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The vehicle fleet data was col lected on the basis of the provided fuel card bills.
In consumption was almost 30% below the previous year’s level.
In previous years, we reported other key figures on the company’s vehicle fleet, such as the average consumption, on the basis of manufacturer specifications.
A change to the system means that the figures for the individual years cannot be compared.
As they are of a statistical nature and do not reflect actual consumption, we will no longer include the depiction.
For example, of methane corresponds to 21 kilograms of CO2e.
This allows us to leverage further potential with regard to energy saving and emissions reduction.
Up to f itted 53 stores with smart electricity meters.
We are still working on considerably in creasing the use of these meters in the next few years.
Refitting is not straightforward due to missing technical approvals and the restricted network capability of the avail able meters (only LTE).
We are working on solutions with tradesmen, manufacturers, grid operators and suppliers to achieve our targets here next year.
The refrigerant blend is calculated from the f igures for systems, recorded from 2017 to 2020.
Based on the master data for older systems and because the refrigerant R 2020 remained almost unchanged compared to the previous year.
The weighted average CO is taken in order to minimise future risks.
society we live in and also works hard for the good of nature and people.
We are convinced that a company can only enjoy long-term success in an intact, well-bal anced social environment.
In this report, we give particular regard to customer matters, environmental matters, employee-related matters, social matters, respect for human rights, anti-corruption and bribery matters.
We thereby of fer a transparent and comprehensive view on the social and ecological consequences of our actions and present our activities in the f ield of corporate social responsibility (CSR).
Unless otherwise stated, all the information in the report refers to the f inancial year 2020 (calendar year 2020).
This non-f inancial report was not subject to an external audit.
This report represents the non-financial declaration of Fielmann Aktiengesellschaft pursuant to Section 289b Para.
Fielmann thereby complies with the provisions formu lated by the CSR Directive Implementation Act set out in Sections HGB.
The non-financial topics relevant to Fielmann were determined as part of a materi ality analysis, which is based on the criteria of the GRI and updated annually by the Management Board.
The defined material topics and the materiality analysis process are set out in detail on pages 13 et seq. of this report.
Pursuant to GRI requirements, Fielmann reports on the aspects Energy (sions (305) in the “Responsibility for the environment” chapter, Employment (401), Train ing and education (404) and Occupational health and safety (403) in the “Responsibility for our employees” chapter, and Customer health and safety (416) and Cust...
Supplier social assessment ( is covered in the “Responsibility for society” chapter, and Anti-corruption (205) in the “Sustainable corporate governance” chapter.
Fielmann provides details on significant risks in the “Sustainable corporate governance” chapter on page (Section 289c Para. 3 (3) and (4) of HGB).
and is committed to protecting nature and the en vironment.
I T Y R E P O R T Baxter's corporate responsibility priorities span the range of our operations and ambitions, from reducing our environmental footprint to addressing the healthcare needs of underserved communities.
These goals do not run in parallel to our mission for patients and our business strategies; they are inextricably linked, demonstrating our belief that true success comes only by addressing the expectations and interests of our diverse stakeholder base in a unified, integrated way.
renewable resources, and we reduced absolute greenhouse gas emissions by 17% versus 2015.
• Driving Your Health, a mobile health program supported by Baxter International Foundation and the global humanitarian organization Direct Relief, completed its first full year, increasing access to care for more than disadvantaged communities in and around Mexico City.
To ensure our momentum, we continue listening to and learning from our stakeholders.
In early Responsibility Council engaged an outside partner to interview key internal and external stakeholders to ensure we remain focused on issues that matter most, are material* to us from a corporate responsibility perspective and allow us to make the greatest impact.
We will continue refining our programs and approach moving forward.
Access to Care 36 Appendix Within days of Hurricane Maria making landfall in Puerto Rico, Joe Almeida visited Baxter facilities across the island (including Guayama, above) to meet with employees and assess the disaster’s impact. From the Chairman and CEO One of our cornerstone commitments is responding to communities ...
