Sustainability report


 
Sustainability report
 
 

GRI STANDARD DISCLOSURES PROFILE

Self assessed application, Level C

  Overview of reporting requirement   Page reference
  Strategy and analysis    
1.1 Statement from the most senior decision maker about the relevance of sustainability to the organisation and its strategies   Pages 98 and 100
1.2 Description of key risks and mitigation initiatives   Pages 60 to 63
  Organisational profile    
2.1 Name of the organisation   Page 133
2.2 Primary brands, products and/or services   Pages 4 and 5
2.3 Operating structure of the organisation, including main divisions, operating companies, subsidiaries and joint ventures   Pages 268 to 272
2.4 Location of organisation’s headquarters   Page 3
2.5 Number of countries where the organisation operates and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report   Page 3
2.6 Nature of ownership and legal form   Pages 278 and 288
2.7 Markets served (including geographic breakdown, sectors served and types of customers/beneficiaries)    Pages 4 and 5
2.8 Scale of the operating organisation including:    
 
number of employees;
  Page 102
 
net sales;
  Page 102
 
total capitalisation, analysed in terms of debt and equity; and
  Pages 34 and 36
 
quantity of products or services provided.
  Pages 4 and 5
2.9 Significant changes during the reporting period regarding size, structure or ownership, including:    
 
the location of, or changes in operations including facility openings, closings and expansions; and
  Pages 50 to 57, pages 169, 172 and 189
 
changes in the share capital structure and other capital formation, maintenance and alternation operations.
  Page 190
2.10 Awards received in the reporting period   Page 15
  Report parameters    
3.1 Reporting period for the information provided   Page 98
3.2 Date of most recent previous report   Page 131
3.3 Reporting cycle   Page 131
3.4 Contact person for the report and its contents   Roshni Gajjar, Group Risk and Sustainability Manager
Tel: +27 41 407 2952
Email: rgajjar@aspenpharma.com
Website online queries at:
www.aspenpharma.com
  Report scope and boundaries    
3.5 Process for defining report content, including:    
 
determining materiality;
  Page 131
 
prioritising topics within the report; and
   
 
identifying stakeholders who the organisation expects would use the report
  Pages 94 and 131
3.6 Boundary of the report   Inside front cover
3.7 State any specific limitations on the scope or boundary of the report   Owing to its maturity, selected social and environmental indicators have been measured, managed and reported for the South African business. Steps are being taken towards implementing the Group's sustainability indicators consistently across the South African and International businesses as relevant.
3.8 Basis on reporting on joint ventures, subsidiaries, leased facilities, outsourced operations and other entities that can significantly affect comparability from period to period and/or between organisations   The Group's continued operations are included in the scope of the Annual Report. Subsidiary companies and businesses/facilities controlled by the Group are included in the scope of the Sustainability Report. Comparative information is disclosed on a consistent basis to that of the relevant reporting period.
3.9 Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the indicators and other information in the report   Reported data has been measured using generally accepted measurement techniques for reported indicators which have been specified where necessary in the report.
3.10 Explanations of the effect of any restatements of information provided in earlier reports and the reasons for such reinstatement   Pages 112 and 119
3.11 Significant changes from previous reporting periods in the scope, boundary or measurement methods applied in the report   Following the acquisition of the Sigma pharmaceutical business in Australia, information regarding the acquired facilities has been added to the 2011 information.
  GRI content index    
3.12 Table identifying the table of standard disclosures in the report   Pages 125 to 129
  Disclosure of management approach per category

  The sustainability indicators are disclosed under their themes. Management's approach has been outlined under each theme to create the necessary context to support the reader’s understanding.
  Core performance indicators   Pages 129 to 131
  Any GRI additional indicators which were included    
  Assurance    
3.13 Policy and current practice with regard to seeking external assurance for the report. If not included in the assurance report accompanying the Sustainability Report explain the scope and basis of any external assurance provided. Also explain the relationship between the reporting organisation and the assurance providers   Page 98
  Governance, commitments and engagement    
  Governance    
4.1 Governance structures of the organisation, including committees under the highest governance body responsible for specific tasks such as setting strategy or organisational oversight   Pages 68 to 73
4.2 Indicate whether the chair of the highest governance body is also an executive officer (and if so, their function within the organisation’s management and the reason for this arrangement)    Page 68
4.3 For organisations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members   Page 66
4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body   Pages 93, 279 to 280 and 287 to 288
4.5 Linkage between compensation for the members of the highest governing body, senior managers and executives (including departure arrangements) and the organisation’s performance (including social and environmental performance)    Pages 79 to 85

Performance incentive calculations for members of the governing body, senior management and executives are not linked to social and environmental performance.

