ESG Report

(Published in 2023)
WORLDWIDE REACH. HUMAN TOUCH. INTERNATIONALSOS.COM
Contents Statement from our founders
Arnaud Vaissié & Dr Pascal Rey-Herme
Statement from the founders 3 Governance 32 The immediate crisis of the COVID-19 pandemic and a Women Mentoring programme. Most recently,
Arnaud Vaissié and Dr Pascal Rey-Herme Living our ESG purpose at 32 may have passed, but businesses and governments we signed up to the UN Global Compact for the
International SOS have yet to reach calmer waters. The legacy of the Target Gender Equality programme. As a result of
early waves of the virus is still being felt in economic the gap analysis using the UNGC tool, we introduced
The World of International SOS 4 Ethics & compliance 32 turbulence and supply chain disruption. This a new talent management programme and set
About International SOS 4 Sustainable procurement 36 disruption has been further deepened by geopolitical concrete targets for female representation in senior
International SOS at a glance 5 Corporate social responsibility 38 uncertainty and the Russia-Ukraine conflict. Labour management. These include raising the proportion of
market shifts and talent shortages added to the mix. directors, and regional and general managers to 50%
The forces shaping our post-pandemic 6 by 2030.
Our goals & progress 42 At International SOS, we continue to support our
world
clients through uncertain times, helping them keep In 2021, we were proud to be recognised by the ESG
International SOS Foundation 46 their global workforce safe in a world of altered risk assessment agency, EcoVadis, with a silver rating
Our ESG strategy & commitments 12
profiles. As market leaders, we want to be exemplary which locates us among the top 25% of businesses
Appendix 49 in all aspects of our business, driving positive change for ESG standards. We are not resting on our laurels
Environment 21
UNGC principals index 50 and being a force for good. Just as we transitioned and recognise there is more to do, particularly in
four years ago from a CSR agenda to a broader curbing our environmental impact. We are refining our
Social - Resilient people, organisations 22 GRI standards index 51
sustainability approach, this year we have evolved environmental management system and improving
& communities again to embrace an environment, social and the accuracy of our greenhouse gas emissions data.
Health & safety 22 Reporting period: FY21/22. governance (ESG) framework. We are committed to Additionally, we plan to focus on our travel-related
balancing our impact on people and the planet and carbon emission data management. Better data will
Mental health & wellbeing 26
creating shared value for everyone affected by our allow us to holistically reduce our environmental
– supporting our clients
activities. Our global vision statement: From Risk to footprint and have a more positive and measurable
Mental health & wellbeing 28 Resilience, sets our overarching goal to uphold the impact on the planet.
– supporting our people highest ESG standards. We have set new metrics,
Diversity & equity 30 aligned to the vision, to quantify progress and to An important facet of our ESG priorities is continuing
commit all the necessary resources to embed ESG in the work of the International SOS Foundation, now
all our activities. in its second decade of operation. The not-for-profit
body continues to help businesses refine its Duty of
The heart of our business is protecting and enhancing Care via research, publications, events and training.
the safety and health of our clients’ workforce. We can To aid organisations’ learning to adjust to the post-
only do that by looking after the health and wellbeing pandemic landscape, the Foundation launched a
of our own employees. In October 2021, we launched global research to examine wellbeing management
our BeWell survey to gather more detailed data on in the new hybrid working world. Through its Duty of
our people’s needs and to allow us to fine-tune our Care Summit & Awards, the Foundation continues to
wellbeing provision throughout the company. We celebrate other organisations’ effort and innovation in
We continue to support our are using the results to target initiatives to help our safeguarding their workforces.
clients through uncertain times, employees reduce excessive work hours and improve
helping them keep their their work-life balance. Just as we work with clients to In a changing world, we remain committed to showing
develop comprehensive mental health and wellbeing purpose in our activities, respecting the environment,
global workforce safe in a programmes, we are also focusing those skills inward and acting to secure benefits for all our stakeholders.
world of altered risk profiles. to enhance the lives of our talent.
As market leaders, we want Yours sincerely,
As with most organisations, we find women are
to be exemplary in all aspects less well represented at senior levels. Redressing
of our business, driving the balance is important to us. We have prioritised
empowering women through educating our entire
positive change and being a workforce with Unconscious Bias training, and
Arnaud Vaissié
Co-founder, Chairman &
Dr Pascal Rey-Herme
Co-founder &
force for good.” initiatives such as our Female Leadership course Chief Executive Officer Group Medical Director

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The World of
International SOS
About International SOS Our Mission International SOS at a glance

The International SOS Group of To pioneer the international health & security risk We care for clients across the globe, from more than 1,000 locations in 90 countries.
Companies is in the business of saving services sector.
lives, protecting our clients’ global
workforce from health and security
threats. Our Vision

