| GRI 3.1 Content Index | |||
| Application Level | |||
| STANDARD DISCLOSURES PART I: Profile Disclosures | |||
| 1. Strategy and Analysis | |||
| Profile Disclosure | Description | Reported | Cross-reference/Direct answer |
| 1.1 | Statement from the most senior decision-maker of the organisation | Fully | SR 2011 p4 : CEO statement |
| 1.2 | Description of key impacts, risks, and opportunities | Fully | SR 2011 p10 : Materiality matrix AR 2011 p55-56 : Risk management SR 2010 p12-13 : Challenges faced in the five different pillars of our Sustainability Programme |
| 2. Organisational Profile | |||
| Profile Disclosure | Description | Reported | Cross-reference/Direct answer |
| 2.1 | Name of the organisation | Fully | SR 2011 p6 |
| 2.2 | Primary brands, products, and/or services | Fully | SR 2011 p6 |
| 2.3 | Operational structure of the organisation, including main divisions, operating companies, subsidiaries, and joint ventures | Fully | SR 2011 p6 |
| 2.4 | Location of organisation's headquarters | Fully | SR 2011 p6 |
| 2.5 | Number of countries where the organisation operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report | Fully | SR 2011 p6 |
| 2.6 | Nature of ownership and legal form | Fully | SR 2011 p7 |
| 2.7 | Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries) | Fully | SR 2011 p6 |
| 2.8 | Scale of the reporting organisation | Fully | SR 2011 p6 : Givaudan at a glance (locations, production sites,
employees, global industry market share) SR 2011 p7 : Our 2011 performance (revenues) |
| 2.9 | Significant changes during the reporting period regarding size, structure, or ownership | Fully | SR 2011 p38 |
| 2.10 | Awards received in the reporting period | Fully | SR 2011 p7 |
| 3. Report Parameters | |||
| Profile Disclosure | Description | Reported | Cross-reference/Direct answer |
| 3.1 | Reporting period (e.g., fiscal/calendar year) for information provided | Fully | SR 2011 p3 : About this report |
| 3.2 | Date of most recent previous report (if any) | Fully | SR 2011 p3 : About this report |
| 3.3 | Reporting cycle (annual, biennial, etc.) | Fully | SR 2011 p3 : About this report |
| 3.4 | Contact point for questions regarding the report or its contents | Fully | SR 2011 p3 : Contact points for inquiries |
| 3.5 | Process for defining report content | Fully | SR 2011 p3 : About this report |
| 3.6 | Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance | Fully | SR 2011 p3 : About this report |
| 3.7 | State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of scope) | Fully | SR 2011 p3 : About this report |
| 3.8 | Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organisations | Fully | SR 2011 p3 : About this report |
| 3.9 | Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report. Explain any decisions not to apply, or to substantially diverge from, the GRI Indicator Protocols. | Fully | SR 2011 p38 : Data measurement techniques and the bases of calculations |
| 3.10 | Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g.,mergers/acquisitions, change of base years/periods, nature of business, measurement methods) | Fully | SR 2011 p38 : Re-statements of information provided in 2010 SR |
| 3.11 | Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report | Fully | SR 2011 p38 : Significant changes from previous reporting period |
| 3.12 | Table identifying the location of the Standard Disclosures in the report | Fully | SR 2011 p39-41 : GRI standard disclosure Index |
| 3.13 | Policy and current practice with regard to seeking external assurance for the report | Fully | SR 2011 p3 : About this report |
| 4. Governance, Commitments, and Engagement | |||
| Profile Disclosure | Description | Reported | Cross-reference/Direct answer |
| 4.1 | Governance structure of the organisation, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organisational oversight | Fully | AR 2011 Corporate Governance section, sections 3 and 4 (pages
64-73 for Board, pages 74-78 Executive Committee) SR 2011 p34 : Operating in a sound and ethical manner |
| 4.2 | Indicate whether the Chair of the highest governance body is also an executive officer | Fully | AR 2011 p65 : Corporate Governance section, section 3.1 CV Juerg
Witmer 'non-executive' SR 2011 p34 : Operating in a sound and ethical manner |
| 4.3 | For organisations that have a unitary board structure, state the number and gender of members of the highest governance body that are independent and/or non-executive members | Fully | Dual structure: Board and Executive Committee SR 2011 p36 : Social indicator LA 13 Composition governance (Executive Committee and Board of Directors) Givaudan website : Corporate Governance > Leadership > Members of the Board |
| 4.4 | Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body | Fully | AR 2011 p75-76 : Corporate Governance section, 'Shareholders
participation'; more general: contact details on back of Annual Report and
'Contact us' section on website; Shareholders: through AGM, competencies as in art. 6 'Shareholders Meeting - Powers' of the Articles of Incorporation - Givaudan website; Employees: Board information rights, AR 2011, Corporate Governance section, section 3.7, pages 70-71 'Information and Control instruments of the Board of Directors' |
| 4.5 | Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organisation's performance (including social and environmental performance) | Fully | AR 2011 p69 : Compensation Committee AR 2011 p78-80 : Compensation principles in Annual Report, section Compensation report |
| 4.6 | Processes in place for the highest governance body to ensure conflicts of interest are avoided | Fully | Board Regulations (published on website), section 2 |
| 4.7 | Process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees, including any consideration of gender and other indicators of diversity | Fully | AR 2011 p72 : Corporate Governance section, 'Nomination Committee' |
| 4.8 | Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation | Fully | AR 2011 p46-47 : Compliance section Principles of Business Conduct, published on Givaudan website; Sustainability section of Givaudan website SR 2011 p34 : Operating in a sound and ethical manner |
| 4.9 | Procedures of the highest governance body for overseeing the organisation's identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles | Fully | AR 2011 p46-47, 55-56 : Compliance section for general and legal
compliance; Risk Management section in Annual Report SR 2011 p8 : Sustainability Strategy; p10 : Materiality Analysis |
| 4.10 | Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance | Fully | AR 2011 p69 : Corporate Governance section, General self-assessment by board; no specific sustainability review |
| 4.11 | Explanation of whether and how the precautionary approach or principle is addressed by the organisation | Fully | SR 2011 p30 : Product safety and regulatory compliance remain
top priorities for us and our customers AR 2011 p55-56 : Risk management; p57 : Regulatory |
| 4.12 | Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organisation subscribes or endorses | Fully | SR 2011 p11 : Commitment to external initiatives |
| 4.13 | Memberships in associations (such as industry associations)
and/or national/international advocacy organisations in which the
organisation: * Has positions in governance bodies; * Participates in projects or committees; * Provides substantive funding beyond routine membership dues; or * Views membership as strategic |
Fully | Memberships from question 4.12 above as reported on website and in Sustainability Reports; additional memberships of individuals reported via CVs of Executive Committee members, website and in each Annual Report; AR 2011 p72-75 : Executive Committee members |
| 4.14 | List of stakeholder groups engaged by the organization. | Fully | SR 2011 p9 : Stakeholder engagement |
| 4.15 | Basis for identification and selection of stakeholders with whom to engage. | Fully | SR 2011 p9 : Stakeholder engagement |
