Products
Goals: Product Safety |
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Strategic goal |
Action |
By? |
Progress in 2013 |
Status |
Establish a globally uniform hazard and risk communication system for all relevant Merck KGaA, Darmstadt, Germany, chemicals in the supply chain, incorporating the principles of prevention |
Register substances produced in quantities ranging from 100-1,000 metric tons per year (phase 2 of REACH implementation) and register non-phase-in substances |
Mid-2013 |
All registrations for quantities ranging from 100-1,000 metric tons per year were completed on schedule by mid-2013. |
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Register substances produced in quantities ranging from 1-100 metric tons per year (phase 3 of REACH implementation) and register non-phase-in substances |
Mid-2018 |
First registrations are shortly before completion; the plan to ensure compliance with the registration deadline of mid-2018 is in place; preparations for the next registrations are ongoing. |
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Implementation of GHS/CLP: |
Mid-2015 |
Approx. 95% of mixtures were already labeled according to the CLP regulation. |
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Implementation of Global Product Strategy (GPS): |
End of 2020 |
Further Product Safety Summaries are in preparation in accordance with the registrations made under REACH. |
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Projects for hazard communication: |
End of 2020 |
Approx. 80% of safety data sheets for non-hazardous materials have already been updated. |
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Increase the number of safety data sheets prepared to a globally uniform standard |
End of 2020 |
With the roll-out of the global product safety database in the United States, a further step has been made toward a Group-wide standard. |
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Goals: Animal testing |
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Strategic goal |
Action |
By? |
Progress in 2013 |
Status |
Harmonize animal welfare throughout Merck KGaA, Darmstadt, Germany |
Establish Group-wide governance for Corporate Animal Science & Welfare |
End of 2014 |
Establishment of the Group function Corporate Animal Safety & Welfare, draft of a quality manual, and foundation of an internal network of experts for animal testing and animal welfare. |
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Develop a Group-wide audit concept for contract animal testing facilities |
End of 2015 |
Performance of audits by Corporate Animal Safety & Welfare at selected contract institutes and laboratory animal breeders. |
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Harmonize the high quality of animal facilities at the biopharmaceuticals division |
Obtain AAALAC International accreditation for all biopharmaceuticals division laboratory animal facilities |
End of 2015 |
Successful re-accreditation at one site and preparation of accreditation at two sites. |
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Implementation of a Merck KGaA, Darmstadt, Germany, 3R Award |
Prepare of a 3R Award program |
End of 2015 |
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Goals: Storage and transport |
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Strategic goal |
Action |
By? |
Progress in 2013 |
Status |
Further improve warehouse and transport safety |
Create a Group-wide standard for safe logistics |
End of 2013 |
Diverse standards and instructions were revised, or created, and put into effect. |
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Systematically share best warehouse and transport safety practices among employees worldwide |
End of 2013 |
Regular online conferences with Group-wide participation were implemented in order to train employees and exchange experiences. |
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Expand scope of transport safety audits, to include contracted service providers |
End of 2014 |
The first audits focused on transport safety were conducted as pilot projects. |
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Develop additional performance indicators to assess warehouse and transport activities |
End of 2014 |
Based on audits focused on transport and warehouse safety, assessments were carried out and a performance indicator each for transport and warehouse was allocated. |
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Legend: |
Suppliers
Goals: Supplier Management |
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Strategic goal |
Action |
By? |
Progress in 2013 |
Status |
Ensure ethical, social and compliance standards at suppliers (contribution to fulfilling the strategic procurement goal "Risk Mitigation") |
Adapt the general terms and conditions to integrate our Responsible Sourcing Principles into all orders |
End of |
The general terms and conditions were revised and dated August 2, 2013. |
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Conduct CR audits on 30 suppliers with a risk potential |
End of |
In the period from 2011 to 2013, more than 50 CR audits were conducted at suppliers with a risk potential. |
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Create the technical prerequisites for obtaining supplier self-disclosures in France, the United States, China, Italy, the United Kingdom, and Ireland by implementing a new computerized supplier management system |
End of 2013 |
The technical prerequisites were created for obtaining supplier self-disclosures; the Xcitec system was introduced. |
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Collect supplier self-disclosures from higher-risk suppliers from whom we procure a volume above a defined threshold, in the countries Germany, Brazil, Mexico, Switzerland, Japan, India, France, the United States, China, Italy, the United Kingdom, and Ireland |
End of 2013 |
Self-disclosures were obtained from higher-risk suppliers with a defined minimum procurement volume in Germany, Brazil, Mexico, Switzerland, Japan, India, France and the United States. The process of obtaining self-disclosures from suppliers in China, Italy, the United Kingdom and Ireland is to be completed by the end of 2014. |
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Join the industry initiative Together for Sustainability (TfS) |
End of 2014 |
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As a contribution to fulfilling the strategic procurement goal "Risk Mitigation", measures |
End of 2015 |
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Legend: |
Employees
Goals: Attracting and developing talent |
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Strategic goal |
Action |
By? |
Progress in 2013 |
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Introduce a performance management system |
Introduce performance management systems for all employees with target agreements, feedback and coaching |
End of 2013 |
In 2013, 97% of employees took part in a performance and development evaluation. |
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Introduce development plans for all employees with performance evaluations, target agreements, feedback and coaching |
End of 2013 |
This process was further supported by the implementation of a new system in 2013, which requires that development plans are updated annually. In addition, managers are now regularly provided with reports on the status of development plans in their unit. Experience has shown that reaching 100% implementation of development plans is unrealistic and in some cases not meaningful. Therefore, this goal is considered reached with the further steps to integrate the process and its tracking procedure into the organization. |
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Introduce development plans for all managers from Millipore Corporation, which was acquired in 2010 |
