2016 Integrated Report

Ethical business conduct and support for development

We work to enhance an ethical culture within our organisation

We work to enhance an ethical culture within our organisation

For any enterprise with a long-term growth strategy, people and their experience are the key capital. Therefore, they must be offered an optimum working environment. A well-equipped, ergonomic and friendly workplace with a proper atmosphere is a precondition for effective teamwork and creative problem solving.

Having a professional approach to building and sustaining a healthy corporate culture, in 2016 Polska Grupa Farmaceutyczna took measures to study it and instigate a cultural shift.

For everyone who is involved in any form of management it goes without saying that the ‘soft’ aspects of management are just as important as the traditional ‘hard’ ones.

Beata Olszewska HR Business Partner at PGF S.A.

Beata Olszewska, HR Business Partner at PGF S.A.

“For everyone who is involved in any form of management it goes without saying that the ‘soft’ aspects of management are just as important as the traditional ‘hard’ ones. Human resources management is not only about recording HR data and completing employment-reyearsed formalities. Although there is much talk about organisational culture, it is something intangible, something that cannot be measured. It is even more difficult to shape it exactly as we would like it to be. However, it is worth making an effort. You have to take the first step, that is to diagnose the company’s current corporate culture. This is exactly what we did. Knowing whether it fosters cooperation, creativity and innovation, or whether it is a passive culture, we are able to plan and take measures that will take us closer to a culture that is in keeping with our business objectives and that is best for the employees themselves.”

Study of corporate culture at Polska Grupa Farmaceutyczna

We promote staff development

For years, the Pelion family has been making every effort to ensure an optimum work environment where employees can pursue professional and personal development. Particular attention is devoted to creating safe and stable working conditions. The main objective of its HR policy is to recruit and retain a team of employees who will build its market value and sustainable competitive advantage. The working atmosphere at Pelion is based on respect for each person and safeguarded by the rules and principles set out in the company's Code of Ethics, overseen by the Ethics Officer. As a result, Pelion companies are proud to provide equal opportunity and non-discriminatory work environment to all of their employees. This, in turn, allows the Pelion family to build a corporate culture which is employee-friendly, diverse, and open to dialogue, and therefore more creative and oriented towards engaging everyone in the development of new solutions. The company also protects employee privacy, with no vioyearsions reported in this area in 2016.

In 2016, our medical care and health promotion programmes were continued.

Pelion employees are encouraged to unite and act together both at and outside work. They are offered a number of opportunities in this respect, including volunteering or working together to support local communities. Pelion also runs the pay-roll programme where employees voluntarily transfer a specific amount deducted from their salary for charitable purposes. In 2016, approximately 600 people took part in the initiative, collecting a total of PLN 15,000 for those under the Foundation's care.Best Practices In the Responsible Business Forum's ‘Responsible Business in Poland 2016’ report, experts recognised the pay-roll programme as a good and exemplary business practice.

Creating jobs

Market position

The Pelion family is among the largest employers in the Polish and Lithuanian healthcare sectors. Most employees at Pelion logistics centres, warehouses, and plants are locals, which is why Pelion companies become part of communities where they carry out their operations, directly affecting social and economic development in such areas. Pelion is a good neighbour supporting local communities. It wants to develop together with them, not at their expense.

What is important from the social perspective, most of the company's workforce (79.9% in Poland and as much as 88.4% in Lithuania) are women. These statistics are rather stable and do not tend to change much over time. Also, most staff in Poland (93.2%) work under full-time employment contracts. This measure can also be considered stable in reyearsion to 93.3% in 2015. The analogous rates for Lithuania were 72.4% in 2016 and 73.3% in 2015. What is also important, in 2016 Pelion recorded a year-on-year increase in its Polish workforce, creating 233 new jobs, 137 of which were filled by women. In Lithuania, staff numbers did not change materially, decreasing by 8 employees only. 51.9% of Polish staff work under open-ended contracts, while 48.1% under fixed-term contracts. This is due to our employment policy providing that new employees are hired under fixed-term contracts which are renewed for another fixed term and are not superseded by open-ended contracts until that second term expires. As a result of that process, employee turnover, and new people joining the company, the percentage of fixed-term contracts is quite high. It is additionally increased by a certain number of persons hired to substitute for those on maternity or parental leaves. This is a factor that plays a particularly important role in a situation where most workforce is made up of young women (close to 80% in Poland and close to 90% in Lithuania).

The number of people hired by Pelion under civil-law contracts for specified activity may be considered quite high in reyearsion to the number of those working under employment contracts. The former group is mainly comprised of persons doing contingent work at pharmacies and warehouses.

Number of employees

No. Total number of employees (FTEs) by: Number of employees in Poland
2015 2016
1 Women 6,086 6,218
2 Men 1,468 1,568
  Total 7,554 7,786
No. Total number of employees (actual headcount) by: Number of employees in Poland
2015 2016
1 Women 6,292 6,429
2 Men 1,521 1,617
  Total 7,813 8,046
No. Total number of employees (actual headcount) by: Number of employees in Poland
2015 2016
Women Men Women Men
1 Full-time 5,868 1,422 5,975 1,522
2 Part-time 424 99 454 95
  Total 6,292 1,521 6,429 1,617
No. Total number of employees and associates (actual headcount) by: Number of employees in Poland
2015 2016
Women Men Women Men
1 Fixed term contracts 3,158 738 3,336 806
2 Open ended contracts 3,134 783 3,093 811
  Total 6,292 1,521 6,429 1,617
No. Total number of employees and associates (actual headcount) by: Number of employees in Poland
2015 2016
Women Men Women Men
1 Under civil-law contracts for specified activity (umowa zlecenie) 1,415 408 2,357 511
2 Under civil-law contracts for specified task (umowa o dzieło) n.a n.a n.a n.a
3 Under work placement contracts 4 1 8 1
4 Self-employed 8 10 8 21
5 Employees under supervision and/or seasonal staff 102 43 85 36
  Total 1,529 462 2,458 569
No. Total number of employees (FTEs) by: Number of employees outside Poland
2015 2016
1 Women 1,137 1,132
2 Men 150 148
  Total 1,288 1,280
No. Total number of employees (actual headcount) by: Number of employees outside Poland
2015 2016
1 Women 1,213 1,205
2 Men 152 154
  Total 1,365 1,359
No. Total number of employees (actual headcount) by: Number of employees outside Poland
2015 2016
Women Men Women Men
1 Full-time 912 127 869 115
2 Part-time 301 25 336 39
  Total 1,213 152 1,205 154
No. Total number of employees and associates (actual headcount) by: Number of employees outside Poland
2015 2016
Women Men Women Men
1 Fixed term contracts 251 28 80 11
2 Open ended contracts 962 124 1,125 143
  Total 1,213 152 1,205 154
No. Total number of employees and associates (actual headcount) by: Number of employees outside Poland
2015 2016
Women Men Women Men
1 Under civil-law contracts for specified activity (umowa zlecenie) 0 0 0 0
2 Under civil-law contracts for specified task (umowa o dzieło) 0 0 0 0
3 Under work placement contracts 0 0 0 0
4 Self-employed 0 0 0 0
5 Employees under supervision and/or seasonal staff 0 0 0 0
Total 0 0 0 0

This Report covers a whole range of Pelion companies, while collective bargaining agreements are in force in only three of them. As a result, the percentage of employees covered by the collective bargaining agreements is reyearsively small.