| 4.16 | Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group | Fully | SR 2011 p9 : Stakeholder engagement |
| 4.17 | Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through its reporting | Fully | SR 2011 p10 : Materiality Analysis |
| STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs) | |||
| G3 DMA | Description | Reported | Cross-reference/Direct answer |
| DMA EC | Disclosure on Management Approach EC | Fully | |
| Aspects | Economic performance | Fully | AR 2011 p35-36 : Business performance; p15,32 : Strategy section |
| Market presence | Fully | AR 2011 p16-17 : Strategy Developing Markets | |
| Indirect economic impacts | Fully | AR 2011 p28-29 : Sustainable sourcing of raw materials; p52 :
Suppliers SR 2011 p16 : Ethical vanilla |
|
| DMA EN | Disclosure on Management Approach EN | Fully | |
| Aspects | Materials | Fully | SR 2011 p11 : NRSC stands for Natural Resources Stewardship
Circle and promotes fair and sustainable cooperation with indigenous peoples
and local communities while protecting the biodiversity and ecosystems of the
territories concerned. Givaudan was a founding member and has been involved
since 2008. SR 2011 p14 : Our ultimate goal is to ensure that our purchasing decisions preserve and safeguard the environment and stimulate the development and wellbeing of the communities from which we source. SR 2011 p14 : Our sourcing of raw materials is informed by our ‘Key Principles of Sustainability’, which were approved by our Executive Committee in December 2011 and formalise our sustainability framework. This document is publically available on the Givaudan website enabling all of our raw materials suppliers to access it. SR 2011 p16 : We are working with Malagasy vanilla farmers to improve the yield and quality of their vanilla crop. Other sources Givaudan website Ethical sourcing : http://www.givaudan.com/Fragrances/Innovative+Naturals/Ethical+Sourcing Givaudan website Sustainability Raw Materials : http://www.givaudan.com/Sustainability/Our+Programme/Raw+Materials NRSC Guidelines : http://www.nrsc.fr/ SR 2010 p14 : As a signatory to the United Nations Global Compact, we have also updated our Global Vendor Expectations document, to notify raw materials suppliers that they need to comply with its principles. We acknowledge that today most synthetic raw materials have very few commercially-viable, environmentally-sustainable, alternatives to petroleum-based products. Therefore, our current priority remains to source from suppliers with sustainability programmes in place and who are working to reduce their social and environmental impacts. SR 2010 p15 : In last year's Sustainability Report we introduced our new community based programme to ensure a sustainable supply of consistent quality vanilla beans from Madagascar. Our objective is to provide support in education and specific sustainable agricultural practices to Malagasy farmers, to ensure production of the highest quality vanilla beans and maximise revenues for generation to come. Our Givaudan agronomist has also worked with local farmers on optimum vanilla growing and harvesting practices such as: preventing a specific root fungus with the potential to destroy vines; the proper maintenance of ‘host trees’ on which the vanilla vines climb; and the implementation of a new Givaudan-patented curing process. We also work alongside the Malagasy villagers to reduce their reliance on rice imports by intensifying their own rice production – a main staple of the Malagasy diet. |
| Energy | Fully | SR 2011 p26-27 : Strategic approach to eco-efficiency - Energy
use and CO2 emissions SR 2010 p20 : Eco-efficiency targets have been set for 2020, which will be realised with technical and behavioural related improvement programmes at site level, developed and run through local eco action teams and site green teams. New investments will be evaluated and designed with the appropriate eco-efficiency standards as well as increasing the purchase of energy produced from renewable sources. The eco-efficiency improvement programme is coordinated through a high level F&F (or corporate) based management team. Regular internal monitoring and reporting of performance is a key success factor. |
|
| Water | Fully | SR 2011 p26-28 : Strategic approach to eco-efficiency - Water
use SR 2010 p20 : Eco-efficiency targets have been set for 2020, which will be realised with technical and behavioural related improvement programmes at site level, developed and run through local eco action teams and site green teams. New investments will be evaluated and designed with the appropriate eco-efficiency standards as well as increasing the purchase of energy produced from renewable sources. The eco efficiency improvement programme is coordinated through a high level F&F (or corporate) based management team. Regular internal monitoring and reporting of performance is a key success factor. |
|
| Biodiversity | Fully | SR 2011 p11 : NRSC stands for Natural Resources Stewardship
Circle and promotes fair and sustainable cooperation with indigenous peoples
and local communities while protecting the biodiversity and ecosystems of the
territories concerned. Givaudan was a founding member and has been involved
since 2008. SR 2011 p14 : Our ultimate goal is to ensure that our purchasing decisions preserve and safeguard the environment and stimulate the development and wellbeing of the communities from which we source. SR 2011 p14 : Our sourcing of raw materials is informed by our ‘Key Principles of Sustainability’, which were approved by our Executive Committee in December 2011 and formalise our sustainability framework. This document is publically available on the Givaudan website enabling all of our raw materials suppliers to access it. SR 2011 p16 : We are working with Malagasy vanilla farmers to improve the yield and quality of their vanilla crop. Other sources Givaudan website Ethical sourcing : http://www.givaudan.com/Fragrances/Innovative+Naturals/Ethical+Sourcing Givaudan website Sustainability Raw Material : http://www.givaudan.com/Sustainability/Our+Programme/Raw+Materials NRSC guidelines : http://www.nrsc.fr/ SR 2010 p14 : As a signatory to the United Nations Global Compact, we have also updated our Global Vendor Expectations document, to notify raw materials suppliers that they need to comply with its principles. We acknowledge that today most synthetic raw materials have very few commercially-viable, environmentally-sustainable, alternatives to petroleum-based products. Therefore, our current priority remains to source from suppliers with sustainability programmes in place and who are working to reduce their social and environmental impacts. SR 2010 p15 : In last year's Sustainability Report we introduced our new community based programme to ensure a sustainable supply of consistent quality vanilla beans from Madagascar. Our objective is to provide support in education and specific sustainable agricultural practices to Malagasy farmers, to ensure production of the highest quality vanilla beans and maximise revenues for generation to come. Our Givaudan agronomist has also worked with local farmers on optimum vanilla growing and harvesting practices such as: preventing a specific root fungus with the potential to destroy vines; the proper maintenance of ‘host trees’ on which the vanilla vines climb; and the implementation of a new Givaudan-patented curing process. We also work alongside the Malagasy villagers to reduce their reliance on rice imports by intensifying their own rice production – a main staple of the Malagasy diet. |
|
| Emissions, effluents and waste | Fully | SR 2011 p26-29 : Strategic approach to eco-efficiency - CO2
