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in new products Partner with organizations to implement recycling of product waste at hospitals and increase participation from *Baseline is 2015.
business model that maximizes the value gained from materials while improving environmental performance and the customer experience.
A focus on quality is embedded across the product life cycle, from product development and enhancements to post-market surveillance.
Baxter’s Top intended to enhance product performance and safety.
In product complaint incidents by 24% compared to 2015, exceeding its goal of a 15% reduction.
Baxter’s continued improvement in this area is due to work across the company, including investigations of the company’s quality systems by engineering and scientific staff, close work with global regulatory bodies and collaboration with Baxter’s global business unit leads.
These efforts have improved the company’s manufacturing and service operations and improved alignment globally across call intake and complaint processing centers.
Complaints related to the following two products decreased during product quality and safety.
The company improved troubleshooting at its call centers to more effectively resolve customer issues for the HomeChoice PD system.
defects that can occur during distribution and while opening the product.
• To improve its Access disposable IV products, Baxter implemented several changes at the facility that manufactures them, including modifications to molds, updates to the manufacturing process to resolve connection issues and an increase in preventive maintenance for assembly equipment.
(FDA) to develop standards and metrics that the agency can use to more effectively compare companies, identify leaders in quality and safety, and determine the frequency of inspections.
In were among the first to participate in FDA’s pilot of this program and will be exempt from routine inspections for the duration of the company’s engagement in the program.
Baxter’s Sharesource remote patient management system increases patient access to home therapy and is offered with Baxter’s Amia and HomeChoice Claria automated peritoneal dialysis (APD) systems, where cleared for use worldwide.
In addition to the comforts and convenience of home-based peritoneal dialysis (PD) therapy, the cloud-based technology platform also enables designated healthcare providers to securely view and act on dialysis-related treatment data by remotely adjusting patients’ device settings without requiring them to travel to the...
In exploratory studies that show how Sharesource system data may offer healthcare providers an early indicator of impending peritonitis or evidence of PD catheter dysfunction.
Diagnosing and proactively managing these factors earlier may help prevent costly complications or PD technique failure.
This treatment offers environmental advantages as well, such as reduced greenhouse gas emissions related to travel and decreased use of electricity and water for treatment compared to in-clinic hemodialysis.
Amia cycler also reduces materials use, since it is up to than other systems on the market.
reduction reduction reduction reduction Complaint incidents Medical device reports Field alert reports Field actions "Complaint incidents" are the number of alleged product defects.
"Medical device reports" are reports submitted to U.S. Food and Drug Administration (FDA) of certain medical device malfunctions, deaths or serious injuries associated with the use of a medical device.
"Field alert reports" are reports submitted to FDA for a specific drug application and defect category.
"Field actions" can be recalls or other actions taken related to distributed products.
CommunitiesIntroduction lead the industry in partnering with FDA to expand the pilot.
By the end of several device facilities enrolled.
The company is also nearing completion of a multiyear program regarding guidelines on elemental impurities to help ensure that heavy metals, such as silver, mercury and arsenic, are not present in its products above International Conference on Harmonisation-defined levels.
By taking an innovative approach, Baxter is able to test for unwanted materials are in its products and keep a steady supply of products on the market.
Since decrease in the number of observations it receives from regulatory agencies around the world.
Baxter’s product sustainability program—in partnership with the research and development, marketing and supply chain groups—embeds product stewardship across the company.
to assess environmental, health and safety, sustainability and regulatory considerations and requirements across the value chain.
Key metrics illustrate progress in avoiding materials of concern, minimizing customer waste and reducing product carbon footprint.
To supplement EHS&S review, Baxter uses LCA in selected cases to evaluate and improve product sustainability performance.
During conducted an LCA of its Viaflo 1 Liter Intravenous Solution product, expanding on a carbon footprint analysis conducted for calendar year 2014.4 Baxter estimates that the carbon footprint of a 1 liter equivalent Viaflo bag in the UK decreased from 0.67 kg CO2e in 2014 to 0.45 kg CO2e in 2016—a 33% reduction, due...
During Healthcare Coalition, of which it is a founding member.
MATERIALS USE Materials use is a key driver of Baxter’s environmental footprint, so getting the most value possible from materials is central to the company’s transition toward a more circular economy.
Reducing plastic waste and increasing recycling is important, since plastic scrap from manufacturing is the company’s largest waste stream.
During unit of production by 4% compared to 2016, at 20 sites representing 88% of the company’s overall plastic volume.
CommunitiesIntroduction Baxter also innovates to decrease the environmental impact of product packaging, when possible to do so without adversely impacting product efficacy, by reducing the amount used and substituting with environmentally preferable materials.
In Europe, during increased the number of Viaflo 50 milliliter IV solution bags it packed per carton from 50 to 75.
This saves nearly $costs, while reducing cardboard and wood waste by more than 140 metric tons and decreasing CO2e emissions associated with product transportation and cardboard manufacturing by more than 70 metric tons annually.
Beginning in Brazil, reduced the thickness of IV and renal fluid bags from 0.0145 inches to 0.0125 inches.
As a result, Baxter saved metric tons of PVC and more than $425,000 during 2017.
Since products shipped to customers by 870 metric tons.
Keeping materials of concern out of the waste stream can increase the value of discarded material and the potential for such material to be reused for other high-value purposes.
Baxter has global strategies and programs to help ensure that it meets product materials restrictions, such as the EU RoHSamong others.
The company also works to avoid or minimize the use of conflict minerals in its products.
See Baxter’s position statement on conflict minerals and its most recent Conflict Minerals Report.
