Download - DepenDable. action. together
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SuStainability RepoRt 2020/21
contentin our daily activities, we take care to integrate sustainability into our processes. our Sustainability Report, entitled “Dependable. action. together.” highlights what we have achieved in the last year.
leaDeRSHip anD ReSponSibility ouR aReaS oF ReSponSibility FuRtHeR inFoRMation
3 Statements by the Executive Board4 Sustainability at PHOENIX at a glance5 Responsible company management 5 AprofileofthePHOENIXgroup6 Futureviability7 Sustainabilitymanagement
11 Value creation for customers and the company
11 Compliance13 Supplychain13 Qualitymanagement14 Logisticssolutions14 Customersatisfaction
15 Environmental protection15 Energyconsumption16 Transportservices17 Greenhousegasfootprint19 Materialinputs20 Waste
22 Supporting employees 22 Employment23 Traininganddevelopment24 Dialogueandcommunication25 Occupationalhealthandsafety
27 Commitment to society27 Priorities28 Healthandeducation
29 Reportprofile30 Listofmaterialtopics31 Factsandfigures35 GRIcontentindex39 Imprint
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SuStainability RepoRt 2020/21
Further informationOur areas of responsibilityLeadership and responsibilityStatements by the Executive BoardSustainabilityatPHOENIXataglanceResponsiblecompanymanagement
StateMentS by tHe executive boaRD
Sven SeiDelChiefExecutiveOfficer
Steve anDeRSonMemberoftheExecutiveBoardOperations&Logistics
HelMut FiScHeRMemberoftheExecutiveBoardChiefFinancialOfficer
MaRcuS FReitaGMemberoftheExecutiveBoardCustomers&Channels
SteFan HeRFelDMemberoftheExecutiveBoardCommercial&Marketing
DR. RolanD ScHÜtZMemberoftheExecutiveBoardIT&Digital
» Weadvocateresponsiblebusinesspracticesandplantolaunchanewstrategicsustainabilityagendain2021.Inthisapproach,economicefficiencyandtheconservationofenviron-mentalresourcesgohandinhand.
» Preventingwasteisveryimportanttous–particularlyinthecaseofpharmaceuticalwaste.Reducingwasteinallareasallowsustocutcostsandreduceenviron-mentalrisks.WeareakeyhealthcareprovideracrossEuropeandsustainabilityiscoretoourbusinessmodel.
» Theissueofsustainabilityisgrowinginimportance– forourcustomers,forbanksandinvestors,andforouremployees,too.Moreandmoreyoungprofessionalsexpecttheiremployerstoruntheirbusinessesresponsibly.
» Asahealthcareproviderthatisactivein27countries,wehavemuchtogainfromdialoguewithourEuropeansubsidiarieswhenitcomestosustainability–welearnfromandinspireeachother.
» Theclearfocusonsustain-abilityalongtheentirevaluechainisanintegral partofnegotiationswith ourindustrypartnersupto theenergyefficientdesign ofourpharmacyconcepts.
» Digitalisationisplayinganincreasinglyimportantroleinthehealthcareindustry;atrendthathasacceler-atedasaresultofthecoronaviruspandemic.Byusinginnovativetechnologiesandservices,weaimtoprovideourcustomerswithcompre-hensivesolutions–andremainfitforthefuture.
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SuStainability RepoRt 2020/21
Further informationOur areas of responsibilityLeadership and responsibilityStatementsbytheExecutiveBoardSustainability at PHOENIX at a glanceResponsiblecompanymanagement
SuStainability at pHoenix at a Glance
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SuStainability RepoRt 2020/21
Further informationOur areas of responsibilityLeadership and responsibilityStatementsbytheExecutiveBoardSustainabilityatPHOENIXataglanceResponsible company management
a pRoFile oF tHe pHoenix GRoup
ThePHOENIXgroup,headquarteredinMannheim,Germany,isaleadinghealthcareproviderandoneofthelargestfamilybusinessesbothinGermanyandinEurope.Itscoreinterestsarepharmaceuticalwholesale,pharmacyretail,andhealthcare logistics.Subsidiariesalsooperate in relatedbusinessareasandareengagedinactivitiesincludingservicesforthepharmaceuticalindustry,logisticssolu-tions,andgoodsmanagementsystemsforpharmacies.Withover39,000employees(previousyear:around39,000),thecompanymakesavitalcontributiontocomprehensivehealthcareinEurope.
ThePHOENIXgroupoperatesin27Europeancountries.Initscorebusiness,thecompanyoperates161distribution centres andmore than2,800of its ownpharmacies (previous year: 2,700).Thismakesitsgeographicportfoliohighlydiversified.Asthegroup’slargestmarket,Germanymakesuparoundonethirdofgrouprevenue,amountingtoapproximately€28.2billioninfiscalyear2020/21(previousyear:€27.3billion).Thiscorrespondstoariseof3.2percent.Atthesametime,totaloperat-ingperformanceincreasedby4.0percentto€35.9billion(previousyear:€34.5billion),andearningsbeforeinterest,taxes,depreciation,andamortisation(EBITDA)rosebyaround8.3percentto€653.4million(previousyear:€603.6million).
ThePHOENIXgroupisoneofEurope’sleadinghealthcareprovidersandisactivein27countries.Thefamilybusinesswantstomakeacontributiontowardsbuildingahealthyfuturewithagoodqualityoflife–andisworkingtointegratesustainabilitymoredeeplyintoitsprocesses.
pHoenix GRoup: linK between ManuFactuReR anD patient
ReSponSible coMpany ManaGeMent
Pharmaceuticalindustry
WholesaleRetailDoctors
Hospitals
Patient Healthcare logistics
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SuStainability RepoRt 2020/21
Further informationOur areas of responsibilityLeadership and responsibilityStatementsbytheExecutiveBoardSustainabilityatPHOENIXataglanceResponsible company management
Inpharmaceuticalwholesale,thePHOENIXgroupisnumberonein12countries(previousyear:13).It operates itspharmacy retail businessmainly in theCzechRepublic,Hungary, Latvia, Lithuania,Montenegro,theNetherlands,Norway,Romania,Serbia,Slovakia,Switzerland,andtheUnitedKing-dom.Thegroup’sstrongpharmacybrandsincludeBENU,Apotek1(Norway),RowlandsPharmacy(UnitedKingdom),andHelpNet(Romania).ThePHOENIXgroupalsoofferscompaniesinthepharma-ceuticalindustryitsservicesalongthesupplychain.Moredetailsareavailableinour» 2020/21 Annual
Report.
corporate mission statement communicates values and vision ThecorporatemissionstatementofthePHOENIXgroupplaysanoverarchingroleinourdailyactivi-ties.ItmakesthePHOENIXcorporatephilosophyaswellasourvision,mission,strategy,andvaluestransparent.InthecourseofthenewstrategicagendaWINGSwehavestrengthenedourcorporatemissionstatementtoaccommodatecountryspecificcharacteristicstoanevengreaterextent.Moreinformationcanbefoundinour» 2020/21 Annual Report. Asafamilybusiness,wemakeourowndeci-sions,pursuealongtermstrategy,andfocusonsustainablegrowth–whichweachievebycontinu-ingtodevelop.Ouremployeesformthebasisforoursuccess.Bysupportingtheirtargetedfurthertraininginallareas,wearenotonlyhelpingindividualstoprogress,butalsoguaranteeingthesuc-cessfulongoingdevelopmentoftheentiregroup.Thisallowsustofulfilourresponsibilities,bothnowandinthefuture.
FutuRe viability
ThemarketsinwhichthePHOENIXgroupoperatesareinastateofupheaval.Thechanges,espe-ciallythoseresultingfromregulatoryinterventions,arereflectedinincreasedpressureonmarginsandcosts.At thesametime, there isahigh levelofcompetition inthemarket.Companies inthepharmaceuticalsectorfaceenormouschallengesassociatedwithdigitalisation.
optimising processes and structures Toensureahighlevelofefficiencyandprovideflexibility,wecontinuouslyreviewandimproveourstructuresandprocesses–inadditiontoimplementingnumerousinitiativesandprojects.Thesein-cludetheexpansionofourpharmacyassociationNumark(UK)aswellasconceptsandfacilitieslikeMediPAC,whichprovidesacentral, timesavingsolution forassembling repeatprescriptions.OurestablishedWarehouseExcellenceinitiativeplaysanimportantrolewhenitcomestoidentifyingthecausesofbreakageandimplementingideasforimprovementwithregardtoavoidingrisks.Infiscalyear2020/21,wealsorolledouttheFLANKEproject,whichwaslaunchedin2019withtheaimofmodernisinganddigitalisingourlogisticsinfrastructureandprocesses.Anotherofourprioritiesistoinvestininfrastructureandautomationinordertofurtherraiseefficiencyandproductivity.Youcanfindmoreinformationaboutthisinour» 2020/21 Annual Report.
Development of digital skills StrengtheningthedigitalexpertiseofthePHOENIXgroupisanimportantelementofthecompany widestrategicagendaandagoalpursuedviavariousinitiatives.Theaimsaretooptimiseexistingworkflowsby takingadatadrivenapproachandpave theway for innovativebusinessmodelsbyanalysingcustomerneedsmoreeffectively.TheDigitalTransformation&Enablementdepartmentisresponsibleforimplementingcorrespondingmeasures.ThenewIT&Digitaldivisionwasalsoestab-lishedontheExecutiveBoardatthestartof2021.
AfurtherpriorityofthePHOENIXgroupistostrengthenitsdigitalchannelstoendcustomersandpatients.InGermany,forexample,thecompanyiscooperatingwithpartnerstodevelopthehealthportal“gesund.de”.ThePHOENIXgroup’sdigitalplatformisbeingpreparedfortheintroductionoftheeprescriptioninGermanyandwillalsoofferawiderangeofhealthcareservices.YoucanfindmoreinformationaboutthedigitalexpertiseofthePHOENIXgroupanditsprioritiesinour» 2020/21 Annual
Report.
vision: Mission: values:
To be the best integrated healthcare provider – wherever we are.
To deliver health – across Europe.
To be reliable, proactive, and respectful.
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SuStainability RepoRt 2020/21
Further informationOur areas of responsibilityLeadership and responsibilityStatementsbytheExecutiveBoardSustainabilityatPHOENIXataglanceResponsible company management
SuStainability ManaGeMent
ThePHOENIXgrouphasdefinedasharedunderstandingofsustainability,whichweusetosetoutwhat responsible business and sustainable companymanagementmean for us.We implementmanysustainabilitytopicsatalocallevelduetovaryingconditionsintheEuropeanmarkets.
the pHoenix group’s understanding of sustainability ThePHOENIXgroupiscommittedtosupportingtheworldwideSustainableDevelopmentGoalssetbytheUnitedNations.Thisappliestoalldivisionsofthecompanyandtoeachofthecountriesinwhichweoperate.AsoneofEurope’sleadinghealthcareprovidersandafamilybusinessthattakesalongtermapproach,wewanttomakeasignificantcontributiontowardsbuildingahealthyfuturewithagoodqualityoflife.
Ouractiontosupportsustainabilitystemsfromourcorporatemissionandourvalues,throughwhichweareactivelycommittedtobeingthebestintegratedhealthcareprovider.Weconfrontthemajorchallengesandissuesoftheday,whetherthesubjectisdigitalisationorclimatechange.Weaimforgrowththatcreatesvalue–bothforourcompanyandforsociety.Inparticular,wecan–andwewantto–contributetothehealthandwellbeingofthepeopleofEuropebydevelopingsustainablelogis-ticsconcepts,usingresourcessparingly,providinggood,safeworkingconditions,andsupportingouremployees.
Inourdaytodaybusiness,wetakecaretointegratesustainabilityintoourprocessesalongtheentiresupplychain.Ouractionsareguidedbyhighstandardsofcompliance,quality,safety,andtranspar-ency.WeshoulderourresponsibilityacrossallnationalbordersinEurope.
Supporting the Sustainable Development Goals In2015,theinternationalcommunityadoptedaplanforsustainabledevelopmentinthe2030Agenda.The17SustainableDevelopmentGoals(SDGs)itcontainstakeequalaccountofallthreeaspectsofsustainability:society,environment,andeconomy.ThePHOENIXgroupiscommittedtosupportingtheseworldwidegoals.ThemostsignificantimpactsmadebythePHOENIXgroupprimarilyrelatetogoals3(GoodHealthandWellBeing),8(DecentWorkandEconomicGrowth),and12(ResponsibleProductionandConsumption).
Tomeasure its contribution towards achieving these three prioritised SDGs, thePHOENIX group initiatedanimpactprocessin2019,whichhadtobepostponedduetothecoronaviruspandemic.Weplantoresumethisprojectin2021.
» as one of europe’s leading healthcare providers and a family business that takes a long-term approach, we want to make a significant contribution towards building a healthy future with a good quality of life. «
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SuStainability RepoRt 2020/21
Further informationOur areas of responsibilityLeadership and responsibilityStatementsbytheExecutiveBoardSustainabilityatPHOENIXataglanceResponsible company management
establishing sustainability at the heart of our organisation and processes Weaim to integrate sustainability considerations into all relevant processeswithin thePHOENIXgroup.Thisalsoappliestotheactivitiesofalloursubsidiaries,tonewlyacquiredcompanies,andtoourrelationshipswithourstakeholders.Inthisway,wemakeitclearthatcorporatesuccessandso-cialresponsibilitygohandinhand.