Wherever our clients are, we deliver To be the world’s leading medical & security 27 3.1m Through MedSupply
International, we delivered
3,100
Assistance Assistance Medical and security
customised health, security risk services company. approximately:
Centres calls evacuations
management and wellbeing solutions to
fuel their growth and productivity. In the
Our Values
300,000
event of extreme weather, an epidemic New kits and
or a security incident, we provide an
immediate response providing peace
PASSION 200,000
of mind. We work with passion, entrepreneurial spirit and teamwork refurbished kits
to serve our clients and people. Our workplace health and We delivered
wellbeing solutions helped
Our innovative technology and medical
and security expertise focus on EXPERTISE nearly 18,300
prevention, offering real-time, actionable
insights and on-the-ground quality
We are committed to apply our professional expertise to
deliver great quality services to our clients.
200,000 Health checks and
questionnaires
corporate clients’ employees
delivery. We help protect our clients’
people and their organisation reputation, RESPECT
become healthier & more 33 through our WorkSafe
Health Checks to provide
effective at work Security locations our clients’ employees with
as well as support their compliance We treat all our global, diverse stakeholders with respect
targeted medical feedback
reporting needs. and deliver on our commitments with the highest integrity
to earn trust.
By partnering with us, organisations can
fulfil their Duty of Care responsibilities, CARE
while empowering business resilience,
continuity and sustainability.
We care about the interest of our clients, subscribers and
workforce and aim to make a real difference to their lives.
103,000 International SOS has remote
Network services (excl USA)
and workplace healthcare
services sites in:
2,600
Medical Evacuation

66 Countries including over Response Plans

Implemented
Founded in 1985, the International SOS Group,
headquartered in London & Singapore, is Over 700 onshore land-based
projects and over
trusted by 9,500 organisations, including the 878,000 300 offshore installations
majority of the Fortune Global 500 as well as US Medical providers
mid-size enterprises, governments, educational Our remote sites are
institutions, and NGOs. 14,000 multi-cultural supported by over:

security, medical, logistics and digital experts 5,300

provide support & assistance from over 1,000
locations in 90 countries, 24/7, 365 days.
860,000 58,000
Medical personnel and
leverage advanced
Medical services provided to
Security and travel services TeleHealth capabilities
our clients

INTERNATIONAL SOS - ESG REPORT 4 INTERNATIONAL SOS - ESG REPORT *Data from our Global Facts & Figures dating 1 January 2021 - 31 December 2021 5
The forces
shaping our
1
post-pandemic Health and wellbeing at centre lasting debilitating symptoms after the acute

world stage infection, continues to disrupt the lives of many

people and their employers. A UK court held
that an employee with long COVID was subject
The scale of economic and political shocks
The past year brought no signs to the employment protections under disability
during 2022 has pushed the COVID-19
legislation, suggesting employers need to
of a return to calmer waters for pandemic out of the media spotlight in many
consider seriously their duties to workers with
countries. But the coronavirus has not gone
businesses. The Russia-Ukraine sustained symptoms.
away and daily cases worldwide continued
conflict, economic disruption and to peak at one million or more periodically
Even as we progress towards a post-pandemic
extreme weather events added new during 2022*. Though widespread vaccination
world, it is with keen understanding that we need
challenges for those still managing has contributed to a reduction in severity of
to be prepared in our response to other emerging
the threat from the virus, the emergence of
the long tail of the COVID-19 variants and ongoing transmissions continue
and re-emerging infections, such as Monkeypox,
Ebola, Malaria and polio.
pandemic. its disruptive impact on businesses.
The extent of an employers’ duty to protect
Through turbulent times, International SOS has The widespread change in working patterns workers’ health and safety has been underpinned
maintained its support for clients as business triggered by the pandemic-induced by a recent decision by the International Labour
travel ramped up after two years of movement movement restrictions has led to a structural Organisation (ILO). In June, the ILO declared the
restrictions. We continue to support businesses change in working patterns. Many employees right to “a safe and healthy working environment”
in fulfilling their Duty of Care responsibilities for now work hybrid approach, mixing time at to be a fundamental principle and right at work.
their human capital and maintaining resilience in home and in their office locations. Some This will only increase the emphasis on employers’
these uncertain times. employees report benefiting from reduced Duty of Care in the years ahead.
commuting times. But a reduction in peer
support from colleagues and managers at *Source: WHO, November 2022
home and a tendency to work longer hours
away from office routines has led to evidence
of increased stress. In the latest research
by the International SOS Foundation and
Affinity Health at Work, regardless of working In the latest research by the
patterns, 60% of workers reported low levels
International SOS Foundation
of wellbeing and 40% of workers experienced
burnout. The World Health Organization and Affinity Health at Work,
estimates that the prevalence of conditions regardless of working patterns,
such as anxiety and depression increased by 60% of workers reported low
as much as 25% during the COVID-19 crisis.
The focus of employers’ duties to protect
levels of wellbeing and 40% of
health has shifted from simply covering non- workers experienced burnout.
communicable diseases to embracing mental The World Health Organization
health and wellbeing. We continue to see a
estimates that the prevalence of
large number of clients work with us to define,
design and implement robust mental health conditions such as anxiety and
and wellbeing programmes to address the depression increased by as much
specific challenges faced by their people. as 25% during the COVID-19
Long COVID, the development of long-
crisis.”