PRODUCT END-OF-LIFE Baxter works to recapture valuable materials for reuse at the end of product life.
Some of the electronic medical devices Baxter sells, such as renal APD cyclers, support progress toward the circular economy through serviceability, repair and reuse.
The company leases certain types of its electronic medical products to customers and patients, which helps ensure they have the technology that best meets their needs and increases flexibility compared to ownership.
This model also ensures those products will be returned to Baxter after a set period of time for repair and reuse.
In electronic products and batteries were recovered in the region on Baxter’s behalf.
The company’s WEEE website provides customers detailed information on how to dispose of Baxter products in accordance with the directive.
Baxter is a charter member and leads the technical working group for the Healthcare Plastics Recycling Council (HPRC), through which the organization applies its collective technical knowledge, experience and resources to address barriers to healthcare plastics recycling and drive change in the industry.
Baxter is a co-founder of the European chapter of the HPRC.
During Aarhus Hospital in Denmark, bringing together recyclers, hospitals and raw material suppliers to foster connections and further the participants’ common goal of increasing plastics recycling at hospitals.
During expanded to reach 99 hospitals in Australia (up from 62 in 2016) and remained involved with 28 hospitals in New Zealand.
Together, these locations collect more than 150 metric tons of PVC for recycling per year.
Baxter added aluminum anesthesia container collection to the program in in Australia and six in New Zealand in 2017.
Through the initiative, the company is collecting and diverting meters of aluminum bottles annually from landfill.
In Australia and New Zealand, the company also helps patients who receive regular home deliveries of dialysis solutions to recycle related waste.
As of the end of more than 780 Baxter PD home patients participated in the Home PD Recycling Program.
The program collects and recycles nearly than 80 metric tons of cardboard each year.
CommunitiesIntroduction Baxter is committed to providing its approximately Work.
The company remains steadfast in driving a high-performing, inclusive and diverse organization where employees pursue rewarding careers and take pride in bringing the company’s mission to life.
To help employees realize their full potential and reward them for their contributions, Baxter offers a wide range of learning and development opportunities and competitive compensation and benefits.
In by eliminating ratings and increasing the emphasis on continuous feedback.
During monthly check-ins between employees and their managers that focus on performance feedback and enhanced career development and planning.
To support this shift, Baxter provided training to more than managers.
The company included questions about the feedback process in its annual survey and in more frequent pulse surveys.
Results show that employees who adhere to the continuous feedback model are more engaged and rate their managers and the company higher than employees who have not yet fully embraced the model.
Every other year, the company’s top leaders participate in a leadership competencies, to help create development and succession plans.
In addition to ongoing feedback, Baxter’s talent development philosophy emphasizes continuous learning, building relationships (including mentoring) and enhancing work experiences.
knowledge of Baxter through six rotational development programs, focused on commercial, finance, information technology, operations/quality, sales and technical skills.
Learn more about rotational development programs at Baxter.
Summer Internships To invest in its future workforce, Baxter hosts a program to provide college students with hands-on experience and networking opportunities.
change with Baxter’s CEO and new curriculum for senior leaders to improve coaching and strengthen presentation skills.
Baxter’s managers are crucial to the company’s ability to drive cultural change and embed Baxter’s vision and values deeper into the organization.
Eighty global Change Champions engaged people managers through workshops focused on overcoming bureaucracy and reinforcing the decisionmaking power managers have to address challenges and remove obstacles.
During the tour, Baxter also listened to the challenges managers raised and is using that input during 2018 to develop innovative solutions.
Every year, Baxter conducts a Best Place to Work survey.
Scores improved between one and three percentage points in each of the main areas assessed, and Baxter exceeded the cross-industry global average in six of seven categories.
Survey results are shared broadly across Baxter, and teams create action plans to motivate continual improvement.
Based on the results, the company is conducting a series of working sessions with managers to advance company performance and drive cultural change.
Employees also take targeted pulse surveys throughout the year.
COMPENSATION AND BENEFITS Baxter’s global total compensation philosophy is to provide market-competitive pay and benefits while rewarding employees for strong individual and business performance.
GLOBAL INCLUSION AND DIVERSITY Baxter is committed to attracting, motivating and retaining an inclusive and diverse workforce.
This drives innovation, creates trusted partnerships with customers, suppliers and community partners, and contributes to the success and sustainability of the business.
CommunitiesIntroduction During leadership capabilities across the company and advancing women and underrepresented minorities (U.S.) in leadership roles.
biases to foster more productive working relationships and increase the advancement of women at the company.
Sponsorship Since a sponsorship program to advance the careers of women and underrepresented minorities (U.S.) at the company.
Baxter encourages senior leaders to advocate for high-performing, diverse talent to advance their careers.
Global Inclusion Council Baxter’s Global Inclusion Council (GIC), chaired by the company’s Senior Vice President, Americas, is composed of approximately company’s businesses, regions and functions.
In advancing women and underrepresented minorities (U.S.) in leadership and driving inclusive leadership capabilities and culture.
Building Cultural Competence Baxter provides employees with training, tools and resources to build cultural awareness and competence, engage more authentically with each other and deliver better business results.
Many employees also work on global teams, enabling them to experience other cultures and build cultural competence through daily interactions.
Baxter offers all people managers an instructorled, mandatory workshop called Power of Managing Inclusively (available in 11 languages).
Baxter works to embed awareness of unconscious bias throughout the organization.
The company prompts employees to think through their biases in key processes, such as talent assessment, succession planning, feedback and hiring.
This helps employees slow down their thinking and consider how to eliminate or mitigate unconscious bias.

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