TheMemberofthePHOENIXgroupExecutiveBoardforOperations&Logisticsassumestheoverallresponsibilityforsustainability.ThePHOENIXgroup’ssustainabilityteamisestablishedwithintheQualityManagementdepartment.ItcoordinateswiththeMemberofthePHOENIXgroupExecutiveBoardforOperations&LogisticsandactsasthecentralpointofcontactforallsustainabilityissuesinthePHOENIXgroupbycommunicatingwithspecialistdepartments.
Withregardtosustainability,wehaveagroupwidemanagementstructure.Giventhevaryingcondi-tionsintheEuropeanmarkets,weremaintruetoourprincipleofhandlingmanysustainabilitytopicsatalocallevel.Forexample,oursubsidiaryinFinlandhadalreadydevelopeditsownsustainabilitystrategyin2019.OurNorwegiansubsidiaryalsowantssustainabilitytoplayagreaterrolewithinitsfuturestrategy.Bytakingthesesteps,thecompaniesarerespondingtoregionalrequirementsandcontributingtowardsthePHOENIXgroup’soverallsustainabilitystrategy.Nonfinancialdataiscol-lectedbylocalsustainabilityrepresentativesinthesubsidiaries–anactivitythatiscoordinatedbythecentralsustainabilityteam.
Wecontinuetotakeacentralisedapproachtogroupwideprojectssuchastheintroductionofenvi-ronmentallyresponsiblecarrierbagsinPHOENIXgrouppharmaciesandtalentmanagementforthewholeofEurope.Inordertopromoteknowledgesharingacrossthecompany,theformationofnet-works,andtheexchangeofbestpractices,thesustainabilityrepresentativesmeetregularlytodis-cussalloverarchingissues.
ThesustainabilityframeworkputintoeffectbythePHOENIXgroupin2019supportsitssubsidiariesastheyimplementthegroup’ssustainabilitymanagementsystem.Thisframeworkdefinesaspectssuchastheresponsibilities,roles,andtasksassociatedwiththeimplementationofthesustainabilitymanagementsystem.Italsoprovidesanoverviewoftheactivitiestakingplacewithinthecompanyaspartofthesustainabilityprogrammeintermsofdialoguewithstakeholders,guidelines,andre-porting.
SuStainability oRGaniSation
GRoup level
Member of the executive board operations & logistics of the pHoenix group
country Management
corporate Quality Management & cSR/ Sustainability team
Group controlling/Specialised departments
local sustainability teams
countRy level
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SuStainability RepoRt 2020/21
Further informationOur areas of responsibilityLeadership and responsibilityStatementsbytheExecutiveBoardSustainabilityatPHOENIXataglanceResponsible company management
Material topics GRi 102-42, GRi 102-43, GRi 102-44, GRi 102-46, GRi 102-47, GRi 102-49
WeregularlyperformamaterialityanalysisinlinewiththerequirementsoftheGRIStandardsbytheGlobalReportingInitiative.InFebruary2021,thetopicsdefinedin2018werereassessedbythesus-tainabilityrepresentativesintheindividualcountriesindialoguewithvariousspecialistdepartments,and thematerialitymatrixwasadjustedaccordingly.The topicswere evaluated in termsof their importancetostakeholdersandwithrespecttotheeconomic,environmental,andsocialimpactsofourbusinessactivities.
WehaveassignedthetopicsidentifiedasmaterialtothecorrespondingGRIStandardsonwhichthePHOENIXgroupreports.Ourareasofresponsibilityhaveagainthisyearprovidedthebasicstructureofourreportintheformofchapters:
° value creation for customers and the companyKeytoourvaluecreationarecompliancewithlawsandstandards,responsibleproductionofourcategorybrands, responsibleandethicalsupplychains, thesafetyofourproducts,access toqualitymedicinesandhealthcare,andcustomersatisfaction.
° environmental protectionWeareabletomakeaconsiderablecontributiontowardsenvironmentalprotectionbyensuringourbuildingsareenergyefficientandmakingsureourtransport logisticsareascleanaspossible.Weaccuratelyrecordthegreenhousegas(GHG)emissionsthatweproduceandworktoreducethembyoptimisingrouteplanningandusingalternativedrivesystems.Wealsoregardoptimisingouruseofresourcesandminimisingpharmaceuticalwasteaspartofourresponsibilitytowardstheenvironment.
° Supporting employeesItisouraimtocreateanattractiveandsafeworkenvironmentforallouremployees.Thisistheonlywaywecanretaintalentedpeopleinourcompanyinthelongterm.Tothisend,weinvestintheirfurthertraininganddevelopment.Inaddition,ourmeasuresfocusonpromotingdiversity,equality,andinclusion;providingfairworkingconditionsinthecompany;andensuringthehealth,safety,andwellbeingofouremployees.
° commitment to societyWehavebrought togetheroursocialcommitmentmeasuresunder themotto “Together forahealthyfutureforchildren”.Ouractionisprimarilyfocusedonthehealthofchildrenandonsup-portingpharmaceuticalresearch.Westrictlyadheretotherelevantlawsandstandards,ouranticorruptionguidelines,andtheapplicableguidanceondonationandsponsorshiprequests.
MateRial topicS FoR pHoenix SuStainability ManaGeMent by aReaS oF ReSponSibility
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Economic, environmental, and social impacts
Stak
ehol
der r
elev
ance
Diversity,equity,andinclusion
Responsibleproductionofown
brands
Customersatisfaction
Employeehealth,safety,andwellbeing
Communityengagement
Wastemanagement
Energyuse
Responsibleandethicalsupplychains(sourcing)
Productsafety
Accesstohighqualitypharmaceuticalsand
healthcare
Fairworkingconditions
Emissionsandclimateimpacts
Staffdevelopment
Longtermtalentretention
Resourceconsumption
Valuecreationforcustomersandthecompany
Environmentalprotection
Supportingemployees
CommitmenttosocietyCompliance
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SuStainability RepoRt 2020/21
Further informationOur areas of responsibilityLeadership and responsibilityStatementsbytheExecutiveBoardSustainabilityatPHOENIXataglanceResponsible company management
Definition of group-wide strategyWewanttobeabletomeasurethecontributionthatweasacompanymaketowardssustainabledevelopment.Onlyinthiswaycanweincreasethepositiveimpactofourbusinessactivitiesandde-creaseournegativeimpact.ThatiswhythePHOENIXgroupiscurrentlyworkingonacompanywidestrategyinitsareasofresponsibilityaswellasonpracticalmeasurestoachieveit.Onthesubjectofvaluecreation,wewanttointegratesustainabilityintoourentiresupplychain.Withrespecttoourresponsibilityforemployees,thefocusisonpromotinghealthyworkingconditionsandacultureofrespectfulcooperation,andwhenitcomestotheenvironment,wewanttoreducethenegativeenvi-ronmentalimpactofourbusinessactivities.Wehavebroughttogetheroursocialcommitmentmea-suresunderthemotto“Togetherforahealthyfutureforchildren”.Wewanttouseourestablishedgroupwidesustainabilitymanagementsystemnotonlytodocumentthedegreetowhichthetargetsarebeingmet,butalsotospecifythecountryspecificobjectivesforwhichthesubsidiariesarere-sponsible.
Dialogue with stakeholders GRi 102-40, GRi 102-42, GRi 102-43
Wevalueourcooperativedialoguewithourstakeholders,whoareasourceofvitalinspirationforoursustainability strategy.We ascertain their expectations through regular stakeholder surveys. OurmostrecentEuropewidesurveyofouremployees,suppliers,customers,subcontractors,andotherbusinesspartnerswasconductedin2018andgatheredresponsesfrommorethan3,000people.
ThePHOENIXgroup’sSustainabilityteamisinconstantcommunicationwithemployeesonvarioussustainabilityissuesviatheSpeakapemployeeapp.Wealsoruntrainingsessionsforouremployeestoraiseawarenessaboutsavingenergy,preventingandseparatingwaste,andbiodiversity.
Moreover,thePHOENIXgroupworkstopromotesustainabilitythroughitsmembershipoftheGer-man Association of Pharmaceutical Fullline Wholesalers (PHAGRO) and of GIRP, the EuropeanHealthcareDistributionAssociationatEuropeanlevel.Togetherwithothermembercompanies,weparticipate in correspondingworkinggroups todevelop responsesandmeasures to address thechallengestheindustryfacesintermsofprotectingtheclimate.ThisisbecauseGermany’sClimateActionProgrammeandtheEuropeanGreenDealareexpectedtogiverisetopoliticalpressureforthepharmaceuticalwholesaletradetotakeactiontoreduceemissions.Inthereportingyear,asamem-berofPHAGRO,weplayedaleadingroleincalculatingtheoverallclimatefootprintofGermanphar-maceuticaltraders.
StaKeHolDeR ManaGeMent
pHaRMaceuticalcoMpanieS
involveMent oF tHe pHaRMaceutical inDuStRy
° Regularcommunicationwithcustomerrepresentatives
° Cooperationwithassociations
° Managementmeetingsaboutbusinessdevelopment
° Customersatisfactionsurvey
topicS
° Responsibleandethicalsupplychains
° Productresponsibility
° Emissionsandclimateimpacts
involveMent oF eMployeeS anD ManaGeMent
° Regularmeetingswithemployeerepresentatives
° Communicationandinformationonkeyissuesviainternalsocialplatform/intranet,employeeevents,notices
° Exchangevia“Speakap”
° Initiativesandprojectsindistri-butioncentresandpharmacies
topicS
° Promotinghealthandsafetyintheworkplace
° Compliance
° Emissionsandclimateimpacts
° Communityengagement
involveMent oF pHaRMacieS anD HoSpitalS
° Regularcommunicationwithcustomerrepresentatives
° Cooperationwithassociations
° Customersatisfactionsurveys
topicS
° Productsafety
° Compliance
° Resourceconsumption,wastemanagement, circulareconomy
involveMent oF buSineSS paRtneRSanD SubcontRactoRS
° Regularmeetings
° Jointinitiativesandprojects
topicS
° Productsafety
° Secureprocessingofcustomerdata
° Emissionsandclimateimpacts
pHaRMacieSanD
HoSpitalS
buSineSS paRtneRSanD Sub -
contRactoRS
eMployeeS anD
ManaGeMent
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SuStainability RepoRt 2020/21
Further informationLeadership and responsibility Our areas of responsibilityValue creation for customers and the companyEnvironmentalprotectionSupportingemployeesCommitmenttosociety
coMpliance
Responsibleandcompliant conduct formsavital cornerstoneof thePHOENIXgroup’scorporatecultureandiscrucialtoourlongtermsuccess.Ourinternalcomplianceguidelinesprovidetheframe-workforthisandhavebeenupdatedinfiscalyear2019/20.Ourkeymeasuresincludeempoweringouremployeestoactlawfullyandwithintegrityaswellasoptimisingourbusinessprocessesinorderto permanently reduce compliance risks. To achieve this, the PHOENIX group has established agroupwidecomplianceorganisation, completewith thenecessaryprocesses,andhasappointedlocalcompliancemanagersinallcountries.
The compliance system rests on five pillars:
° CodeofConduct
° Anticorruptioncompliance
° Competitioncompliance
° Sanctionscompliance
° Antimoneylaunderingcompliance
Thestandardsforarelationshipwithourcolleagues,customers,suppliers,andcompetitorsthatisbasedontrustarelaidoutinourcomplianceguidelinesand» Code of Conduct.WiththefullsupportofitsExecutiveBoard,thePHOENIXgrouppursuesazerotolerancepolicyintheeventofviolationsofthesevaluesandrulesorguidelines.
Threestandardoperatingprocedures(SOPs)inthe» Anti-Corruptionfieldwereintroducedinfiscalyear2019/20toprovideallemployeeswithguidanceonthesubjectsofgifts,donations,grants,andspon-sorshipaswellasthirdpartymanagement.Byadoptingthesanctionscomplianceguidelines, thePHOENIXgrouphasmadeacommitment–tothebestofitsknowledge–nottoconductanytrans-actionswithpersonsororganisationsappearingonsanctionslistsheldbytheEU,France,theNeth-erlands,Switzerland, theUnitedKingdom, theUnitedNations (UN),or theUnitedStates.Anauto-matedsolutionchecksallbusinesspartnersagainstatotalof11sanctionslists.
01value cReation FoR cuStoMeRS anD tHe coMpany The success of the PHOENIX group is founded on responsible and lawful conduct. We expect our ser-vice providers to act the same way. As a healthcare provider, ensuring the quality of products along the entire supply chain is our highest priority. It is critical that we maintain regular communication and mea-sure customer satisfaction in order to identify new developments and requirements at an early stage.
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SuStainability RepoRt 2020/21
Further informationLeadership and responsibility Our areas of responsibilityValue creation for customers and the companyEnvironmentalprotectionSupportingemployeesCommitmenttosociety
Focusing on data protection ItisimportanttothePHOENIXgroupthatwehandlethedatabelongingtocustomers,businesspart-ners,andemployeesinaccordancewiththelawandinatrustworthymanner.ThePHOENIXgrouphasagroupwidedataprotectionorganisation.ThecompanydivisionCorporateDataProtectionisthecentralpointofcontactforalldataprotectionmattersaffectingthegroup.TheCorporateDataProtection divisionwas further expanded during fiscal year 2020/21 to strengthen the PHOENIXgroup’sdataprotectionorganisationandensurethatthetargetsrelatingtodataprotectionlawareimplementedaseffectivelyaspossibleacrossthegroup.InadditiontotheHeadofCorporateDataProtection,thedivisionnowhasaNationalDataProtectionManager(wholooksaftertheGermanorganisationandthegroup’sGermansubsidiaries)andaJuniorDataProtectionManager(whosup-portstheHeadofCorporateDataProtectionatgrouplevelandwithregardtocooperationwiththesubsidiariesoutsideGermany).