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 2 3
A world in geopolitical flux Thriving in a time of scarcity
A business never operates independently of its These destabilising factors need to be Many businesses were severely impacted by
political, economic and social context. But at times considered as strands in a complex web of the government-imposed hiatuses in economic
of increased volatility and uncertainty, increased risk to be understood and controlled for. They activity designed to slow the viral spread of
alertness is key to resilience and adaptation. must be built into our forecasting and business COVID-19. Workplaces were closed and revenue
The Ukraine-Russia conflict has dominated the continuity plans, crisis management scenarios flows restricted.
news and its impact on energy supply and and training.
materials has been felt throughout Europe and As trading conditions began to recover, the
beyond. Social unrest and protests in countries More than 37 years of experience gives Ukraine-Russia crisis developed. The impacts
including Myanmar, Nigeria, Iran and Sri Lanka, us an unparalleled understanding of ranged from disrupted supply chains and
among others, have also contributed to a sense of material shortages in some sectors, to energy
security threats and risk challenges. This
global insecurity. Famine-like conditions persist in price hikes for all of them. These shocks have
enables us to protect our people and
Ethiopia, Madagascar, South Sudan and Yemen. compounded existing inflationary pressures
Terrorist attacks by groups including Islamic State our clients’ workforce wherever they to raise costs for businesses. This challenging
also continued in 2022. are, even in the most remote and fragile environment is made harder by shortages of
environments. Whether on land, at skilled staff. The pandemic led many people to
Political uncertainties abound. From increased sea or in the air, we focus on prevention, re-evaluate their priorities, leading to a “great
tensions between the US and China, the Russia- resignation”, with employee turnover hitting its
helped by innovative technology and
Ukraine war, to a number of profound changes in highest levels in decades in many countries.
European government coalitions and instability
our security, health, digital and logistics
across many developing countries. experts. Working for organisations that demonstrate
purpose and a commitment to sustainability
alongside pay is increasingly important. Most
of all, surveys show people want an employer
that prioritises their mental health and
wellbeing, nurtures and develops them as a
valued resource. This human capital approach,
safeguarding and supporting staff wherever
they are, is going to be key to retaining the
talent businesses need to survive and thrive in
uncertain times.

The pandemic led many people

to re-evaluate their priorities,
leading to a “great resignation”,
with employee turnover hitting
its highest levels in decades in
many countries.”

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 4 5
Businesses become the trusted Climate change comes home
source
The objective evidence of man-made global made in the 2015 Paris Accord, U.N. warns
In an uncertain age, people need to feel they have warming has been accumulating for decades. global temperatures are forecast to rise by an
sources of information they can rely on. But the Global average surface air temperatures have average 2.7C.*
public increasingly place less confidence in official risen by almost 1 degree Celsius compared with a
information sources or the media. Claims of “fake baseline between 1952 and 1980. Nineteen of the Businesses have to examine the impact of
news” and repeated debunking of politicians’ hottest years on record have occurred since 2000. extreme temperatures on the health of their
statements by fact-checking bodies have sown workforce. Those implications range from heat
distrust in official sources. There is a general acceptance now that global stress to changing profiles of communicable
warming is a worldwide priority, for nations, for diseases. International organisations have to
The Edelmann Trust Barometer, surveying business and for individuals. arm themselves with the best forecasts to
36,000 people, has found increasing evidence anticipate extreme weather events and put
of “information bankruptcy” year on year, Part of the newfound urgency stems from the in place preventive measures to protect their
with extremely low levels of confidence in the COVID-19 pandemic’s reminder of human fragility. response plans to evacuate employees in the
government or the media. The COVID-19 pandemic, But it is also partly a result of the direct effects affected zones. With our unrivalled actionable
with more than 6 million lives lost*, has accelerated of climate change moving from theory to reality global and local insights and end-to-end
this erosion of trust. A large proportion of those for people in many parts of the world previously assistance in security, logistical and medical
surveyed said they are most likely to trust their unaffected. Frequent extreme weather events crises, we continue to be an essential partner
own employer, followed by non-governmental forecast earlier than many climate models as to businesses.
organisations over their government and media. a result of global temperature rising. In 2022,
Employees have higher expectations of their multiple hurricanes and flooding in the US were *Source: UN
employers and rely on them to guard information followed by extreme heatwaves and droughts,
quality, even more so in uncertain times. also experienced in China, the UK and Europe.
Even if all countries keep to the pledges they
As international business travel has recovered in the
past year to 83%** of pre-COVID levels, we have
found travellers require more assistance than ever
before. Cases per 100 trips are more than three
times higher** than in 2019. As the complexity and
risk layers involved in international travel increase,
International SOS has stepped up to help clients
meet the challenges. We have increased resources
at our Assistance Centres and enhanced our digital
As international business solutions such as ManagerView and Assistance App.
travel has recovered in the As well as comprehensive COVID-19 services, we
past year to 83%** of have handled more than 2,000 assistance cases**
related to the Ukraine crisis and issued over 100
pre-COVID levels, we have alerts** linked to Monkeypox. As people rely more
found travellers require more on their employers for information and support,
assistance than ever before. those employers can rely on us to help them meet
their Duty of Care responsibilities.
Cases per 100 trips are more
than three times higher**
than in 2019.” *Source: World Health Organisation, November 2022
**Source: International SOS internal data – SAFE 3.0deck.