Employees covered by the Collective Bargaining Agreement
Lp. Total number of employees by: Number of employees
2015 2016
1. Total number of employees covered by the Collective Bargaining Agreement 156 142
2. Total number of employees 7,813 8,046
3. Percentage of employees covered by the Collective Bargaining Agreement 2.0% 1.8%

Internships and work placements

Pelion has for years consistently partnered with tertiary education institutions under the Business 2 Universities concept. Students are given an opportunity to gain valuable professional experience in the form of work placements with personalised programmes, consistent with the students' respective fields of study. The work placement programme is agreed individually with each student, depending on the expectations of their universities and the Company's current needs. Especially close is the Pelion family's cooperation with higher education institutions from the local communities where the Company is present. Best PracticesIn the Responsible Business Forum's ‘Responsible Business in Poland 2016’ report, experts recognised BSS's Academy of Business Programme as a good and exemplary business practice. The Welcome Day, that is a meeting of summer holiday interns and their mentors was recognised in the same way.

The internship programme was a very interesting experience for me.

Aleksandra Mijalska winner of the ‘Career’ internship programme Junior HR Specialist at PGF S.A.

Aleksandra Mijalska, winner of the ‘Career’ internship programme, Junior HR Specialist at PGF S.A.

“The internship programme was a very interesting experience for me. For students or those who have just begun their professional career, such a programme offers a hands-on learning opportunity and enables development. It is also an opportunity to experience a completely new reality: meet people, who perform specific roles, deal with serious tasks, and find yourself in a new business environment. The knowledge and practice I gained through cooperation with Pelion’s HR department gave me a lot. It is also amazing that at the end of the internship it may turn out that your performance is positively assessed and you will be offered a job, as it was in my case. I am glad that I have got the chance to work for such a large and renowned company with international presence and enter the labour market with such experience listed in my curriculum vitae.”

‘Career Programme’ and 'Youth in Łódź' programme

‘Career Programme’ and 'Youth in Łódź' programme

Participation in the ‘Career Programme’ has become a permanent fixture in Pelion's initiatives. It is dedicated to university students and graduates, who are being prepared for business leader roles. Its innovative format offers a chance to young talent embarking on their professional careers to gain valuable work experience. In 2016, it was already for the twelfth time that Pelion participated in the Programme, hosting interns.

Further, Pelion again subsidised summer holiday internships under the 'Youth in Łódź' programme, designed to encourage students to plan their professional careers in Łódź. We hosted two students under the programme: at the Controlling Department of BSS S.A. and at the Procurement Department of Eubioco S.A.

'Leaders in the Healthcare Sector' was yet another programme co-sponsored by Pelion. The objective of the project is to educate the best, open-minded students planning their careers in healthcare management.

New employees

In 2016, the recruitment department received over 30,000 job applications. In order to support the Group companies' HR Departments in smoothly handling such large numbers of applications and to ensure good atmosphere throughout the recruitment process, a decision was made to implement at the Pelion family companies a modern management system for recruitment processes, called eRecruiter. At Pelion S.A.'s HR Department, the system has been in place for several years now, supporting the management of a pool of almost 100,000 candidates interested in working for Pelion.

As in the previous years, internal recruitment was given priority. A search for a candidate for a job at a Pelion company is first done among existing employees.

In 2016, the Company was a member of the Coalition for Friendly Recruitment, a group of employers following and promoting best recruitment practices.

Onboarding

Onboarding

In 2016, a new onboarding model was implemented at selected Pelion companies. Under the new model, new employees are introduced into the organisation in a way enabling them to quickly reach high work performance and develop the required skills while achieving a high level of work satisfaction. A new employee is assisted:

  • by a mentor assisting the employee at each stage of their onboarding process,
  • with a package of information on work organisation and rules, as well as on ways to access important information, both formal and informal.

The new onboarding model had a positive effect on integrating new employees with their teams and facilitated faster achievement of the required performance. The feedback from the new employees confirms that the new model enhances their work satisfaction.

Women represented a majority of new employees. While the new employees were usually young people, under 30 years of age, among new hires were also persons aged 30 or more, who represented approximately 45% of total workforce of the Polish Pelion companies. The situation looked different in Lithuania, where almost 80% of employees were below 30 years of age.

New hires and workforce turnover

Year Total number of new hires in Poland (actual headcount) by gender: Women Men Total
2015 Number of employees 6,292 1 521 7,813
Number of new hires 1,921 475 2,396
Share of new hires in total number of employees by gender 30.53% 31.23% 30.67%
Share of new hires in total number of new hires by gender 80.18% 19.82%  
2016 Number of employees 6,429 1,617 8,046
Number of new hires 1,961 624 2,585
Share of new hires in total number of employees by gender 30.50% 38.59% 32.13%
Share of new hires in total number of new hires by gender 75.86% 24.14%
Year Total number of new hires in Poland (actual headcount) by age group: <30 30-50 >50
2015 Number of employees 2,228 4,454 1,131
Number of new hires in a given group 1,326 948 122
Share of new hires in total number of employees by age group 59.52% 21.28% 10.79%
Share of new hires in total number of new hires by age group 55.34% 39.57% 5.09%
2016 Number of employees 2,382 4,436 1,228
Number of new hires in a given group 1,510 924 151
Share of new hires in total number of employees by age group 63.39% 20.83% 12.30%
Share of new hires in total number of new hires by age group 58.41% 35.74% 5.84%
Year Total number of employee departures in Poland (actual headcount) by: Women Men Total
2015 Number of employees 6,292 1,521 7,813
Number of employee departures 1,620 369 1,989
Share of employee departures in total number of employees by gender 25.75% 24.26% 25.46%
Share of employee departures in total number of employee departures by gender 81.45% 18.55%  
2016 Number of employees 6,429 1,617 8,046
Number of employee departures 2,054 571 2,625
Share of employee departures in total number of employees by gender 31.95% 35.31% 32.62%
Share of employee departures in total number of employee departures by gender
Year Total number of employee departures in Poland (actual headcount) by: <30 30-50 >50
2015 Number of employees 2,228 4,454 1,131
Number of employee departures in a given age group 856 951 182
Share of employee departures in total number of employees by age group 38.42% 21.35% 40.23%
Share of employee departures in total number of employee departures by age group 43.04% 47.81% 9.15%
2016 Number of employees 2,382 4,436 1,228
Number of employee departures in a given age group 1,188 1,184 253
Share of employee departures in total number of employees by age group 49.87% 26.69% 23.44%
Share of employee departures in total number of employee departures by age group 45.26% 45.10% 9.64%
Year Total number of new hires outside of Poland (actual headcount) by gender: Women Men Total
2015 Number of employees 1,213 152 1,365
Number of new hires 225 48 273
Share of new hires in total number of employees by gender 18.55% 31.58% 20.00%
Share of new hires in total number of new hires by gender 82.42% 17.58%  
2016 Number of employees 1,205 154 1,359
Number of new hires 214 33 247
Share of new hires in total number of employees by gender 17.76% 21.43% 18.18%
Share of new hires in total number of new hires by gender 86.64% 13.36%
Year Total number of new hires outside Poland (actual headcount) by age group: <30 30-50 >50
2015 Number of employees 277 627
Number of new hires in a given group 159 73 41
Share of new hires in total number of employees by age group 57.40% 11.64% 8.89%
Share of new hires in total number of new hires by age group 58.24% 26.74% 15.02%
2016 Number of employees 286 554 519
Number of new hires in a given group 156 51 40
Share of new hires in total number of employees by age group 54.55% 9.21% 7.71%
Share of new hires in total number of new hires by age group 63.16% 20.65% 16.19%
Year Total number of employee departures outside Poland (actual headcount) by: Women Men Total
2015 Number of employees 1,213 152 1,365
Number of employee departures 172 41 213
Share of employee departures in total number of employees by gender 14.18% 26.97% 15.60%
Share of employee departures in total number of employee departures by gender 80.75% 19.25%
2016 Number of employees 1,205 154 1,359
Number of employee departures 167 25 192
Share of employee departures in total number of employees by gender 13.86% 16.23% 14.13%
Share of employee departures in total number of employee departures by gender 86.98% 13.02%
Year Total number of employee departures outside Poland (actual headcount) by age group: <30 30-50 >50
2015 Number of employees 277 627
Number of employee departures w danej grupie wiekowej 109 68 35
Share of employee departures in total number of employees by age group 39.35% 10.85%
Share of employee departures in total number of employee departures by age group 51.17% 31.92% 16.43%
2016 Number of employees 286 554
Number of employee departures w danej grupie wiekowej 106 44 42
Share of employee departures in total number of employees by age group 37.06% 7.94%
Share of employee departures in total number of employee departures by age group 55.21% 22.92% 21.88%