WithinthePHOENIXgroup,allsubsidiariesinsideandoutsideGermanyalsohaveofficiallyappointeddataprotectionofficersand/ordataprotectioncontactswhoareresponsibleforadvisingtheorgan-isationandtheworkforceondataprotectionissuesandformonitoringcompliancewithdataprotec-tionlegislation.
Thenewgroupdataprotectionguidelinesenteredintoforceon1February2021.Theyapplytoallemployeesandareintendedtoensurethatanyprocessingofpersonaldataiscarriedoutexclusivelyinaccordancewiththeapplicableprovisionsofdataprotectionlawandincompliancewiththeobli-gationsandprinciplesoftheGeneralDataProtectionRegulation(GDPR).Thereportingandmanage-mentofdatabreachesarealsolaiddownandregulatedindetailintheguidelines.
PlanstoestablishadataprotectionmanagementtoolforthewholeofthePHOENIXgroupduringfiscalyear2020/21hadtobepostponedfororganisationalreasons,buttheprojectisexpectedtobecompletedinthesecondquarterofthecurrentfiscalyear.
AttheendofJanuary2021,CorporateDataProtectionorganisedagroupwideawarenesscampaigntomarkEuropeanDataProtectionDayforasecondconsecutiveyear.ThemainpurposeoftheinitiativewastomakeouremployeesawarethatdataprotectioncompliancecreatesaddedvalueforallcompaniesandisvitaltothesuccessofthePHOENIXgroupaswell.ThekeypointsofthePHOENIXgroup’snewdataprotectionguidelineswerealsopresentedaspartofthecampaign.
GroupComplianceconductsregularselfassessmentsandriskassessmentstoensurethatthecom-pliancemanagementsystemisimplementedandemergingriskscanbequicklyidentified.Morede-tailsareavailableonour» Website.
training employees Potentialrisksorviolationscanbereportedusingourexternal,webbasedwhistleblowersystem.Thiscanbedoneanonymously,ifrequired.Bysteadilypressingaheadwiththecommunicationofcomplianceinformation,wealsoaimtobuildgreaterawarenessofthewhistleblowersystem.Forthatreason,weadoptedacompliancecommunicationconceptin2019,whichwasimplementedin2020andissubjecttoongoingdevelopment.Tocommunicatethecontentsofthecompliancesys-temandtoensureallemployeesbehavelawfully,werunregulartrainingsessionsacrossthegroupintheformofelearning.Staffinthesocalledfocusgroups(forexample,thosewhoareinparticu-larlyclosecontactwithcustomersorsuppliersorhavetheauthoritytomakebusinessdealsaswellas allmanagers) additionally receive inperson training on compliance. At the end of fiscal year2020/21,a totalof13,575employees (previousyear:11,737)hadbeen trainedviacomplianceelearningand4,286(previousyear:2,964)viainpersoncompliancetraining.Duetorestrictionsresult-ingfromthecoronaviruspandemic, inpersontraining largelyalsotookplacevirtually inreportingyear2020/21.
» The standards for a relationship with our colleagues, customers, suppliers, and competitors that is based on trust are laid out in our Code of Conduct. «
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SuStainability RepoRt 2020/21
Further informationLeadership and responsibility Our areas of responsibilityValue creation for customers and the companyEnvironmentalprotectionSupportingemployeesCommitmenttosociety
Awebbasedtoolforreportingdatabreachesisinoperation.Agrowingnumberofdataprotectionincidentswererecordedinreportingyear2020/21incomparisonwiththepreviousfiscalyear.How-ever,noneofthereportedincidentshadaninternationalimpactandnotallofthesedatabreachesneededtobereportedtothesupervisoryauthority.Rather,theincreasingnumberofreporteddataprotectionincidentscanbeattributedtothefactthattheawarenesscampaignbyCorporateDataProtectionhasledtoagrowingawarenessofdataprotectionissuesamongemployees.
Supply cHain
InthePHOENIXgroup,theprocurementoftradegoodsandnontradegoodsisorganisedatalocallevel.TheCorporateGeneralProcurementdepartmentisresponsibleformanycrossbordermattersrelatingtonontradegoods,suchassoftware licencesandofficematerials.Thesubsidiariesalsohavetheirownpurchasingdepartmentsandstaff.
InGermany, thePurchasingdepartmentatPHOENIXPharmahandelGmbH is responsible for theprocurementoftradegoods.TheGeneralProcurementGermanydepartmenthascontroloverthepurchasingofnontradegoodssuchascapitalgoodsandservices.Itsremitalsoincludesriskpre-ventionalongtheentiresupplychainforgoodsprocuredfortheGermansites.Wemaintainpositiveandtrustingrelationships,especiallywithourdirectsuppliers.
PHOENIXUKcarriesoutaduediligencecheckonallnewsuppliers,whichalsotakessustainabilityconcerns into consideration. In addition, PHOENIX UK publishes an annual modern slavery and humantraffickingstatementincompliancewiththe» United Kingdom’s Modern Slavery Act.
ThePHOENIXgroupexpectsitspartnersalongthesupplychaintoactresponsiblyandinaccordancewiththelaw.Tothisend,wehavedrawnupourownSupplierCodeofConductfortheprocurementof indirectgoods.Werequireoursuppliers,aboveall therelevant topsuppliers inallcountries, tocomplywithenvironmentalandsocialstandards.Ourbusinesspartnersmustcommittoensuringoccupationalhealthandsafetyfortheiremployees,tocombattingcorruption,tomakingcontinuousimprovements to their environmental footprint, toguaranteeingdataprotection, and toobservingrelevantsocial,ethical,andenvironmentalstandards,aswellasencouragingthesamefromtheirsuppliers.Wereservetherighttoverifywhetherornotthe» Supplier Code of Conductisbeingobserved.
Infiscalyear2020/21,thematerialgroupscoveringtransport,consultancy,buildings,andmaintenanceand facilitymanagementservicesmadeup thegreatestproportionof indirectprocurementvolumes.
commitment to uphold human rightsTherespectofhumanrightsissomethingthePHOENIXgrouptakesveryseriously.WefollowtheprinciplesoftheUnitedNations’UniversalDeclarationofHumanRightsandexpectthesameofourpartnersalongtheentiresupplychain.Our» Supplier Code of Conductincludesabanonchildandforcedorcompulsorylabouranddiscriminationinadditiontotherightstofairpayandfreedomofassociation.Possiblehumanrightsviolationscanbereportedanonymouslybyinternalandexternalpartiesviathegroupwidecompliancewhistleblowersystem.Anysuchreportswillbesystematicallyinves-tigated.Violationsbythirdpartiesmayresult in theterminationofcontracts, thematterbeingre-portedtoregulatoryauthoritiesand/orthepolice,andtheaffectedPHOENIXgroupcompanytakingcivilactionagainsttheoffendingparty,whereappropriate.Inthereportingyear,therewerenoreportsofviolationsofthiskind.
Forfiscalyear2021/22,PHOENIXalsoplanstopublishapolicystatementonhumanrightsandtocommittostrengtheninghumanrightsalongtheentiresupplychain.
Quality ManaGeMent
Asafeandreliablesupplyofmedicinesisonlypossiblewithimpeccablequalityinthesupplychain.Thisextendsfromproductstorageinaccordancewithregulationsaswellasaccuratedeliveriestopharmacies and hospitals through to the optimal availability of medicines for consumers. All PHOENIXgroupcompaniesabidebytheguidelinesforgooddistributionpractice(GDP)aspublishedby theEU.Ourqualityassurancesystemsaremonitoredbymeansof internalauditsandofficial inspectionsbyexternalbodies.ThePHOENIXgroup’squalitymanagementsystemisriskbasedandprocessorientedinaccordancewithDINENISO9001.NinetypercentofthecompaniesbelongingtothePHOENIXgrouparecurrentlycertifiedinlinewiththisstandard.
ThePHOENIXgroupdulyimplementstheapplicablelegalrequirementsofEUDirective2011/62/EU,whichentered into force inFebruary2019andseeks tocombat the falsificationofmedicines.All prescriptiononlymedicineswhich are placed on themarketmust nowbear a unique identifier in theformofatwodimensionalbarcode.Medicinepackagingalsoneedstofeatureasealtoprevent tampering.
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Our solution hinges on the PHOENIX FMD Cloud, which is a flexible, reliable, and costeffective methodforourpartners.Ourgoalistofurtherimprovetheefficiencyandsecurityofthesupplychainintermsofproductqualityandpatientsafety.TheprocessesandmeasuresneededtoimplementthenewMedicalDevicesRegulation2017/745,whichenteredintoforceon26May2021,wereintegratedintoourworkingpracticeswithintheprescribedtime.
loGiSticS SolutionS
Byusing transmedTransportGmbH’sTrack&Tracesystem,weare able tomonitor transporteditemsinrealtimeandatanygivenmoment.ThesystemoffersadvantagesbothforthePHOENIXgroupandforitspartners.Itisnowveryrarethattransportcontainersaremixedup,forgotten,orin-correct.Inaddition,delayscanbedealtwith,theunderlyingcauseseliminated,andtransparencyinlogisticsincreased.Track&TracesolutionsarealreadyinuseincountriessuchasAustria,Germany,Hungary, theNetherlands, Sweden, Switzerland, and theUnitedKingdom.Plans are underway to introducethesesystemsinfurtherPHOENIXsubsidiaries.
The transmed GDP Solutions service includes GDPcompliant transport solutions for the direct, ontime distribution of pharmaceutical products frommanufacturers to pharmacies, clinics, and doctors’surgeries.Byusingspeciallyinsulatedandclimatecontrolledvehicles,wemakesurethattransportationdoesnotadverselyaffectthequalityoftemperaturesensitivemedicines.InGermany,themajorityofdeliveriesarrangedbytransmedGDPSolutionsarealreadymadeusingsuchvehicles.
InSwitzerland,thefleethasbeenentirelyswitchedovertovehicleswithactivetemperaturecontrolsystems.TransportationisGDPcompliantnotonlyintheNetherlandsbutalsoinSerbia,Slovakia,Denmark,andBulgaria.ThenumberoftransportvehiclesintheUnitedKingdomfittedwithtempera-turemonitoringsystemsisgraduallybeingincreased.InEstonia,theprocessofequippingournewvehicleswithaGPSbasedtemperaturealarmsystemisongoing.
cuStoMeR SatiSFaction
Ourvision is tobe thebest integratedhealthcareprovider–whereverweare.Forus, thismeansprovidingeachcustomergroupwiththebestpossibleproductsandservicesalongtheentirepharmaceuticalsupplychain.Indoingso,weputthesatisfactionofourcustomersattheheartofouractivi-ties.Wekeepinconstantcontactwithourcustomersinordertorespondpromptlytonewdevelop-ments and requirements. This process also involves conducting regular customer satisfactionsurveysinallofthecountriesinwhichwearerepresentedinthewholesalesector.Indoingso,weobtainimportantinsightswithregardtopotentialopportunitiesforimprovement–andgainvaluablecustomerretentionideas.
Eachnationalsurveyiscarriedoutinatwoyearcycle.Inthepastyear,surveystookplaceinAustria,Switzerland,Croatia,Germany,and–forthefirsttime–Romania.Ofcourse,theresultsvaryconsid-erably from country to country. However, this allows us as a company to learnwhat customers currently regardasthemaintopics in their respectivecountriesandwheretheywould like toseecorresponding optimisations. Compared across Europe, our subsidiaries in Croatia, Serbia, and Denmark continued toperform thebest in termsof customer satisfaction.Generally, our regularsurveysrevealthattheproportionofextremelyorverysatisfiedPHOENIXgroupcustomersishigh,asistheloyaltyofourcustomersinthewholesalesegment.
Aftertheresultshavebeenpresented,itisimportanttoworkwiththeinsightsthathavebeengained.Forthispurpose,thestaffresponsiblefortheseareasfromtheindividualcountriesdrawupanactionplanwithintheframeworkofasocalledfollowupprocess.Thisplanisthenimplementeduntilthenextstudyandfollowedupwithintherelevantsubsidiary.
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eneRGy conSuMption
ThecorebusinessofthePHOENIXgroupconsistsofstoringandtransportingmedicines–activitiesthatinvolvetheconsumptionofelectricityandfuel,resultingintheemissionofgreenhousegases.With 161 distribution centres across Europe, the PHOENIX group regards efficient building technologyasoneofthebestwaysofachievingenergysavingsandareductioninGHGemissions.Whenplanning and realising projects for new constructions or refurbishments, we follow regional andcountryspecificefficiencystandardsaswellasinternationallyapplicablenormsandguidelines.