emissions - waste generation and disposal SR 2010 p20 : Eco-efficiency targets have been set for 2020, which will be realised with technical and behavioural related improvement programmes at site level, developed and run through local eco action teams and site green teams. New investments will be evaluated and designed with the appropriate eco-efficiency standards as well as increasing the purchase of energy produced from renewable sources. The eco-efficiency improvement programme is coordinated through a high level F&F (or corporate) based management team. Regular internal monitoring and reporting of performance is a key success factor. |
|
| Products and services | Fully | SR 2011 p22-23 : With a long-term goal to have 100% of our new
products ‘sustainable by design’. Our innovation and development teams
conducted many sustainability related research programmes in 2011 to satisfy
current and future requirements. SR 2011 p30 : The ingredients we use are subject to regulatory assessment by government agencies and international organisations worldwide that approve their use based on review of their safety profile. For flavours these include the US Food and Drug Administration (FDA); the Flavor and Extract Manufacturers Association of the US (FEMA); the European Food Safety Authority (EFSA); The International Organization of the Flavor Industry (IOFI) and the Joint Expert Committee on Food Additives of the World Health Organization (JECFA). Fragrance materials meet mandatory IFRA requirements for safety in addition to specific country or regional regulatory requirements such as those of the European Chemicals Agency and US Environmental Protection Agency. AR 2011 p18 : Strategy Research & Development; p26 : Health & Wellness Other sources AR 2011 p46 : Product Safety; p46 : Regulatory AR 2010 p19 : Health and Wellness; p41 : Toxicology SR 2010 p19 : Bio persistent; p25 : Compaction AR 2009 p46 : SAP module to maintain regulatory, safety data and Athena to provide data during creation |
|
| Compliance | Fully | As the leader in its industry, Givaudan is both expected and
committed to adhere to high ethical standards in business conduct and to
comply with all applicable laws and regulations in its relations with
customers, suppliers, shareholders, employees, competitors, government
agencies and the communities in which it works. These principles are
enshrined in Givaudan’s Principles of Business Conduct and are complemented
by a system of internal policies, procedures and guidelines and overseen by a
multilayered compliance organisation. SR 2011 p22-23,30 : With our regulatory expertise we not only provide an essential service of advice to our customers but also ensure that our products meet or exceed all requirements around the world. Givaudan continue to drive the regulatory advocacy activities within the International Organization of the Flavor Industry (IOFI). This committee, chaired by Givaudan, is working closely with the European Union (EU) Food Safety Authority and the EU Commission to ensure a smooth implementation of the most important reforms to flavour regulations in the EU for the past 30 years. The Fragrance Division provided leadership to the global industry in regulatory advocacy activities within the International Fragrance Association (IFRA) – both at the global and regional level. In 2010 Givaudan met its obligations for the first phase of REACH registrations and has commenced phase II of the programme. Other sources AR 2011 p46 : Compliance; AR 2011 p57 : Regulatory www.givaudan.com : Principles of Business Conduct section 1 AR 2010 p34 : Sustainable Business Model; p41 : Regulatory |
|
| Transport | Fully | SR 2011 p27 : Carbon footprint of related activities The environmental impact associated with the different transport modes is monitored through CO2 emissions. Contractors transporting products and the travel agent used for business travel are producing carbon footprint reports, which allows Givaudan to establish a baseline, from which a programme with targets for improvements will be formulated. |
|
| Overall | Fully | SR 2011 p5 : Sustainability Programme Chairman statement SR 2011 p26-29 : Operations, Driving operational excellence SR 2011 p29 : Environmental expenditures: For all manufacturing locations the annual environmental protection expenditures have been collected for 2011 for the first time using a reporting template which is based on expenditure items as highlighted in the EN 30 definition sheet with as two main categories 'waste disposal, emission treatment, and remediation costs' and 'prevention and environmental management costs'. During 2012 reported data will be analysed and expectations regarding future cost development be formulated. Other sources SR 2010 p4-5 : CEO statement; Sustainability Chairman statement SR 2010 p20-21 : Operations, Driving operational excellence SR 2010 p33 : Global compact COP Givaudan Business code of conduct section 5 |
|
| DMA LA | Disclosure on Management Approach LA | Fully | |
| Aspects | Employment | Fully | As long-term success is built with the strength of our people,
Givaudan’s Human Resources organisation develop, challenge and reward our
talents to foster a performance-driven organisation while promoting respect,
openness, and diversity. People management starts with knowing where to find the best talents and how to be able to attract and retain them. It also covers on-boarding of new employees, setting clear and transparent performance targets which are aligned to the business priorities, educating our people to achieve their full potential through attractive developmental opportunities, and managing our talent pipeline to ensure the sustainability and leadership position of Givaudan. Another important cornerstone of people management is our Employee Value Proposition, or EVP which summarises what an employee experiences while being part of our organisation. In a ‘bottom-up’ approach we were able to gather a deep understanding of what our people thought about working at Givaudan. In 2009, we introduced our Green Teams grass-roots initiative; local groups of employees empowered and encouraged to contribute to the Givaudan Sustainability vision by proposing and implementing practical changes at an individual site level. Now, all our sites have a Green Team in place. The teams are encouraged to identify local sustainability opportunities and In recognition of this, the Givaudan Executive Committee launched the Green Team Sustainability Award for the best sustainability initiative in the company. Sources SR 2011 p18-21 : Employees, Passion with purpose AR 2011 p49-51 : Our people SR 2010 p16-17, AR 2010 p36-38, www.givaudan.com : Careers |
| Labour/management relations | Fully | Givaudan supports the freedom of employees to join trade unions
or other employee representative bodies, provided these bodies are properly
constituted and in line with local laws and practices. Givaudan does not
discriminate based on Employee membership of or association with these bodies
and seeks to enter into constructive discussions at all times. One example is
the recent revision to the European Works Council agreement, to take into
account the most recent EU Directives - copy attached below. Our principles
of business conduct (section 4) state
that 'It is Givaudan's policy to recruit, employ and promote employees on the
sole basis of the qualifications and abilities needed for the work to be
performed without regard to race, age, sex, national origin or any other
non-relevant category' Sources Principles of business conduct, Section 4, Euroforum agreement (internal document) |
|
| Occupational health and safety | Fully | In 2009 the 'Zero is possible' programme was started with the
ultimate goal to get to zero occupational incidents. The programme consists
of safety management training for line managers and a globally rolled out
employee awareness training covering the behavioural aspects of occupational
health and safety. Sources SR 2011 p20,26, AR 2011 p53-54 SR 2010 p16-21, AR 2010 p38 |
|
| Training and education | Fully | We are fostering a learning culture, in which, more and more,
employees can take stock of their own skills progress and education needs.
Targeted training and career development initiatives are a way of life.