Workplace comfort

Pelion offers its employees comfortable and ergonomic working conditions. All employees working under employment contracts are also entitled to various employee and social benefits. For instance, every employee can join group insurance plans offered by several insurers on very favourable terms. Individual Group companies also offer additional employee benefits.

Number of employees covered by group insurance plans

  • 2015 3,777
  • 2016 4,577

Number of employees' family members covered by group insurance plans

  • 2015 694
  • 2016 913

The best ambassadors of Pelion's products and services are employees themselves. Therefore, each employee is entitled to drug insurance offered by the employer, who bears all insurance costs. In 2016, about PLN 1m was spent on drug insurance for employees. Employees of the Pelion companies may also buy insurance cards for their family members.

Pelion S.A.'s employees may join a unique PULS medical care programme.

Pelion encourages its employees to be physically active. The Company strongly believes that sports activity is beneficial to well being and maintaining work-life balance. Practising sport also seems one of the best ways to remain healthy. Employees and their family members may buy company-co-financed sports cards.

Number of employees using sports cards

  • 2015 1,751
  • 2016 1,915

Individual companies of the Pelion family offer their employees additional benefits in the form of co-financing or financing of various sports activities. For instance, in Łódź and Wrocław employees can take part in running or Nordic walking practices under the eye of professional coaches. Numerous employees also pursue their sporting interests in gyms rented by their employers.

Employees' personal development

A logical consequence of focus on growth and innovation is investing in employees' personal development. The culture of innovation is supported by appropriate development programmes. It is necessary that the management personnel develop appropriate soft and management skills, including those reyearsed to work-life balance. Employees of individual companies also participate in professional training courses, where they enhance their knowledge of products and sales techniques.

Pelion offers its employees training courses reyearsed to their responsibilities and also soft skill training. Employees actively participate in conferences organised by Pelion family companies (including the Pharmaceutical Economics Congress and DOZ Franchising Forum). Training on customer service and product knowledge is also an important element of Pelion's training programmes. The courses teach the employees to better respond to customers' questions and thus to customers' needs.

Model Pharmacy project

Model Pharmacy project

2016 saw the continuation of DOZ's Model Pharmacy project, designed to develop management skills of DOZ pharmacy managers. The project supports development and ambitions going beyond mere pharmacy operation.

The title of the Model Pharmacy Manager opens doors to various training programmes, which develop extremely valuable skills of personnel or change management, as well as of conflict settling within a team.

DOZ also implemented the training pharmacies project, where selected managers with mentoring skills were responsible for induction of new pharmacy managers, sharing the know-how necessary for successful management of a pharmacy.

Employees are encouraged to share their expertise with their colleagues. An example is the ‘DOZ Academy’ programme, whose main founding idea was to support mutual learning, as well as information and best practice sharing.

Employees of Pelion family companies can also receive co-financing for language and IT courses. Employees also take part in industry conferences and congresses and attend postgraduate courses fully or partly financed by the employer.

The tables below present total and average numbers of training hours by gender and job category.

Average number of training hours per year

Total number of employees by job category

Total number of training hours by job category

Average number of training hours by job category

We enforce health and safety at work

The Pelion family views occupational health and safety (OHS) management as an element of a wider management area, i.e. human resources management and creating a comfortable work environment.

Under a narrow definition, occupational health and safety is most frequently understood as taking measures to effectively prevent accidents, reduce their occurrence by, for instance, effectively eliminating or reducing risks, or organising training on OHS responsibility. Such measures are not only required by law, but are quite simply important, both from the social, purely human point of view, and from the business perspective. Accidents can cause work disruptions, entail securing replacement personnel, paying the reyearsed expenses, etc.

Pelion companies provide OHS training and, where required, personal protective equipment. In accordance with the adopted prudent approach to recording accidents at work, if there is any doubt whether or not a given incident was an accident at work, it is treated as an accident at work

The level of occupational risks in Pelion's working environment is rather low and mainly reyearsed to warehouse and office work. Using company cars may also be a source of potential risks. In practice, a small number of minor incidents occur. Due to the nature of the pharmacy business, packaging is reyearsively light and, as such, rather unlikely to cause any serious spinal injuries when carried from place to place or when falling from a height in warehouses. Over the past few years one accident was recorded involving an employee hit by a forklift truck. No fatalities or occupational diseases were recorded last year. Despite the small number of accidents, given the ever-present risk of cardiovascular disease and the growing incidence of cardiovascular diseases, a decision was made to purchase defibrilyearsors and put them in clearly marked places.

A different aspect of occupational health and safety is ensuring work comfort, understood literally as ergonomics. This is of paramount importance as it affects employees' well-being. Caring for the employees' comfort and good mood by ensuring workplace ergonomics as well as friendly working space and atmosphere stands for today's occupational health and safety. From the business perspective, employees who are not tired and feel comfortable in a given place or group are more involved and creative. That is the objective of all the efforts designed to promote physical activity and work-life balance (for more information, see "Workplace comfort”).