FourofoursubsidiariesoperateanenergymanagementsystemcompliantwithISO50001.Othersubsidiariesperformenergyaudits.Weaccountforourenergyconsumptionviaanenergymonitor-ingsystemandrecordouremissionsinthePHOENIXgroup’scarbonfootprintanalysis.Fortheop-erationofourbuildings,weuseatemperaturemonitoringsystem
Saving energy through state-of-the-art technologyThesubsidiariesofthePHOENIXgroupacrossEuropehaveintroducedvariousenergysavingmea-sures,includingtheongoingLEDmodernisationproject,theoptimisationandautomatedcontrolofheatingandairconditioningsystems,andtheupgradeofroofsurfacesforenergyproduction.Forexample,byusingsmartheat(andcold)recoverytechnologyintheventilationsystem,theenergyconsumedbytheairconditioninginthemodernisedcanteeninMannheim,Germany,hasbeenre-ducedbyupto70percent.AtthePHOENIXgroupheadquartersinMannheim,inmanydistributioncentresusingLEDlighting,andinsubsidiariessuchasthoseinLatviaandPoland,automaticlightingcontrolgeneratessavings.InNorwayandLithuania,ourpharmacybrandspurchasegreenelectricity,whileoursubsidiariesintheNetherlands,theCzechRepublic,andtheUnitedKingdomhaveinstalledsolarpanelsonsomeoftheirroofs.
ThePHOENIXgroupistappingintoareasofsavingspotentialinitsoperationalprocesses,too,byinvestingintechnologicalinnovations.In2020,forexample,ourGermandistributioncentresinBerlinandBielefeldwereswitchedover to efficient, energysavingair compressors, cuttingenergycon-sumptionby89,680kWhperyearbetweenthetwosites.Thismodernisationstepalsoallowsthewasteheat that isgenerated tobe fed into theheatingsystemsofbuildingsand facilities. In the Munich depot, a cold room using stateoftheart cooling technology and more environmentallyfriendlyrefrigerantisgeneratingenergysavings.
02enviRonMental pRotectionClimate change and the increasing consumption of natural resources are among the greatest global challenges. The PHOENIX group acknowledges its environmental responsibilities and wants to min-imise the impact of its corporate processes. At the same time, we are focusing on the areas of activity where we can make the most difference – including reducing pharmaceutical waste and saving energy. In around one-third of our subsidiaries, environmen-tal management is carried out via a management system that complies with ISO 14001.
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ThesubsidiariesofthePHOENIXgrouplargelyusenaturalgasanddistrictheatingtomeettheirheat-ingrequirements.Overall,specificheatingenergyconsumptiondroppedbyaround7.8percentinthecourseoftheyear(previousyear:+ 4.8percent).Specificconsumptionofnaturalgashasdeclinedcontinuouslyin13countriesbutincreasedin6.Specificnaturalgasconsumptionfellby6.4percentoverall(previousyear:+ 3.8percent).ThisisattributabletoenergyoptimisationmeasuresandtheswitchfromnaturalgastodistrictheatingintheCzechRepublic.Insomecountries,themildwintercontributedtoadeclineintheabsoluteandspecificconsumptionfiguresforallsourcesofheatingenergy.TheinstallationofaheatpumphasmeantthatourAustriansubsidiarywasabletodiscon-nectfromtheheatingnetworkcompletelytwoyearsago.
Inthereportingyear,theeffectofenergyefficiencymeasureswasevidentin15subsidiaries(previ-ousyear:14),whereelectricityconsumptionpersquaremetrehasdropped.However,despitetheincreaseinninecountries(previousyear:ten),electricityconsumptionpersquaremetrehasdeclinedoverallby3.4percent(previousyear:+ 5.5percent).Onereasonforthiswastheriseinemployeesworkingfromhomeduetothecoronaviruspandemic.
tRanSpoRt SeRviceS
ThePHOENIXgroupaimstocontinuallyreducetheGHGemissionscausedbytransport.Anefficientandecofriendlylogisticssystemisbuiltonthefoundationsofourmodernvehiclefleet,atransparentdatabase,andaresourceefficientdrivingstyle.
Inthereportingyear,oursubsidiarytransmed,withcompaniesinAustria,BosniaandHerzegovina,theCzechRepublic,Germany,Serbia,Slovakia,andSwitzerland,coveredadistanceofover180mil-lionkilometres(previousyear:180millionkilometres).ThemajorityofthePHOENIXgroup’sdeliveriesareperformedbycarriersengagedbytransmedandotherorganisations.Theremainingtripsarecarriedoutbythevehiclefleetsrunbytheindividualsubsidiaries.
Comparedwiththepreviousyear,transportemissionsbycarriersdeclined,whereasemissionsbythecompany’sownvehiclefleetexperiencedaslightrise.Thisisduetothefactthat,intheUnitedKing-dom,deliveriespreviouslymadebycarriersarenowcarriedoutusingthecompany’sownvehicles.Thisfleethasalsobeenexpanded,andsomeofthevansusedinthepasthavebeenreplacedbyre-frigeratedvehiclesthatproducemoreemissions.
HeatinG eneRGy ReQuiReMent by inteRnal aRea anD eneRGy SouRce
electRicity conSuMption by inteRnal aRea anD GeneRation type1)
inkWh/m2 inkWh/m2
2018/19 2018/192019/20 2019/202020/21 2020/21
DistrictheatNaturalgasFueloil
OwnenergygenerationRenewableenergyConventionalenergy
56.3
13.8
40.6
1.9
51.9
12.6
38.0
1.3
53.7
12.5
39.1
2.1
0.2
25.7
70.7
96.694.8100.0
Transportemissionsbycarriers2)Transportemissionsduetoownvehiclefleet
tRanSpoRt eMiSSionS by Revenue, DiviDeD between coMpany anD tHiRD-paRty tRanSpoRt1)
2018/19
intCO2e /€million
2019/20 2020/21
1)Individualvaluesfor2018/19werecorrectedretrospectively.Thesevaluesthereforedifferfromthosepublishedinthe2018/19report.
2)TransportemissionsbycarriersexcludingNorway.
1)Thepercentagesofelectricityfromrenewablesourcesandowngenerationwerecollectedforthefirsttimeinreportingyear2020/21.
4.3 4.34.1
3.6 3.7 3.4
0.7 0.6 0.7
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SuStainability RepoRt 2020/21
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Saving fuel Shortvehicletermsof30monthsonaverageallowtransmedtorunamodern,fuelefficientfleet.Thecompanymaintainsadetailedoverviewofitsvehicles’features.Thismeansitcananalysetheannualmileageperbranch,informationaboutvehiclecategoriesandmodels,andthefueltypesused.Whenpurchasingnewvehicles,transmedensuresthattheycomplywithcurrentpollutantstandards.
Manysubsidiariestraintheirdriverstodriveinafuelefficientmanner,e.g.Denmark,Estonia,FranceandGreatBritain. Inorder tooptimiserouteplanningbytakingenvironmentalconsiderations intoaccount,weimplementedtheKLEEBLATT(Cloverleaf)projectinGermany.Optimisingexistingrouteshelpstoreducethenumberofkilometresdrivenandtheamountoffuelconsumed,resultinginloweremissions and transport costs. In total, taking this action has cut driving distances by around 2.2millionkilometres.Byoptimisingrouteplanning,wehavesavedaround750tonnesofCO2equivalents.Oursubsidiariesarealsotestingalternativedrivesystems.Forexample,anelectricdeliveryvanhasbeen inuse inSwedensinceSeptember2020, aneSprinter panel van isbeing tested in Germany,andadeliverytrialusingcargobikesisunderwayintheNetherlands.
GReenHouSe GaS FootpRint
Incalculatingourgreenhousegasfootprint,weareguidedbytheclassificationsystemestablishedbytheGreenhouseGasProtocol (GHGProtocol),whichrequirescompaniestotakevariousemis-sions intoaccount.Of these,wehave identified the followingasbeingmaterial for thePHOENIXgroup:
» As part of our KLEEBLATT project, we have optimised route planning by taking environmental considerations into account. «
coverage of Scopes 1 to 3
Scope Definition GHG Protocol categories taken into account
Scope1 Directemissionsfromthecompany’sowncombustionprocesses(stationaryandmobileequipment)
•Heating(fueloil,naturalgas)•Transport(companyvehiclefleet)•Companycars•Refrigerant
Scope2 Indirectemissionsfromthepurchaseofgridboundenergy
•Heating(districtheating)•Electricity
Scope3 Otherindirectemissions •Transportbycarriers
Scope t co2e %
Scope1 Fueloil 593 0.3
Naturalgas 13,252 6.4
Companyvehiclefleet 20,969 10.2
Companycars1) 7,551 3.7
Refrigerants 7,854 3.8
Total 50,219 24.4
Scope2 Electricity 58,755 28.5
Districtheat 4,042 2.0
Total 62,797 30.5
Scope3 Transportsbycarriers1) 92,913 45.1
Total (Scope 1 to 3) 205,929 100
eMiSSionS by Scope
1)ExcludingemissionsfromNorway.
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Asisgenerallythecaseinthewholesaletrade,thetransportofourgoodsaccountsforasignificantproportionofouremissions.InaccordancewiththeGHGProtocol,weassigntheCO2emittedbythevehiclefleetownedbyPHOENIXtoourScope1emissions.Thisfigureamountedto10.2percentofourtotalemissionsinthereportingyear(previousyear:8.3percent),whereasemissionsbycarriers(Scope3)werethesourceofalmosthalfofourtotalemissionsat45.1percent(previousyear:48.5percent).FurthermaterialsourcesofemissionsaretheheatingofourbusinesspremisesinScope1andScope2(fueloil,naturalgas,districtheating)andelectricityinScope2.
Rise in absolute greenhouse gas emissions Measuredagainstrevenue,thePHOENIXgroup’srelativeGHGemissionsdecreasedslightlyby1.3percent in thereportingyear (previousyear:+ 2.7percent).ThereducedconsumptionofdistrictheatingandelectricityandthedeclineintransportjourneysbycarriersledtoafallinbothScope2andScope3emissions.Atthesametime,Scope1emissionsincreased.Thiscanbeattributedtothefactthatdatacollectiontocalculateourgreenhousegasfootprintwasbroadenedtoincludecompanycarsandrefrigerantinthereportingyear.
Ourabsoluteemissionsroseby3.6percent(previousyear:+ 7.5percent).PartofthisrisecanbeexplainedbythewideningofdatacollectioninScope1toencompasscompanycarsandrefrigerant.Nevertheless,wemustintensifyoureffortsandmeasuresinordertomakeourcontributiontowardsachievingtheobjectivesoftheParisAgreement.
transparency with regard to GHG emissionsInordertocontributetowardsgreatertransparencyintermsoftheemissionofgreenhousegasesinthedeliveryprocess,particularlyinitsadditionalbusiness,transmedidentifiesemissionsalongthelengthofthetransportchain–fromreceipttocollectionthroughtothelastmile.Whenrequestedbyitscustomers,transmedsendsreportsbyemailthatshowtheGHGemissionsattributabletothedeliveryofallpackagesandacalculationoftheaveragefootprintperpackage.Bydoingso,thecom-panyaimstoincreaseawarenessoftheharmfulemissionsfromtransportandachieveasignificantreductioninthemediumterm.
2018/19 2019/20 2020/21
eMiSSionS by ReGion1)
intCO2e
NorthernEuropeEasternEuropeWesternEuropeGermany
1)IndividualvaluesoftheGermanlocationsfor2018/2019werecorrectedretrospectively.ThevalueforGermanyandthetotalvaluethereforedifferfromthereforedifferfromthosepublishedinthe2018/19report.Emissioncalculationsforcompanycars(Scope1)andtransportbycarriers(Scope3)excludingNorway.
eMiSSionS by Revenue by Scope1)
2018/19
intCO2 e/€million
2019/20 2020/21
Scope3emissionsScope2emissionsScope1emissions
1)Individualvaluesfor2018/19werecorrectedretrospectively.Thesevaluesthereforedifferfromthosepublishedinthe2018/19report.Emissioncalculationsforcompanycars(Scope1)andtransportbycarriers(Scope3)excludingNorway.
184,886198,801 205,929
15,99316,992 18,967
52,296
78,980
42,374
70,396
56,123
53,239
72,776
55,794 55,686
7.3 7.5 7.4
3.6
2.5
1.2
3.7
2.6
1.2
3.4
2.2
1.8
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MateRial inputS
ThePHOENIXgrouptakescaretoconservenaturalresourcesinitsadministrativeprocesses.Thatiswhyweareworkingsteadilytoreducepaperconsumptionbymeansofdigitisation.Forexample,theGermanfinancedepartmentceasedprintingoutinvoicesandreceiptsseveralyearsago.OurFinnishsubsidiaryhas introducedadocumentmanagementsystemthatallowsalldocumentstobepro-cessedelectronically.InSwedenandothersubsidiaries,asimilarsystemisinplaceforcontracts.WehavelaunchedEuropewideprojectsinvolvingtheelectronictransmissionofbatchinformationand,incooperationwithmanufacturers,wealsoaimtoacceleratethedigitalisationofprocesses.
Moreover,thePHOENIXgroupusesthetravelexpensesprogramWinTripthroughoutthecompany,thusfacilitatingapaperlessprocess.Toconserveresources,officeprintersandcopiersinourGer-mansitesaswellasinmanyothercountriesaregenerallysettoprintdoublesidedandinblackandwhite.
More environmentally responsible packaging and shopping bagsWeuseFSCcertifiedpackagingforourcategorybrandproductsintheRetailbusinessarea,totheextentthatthisispossibleforparticularproducts.Individualsubsidiarieshaveintroducedadditionalmeasuresaimedatconservingresourcestoo.Forexample,ourpharmaciesintheNetherlandsuserecyclablepackagingmaterial.
