Baxter Corporation 2011 Sustainability Priorities Digest

Transcription

Baxter Corporation
2011 Sustainability
Priorities Digest
Company Profile
CONTENTS
OUR PEOPLE
Safe and Healthy Workplace
7
Inclusive and Diverse Workplace
8
Ethical Conduct and Legal Compliance
9
OUR OPERATIONS AND PRODUCTS
Sustainable Supply Chain
11
Carbon Footprint
12
Natural Resource Use
16
Product Stewardship
19
OUR WORLD
Access to Healthcare
23
Commitment to Education
29
Learn more about Baxter’s international operations
at www.baxter.com or about Baxter Corporation in
Canada at www.baxter.ca.
As a subsidiary of Baxter International Inc., Baxter Corporation manufactures and markets products that
save and sustain the lives of people with hemophilia, immune disorders, infectious diseases, kidney
disease, trauma and other chronic and acute medical conditions. As a global, diversified healthcare
company, Baxter applies a unique combination of expertise in medical devices, pharmaceuticals and
biotechnology to create products that advance patient care worldwide. These products are used by
hospitals, kidney dialysis centres, nursing homes, rehabilitation centres, doctors’ offices, clinical and
medical research laboratories, and by patients at home under physician supervision.
Approximately 1,000 Baxter Canada employees work to make a meaningful difference in the lives of
patients from its Canadian facilities.
BAXTER OPERATES IN TWO BUSINESS SEGMENTS:
BIOSCIENCE
This business develops recombinant and plasma-based
proteins to treat hemophilia and other bleeding disorders;
plasma-based therapies to treat immune deficiencies,
burns and shock, and other blood-related conditions;
products for regenerative medicine, such as proteins used
to promote hemostasis and wound-sealing in surgery; and
selected vaccines.
MEDICAL PRODUCTS
This business manufactures products used in the delivery
of fluids and drugs to patients. These include intravenous
(IV) solutions and administration sets, premixed drugs and
drug-reconstitution systems, pre-filled vials and syringes for
injectable drugs, IV nutrition products, infusion pumps and
inhalation anesthetics. The business is also a leader in homebased renal therapies, such as peritoneal dialysis, and offers
other products and services for people with end-stage
kidney disease.
BAXTER CORPORATION 2011 SUSTAINABILITY PRIORITIES DIGEST
Welcome
This year at Baxter, we are proud to celebrate our milestone 75th anniversary in
Canada and sustained presence as a partner to Canadian healthcare.
In 1937, Baxter expanded into Canada as the company’s first international location
outside the United States. From a rented building in Toronto, Ontario, seven
people turned out the first line of products for Baxter Corporation – intravenous
solutions in glass containers.
Since these beginnings, we have grown to over 1,000 employees across Canada
and are part of a global diversified healthcare company with a rich history of
medical firsts. Baxter has continuously been at the forefront of global healthcare
advances and has grown into one of the most innovative companies in the healthcare industry.
Baxter products are infused, injected or inhaled more than six million times a day worldwide. Patients with hemophilia,
end-stage kidney disease, immune disorders and a range of other diseases depend on Baxter products. This creates a
common purpose for Baxter employees and underlies our sustainability commitment to create lasting social, environmental
and economic value for our many stakeholders.
Baxter Corporation’s fourth annual Sustainability Priorities Digest highlights Baxter’s Canadian contributions toward the
achievement of our global sustainability priorities for Our People, Our Operations and Products, and Our World. These
include efforts to drive a greener supply chain and reductions in energy and water use, supporting our local and global
communities, as well as partnerships and investments in critical research to advance access to therapies and
health outcomes.
This digest also complements our 13th annual Baxter International Inc. Sustainability Report, which provides comprehensive
detail on the company’s global progress and performance. You can access this online report at sustainability.baxter.com.
We recognize that sustainability is not about yesterday’s achievements and Baxter’s annual global sustainability reporting
process helps guide our ongoing efforts to make Baxter a great company and partner of choice in healthcare.
As we look to our future, we remain committed to engaging with our customers, communities, government and other
partners to help advance enhanced sustainability in care, sustainability in our communities and a healthier world.
BAXTER CANADA 2011 SUSTAINABILITY HIGHLIGHTS
Opened new Canadian head office designed and built to
Leadership in Energy and Environmental Design (LEED®)
specifications and featuring green-building design elements
such as advanced lighting controls, rainwater harvesting,
permeable paving and other innovations in water and
energy conservation.
Reduced water use in Alliston manufacturing by a further 8%,
helping Baxter surpass its 2015 goal to reduce water usage by
35% from its 2005 baseline.
Received carbon reduction certification from The Carbon
Trust Footprinting Certification Company for Baxter’s XENIUM+
dialyzer for hemodialysis. Free of bisphenol-A, Xenium+
is the first kidney care product in the world to achieve
this certification.
Broadened waste reduction and management initiatives,
diverting more than 1,500,000 pounds of packaging from
landfills and over 92% of non-hazardous waste into recycling,
and preventing the release of over 100 metric tonnes of
carbon dioxide through pallet recovery.
Awarded the Canada Awards for Excellence 2011 Silver Award
for Excellence, Innovation and Wellness by National Quality
Institute, an annual award to recognize business excellence in
quality, customer service and a healthy workplace.
Received for the second consecutive year the “Proof Not
Promises” Award from General Electric’s Water & Process
Technologies, which commends companies for striking a
balance between today’s environmental challenges and
industrial demands, and for significantly improving industrial
operational performance.
Supporting innovation, critical research and enhanced
healthcare access with almost $2.5 million in giving
from Baxter’s Canadian businesses, and through industry
partnerships and collaborations seeking to improve the
access, quality and cost-effectiveness of healthcare.
Contributing almost 6,000 employee volunteer hours in
communities across Canada through Baxter’s Global Service
Project and becoming the second highest contributing volunteer
group to Health Partners International Canada.
MI C H AE L O L I V E R
G E N E R A L M A N A G E R , B AXT ER CORPORAT ION
3
Sustainability at Baxter
Baxter Sustainability Priorities and Goals
Baxter’s commitment to sustainability complements the company’s mission to save and sustain lives by
creating lasting social, environmental and economic value for all stakeholders.
While Baxter’s efforts cover a wide range of areas, the company recognizes the importance of having clear
priorities to focus its efforts globally and direct its initiatives. The company has nine sustainability priorities
with corresponding goals, divided into three categories: Our People, Our Operations and Products, and Our
World. These priorities reflect the sustainability issues that are most material to Baxter and areas where the
company is uniquely positioned to have a positive impact. Baxter’s longer-term performance goals (detailed
in the chart to the right) demonstrate the company’s commitment, motivate continual improvement and help
assess performance.
Baxter’s executive-level Sustainability Steering Committee leads the company’s efforts to integrate
sustainability into its activities globally and long-term strategic planning. Members of the committee
sponsor Baxter’s sustainability priorities and are accountable for achieving progress to the company’s 2015
goals. The committee meets quarterly with staff to review progress, discuss how to address performance
gaps and consider new sustainability initiatives.
Baxter is proud to be recognized by or affiliated with many sustainability-related organizations and programs.
Baxter has been named to the Dow Jones Sustainability Index for the 14th straight year and the Medical
Products Leader for the 11th time. Baxter also was again named one of the Global 100 Most Sustainable
Corporations; to the 100 Best Corporate Citizens list by Corporate Responsibility magazine, and to Fortune
magazine’s list of the World’s Most Admired Companies. In addition, Baxter has also ranked first ranked first
among healthcare companies in the United States in Newsweek magazine’s annual “Green Rankings” since
the list’s inception in 2009.
In 2011, Baxter Corporation was awarded the Canada Awards for Excellence 2011 Silver Award for
Excellence, Innovation and Wellness; achieved NQI PEP Level III Quality and Healthy Workplace (Private
Sector) certification from National Quality Institute; and was named among the list of Canada’s “Green 30”
published in MacLeans magazine. Baxter Corporation was also recognized with a 2011 “Proof Not
Promises” Award from General Electric’s Power and Water and Water and Process Technologies Division,
and by the Canadian Industry Program for Energy Conservation (CIPEC) in Natural Resources Canada as
a CIPEC Leader.
4
Newsweek 2012 Green Rankings Logo, ©2012
Newsweek/The Daily Beast Company LLC.
Used by permission. For more information, visit
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PRIORITIES
2 0 1 5 G O A L S ( U N L E S S S TAT E D O T H E R W I S E )
Our People
BAXTER WILL PROMOTE A SAFE AND HEALTHY WORKPLACE
• Implement best-in-class programs designed to protect the safety and improve the health of employees that result in performance
in the top three of industry peers.
