Our underlying approach to sustainability focuses on establishing clear objectives and performance targets aligned to our material areas.

EI Slim

  • Based on 2010, to reduce total Group energy consumption by 5% by 2015
  • To have 25% of the Group's total energy requirements generated from non-fossil fuel sources by 2015
  • Based on 2010, to reduce total Group VOC emissions by 10% by 2015
  • To implement a programme to track further scope 3 greenhouse gas emissions data by the end of 2015
  • Based on 2010, to reduce total Group water consumption by 10% by 2015
  • To achieve 100% compliance with effluent discharge consents by 2015
  • To complete a feasibility study to explore ways to reduce the quantity of aqueous organic material going to effluent treatment plants by the end of 2015
  • Based on 2010, to reduce total Group waste to landfill by 20% by 2015
  • To commence a pilot stewardship plan on two of our estates that will have a measurable impact on biodiversity by the end of 2016

 

PR Slim
  • To proactively engage with technical committees and industry associations that feed into the development of new policies and regulations important to our Business during 2014
  • To ensure that our recent acquisitions in China and Italy meet ISO 9001, ISO 14000 and OHSAS 18001 by the end of 2016 and that any subsequent manufacturing acquisitions meet these global standards within three years of final completion

 

PD slim
  • To monitor our new products against the 12 Principles of Green Chemistry and measure their renewable content in order to report the sustainability of these ingredients at the end of 2014
  • To have 100% RSPO certification of all our supply chains by the end of 2015
  • To only supply RSPO certified palm oil ingredients by the end of 2017, subject to the feasibility of the supply chain

 

Ps slim
  • Following a detailed audit of product stewardship across the Group, to ensure that best practice is communicated and any appropriate improvement actions are taken by the end of 2014
  • To develop a streamlined business process for populating the Ingredient Sustainability Database during 2014
  • To gain EFfCI GMP certification for our remaining two manufacturing sites that produce cosmetic ingredients and EXCiPACT certification for five manufacturing sites producing pharmaceutical excipients by the end of 2015
  • To engage with suppliers representing 80% of the volume of materials we buy, by the end of 2016, to ensure that they understand our Supplier Code of Conduct 

 

PSS slim
  • To develop an internal Group Quality Policy and Manual by the end of 2014
  • To ensure that all Basis of Safety documents comply with new internal standards by the end of 2016
  • To ensure that our Process Safety Management System is in place at all manufacturing sites by the end of 2016 and that it is embedded at any subsequent acquisitions within three years of final completion through relevant management training programmes
  • To ensure that all Process Risk Reviews are compliant with our internal quality standards by the end of 2018

 

HSW slim
  • To have a Behavioural Safety Improvement Programme at every manufacturing site by the end of 2014
  • To ensure that a risk assessment is conducted at every manufacturing site, during 2014, to understand and mitigate against any potential issues that the ageing of our workforce presents
  • To develop and implement, during 2014, a programme that raises awareness of potential health and wellbeing issues that could affect our employees

 

TAD Slim
  • All employees to have a formal annual appraisal by the end of 2015
  • To implement a redefined Graduate Development Programme for our 2016 recruits
  • To launch a suite of career management tools, by the end of 2016, to support employees in realising their potential
  • To have conducted our third global employee engagement survey by the end of 2020

 

CK Slim
  • To complete a feasibility study on the implementation of a global knowledge transfer process by the end of 2015

 

DI Slim
  • To further enhance our whistleblowing procedures through the launch of an independent reporting hotline and website by the end of 2014
  • To ensure that we have completed a pilot programme of unconscious bias training with a cross-section of our middle and senior managers by the end of 2015
  • To ensure that all locations have appropriate policies and activities to support, value and respect diversity in their workforce by the end of 2016

 

CEI Slim
  • Following a review of the UK STEM education programme, to facilitate the implementation of at least two programmes at new locations tailored to meet local needs by the end of 2014
  • To ensure that at least 5% of employees at all operations with a Research & Development Centre or significant engineering team receive Education Ambassador training by the end of 2014
  • To support our 1% Club Champions from across the world through the launch of a communications network during 2014
  • To increase internal and external awareness of our community education activities to enable all countries in which we operate to participate by the end of 2015
  • To have the capability to engage with young people at all stages of their education by 2020