End of 2011 |
The process to implement development plans was continued. Further restructuring resulted in significant changes to the target population. With 87% of managers having development plans as of the end of 2013, this target is considered to be reached. |
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Talent & Succession Management: Fill at least 2/3 of positions at Global Grade 16+ with internal candidates |
Use the Talent & Succession Management Process to identify suitable employees with management potential and define a process to systematically develop employees |
Ongoing |
In 2011, we intitiated the Performance & Talent Process to systematically develop management. In 2013, 92% of the vacant management positions were filled with internal candidates. |
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Goals: Occupational health & safety |
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Strategic goal |
Action |
By? |
Progress in 2013 |
Status |
Reduce work accidents throughout Merck KGaA, Darmstadt, Germany (lost time injury rate = 2.5) |
Implement the BeSafe! program; hold EHS forums on “Safety Behavior Change” |
End of 2015 |
Through systematic accident prevention measures (such as training and campaigns to strengthen our corporate safety culture) as part of our BeSafe! program, we attained an LTIR of 2.2 in 2013. We are working to lastingly stabilize our LTIR. |
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Goals: Diversity and inclusion |
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Strategic goal |
Action |
By? |
Progress in 2013 |
Status |
Increase the percentage of management positions (Global Grade 14+) held by women to at least 25%-30% |
Increase the percentage of management positions held by women through numerous initiatives that move women into those positions |
End of 2016 |
Performance of numerous communication measures and deeper integration into HR processes, such as talent management. |
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Legend: |
Environment
Goals: Environmental management |
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Strategic goal |
Action |
By? |
Progress in 2013 |
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Attain the ISO 14001:2004 Group certificate |
Certify all production sites to ISO 14001:2004 |
End of |
All acquired Millipore production sites with more than 50 employees were certified according to plan. |
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Check and introduce environmental management systems at sites of new acquisitions |
Conduct a gap analysis during 2014 of new acquisitions of the biopharmaceuticals division (e.g. Heipha, Biochrom) as well as the production site of Allergopharma in Reinbek |
End of |
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Certify the environmental management systems at further sites of new acquisitions |
Ongoing |
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Include the production sites of AZ Electronic Materials |
End of |
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Goals: Climate protection |
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Strategic goal |
Action |
By? |
Progress in 2013 |
Status |
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Reduce direct and indirect greenhouse gas emissions (Scope 1 and 2) of Merck KGaA, Darmstadt, Germany, by 20% (2006 baseline) |
Systematically examine the energy consumption at the sites |
End of 2020 |
The systematic examination of production plants for energy-saving potential was continued in Darmstadt and Gernsheim. In addition, energy checks were conducted at the Aubonne and Vevey sites. |
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Identify and implement potential ways to save energy |
End of 2020 |
The Executive Board has allocated a further € 10 million to measures for saving energy and for reducing greenhouse gas emissions. In 2014, we thus want to realize 130 further individual projects and continue projects from 2012 and 2013. With the approx. 200 EDISON projects that were initiated in the past two years, Merck KGaA, Darmstadt, Germany, wants to annually save around 52 metric kilotons of CO2* in the medium term. |
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Reduce process-related emissions |
End of 2020 |
We have achieved further progress in reducing process-related greenhouse gas emissions. The emissions per product unit was reduced by nearly 21% in the past two years. However, the sharp increase in production volume led to a rise in absolute emissions. In 2014, further activities are planned with the long-term goal of totally preventing process-related emissions. |
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Sustainably implement the topics of energy efficiency and reduction of greenhouse gas emissions |
End of 2020 |
To sustainably implement energy efficiency topics, an EHS Group Standard Energy Management was published, which is now being implemented at the sites. An EHS standard on the topic of refrigerants is to contribute toward reducing refrigerant emissions, e.g. from air-conditioning systems. |
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Legend: |
Society
Goals: Praziquantel |
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Strategic goal |
Action |
By? |
Progress in 2013 |
Status |
Eliminate the worm disease schistosomiasis in Africa |
Provide tablets containing the active ingredient praziquantel free of charge to treat school children in Africa |
Ongoing |
More than 150 million tablets were donated from the start of the project up to the end of December 2013. Altogether more than 38 million children were treated up to the end of 2012. More than 15 million children were treated in 2012. |
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Carry out an awareness program to explain the causes of schistosomiasis and potential preventive measures |
End of 2013 |
In 2013, 750,000 brochures were provided in Senegal and 250,000 brochures were printed for Malawi. |
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Incrementally increase the number of tablets donated annually by a factor of ten, up to 250 million |
End of 2016 |
A search is ongoing for additional suppliers of the active ingredient. |
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Research a new formulation of praziquantel for children under six years old |
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A public-private partnership (PPP) was founded in July 2012. |
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Optimize the praziquantel formulation |
End of 2014 |
A film coating is being developed to help patients swallow the tablets more easily and make the tablets less sensitive to long transport times. |
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Goals: Minilab |
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Strategic goal |
Action |
By? |
Progress in 2013 |
Status |
Combat counterfeit medicines by providing and further developing the mobile GPHF Minilab |
Develop new test methods for seven active ingredients and add descriptions of the new test methods to the manuals |
End of 2013 |
Seven new test methods developed and manuals updated. |
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Three training seminars on use of the GPHF Minilab; sale of 50 Minilabs |
End of 2013 |
Four training seminars on use of the GPHF Minilab; sale of 63 Minilabs. |
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Develop new test methods for five active ingredients and add descriptions of the new test methods to the manuals |
End of 2014 |
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Four training seminars on use of the GPHF Minilab; sale of 50 Minilabs |
End of 2014 |
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Legend: |