BAXTER WILL PROMOTE AN INCLUSIVE AND DIVERSE
WORKPLACE
• Create and sustain an inclusive culture where diverse ideas, backgrounds, experiences and perspectives are respected and valued.
BAXTER WILL PROMOTE ETHICAL CONDUCT AND LEGAL
COMPLIANCE
• Continue to champion internal and industrywide ethical sales and marketing practices by:
 Implementing Baxter's enhanced U.S. Healthcare Compliance Program and International Anticorruption Program within the company; and
 Working with U.S. and international trade associations, non-governmental organizations and governments to harmonize and enforce
standards on financial interactions with healthcare providers that allow for appropriate education, research and dialogue on products
and services and discourage improper incentives.
Our Operations and Products
BAXTER WILL DRIVE A SUSTAINABLE SUPPLY CHAIN
• Reduce Baxter’s U.S. car fleet greenhouse gas emissions per kilometer by 20% from 2007 baseline.
• Incorporate sustainable principles into Baxter’s purchasing program with select 100 suppliers.
BAXTER WILL DRIVE REDUCTIONS IN ITS CARBON
FOOTPRINT
• Reduce greenhouse gas emissions 45% indexed to revenue from 2005 baseline.
• Increase facility energy usage of renewable power to 20% (of total).
BAXTER WILL DRIVE REDUCTIONS IN ITS NATURAL
RESOURCE USE
• Reduce energy usage 30% indexed to revenue from 2005 baseline.
• Reduce water usage 35% indexed to revenue from 2005 baseline. To help achieve this, by 2010 evaluate potentially vulnerable
watersheds associated with Baxter facilities and establish aggressive water conservation goals for high-risk areas.
• Implement two projects to help protect vulnerable watersheds or provide communities with enhanced access to clean water.
• Reduce total waste generation 30% indexed to revenue from 2005 baseline.
• Eliminate 5,000 metric tons of packaging material from products sent to customers from 2007 baseline.
BAXTER WILL DRIVE ENHANCED PRODUCT
STEWARDSHIP
• Further sustainable product design by identifying and minimizing life cycle impacts and proactively eliminating or minimizing known
substances of concern in new products and packaging as feasible.
• Identify new opportunities to replace, reduce and refine (3Rs) the use of animal testing.
Our World
BAXTER WILL STRENGTHEN ACCESS TO HEALTHCARE
THROUGH PRODUCT DEVELOPMENT AND STRATEGIC
PRODUCT DONATIONS
• Create a new business model to improve access to healthcare for the “base of the pyramid” (developing economies).
• Work with donor partners to develop and implement a strategic product donation plan beginning in 2010 that includes: being the
first on the scene following disasters and tragedies, contributing most needed products to stabilize supply, and contributing
most needed products in least developed and developing economies.
BAXTER WILL STRENGTHEN THE COMPANY’S COMMITMENT
TO EDUCATION, ESPECIALLY MATH AND SCIENCE
• Facilitate learning of math and science through biotechnology education for Chicago Public Schools teachers and students, and
partner with other educational organizations to provide similar opportunities in other locations.
5
Our People
Baxter’s approximately
48,500 employees worldwide
are essential to creating
products that save and
sustain lives. The company
is continually improving its
structures and programs to
provide a safe, healthy and
inclusive workplace and to
foster a culture that drives
integrity and innovation.
Reflecting the company’s commitment to a
safer healthcare environment, pharmacists
and technicians at Baxter’s CIVA Pharmacy
Services work to help improve the safety
and efficacy of medication preparation for
Canadian hospital pharmacies and healthcare
professionals by incorporating validated
quality processes and clean room technology
to prepare intravenous admixtures.
6
PRIORITY
BAXTER WILL PROMOTE A SAFE AND HEALTHY WORKPLACE
As a company focused on creating life-saving products and therapies, Baxter considers it a natural extension of its work to make a positive impact on the safety and
health of its employees and contractors. Baxter continually searches for ways to further decrease the potential for injury in the workplace by identifying and addressing
the main sources of incidents. The company demonstrates its commitment to employee wellness by offering health-awareness and enhancement programs.
PROGRESS
2015 GOAL
Implement best-in-class programs designed to protect the safety and improve the health of employees that result
in performance in the top three of industry peers.
EMPLOYEE SAFETY
Since 2008, Baxter has applied hazard identification and risk assessment to improve safety performance and enable
Baxter to understand the main causes of employee injury and illness and tailor programs to address them.
As part of a proactive commitment to a healthy workplace, safety excellence and shared accountability, employees
are actively engaged in incident-prevention initiatives, such as facility and departmental risk assessments, ergonomics
analyses, and preventive safety education and training. A team-based approach on task specific risk assessments are
conducted on new equipment, secondary containment and chemical compatibility, machine safeguarding, industrial
hygiene, wellness and ergonomics.
In 2011, risk assessments were completed across Baxter’s departments and facilities, including Baxter’s manufacturing
facility in Alliston, Ontario, and its Mississauga-based headquarters, Canadian Technical Services and CIVA
Pharmacy Services. Results are integrated into facility strategic planning processes and training.
HEALTH AND WELLNESS
A productive and healthy workforce is vital to Baxter’s ongoing success. Through its global employee health and
wellness program BeWell@Baxter, the company’s many health and wellness initiatives are aligned under a
comprehensive program that not only promotes work-related and personal health but also supports individual
accountability and engagement.
Initiatives include two major health promotion campaigns: the BeWell@Baxter Exercise Challenge to increase exercise
levels and “Healthy Eating Month” to support improved nutrition. Baxter also provides a Personal Wellness Profile, an
online tool that helps employees better understand how their lifestyle choices, family history and other factors impact
their health. Use of this tool by employees to set goals, create action plans and track their progress has steadily
increased. In 2011, 39% of Canadian employees used the tool, up from 33% in 2010, well surpassing the company’s
global target of 25%.
7
In 2011 Baxter achieved a significant safety milestone.
Baxter’s Alliston manufacturing facility achieved 1,000,000
hours without a lost time health and safety incident.
Baxter’s Alliston manufacturing facility also achieved a
51% decrease in the recordable injury rate: 5.33 in 2010
versus 1.86 in 2011, contributing to an overall decrease
of 65% since 2005. While experiencing decreases in
recordable case rates and cases with days lost rates,
globally the company saw an increase in days lost
rate. Baxter is focusing on risk assessments, incidentprevention initiatives and ergonomic strategies to improve
safety performance.
PRIORITY
BAXTER WILL PROMOTE AN INCLUSIVE AND DIVERSE WORKPLACE
Baxter believes that an inclusive culture and a diverse workforce can contribute to the success and sustainability of the company by driving
innovation and creating trusted relationships with employees, customers, suppliers and community partners. This thinking forms the foundation of
Baxter’s global inclusion and diversity strategy, which is directly linked to one of the company’s shared values – respect for individuals and the diverse
contributions of all.
PROGRESS
2015 GOAL
Create and sustain an inclusive culture where diverse ideas, backgrounds, experiences and perspectives are
respected and valued.
GLOBAL INCLUSION COUNCIL
Baxter’s Global Inclusion Council, which was established in 2008 and is composed of leaders from the
company’s businesses, regions and functions, provides thought leadership, guidance and support to enhance
Baxter’s progress toward an inclusive culture.
The Council’s charter is to:
•
Promote and advocate Baxter’s inclusion philosophy and initiatives
•
Identify issues and barriers in the workplace that could impact an inclusive culture
•
Recommend new ideas or initiatives to accelerate an inclusive culture
•
Identify opportunities to leverage existing initiatives across the company, and
•
Ensure inclusion initiatives align to Baxter’s business priorities.
In collaboration with the Global Inclusion Council, businesses, regions and functions globally have developed
local inclusion plans. These plans incorporate Baxter-wide opportunities, in addition to addressing their unique
inclusion priorities and requirements. This customized approach recognizes that there are unique needs in
different geographies. Baxter’s Canadian inclusion ambassador participates in the Global Inclusion Council and
works with Canadian leadership to cascade the global vision, initiatives and related targets into Canadian goals.
Among initiatives is Baxter’s Culture Survey, a bi-annual all-employee survey. Reflecting Baxter’s commitment to
an inclusive culture where diverse ideas, backgrounds, experiences and perspectives are valued and respected,
all employees are actively encouraged to provide feedback about what is going well and where the company
needs to make improvements. In 2011, 89% of Baxter’s employees worldwide, including 92% of Canadian
employees, participated, matching the 2009 response rate. In line with prior survey results, the company’s
dedication to quality products and customer focus remain the highest-scoring areas.