From earthquakes in Mexico to a mudslide in Colombia to hurricanes across the Caribbean and continental United States and beyond, our team stepped up repeatedly through product and financial donations, extraordinary on-the-ground support, volunteerism, and more.
Our continued focus on conservation and reducing our environmental footprint is another way we’re helping to directly address the potential threat and impact of natural disasters globally.
Yet one catastrophe struck especially close to home: On September Rico, devastating the lives of millions, including more than 2,000 Baxter employees, while severely damaging the local infrastructure and power grid that supports three Baxter manufacturing facilities.
Our global team mobilized rapidly to help our colleagues, their families and the community.
We procured necessities like food, water, gas and toiletries, as well as generators and propane cooktops.
We coordinated multiple daily flights to transport supplies, installed laundry stations at our facilities and more.
Meanwhile, our employees in Puerto Rico moved selflessly to continue addressing the needs of patients and healthcare providers, who rely on our life-sustaining products.
Limited local production resumed within days of the storm.
Employees from other sites across our global network rose to the occasion, helping address supply gaps as Puerto Rico operations returned to full capacity.
So many have earned our gratitude for their roles in our response, including our employees worldwide, who are tenaciously focused on serving patients; our customers, who endured temporary supply challenges; and our partners at U.S. Food and Drug Administration, who moved quickly to approve temporary special importation...
I want to thank our their commitment and passion, which fuels our progress as a corporate citizen and furthers our mission to save and sustain lives.
And thanks to our many stakeholders, whose priorities and collaboration help shape our aspirations.
will continue making a meaningful difference that will be felt today, tomorrow and for generations to come.
In this report, Baxter is not using the terms “material” and “materiality” as defined for purposes of financial and SEC reporting in the United States.
See page additional information about the use of those terms in this report.
Every day, millions of patients and caregivers rely on Baxter’s leading portfolio of critical care, nutrition, renal, hospital and surgical products.
The company has a longstanding commitment to research and development (R&D), and its history is rich with medical firsts, from the first commercially manufactured IV solutions to the first portable kidney dialysis machine, and many more.
Baxter pursues breakthrough technologies through its own research as well as collaborations and partnerships around the world.
Baxter has a broad global presence, with products, technologies and therapies available in more than Middle East, Africa and Asia Pacific.
The company’s corporate headquarters is in Deerfield, Illinois.
R&D activities take place in R&D centers in Belgium, China, Germany, Italy, Japan, Sweden and the United States.
Baxter employees worldwide build upon the company’s rich heritage of medical breakthroughs to advance the next generation of transformative healthcare innovations that enable patient care.
They are dedicated to ensuring that Baxter is there when and where patients need care, from hospitals and clinics to homes in rural areas and major cities.
Members of Baxter’s senior leadership team help construct a new home for a local family as part of the company's ongoing relationship with the Lake County, Illinois, chapter of Habitat for Humanity.
Baxter has supported Habitat for Humanity for more than a decade through home sponsorship and volunteerism.
at Baxter Corporate responsibility is fundamental to Baxter’s broader aspirations.
Best place to work Baxter’s corporate responsibility initiatives support its mission to save and sustain patients’ lives.
Baxter’s Corporate Responsibility Council (see graphic), composed of executives and subject matter experts from across the company, oversees Baxter’s strategy and leads its efforts to integrate corporate responsibility into the business.
Solicit and review stakeholder input as appropriate Council members sponsor Baxter’s corporate responsibility priorities and goals, and develop action plans in their respective areas.
The Council meets quarterly to review progress, discuss how to address performance gaps and consider new initiatives.
Additional groups provide input to the Council as needed.
STAKEHOLDER ENGAGEMENT Baxter engages with stakeholders to inform the company's corporate responsibility strategy.