We foster a culture of diversity

Diversity as a source of growth

The key principle applicable to human resources management at the Pelion family companies is respect for each individual regardless of differences between people. In line with both applicable laws and business rationale, the only criterion in selecting employees is their professional competencies. Any other personal preferences, resentments or stereotypes which could affect the choice of employees would make it non-optimal and thus detrimental to the company's interests. This means non-discrimination and avoiding artificial promotion of anyone on anything other than their merits. At the end of 2016, the Pelion family companies employed 7,634 women and 1,771 men, representing, respectively, 81.2% and 18.8% of total headcount. The reason why female employees have long outnumbered their male counterparts is reyearsed to the nature of the pharmaceutical industry. Women hold managerial positions both at head offices and branches, including at Management and Supervisory Boards.

Number of employees by gender

  • Women 7,634
  • Men 1,771

For a number of years the workforce age structure has remained reyearsively stable. The majority of new hires are young people, under 30 years of age, who accounted for nearly 60% of new employees at the end of 2016. It should be noted though that 11% of Pelion companies' new hires were people aged 50 or more, who are at risk of occupational exclusion. At the end of 2016, employees below 30, 31−50 years old, and over 50 years old represented, respectively, 28.4%, 53.1%, and 18.6% of the workforce. The share of the last group increased slightly year on year, from 17.3% of the total workforce. Within this stable structure, young employees' enthusiasm and energy and long-serving employees' knowledge and experience complement each other. Subsequent generations of employees learn from one another, sharing their knowledge and experience. Thus, the knowledge of new generations of pharmacists adds to the achievements of the previous ones, contributing to the development of the Pelion family companies, the development of Polish and Lithuanian pharmacy and, last but not least, the entire economy.

Employees aged

  • 30 or less: 28.4%
  • between 31 and 50: 53.1%
  • 50 or more: 18.6%

The fact that each employee is given equal promotion opportunities facilitates the flow of knowledge and succession of generations: the staff are hired and promoted based solely on their performance.

Diversity can also be seen both in the structure of workforce and in the composition of key governing bodies:

Composition of governing bodies and workforce

2015 2016
1. Employees by category according to age and diversity % share of each category vs. the organisation's total headcount % of total headcount % share of each category vs. the organisation's total headcount % of total headcount
Women Men Women Men
1. <30 years 22.36% 4.94% 27.3% 23.24% 5.12% 28.4%
2. 30-50 years 44.79% 10.57% 55.4% 42.48% 10.58% 53.1%
3. >50 years 14.62% 2.72% 17.3% 15.45% 3.13% 18.6%
4. Foreigners 0.09% 0.00% 0.1% 0.04% 0.00% 0.0%
Total % 81.77% 18.23% 100.00% 81.17% 18.83% 100.00%
2015 2016
2. Employees by workforce structure % share of each category vs. the organisation's total headcount % of total headcount % share of each category vs. the organisation's total headcount % of total headcount
Women Men Women Men
1. Top management
(management board members + key directors)
0.3% 0.5% 0.8% 0.2% 0.4% 0.6%
2. Middle management
(other directors and their deputies)
0.6% 0.7% 1.3% 0.5% 0.9% 1.4%
3. Other 80.9% 17.1% 98.0% 80.4% 17.6% 98.0%
4. - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
5. - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
2015 2016
3. Composition of the Supervisory Board by age category and diversity % share of each category % of all Supervisory Board members % share of each category % of all Supervisory Board members
Women Men Women Men
1. <30 years 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
2. 30-50 years 0.0% 20.0% 20.0% 0.0% 20.0% 20.0%
3. >50 years 20.0% 60.0% 80.0% 20.0% 60.0% 80.0%
4. Foreigners 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Total % share 20.0% 80.0% 100.0% 20.0% 80.0% 100.0%
2015 2016
4. Composition of the Management Board by age category and diversity % share of each category % of all Management Board members % share of each category % of all Management Board members
Women Men Women Men
1. 30 years 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
2. 30-50 years 20.0% 20.0% 40.0% 20.0% 20.0% 40.0%
3. >50 years 0.0% 60.0% 60.0% 0.0% 60.0% 60.0%
4. Foreigners 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Total % share 20.0% 80.0% 100.0% 20.0% 80.0% 100.0%

Equal remuneration for women and men

Under the applicable HR policy, the Company's employees are fairly remunerated according to their performance, job grade, competencies, as well as the employer's economic and financial situation. In order to maintain an appropriate remuneration level, salaries are monitored on a regular basis and compared with those offered in the healthcare market. Depending on the job grade, the remuneration package comprises the base pay, variable performance-based (bonus) pay, and additional benefits.

In 2016, the total remuneration of female top managers at Pelion’s companies in Poland represented 94.5% of their male counterparts’ remuneration. In Lithuania, this ratio was considerably higher − 190.1%. As regards middle management positions, the female-to-male remuneration ratio in Poland was 108.1%, and 77.2% in Lithuania (compared with 95.9% in 2015). On operating positions, the pay difference was relatively small and the ratios for both countries were comparable: 89.1% in Poland and 89.2% in Lithuania. Details are presented in the tables below.

Female-to-male base pay ratio

Employment structure / structure by key locations Remuneration of women, by employment category Remuneration of men, by employment category Female-to-male pay ratio by employment category and key locations
Year 2015 2016 2015 2016 2015 2016
Top management PLN 23,144 PLN 21,562 PLN 24,686 PLN 22,809 93.8% 94.5%
Middle management PLN 13,842 PLN 12,886 PLN 12,283 PLN 11,925 112.7% 108.1%
Other PLN 3,137 PLN 3,325 PLN 3,774 PLN 3,731 83.2% 89.2%
Employment structure / structure by key locations Remuneration of women, by employment category Remuneration of men, by employment category Female-to-male pay ratio by employment category and key locations
Year 2015 2016 2015 2016 2015 2016
Top management € 8,298 € 9,408 € 7,216 € 4,950 145.8% 190.1%
Middle management € 1,598 € 1,727 € 2,131 € 2,222 95.9% 77.7%
Other € 750 € 881 € 783 € 988 79.3% 89.2%

Individuals with disabilities and at risk of exclusion caused by health constraints

Respect for others is also respect for their disabilities. This is a matter of particular importance to a company like Pelion, whose mission includes care for quality of life. Such mission means a duty of special care for people whose health problems result in permanent or temporary dysfunctions or put them at the risk of exclusion. The objective is not special treatment, but equal treatment, which is the approach that helps to tackle the barrier disabled people face so it does not matter anymore. In 2016, individuals with different disabilities were employed at various positions at Pelion. The Company cooperates with companies having the status of a supported employer, thus indirectly contributing to employment of roughly 100 persons with a disability certificate.

Support for persons with disabilities and at the risk of exclusion due to health problems is also reflected in relationships with customers and local communities. As much as 95% of DOZ pharmacies and Natura beauty stores are adapted to the needs of elderly customers and persons with reduced mobility.

Pelion also notices the inconveniences faced by the elderly on a daily basis, one of them being an absence of press titles dedicated to readers over 60. It is for them that ‘Magazyn 60+’ was developed, dealing with problems that concern specifically this age group. Importantly, the magazine is printed its large font, making it easy to read.