Wherever possible, employees deal with challenging and stretching assignments
and constructive team feedback is becoming more widespread – a positive,
daily practice. We are keen that Givaudan's line managers should regard themselves, increasingly, as 'talent champions': they should be committed to offering people flexible and wide-ranging development opportunities so they can maintain and increase their employability and boost their job satisfaction. Opened in 1946, the Givaudan Perfumery School is a legendary institute that can claim to have trained the perfumers responsible for approximately one third of the fragrances on the market today. Currently under the direction of Jean Guichard, the Perfumery School has established the standard for modern perfumery training. It is the font of perfumery culture in Givaudan, providing training for our clients and employees in addition to developing future perfumers. Sources AR 2011 p50 : Championning talent ; Givaudan educational assistance policy (internal use only), www.givaudan.com 'Careers', AR 2010 p36-37 |
|
| Diversity and equal opportunity | Fully | It is Givaudan’s policy to recruit, employ and promote employees
on the sole basis of the qualifications and abilities needed for the work to
be performed, without regard to race, age, sex, national origin or any other
non-relevant category. At Givaudan, we embrace diversity throughout our
organisation and are fully committed to creating a diverse and inclusive
workforce. Respecting, and indeed celebrating, diversity adds value to the
experience of working for and with Givaudan. Sources SR 2011 p19 : Celebrating and supporting Diversity AR 2011 p51 : Supporting Diversity Diversity Position Statement (www.givaudan.com), Principles of Business Conduct (www.givaudan.com) |
|
| Equal remuneration for women and men | Fully | For Givaudan employees a robust process is in place to ensure
our compensation offering is competitive and enables us to attract, retain
and motivate qualified employees. This process includes all markets in which
we operate, all job functions and all levels. We achieve this by conducting
annual (and in some cases bi-annual) benchmarking studies. Our salaries are
reviewed and benchmarked at least annually and take into account various
macro-economic data (including cost of living) and market evolution. In
developing markets and high inflation environments, we may review
compensation more often than annually. We also have a profit sharing scheme
which allows our non-management employees globally to share in company
profits. These elements are reviewed
at the most senior management levels of the company each year. Furthermore, our principles of business
conduct state that 'It is Givaudan's policy to recruit, employ and promote
employees on the sole basis of the qualifications and abilities needed for
the work to be performed without regard to race, age, sex, national origin or
any other non-relevant category'. Sources AR 2011 p78 : Compensation report Diversity position statement (www.givaudan.com), Principles of Business Conduct (www.givaudan.com) People Management section of MyGivaudan; Managing Careers and Compensation. |
|
| DMA HR | Disclosure on Management Approach HR | Fully | |
| Aspects | Investment and procurement practices | Fully | In the context of becoming a signatory of the UNGC, Givaudan’s
global purchasing function has revised its vendor expectation document,
specifically stating that, as a signatory to the UNGC, Givaudan holds itself
to high ethical and social standards regarding human rights, labour
standards, and anti-corruption, and that it has the same expectations of its
vendors and manufacturers. More details about our Global Vendor Management Programme can be found at: www.givaudan.com/vgn-ext-templating/v/index.jsp?vgnextoid=6c8761aa3bdf8210VgnVCM1000004a53410aRCRD. We have similarly updated our purchase order forms. In combination, these documents provide direct confirmation from our suppliers attesting to their compliance with our high ethical and business standards and their local laws. Sources Global Vendor Expectations (www.givaudan.com/vendorexpectations), General Conditions of Purchase of Givaudan. |
| Non-discrimination | Fully | Givaudan is a signatory to the United Nations Global Compact
(UNGC), which is a strategic policy initiative for businesses committed to
aligning their operations and strategies with ten universally accepted
principles in the areas of human rights, labour, environment, and
anti-corruption. Principle 6 seeks the ‘elimination of discrimination in
respect of employment and occupation’. Within the Givaudan organisation, the Principles of Business Conduct is a governing charter for ethical behaviour including, amongst others, the fair treatment of employees with mutual respect and without any form of discrimination. It is Givaudan’s policy to recruit, employ and promote employees on the sole basis of the qualifications and abilities needed for the work to be performed, without regard to race, age, sex, national origin or any other non-relevant category. Givaudan is furthermore committed to providing a working environment that is based on mutual respect among employees and is free from harassment based upon categories such as race, age, sex and national origin. Sources Principles of Business Conduct, section 4, Global Compact COP 2010 |
|
| Freedom of association and collective bargaining | Fully | Givaudan supports the freedom of employees to join trade unions
or other employee representative bodies, provided these bodies are properly
constituted and in line with local laws and practices. Givaudan does not
discriminate based on employee membership of or association with these bodies
and seeks to enter into constructive discussions at all times. One example is
the recent revision to the European Works Council agreement, to take into
account the most recent EU Directives - copy attached below. Our Principles
of Business Conduct (section 4) state
that 'It is Givaudan's policy to recruit, employ and promote employees on the
sole basis of the qualifications and abilities needed for the work to be
performed without regard to race, age, sex, national origin or any other
non-relevant category' Sources Principles of Business Conduct, section 4, Euroforum agreement (internal document) |
|
| Child labour | Fully | Givaudan is a signatory to the United Nations Global Compact
(UNGC), which is a strategic policy initiative for businesses committed to
aligning their operations and strategies with ten universally accepted
principles in the areas of human rights, labour, environment, and
anti-corruption. Principle 4 seeks the ‘elimination of all forms of forced
and compulsory labour’. Principal 5 seeks the ‘effective abolition of child
labour’. Within the Givaudan organisation, the Principles of Business Conduct is a governing charter for ethical behaviour including, amongst others, the fair treatment of employees with mutual respect and without any form of discrimination. These Principles also outlaw all forms of exploitation of children, including by suppliers, and stipulate that Givaudan will not provide employment to children before they have completed their compulsory education. We will also not knowingly do business with suppliers that use child labour. We seek to purchase raw materials responsibly by sourcing in ways that preserve our environment, stimulate the development and well-being of communities, and safeguard an efficient use of precious resources. We use over 14,000 different ingredients from more than 60 countries in our flavour and fragrance products. We select and audit our suppliers on their sustainability performance to ensure they are in compliance with Givaudan’s high ethical standards and their own local laws, and that they are not using child labour, slaves, or those subjected to human trafficking. Givaudan is also a participant in the Supplier Ethical Data Exchange (SEDEX), a member-based organisation whose goal is to drive improvements in ethical and responsible business practices in global supply chains. A core principle of the SEDEX model is the avoidance of unfair or unsafe labour practices, which includes slavery and human trafficking. Sources Givaudan’s Efforts to Eradicate Child Labour, Human Trafficking and Slavery from its Direct Supply Chain (compliance with California Transparency in Supply Chain Act 2010 CA Bill S.657) Principles of Business Conduct, section 4, Global Vendor expectations (www.givaudan.com/vendorexpectations) |
|