4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided   link
4.7 Processes for determining the qualifications and the expertise of the members of the highest governance body for guiding the organisation’s strategy on economic, environmental and social topics   Pages 66 to 67 and link
4.8 Internally developed statements of mission or values, codes of conduct and principles relevant to economic, environmental and social performance and the status of their implementation   Pages 18, 19, 39, 91, 92 and 121
4.9 Procedures for the highest governance body for overseeing the organisation’s identification and management of economic, environmental and social performance including relevant risks and opportunities and adherence or compliance with internationally agreed standards, codes of conduct and principles   Pages 72 and 98
4.10 Processes for evaluating the highest governance body’s own performance particularly with respect to economic, environmental and social performance   link
  Commitments and external initiatives    
4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organisation (risk management)    Pages 58 to 59
4.12 Externally developed economic, environmental and social charters, principles or other initiatives to which the organisation subscribes or endorses   Pages 98 (GRI), 66 (King III), 122 (ISO 14001 and CDP); 122 (Waste Act), 114 (OSHACT 18001), 7 and 108 (Product quality control), link (Marketing Codes of Conduct), 70 (Human rights) and linkand 72 (Compliance management)
4.13 Memberships in associations and/or national/international advocacy organisations in which the organisation:   Pages 94 to 97
 
has positions in governing bodies;
 
participates in projects or committees;
 
provides substantive funding beyond routine membership dues; and
 
views memberships as strategic.
  Stakeholder engagements    
4.14 List of stakeholder groups engaged by organisation   Pages 94 to 97
4.15 Basis for identification and selection of stakeholders with whom to engage   Pages 93 to 97
4.16 Approaches to stakeholder engagement including frequency of engagement by type and stakeholder group   Pages 93 to 97
4.17 Key topics and concerns that have been raised through stakeholder engagement and how the organisation has responded to those key topics and concerns including through its reporting   Not disclosed
  Performance indicators    
  Economic indicators    
EC1 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings and payments to capital providers and government   link
EC3 Coverage of the organisation’s defined benefit plan obligations   Pages 204 to 205
EC4 Significant financial assistance received from government   Page 214
EC6 Policy, practices and proportion of spending on locally based suppliers at significant locations of operations   Pages 89 to 90
EC8 Development and impact of infrastructure investments and services provided primarily for the public benefit through commercial, in-kind or pro bono engagement   Page 117
  Environmental indicators    
EN3 Direct energy consumption by direct energy source   Page 119
EN4 Indirect energy consumption by direct energy source   Page 119
EN8 Total water withdrawal by source   Page 120
EN11 Location and size of land owned, leased, managed in or adjacent to protected areas and areas of high biodiversity value outside protected areas   Page 121
EN12 Description of significant impacts of activities, products and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas   Page 121
EN16 Total direct and indirect greenhouse gas emissions by weight   Page 122
EN21 Total water discharge by quality and destination   Page 122
EN22 Total weight of waste by type and disposal method   Page 123
EN28 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations   Page 121
Additional Resource conservation initiatives   Pages 119 to 120
Additional Waste management initiatives   Pages 122 to 124
  Labour practices and decent work    
LA1 Total workforce by employment type and region   Page 122
LA4 Total number and rate of employee turnover by region   Page 122
LA5 Percentage of employees covered by collective bargaining agreements   link
LA7 Minimum notice period(s) regarding operations changes, including whether it is specified in collective agreements   link
LA8 Rates of injury, occupational diseases total number of work-related fatalities by region   Page 115
LA10 Education, training, counselling, prevention and risk control programmes in place to assist workforce members, their families or community members regarding serious diseases   Pages 116 to 117
  Society performance indicators    
SO2 Percentage and total number of business units analysed for risks related to corruption   Page 39
SO3 Percentage of employees trained in organisation’s anti-corruption policies and procedures   Page 39
SO4 Actions taken in response to incidents of corruption     Page 39  
SO8   Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations     link
  Human rights performance indicators      
HR1   Percentage and total number of significant investment agreements that include human rights clauses or that have undergone human rights screening     link
HR4   Total number of incidents of discrimination and actions taken     link  
HR5   Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk and actions taken to support these     link
HR6   Operations identified as having significant risk for incidents of child labour and measures taken to contribute to eliminate child labour     None and link
HR7   Operations identified as having significant risk for incidents of forced or compulsory labour and measures taken to contribute to the elimination of forced or compulsory labour     link
  Product responsibility performance indicators      
PR1   Lifecycle stages in which health and safety impacts of products and services are assessed for improvement and percentage of significant products and services categories subject to such procedures     link
PR3   Type of product and service information required by procedures and percentage of significant products and services subject to such information requirements     link
PR6   Programmes for adherence to laws, standards and voluntary codes related to marketing communications including advertising, promotion and sponsorships     link
PR9   Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services     Zero. link
Additional   New/pending legislation     link 

Notes to the Sustainability Report:
a) Aspen's previous Sustainability Reports are contained in each published Annual Report, with the Group's last GRI-base Sustainability Report having been issued in November 2010. Aspen's Annual Reports can be accessed on www.aspenpharma.com
b) The Group's economic, environmental and social indicators are selected with reference to their relevance and materiality to the Group's sustainability objectives and to aid a broader understanding of the Group by identified stakeholders. The sustainability indicators are reviewed by the Risk & Sustainability Committee on an annual basis and updated where necessary.