8
As of December 2011, women held 64% of all positions
within Baxter Corporation, slightly down from 2010
(66%). However, the number of women in executive level
positions increased from 46% to 48%.
PRIORITY
BAXTER WILL PROMOTE ETHICAL CONDUCT AND LEGAL COMPLIANCE
As a global healthcare company operating in more than 100 countries, Baxter is committed to adhering to the law and enhancing a culture of ethics and compliance.
Baxter supports this culture through policies that are clearly communicated and understood companywide, as well as a range of programs and activities to help
employees make good decisions about appropriate behaviours in the markets in which they operate.
Baxter Corporation Among Recipients of 2011
Canada Awards for Excellence
PROGRESS
2015 GOAL
Continue to champion internal and industrywide ethical sales and marketing practices by:
 Implementing Baxter’s enhanced U.S. Healthcare Compliance Program and International Anticorruption Program
within the company.
 Working with U.S. and international trade associations, non-governmental organizations and governments to harmonize and
enforce standards on financial interactions with healthcare providers that allow for appropriate education, research and dialogue
on products and services and discourage improper incentives.
CODE OF CONDUCT
Baxter’s Code of Conduct defines the core principles that govern employee behaviour at Baxter and how the company
conducts its business. The Code applies to Baxter’s board of directors, and all of its employees including the
company’s chief executive officer and other senior management. It builds on Baxter’s long-standing commitment to
leadership in ethical business practices, covering topics such as protection and use of company assets, accurate
recordkeeping, competitive and confidential information, sales and marketing practices, anticorruption, insider trading,
bioethics, conflicts of interest, gifts and trade compliance. The Code’s user-friendly format includes questions and
answers, decision guides and lists of additional resources available to employees to help maintain a culture of integrity
throughout Baxter.
Baxter’s Codes and Standards are designed for employees and also extend to the company’s relationships with
suppliers, healthcare practitioners, medical institutions and patient organizations.
Baxter also requires employees worldwide to take Web-based training on legal and regulatory compliance. In
2011, e-Learning courses covered areas such as product complaints, pharmacovigilance, adverse-event reporting
procedures, data privacy, trade compliance, the Foreign Corrupt Practices Act (FCPA), antitrust, intellectual property,
and Baxter’s ethics and compliance standards.
Also in 2011, Baxter continued its risk-based anticorruption education program with employees
who regularly interact with government officials and healthcare professionals including compliance
training on the company’s Healthcare Interactions Policy and training to reinforce sales and
marketing compliance with regulatory requirements.
9
Baxter Corporation was named among the 2011 recipients
of the prestigious Canada Awards for Excellence, with a
Silver Award for outstanding achievement in Excellence,
Innovation and Wellness. Presented annually by Excellence
Canada (formerly National Quality Institute), the Canada
Awards for Excellence is an annual awards program to
recognize business excellence in quality, customer service,
and a healthy workplace.
“For an organization to be
awarded the prestigious Silver
Award in Excellence, Innovation
and Wellness, they have to
be committed to continuous
improvement and excellence in
all the drivers of the comprehensive and holistic Canadian
Framework for Organizational Excellence. Baxter
Corporation has clearly demonstrated that it is not only
a ‘Quality’ organization, but also a Healthy Workplace®.
In short, they are truly an excellent company,” said Allan
Ebedes, President and CEO, Excellence Canada.
This award is based on Excellence Canada’s Progressive
Excellence Program® (PEP) for Quality and Healthy
Workplace®, which is a target-driven, incremental approach
to applying excellence criteria. To receive the Silver
recognition, organizations must be at the equivalent of PEP
Level 3. Baxter’s Alliston, Ontario manufacturing facility was
first recognized in 1996 with the National Quality Institute’s
Quality Award. Baxter Corporation has since achieved all
three levels of NQI Quality and Healthy Workplace PEP®
certification. Learn more: www.nqi.ca
Our Operations and Products
Environmental stewardship
has been central to Baxter for
more than three decades.
To continue to improve the
company’s environmental
performance, Baxter has
programs across the product
life cycle, from product
development and supplier
management to manufacturing,
transport and end-of-life.
Baxter invested $9.5 million to expand
production capacity in its Alliston manufacturing
facility in 2011. The largest single-year
investment in the facility’s history more
than doubles the area for mixing parenteral
solutions for Canadians with chronic and
complex illnesses and enables increased
automation to reduce repetitive motion for
employees. Alliston produces life-sustaining
intravenous (IV), nutritional, peritoneal dialysis
and hemodialysis solutions, 99% of which
are sold in Canada. It is the longest standing
parenteral solutions plant in Canada, and the
only Canadian manufacturer of peritoneal
dialysis solutions.
10
PRIORITY
BAXTER WILL DRIVE A SUSTAINABLE SUPPLY CHAIN
A significant amount of Baxter’s broader environmental impacts occur within its supply chain. Baxter concentrates its efforts on procuring raw materials
and other goods and services with reduced environmental impacts, minimizing transportation-related emissions, and promoting improved environmental
performance by its suppliers.
Baxter Annual Supplier Sustainability Survey Results
PROGRESS
% Sustainable*
2015 GOAL
Incorporate sustainable principles into Baxter’s purchasing program with select 100 suppliers.
Category
SUPPLIER REQUIREMENTS
Environmental/Sustainability Program
Baxter works with thousands of suppliers in more than 100 countries to secure the raw materials, components,
Example Criteria: Measures and reports
environmental information
services, goods and transportation capabilities required for the company’s operations worldwide. To improve the
Protection of Human Rights
environmental impacts of its purchasing, Baxter has begun embedding sustainability into its formal relationships
Example Criteria: Has a goal and programs
to prevent and reduce work-related injuries
with suppliers.
Since 2009, Baxter has incorporated 20 sustainability criteria into its purchasing procedures to provide its
procurement organization a framework to evaluate suppliers’ sustainability and environmental, health and safety (EHS)
initiatives. Incorporated in Baxter’s standard services agreement with suppliers is a requirement for suppliers to:
•
•
Reductions in Carbon Footprint
Reductions in Natural Resource Use
Describe the supplier’s sustainability efforts with goals and targets that focus on:
-
Reduction of hazardous materials in products and services, including packaging
Enhanced Product Stewardship
-
Providing a safe and healthful workplace for employees
-
Reducing waste sent to the environment
-
Incorporating an EHS management system into their operations
-
Greening the supply chain
-
Education or other volunteer efforts in communities
34%
30%
36%
N/A
88%
96%
46%
61%
60%
61%
55%
63%
24%
35%
46%
34%
44%
43%
Example Criteria: Uses a product
stewardship/life cycle approach
Percentage of Responding Suppliers
Considered "Sustainable" Overall
Describe the supplier’s efforts in:
Promoting a diverse and inclusive workplace
2010 2011
Example Criteria: Has a goal and program
to reduce greenhouse gas emissions
Example Criteria: Has a goal and activities
to reduce waste generation
-
2009
* Suppliers are considered sustainable in a category when they
respond positively (“yes” or “in progress”) to 90% of the questions
in that category. In 2011, Baxter changed the terminology of the
overall rating from “green” to “sustainable” to more accurately
reflect the criteria.
Baxter surveys 100 select suppliers annually to evaluate their performance against these criteria. The company uses
survey responses to learn more about suppliers’ sustainability programs and identify opportunities for best practice
sharing and collaboration designed to improve the performance of both Baxter and its suppliers.
11
PRIORITY
BAXTER WILL DRIVE REDUCTIONS IN ITS CARBON FOOTPRINT
To address the challenges of global warming and climate change, Baxter sets greenhouse gas emissions-reduction goals, implements emissions-reduction
programs, and seeks to reduce its total carbon footprint. Baxter’s multi-faceted, global approach to reduce GHG emissions from operations worldwide comprises many
strategies including energy conservation, energy-efficient technologies, renewable energy, new high-performance facilities and the use of carbon credits and offsets.
PROGRESS
SPOTLIGHT: DIRECT SHIPMENTS HELP BAXTER TAKE TRUCKS OFF ROAD
2015 GOAL
Reduce greenhouse gas emissions 45% indexed to revenue
from 2005 baseline
PRODUCT TRANSPORTATION
Baxter transports large amounts of raw materials and more than
100 million cases of finished products each year throughout
the company’s global supply chain. Baxter continually seeks
ways to reduce truck transport and associated fuel and carbon
emissions through innovative emissions reduction programs
including intermodal transport, optimized delivery schedules and
emission-friendly vehicles.