| Prevention of forced and compulsory labour | Fully | Givaudan is a signatory to the United Nations Global Compact
(UNGC), which is a strategic policy initiative for businesses committed to
aligning their operations and strategies with ten universally accepted
principles in the areas of human rights, labour, environment, and
anti-corruption. Principle 4 seeks the ‘elimination of all forms of forced
and compulsory labour’. Principal 5 seeks the ‘effective abolition of child
labour’. Within the Givaudan organisation, the Principles of Business Conduct is a governing charter for ethical behaviour including, amongst others, the fair treatment of employees with mutual respect and without any form of discrimination. These Principles also outlaw all forms of exploitation of children, including by suppliers, and stipulate that Givaudan will not provide employment to children before they have completed their compulsory education. We will also not knowingly do business with suppliers that use child labour. We seek to purchase raw materials responsibly by sourcing in ways that preserve our environment, stimulate the development and well-being of communities, and safeguard an efficient use of precious resources. We use over 14,000 different ingredients from more than 60 countries in our flavour and fragrance products. We select and audit our suppliers on their sustainability performance to ensure they are in compliance with Givaudan’s high ethical standards and their own local laws, and that they are not using child labour, slaves, or those subjected to human trafficking. Givaudan is also a participant in the Supplier Ethical Data Exchange (SEDEX), a member-based organisation whose goal is to drive improvements in ethical and responsible business practices in global supply chains. A core principle of the SEDEX model is the avoidance of unfair or unsafe labour practices, which includes slavery and human trafficking. Sources Givaudan’s Efforts to Eradicate Child Labour, Human Trafficking and Slavery from its Direct Supply Chain (compliance with California Transparency in Supply Chain Act 2010 CA Bill S.657) Principles of Business Conduct, section 4, Global Vendor expectations (www.givaudan.com/vendorexpectations) |
|
| Security practices | Not | ||
| Indigenous rights | Fully | We realise that our commitment to sustainable sourcing must go
beyond auditing and the provision of supplier expectations documentation. We
now have several different ongoing sourcing initiatives, each combining
security of supply of critical raw materials with delivering benefits for
local communities. Givaudan joined NRSC (Natural Resources Stewardship Circle) in 2008 and dedicates resources to taking part effectively in the conversation and helping find the right answers to promote fair and sustainable cooperation with indigenous peoples and local communities while protecting the biodiversity and ecosystems of the territories concerned. Sources SR 2011 p11 : Commitment to external initiatives SR 2011 p16-17 SR 2010 p14-15, http://www.givaudan.com/Fragrances/Innovative+Naturals/Ethical+Sourcing NRSC Guidelines (http://www.nrsc.fr/Officiel_Nrsc_Guideline.pdf) (http://www.nrsc.fr/local_communities.php) |
|
| Assessment | Fully | Within the Givaudan organisation, the Givaudan Principles of
Business Conduct apply to all the employees of any Givaudan company
throughout the world. Givaudan has appointed a Corporate Compliance Officer,
Local Compliance Officers and a Corporate Compliance Committee to support
implementation of these principles. Employees must comply with these principles. Violators are subject to disciplinary action, including termination of employment. Employees who know or suspect any conduct that involves an alleged violation of these principles are encouraged to immediately report to a Compliance Officer. There will be no retaliation or penalty for such reporting. About our efforts to make sure our suppliers comply with local laws and our high ethical and business standards and meet the UNGC and SEDEX standards. For example, by 2015, we have committed to ask 200 of our 400 top suppliers to have joined the SEDEX programme. We are also committed to conduct audits of 200 suppliers by 2015, as well. A small number of our suppliers are already SEDEX members. As part of our outreach to the rest of our suppliers, Givaudan is requesting they complete the comprehensive SEDEX self-assessment questionnaire. The results of the SEDEX questionnaire, as well as the supplier’s approach towards child and forced labour, freedom of association, and discrimination will be included in the verification of the existing supplier auditing programme. To date, all supplier audits have been announced and conducted by internal teams specially trained to conduct these audits. In the future, audits will continue to be announced. However, the internal audits will be complemented by audits conducted by third parties relying on the SMETA (SEDEX Members Ethical Trade Audit) methodology, which is a compilation of best practices in ethical trade audit techniques. The resulting suppliers audit reports are expected to include observations, non-compliances, and examples of good practices. With these audits, as with our own corporate philosophy, zero tolerance is our standard. As such, any contractors or employees who are found to violate local laws or our high ethical and business standards are subject to immediate termination. Further, among our key performance indicators, we have included communicating with all our suppliers about procurement requirements relating to social responsibility and accountability. We are also developing third-party certification projects for our raw materials sourcing. Sources: Principles of Business Conduct, section 10 Givaudan’s Efforts to Eradicate Child Labour, Human Trafficking and Slavery from its Direct Supply Chain (compliance with California Transparency in Supply Chain Act 2010 CA Bill S.657) SR 2011 p14 |
|
| Remediation | Fully | Within the Givaudan organisation, the Givaudan Principles of
Business Conduct apply to all the employees of any Givaudan company
throughout the world. Givaudan has appointed a Corporate Compliance Officer,
Local Compliance Officers and a Corporate Compliance Committee to support
implementation of these principles. Employees must comply with these principles. Violators are subject to disciplinary action, including termination of employment. Employees who know or suspect any conduct that involves an alleged violation of these principles are encouraged to immediately report to a Compliance Officer. There will be no retaliation or penalty for such reporting. About our efforts to make sure our suppliers comply with local laws and our high ethical and business standards and meet the UNGC and SEDEX standards. For example, by 2015, we have committed to ask 200 of our 400 top suppliers to have joined the SEDEX programme. We are also committed to conduct audits of 200 suppliers by 2015, as well. A small number of our suppliers are already SEDEX members. As part of our outreach to the rest of our suppliers, Givaudan is requesting they complete the comprehensive SEDEX self-assessment questionnaire. The results of the SEDEX questionnaire, as well as the supplier’s approach towards child and forced labour, freedom of association, and discrimination will be included in the verification of the existing supplier auditing programme. To date, all supplier audits have been announced and conducted by internal teams specially trained to conduct these audits. In the future, audits will continue to be announced. However, the internal audits will be complemented by audits conducted by third parties relying on the SMETA (SEDEX Members Ethical Trade Audit) methodology, which is a compilation of best practices in ethical trade audit techniques. The resulting suppliers audit reports are expected to include observations, non-compliances, and examples of good practices. With these audits, as with our own corporate philosophy, zero tolerance is our standard. As such, any contractors or employees who are found to violate local laws or our high ethical and business standards are subject to immediate termination. Further, among our key performance indicators, we have included communicating with all our suppliers about procurement requirements relating to social responsibility and accountability. We are also developing third-party certification projects for our raw materials sourcing. Sources Principles of Business Conduct, section 10 Givaudan’s Efforts to Eradicate Child Labour, Human Trafficking and Slavery from its Direct Supply Chain (compliance with California Transparency in Supply Chain Act 2010 CA Bill S.657) SR 2011 p14 |