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Our ESG strategy Our ESG journey & milestones

& commitments
2014
CSR committee & board
Our ESG strategy establishment

Businesses and people are increasingly feeling a This fiscal year marked a major shift regarding our 2009 2015
sense of responsibility that goes beyond their own Sustainability approach. After a previous transition First CSR report UNGC local membership
interests, as they experience to a greater extent, from CSR to Sustainability four years ago, we
the consequences of climate change and social evolved to a broader and more inclusive scope of
inequality, existential threats to humanity. Environment, Social and Governance (ESG). For us,
ESG is ensuring that we manage the environmental, 2017
social and governance risks in conducting our 2019 • Environmental sustainability
Therefore, businesses like ours must now review Evolved CSR report to statement
the impact of their operations, assess their business, while creating shared value for our Sustainability report • UNGC global membership
place in society and become a force for good people, our planet, and our organisation. For this
for: employees, clients, partners, suppliers, the reason, we have re-defined our ESG strategy with
communities it works in and society at large. new metrics to quantify and monitor our progress 2018 2016
• Transformation from CSR CEO signature of SDGs
and impacts. Sustainability continues to be part to sustainability
For almost four decades International SOS has been of our DNA to drive positive change and ESG • First risk materiality assessment
becomes our language. • Reporting towards GRI
managing risks impacting our clients to make their & UNGC indexes
workforce resilient to health and security threats. 2020
International SOS reporting focuses on three
We empower business continuity and sustainability, International SOS Foundation’s involvement 2020
dimensions, that we have had in place now for four with the sustainability landscape with EcoVadis certification
anywhere in the world.
years: new sustainability training first rating

Our proven company philosophy PROTECTION

WORLDWIDE REACH. HUMAN TOUCH. Protecting & Saving Lives 2020 2021
• Supporting the GRI training • Participation in the UNGC
rooted in our company values of Passion,
PRODUCTIVITY • Involvement in key UNGC target gender equality
Expertise, Respect & Care have stood the Keeping Clients Productive Through our People &
statements programme
• Signature of the UNGC Women
test of time. Partners Empowerment statement
2022
PRINCIPLES 2022
We were born with the purpose of saving lives. Evolved Sustainability report
Environmental
As market leaders we want to continue leading Living by our Principles & Practices to ESG report
survey
by example. Driving positive change by putting
the Environmental, Social and Governance (ESG)
agenda at the heart of our core values feels 2022 2021
• Sustainable Procurement Policy • Re-assessed materiality matrix
distinctively right to be our natural next step. • Diversity & Equity agenda • EcoVadis silver certification

For this reason, we have set our global vision

For four decades International SOS
for a sustainable world: From Risk to Resilience. has been managing risks on behalf
This vision is our pledge to uphold the highest of clients and has made their work- UPCOMING PLANS
standards of Environmental, Social and Governance
force resilient to health and security • Attain Gold Medal from Ecovadis ranking
possible. To realise this vision, International SOS is • Global CSR initiative database repository implementation
committed to investing time, effort, and resources threats, empowered business • Carbon footprint measurement
at every level of the organisation to embed and continuity and sustainability, • Re-submission of the Women Empowerment Principle UNGC gap assessment
tool to track our progress
focus on ESG in all our activities and operations. anywhere in the world.” • Expand the scope of our Sustainability Procurement Policy

INTERNATIONAL SOS - ESG REPORT 12 INTERNATIONAL SOS - ESG REPORT 13

 Based on our refreshed materiality matrix, aligned with our vision of a sustainable world “From Risk Our ESG Advisory Board oversaw the To ensure focus and efficient progress towards our
to Resilience”, we introduced our renewed ESG strategy and redefined pillars of our ESG agenda. As development of the renewed ESG Strategy targets, we have reviewed and approved our ESG
a result of our collaborative work between our ESG Board and Committee, the strategy was built by in coordination with the ESG Committee. The Advisory Board and ESG Committee’s Terms of
understanding our gaps and targets around ESG topics. strategy was created in alignment with our Reference to ensure alignment of our new targets
policies, business objectives, risks, and material and commitments to our governance. Our ESG
topics. Committee meets regularly to set our priorities,
targets, and actions. With time, the Committee will
We have recently redefined our ESG Committee. continue to refine our ESG strategy. Each committee
Our Committee is composed of 13 members from workstream will also meet on a regular basis to
different backgrounds, business lines, expertise, ensure progress on the agreed targets. The work of
and regions, which have been divided into three the Committee includes the wide range of priorities
workstreams for each ESG pillar. Following our related to our Environmental, Social and Governance
commitment to promote a diverse workplace issues. The Committee reports biannually to our
Critical

culture led by our people, the comprehensive Advisory Board, who in turn updates our Group
Access to a skilled Data privacy & protection
group consists of 69% female representation. Executive Committee.
workforce and cyber security