Wearealsoswitchingtoalternativestoconventionalplasticwhenitcomestocarrierbags.Oftheapproximately33millioncarrierbagsusedinourpharmacies,10.5percentaremadeofrecycledpaperorplastic.Furthermore,82.4percentofthepapercarrierbagsnotmadeofrecycledmaterial(26.9percentofallthecarrierbagsintherange)beartheFSClabel.Oftheplasticcarrierbagsnotmadeofrecycledmaterial(54.7percentofallthecarrierbagsintherange),92.8percentaremadeofrecyclableplastic.Itisourgoaltofurtherincreasetheproportionofcarrierbagsmadefromrecycledandbiobasedmaterials.Asweonlybegantoswitchoverattheendof2019,theremainingstocksmustfirstbeusedup.For thenext reportingyear,weexpectasignificant increase inbiobasedcarrierbags.
TomarkWorldEnvironmentDayinJune2019,BENUpharmaciesinSerbiaandSlovakiaofferedtheircustomersfreecarrierbagsmadefromrecycledPETbottles.OnWorldEnvironmentDayinthere-portingyear,thebagsweresoldfor99centsinSlovakia.TheBENUpharmaciesinLatviaorganisedacampaigninwhichinfluencersnotonlyadvertisedtheecofriendlycarrierbagsbutalsopromotedanenvironmentallyfriendlylifestyleingeneralaswellastherightwaytodisposeofoldmedicines.
Wealsotakecaretouseresourcesefficientlyinourdistributioncentres,forexamplebysupplyingdeliveries to pharmacies in reusable plastic containers. Our depot in Cologne, Germany, has ex-changed shrinkwrapping for strappingwhen handling palletised goods. Furthermore,we plan tograduallyswitchfromsingleusetoreusableplasticbagsfordeliveriesofanaestheticsthroughoutGermany.
Quantity %
Paper 11,407,641 34.2
ofwhichrecycled 2,444,743 7.3
ofwhichnotrecycled 8,962,898 26.9
Plastic 19,309,557 57.9
ofwhichrecycled 1,077,356 3.2
ofwhichnotrecycled 18,232,201 54.7
Biobasedmaterials 2,607,894 7.8
Othermaterials 27,452 0.1
Total 33,352,544 100
caRRieR baGS by MateRial
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waSte
Oneofourmostimportantenvironmentalprotectionmeasuresisthereductionofhazardouswaste,aproblemassociatedwithhighcostsforthePHOENIXgroupandwithecologicalrisks.Forourbusi-ness,inadditiontooilsludgesandvariouschemicals,thisaboveallrelatestopharmaceuticalwaste,akeyareaforus.Wehavealegalobligationtotakeexpiredproductsoritemswithdamagedpackagingoutofthesupplychainandtoproperlydisposeofthemashazardouswaste.Werecordthecostsofnegativedifferencesresultingfrommissedexpirydatesanddamagetopackagingasakeyindicatorandcontrolparameter.Wealsomonitorthevolumeofwastethatisproduced.Aswellashazardouswaste,PHOENIXgroupprocessesgeneratenonhazardouswaste.Thisincludesorganicwaste,paperandcardboard,electronicwaste,metal,wood,plastics,glass,andtextiles;allofwhichwesendforrecyclingwherepossible.
avoiding hazardous waste Toensurethattheygenerateaslittlehazardouswasteaspossible,thesubsidiariesofthePHOENIXgroupmakeuseoftheirindividualopportunitiesforactionandundertakeawiderangeofmeasures.Alongsideother steps, theapplicationof standardpracticesandoperatingprocedureswithin thescopeofqualitymanagementaswellascompliancewiththeguidelinesongooddistributionpractice(GDP)arecrucialhere.Akeyroleisplayedbythetraininggiventoouremployeesinthedistributioncentres.Thiscoverscarefulhandlingofpackages, visual inspections toensure thatpackaging isundamagedandthepackagesealforprescriptionmedicinalproductsisintact,checkingtheexpirationdate,acautiousapproachtocuttingopenboxes,andensuringoptimaltemperaturesduringtransportationandincoldstorage.
Wewereabletoreducespecifichazardouswasteby12.7percentincomparisonwiththepreviousyear(previousyear:– 10.9percent).Theabsoluteamountofhazardouswastealsodecreasedby 9.7percent(previousyear:– 5.5percent).Thisdevelopmentisdueontheonehandtothemeasurespreviouslymentioned. Another reason lies in the flooding of awarehouse in Italy in 2018,whichmeantthatlargequantitiesofmedicineshadtobedisposedofintheyears2018and2019.
2018/19 2019/20 2020/21
PharmaceuticalWaste 63.1 54.1 47.5
Oilsludges notrecorded
0.7 0.7
Otherhazardouswaste 1.4 2.7 2.0
Total 64.5 57.5 50.2
kg/€million
HaZaRDouS waSte by Revenue
Projects supporting pharmacy returnsSinceDecember2020,ourDanishsubsidiaryNomecohasbeenparticipatinginapilotprojectwiththeaimofreducingtheincinerationofpharmaceuticalwasteandincreasingrecycling.Aspartoftheproject,endconsumerscanhandinused injectionpensatselectedpharmacies,andNomecore-turnsthemtothemanufacturer.
BENUinLatviahasrunvariouscampaignstopromotetheproperdisposalofoldorexpiredmedi-cines.Atthesametime,disposalpointsforoldmedicinesweresetupineachpharmacy.Ourphar-maciesinvariouscountriestakebackexpiredpharmaceuticals.
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WehavepooledallouractivitiesaimedatcuttingminusdifferencesinourcompanywideSAFEpro-gramme.Thesenegativedifferencesincludefinancialburdensthatresultnotonlyfrombreakageandexpirationbutalsofromdeliveryerrors,missingparts,andstockclearances.Inthereportingyear,theabsolute costs of negative differences amounted to €36.9million (previous year: €29.3million),whichcorrespondstoaspecificnegativedifferenceofaround€1.31(previousyear:€1.07)per€1,000ofrevenue.Atthesametime,wenegotiatewithourpartnersuppliersinthepharmaceuticalindustrytoobtainoptimisedreturnsconditionsforitemsthatarenolongerfitforsale.ThefiguresfromtheRetaildivisionintheNetherlandswereintegratedforthefirsttime. Inaddition,theincreaseinthenegativedifferencesreflectsthecoronaviruspandemic,whichhasresultedinashiftinthedemandfordifferentcategoriesofmedicines.
Reclaiming recyclable wasteAtotalof24,435tonnes(previousyear:25,504tonnes)ofnonhazardouswastewereproducedinthere-portingperiod,equatingtoareductionof4.2percent(previousyear:– 2.1percent).Aboveall,thisdevelop-mentcanbeattributedtoafallinthegenerationofmixedwasteandorganicwaste.Bycontrast,thecon-sumptionofpackagingmaterialshasriseninsomecompaniesasaresultofthecoronaviruspandemic.
Mostofourwasteisrecycledorcomposted.Thus,73.1percentofnonhazardouswaste(previousyear:68.0percent)reenteredthematerialscycleinthereportingyear.Anincreaseintherecyclingratecouldbeachieved.Anyremainingunwantedmaterials,resulting,forexample,frompowergenerationandmixedwaste,aredisposedofinanenvironmentallyfriendlymannerbyspecialistcompanies.
LegislationinGermany,suchastheCommercialWasteOrdinance(GewAbfV)andthePackagingAct(VerpackG),hasledtoPHOENIXGermanyachievinganevenmoreimpressiverecyclingrate.Theselawsrequireustofullydocumentourdisposalofcommercialwaste.
Tonnes %
Recycling 17,866.9 73.1
Incinerationwithenergy/heatrecovery
2,061.0 8.4
Incinerationwithoutenergy/heatrecovery
1,725.0 7.1
Composting 411.3 1.7
Landfill 397.0 1.6
Otherdisposalmethods 1,974.1 8.1
Total (without recycling) 6,568.4 26.9
Total 24,435.3 100
non-HaZaRDouS waSte by DiSpoSal MetHoD
non-HaZaRDouS waSte by ReGion
intonnes
2018/19 2019/20 2020/21
26,075 25,504 24,4354,039
3,857 3,978
8,721
8,048
2,945
10,174
8,917
3,357
10,185
8,105
3,688
NorthernEuropeEasternEuropeWesternEuropeGermany
MinuS DiFFeRenceS
in€ 1,000revenue
2016/17 2017/18 2018/19 2019/20 2020/21
1.071.051.241.31 1.31
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SuStainability RepoRt 2020/21
Further informationLeadership and responsibility Our areas of responsibilityValuecreationforcustomersandthecompanyEnvironmentalprotectionSupporting employeesCommitmenttosociety
eMployMent1)
Thesuccessofourcompanyreliesoncommittedemployees.Atthesametime,wefacechallenges,suchastheshortageofskilledpersonnelanddemographicchange,towhichwemustfindanswersthroughacoherentpersonnelstrategy.This isa responsibilityofCorporateHR,which reportsdi-rectlytotheExecutiveBoard.
InthecodeofconductthatappliestoallemployeesofthePHOENIXgroup,wepledgetoupholdtheprinciplesofequalopportunitiesandmutualrespect.Asaresult,everymemberofstaffreceivesthesame treatmentand thesameopportunities ineveryaspectof theemployment relationship.Webaseouremployees’remunerationontheirrespectivequalifications,professionalandpersonalapti-tude,aswellasontheirperformance.
pHoenix group employees Attheendoffiscalyear2020/21,thePHOENIXgroupemployed39,532employees(previousyear:39,013)within27countriesinEurope(previousyear:27).Thestaffinglevelthusroseby1.3percentincomparisonwiththepreviousyear(previousyear:5.0percent).At5,441(previousyear:5,685),the
03SuppoRtinG eMployeeS We can only be successful as a company by having motivated employees with the right qualifications. When competing for well-trained, skilled personnel, we want to offer our staff attractive working condi-tions as well as good opportunities for career growth and further training. Furthermore, open dialogue and good relations between managers and their employ-ees are key elements of our corporate culture. A safe and healthy work environment also has a major im-pact on the satisfaction of our workforce.
number %
Germany 4,411 11.2
WesternEurope 14,493 36.7
EasternEurope 12,661 32.0
NorthernEurope 7,967 20.1
Total 39,532 100
eMployeeS by ReGion
1)Theemployeefiguresstatedwerecorrectasatthereportingdateof31January2021andthereforedeviateslightlyinsomecasesfromthefiguresreportedinpreviousyearsandintheannualreport.
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Further informationLeadership and responsibility Our areas of responsibilityValuecreationforcustomersandthecompanyEnvironmentalprotectionSupporting employeesCommitmenttosociety
largestnumberofemployees is registered in theUnitedKingdom,followedbytheNetherlandsat5,079(previousyear:5,084),Norwayat4,420(previousyear:4,435),andGermanyat4,411(previousyear:4,404).
TheproportionoffemalestaffemployedbythePHOENIXgroupwasaround70.4percentinthere-portingyear(previousyear:70.9percent).Ofthesefemaleemployees,16,011(previousyear:15,445)wereinfulltimepositions,whereasthenumberofmeninfulltimeemploymentwas9,182(previousyear:9,118).Thetotalnumberoffulltimeequivalentshasincreasedby1.7percent(previousyear:6.7per cent) to 33,206 (previous year: 32,652). Parttime positions were occupied by 2,513 male PHOENIXemployees(previousyear:2,219)and11,826femalestaff(previousyear:12,231).Thepro-portionof employeesworkingparttime thusamounted to36.3per cent (previous year: 37.0percent).AgeneralworksagreementontheintegrationofseverelydisabledpeoplehasbeeninplaceforPHOENIXGermanysince2011.
Attheendofthe2020/21reportingyear,thetopmanagementteamrepresentingallPHOENIXcom-panieswascomposedofatotalof13women(previousyear:13)and71men(previousyear:95),whichputstheproportionofwomenat15.5percent(previousyear:12.0percent)1).TheExecutiveBoardofthePHOENIXgroupconsistsofsixpeople,sixofwhomweremen.
tRaininG anD DevelopMent
Withparticularregardtotheincreasingshortageofskilledpersonnel,webelieveit isimportanttomotivateouremployeesandstrengthentheirconnectiontoourcompany.Weattachgreatimportancetorecognisingtheirpotentialandsystematicallydevelopingtheirabilities.Toachievethis,weuseanefficientandcomprehensivesystemoffurthertraininginallcountries,whichallowsourstaffto enhance their professional skills and breathe new life into their personal development. In the2020/21reportingyear,employeesandmanagers inGermanyparticipated inatotalof23educa-tionalactivities(previousyear:95).Thereasonforthereducedfigureliesinthecoronavirusrestric-tions,withtheremainingfurthertraininggenerallytakingplaceonline.
Weruninductionprogrammesandtrainingcoursesforourstafftosuittheirparticularareaofre-sponsibility.Forouremployeesinthedistributioncentres,trainingingooddistributionpractice(GDP)formedicinalproductsforhumanuseismandatory.WealsogiveallourstafftrainingonourCodeofConduct,anticorruptionguidelines,andcompetitioncomplianceguidelines,aswellasondatapro-tection.Inaddition,ouremployeesreceiveregularfurthertraininginoccupationalhealthandsafety.Furthermore,weofferspecificopportunitiesforprofessionaldevelopmentdependingonanemploy-ee’sareaofactivity,rangingfromforeignlanguagestoITandpersonnelmanagement.Duetorestric-tionsoncontactduringthecoronaviruspandemicinthe2020/21reportingyear,wemainlyusedelearningsystems,withwhichouremployeeswereabletoundertakeefficient,independenttrainingonavarietyoftopics.