Different modes of transport - such as air, ocean, river barges,
trucks and rail - have varying levels of environmental impact.
This is largely because they use different amounts of fuel. Given
Baxter’s current product mix and global reach, intermodal
transport, which combines multiple modes for a single shipment,
offers the greatest opportunity for the company to save costs
and reduce GHG emissions related to product transportation.
Baxter has increased its use of intermodal transport since
2002 to shift toward more energy-efficient modes. Shipping
containers are moved from manufacturing plants by truck and
then transferred to more efficient and cost-effective rail or barge
transport for longer distances, and then shifted back to truck
for final delivery. This increases fuel efficiency per tonne of
product transported, decreases costs and reduces emissions.
By exploring different intermodal transport options in Canada in
2011, Baxter successfully decreased the number of deliveries
across the country by 5% and reduced its total distance for
cumulative deliveries by 11%.
In 2011, Baxter identified an opportunity to optimize shipments from its manufacturing facility in
Alliston, Ontario, to customers in western Canada that would help to reduce the company’s carbon
footprint while also still meeting customer requirements.
In Alliston, Ontario, Baxter manufactures life-sustaining intravenous, nutritional, peritoneal dialysis and
hemodialysis solutions - 99% of which are sold in Canada. Baxter’s Alliston facility is the longest
standing parenteral solutions plant in Canada and the only Canadian manufacturer of peritoneal
dialysis solutions.
To fill orders for these products from customers in Western Canada, Baxter would ship from Alliston
to its warehouse in Vaughan, Ontario, via truck, where product was offloaded and then shipped to
Calgary, Alberta, via rail, where it is again offloaded pending shipments to customers.
In 2011, Baxter worked with its suppliers to create a more direct shipment plan that starting in 2012
enables Baxter to eliminate shipments to Vaughan, and instead ship product direct to its Calgary
warehouse from Alliston via rail and with no cost penalty from 3PL suppliers.
As a result, Baxter anticipates over the course of its first year, eliminating more than 500 truck runs
and associated fuel consumption and gas emissions. Baxter has also identified further opportunities
for direct shipments and is working with its transport partners for implementation in 2012.
12
PRIORITY
SPOTLIGHT: OPTIMIZING HOME DELIVERIES
In Canada, Baxter provides home delivery of peritoneal dialysis (PD) supplies to thousands of patients across the
country to enable their ability to do life-sustaining dialysis therapy from the comfort of their home. This is a responsibility
that Baxter takes with great seriousness as patients are dependent on daily access to supplies to complete their dialysis.
In 2011, Baxter launched a program for home patients designed to help them better plan for their dialysis needs. With
almost 4,000 Canadian patients requiring ongoing and timely delivery of products, more accurate planning for PD
supply needs each month can help Baxter reduce the number of truck deliveries, and other transport modes needed
for remote deliveries, across Canada. Through this initiative, Baxter aims to reduce home patient orders and deliveries
in Canada by 5% in 2012.
During the last few years, Baxter has also implemented a number of other transport improvements to reduce fuel
consumption and gas emissions. These include:
•
Installing automatic engine shutdown to reduce idling time
•
Capping fleet speeds to between 90-93 km/hour
•
Flairings on trucks to reduce wind drag and increase fuel mileage
•
Eco-friendly engines that only use ultra-low sulphur fuel
•
Truck engines utilizing the latest generation electronics for fuel savings
•
Newer technologies to run heaters and coolers in truck cabs
•
Optimized trailer service schedules including tire re-treads and oil changes
In 2011, Baxter began replacing its fleet of trucks in Canada with newer, more efficient vehicles, which will continue
throughout 2012.
13
PRIORITY
PROGRESS
2015 GOAL
Increase facility energy usage of renewable power to 20% (of total).
BAXTER OFFICIALLY OPENS NEW CANADIAN HEADQUARTERS
NEW LEED-DESIGNED BUILDING FEATURES GREEN INNOVATIONS IN WATER AND ENERGY CONSERVATION
Green buildings provide many benefits that reduce environmental impact and operating expense while enhancing
employee productivity. Baxter has incorporated green-building design principles at several sites worldwide.
In 2011, Baxter Corporation opened its new Canadian head office building in Mississauga, Ontario, which was designed
and built to Leadership in Energy and Environmental Design (LEED®) specifications. The LEED building rating is a
voluntary, consensus-based national standard for developing high-performance, sustainable buildings.
Baxter’s new office building features a high standard of indoor environmental quality and efficient water and energy
conservation systems that enable use of renewable power including natural resources that are naturally replenished such
as sunlight, wind and rain.
In fall 2011, Baxter Canada was pleased to be joined by
Her Worship, Hazel McCallion, Mayor of Mississauga,
Ontario, as well as local community and business
partners to mark Waste Reduction Week with the official
opening of its newly built headquarters.
Through incorporation of green-building design principles, Baxter’s new office will:
•
Reduce energy demand with use of a solar hot water system to pre-heat water for building and Baxter use.
•
Reduce water use through new fixture and rainwater harvesting for irrigation, and use of a cistern that could save
500,000 litres of potable water per year.
•
Produce savings in energy use through improved HVAC technologies and advanced lighting controls that adjust
based on sun strength and internal temperatures.
•
Reduce site demands on storm water systems with use of permeable paving and bioswales.
•
Divert waste from landfills through green management practices.
The project is registered with the Canada Green Building Council (CaGBC). Baxter Corporation is registering the tenant
construction component of the program with the CaGBC and aims to reach a minimum of Silver certification.
14
Baxter Canada partners for a “green” move
As part of planning for the company’s move to its new
LEED-designed headquarters, Baxter partnered with CSR
EcoSolutions to implement a green transition plan to
reduce, reuse and recycle. By repurposing old furniture
and donating items to charities, Baxter diverted 80,000
tonnes from landfill, preventing the release of 10,777
kilos of carbon CO2 and 75,000 kilos of methane.
PRIORITY
BAXTER WILL DRIVE REDUCTIONS IN ITS NATURAL RESOURCE USE
Baxter depends on materials, energy, water and other natural resources to manufacture its products and conduct its business. These resources are limited,
and the company has a long history of demonstrated commitment to using them wisely.
PROGRESS
2015 GOAL
Reduce energy usage 30% indexed to revenue from 2005 baseline.
ENERGY REDUCTION
Baxter’s Alliston facility continued to drive reductions in energy use and progress towards achievement of its 2015
goal through the use of innovations such as waste heat management and HVAC optimization.
In 2011, the facility implemented innovations to processes for the rinsing and sealing of manufactured IV bags that
reduced use of electricity by over 585,000 kilowatts per hour. Also, the facility uses a heat reclaim system that
re-uses heat generated from its boiler stack to preheat sterilizer fill water. This heats incoming water at 35 F to 130 F,
reducing the facility’s natural gas consumption by approximately 5%.
Additional ongoing gas and electricity reduction activities at the site include:
•
Energy efficient lighting systems
•
Use of an economizer to preheat boiler feed water
•
Quarterly boiler tune-ups
•
Optimization of sterilizer cycles
•
Increased sterilizer load density using stackable trucks
•
Use of sterilizer valves to minimize venting
•
Use of a demand expander compressed air system and reduced pressure set point
•
Reduced air changes in key clean rooms
YEAR
ENERGY CONSUMPTION
2007
3073
2008
2669
13%
2009
2555
4.27%
2010
2390
6.45%
2011
2364
1.08%
The sterilization of solutions produced in Baxter’s Alliston
facility is a critical step in the manufacturing process. To
help reduce energy requirements, the facility reclaims heat
generated from its boiler stack to preheat sterilizer fill water,
has optimized sterilizer cycles and also increased sterilizer
loads with stackable trucks.
% REDUCTION
Measurement is per litre of product produced
15
PRIORITY
PROGRESS
2015 GOAL
Reduce water usage 35% indexed to revenue from 2005 baseline. To help achieve this, by 2010 evaluate potentially
vulnerable watersheds associated with Baxter facilities and establish aggressive water conservation goals for
high-risk areas.
WATER REDUCTION
Baxter’s Alliston facility achieved a further 8% reduction in water use in 2011 (up from 3% in 2010), and helping it surpass
its 2015 goal to reduce water usage by 35% from its 2005 baseline. The facility’s continuing success in water
conservation is largely due to water recovery and reuse projects.