The Company’s website (www.pelion.eu) is accessible to people with disabilities.

People with physical disabilities, especially those using wheelchairs, encounter dozens of obstacles, of which most of us are not even aware: a single step, a narrow door passage, or sometimes a shop counter too high to see the assistant.

Henryk Kozłowski Archiving Assistant at BSS S.A.

Henryk Kozłowski – Archiving Assistant at BSS S.A.

“People with physical disabilities, especially those using wheelchairs, encounter dozens of obstacles, of which most of us are not even aware: a single step, a narrow door passage, or sometimes a shop counter too high to see the assistant. These are just examples. We face obstacles in shops, offices, and also in pharmacies. People with impaired mobility buy drugs just as others do, or even more frequently. Hence, a clear mark or a visible sign would be so important for us in order to know which pharmacies are easily accessible. Otherwise, we can only try, hoping for a stroke of luck, or ask a friend or relative to go to the pharmacy for us or with us.”

For more information on Pelion's social engagement in support of persons with disabilities, see “We engage in community outreach initiatives”)

Non-discrimination

Any personal characteristics (gender, age, disability, religion, beliefs, financial situation) may potentially be subject to discrimination, which is not only illegal, but also clearly detrimental to the organisational culture. It is also at odds with the general principle of respect for other people, and as such cannot be accepted. The zero tolerance approach also applies to all forms of mobbing and sexual harassment.

The fundamental principles and values pursued by all Pelion companies are laid down in the Code of Ethics which, following its introduction, was presented to all (100%) employees, who confirmed their knowledge of its contents in writing. Today each new employee confirms their acknowledgement and acceptance of the Code of Ethics. In addition, the employees are encouraged to take a special online course on ethics management. Compliance with the provisions of the Code of Ethics is overseen by the Ethics Officer. Issues related to respect, deserved by everyone, are also covered by the Company's HR policy.

The Code of Ethics applies to all persons employed at the Pelion Group companies irrespective of their position, length of service, form of contract, working time arrangement or scope of responsibility. Individuals who report a breach can disclose their personal data, but it is not required − reports can be anonymous.

Personal details of an employee who reports a violation are protected, and may be disclosed only to persons who manage the investigation. Each report is analysed in terms of importance and legitimacy to undertake appropriate steps. Hence, a person reporting a misconduct should provide reliable and detailed information which will help to identify the cause of the problem and take necessary measures to resolve it. Employees can report their concerns directly to their managers, HR or legal departments, or directly to the Ethics Officer. If they wish to remain anonymous, they can also use a special helpline or report their suspicion by sending a message to a dedicated email address.

An employee who reports a misconduct can expect full confidentiality, and any retaliation attempt by any person is subject to consequences irrespective of the person's position. Putting the notifying employees under physical or psychological pressure is strictly prohibited.

Moreover, in 2016 additional measures were undertaken to promote the Code of Ethics throughout DOZ S.A. and remind the employees of the applicable ethical principles. The Ethics Officer conducted a training course on business ethics for DOZ sales departments (counteracting corruption and unfair competition). The training was intended to facilitate employees' access to support in case of ethical issues and dilemmas they face in everyday work and to explain the reporting procedure. Helpline recordings were also modified.

In 2016, there was one case of mobbing reported at the Company. However, the investigation did not confirm the incident. No other incidents which could be considered discriminatory were observed or reported.

Dignity Day

The Pelion Group companies and their volunteers take an active part in the international Dignity Day initiative.

Dignity Day

The Pelion Group companies and their volunteers take an active part in the international Dignity Day initiative. Every year, schools hold meetings of young people with Dignity Day Ambassadors, including the court judge Anna Maria Wesołowska, Piotr Pustelnik, Krzysztof Cwynar, Tomasz Grzywaczewski, Andrzej Janeczko, Anna Cymmerman, Małgorzata Niemczyk, and many other well-known figures. In October 2016, the Dignity Day was celebrated in five schools in Łódź. Guests talked to young people about human dignity and respect, including respect for persons with disabilities or health problems, and for the elderly. In 2016, the discussion focused on online hate and hate speech. The meetings were attended by about 500 students and teachers.

Against today’s wars, political disputes and differences in the wealth of nations, the Global Dignity Day reminds us each year that every person has the right to be respected and to live a dignified life.

Jacek Olechowski President of Global Dignity Poland

Jacek Olechowski – President of Global Dignity Poland

“Against today’s wars, political disputes and differences in the wealth of nations, the Global Dignity Day reminds us each year that every person has the right to be respected and to live a dignified life. This is a unique initiative involving more than 60 countries worldwide, focusing around the issue of tolerance and kindness for others. It was started by three friends: HRH Crown Prince Haakon of Norway, Profesor Pekka Himanen of Finland, and John Hope Bryant, an American, founder of the non-profit Operation Hope. In 2006, during the World Economic Forum in Davos, they decided to establish the Dignity Day in order to stress the importance of the sense of dignity in young people’s lives. Each year, the event is celebrated on the third Wednesday of October and has so far attracted more than 1.5 million children worldwide.”

Presence on the local market

In line with the adopted and applied HR policy, the Company attached great weight to its recruitment processes and favoured candidates from the local markets.

Poland is the local market for the Pelion Group companies operating in Poland. Similarly, Lithuania − for the companies present in that country, and the United Kingdom − for the company active on the UK market.

It should be stressed that staff is recruited, including for managerial positions, from local communities. In Lithuania, only one of the key six managers is Polish.

Senior management hired from the local community

  • Total number of top managers
  • Number of top managers from the local market

We build a responsible supply chain and partnership network

Under the business model pursued by the Pelion family companies, most of them are positioned at the end of the added value chain (i.e. the companies whose business consists in the sale and distribution of medications on the retail and wholesale market as well as on the market of supplies to hospitals). Although the Pelion family consists also of companies engaged in research and manufacture, Pelion is definitely not a vertically integrated business. Because of the very nature of the market of medicine, dietary supplement and cosmetic production, it is be hard to imagine a wholesaler or retailer whose offering would not include products of numerous competing manufacturers. Proprietary products, as well as products sold under the DOZ proprietary brand are an attractive complement to a comprehensive product mix, but pharmacy shelves are also full of products produced by competitors. The wholesalers which are members of the Pelion family offer products from multiple manufacturers and cooperate with numerous customers, and the Pelion family pharmacies account for only a part of their sales.

(for more information, see “Pelion family members and effective business model”).

Competition is very strong in the pharmaceutical market. It is ever more difficult to operate on your own, and therefore the possibility to become part of a large group and use a recognizable and well-perceived brand is an efficient way not only to survive on the market, but also to achieve continuous growth.