Business continuity ESG Advisory Board

Epidemics and Business integrity, Baptiste Vaissié Laurent Fourier Jennifer Gibb Dr Myles Neri Greg Tanner -
transparency and ethics
Innovation
public health - Singapore - Geneva - Singapore - Sydney Singapore
Digitalisation of healthcare Group Chief Chief Executive Officer, Group HR Group Medical Director, Group General
Highest

and assistance Financial Officer Health and Security Director Medical Services Counsel
Subscription Services
Mobility and evolving Patient care, client satisfaction and
traveller behaviour Kai Boschmann - London Francesca Viliani - Copenhagen
EXTERNAL IMPACT

quality of assistance
Chief Marketing & Communications Officer, Director Public Health,
NCDs and Co-Chair of ESG Committee Co-Chair of ESG Committee
Employee health,
mental health
safety & wellbeing

ESG Committee
Extreme weather Environmental impacts Security
& Safety
Kai Boschmann - London Francesca Viliani - Copenhagen
conditions of our operations
Higher

Chief Marketing & Communications Officer, Director Public Health,

Co-Chair of ESG Committee Co-Chair of ESG Committee
Modern leadership and
engaging work

E S G
Relationship with assistance
partners and suppliers

Diversity &
inclusion
Community impact & Environment Social Governance
engagement
Mark Crawford* - Sydney Michele Tan* - Singapore Maria Fe Aguilar* - London
High

Group Director, Group Senior Director, ESG & Sustainability Officer

Assistance Operations Marketing & Communications
Lim Thau Khuan - Singapore
Alexandra Azevedo - London Amelie Chatelet - Barcelona Group Manager Compliance
Group Travel Manager Group Marketing Manager
Zelda Bezuidenhout -
Natalie Piccari - Houston Philippe Guibert - Paris Johannesburg
High Higher Highest Critical
Group VP, Real Estate Group Medical Director, EMEA Practice, Global Director of Network Services,
& Workplace Strategies Consulting & Solutions Governance & Quality
INTERNAL IMPACT
Clive Gillard - London Nidia Knight - Singapore Atul Verma - Singapore
Director of Medical and Security General Manager, IAS Quality & Compliance Director,
Assistance Air Transport Services MedSupply
*Group leads

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Our ESG pillars and efforts are aligned with international initiatives and frameworks, including the Environment Environmental issues related to businesses include
Sustainable Development Goals (SDGs), the Global Reporting Initiative (GRI) and the United Nations Global greenhouse gas emissions, most importantly
Compact’s (UNGC) framework. Reduce our environmental impact carbon emissions, which directly affects the
earth’s climate. Climate change is a main driver of
Our strategy will ensure that ESG is a thread that runs across our global organisation to have a more We are dedicated to meet international heat waves, raising sea levels, land degradation,
positive and measurable impact on the planet and people. Our approach towards our ESG strategy is environmental best practices for employees, droughts and other extreme weather conditions
both internal and external, ensuring the adopted best practices apply to all including our people, clients, clients, and providers that are consistent with, which cause harmful consequences on the quality
partners, and stakeholders. and appropriate to, our business activities of life, health and wellbeing of our employees and
and operations worldwide. Our purpose of society, in general.
saving lives motivates us to continue working
Waste & materials for the protection of the environment. Hence, For this reason, we have set ourselves targets
Water management our long-lasting commitment is to reduce our to help tackle the effects of climate change by
E Energy & emissions
environmental impact. setting environmental goals in four areas:

Climate Change Travel

Reduce ENVIRONMENTAL GOALS:
Environmental
Impact 1. Waste & All our business lines aim to provide and promote safe options for medical waste and
Working conditions & engagement Materials other related medical disposals. Our long-term goal is to reduce our waste footprint and
work with our suppliers to meet our standards via our sustainable procurement policies.
Career & learning development
Diversity & equity 2. Water We are drawing attention to the everyday opportunities to reduce water in our offices,
Management sites, and clinics under our management. We aim to reduce the consumption of water
Employees Health, safety & wellbeing
by working with our stakeholders and without compromising the quality of our service
Health, safety & wellbeing provision.

S Education & development

3. Energy & Experts advise that the release of greenhouse gases (GHG) to the atmosphere generated
Human rights
Emissions by human and business activities is the greatest factor that contributes to climate
Community
Resilient people, change. As International SOS plays a key role on the access and provision of medical
organisations and and security care globally, we can play an important part in pushing remote and travel
communities Health, safety & wellbeing related healthcare to become more environmentally friendly where possible without
compromising the quality of care.
Clients
4. Travel Technological changes, shifting demographics and the increasing influence of emerging
Policies, targets & standards economies are just some of the factors that have revolutionised global business travel
in recent years. We are dedicated to continuously develop and offer our acclaimed
Reporting
local expertise; nevertheless, business travel, international medical service provision and
Governance structure evacuations are essential to provide immediate response and on-the-ground quality
ESG Group Reporting delivery. We recognise travel represents a significant percentage of global carbon dioxide
(CO2) emissions. Our purpose moving forward is to reduce and compensate our emissions
and to encourage the use of less carbon intensive alternatives, whenever possible.