OneelementofstaffdevelopmentatthePHOENIXgroupistheannualemployeereview.Thesere-viewsmaybeorganizeddifferentlyinthevarioussubsidiaries,butstructuredfeedbackandsupportforprofessionaldevelopmentiscommontoall.
1)Theterm“topmanagement”referstotheCorporateDirectors;theManagingDirectorsofthesubsidiariesADG,transmed,andPXGPharma;theManagingDirectorsineachcountry;andtheFinance,Retail,Logistics,andSalesDirectors,whoeachreporttotheManagingDirectoroftheirrespectivecountry.
eMployeeS by eMployMent level
2018/19 2019/20 2020/21
asat31January
37,140 39,013 39,532
62.0 % 63.7%
36.3% FulltimeParttime
38.0 %
63.0 %
37.0 %
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SuStainability RepoRt 2020/21
Further informationLeadership and responsibility Our areas of responsibilityValuecreationforcustomersandthecompanyEnvironmentalprotectionSupporting employeesCommitmenttosociety
Development programmes for managersThePHOENIXgroupendeavourstofillmanagementpositionsprimarilyfromwithinthecompany.Weoffertalentedmanagersatdifferent levelsappropriate internationaldevelopmentprogrammesforthevariousmanagementlevels.Theseprogrammesfocusontheongoingdevelopmentofleadershipskills,thepromotionofacultureofcooperationacrossnationalbordersandfunctions,networkingamongmanagers,andgroupwideknowledgesharing.
AspartofthedevelopmentinitiativesorganisedbyPHOENIXGermany,employeesarecalledupontohelpshapethePHOENIXcorporateculture.Managersandtalentedindividualsworkindependentlyandwithoutsupervisiononfuture issuesthatareorwillbeofrelevancetoPHOENIX.Networkingamongemployeeshasamajorroletoplayhere.
apprenticeships and dual study programmesThePHOENIXgroupoffersyoungpeopleawiderangeofwaysinwhichtostarttheircareers,includ-ingworkexperienceplacements,apprenticeships,anddualstudyprogrammes.Weregularlypartici-pate invariousdifferentcareersanddegree informationeventsaswellasapprenticeship fairs in order tomake interestedapplicantsawareofour company. Infiscal year2020/21, thePHOENIXgroupemployed107apprentices(previousyear:109)and13studentsondualprogrammes(previ-ousyear:14)atitsGermansubgroup.Dualstudydegreesgivestudentstheopportunitytocompletepartoftheirtrainingatoneofoursubsidiaries.
DialoGue anD coMMunication
Beingseenasanattractiveemployer–inotherwords,theinternalandexternalperceptionofthePHOENIXgroupasanemployer–isanimportantprerequisiteforthelongtermsuccessofthecom-pany.Wecultivateacorporateculturebasedondialogue,whichisshapedbythevaluesenshrinedinourcorporatemissionandourgroupwideleadershipguidelines.Ontheonehand,communicationtakesplaceviatheannualemployeeperformancereviewbetweenmanagersandemployees.Ontheotherhand,wewanttoassessouremployees’levelofsatisfactionintheirjobsbymeansofdirectsurveys.Wealsoaimtoenhancedigitalemployeecommunication.OurstaffcanuseourSpeakapemployeeapptocommunicateacrossdivisionsandnationalborders.Asaresult,internalcommuni-cationshouldbecomemoreinteractive,transparent,andrelevant.TheapphasbeenintroducedinallPHOENIXcountriessince2020,andmorethan25,000employeeshavealreadysignedup.
employee survey follow-up processThePHOENIX group attaches particular importance to its employees’ opinions, satisfaction, andmotivation.Thelastgroupwideemployeesurveytookplaceinautumn2018.WedefinedouractionareasforGermanyas“StrategyandleadershipbytheManagementBoard”,“Interfaces”,and“Changes,ideas, anddecisions”.Aspartof the followupprocesswith themotto “#bettereveryday–a little bit better every day”, the divisions and distribution centres have so far implemented around 140 measures.Themainthemeswereappreciation,workplacebenefits,workenvironment/organisation,health,information/communication,processes,andcooperation.
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Thenextemployeesurveyisscheduledforautumn2021.Wewanttousethisopportunitytolookagainatthecurrentstatusoftheactionareasandtheemployeecommitmentindex(ECI)tofindoutwhetherthemeasuresdevisedhaveresultedinimprovements.TheExecutiveBoardofthePHOENIXgrouphasreceivedprogressreports fromthe individualcountriesonallmeasures.Ourgoal is toachieveacontinuousimprovementinthecommitmentofouremployeestothecompany.
Dialogue with employee representativesInadditiontoourdirectcommunicationwithouremployees,thePHOENIXgroupsetsgreatstorebyitscooperativerelationshipwiththeemployeerepresentatives.Tothisend,itfollowsinternationallyrecognisedstandardsaswellasthelegalframeworkofeachindividualcountry.OneexpressionofthisistheworkscouncilfortheEuropeancompany(“SE”),whichreflectstheinternationalnatureofthecompanystructure.Thispanelof38members(previousyear:38)engagesindialoguewithcom-panymanagementoncrossborderissuesandprojects,suchastheemployeesurvey,work–lifebal-ance,andoccupationalhealthmanagement.Assuch,theemployeerepresentativesarealsoactivelyinvolvedinimportantcompanysustainabilitytopicsatgrouplevel.
occupational HealtH anD SaFety
Wehaveaspecialresponsibilityforthehealthofouremployeesandthereforetakecaretoensuresafeworkingpractices.Aspartofourqualitymanagementsystem,weguaranteestrictcompliancewiththerelevantlawsandregulationsoftheindividualcountriesandoftheEuropeanUnion.System-aticriskassessmentsforeachworkplacearemandatory,as isthe implementationofappropriatepreventativemeasures.Duringthecoronaviruspandemicinparticular,rapidandresponsibleactionwasandisstillrequiredtoprotectouremployeesandsafeguardhealthcare.InGermany,wesetupaCrisisTeamforthispurposeinMarch2020.Topromoteemployeehealth,weintendtoexpandouroccupationalhealthmanagementsysteminfuture.
preventing accidentsOccupationalsafetyrulesandregularemployeetrainingmakethegreatestcontributionstoaccidentprevention.Themaintopicsarefireprotection,workplaceergonomics,correctliftingtechniques,andthesafeoperationofmachineryandequipmentinthedistributioncentres,especiallyforklifttrucks.Verycloseattentionisalsopaidtoprotectiveworkwearinalloursubsidiaries.
WithinthePHOENIXgroup,weregistered375injuries(previousyear:409)resultingfromaccidentsatworkduringthereportingperiod.Comparedwiththepreviousyear,thiscorrespondstoareductionof8.3percent(previousyear:−2.4percent).ThenumberofaccidentsinGermanyaswellasinEast-ernandNorthernEuropedeclined.Withatotalofaround60.3millionactualworkinghours(previousyear:58.2million),thisequatestoacompanywideaccidentrateof6.2accidents(previousyear:7.0)peronemillionworkinghours.Incomparisonwiththepreviousyear,thisisareductionof11.4percent(previousyear:12.5percent).
total Rate oF woRK-RelateD injuRieS
2018/19 2019/20 2020/21 ∆ 2019/20 – 2018/19
∆ 2020/21 – 2019/20
Actualworkinghours (millionh)
52.7 58.2 60.3 + 10.4% +3.6%
Losttimeinjuries1) 419 409 375 – 2.4% – 8.3%
Totalrateofworkrelatedinjuries(permillionh)2)
8.0 7.0 6.2 – 12.5% – 11.4%
1)Reportingwasperformedinaccordancewithnationallegislationandmaythusalsoincludecommutingaccidents.Thefiguresencompassallaccidentsthatresultinatleastoneday’slosttime,knownaslosttimeInjuries(LTI).
2)Changestothepreviousyear’sreportarebasedonaretroactiveadjustmenttothedatacollectionsysteminSwitzerland.
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Safeguarding and promoting healthInthepastyear,wehaveimplementedvariousmeasurestoprotectouremployeesfromexposuretothecoronavirus.Inourdistributioncentres,weinstalledprotectiveequipmentandimplementedrulesregardingsocialdistancingandhygiene.Mandatorymaskwearingwasintroducedasanadditionalprecautioninareasandworkingsituationswhereitisnotpossibletomaintaina1.5metredistance.Wethereforeprovideouremployeeswithequipmentsuchasmasksandworkgloves,offerstafftheoptiontoworkfromhome,andcommunicateallsafetyprecautionsandhygienemeasuresviaourSpeakapemployeeapp.
Anoccupationalhealthmanagementsysteminthesubsidiarieshelpstopromoteemployeehealthanddecreasetheillnessratethroughnumerousprojects.Theseincludehealthdaysatthedistribu-tioncentres,whichfocusonmeasuressuchasearlycancerdiagnosis,adviceonmanagingstress,andhealthyeating.Thecoronaviruspandemicmeantthatourhealthdayscouldnottakeplaceasplannedduring the reportingyear. Instead,PHOENIXprovided itsemployeeswith temporary, freemembershipofonlinefitnessprogrammesandvitaminCsupplements.
Several subsidiaries also offer their employees free health checks and optional flu vaccinations;manysupplytheirstaffwithweeklyfruitbaskets.Additionalinitiativesarealsoavailableinthevariouscountries,suchasthecooperationwithpmeFamilienserviceinGermany.Thisorganisationsupportsemployeesthroughdifficultsituationsintheirprivateandprofessionallivesbyprovidingadviceandservices.EmployeesinGermanyandtheUnitedKingdomalsohavetheoptiontoleasecompanybi-cycles.Themembersofstaffchooseabicycle,thenPHOENIXleasesitandentrustsittoitsemploy-ees.
» Eighty-five per cent of employees were satisfied with how PHOENIX managed the coronavirus crisis. «
Aswellascorporateintegrationmanagement,effectiveandrespectfulconversationsbetweenman-agersandemployeesaboutreturningtoorabsencesfromworkmakeanimportantcontributiontoo.Inspiteofdelayscausedbythecoronaviruspandemic,wearecontinuingtoworkontheexpansionofouroccupationalhealthmanagementsystematallsitesandinalldivisionsofthecompany.Inthereportingyear,the illnessratewas4.46percent(previousyear:3.94percent)andhasthusrisencomparedwiththepreviousyearduetothecoronaviruspandemic.
SicKneSS Rate
in%
2016/17 2017/18 2018/19 2019/20 2020/21
3.944.084.054.124.46
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pRioRitieS
“WedeliverhealthacrossEurope”–thisisourmission.Itguidesourchoiceofareastosupportaspartofoursocialcommitment.Aboveall,wesupportpharmaceuticalresearch,projectsbenefitingthecommongood,charitableorganisationssuchashospitalsandchildren’sdaycarecentres,aswellasschoolsanduniversities.Keycontributionsaremadebygroupwideand local initiatives in thevarious countries. We make a longterm commitment to selected flagship projects and simultaneouslysupportsmallersocial initiatives in thevicinityofoursites.Ouremployeesarealso in-volvedinmanydifferentactivitiesthatbenefitthecommongood.Wesupportthemintheirefforts,suchasbytoppingupthedonationstheyhavecollectedbyacertainamount.DonationsmadebythewholeofthePHOENIXgroupinfiscalyear2020/21totalled€ 749,443(previousyear:€ 881,182).
04coMMitMent to SocietyThe PHOENIX group considers it important to as-sume responsibility and contribute to the common good, even beyond the scope of our core business – in fact, this is integral to our corporate philosophy. We have summed up our approach to social commit-ment under the motto “Together for a healthy future for children”. By the end of 2021, we want to sharpen our focus on our social commitment throughout the group.
FocuS oF ouR Social coMMitMent
promotingpharmaceutical
research
Group-widecharitable projects,such as support forKULTURBRAS e.V.
in Fortaleza,Brazil
Helping to securefuture generations ofqualified personnel
by supporting schoolsand universities
Supportingcharitable institutionssuch as hospitals and
day-care centres,as well as regional
institutions
» toGetHeRFoR a
HealtHy FutuReFOR CHILDREN «
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a group-wide focus on social commitmentAcompany’ssocialcommitmentisalsoreferredtoasitscorporatecitizenship.Tohelpusmakeamoretargetedandeffectivecontributiontothecommongood,weintendtogiveouractivitiesinthisareagreaterstrategicdirectioninfutureandtosharpenourfocusonthemthroughoutthegroupbytheendof2021.TheSustainableDevelopmentGoals(SDGs)andtheirsubgoalswillserveusasabenchmarkforevaluatingourcontributiontosociety.
ensuring compliant behaviourItisimportanttothePHOENIXgroupthatalldonationandsponsorshipactivitiesarecarriedoutinaccordancewithlegalrequirements.ThePHOENIXanticorruptionguidelines–whichapplytothewholegroup–mustthereforealwaysbeobservedwhenweorganiseourprojects.Wealsofollowourguidelinesfor» Donations and Sponsorship.Thisdocumentprimarilycontainscriteriaandhelpfulinfor-mationfortheselectionofsuitableprojectsforallsubsidiariesandourpartners.Italsodefinestheactivitiesthatwillnotbesupported.EventsheldbypoliticalpartiesorbranchesofgovernmentandprojectsthatgeneratecommercialadvantagesforthePHOENIXgrouporcoulddamageourcom-pany’sreputationarenotpermissible.Theguidelinesareapplicablethroughoutthegroup–oursub-sidiariesworkwithin theseparameters tomakedecisionsata local levelabout theprojects theysupportintheirrespectiveareas.