Engagement with a broad range of stakeholders provides valuable insights about how the company is perceived, how its products are used and can be improved, and potential sources for innovation and inspiration.
Associate General Counsel, Ethics & ComplianceVP, Supply Chain with stakeholders based on their expertise, level of influence, willingness to collaborate, impact on Baxter and the company's impact on them.
As part of Baxter's philosophy of continuous improvement and in an effort to remain mindful of the current landscape within which we operate, the company periodically conducts assessments to identify the corporate responsibility issues that are most relevant to Baxter and its stakeholders.
In early with an external partner to update its prior corporate responsibility “materiality” assessment, conducted in 2015.
As used in this report, “materiality” or “material” refers to environmental, social and economic issues that are deemed to be of significant importance to Baxter's stakeholders and to the company.
These “material” issues inform Baxter's corporate responsibility strategy, priorities and goals, and reporting, and are not the same as “material” issues for the purposes of the company's financial and SEC reporting in the United States.
In this report, Baxter is not using the terms “material” and “materiality” as defined for the purposes of financial and SEC reporting in the United States.
Instead, the terms refer to environmental, social and economic issues that are of significant importance to Baxter's stakeholders and to the company.
These “material” issues inform Baxter's corporate responsibility strategy, priorities and goals, and reporting.
The listing does not reflect the presumed importance or “materiality” of any particular issue to Baxter or its stakeholders.
I T Y R E P O R T Based on these inputs, the company verified and refined its list of material issues (see table on prior page).
Among internal stakeholders, employee-related issues ranked especially high, including employee attraction, development and retention; diversity and inclusion; and health, safety and well-being These findings will inform Baxter's corporate responsibility priorities and strategy moving forward.
Baxter is committed to sharing information about its corporate responsibility programs, priorities, goals and performance.
in 1999, and belongs to the GRI GOLD Community.
Baxter referenced the GRI in the development of this report.
Bureau Veritas North America, Inc. verified Baxter’s Scope greenhouse gas emissions.
Drive highest integrity and compliance to achieve zero government enforcement actions over compliance issues Achieve overall compliance culture scores in the top quartile of general industry benchmarks Reduce employee health risk by increasing participation from program initiatives and by expanding family participation...
The company has eliminated customers.1 For example, in Europe, improved packing factors for 50 ml Viaflo containers have reduced associated packaging use by 33%.
Baxter continued to eliminate and reduce chemicals of concern by changing existing products and processes, which includes expanding the company’s offering of DEHP-free intravenous access sets and reducing usage of cyclohexanone in manufacturing processes at multiple locations.
Participation in a program in Australia and New Zealand to recover PVC in hospitals increased to 127 hospitals.
Baxter remains at or above benchmark levels for women (globally) and ethnic minority representation (in the United States) at the director and VP levels.
In a comparison of rate ranked 15th, or top 30%.
Eighteen manufacturing sites, representing more than diversion rates of 95% or higher.
These organizations distributed Baxter products in response to disasters, and to support ongoing humanitarian aid and medical missions.
The Baxter International Foundation and Direct Relief completed the first full year of the program, increasing access to healthcare for more than communities in and around Mexico City.
The company facilitated a meeting between the Indonesian and Colombian ministries of health to share information about Colombia's healthcare system, its focus on renal disease, and Baxter's role in providing care in that country through Renal Therapy Services.
CommunitiesIntroduction Baxter products save and sustain lives worldwide.
This delivers on the company’s mission and represents its most important contribution to society.
The demand for Baxter’s products will continue to grow as the global population pushes toward people by 20501 and standards of living improve globally.
To minimize the company’s environmental impacts, Baxter works to capture the most value possible from the natural resources needed to manufacture, transport, use and recover the company’s products.
Baxter is continuing to shift from a linear model of “take, make, dispose” to the circular model illustrated in the graphic below.
This approach can save money, improve Baxter’s reputation and reduce the company’s environmental impact and that of its customers.

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