G Sustainable procurement

Respect ethical
governance

Ethics & compliance

Corporate social responsibility

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 Social We plan to continue working for our people, organisations, and communities in four key areas:

Resilient people, organisations & KEY AREAS:

communities
1. Working Our talent-led organisation facilitates our growth and allows us to be a force for good.
We deliver customised health, security risk Conditions & Our focus is to continue revamping our actions and programmes to maintain a healthy
Engagement working environment. Whether at home, at any office or site anywhere in the world,
management and wellbeing solutions to our clients
our focus is to ensure our employees feel safe and care for one another. As a global
and their diverse workforce with differing personal
organisation, employing people from over 90 countries, we respect and incorporate
risk profiles and operating in locations with varying
individual rights into every aspect of our people agenda.
health and security threat levels.
For us, being a responsible business means to respect individual and collective rights
We help our clients prepare their teams of all those who partake in our actions to protect and save lives. From our doctors,
around the world for any eventuality, prevent nurses and medical staff to our partners and suppliers, we are committed to maintain
partnerships based on respect, care, and integrity for all. We also recognise the right
the frequent occurrence of incidents and of our employees to group in accordance with local laws and are supportive of the
support them through every crisis. And this freedom of association and the right to collective bargaining.
is only made possible because of our own
2. Career & In an increasingly challenging world, where new technologies and risks are transforming
14,000 multi-cultural security, medical,
Learning the future of work, a highly skilled workforce is crucial. We continuously investing in
logistics and digital experts who stand with Development upskilling and reskilling our people to ensure that they are able to meet both the current
our clients to provide support and assistance and anticipated future needs of our clients. Our approach to development is pragmatic.
from over 1,000 locations in 90 countries, From highly specialised programmes to tailor-made learning offers, we equip our people
with the necessary skills to fulfil the expectations for their current roles and enable
24/7, 365 days. career progression. Collaboration with external learning partners, whenever possible, will
be a key component to our approach.
Our people are our most important asset. Without our
people, we would not be able to help organisations We strongly believe that education is the first step towards a developed sustainable
develop, grow and protect their human capital at work society. We aim to continue empowering children and underserved communities with
and in life, for now and in the future. equal access to education through our services and our philanthropic activities.

That is why our ESG strategy prioritises and places the 3. Diversity We protect and save lives regardless of age, gender, ethnicity, religion, sexual
greatest attention on people. We aim to have flexible & Equity orientation, and ability. We are determined to offer equal opportunities and benefits,
people, organisations, and communities to build a to remove barriers and biases, and to provide an inclusive workplace environment
resilient world. where everyone feels valued and accepted. Our Diversity & Inclusion Council and our
Human Resources teams set out the path, globally. From inclusive recruitment practices
We pride ourselves in creating a healthy, positive, to acceleration programmes for a diverse leadership, our comprehensive outlook to
and secure environment where our employees can promote an inclusive workplace culture is led by our people, for our people.

feel empowered to put ESG measures in practice and

develop their talents to their full potential. 4. Health, Safety Health, safety, and wellbeing for all, always and anywhere is our guiding principle. Now
& Wellbeing more than ever, it is crucial to understand that health is not just the absence of illness
or injury. Health, as stated by the World Health Organization is “a state of complete
physical, mental, and social wellbeing”. Beyond our Duty of Care responsibilities, we
aim to preserve, promote, and enhance this holistic approach for employees, clients,
communities, and other stakeholders. We want to lead in our response to global and
public health challenges which include non-communicable diseases (NCDs), risk of
accident and injury, epidemics of infectious diseases, mental health related conditions,
and more.

Health, safety, and wellbeing is what we do so well for our clients and what we commit
to do even better for our workforce. Our strategy on health, safety and wellbeing starts
at home and expands to anywhere we operate. We will continue to foster an inclusive
access to health and wellbeing care, for our clients’ workforce, the communities where
we operate, and partners the same way we do for our employees.

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Governance governance approach focuses on building a strong