» By the end of 2021, we want to sharpen our focus on our social commitment throughout the group. «
HealtH anD eDucation
Forover25years,thePHOENIXgrouphasbeenmakingdonationstoKULTURBRASe.V.,anassocia-tionbased inGermanyandBrazil.Theassociationrunsadaycarecentre inapoordistrictof theBrazilian city of Fortaleza, inwhich children aged between three and thirteen attend school and receive regular meals. The administrative functions in Germany are undertaken by volunteers. PHOENIXhasmadeacommitmentthatoneofitsemployeeswillalwaysbeinvolvedwiththeasso-ciation.
OurEuropeansubsidiariesarealsoactiveintheirlocalareasinavarietyofways.Sincethestartof2019,BritishpharmacybrandRowlandshasbeentheofficialsponsoroftheBritishHeartFounda-tion,whichfundsresearchintoheartandcirculatorydiseases.ItscampaignsaimtoraiseawarenessofcardiovasculardiseasewithinBritishsociety.SupportfortheQueenSilviaChildren’sHospitalhascontinuedinSweden.OursubsidiariesinLatviaandRomaniaorganisedblooddonationcampaigns.TheRomaniansubsidiaryalsooffersfinancialassistancetoemployeeswithaclosefamilymemberwhoisseriouslyill. InHungary,fundingisprovidedtosupportuniversitystudyprogrammesinthefieldsofpharmaceuticalscience,diversity,anddigitalisation.
promoting fundamental researchThePHOENIXPharmaceuticsScienceAwardhasbeenoneofourflagshipprojectsformorethan 20 years. Its aim is to maintain and publicise cuttingedge research in Germany – and therebystrengthenthepharmaceuticalsupplychain.Theaccolade,withatotalvalueof€40,000,isoneofthemostprestigiousscienceprizesintheGermanspeakingworldandtheonlyawardthatrecognisesthelatestworkfromanentirescientificfield.Everyyear,anindependentjurysiftsthroughinnovative,originalworkwithpharmaceuticalrelevancefromGermany,Austria,andSwitzerlandtoselectprizewinners infourcategories.ThroughourScienceAward,wepromotefundamentalpharmaceuticalresearch.
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RepoRt pRoFile
Foundation and reporting principlesThePHOENIXgroupaimstocommunicatetransparentlyandtoseekdirectdialoguewithitsstake-holders.ThroughourSustainabilityReportcoveringfiscalyear2020/21,entitled“Dependable.Action.Together.”,weprovidecomprehensiveinformationaboutourcompany’ssustainabilityactivities.Thisreport has been prepared in accordancewith the GRI Standards: Core option. The “Dependable. Action.Together.”reportwassubmittedtotheGlobalReportingInitiative(GRI)forreviewbytheGRIMaterialityDisclosuresService,whichconfirmedthatthe“MaterialityDisclosures”(10240to10249)havebeencorrectlylocatedinthereport.
The PHOENIX group has published one sustainability report annually since fiscal year 2014/15. Althoughthesustainabilitydataforfiscalyear2019/20wasrecordedandevaluated internally,nosustainabilityreportwaspublished.Thiswasduetoorganisationalrestructuringandnewresponsi-bilities.
Thisreportrelatestothefiscalyearfrom1February2020to31January2021and,wheneverpossible,alsocontainscomparabledatarelatingtothepreviousyearoryears.Inthisreport,wedescribethedevelopmentandtheresultsofourcompany’ssustainabilityactivitiesfromallofthesubsidiariesandtheirdomesticaffiliates.Thefigureshavebeenroundedinthetextand,insomecases,inthetables.
basis of consolidationGRi 102-45, GRi 102-48
ThetermPHOENIXgroup refers to theentirePHOENIXgroupasdepicted in the2020/21AnnualReport.IntheUnitedKingdom,atotalof30branchesoftheRowlandsPharmacychainweresoldandclosed.Inthereportingperiod,thecompanyincreasedinsizethroughthefollowingsignificantacqui-sitions.Infiscalyear2020/21,thePHOENIXgroupacquiredtwoadditionalpharmacychainsinRo-mania–RemediaandEcofarmacia.Wealsosuccessfully integratedintoourgroupthepharmacychainsandgroupsinRomania,theNetherlands,theCzechRepublic,andSerbiathathadbeenac-quiredpreviously.
Theprocessofcollectingdataforthe2020/21SustainabilityReportincludedthesecompanies,al-thoughitispossiblethatnotalldatawasavailableinthefirstyear.Conversely,datarelatingtothepharmaciesthathaveclosedhasbeenomitted.TheenvironmentaldataofoursubsidiaryinMonte-negrowerenotrecordedinthereportingyear.Figuresfromthepreviousyearwerecorrectedduetoanadjustmenttothedatacollectionprocess.Thisisexplainedinthecorrespondingfootnotes.
editorial notes Inthisreport,weusethemasculineandfeminineformsforgenderspecificwording.However,thechosenformisintendedtorelatetopeopleofallgenders(m/f/x).Thecopydeadlineforthe2020/21SustainabilityReportwas28April2021.TheSustainabilityReportisalsoavailableinGermanandcanbedownloadedfromour» Website.
FuRtHeR inFoRMation
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liSt oF MateRial topicS
GRi 102-44, GRi 102-47, GRi 102-49
Material topics GRI Aspects Location of the impacts
Responsibleandethicalsupplychain ProcurementPractices External
Productsafety CustomerHealthandSafety,MarketingandLabelling Internalandexternal
Accesstohighqualitypharmaceuticalsandhealthcare IndirectEconomicImpacts External
Responsibleproductionofownbrands CustomerHealthandSafety Internalandexternal
Customersatisfaction CustomerHealthandSafety,MarketingandLabelling,CustomerPrivacy Internalandexternal
Resourceconsumption Energy Internalandexternal
Emissionsandclimateimpacts Energy,Emissions Internalandexternal
Energyuse Energy Internalandexternal
Wastemanagement Waste Internalandexternal
Employeehealth,safetyandwellbeing OccupationalHealthandSafety Internal
Diversity,equity,andinclusion Employment,DiversityandEqualOpportunity,NonDiscrimination,MarketPresence Internal
Longtermtalentretention Employment,DiversityandEqualOpportunity,TrainingandEducation Internal
Staffdevelopment TrainingandEducation Internal
Fairworkingconditions Employment,NonDiscrimination,DiversityandEqualOpportunity Internal
Communityengagement IndirectEconomicImpacts External
Compliance AntiCorruption,AntiCompetitiveBehaviour,EnvironmentalCompliance,SocioEconomicCompliance
Internalandexternal
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FactS anD FiGuReS
value creation for customers and the company
economic parameters
2018/19 2019/20 2020/21
Totaloperatingperformance 1) in€m 33,045.1 34,517.9 35,902.0
Revenue in€m 25,812.2 27,322.8 28,209.1
Totalincome in€m 2,781.2 2,941.9 3,052.7
ebitDa in€m 471.1 603.6 653.4
Earningsbeforetaxes in€m – 30.8 109.0 298.7
Equity in€m 2,806.6 2,832.4 2,959.7
Equityratio in% 33.5 29.9 28.6
Netdebt in€m 1,432.6 2,294.9 2,006.9
Companyrating(Standard&Poor’s) 2) BB+ BB+ BB+
Numberofemployees(total) 3) 37,140 39,013 39,532
Fulltimeequivalents 3) 30,897 32,652 33,206
1)Totaloperatingperformance=revenue+handledvolume(handlingforservicecharge).2)CompanyratingforPHOENIXPharmahandelGmbH&CoKG.3)Thefiguresstatedforthenumberofemployeeswerecorrectasatthereportingdateof31January2021andthereforedeviateslightlyinsomecasesfromthefiguresreportedinpreviousyearsandintheannualreport.
Heating energy requirement by energy source
2018/19 2019/20 2020/21 ∆ 2019/20– 2018/19
∆ 2020/21– 2019/20
Total area in m2 1,690,096 1,706,780 1,716,113 + 1.0 % + 0.5 %
Fueloil inMWh 3,551 3,220 2,148 – 9.3 % – 33.3 %
Naturalgas inMWh 66,071 69,341 65,139 + 4.9 % – 6.1 %
Districtheat inMWh 21,140 23,540 21,563 + 11.4 % – 8.4 %
Total heating in MWh 90,762 96,101 88,850 + 5.9 % – 7.5 %
Fueloilbyarea inkWh/m2 2.1 1.9 1.3 – 9.5 % – 31.6 %
Naturalgasbyarea inkWh/m2 39.1 40.6 38.0 + 3.8 % – 6.4 %
Districtheatbyarea
inkWh/m2 12.5 13.8 12.6 + 10.4 % – 8.7 %
Heating by area in kWh/m2 53.7 56.3 51.9 + 4.8 % – 7.8 %
environmental protection
Heating energy requirement by region
in MWh Germany WesternEurope
EasternEurope
NorthernEurope
PHOENIXgroup
Fueloil 1,847 63 238 0 2,148
Naturalgas 10,708 30,213 22,141 2,077 65,139
Districtheat 4,327 0 5,849 11,387 21,563
Total heating 16,882 30,276 28,228 13,464 88,850
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electricity consumption1)
2018/19 2019/20 2020/21 ∆ 2019/20– 2018/19
∆ 2020/21– 2019/20
Totalarea inm2 1,690,096 1,706,780 1,716,113 + 1.0 % + 0.5 %
Electricity consumption
inMWh 160,208 170,635 165,781 + 6.5 % – 2.8 %
Electricity consumptionbyarea inkWh/m2 94.8 100.0 96.6 + 5.5 % – 3.4 %
1)Individualvaluesfor2018/19werecorrectedretrospectively.Thesevaluesthereforedifferfromthosepublishedinthe2018/19report.
electricity consumption by region (2020/21)
Germany WesternEurope
EasternEurope
NorthernEurope
PHOENIXgroup
Totalarea inm2 294,189 550,570 501,167 370,187 1,716,113
Electricity consumption
inMWh 26,729 58,212 31,096 49,744 165,781
Electricity consumptionbyarea inkWh/m2 90.9 105.7 62.0 134.4 96.6
emissions by scope1)
in t CO2e Emission source 2018/19 2019/20 2020/21 ∆ 2019/20– 2018/19
∆ 2020/21– 2019/20
Scope1 Fueloil 970 879 593 – 9.4 % – 32.5 %
Naturalgas 13,343 14,004 13,252 + 4.9 % – 5.4 %
Transport:companyvehiclefleet
16,794 16,465 20,969 – 2.0 % + 27.4 %
Companycars2) notrecorded
notrecorded
7,551 – –
Refrigerants notrecorded
notrecorded
7,854 – –
Total 31,107 31,349 50,219 + 0.8 % + 60.2 %
Scope2 Districtheat 5,775 7,329 4,042 + 26.9 % – 44.8 %
Electricityconsumption
59,109 63,446 58,755 + 7.3 % – 7.4 %
Total 64,884 70,775 62,797 + 9.1 % – 11.3 %
Scope3 Transport:carriers2)
88,895 96,678 92,913 + 8.8 % – 3.9 %
Total 88,895 96,678 92,913 + 8.8 % – 3.9 %
Total (Scope 1 to 3) 184,886 198,801 205,929 + 7.5 % + 3.6 %
1)Individualvaluesfor2018/19werecorrectedretrospectively.Thesevaluesthereforedifferfromthosepublishedinthe2018/19report.
2)ExcludingemissionsfromNorway.
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emissions by scope and region (2020/21)1)
in t CO2e Germany WesternEurope
EasternEurope
NorthernEurope
PHOENIXgroup
Scope1 6,886 21,360 17,581 4,392 50,219
Scope2 15,289 21,322 16,921 9,264 62,796
Scope3 33,511 36,298 17,794 5,311 92,914
Total 55,686 78,980 52,296 18,967 205,9291)Emissioncalculationsforcompanycars(Scope1)andtransportbycarriers(Scope3)excludingNorway.
Hazardous waste1)
in t 2018/19 2019/20 2020/21 ∆ 2019/20– 2018/19
∆ 2020/21– 2019/20
Pharmaceuticalwaste 1,628 1,481 1,342 – 9.0 % – 9.4 %
Oilsludges notregistered
18 21 – + 16.7 %
Otherhazardouswaste 37 74 57 + 100.0% – 23.0 %
Total 1,665 1,573 1,420 – 5.5 % – 9.7 %
1)Individualvaluesfor2018/19werecorrectedretrospectively.Thesevaluesthereforedifferfromthosepublishedinthe2018/19report.
Hazardous waste by region (2020/21)
in t Germany WesternEurope
EasternEurope
NorthernEurope
PHOENIXgroup
Pharmaceuticalwaste 137 160 191 854 1,342
Oilsludges 3 0 11 7 21
Otherhazardouswaste 1 7 8 41 57
Total 141 167 210 902 1,420
absolute minus differences
in € m 2016/17 2017/18 2018/19 2019/20 2020/21 ∆ 2020/21– 2019/20
Minusdifferences 31.9 30.9 27.3 29.3 36.9 + 25.9 %
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SuStainability RepoRt 2020/21
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employees1)
2018/19 2019/20 2020/21 ∆ 2019/20– 2018/19
∆ 2020/21– 2019/20
Fulltimeequivalents 30,897 32,652 33,206 + 5.7 % + 1.7 %
Total 37,140 39,013 39,532 + 5.0 % + 1.3 %
1)Asatreportingdate31January.