|
| DMA SO | Disclosure on Management Approach SO | ||
| Aspects | Local communities | Fully | SR 2011 p9 : Engaging with local communities |
| Corruption | Fully | Employees are prohibited from offering any illegal payment,
kickback or other financial advantage to an official of a government or
government controlled entity, or to any person working for a private sector
entity, for the purpose of obtaining, retaining or directing business or
other services. This prohibition applies to the use of Givaudan funds and property as well as to the employees' personal funds and property. It applies also to indirect contributions or payments made in any form such as through consultants, advisors, suppliers, customers or other third parties. Employees are furthermore prohibited from soliciting or accepting gifts and entertainment in connection with their employment. Gifts of insignificant monetary value and entertainment arising out of ordinary corporate hospitality are acceptable. Source Principles of Business Conduct, section 2,3 |
|
| Public policy | Fully | Givaudan supports, and in many cases leads, industry-wide
programmes of the respective industry associations (IFRA and IOFI) for
assuring the safe use of flavours and fragrances in consumer products. No funds are used to benefit organisations of a political nature. Source AR 2011 p56 : Product safety risk management SR 2011 p21 : Bringing our charitable themes to life |
|
| Anti-competitive behaviour | Fully | Givaudan is committed to a fair and competitive free market
system. While Givaudan competes vigorously in its many business activities,
its employees’ efforts in the marketplace must be conducted in accordance
with the letter and spirit of all applicable antitrust, competition and trade
practice laws. Employees, who deal with customers or who are in management
positions, are provided with Givaudan’s Memento on Competition Law and with
training in antitrust restrictions. Source Principles of Business Conduct, section 6 |
|
| Compliance | Fully | The Givaudan Principles of Business Conduct apply to all the
employees of any Givaudan company throughout the world. Where required, more
specific local guidelines will be established. Givaudan has appointed a
Corporate Compliance Officer, Local Compliance Officers and a Corporate
Compliance Committee to support implementation of these principles. Employees must comply with these principles. Violators are subject to disciplinary action, including termination of employment. Employees who know or suspect any conduct that involves an alleged violation of these principles are encouraged to immediately report to a Compliance Officer. There will be no retaliation or penalty for such reporting. Source Principles of Business Conduct, section 10 |
|
| DMA PR | Disclosure on Management Approach PR | ||
| Aspects | Customer health and safety | Fully | With our regulatory expertise we not only provide an essential
service of advice to our customers but also ensure that our products meet or
exceed all requirements around the world. Source Principles of Business Conduct, sections 1, 5, 9 SR 2011 p30 : Customers and Markets: Product impact AR 2011 p56-57 : Product safety risk management - Regulatory |
| Product and service labelling | Fully | While our product formulae and blends are proprietary
information, the components of those blends are disclosed and published
following a complete safety evaluation and filing with the relevant
regulatory bodies. Source SR 2011 p30 AR 2011 p54-55 Hazardous Materials, p57 : Regulatory |
|
| Marketing communications | Partially | While Givaudan is B-to-B business (and Marketing Communication
is not destined to consumers), Givaudan views the consistency of its
marketing communication with the reality of its products and services to be
of a crucial importance. Marketing Communication guidelines exist for Givaudan Flavour Division to ensure that all marketing communications adhere to all applicable laws and standards and are appropriate and ethical. Particularly these Marketing Communication guidelines comply with Ethical standards as set forth by organisations such as the International Association of Business Communicators (IABC); the American Marketing Association (AMA) as well as all codes of advertising standards which apply to the market where an advertisement appears, including, among others, the guidance of the Federal Trade Commission in the United States and the Advertising Standards Authority in the United Kingdom. Givaudan is working to expand these guidelines to the Fragrance Division in 2012. Source SR 2011 p31 |
|
| Customer privacy | Fully | One of the key aspects of Givaudan’s internal policies and
practices is the commitment to maintain strict confi dentiality on
proprietary customer information and customer projects, as well as to fully
protect their intellectual property. Information is one of Givaudan’s most valuable assets. In conformity with each employee's obligation of confidentiality, employees must not disclose any confidential information or trade secrets acquired during employment with Givaudan to any third party, unless applicable laws or Givaudan’s business interests require such disclosure. In these cases, the disclosure of confidential information or trade secrets is subject to the prior conclusion of a confidentiality agreement with the recipients. Within Givaudan, confidential information and trade secrets may be disclosed only to employees who have a legitimate business need to know them. To prevent accidental or intentional misuse of confidential information or trade secrets, Givaudan’s policy requires that computer systems and related services be appropriately safeguarded. Source AR 2011 p48 : Customer Principles of Business Conduct, section 8 |
|
| Compliance | Fully | Source Principles of Business Conduct, section 1 AR 2011 p46 : Sustainable Business Model, Compliance section AR 2011 p139 : Contigent Liabilities |
|
| STANDARD DISCLOSURES PART III: Performance Indicators | |||
| Economic | |||
| Performance Indicator | Description | Reported | Cross-reference/Direct answer |
| Economic performance | |||
| EC1 | Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments | Fully | SR 2011 p7 |
| EC2 | Financial implications and other risks and opportunities for the organisation's activities due to climate change | Not | |
| EC3 | Coverage of the organisation's defined benefit plan obligations | Fully | SR 2011 p7 |
| EC4 | Significant financial assistance received from government | Not | |
| Market presence | |||
| EC5 | Range of ratios of standard entry level wage by gender compared to local minimum wage at significant locations of operation | Not | |
| EC6 | Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation | Fully | SR 2011 p14 : It is common practice to prefer sourcing from locally based suppliers (locally is defined as based in same country as the Givaudan 'facility'), which is reflected in the 86.7% of non-raw material purchases locally. For raw materials 22.7% have been sources locally (several of the raw materials we buy cannot be sourced in other countries than the ones where it naturally grows). |
| EC7 | Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation | Not | |
| Indirect economic impacts | |||
| EC8 | Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement | Not | |
| EC9 | Understanding and describing significant indirect economic impacts, including the extent of impacts | Fully | Givaudan has a vision of its business that integrates both
economic factors and social considerations like employment, training and
support for local initiatives. The company’s ability to develop positive
partnerships with its local environment plays a significant role in its