Respect ethical governance

ethical relationship with our employees, suppliers
and partners based on mutual communication; Environment E
continuous improvement to collect, monitor and
As the world’s leading international health and report data, metrics, and targets to ensure impact We initiated a more ambitious project of our
At International SOS, we
security risk management company, we maintain management; and accountability. Our in-country greenhouse gas footprint assessment with
the highest ethical standards throughout our expertise and capability to provide healthcare acknowledge the urgency to the final objective of defining reduction goals. Our
operations. Improved governance standards and and security support is only possible through that mitigate the effect of climate data collection process for the GHG assessment
reporting are becoming more stringent as concerns continuous engagement. change. during FY21/22 yielded some opportunities to
over environmental and social challenges grow improve our environmental management system,
in recent years. Thus, business resilience and ESG The comprehensive governance approach will be Experts advise that climate change will increase the specifically in our data collection process. As
performance has become a requirement for our implemented in four main topics: impact and frequency of climate-sensitive hazards, we continually seek strategies to reduce our
business as usual and for our stakeholders. Our such as infectious diseases, extreme weather environmental impact, we acknowledge the need
conditions and other negative socio-economic to report on accurate ESG data and we took the
repercussions. This unprecedented threat to our responsible decision to report a more
TOPICS: precise set of data. Our environmental target is to
planet and people represents an opportunity for
1. ESG Group ESG is increasingly becoming part of legal and regulatory requirements. Voluntary reporting and businesses, governments, and individuals to work progressively refine our management system and
Reporting disclosure frameworks are becoming more stringent. For that reason, reporting has become our together for a common goal. quality of GHG emissions data during the next few
most important tool to communicate our ESG performance and risk management to internal and years, starting with five of our key sites on this
external stakeholders. As we continue to embed ESG standards into our operations, we plan to As we continually seek strategies to reduce our financial year. This will provide more precise GHG
constantly refine data accuracy and reporting methodologies across the organisation and regions environmental impact, we acknowledge the need measurements for setting our targets to reduce the
to reflect any progress, development, changes in our strategy and reporting requirements in time. to report on accurate ESG data and we took the environmental impact of our operations.
responsible decision to report a more precise set of
data. Our environmental target is to progressively Nevertheless, we believe that the latest results of
2. Ethics and As a global organisation, we employ hundreds of people working in our global offices and sites.
refine our management system and quality of GHG our GHG assessment provided accurate insights of
Compliance We seek to comply with local legislation and international standards to offer a fair, safe, and
emissions data during the next few years, starting our practices related to travel. All business flights*
productive work environment for all our employees. We continuously work with business partners,
suppliers, vendors, and contractors to ensure they adhere to our policies and procedures. For with five of our key sites on this financial year. This at International SOS during FY19/20 generated
this reason, business integrity, transparency and ethics are a material topic for us. Our ethics and will provide more precise GHG measurements for 24,231.9 t CO2-e/yr. As we engage with partners and
values give us pride in our work and in our organisation. Our internal policies and codes reflect setting our targets to reduce the environmental suppliers on this matter, we will continue to seek to
our stance against exploitative practices, promote a culture of integrity, honesty, and ethical impact of our operations. introduce carbon compensation programmes and
behaviour, and recognise individual and collective rights. We acknowledge that, as social and initiatives in all our focus themes to holistically reduce
environmental challenges evolve, organisations must evolve as well. Hence, our commitment Our journey to manage our environmental impact our direct and indirect environmental footprint.
is to regularly reassess our governing policies, management, and practices to uphold to the started some years ago with an Environment Policy
highest standards. Our employees follow the International SOS Code of Conduct and Ethics statement which outlined our purpose and objective
* We consider business flights as any travel undertaken by
(the “Code”), a set of principles by which we seek to operate a safe, honest, and responsible International SOS staff or consultants by air, rail, or any other
to comply with international and local standards means of transportation paid by the company.
business. International SOS has a zero-tolerance stance on corruption. As part of the International
and regulations, constantly assess our management
SOS Group, all employees, officers, and directors are expected to comply with the Code which
included the anti-bribery and anti-corruption policies under our employee regulations. In FY21/22, process of our operations, manage our environmental
there were zero confirmed incidents of corruption involving our employees or business partners. impact responsibly, and ensure accurate reporting.
There were also no legal cases of corruption brought against the Company. Employees undergo In 2021 we obtained the ISO 14001 certification for
an annual mandatory web-based Global Compliance Course which includes anti-corruption our MedSupply business line, and we aim to progress
training, and are assessed on their knowledge and understanding at the end of the course. by doing the same for our Dubai operations by
the end of Q1 2023. We continuously encourage
3. Sustainable Our objective is to continue engaging with suppliers and partners to provide more transparency our employees to further develop their skills and
Procurement of their ESG performance and, in turn, of our value chain. Ultimately, working collaboratively with knowledge on audits and standards. We are proud to
our partners will allow us to close gaps and improve our overall performance in relation to our
announce that two of our MedSupply members have
environmental and social impacts. Our recently implemented Sustainable Procurement Policy will
become certified auditors for the ISO 14001.
be our guiding tool to reach our long-term objective of embedding high sustainability standards
into each step of our supply chain.
Additionally, in our new assessment for suppliers,
in accordance with our Sustainable Procurement
4. Corporate International SOS is a socially responsible organisation that continuously engages with local
Social communities in the regions where we operate. Seeing as our work takes us everywhere, our Policy, determines environmental criteria which will
Responsibility expertise has the potential to extend our positive impact beyond our services. In other words, guide our suppliers to progressively work towards
(CSR) our Duty of Care transcends our commitment to employees and clients. For that reason, our international and local standards.
philosophy for corporate citizenship focuses on healthcare and education initiatives.

INTERNATIONAL SOS - ESG REPORT 20 INTERNATIONAL SOS - ESG REPORT 21

Social S
Resilient people, Health & safety
Digital Health
- through a reliable and accredited network
of over 300 providers worldwide. While these

organisations & Enabling safe travel in a COVID-19

world Providing healthcare and assistance to clients
technologies will improve service delivery and
remove certain barriers, these will also introduce