Jarosław Popiołek - Member of the Council of DOZ Franchisees

“Competition is very strong in the pharmaceutical market. It is ever more difficult to operate on your own, and therefore the possibility to become part of a large group and use a recognizable and well-perceived brand is an efficient way not only to survive on the market, but also to achieve continuous growth. Unity gives strength: we may use storage facilities, and we are guaranteed drug availability at fair prices. We may rely on the support which drives our growth. For instance, pharmacists are very well prepared for their profession, but in most cases they are not experts in management, which is why the support of advisors with hands-on experience in management proves extremely valuable. Pharmacies are separate businesses, but they are not isolated. They are backed by a large and reliable partner, whose help and support they can count on.”

In addition to the network of business partnerships referred to above, Pelion family companies cooperate with an number of suppliers and subcontractors which provide services to the companies and supply them with products, feedstocks and materials required for effective operation. Pelion's decisions as to the choice of suppliers are based exclusively on merit, taking into account such elements as the reliability, reputation, economic standing, as well as the quality and competitiveness of a given supplier's offering. If necessary, Pelion employees may be required to present fair and objective criteria based on which any specific company was chosen as a trading partner or the scope of business with that company. Pelion employees never, whether directly or indirectly, participate in any acts of corruption, no matter what are the prevailing practices or habits accepted in any specific market.

In 2016, there were no confirmed cases of corruption at Pelion family companies. No legal steps were taken against the Company on account of any anti-competitive behaviour or monopolistic practices. No financial penalties or other non-financial sanctions were imposed on the Company due to any legal or regulatory non-compliance.

We protect the environment

Pelion family companies' environmental impact is negligible and is mainly related to the consumption of electricity, heat, water, office supplies, fuels, etc. Such environmental impact is typical of office activities as well as storage activities, which involve in particular the need to keep pharmaceuticals under the right temperature, and the impact of pharmaceutical transport logistics. Potential environmental hazards which might follow, for instance, from unauthorised access by third parties to warehouses, production lines or laboratories should also be borne in mind. Due to the nature of Pelion's business, particular attention should be paid to waste management, including especially the disposal of expired medicines.

In 2012, Pelion adopted an environmental policy which defined its subsidiaries' environmental impacts, obliged them to pursue pro-environmental initiatives, and encouraged them to implement individual and proprietary projects in this area. Its key environmental policy objectives involve a precautionary approach to the natural environment, initiatives to promote environmental responsibility, as well as use and promotion of environmentally friendly technologies. Environmental issues were also addressed in Pelion's Code of Ethics approved in 2013, which requires employees to:

  • ensure efficient management of energy, water, paper and other consumables used at their workplace,
  • actively seek new ways to optimise logistics processes and organisational solutions to improve the efficiency of energy and raw materials used and reduce the amount and nuisance of generated waste and pollutants,
  • segregate waste at the workplace and take part in recycling collections,
  • use the corporate car fleet economically, using ecodriving techniques.

Employees are required to promptly notify their superiors of any identified or potential threats to the environment and any instances of non-compliance with environmental protection regulations.

For years now, ideas, implementations, and environmental initiatives have been comprehensively managed and pursued at the Pelion family as part of the Eco Project. They are aimed at ensuring:

  • compliance with environmental laws and other similar requirements applicable to the Company's operations;
  • mitigation of adverse environmental impacts through sustainable consumption of electricity, heat, and natural resources, paper in particular;
  • sustainable and environmentally safe waste management through sorting, setting aside and transfer of waste for recycling or disposal;
  • promotion of sustainable attitudes and environmentally friendly conduct among employees and stakeholders;
  • continuous improvement of industrial processes and implementation of new technical and organisational solutions to reduce adverse environmental impacts.

The Eco Team was established as part of the Eco Project, consisting of representatives of different Pelion family companies. Members of the team organise environmental awareness projects (including the preparation of an ecodriving manual), encouraging all employees to 'go green'. The Eco Team initiates and executes most of the Company's environmental protection projects, such as the collection of waste paper, spent toner cartridges, or bottle caps. Such initiatives, the proceeds from which go to charities, are supported by the DOZ Fundacja dbam o zdrowie Foundation.

Compliance

In 2016, no financial fines or non-financial sanctions for non-compliance with environmental protection regulations were imposed on Pelion. Similarly, no incidents with an adverse environmental impact were recorded.

Waste management

The first principle of waste management should be minimising waste production, be it at home or at work. The second one is to reuse those materials and consumables which can be reused. That is why employees are encouraged to minimise the use of, for example, office supplies and to be active in their selective collection. This is quite often fairly simple and can be done at any workplace – the point is to encourage every employee to make the most economical use of office materials at their workplace by, for instance, reusing binders, envelopes, folders, or even using the blank side of printed paper as a rough-copy book. Another step is proper waste segregation. Last year saw reduced consumption of paper and increased recovery of recyclable materials (sorted waste), as presented in the tables below:

Consumption of paper
unit of measurement 2015 2016
paper ream 117,716 104,800
Total weight of selected waste
unit of measurement 2015 2016
plastics Mg 110,46 119,84
paper and cardboard Mg 476,73 636,36

Procedures and processes for, inter alia, management of stocks of medicines at warehouses, were implemented to ensure optimum stock management and minimise the volumes of products whose expiry date is imminent (see "Medicinal product management").

The rational use of materials and feedstocks as well as optimisation of inventory levels help reduce the volume of waste produced, which translates both into environmental and financial savings. Lower waste volumes mean lower costs of their disposal, lower consumption and, consequently, lower expenditure on their purchase.

Even if we succeed in reducing the volume, waste is and will continue to be generated. That is why proper waste management is critical. Pelion family companies manage waste in a sustainable manner, in accordance with applicable laws. All waste, including hazardous waste, is collected by licensed waste collection companies, under agreements executed with those companies.

At Natura beauty stores, 2016 saw the continuation of the efforts initiated in 2015, aimed at implementing an integrated waste management system. In February 2016, an integrated waste management system was implemented at Natura beauty stores to handle the waste they generate. For the purposes of selective waste collection, each beauty store has been fitted with containers for selective waste storage, including containers for used electric and electronic equipment or hazardous waste, and with general-access containers for used batteries, available for all Customers. At every retail outlet a poster is displayed with information on selective waste collection together with the addresses of the nearest locations where waste can be disposed of. All waste generated at the beauty stores is handed over to the Nature Distribution Centre in Błonie, where − in compliance with the relevant permit − it is collected, sorted and transferrd for disposal. Some of the selectively collected waste (cardboard, plastic film, scrap metal) is resold by Natura to a waste disposal company, which translates into a marked reduction of waste management costs.

In 2016, waste collected at Natura beauty stores included:

  • 540 kg of used batteries
  • 295 tonnes of cardboard and paper packaging
  • 91 tonnes of mixed packaging waste
  • 13 tonnes of plastic packing

Having regard to the protection of trade secrets and data security, including protection of personal data, special procedures were implemented to protect sensitive data, contained for instance in unneeded documents. Such documents are handed over to licensed companies which, after safe disposal of those documents, reuse the recovered material.