overall performance. For Raw Materials pillar: [SR 2011 p15] : It promotes community-based action to protect biodiversity and strengthen the link between local tonka collectors and international buyers. Through the agreement the quality of life of the 64 families of the Aripao community is enhanced. Local communities receive technical and financial assistance from Givaudan and CSP, through a local NGO, in exchange for their commitment to preserving the forest and its precious flora and fauna. This is leading to a better harvesting, drying and storage process of the tonka beans, thus improving the quality of our supply. We are also funding the maintenance of harvesting routes, which increases the volume of beans collected in high production years. With the new agreement signed we are now exploring the development of a new supply chain for a second non-timber forest product – copaiba balsam. [SR 2011 p16] : Working with our partner we have also implemented a school-building programme, and are helping Malagasy families implement a System of Rice Intensification (SRI), which can double, or even triple, the yield of this staple of the local diet. In 2011 we took this initiative to four additional villages, increasing the total number of villages supported to eight – representing more than 300 hectares and 400 farmers. For Employee pillar: [SR 2011 p21] : Supporting local communicaties is a key driver for our charitable commitments' programme. In 2011 teams from around the globe have been engaged in charitable activities to support our chosen themes in many different ways, from taking part in fundraising tandem cycle rides to delivering nutritional education where it is needed. This level of commitment demonstrates that local projects supporting local causes and communities benefit all involved. Our charitable giving goes beyond financial corporate donations – it is also about time and effort from all Givaudan employees who take part. For Innovation and Development pillar: [SR 2011 p25] : In March 2011 we announced a new partnership with Amyris Inc. to explore the use of its sustainable source material, Biofene™, to produce an important fragrance material. In addition to the environmental benefits the partnership agreement between Givaudan and Amyris ensures that both companies will share in the economic value created from Biofene™. Working in partnership with organisations like Amyris, an integrated renewable products company that is focused on providing sustainable alternatives to a broad range of petroleum-sourced products, helps us move forward towards making our vision a reality. For Customers and Markets pillar: [SR 2011 p32] : In November 2011, we held a TasteSolutions™ webinar entitled ‘Building back mouthfeel in low calorie products’. More than 50 customers logged on to learn about how we combine technology, knowledge and flavours to help create desserts, yoghurts and ice creams, which give consumers the same indulgence perception as full-fat products. |
| Environmental | |||
| Performance Indicator | Description | Reported | Cross-reference/Direct answer |
| Materials | |||
| EN1 | Materials used by weight or volume | Not | |
| EN2 | Percentage of materials used that are recycled input materials | Not | |
| Energy | |||
| EN3 | Direct energy consumption by primary energy source | Fully | SR 2011 p27,37 |
| EN4 | Indirect energy consumption by primary source | Fully | SR 2011 p27,37 |
| EN5 | Energy saved due to conservation and efficiency improvements | Fully | SR 2011 p27 : Energy use and CO2 emissions |
| EN6 | Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives | Partially | SR 2011 p27,33 |
| EN7 | Initiatives to reduce indirect energy consumption and reductions achieved | Partially | SR 2011 p19,27,33 |
| Water | |||
| EN8 | Total water withdrawal by source | Fully | SR 2011 p28,37 |
| EN9 | Water sources significantly affected by withdrawal of water | Not | |
| EN10 | Percentage and total volume of water recycled and reused | Not | |
| Biodiversity | |||
| EN11 | Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas | Not | |
| EN12 | Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas | Not | |
| EN13 | Habitats protected or restored | Fully | SR 2011 p15 : Conservation International partnership protects biodiversity |
| EN14 | Strategies, current actions, and future plans for managing impacts on biodiversity | Fully | SR 2011 p15 : Conservation International partnership protects biodiversity |
| EN15 | Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk | Not | |
| Emissions, effluents and waste | |||
| EN16 | Total direct and indirect greenhouse gas emissions by weight | Fully | SR 2011 p27,37 |
| EN17 | Other relevant indirect greenhouse gas emissions by weight | Partially | SR 2011 p27 : Carbon footprint of related activities: business travel, product transport and some raw materials data available. |
| EN18 | Initiatives to reduce greenhouse gas emissions and reductions achieved | Fully | SR 2011 p27,33 |
| EN19 | Emissions of ozone-depleting substances by weight | Fully | SR 2011 p37 |
| EN20 | NOx, SOx, and other significant air emissions by type and weight | Fully | SR 2011 p28,37 |
| EN21 | Total water discharge by quality and destination | Partially | SR 2011 p28,37 |
| EN22 | Total weight of waste by type and disposal method | Fully | SR 2011 p28,37 |
| EN23 | Total number and volume of significant spills | Not | |
| EN24 | Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally | Not | |
| EN25 | Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting organisation's discharges of water and runoff | Not | |
| Products and services | |||
| EN26 | Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation | Not | |
| EN27 | Percentage of products sold and their packaging materials that are reclaimed by category | Not | |
| Compliance | |||
| EN28 | Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations | Not | |
| Transport | |||
| EN29 | Significant environmental impacts of transporting products and other goods and materials used for the organisation's operations, and transporting members of the workforce | Partially | SR 2011 p27 |
| Overall | |||
| EN30 | Total environmental protection expenditures and investments by type | Fully | SR 2011 p29 |
| Social: Labour Practices and Decent Work | |||
| Performance Indicator | Description | Reported | Cross-reference/Direct answer |
| Employment | |||
| LA1 | Total workforce by employment type, employment contract, and region, broken down by gender | Fully | SR 2011 p6,35,36 |
| LA2 | Total number and rate of new employee hires and employee turnover by age group, gender, and region | Fully | SR 2011 p35,36 |
| LA3 | Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations | Not | |
| LA15 | Return to work and retention rates after parental leave, by gender | Not | |
| Labour/management relations | |||
| LA4 | Percentage of employees covered by collective bargaining agreements | Fully | SR 2011 p36 |
| LA5 | Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements | Not | |
| Occupational health and safety | |||
| LA6 | Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programmes | Not | |
| LA7 | Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region and by gender | Fully | SR 2011 p36 : Social indicators - Injury data, TRCs by region
and gender, as well as the absenteeism data by region SR 2011 p20 |
| LA8 | Education, training, counseling, prevention, and risk-control programmes in place to assist workforce members, their families, or community members regarding serious diseases | Not | |
| LA9 | Health and safety topics covered in formal agreements with trade unions | Not | |
| Training and education | |||
| LA10 | Average hours of training per year per employee by gender, and by employee category | Not | |
| LA11 | Programmes for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings | Not | |
| LA12 | Percentage of employees receiving regular performance and career development reviews, by gender | Fully | SR 2011 p36 : Social indicators |
| Diversity and equal opportunity | |||
| LA13 | Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity | Fully | SR 2011 p36 : Social indicators |
| Equal remuneration for women and men | |||
| LA14 | Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation | Not | |
| Social: Human Rights | |||
| Performance Indicator | Description | Reported | Cross-reference/Direct answer |
| Investment and procurement practices | |||
| HR1 | Percentage and total number of significant investment agreements and contracts that include clauses incorporating human rights concerns, or that have undergone human rights screening | Not | |
| HR2 | Percentage of significant suppliers, contractors and other business partners that have undergone human rights screening, and actions taken | Fully | SR 2011 p12 : 'Progress we have made: 41 suppliers have been
audited, and 75 suppliers joined Sedex of which 42 have completed the Sedex
SAQ SR 2011 p14 : The supplier Sedex pilot we ran in 2010 was extended in 2011 with 75 suppliers now having joined Sedex, against our target of having 200 of our top 400 suppliers join the platform by 2015. In addition, 19% of our targeted raw material suppliers have undergone human rights screening. |
