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Smiths 2003 EHS Report
1. |
Vision and Strategy |
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| 1.1 | Statement of the organisation's vision and strategy regarding its contribution to sustainable development | Smiths and Sustainability |
| 1.2 | Statement from the CEO describing key elements of the report | Message from the Chief Executive |
2. |
Profile |
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Organisational Profile |
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| 2.1 | Name of reporting organisation. | Our Business |
| 2.2 | Major products and/or services, including brands, if appropriate. | Our Business |
| 2.3 | Operational structure of the organisation. | Our Business |
| 2.4 | Description of major divisions, operating companies, subsidiaries and joint ventures. | Smiths Aerospace Smiths Detection Smiths Medical Smiths Specialty Engineering |
| 2.5 | Countries in which the organisation's operations are located. | Smiths Aerospace Smiths Detection Smiths Medical Smiths Specialty Engineering |
| 2.6 | Nature of ownership; legal form. | Our Business |
| 2.7 | Nature of markets served. | Our Business |
| 2.8 | Scale of the reporting organisation. |
Our Business |
| 2.9 | List of stakeholders, key attributes of each, and relationship to the reporting organisation. | |
Report Scope |
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| 2.10 | Contact person(s) for the report, including e-mail and web addresses. | Making Contact |
| 2.11 | Reporting period for information provided. | Report Scope and Company Changes |
| 2.12 | Date of most recent previous report. | 2002 EHS Report (Download Centre) |
| 2.13 | Boundaries of report (countries/regions, products/services, divisions/facilities/joint ventures/subsidiaries) and any specific limitations on the scope. | Report Scope and Company Changes |
| 2.14 | Significant changes in size, structure, ownership, or products/services that have occurred since the previous report. | Report Scope and Company Changes |
| 2.15 | Basis for reporting on joint ventures, partially owned subsidiaries, leased facilities, outsourced operations, and other situations that can significantly affect comparability from period to period and/or between reporting organisations. | Report Scope and Company Changes |
| 2.16 | Explanation of the nature and 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). | |
Report Profile |
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| 2.17 | Decisions not to apply GRI principles or protocols in the preparation of the report. | |
| 2.18 | Criteria/definitions used in any accounting for economic, environmental, and social costs and benefits. | |
| 2.19 | Significant changes from previous years in the measurement methods applied to key economic, environmental, and social information. | |
| 2.20 | Policies and internal practices to enhance and provide assurance about the accuracy, completeness, and reliability that can be placed on the sustainability report. | Report Profile and Assurance |
| 2.21 | Policy and current practice with regard to providing independent assurance for the full report. | Report Profile and Assurance |
| 2.22 | Means by which report users can obtain additional information and reports about economic, environmental, and social aspects of the organisation's activities, including facility-specific information (if available). | www.smiths-group.com |
3 |
Governance Structure and Management Systems |
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Structure and Governance |
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| 3.1 | Governance structure of the organisation, including major committees under the board of directors that are responsible for setting strategy and for oversight of the organisation. | Structure and Governance Framework |
| 3.2 | Percentage of the board of directors that are independent, non-executive directors. | |
| 3.3 | Process for determining the expertise board members need to guide the strategic direction of the organisation, including issues related to environmental and social risks and opportunities. | |
| 3.4 | Board-level processes for overseeing the organisation's identification and management of economic, environmental, and social risks and opportunities. | Structure and Governance Framework |
| 3.5 | Linkage between executive compensation and achievement of the organisation's financial and non-financial goals (e.g., environmental performance, labour practices). | |
| 3.6 | Organisational structure and key individuals responsible for oversight, implementation, and audit of economic, environmental, social, and related policies. | Structure and Governance Framework |
| 3.7 | Mission and values statements, internally developed codes of conduct or principles, and polices relevant to economic, environmental, and social performance and the status of implementation. | Policy Statements |
| 3.8 | Mechanisms for shareholders to provide recommendations or direction to the board of directors. | |
Stakeholder Engagement |
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| 3.9 | Basis for identification and selection of major stakeholders. | Stakeholder Dialogue |
| 3.10 | Approaches to stakeholder consultation reported in terms of frequency of consultations by type and by stakeholder group. | Stakeholder Dialogue |
| 3.11 | Type of information generated by stakeholder consultations. | Stakeholder Dialogue |
| 3.12 | Use of information resulting from stakeholder engagements. | Stakeholder Dialogue |
Overarching Policies and Management Systems |
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| 3.13 | Explanation of whether and how the precautionary approach or principle is addressed by the organisation. | |
| 3.14 | Externally developed, voluntary economic, environmental, and social charters, sets of principles, or other initiatives to which the organisation subscribes or which it endorses. | Group EHS Targets (MACC2) |
| 3.15 | Principal memberships in industry and business associations, and/or national/international advocacy organisations. | Stakeholder Dialogue / stakeholder partnerships |
| 3.16 | Policies and/or systems for managing upstream and downstream impacts, including:
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Supply Chain Management |
| 3.17 | Reporting organisation's approach to managing indirect economic, environmental, and social impacts resulting from its activities. | |
| 3.18 | Major decisions during the reporting period regarding the location of, or changes in, operations. | |
| 3.19 | Programmes and procedures pertaining to economic, environmental, and social performance. |
Group EHS Targets Management Systems |
| 3.20 | Status of certification pertaining to economic, environmental, and social management systems. | Management Systems |
4 |
GRI Content Index |
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| 4.1 | A table identifying location of each element of the GRI Report Content, by section and indicator. | |
5. |
Performance Indicators |
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Environmental Performance Indicators |
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| EN3 | Direct energy use segmented by primary source. | Energy and Water Use |
| EN5 | Total water use. | Energy and Water Use |
| EN8 | Greenhouse gas emissions. | Climate Change |
| EN9 | Use and emissions of ozone - depleting substances. | Air Emissions |
| EN11 | Total amount of waste by type and destination. | Waste Management |
| EN13 | Significant spills of chemicals, oils and fuels in terms of total number and total volume. | Contaminated Land |
| EN14 | Significant environmental impacts or principal products and services. | Product Stewardship |
| EN16 | Incidents of and fines for non-compliance with all applicable international declarations/conventions/treaties and national and sub-national, regional and local regulatories associated with environmental issues. | Fines and Prosecutions |
| EN17 | Initiatives to use renewable energy sources and to increase energy efficiency. | Energy and Water Use |
| EN19 | Other indirect (upstream/downstream) energy use and implications, such as organisational trend, product lifecycle management, and use of energy intensive materials. | Climate Change |
Social Performance Indicators |
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| LA7 | Standard injury, lost day, and absentee rates and number of work-related fatalities (including sub-contracted workers). | Health and Safety Performance |
| SO4 | Awards received relevant to social, ethical and environmental performance. | Energy and Water Use Waste Management Health and Safety Performance |
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