In 2011, the facility implemented several innovations to reduce water use. Initiatives to reduce backwash frequency, to
reduce water use in still start-up, silo and loop flush, and for the rinsing of manufactured IV bags, saved almost 3,000,000
gallons of water and reduced use of city water by 2,700,000 gallons.
Other manufacturing initiatives helping to reduce water use include:
•
Use of water recovery and cooling tower system to reclaim and reuse sterilization cooling waters
•
Retrofit of sterilization vessels to allow recovery of cooling waters
•
Reduced distillation unit-blow down to minimal levels
Baxter reclaims cooling water from its Alliston manufacturing process, achieving annual water savings equal to 50
Olympic-sized swimming pools. In fact, the facility uses 70% less water today than it did in 2000.
YEAR
WATER CONSUMPTION
% REDUCTION
2007
7.57
2008
5.2
31%
2009
5.3
-1.90%
2010
5.16
2.64%
2011
4.75
7.94%
Measurement is per litre of product produced
16
A Baxter employee greets Dr. Kellie Leitch, Member of
Parliament for Simcoe-Grey, Ontario, during a tour of
Baxter’s Alliston manufacturing facility in 2011.
PRIORITY
PROGRESS
2015 GOAL
Implement two projects to help protect vulnerable
watersheds or provide communities with enhanced
access to clean water
STREAM RESTORATION PROJECT
Working closely with the Ontario Ministry of the
Environment, Baxter’s Alliston facility successfully
implemented a long-term sustainable solution for the
reclaim and reuse of sterilization cooling waters,
completely eliminating creek emissions.
Baxter has also been involved for many years in the
Nottawasaga Streams Committee to help improve the
habitat and environment. Each spring in conjunction with
South Simcoe Stream Network, Baxter hosts a community
tree planting. Alliston employees and local residents work
together to plant seedlings along the banks of Spring
Baxter receives Proof, not Promises Award
Creek to help improve bank stabilization and shading to
In 2011, Baxter Corporation was recognized for the
second consecutive year by GE Water & Process
Technologies with a Proof Not Promises Award. The
GE Proof Not Promises Award is issued quarterly and
commends its customer companies for striking a positive
balance between today’s environmental challenges and
industrial demands and for significantly improving industrial operational performance. GE works with customers
to design and meet strategic business goals that result
in proof, not promises. During the three-tier selection
process, goals and the achieved operational and financial
benefits are examined.
improve creek health. Over the years, over 25,000 trees
have been planted. The Nottawasaga Streams Committee
has recognized the company’s commitment over the years
Baxter employees are joined by their families and
community members at the annual tree planting in
Alliston, Ontario.
to environmental leadership for partnership in the stream
restoration project in South Simcoe, Ontario.
Learn more at: www.ge.com/water
17
PRIORITY
PROGRESS
2015 GOAL
Reduce total waste generation 30% indexed to revenue from 2005 baseline.
Baxter’s practices combine efforts to reduce, reuse and recycle. As each facility generates different types of waste, sites
are encouraged to identify opportunities for improvement in use of natural resources and waste management.
Among waste reduction and diversion efforts in 2011:
•
Baxter’s Alliston facility has a long history of employing recycling practices as part of ongoing efforts for sustainable
manufacturing. In 2011, the facility diverted more than 1,500,000 pounds (680,000 kilograms) of packaging from
landfills, and diverted over 92% of its non-hazardous waste stream into recycling.
•
Baxter’s warehouse in Vaughan, Ontario, diverted into recycling 150,000 pounds (68,000 kilograms) of packaging
including shrink wrap, paper and cardboard. Prior to August 2010, all shrink-wrap and paper went to landfill.
With its diversion to recycling now in place since, an estimated increase of 28,000 pounds (12,700 kilograms) was
diverted in 2011 over 2010. The warehouse is currently exploring options to divert wood and styrofoam from landfill
which currently totals 50,000 pounds (22,600 kilograms) per year.
•
Baxter contracts Stericycle which specializes in the proper disposal of medical waste, also known as biohazard
waste. Stericycle collects all waste from Baxter’s CIVA Pharmacy Services and supply chain partners requiring
destruction or disposal. All collected IV solution waste is shredded, non-hazardous waste is incinerated at Covanta
Energy and bio-hazardous waste is incinerated at Stericycle. This approach helps Baxter ensure compliance with
medical waste disposal regulations, with complete chain-of-custody documentation for its collection and treatment.
2015 GOAL
Eliminate 5,000 metric tonnes of packaging material from products sent to customers from 2007 baseline.
In 2011, Baxter introduced new smaller, lighter cool chain packaging (coolers) for the transport of cold chain products
to customers. Coolers are used to transport products to customers that must be kept at 2-8 degrees Celsius including
micronutrients, biosurgery products and oncology drugs. Given the volume of these shipments each year, Baxter
identified an opportunity to help reduce wastage in packaging and carbon footprint in shipping by reducing the size of
each cooler, which is now half its previous weight.
COOLER
WAS
NOW
Small
31-35 lbs
19 lbs
Large
43-52 lbs
28 lbs
18
Baxter worked together with its suppliers to build
sustainability driven goals into a pallet recovery program.
Without changing volumes, Baxter focused on recovering
pallets and sending them back to suppliers for repair,
reuse or recycling, helping to prevent the release of 101
metric tonnes of carbon dioxide.
PRIORITY
BAXTER WILL DRIVE ENHANCED PRODUCT STEWARDSHIP
Baxter is committed to developing new products in a way that minimizes environmental impacts. This requires a holistic view, from the early stages of design
and materials selection through product manufacture, transport and ultimately, end-of-life.
PROGRESS
2015 GOAL
Further sustainable product design by identifying and minimizing life cycle impacts and proactively eliminating or
minimizing known substances of concern in new products and packaging as feasible.
PACKAGING
Baxter carefully considers the potential impacts of the materials it uses in its products and packaging including the unique
characteristics of the solutions going into the containers, the performance characteristics required and scientific data.
As part of the company’s product development process, Baxter applies a Product Sustainability Review to all new medical
devices, assessing health and safety and environmental impacts across the product life cycle. To meet the material
preferences of some customers and product regulatory requirements, Baxter continues to research and invest in the
use of new materials that meet the unique technical, design, regulatory, clinical and commercial requirements of individual
product lines and markets.
Globally, the company now offers a portfolio of more than 300 intravenous (IV) medications, parenteral nutrition solutions,
injectable drugs, biopharmaceuticals, IV sets and access devices and other products that use or are contained in
non-DEHP or non-PVC materials. In Canada, Baxter offers 145 non-PVC and non-DEHP [di-(2-ethylhexyl)phthalate]
alternatives to address the needs of pediatric, total parenteral nutrition and oncology patients. For more information on
Baxter’s approach to packaging and materials use, see the comprehensive report online.
In 2011, Baxter introduced in Canada its XENIUM+ dialyzer for hemodialysis, the first kidney care product in the world to
achieve certification from The Carbon Trust Footprinting Certification Company. Each XENIUM+ dialyzer is between 13%
Due to reduced case packaging, four cases of XENIUM+
can now be placed where previously only three cases could
be stored.
to 16% lighter than earlier versions, which offers the potential for reduced fuel consumption in shipping and biohazard
waste removal. Each of XENIUM+ dialyzer uses approximately one-third less cardboard in packaging, reducing natural resource use, waste removal and clinic storage requirements.
Also all materials used in XENIUM+ are free of bisphenol-A (BPA), making XENIUM+ one of the only dialyzers in the world that does not contain BPA, and the only BPA-free dialyzer
available in North America. Clinicians can also realize a resource benefit in the 40% reduction in the amount of saline needed as priming solution with the dialyzer.
The Carbon Trust Footprinting Certification Company is a not-for-profit company that helps businesses and the public sector accelerate the move to a low carbon economy, based on a
verification of carbon footprint analyses and a commitment by Baxter to continue to decrease the carbon footprint of the XENIUM+ dialyzer during the next two years.
19
PRIORITY
PROGRESS
PRODUCT SERVICE
Repair and refurbishment can extend a product’s useful life and decrease the environmental impacts associated
with product disposal and the manufacture of new products. Baxter has programs to refurbish and return electronic
products to use when possible, and to recycle those products when reuse is not feasible.
Approximately 4,000 Canadian patients with end-stage renal disease or irreversible kidney failure rely on Baxter’s
peritoneal dialysis (PD) therapy to make up for uses the body’s peritoneal membrane surrounding the intestine to
remove waste. Through its Canadian Technical Services and 24-hour, multilingual help line, Baxter provides these
patients with comprehensive training on devices and a replacement service for dialysis equipment through Baxter’s
Renal SWAP Program.