| HR3 | Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained | Not | |
| Non-discrimination | |||
| HR4 | Total number of incidents of discrimination and corrective actions taken | Not | |
| Freedom of association and collective bargaining | |||
| HR5 | Operations and significant suppliers identified in which the right to exercise freedom of association and collective bargaining may be violated or at significant risk, and actions taken to support these rights | Not | |
| Child labour | |||
| HR6 | Operations and significant suppliers identified as having significant risk for incidents of child labour, and measures taken to contribute to the effective abolition of child labour | Fully | SR 2011 p34 : Givaudan's complies with California Senate Bill
657, the California Transparency in Supply Chains Act which requires retail
and manufacturing companies to disclose the precautions they have taken or
will take to eliminate slavery and human trafficking from their supply
chains. For more information : http://www.givaudan.com/staticweb/StaticFiles/GivaudanCom/Sustainability/Documents/Giv_childLabourHumanTraffickingSlavery.pdf SR 2011 p14 : Following the 2010 communication of our Global Vendor Expectations document to notify raw material suppliers of the need to comply with the principles of the United Nations Global Compact, auditing of our suppliers was a core area of focus for us in 2011. 41 supplier audits have now been completed. |
| Forced and compulsory labour | |||
| HR7 | Operations and significant suppliers identified as having significant risk for incidents of forced or compulsory labour, and measures to contribute to the elimination of all forms of forced or compulsory labour | Not | |
| Security practices | |||
| HR8 | Percentage of security personnel trained in the organisation's policies or procedures concerning aspects of human rights that are relevant to operations | Not | |
| Indigenous rights | |||
| HR9 | Total number of incidents of violations involving rights of indigenous people and actions taken | Not | |
| Assessment | |||
| HR10 | Percentage and total number of operations that have been subject to human rights reviews and/or impact assessments | Not | |
| Remediation | |||
| HR11 | Number of grievances related to human rights filed, addressed
and resolved through formal grievance mechanisms |
Not | |
| Social: Society | |||
| Performance Indicator | Description | Reported | Cross-reference/Direct answer |
| Local communities | |||
| SO1 | Percentage of operations with implemented local community engagement, impact assessments, and development programmes | Fully | SR 2011 p9 (Stakeholder engagement) : Actively developing and
sustaining relationships with affected communities and other stakeholders
throughout the life of our operations, and understanding how we interact with
markets and social institutions, are key components of our Sustainability
Programme. In 2011 we undertook an internal global audit to understand the
extent of our interaction with stakeholder groups such as: affected
communities, local government authorities, non-governmental and other civil society
organisations, local institutions and other interested or affected parties.
The internal audits included assessments of impacts, and the topics covered
environmental and social programmes and local community complaints
procedures. The results established: All our sites have ongoing interactions with local authorities regarding regulatory affairs. 17 of our 33 operations (52%) have implemented effective Local Community Development Programmes. We will continue this programme of implementation of local community plans in 2012. |
| SO9 | Operations with significant potential or actual negative impacts on local communities | Not | |
| SO10 | Prevention and mitigation measures implemented in operations with significant potential or actual negative impacts on local communities | Not | |
| Corruption | |||
| SO2 | Percentage and total number of business units analysed for risks related to corruption | Not | |
| SO3 | Percentage of employees trained in organisation's anti-corruption policies and procedures | Not | |
| SO4 | Actions taken in response to incidents of corruption | Not | |
| Public policy | |||
| SO5 | Public policy positions and participation in public policy development and lobbying | Fully | SR 2011 p30 : For flavours these include ….. such as those of the European Chemicals Agency and US Environmental Protection Agency. |
| SO6 | Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country | Fully | SR 2011 p21 : Bringing our charitable themes to life: ‘No funds are used to benefit organisations of a political nature.’ |
| Anti-competitive behavior | |||
| SO7 | Total number of legal actions for anti-competitive behaviour, anti-trust, and monopoly practices and their outcomes | Not | |
| Compliance | |||
| SO8 | Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations | Not | |
| Social: Product Responsibility | |||
| Performance Indicator | Description | Reported | Cross-reference/Direct answer |
| Customer health and safety | |||
| PR1 | Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures | Partially | Development of product concept - R&D [SR 2011 p22-23] : In
2011 we launched numerous new TasteSolutions™ products and technologies,
particularly in the areas of sweetness and mouthfeel. Product Registration/Certification [SR 2011 p 23] : Our Fragrance Division has a Key Performance Indicator to fulfil registration requirements as described by the European REACH legislation. The REACH European regulations came into force in June 2007, requiring companies to (pre)-register chemical substances in scope and ensure their safe use, both for people and the environment. Givaudan is in full compliance with the requirements. For the REACH 2013 deadline Givaudan is fully engaged and leading the registrations of more than 15 substances and actively involved in more than 50 joint registrations. REACH is both a challenge and an opportunity to learn; the process serves Givaudan's interests and those of our industry, now and in the future. Manufacturing and production - not available Marketing and promotion [SR 2011 p32] : We began a series of webinars to help inform customers about our health and wellness programme and to enable them to ask questions about our products and the health and wellness segment. Storage distribution and supply - not available Use and service - not available Disposal, reuse, or recycling [SR2011 p23] : Since our programme to establish a biodegradable palette of fragrance ingredients began in 2007 the number of materials available for our perfumers to use in biodegradable applications has increased by 60%. Already we have assessed a large proportion of our materials for biodegradability and we have set a target to assess all ingredients on the creative palette by the end of 2012. |
| PR2 | Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes | Not | |
| Product and service labelling | |||
| PR3 | Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements | Fully | SR 2011 p30 |
| PR4 | Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes | Not | |
| PR5 | Practices related to customer satisfaction, including results of surveys measuring customer satisfaction | Not | |
| Marketing communications | |||
| PR6 | Programmes for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship | Fully | SR 2011 p31 : While Givaudan’s marketing communication is
primarily directed at other businesses, the company views the consistency of
messages with the reality of its products and services to be of a crucial
importance. Marketing communications guidelines are in place in the Flavour Division to ensure that all marketing communications adhere to applicable laws and standards and are appropriate and ethical. In particular, these guidelines comply with ethical standards as set by organisations such as the International Association of Business Communicators (IABC), and the American Marketing Association (AMA), as well as all codes of advertising standards which apply to the market where an advertisement appears, including, among others, the guidance of the Federal Trade Commission in the US and the Advertising Standards Authority in the UK. |
| PR7 | Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes | Not | |
| Customer privacy | |||
| PR8 | Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data | Not | |
| Compliance | |||
| PR9 | Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services | Not | |