Waste as an idea for helping

As part of Pelion's Eco Project, the employees are encouraged to indirectly help others in a very simple way

Waste as an idea for helping

As part of Pelion's Eco Project, the employees are encouraged to indirectly help others in a very simple way − by bringing spent toner cartridges, waste paper, bottle caps, or used batteries. In this way, waste is reused and no toxic substances contained in, for instance, toner cartridges or batteries leak into the environment. The following initiatives were carried out in 2016:

  • 'Medication for Toners' − a project which combines environmental protection with community engagement, and integrates employees around shared CSR objectives. Employees of our companies collect spent toner cartridges, which are then handed over as dangerous waste to a licensed collection and disposal operator. The proceeds are transferred to the account of the DOZ Fundacja dbam o zdrowie Foundation.
  • Waste paper collection – the initiative is supported by Pharmapoint and the DOZ Fundacja dbam o zdrowie Foundation. Waste paper can be deposited in a special container all year round. Funds from the sale of waste paper are also transferred to the Foundation.
  • 'Caps to Bags' – the goal of the campaign is to support local communities partnering with the DOZ Fundacja dbam o zdrowie Foundation. In Łódź, collected caps are transferred to the Children's Hospice in Łódź, the Single Mother Shelter in Łódź, the Hospice Foundation of Gdańsk, and the Wrocław Hospice. In 2016, around 200 kg of bottle caps were collected by employees and handed over to the beneficiary institutions.

Medicinal product management

A special category of waste is medical waste, including expired drugs. Formally, they are classified as hazardous waste and their improper disposal may pose a threat to the environment and human life. They require special attention as they can cause ground or groundwater contamination and, if consumed by people or animals, may have dire consequences. Expired drugs cannot be thrown out with domestic refuse or left at landfills. This is equally important for wholesalers, retailers and Patients.

That is why it is so important to ensure that the supply chain provides for safe disposal of recalled and expired drugs by licensed companies. Special attention is paid to the disposal of controlled drugs (e.g. psychotropic drugs), which are incinerated. This prevents their uncontrolled leakage into the environment or use by third parties (e.g. for intoxication).

Wholesalers carry out detailed monitoring of their stocks checking their expiry dates and looking for damaged packaging. Products expiring in six months or less are checked for the possibility of their return to the supplier, exchange or sale. In addition, every month all items are checked for expiry and damage in order to make sure whether some of them need not be returned to the supplier, exchanged or disposed of. The procedure of handling damaged, expired or soon to be expired drugs is specified in an internal instruction. Wholesalers dispose of drugs in accordance with the Quality System Instruction related to product disposal.

As part of its cooperation with pharmacies, Polska Grupa Farmaceutyczna S.A. supports their operations and helps collect drugs for disposal. Under relevant agreements, expired drugs are collected from pharmacies by a company specialising in drug disposal. This option is available to all pharmacies that have joined the Healthy Choice programme. 2016 saw 1,147 collections of expired drugs for disposal.

Total weight of medical waste
unit of measurement 2015 2016
medical waste, including cosmetics and samples Mg 48.71 79.04
(the reported data covers all the companies operating in three business lines, including Natura beauty stores; the data covers the Polish companies, excluding the Lithuanian companies)

“Proper management and disposal of expired medicines is one of the many environmental problems that may be referred to as niche issues.

Maria Andrzejewska Director of the UNEP/GRID-Warsaw Centre

Maria Andrzejewska, Director of the UNEP/GRID-Warsaw Centre

“Proper management and disposal of expired medicines is one of the many environmental problems that may be referred to as niche issues. It is relatively little discussed and, consequently, public awareness of the issue is insufficient. I get the impression that if we can speak of raising awareness at all, it is only thanks to the activities of selected pharmacies which inform their customers about the possibility to leave there expired medicines free of charge. Similar initiatives are from time to time organised also by communes and municipalities. It is difficult to estimate the volume of drugs which ends up in municipal landfills, although pharmaceuticals are formally classified as hazardous waste. We do not know what happens later with the toxic substances that leach into water and soil, how they affect microorganisms and a local biosphere. We are also not able to say whether and how much of it is ingested by animals. We can, however, imagine the dangerous situations such drugs may lead to when, for instance, end up in the hands of children. Therefore, it is essential that players in the healthcare market engage in raising public awareness.”

Packaging waste

When launching new proprietary brands, the Pelion family seeks to use environmentally-friendly packaging The case in point here is, for instance, DOZ Product packaging, some of which is made of cardboard and may be recycled. With respect to other packaging plastics, the Company is strongly committed to using biodegradable ones. For example, DOZ Zielnik products are sold in bags made of a fully biodegradable material.

Responsible property management

Pelion family companies continuously strive to optimise their performance, including the environmental dimension. As a rule, environmental savings produce long-term cost savings. For the good of both the natural environment and investors, we take steps to permanently reduce the consumption of individual energy carriers (electricity, heat, natural gas, fuel oil, etc.).

As far as demand for electricity is concerned, one of the criteria in purchasing electric and electronic equipment is energy intensity, which translates into energy consumption. Light sources at individual buildings are gradually replaced with modern and more efficient ones. Both at renovated and new buildings, motion detectors and automatic light switches are installed. The investment project department and the Group's building manager ensure that thermal efficiency of buildings is taken into account at the stage of their design or renovation. In new office and storage buildings, advanced and efficient heating, ventilation and cooling systems are used.

Social investments, such as educating employees on the importance of energy saving, are as important as capital investments. For instance, advice promoting environmentally friendly conduct and attitudes is published in the in-house magazine for employees and displayed on the Electronic Notice Board. Energy consumption, including energy derived from combustion of primary fuels, is presented in the tables below:

Consumption of energy from primary sources (fuel combustion) – excluding the vehicle fleet

Total consumption of energy from non-renewable sources (GJ) Companies based in Poland and Lithuania
unit of measurement 2015 2016
Natural gas GJ 27,943.21 * 31,449.68
Fuel oil GJ 100.80 32.40
Total GJ 28,044.01 31,482.08
* 2015 data on energy consumption has been adjusted (i.e. some of the gas consumed was originally disclosed as heat consumption) (Poland and Lithuania)
Total energy consumption: electricity and heat (GJ). Companies based in Poland and Lithuania
unit of measurement 2015 2016
Electricity GJ 131,885.44 107,038.02
Heat GJ 7,244.89 * 7,812.00
Total GJ 139,130.33 114,850.02
* *2015 data on energy consumption has been adjusted (i.e. some of the gas consumed was originally disclosed as heat consumption) (Poland and Lithuania)

Water consumption at individual facilities is monitored on a 24/7 basis, which allows us to use it in a sustainable manner and quickly respond to any irregularities. In order to permanently reduce unnecessary water consumption, faucet aerators and dual-flush toilets are installed at lavatories. Additionally, stickers next to washbasins and sinks encourage employees to save water.

Water consumption
unit of measurement 2015 2016
Companies based in Poland m3 92,185.00 104,411.38
Companies based in Lithuania m3 17,655.05 15,229.27
Total m3 109,840.05 119,640.65

Transport

The table below presents fuel consumption by Pelion-owned vehicle fleet:

Fuel consumption by vehicle fleet
unit of measurement 2015 2016
Diesel oil GJ 23,093.03* 19,583.98
Petrol GJ 3,140.80* 3,130.75
Total GJ 26,233.83 22,714.73

*Data adjusted following converter alignment. (based on fuel cards)

Pelion employees are encouraged to take measures enhancing fuel economy, including:

  • using teleconferencing and videoconferencing solutions,
  • carpooling,
  • commuting by bike (bicycle racks provided),
  • eco-driving (guidance available in a dedicated manual).