Baxter reclaims equipment and provides replacement machines to patients by next business day, and manages their
service, recondition and when needed, appropriate disposal. Baxter also takes back PD cyclers as patients cease
dialysis. In 2011, Baxter swapped approximately 360 PD cyclers per month. Additionally, through its field and depot
post-sales support for hospital customers, Baxter’s Canadian Technical Services managed the service of 3,240 infusion
devices used for the delivery of intravenous medication and managed the appropriate disposal of 10,000 devices,
Baxter’s Canadian Technical Services manages the service,
recondition and when needed, appropriate disposal of
devices such as its HomeChoice cycler, used by thousands
of Canadian home patients for peritoneal dialysis.
diverting them from landfills.
RECYCLING DIALYSIS PACKAGING: WHAT IS RECYCLABLE?
CORRUGATE AND CASE PACKAGING:
All corrugate packaging from Baxter’s peritoneal dialysis (PD) solution cases are manufactured from 100% post consumer sourced
(recycled) materials and should be collected by the municipality. All case packaging from Baxter PD solution, cassette and ancillary
products is 100% recyclable.
DIANEAL, NUTRINEAL AND EXTRANEAL INNER BAG AND TUBING WHEN UNUSED, EXPIRED OR NO LONGER REQUIRED:
All Dianeal, Nutrineal and Extraneal inner bag and tubing material is manufactured from 100% pure PVC (polyvinyl chloride). While
most community disposal programs have regulations against recycling used healthcare products, clinicians and patients who have
unused, expired or no longer required materials may be able to empty these bags of their original solution and place the empty
PVC bags with the rest of their recycling, provided PVC material is collected in their municipality.
DIANEAL, NUTRINEAL AND EXTRANEAL OUTER PLASTIC WRAP:
All outer wrap material for Dianeal, Nutrineal and Extraneal product is manufactured from pure HDPE (High Density Polyethylene,
#2 plastic). These bags are not stamped with the #2 Plastic symbol so as not to confuse the outer wrap and the inner bag
materials. Since this product is not used during patient therapy, municipalities that collect #2 plastics, most commonly recognized
in the form of plastic water/drink containers, may also accept these materials into their recycling programs.
Consult with local waste management programs to confirm materials are accepted in the available community curbside
recycling program.
20
PRIORITY
SPOTLIGHT: SUPPORTING ENVIRONMENTAL INITIATIVES AT CHATHAM KENT HEALTH ALLIANCE
Many Canadian hospitals are increasingly seeking ways to improve their waste management practices, increase
recycling and reducing materials diverted to landfills. Baxter works with its customers to help educate on the potential
recyclability of product packaging including plastics and corrugate.
In 2011, Baxter helped Chatham Kent Health Alliance (CKHA) to develop and implement a program for the recycling of
plastic intravenous (IV) bag over-pouches, a #6 plastic that is eligible for local recycling.
For the past six years, CKHA has organized an annual environmental expo showcasing its success in recycling, saving
energy as well as living healthy and environmentally friendly lives. The event also provides an opportunity for vendors
involved in CKHA’s green initiatives to display an exhibit illustrating their efforts in reducing their environmental impact.
At the 2011 expo, Baxter and an environmental corporation, Green for Life (GFL), discussed the possibility of recycling
IV bag over-pouches throughout CKHA. Further discussions determined that this #6 plastic could be recycled
efficiently. Baxter offered assistance to CKHA thoughout the process and provided an extensive list of recyclable IV
bag over-pouches.
Baxter’s idea to recycle over-pouches led CKHA to investigate the potential for re-processing other #6 plastics
throughout the organization including cups and packaging wrap for skids. After receiving approval from GFL to
recycle these additional items, staff was trained and #6 plastic collection areas were established in five hospital areas:
Ambulatory Care, Dialysis, Emergency, Surgery and Materials Management.
“Our future plans include expansion of the program to inpatient units, recognizing the challenges of space limitation
and infection control. CKHA will continue to explore new and innovative methods to make IV over-pouch recycling a
prominent practice within all areas of the organization”, said Carrie Sophonow, Manager of Housekeeping/Linen for the
Chatham Kent Health Alliance.
As a result of programs like the #6 plastic recycling project, CKHA has been recognized on a national, provincial and
local level for diverting waste and conserving of energy. Since 2011 the Alliance received the Canadian Healthcare
Engineering Society Wayne McClellan Award of Excellence, the Ontario Hospital Association Waste Management
Award and the Chatham-Kent Chamber of Commerce Environmental Leadership Award.
A Baxter employee in Alliston, Ontario, oversees production
of over-pouches for intravenous bags. The facility has a
robust recycling program for the plastics and cardboard
used in the manufacturing of packaging, which in 2011,
diverted more than 1.5 million pounds of packaging and
over 92% of its non-hazardous waste from landfills.
Learn more about Chatham Kent Health Alliance at: www.ckha.on.ca, and Green For Life at: http://www.gflenv.com.
21
Our World
As a global healthcare
company focused on
innovation, Baxter embraces
the opportunity to help solve
the world’s greatest
healthcare challenges. Key
focus areas include
increasing access to
healthcare for those in need
as well as promoting math
and science education to
better prepare the next
generation of innovators.
Baxter works with emergency relief and
humanitarian aid organizations to help
developing nations increase access to
healthcare and countries coping with crises
and natural disasters. In 2011, Baxter’s global
product donations through donor partners and
patient assistance programs totalled more than
$39 million and helped 84 countries in need.
22
PRIORITY
BAXTER WILL STRENGTHEN ACCESS TO HEALTHCARE THROUGH PRODUCT
DEVELOPMENT AND PRODUCT DONATIONS
SPOTLIGHT:
SUPPORTING INNOVATION TO ADVANCE BAXTER’S PIPELINE AND IMPROVE
ACCESS TO HEALTHCARE
By applying science and technology in creative ways, Baxter has built on its legacy of innovation in Canada for
75 years and remains committed to pioneering innovation in healthcare, for today and tomorrow.
Investment in research and development (R&D) is essential to Baxter’s future growth and its ability to remain
competitive in all of its businesses. In 2011, Baxter increased its spending on R&D to $946 million - the highest level
in the company’s history. The company plans to continue to grow R&D spending, with an increasing percentage of
investment in exploratory and early-stage initiatives. In 2011, Baxter introduced numerous new products, expanded
indications of existing products and advanced approximately 20 key R&D programs within late-stage clinical development.
Numerous early-stage programs in development have the potential to profoundly impact the treatment and delivery of
care for chronic diseases and public health threats.
Baxter also works to advance innovation and sustainability in healthcare through its collaborations, partnerships and
investments in critical research and initiatives that may improve the access, quality and cost-effectiveness of
healthcare, as well as the health and well-being of its local and global communities.
In 2011, Baxter provided funds to support critical Canadian research and initiatives including:
•
Chair in Health Technology, Centre for Global eHealth Innovation, University Health Network
•
RENAL DISCOVERIES Extramural Grant Program
•
Canadian Pharmaceutical Bar-Coding Project, led by ISMP Canada and CPSI
•
Baxter-Canadian Institutes of Health Research (CIHR) - Canadian Nutrition Society (CNS) Fellowship in Total
Parenteral Nutrition
•
National Home Total Parenteral Nutrition (HTPN) Registry
•
Canadian Malnutrition Task Force
•
Baxter Canadian Hemophilia Epidemiological Research Program (B-CHERP) Grant
•
Hospital for Sick Kids, Thrombosis and Hemostasis Program
•
University of Alberta Blood Borne Pathogen Surveillance Project
•
IWK Health Centre Research Grant
•
Canadian Hemophilia Adult Treaters Group
•
Canadian Pediatric Thrombosis and Hemostasis Network
•
Association of Hemophilia Clinic Directors of Canada (AHCDC)
In 2011, Baxter International also launched Baxter Ventures, which identifies companies with promising, early-stage
technologies, products and therapies with the ability to improve patient care globally, and provides them with the
capital and expertise needed to drive successful innovation. Baxter’s focus includes therapeutic areas complementary
to the company’s existing Medical Products and BioScience businesses, as well as cutting-edge technologies and
therapies outside its current product portfolio that have sustainable long-term growth potential.
