2016 Integrated Report
2016 Integrated Report
The content of this Report was defined based on the results of a dialogue process conducted (in compliance with AA1000 SES standard) towards the end of 2015, still for the purposes of the previous report. As part of the dialogue process, all employees were asked to fill in an online questionnaire. External stakeholders participated in workshops primarily designed to define optimum content of this Report and to assess Pelion's previous integrated reports. During the dialogue session, to which 24 representatives of various groups (including pharmacists, representatives of organisations engaged in the promotion of CSR and corporate foundations, social benefit NGOs, business partners, including banks, patient organisations, trade bodies, firms researching the pharmaceutical market and the Polish Association of Stock Exchange Issuers) were invited, 57 expectations and suggestions were expressed. All of them have had an effect on this Report, in which we endeavour to respond as best as possible to the expectations of our environment. The process of final content definition ended with a validation workshop with management staff, which was attended by 20 managers responsible for all key areas of the company's operations. The workshop dealt with all proposals and expectations raised during the stakeholder session and in the questionnaire for staff, yielding the most relevant topics to be included in this Report. For the identified topics, a list of material aspects and corresponding GRI G4 indicators was drawn up. Since 2015, there have been no material organisational changes (including any business profile changes) which could affect the Group's social and environmental impact. Also the stakeholder map used in preparing the previous report was found up-to-date for the purposes of this Report. Thanks to this approach, it was possible to define the content of this Report in compliance with the principles of materiality, completeness, stakeholder inclusiveness, and the context of sustainable development. The way of data collection, analysis and disclosure in this Report was also designed to maintain utmost care necessary to adhere to the principles of balance, comparability, accuracy, timeliness, reliability, and clarity.
The analysis of key responsibility areas directly translated into the definition of the scope of this Report, that is into the definition of indicators which should be presented herein. The following areas were considered of key importance:
| Evaluation | Area | Impact aspects | Materiality* |
|---|---|---|---|
| VERY MATERIAL | Market, customers, services | Reference to overall market (value, growth rate, Pelion’s position) | |
| Market, customers, services | Ensuring secure distribution of pharmaceuticals and medical products | ||
| Market, customers, services | Ensuring professional, specialised transport and warehousing services | ||
| Market, customers, services | Ensuring timely, complete and accurate deliveries in all segments | ||
| Market, customers, services | Ensuring product availability to patients across Poland, distribution of life-saving drugs | PGF, DOZ | |
| Market, customers, services | Development of e-commerce | ||
| Market, customers, services | Investment projects and innovation | ||
| Market, customers, services | Expansion, development of retal chains (e.g. DOZ pharmacies, Natura beauty stores) and business lines | ||
| Market, customers, services | High standards in investor relations, availability and clarity of information relevant to customers and business partners | ||
| Inside the organisation | Staff training and advancement opportunities, staff evaluation (including talent development initiatives, incentive schemes) | ||
| Inside the organisation | Ensuring suitably qualified staff to accommodate current and future business needs (e.g. through training placements and internships) | ||
| Inside the organisation | Ethics in internal and external relations | ||
| MATERIAL | Market, customers, services | Digitisation and centralisation of all distribution and logistics areas | |
| Market, customers, services | Adaptation of pharmacies and beauty stores to the needs of vulnerable customers (e.g. the disabled) | DOZ, NATURA | |
| Market, customers, services | Pharmacy advertising and legal regime | DOZ | |
| Market, customers, services | Compliance with laws and regulations regarding distribution and sale of pharmaceuticals | ||
| Market, customers, services | Information about relations with suppliers (including manufacturers) and customers: wholesalers, pharmacies and hospitals | ||
| Market, customers, services | Crisis prevention | ||
| Inside the organisation | Key information about employment (HR strategy, headcount, staff turnover, etc.) | ||
| Inside the organisation | Benefits and health promotion initiatives for staff | ||
| Inside the organisation | Forms of dialogue with employees | ||
| Inside the organisation | Value-based organisational culture | ||
| CSR initiatives | Initiatives designed to popularise medicine, pharmacy and disease prevention | DOZ, PGF, URTICA | |
| CSR initiatives | Activities of DOZ Dbam o Zdrowie Foundation, spending incurred by the Foundation | ||
| CSR initiatives | Social campaigns and projects run by companies, employee volunteering | ||
| CSR initiatives | Evaluation of social activities and demonstration of outcomes | ||
| Natural environment | Promotion of safe disposal of unwanted/unused/expired drugs and medical substances (e.g. through patient education) | DOZ, PGF | |
| Natural environment | Environmental impacts of transport services and mitigation measures | PHARMALINK | |
| Natural environment | Measures taken by the company to reduce water and power consumption |
No limitations were found in the report regarding material aspects of the organisation’s social and environmental impacts, taking into account outside entities