Supporting employees
employees by gender, type of employment, and region (2020/21)1)
Germany WesternEurope
EasternEurope
NorthernEurope
PHOENIXgroup
Femalefulltimeemployees 955 3,078 8,510 3,468 16,011
Malefulltimeemployees 1,545 3,210 2,815 1,612 9,182
Femaleparttimeemployees 1,508 6,803 1,199 2,316 11,826
Maleparttimeemployees 403 1,402 137 571 2,513
Total 4,411 14,493 12,661 7,967 39,532
1)Asatreportingdate31January.
absence due to sickness by region1)
in sick hours (in million h) 2018/19 2019/20 2020/21
Germany 0.53 0.54 0.53
WesternEurope 0.99 1.03 1.20
EasternEurope 0.44 0.59 0.83
NorthernEurope 0.58 0.53 0.61
Total 2.54 2.69 3.17
1)Totalpaidandunpaidhours(millionhours).
employees covered by collective agreement by region (2020/21)
Germany WesternEurope
EasternEurope
NorthernEurope
PHOENIXgroup
Total 4,235 9,617 320 5,952 20,124
Sharein% 96.0 66.4 2.5 74.7 50.9
35
SuStainability RepoRt 2020/21
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GRi content inDex
The Sustainability Report, entitled “Dependable. Action. Together.”, was submitted to the Global Reporting Initiative (GRI) for review by the GRI Materiality Disclosures Service. The GRI Services team confirmed that the “Materiality Disclosures” (102-40 to 102-49) have been correctly located in the report.
GRI Standard Page Omissions/Comments
GRI 101: Foundation 2016
GRI 102: General Disclosures 2016
ORGANISATIONAL PROFILE
GRI1021Nameoftheorganisation 5
GRI1022Activities,brands,products,andservices
AnnualReport,p.16/17
GRI1023Locationofheadquarters 5
GRI1024Locationofoperations AnnualReport,p.16/17
GRI1025Ownershipandlegalform AnnualReport,p.12/13,16/17,41
GRI1026Marketsserved 6
GRI1027Scaleoftheorganisation 5/6,31,34
GRI1028Informationonemployeesandotherworkers
5,22/23,34
GRI1029Supplychain 13
GRI10210Significantchangestotheorganisationanditssupplychain
29
GRI10211Precautionaryprincipleorapproach 6/7
GRI10212Externalinitiatives 7,9/10,13/14,17,28/29
GRI10213Membershipofassociations 10
STRATEGY
GRI10214Statementfromseniordecisionmaker 3
GRI10215Keyimpacts,risks,andopportunities 9 AnnualReport,p.28/29
GRI Standard Page Omissions/Comments
ETHICS AND INTEGRITY
GRI10216Values,principles,standards,andnormsofbehaviour
6/7
GRI10217Mechanismsforadviceandconcernsaboutethics
11/12
GOVERNANCE
GRI10218Governancestructure AnnualReport,p.8–10
GRI10219Delegatingauthority 8
GRI10220Executivelevelresponsibilityforeconomic,environmental,andsocialtopics
8
GRI10221Consultingstakeholdersoneconomic,environmental,andsocialtopics
10
GRI10222Compositionofthehighestgovernancebodyanditscommittees
AnnualReport,p.8–11
GRI10223Chairofthehighestgovernancebody AnnualReport,p.11
GRI10225Conflictsofinterests AnnualReport,p.8–10
GRI10226Roleofhighestgovernancebodyinsettingpurpose,values,andstrategy
AnnualReport,p.9/10
GRI10227Collectiveknowledgeofhighestgovernancebody
AnnualReport,p.11
GRI10229Identifiyingandmanagingeconomic,ecologicalandsocialimpacts
9
GRI10230Effectivenessofriskmanagementprocesses
AnnualReport,p.28/29
GRI10231Reviewofeconomic,ecologicalandsocialtopics
9
GRI10232Highestgovernancebody’sroleinsustainabilityreporting
ThisreportwasreviewedandapprovedbytheExecutiveBoard.
36
SuStainability RepoRt 2020/21
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GRI Standard Page Omissions/Comments
STAKEHOLDER ENGAGEMENT
GRI10240Listofstakeholdergroups 10
GRI10241Collectivebargainingagreements 34
GRI10242Identifyingandselectingstakeholders 9/10
GRI10243Approachtostakeholderengagement 9/10
GRI10244Keytopicsandconcernsraised 9,30
REPORTING PRACTICE
GRI10245Entitiesincludedintheconsolidatedfinancialstatements
AnnualReport,p.41/42
GRI10246DefiningreportcontentandtopicBoundaries
9
GRI10247Listofmaterialtopics 9,30
GRI10248Restatementsofinformation 29
GRI10249Changesinreporting 9,30
GRI10250Reportingperiod 29
GRI10251Dateofmostrecentreport 01/08/2019
GRI10252Reportingcycle Yearly
GRI10253Contactpointforquestionsregardingthereport
Imprint
GRI10254ClaimsofreportinginaccordancewiththeGRIStandards
29
GRI10255GRIContentIndex 35
GRI10256Externalassurance Athirdpartyauditwasnotperformedin2020/21.
KEY TOPICS
GRI 201: Economic Performance 2016
GRI103ManagementApproach2016(incl.1031,1032,1033)
11
GRI2011Directeconomicvaluegeneratedanddistributed
31
GRI Standard Page Omissions/Comments
GRI 203: Indirect economic impacts 2016
GRI103ManagementApproach2016(incl.1031,1032,1033)
27
GRI2032Significantindirecteconomicimpacts
27/28
GRI 204: Procurement practices 2016
GRI103ManagementApproach2016(incl.1031,1032,1033)
13
GRI2041Proportionofspendingonlocalsuppliers
InGeneralProcurement,productsandservicesareprimarilyprocuredfromsuppliersinthecountryinwhichthecompanyinquestionislocated.Theexactproportionofspendingonlocalsuppliershassofarnotbeenrecorded.
GRI 205: Anti-corruption 2016
GRI103ManagementApproach2016(incl.1031,1032,1033)
11/12
GRI2052Communicationandtrainingaboutanticorruptionpoliciesandprocedures
12
GRI2053Confirmedincidentsofcorruptionandactionstaken
Noincidentsbecameknowninthereportingyear.
GRI 206: Anti-competitive behaviour 2016
GRI103ManagementApproach2016(incl.1031,1032,1033)
11/12
GRI2061Legalactionsforanticompetitivebehaviour,antitrust,andmonopolypractices
Inthereportingyear,therewerenolegalproceedingsduetoanticompetitivebehaviourorantitrustandmonopolypractices.
GRI 301: Materials 2016
GRI103ManagementApproach2016(incl.1031,1032,1033)
19
GRI3011Materialsusedbyweightorvolume Weareunabletoreportontheweightandvolumeofinputmaterialsatpresentbecausethisdataisnotrecordedtothislevelofdetail.
37
SuStainability RepoRt 2020/21
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GRI Standard Page Omissions/Comments
GRI 302: Energy 2016
GRI103ManagementApproach2016(incl.1031,1032,1033)
15
GRI3021Energyconsumptionwithintheorganisation
16,31/32
GRI3023Energyintensity 16,31/32
GRI 305: Emissions 2016
GRI103ManagementApproach2016(incl.1031,1032,1033)
16–18
GRI3051Direct(Scope1)GHGemissions 17/18,32/33
GRI3052Energyindirect(Scope2)GHGemissions 17/18,32/33
GRI3053Otherindirect(Scope3)GHGemissions 17/18,32/33
GRI3054GHGemissionsintensity 18
GRI 306: Effluents and Waste 2020
GRI103ManagementApproach2016(incl.1031,1032,1033)
20
3061Wastegenerationandsignificantwasterelatedimpacts
20/21,33
3062Managementofsignificantwasterelatedimpacts
20/21
3063Wastegenerated 20/21,33
3064Wastedivertedfromdisposal 21
3065Wastedirectedtodisposal 21,34
GRI 307: Environmental Compliance 2016
GRI103ManagementApproach2016(incl.1031,1032,1033)
11/12,15,20
GRI3071Noncompliancewithenvironmentallawsandregulations
Noincidentsofnoncompliancewithenvironmentallawswerenotifiedthroughthegroupwidereportingsystem.
GRI Standard Page Omissions/Comments
GRI 401: Employment 2016
GRI103ManagementApproach2016(incl.1031,1032,1033)
22
GRI4011Newemployeehiresandemployeeturnover
22,34 PHOENIXcannotcurrentlyreportonfluctuationbecausethedataisnotavailable.Datacollectioninthereportingyearfocusedonkeyfiguresjudgedtobeofgreatersignificancefromamanagementperspective.
GRI4013Parentalleave PHOENIXcannotcurrentlyreportonparentalleavebecausethedataisnotavailable.Datacollectioninthereportingyearfocusedonkeyfiguresjudgedtobeofgreatersignificancefromamanagementperspective.
GRI 403: Occupational Health and Safety 2018
GRI103ManagementApproach2016(incl.1031,1032,1033)
25
GRI4031Managementsystemforoccupationalhealthandsafety
25
GRI4032Identificationofhazards,riskassessmentandinvestigationofincidents
25
GRI4033Occupationalhealthservices 26
GRI4034Employeeparticipation,consultationandcommunicationonoccupationalhealthandsafety
25/26
gri 403-5 Employeetrainingonoccupationalhealthandsafety
25
GRI4036Promotionofemployeehealth 26
GRI4037Preventingandminimisingeffectsdirectlyrelatedtobusinessrelationshipsonemployeehealthandsafety
25/26
38
SuStainability RepoRt 2020/21
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GRI Standard Page Omissions/Comments
GRI4038Employeescoveredbyamanagementsystemforoccupationalhealthandsafety
25
GRI 404: Training and Education 2016
GRI103ManagementApproach2016(incl.1031,1032,1033)
23
GRI4041Averagehoursoftrainingperyearperemployee
Trainingactivitiesaredefineddifferentlyinourcountries.Forthisreason,wedonotcurrentlyhaveanyreliabledataontheaverageannualnumberofhoursoftrainingandeducation.Datacollectioninthereportingyearfocusedonkeyfiguresjudgedtobeofgreatersignificancefromamanagementperspective.
GRI4043Percentageofemployeesreceivingregularperformanceandcareerdevelopmentreviews
Atpresent,weareunabletoreportanypercentagefigures,becausethedataisinvalidduetoadjustmentstodatacollectioninthereportingyear.
GRI 405: Diversity and Equal Opportunity 2016
GRI103ManagementApproach2016(incl.1031,1032,1033)
23
GRI4051Diversityofgovernancebodiesandemployees
23
GRI 406: Non-discrimination 2016
GRI103ManagementApproach2016(incl.1031,1032,1033)
11/12
GRI4061Incidentsofdiscriminationandcorrectiveactionstaken
PHOENIXemployeescancontactthegroupComplianceManagerbytelephoneoremailwherethereisreasonforsuspicion.Thecontactdetailsarecommunicatedinthecodeofconductandinthecomplianceprinciples.Casesofdiscriminationcanbereportedanonymouslyaroundtheclockviatheonlinewhistleblowersystem.Nocaseswereidentifiedinthereportingyear.
GRI Standard Page Omissions/Comments
GRI 416: Customer Health and Safety 2016
GRI103ManagementApproach2016(incl.1031,1032,1033)
14
GRI4161Assessmentofthehealthandsafetyimpactsofproductandservicecategories
14
GRI4162Incidentsofnoncomplianceconcerningthehealthandsafetyimpactsofproductsandservices
Intheyearunderreview,noviolationsrelatingtotheeffectsofproductsandservicesonhealthwerereported.
GRI 417: Marketing and Labelling 2016
GRI103ManagementApproach2016(incl.1031,1032,1033)
14
GRI4171Requirementsforproductandserviceinformationandlabeling
14
GRI4172Incidentsofnoncomplianceconcerningproductandserviceinformationandlabelling
Noviolationsinconnectionwithproductandserviceinformationandlabelingwerereportedinthereportingyear.
GRI 418: Customer Privacy 2016
GRI103ManagementApproach2016(incl.1031,1032,1033)
12/13
GRI4181Substantiatedcomplaintsconcerningbreachesofcustomerprivacyandlossesofcustomerdata
13
GRI 419: Socioeconomic Compliance 2016
GRI103ManagementApproach2016(incl.1031,1032,1033)
11/12
GRI4191Noncompliancewithlawsandregulationsinthesocialandeconomicarea
Nocomplaintswerereceivedinthereportingyear.
39
SuStainability RepoRt 2020/21
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iMpRint publisher Dr.IngoFlorian HeadofCorporateQualityManagement&CSR StefanieSevimli CorporateCSRManager
PHOENIXPharmaSE CorporateQualityManagement&CSR Pfingstweidstraße10 –12 68199Mannheim Germany Phone+ 49(0)62185058503 Fax+ 49(0)62185058501 [email protected] www.phoenixgroup.eu/de
concept and editing in cooperation with akzentekommunikationundberatunggmbh,Munich,Germany www.akzente.de
photographs MatthiasHaslauer(SteveAnderson,HelmutFischer, MarcusFreitag,StefanHerfeld,Dr.RolandSchütz), MatthiasMüller(SvenSeidel)
©PHOENIXPharmaSE,Mannheim,Germany Allrightsreserved.
TranslationoftheGermanversion. TheGermanversionisbinding. Translation:TargetLanguagesGmbH, Dossenheim,Germany
ThedataforthisreporthasbeengatheredEuropewide,consolidated,andpreparedbymeansofCSRmanagementsoftwareby