Best PracticesIn 2016, on World Car Free Day, employees who biked to work were given free safety reflectors increasing their visibility in traffic. In the Responsible Business Forum's ‘Responsible Business in Poland 2016’ report, experts recognised the initiative as a good and exemplary business practice.

It should also be noted that the above measures and practices reduce the environmental footprint caused not only by our corporate vehicle fleet, but also by employees' private vehicles, whose fuel consumption and resultant emissions are not covered by this Report.

When discussing emissions of air pollutants from transport, it is important to consider both their volume and purity. The former is a function of fuel consumption, the latter of compliance with specific vehicle exhaust emission standards. As Polish towns and cities are increasingly affected by smog, emissions are becoming a key issue to tackle. One of the root causes of smog is transport and, particularly, particulate matter emitted by worn-out old generation Diesel engines. Pelion companies are continuing to follow a policy of gradually replacing their vehicle fleet, first eliminating the oldest vehicles which comply only with the less stringent EURO3 and EURO4 emission standards. New cars entering into service must conform to EURO6 requirements.

Vehicle fleet's fuel consumption by compliance with European emission standards (EURO standards)
2015 2016
EURO 6 (effective since 2014) 3.22% 13.89%
EURO 5 (came into effect in 2009) 73.75% 75.59%
EURO 4 (came into effect in 2006) 22.75% 13.23%
EURO 3 (came into effect in 2000) 0.29% 0.29%

Logistics services, including in the area of warehousing and distribution, are provided to Pelion Group companies by Pharmalink Sp. z o.o., which also provides its services to external customers. The company also provides its services to external customers through cooperation with transport companies operating specialised vehicle fleets compliant with the Euro 4 and Euro 5 standards. To work with Pelion, a transport company must offer a fleet which is not more than five years old, besides meeting other conditions. This policy ensures that transport services are provided to Pelion without using worn-out vehicles with poor exhaust emission parameters and, given their condition, likely to pose an increased risk to people and the environment alike (e.g. due to potential leaks).

Energy intensity and climatic footprint

Total energy consumption and energy efficiency (energy intensity)
unit of measurement 2015 2016 2016/2015
Electricity GJ 131,885.44 107,038.02 -18.8%
Heat GJ 7,244.89 7,812.00 7.8%
Natural gas GJ 27,943.21 31,449.68 12.5%
Fuel oil GJ 100.80 32.40 -67.9%
Petrol GJ 3,140.80 3,130.75 -0.3%
Diesel oil GJ 23,093.03 19,583.98 -15.2%
Total GJ 193,408.17 169,046.83 -12.6%
Revenue (PLNm) PLNm 8,457.8 9,178.0 8.5%
Energy efficiency GJ / PLNm 22.87 18.42 -19.5%

2016 saw a material (i.e. 12.6%) reduction in energy consumption, resulting mainly from a decrease of 18.8% and 15.2% in electricity and fuel oil consumption respectively. Despite increased heat and natural gas consumption in parallel with higher revenue, energy efficiency was enhanced significantly (reduction of 19.5% in relative energy consumption per unit of revenue).

The Pelion family estimates greenhouse gas emissions from its operations (climatic footprint ) in accordance with primary fuel consumption (Scope 1) and purchased electricity consumption (Scope 2) data.

The following table presents greenhouse gas emission data for the last two years.

Estimated climate footprint, emission rates
unit of measurement 2015 2016
Electricity tonnes 24,129.64 19,583.50
Natural gas tonnes 1,567.61 1,764.33
Fuel oil tonnes 7.47 2.40
Petrol tonnes 232.73 231.99
Diesel oil tonnes 1,711.19 1,451.17
Total tonnes 27,648.65 23,033.39
Revenue (PLNm) PLNm 8,457.8 9,178.0
Energy efficiency tonnes / PLNm 3.27 2.51

2016 saw a clear decrease in emission rates resulting from reduced energy intensity of our operations.

We help preserve traditions of the pharmacy profession

We care for the pharmacy profession

A future-oriented business, Pelion always seeks solutions enhancing protection of human life and health as principal values. It is, however, difficult, if not impossible, to consider and discuss the future without drawing on the legacy and values which the pharmacy ethos is founded on. As a market leader, Pelion is committed to upholding the best traditions of the pharmacy profession in Poland.

For years now, it has been the patron of two pharmacy museums, one located in Łódź and the other in Lublin. It also supports historical pharmacies and publishes monographs on Poland's oldest drug stores. Each such publication is an extensive source of historical information on the pharmacy and its town, the lives of its successive owners and regional pharmacy traditions.

The museums under Pelion's patronage are located in buildings of historical value, which once housed pharmacies. Both of them boast collections of unique furniture, utensils and books. They are educational and scientific facilities, as well as venues for exhibitions devoted to pharmacy and its history. The Professor Jan Muszyński Pharmacy Museum of Łódź (muzeumfarmacji.eu) offers its visitors a unique opportunity to experience the forgotten, yet absolutely fascinating, atmosphere of meticulously reconstructed 19th c. pharmacy interior. Its collection comprises fin-de-siècle furniture, vessels, utensils, books, magazines, and pharmacopoeias. Visitors can also see a herbs room with authentic historical herb processing machinery and storage equipment. The crown jewel in the collection is the 1613 Herbarium of Simon Syrenius, containing descriptions of more than 750 medicinal plants (property of the Medical University of Łódź). The sustained interest in the Museum was confirmed by the large number of visitors during the International Night of Museums, a project in which the Łódź Museum has participated since 2008. For this special event, the Museum, with the support of volunteers, including Pelion employees, prepares additional attractions. Other contributors include students from the Young Pharmacy Club of the Medical University of Łódź, who do special demonstrations, e.g. showing visitors how pharmacists prepare ointments and creams.

As part of its efforts to cultivate the history of Polish pharmacy, the Company has also become a patron of historical pharmacies, including the oldest one in Zamość.

Our museum does not only display tools, equipment and books that have not been used for years; today, we have much better ones, which our predecessor couldn’t even dream of.

Jakub Kossowski Director of the Professor Jan Muszyński Pharmacy Museum of Łódź

Jakub Kossowski – Director of the Professor Jan Muszyński Pharmacy Museum of Łódź

“Our museum does not only display tools, equipment and books that have not been used for years; today, we have much better ones, which our predecessor couldn’t even dream of. But the exquisite interiors of the 19th-century pharmacies not only reflect the beauty of furniture and other equipment, but also the beauty of something that is difficult to capture – the spirit of pharmacy, a certain ethos of the profession. This is exactly what I hope we preserve, apart from the memory of how pharmacies used to operate and how drugs used to be made. Drug-making was once a craft, and not a mere production activity. Just as pharmacy is a mission, and not only a profession.”