23
PRIORITY
SPOTLIGHT: ADVANCING PUBLIC HEALTH
Baxter’s diverse portfolio is focused on treatments that help save and sustain lives. As a global, diversified healthcare
company, Baxter applies a unique combination of expertise in medical devices, pharmaceuticals and biotechnology to
research and create products that advance patient care worldwide. Through individual business units and corporate
research and development (R&D), Baxter strives to provide new products as well as training and education to meet the
needs of current and future patients. Examples of Baxter’s efforts to advance public health in Canada in 2011 include:
ADVANCING RENAL RESEARCH AND THERAPY ACCESS
As a leading manufacturer of products that help save and sustain the lives of people with chronic kidney disease, Baxter
is committed to improving patient treatment and care.
An estimated 2.6 million Canadians have kidney disease or are at risk. The two leading causes of kidney failure in new
patients are diabetes and renal vascular disease (including high blood pressure).1
As one of four winning proposals from more than 60
international entries, co-principal investigators (from left)
Dr. Gihad Nesrallah, Dr. Robert Lindsay and Dr. Rita Suri
from London Health Sciences Centre and Lawson Health
Research Institute, received a clinical grant from Baxter
International Inc. to support a comparative study of home
dialysis modalities.
Marking World Kidney Day in 2011, Baxter announced a research team from London Health Sciences Centre and
Lawson Health Research Institute as recipients of a Baxter International Inc. clinical grant to support a comparative
study of home dialysis modalities. Baxter’s renal grants are awarded to help stimulate and support scientific research
that translates clinical study into improved patient care.
“Choosing a modality of dialysis can be challenging for patients. Critical research such as this helps to guide patients,
and their kidney care team, to the best individual treatment choices for optimal outcomes,” said Jim O’Brien, Executive
Director of The Kidney Foundation of Canada, Ontario Branch.
“The winning research projects pose critical questions, and the answers they will provide will benefit nephrologists and
patients around the world,” said Sarah Prichard, MD, vice president of global clinical and medical affairs for Baxter
International’s renal business.
In 2011, Baxter also continued to advance patient access to home dialysis in Canada by providing educational
opportunities for Canadian nephrologists including its Home Dialysis University. Created by Baxter in 2004, the program
is a national peer-to-peer forum to build understanding of home dialysis and to share ideas on improving access to the
therapy. Since 2004, more than 190 Nephrology Fellows and 300 Staff Nephrologists from across Canada have participated.
ADDRESSING MALNUTRITION
Studies have shown as many as 40% of hospitalized elderly patients and 45% of long-term care residents in Canadian
institutions suffer from malnutrition.2,3 When malnutrition is left unmanaged, it can increase morbidity, mortality, and
complications such as poor wound healing.4
In 2011, as part of its ongoing commitment to parenteral nutrition (PN) research and homecare, Baxter for a third year
provided support for the national Home Total Parenteral Nutrition Registry. Managed by University Health Network, the
registry analyzes information from home PN programs across Canada to help standardize practice and improve
quality of care.
24
PRIORITY
Baxter was also pleased to join a faculty of multi-disciplinary thought leaders in parenteral nutrition from nursing, pharmacy,
dietetics and industry in the founding of the Canadian Institute of Nutrition Excellence to provide clinicians who practice in
the hospital setting with educational opportunities in PN therapy.
Baxter also supported the Canadian Malnutrition Task Force, launched in 2011 to undertake a research study to determine
the prevalence and primary causes of malnutrition in hospitals across Canada. The task force plans to work with key
stakeholders and decision makers to develop best practices for nutrition care in Canadian healthcare facilities and to share
this knowledge to effect a culture change in the nutrition care process. Learn more about the Canadian Malnutrition Task
Force at: http://nutritioncareincanada.ca.
SUPPORTING THERAPY SUCCESS FOR HEMOPHILIA PATIENTS
Baxter is dedicated to supporting the hemophilia community through advanced therapeutic solutions to help make therapy
easier and more convenient. Hemophilia A affects 1 in 10,000 or about 2,500 Canadians and Hemophilia B affects
approximately 1 in 50,000 people, or about 600 Canadians.5
For almost 45 years, Baxter has been a leader in hemophilia therapy innovation, having introduced the first commercially
produced Factor VIII concentrate to treat hemophilia in 1968. In 2012, Baxter celebrates 20 years since it introduced
RECOMBINATE [Antihemophilic Factor (recombinant)], the first genetically manufactured Factor VIII concentrate.
Baxter focuses its scientific resources and leverages strategic collaborations to advance the treatment of hemophilia and
blood clotting disorders. Building on its history of innovation, the company is developing therapies to provide less invasive
dosing techniques, require less frequent infusions, and/or reduce the potential for inhibitor formation to improve the lives of
people with bleeding disorders.
Baxter is also supporting efforts of comprehensive hemophilia care teams across Canada to help patients more easily
adhere to therapy for improved success and clinical outcomes. In 2011, Baxter engaged nurses, social workers,
physiotherapists and physicians involved in the management of hemophilia across Canada in motivational interviewing
training sessions, a clinical conversation style that elicits from patients their own good motivations for making behavior
changes in the interest of their health. Motivational interviewing continues to be an area of focus for many nurses, who
have become champions of this technique and presented a poster on its benefits at The World Federation of Hemophilia
conference in 2012.
1
Kidney Foundation of Canada, FACING THE FACTS, http://www.kidney.ca/document.doc?id=1376
2
Laporte M., Villalon, L., Payette H. Simple Nutrition Screening Tools for Healthcare Facilities: Development and Validity Assessment.
Can J Diet Prac Res 2001; 62:26-34
3
Keller HH. Malnutrition in institutionalized elderly: how and why? J Am Geriatr Soc. 1993 Nov;41(11):1212-8.
4
Isabel M., Correia TD, Waitzberg D.The impact of malnutrition on morbidity, mortality, length of hospital stay and costs evaluated through a
multivariate model analysis. Clin Nutr 2003;22 (3): 235-239.
5
Canadian Hemophilia Society, What is Hemophilia, http://www.hemophilia.ca/en/bleeding-disorders/hemophilia-a-and-b/what-is-hemophilia/
25
In 2011, Baxter also introduced OLIMEL, Canada’s first
triple-chamber bag for parenteral nutrition, providing
adult patients with the essential ingredients of balanced
nutrition in a single container. With the development of
innovative technology for OLIMEL and the triple chamber
bag comes a new, one-channel administration protocol
that reduces the daily waste of tubing needed for each
patient by approximately 50%, from 5 metres to
2.4 metres.
PRIORITY
PROGRESS
PHILANTHROPIC GIVING
Baxter genuinely believes in being a global citizen and strives to improve the lives of those in our communities, funding
initiatives that improve the access, quality and cost-effectiveness of healthcare. Baxter’s charitable giving activities align
with and support the company’s mission of saving and sustaining lives. Whether through monetary and product
donations, or through volunteerism, Baxter is committed to making a positive impact on the health and well-being of its
local and global communities.
In 2011, combined giving from Baxter and The Baxter International Foundation, the philanthropic arm of Baxter, totalled
nearly $59 million, with more than $39 million from product donations through donor partners and patient assistance
programs. In Canada, this comprised:
•
Almost $2.5 million from Baxter’s Canadian businesses to support community needs, critical research and
enhanced healthcare access
•
More than $80,000 in grant funding from The Baxter International Foundation to Canadian community organizations:
- David Busby Street Centre - $54,000
- Best Start Health Coalition - $27,648
•
Donations of Baxter products to Health Partners International of Canada (HPIC), a not-for-profit relief and
development organization, in support of their mission to increase access to medicine and improve health in the
developing world.
EMPLOYEE INVOLVEMENT
Baxter is actively engaged in the community and participates in a number of charitable activities throughout the year in
support of local, provincial and national events. As part of Baxter Canada’s annual campaign to support the United Way,
employees raised more than $190,000.
Through its Global Service initiative, Baxter encourages employees to volunteer their time and expertise to help make
a positive impact. In 2011, Baxter Canada employees contributed almost 6,000 volunteer hours in communities
across Canada. Employees:
•
Assembled physician travel packs for use in medical missions
•
Participated in community stream clean-up and tree planting projects
•
Provided stewardship of gardens and trails
•
Collected and sorted donations at local food banks
•
Boarded Baxter’s “LifeBus” to donate blood at local donor clinics
26
As part of Baxter’s Global Service program in 2011, more
than 6,200 Baxter employees world-wide volunteered
approximately 131,000 hours helping to address local
concerns such as healthcare, the environment and
education. Canadian employees contributed almost 6,000
of these volunteer hours in communities across Canada.
