environment and Technical Governance. ImPROvEmENT TARgETS it is too early to set concrete targets for all areas as we are still in the process of establishing the baseline. however, some initial, short-term improvement goals have been set and these are covered within each of the four main sections of the report. it is our intention to agree definitive targets during 2010. we intend through our ongoing dialogue with stakeholders to incorporate their feedback. 24 25
  14. 14. OvER 90 LEAN PROgRAmmES AImED AT ImPROvINg EffICIENCY ImPLEmENTED TO DATE review 26 27
  15. 15. DID YOU kNOW? sgs global network has more than 1,000 laboratories and offices around the world. sgs is a founding member of the world business council for sustainable development. we provide comprehensive services in detecting and analysing dioxins that threaten global food chains. OUR CONTRIBUTION • Our Ecodesign service looks at the life cycle of customers’ products and helps • The illegal trade in counterfeit goods places consumers’ health and safety one of the key impacts TO SUSTAINABLE to reduce their environmental impacts at risk. our product conformity through packaging reduction, lifespan assessments assist governments to that sgs makes in terms DEvELOPmENT optimisation, streamlining of logistics, ensure that imported goods meet their energy and raw material efficiency technical and regulatory standards. we of corporate sustainability through our specialist services we are and environmental labelling. in 2009 work closely with the regulatory bodies able to instil trust in consumer products, is through the services we new technologies and manufacturing we developed a more integrated to check both the goods and their approach to assessing organisations’ origins. this protects the consumer’s provide to our customers. processes. we operate a network of carbon footprints, combining carbon safety, supports the local economy more than 1000 offices and laboratories as a result, it is imperative and offer testing and certification to foot-printing with carbon labelling, a by safeguarding local manufacturing thorough inventory of all greenhouse and helps to combat organised that we continually improve nearly all industrial sectors from mining gases and supporting customers in all counterfeiting. more generally, our to automobiles and from electronic our services and enhance goods to agriculture. professional stages of assessment, from training to destination inspection service routinely calculation and report writing. helps customs administrations to the positive impact we can excellence is more than the quality of facilitate compliant trade, optimise service our customers expect and more • We provide comprehensive technical proFessional excellence make as a company. than something which we aspire to as and project management support collection of import duties/taxes, and enhance the detection of fraudulent For us, professional individuals or as an organisation. it lies at PROfESSIONAL ExCELLENCE for wind farm projects throughout the heart of the value we deliver to our their tender, construction and transactions and illegal cargo. excellence means being customers and to society as a whole. commissioning phases and have recognised globally for high achieving professional excellence supported the building of poland’s SERvICE DELIvERY first wind farm which came online in standards of integrity and requires us to focus on three complementary aspects: september 2009. AND ImPROvEmENT for the range and quality of • Service Provision – providing services • In October 2009 the first safety, life sgs has a responsibility to all our duration and electrical performance clients to deliver the best services in a the services we provide. to our customers that also support the responsible and efficient manner. at needs of society. tests of solar panels were performed we play a vitally important in the newly built sgs photovoltaic the same time, the nature of some of • Service Delivery and Improvement our work means that we operate in laboratory in germany. role in providing inspection, – the skills, experience and quality sensitive areas which can impact on • We support many pharmaceutical verification, testing and assurance that we apply in delivering companies in the development and issues such as ethics, safety, health and certification services in and improving these services. the environment. For these reasons, the approval of new medicines, carrying • Integrity – the individual and collective delivery of services must be addressed as every region of decisions and judgments we make. out testing in good manufacturing practice and conducting clinical trials. a key issue in our corporate sustainability the world. india and china are the main locations approach. our ability to guarantee SERvICE PROvISION for active pharmaceutical ingredient excellence in service delivery comes from the combination and optimisation of skills, manufacturing worldwide and sgs through being in tune with our experience, technology and processes. plays a major role in their testing and customers’ own sustainability in 2008 we introduced a customer survey quality assurance. in addition our programmes, we have already built up tool, the “voice of the customer”, which anti-counterfeit drug programme a very broad range of services that not focuses on quality of service, technical establishes risk management, controls only support environmental initiatives, capabilities, turn-around time, responses and counter measures to ensure but also ensure the safety of consumer to queries and value for money. this has that medicines provided to some of products, monitor working conditions in been extended in 2009 and will continue the poorest areas of the world are developing world factories and certify the into 2010. voice of the customer legitimate and safe. safety management systems that protect has identified many improvement workers from injury. a small sample of opportunities and has enabled us to share these services serves to illustrate the best practices across sgs. extent to which sustainability lies at the very heart of our business: 28 29

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