PRIORITY
SPOTLIGHT: PHILANTHROPIC GIVING
DAVID BUSBY STREET CENTRE USES GRANT TO HELP
BRIDGE HEALTHCARE GAPS AND BROADEN ACCESS
With the shortage of doctors in Simcoe County, many of the people seen
at David Busby Street Centre in Barrie, Ontario, have no healthcare
provider or the proper identification to access community clinics. But with
funding granted by The Baxter International Foundation in 2011 to hire
a Registered Nurse, the Centre has been able to bridge these gaps and
broaden access to primary healthcare via a daily clinic.
“Participants at the David Busby Street Centre have greater healthcare
needs than the general population due to poverty, poor nutrition, instability
and immune-compression,” explains Sara Peddle, the Centre’s Executive
Director. “Our Registered Nurse serves an integral role for the people
accessing our centre; some are struggling with addiction and mental
Registered Nurse funded by The Baxter International Foundation provides primary care for
130 visits per month.
health, and many are not but are living in poverty with unrelated medical
conditions including diabetes, Hepatitis C, HIV and even cancer.”
Learn more about The Baxter International Foundation
With the Foundation’s grant of $54,000, the Centre’s funded Registered
The Baxter International Foundation, the philanthropic arm of Baxter International Inc., helps organizations
Nurse ran a daily clinic that averaged 130 visits every month for services
increase access to healthcare around the world.
such as wound care, Vitamin B12 injections, and health education and
promotion, and also connected with Street Health in Toronto. Through this
partnership, the Centre was able to develop and implement several new
services, including the dispensing of over the counter medication through a
Medical Directive.
The addition of a Registered Nurse to the Centre became a source of
tremendous support for clients. “Our RN was able to build a trusting
rapport with our participants, assess their unique needs and create a
Through its grant program, the Foundation funds programs or projects that improve the access, quality and
cost-effectiveness of direct healthcare services. The Foundation includes dental, mental health, substance
abuse, and health services provided for individuals with disabilities, domestic violence, sexual assault and
child abuse in its definition of healthcare.
In 2011, the Foundation donated more than $4 million in 23 countries to projects that are expanding access
to direct healthcare services to disadvantaged or underserved populations in and near communities where
Baxter employees live and work.
treatment plan, in turn providing effective and efficient healthcare to our
Organizations with programs or proposals consistent with the priorities of The Baxter International Foundation
marginalized population.”
may apply for a foundation grant. For more information including eligibility requirements and to submit an
Learn more about The Baxter International Foundation at www.baxter.ca
application online, visit: www.baxter.ca.
or David Busby Street Centre at www.busbycentre.ca
27
PRIORITY
PROGRESS
2015 GOAL
Create a new business model to improve access to healthcare for the “base of the pyramid” (developing economies).
HELPING BUILD CAPACITY AND ACCESS TO MEDICINES
Baxter works with emergency relief and humanitarian aid organizations to help developing nations increase access
to healthcare and countries coping with crises and natural disasters. In 2011, Baxter’s global product donations
through donor partners, including Health Partners International of Canada (HPIC), and patient assistance programs,
totalled more than $39 million. Product donations helped 84 countries in need, including donation of nearly 250,000
intravenous solutions and sets used to administer the solutions to help meet the hydration needs of people affected by
the earthquake and cholera outbreak in central Haiti.
Baxter also continues to support HPIC’s five-year, $10 million Capacity Building and Access to Medicines (CBAM)
project. Since 1995, Baxter has donated more than $750,000 worth of medicines and supplies towards HPIC’s
Emergency Relief work in Haiti and the Capacity Building and Access to Medicine project in Afghanistan.
2015 GOAL
Work with donor partners to develop and implement a strategic product donation plan beginning in 2010 that includes:
being the first on the scene following disasters and tragedies, contributing most needed products to stabilize supply, and
contributing most needed products in least developed and developing economies .
PHYSICIAN TRAVEL KITS
Baxter encourages employees to volunteer their time and expertise to help make a positive impact. Among the most
popular volunteer activities selected by employees is the opportunity to help assemble emergency relief physician travel
packs at HPIC’s warehouse in Mississauga, Ontario, for use in medical missions. Physician travel packs contain the
primary care medical products most requested by Canadian doctors, and each pack contains supplies that can treat
up to 600 children and adults.
In 2011, Baxter employees contributed over 310 volunteer hours with HPIC, packing 120 travel packs for ultimate use
in over a dozen countries including Haiti, Tunisia, Ecuador, Cambodia and Kenya. These travel packs will have
provided an estimated 72,000 treatments for people around the developing world. Baxter was overall the second
highest contributing volunteer group to HPIC in 2011.
“HPIC is so grateful to Baxter for being such a reliable and committed provider of volunteers,” said Glen Shepherd,
HPIC President and CEO. “Baxter employees are packing medicines and hospital supplies that will save the lives of
children and vulnerable people in the developing world. By providing volunteers, Baxter is helping us maximize our
resources and keep costs down.
28
In 2011, Baxter volunteers supported the work of HPIC
through a number of volunteer activities including providing
a special session for members of HPIC’s product planning,
Afghanistan project and warehouse team on intravenous
(IV) therapy and medical supplies used in a hospital
environment.
A Baxter employee with a background in nursing and
expertise in clinical consulting and vascular access,
delivered an education session for HPIC staff that covered
basic physiology, routes and practices of IV therapy, an
overview of IV sets, catheters and specialty access
equipment, and guidance on IV dressings and site care.
HPIC had identified an
overview of this information
could be of value to its
product planning staff
working on projects for the
developing world.
PRIORITY
BAXTER WILL STRENGTHEN THE COMPANY’S COMMITMENT TO
EDUCATION, ESPECIALLY MATH AND SCIENCE
Global leaders have identified science and math as among highest priorities for youth education today. In 2008, Baxter made a commitment to help ensure
future generations are inspired by math and science by supporting local initiatives that enhance existing education programs with professional development and
real-world experience.
PROGRESS
2015 GOAL
Facilitate learning of math and science through biotechnology education for Chicago Public Schools teachers and students,
and partner with other educational organizations to provide similar opportunities in other locations
JUNIOR ACHIEVEMENT
Baxter supports Junior Achievement (JA), the largest youth education organization in Canada,
which provides a range of programs to help inspire and prepare youth to succeed in an
ever-changing global economy. In 2011, Baxter Canada’s employees and senior leaders
spent more than 130 hours teaching financial skills to 175 students as part of the JA program
Economics for Success.
CNIB USES GRANT TO SUPPORT PUBLIC
EDUCATION IN DIVERSE COMMUNITIES ON
VISION LOSS AND CONTRIBUTING FACTORS
INCLUDING DIABETES
TAKE OUR KIDS TO WORK
With funding received from The Baxter International
Baxter also participates in the annual program Take Our Kids to Work™, an initiative of The
Foundation in 2010, CNIB expanded its vision health outreach
Learning Partnership, which champions a strong public education system in Canada through
in 2011 to diverse communities across the Greater Toronto
innovative programs, credible research, policy initiatives, leadership training and public
Area and Peel Region.
engagement. Baxter employees provide students in grade nine with the opportunity to work
“This outreach to diverse communities is of particular
alongside them for the day, to explore their futures by learning more about the wide array of
importance to the vision health of Canadians as people of
career opportunities in healthcare.
Aboriginal, Hispanic, Asian, South Asian or African descent
have a higher risk of developing vision loss,” says Susan
Cheeseman, CNIB Coordinator, Outreach & Volunteer
Services. “Thanks to the funding, CNIB was able to focus
outreach efforts and developed a volunteer team of 20
Ambassadors, with ten languages represented. We partnered
with over 50 community agencies, including the Chinese
Community Hub to create a monthly Low Vision Clinic. This
enabled CNIB to connect with over 1,600 people in higherrisk communities and educate on vision health and conditions
such as diabetic retinopathy.”
Learn more about CNIB: www.cnib.ca
29
Baxter Corporation
7125 Mississauga Road
Mississauga, Ontario
Canada
L5N 0C2
www.baxter.ca
Baxter is a trademark of Baxter International Inc.
All other products or trademarks appearing herein are the property of their respective owners.
About the Cover:
© Baxter Corporation, 2012. All rights reserved.
These individuals represent each of the
three categories in which Baxter focuses
its sustainability priorities and goals: Our
People, Our Operations and Products, and
Our World.
View Baxter’s comprehensive online
2011 Sustainability Report for detailed
information on the full range of Baxter’s
sustainability activities and performance:
sustainability.baxter.com

Baxter Corporation 2011 Sustainability Priorities Digest

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