communities The pandemic, combined with geopolitical

has been at the heart of our business since its
inception. Following the COVID-19 pandemic,
new risks. International SOS is, therefore,
constantly monitoring this fast changing area
uncertainty and the impact of climate it became even more critical for businesses to and its regulatory requirement through its
change has made travel undoubtedly more ensure their people could access quality care, multidisciplinary expertise.
complicated and more support is required wherever they are, and hence ensure business
continuity through a healthy workforce. During the Last year, we announced the launch of our “Self-
than ever.
pandemic, we accelerated the expansion of our Service” TeleConsultation solutions which is
In collaboration with the International TeleHealth services in many new locations, and we currently being rolled out to our clients globally.
SOS Foundation, we launched a new will continue our efforts towards this goal.
training course on the ISO 31030:2021 Our efforts on expanding our digital health
travel risk management standard. The As of this year, we offer TeleHealth and services also align with an environmental
standard provides a vital guidance to TeleConsultation services in 35 countries (see mindset. We are committed to protecting the
protect an organisation’s workforce locations on the map below). Over the FY21/22 we environment and our TeleHealth services are
through the development, implementation, continued to identify new business opportunities a prime example of how we integrate UNGC
evaluation and review of their travel risk including the delivery of TeleConsultation to Principle 9, ‘Encourage the development
management policy and programme, as our client’s domestic population in addition to and diffusion of environmentally friendly
well as an assessment and treatment of international travellers and assignees. technologies’ into our business plan and day-to-
travel risks. These range from events such day operations. The advice and assistance we
Beyond expanding our global reach, we also offer remotely results in reduced unnecessary
as a road accident, or a health incident,
continually look at improving the quality and travel, travel disruption, and a reduction in the
through to disease outbreaks, epidemics,
functionalities of our digital health services environmental impacts associated with this
natural disasters, as well as conflict, crime,
(TeleHealth, TeleConsultation and TeleMedicine) - while at the same time ensuring timely and
security, health (including mental health) of
to meet our clients’ project specific requirements quality medical care. These vast reductions in
travellers, and adversely affect the outcome
of their travel objectives. travel bring real environmental benefits.

The first pilot course was launched in

November 2021. The Foundation ran
two more sessions in May and October TeleConsultation availability in:
2022. We also created a new ISO 31030
self-assessment tool, which is free and • Angola • Malaysia
available online, to help organisations • Australia • Myanmar
assess the potential gaps in their travel • Azerbaijan • Netherlands
• Brazil • New Zealand
risk management programmes. We have • Canada • Nigeria
also translated this tool into Italian and • Chile • Papua New
French. As ISO 31030 is not yet a certifiable • China Guinea
• Denmark • Philippines
standard, there is global interest in
• France • Portugal
collaborating with country-specific industry • Germany • Puerto Rico
bodies to lead the development of its • Ghana • Saudi Arabia
certification. The process has already begun • Hong Kong • Singapore
• India • South Africa
with the teams in China, Japan and the
• Indonesia • Taiwan
UK alongside British Standards Institution • Iraq • Thailand
(BSI), and the process in the United States • Ireland • UAE
is being explored with the American • Italy • United Kingdom
• Laos • United States
National Standards Institute.

INTERNATIONAL SOS
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ESG REPORT
REPORT 22 INTERNATIONAL SOS - ESG REPORT 23
CASE STUDY:
Strengthening Global Health in Papua New Guinea – COVID-19 Vaccination Programme

International SOS has been supporting COVID-19 depends on demand-side and supply-side
vaccination programmes throughout the pandemic factors.
for our clients and their workforce as well as • Stayed abreast of the circulating misinformation
national vaccination programmes for the Ministry of and ensured that Information, Education and
Health in various countries. Communication (IEC) materials are appropriate,
relevant and designed for each target audience.
Given our 25 years of medical services operations in
• Implemented innovative solutions to improve
Papua New Guinea, we became the preferred partner
access for at-risk populations.
to the Australian Department of Foreign Affairs and
Trade to roll out the national COVID-19 vaccination • Ensured sustainability by integrating new
programme in Papua New Guinea. We were selected roll-out stages into existing routine immunisation
to manage the Australian Government’s COVID-19 programme(s).
testing facility at Jackson Airport as well as train all • Established an appropriate health information
the health workers involved. system.
• Trained health workers involved.
To ensure a successful roll-out of their national
vaccination programme, we also supported in the By July 2022, through the provision
following areas:
of both static and mobile clinics, we
• Engaged, at an early stage, with all stakeholders, administered 47,000 doses of vaccines
e.g. governments, healthcare sector and to health workers and to citizens at
communities. large. These doses accounted for
• Defined a clear communications process with 20% of the total doses administered
stakeholders for ongoing coordination and in Papua New Guinea at the time.
problem solving.
• Identified, assessed and addressed vaccine We were also the trusted source of COVID-19
hesitancy of involved communities and intelligence and advice to the Papua New Guinea
stakeholders as a vaccination programme fully Department of Health.

INTERNATIONALSOS
INTERNATIONAL
INTERNATIONAL SOS---ESG
SOS ESGREPORT
ESG REPORT FY21/22
REPORT 24
24 INTERNATIONALSOS
INTERNATIONAL SOS--ESG
ESGREPORT
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25
 Mental health and wellbeing – more critical in the midst of geopolitical tensions, Now, with a 38% increase in Emotional
ongoing COVID waves, new infectious diseases, and Support cases from the same time last
supporting our clients social and political unrest.
year, 80% of those cases are being
COVID-19 has reinforced the importance delivered remotely.
of mental health and wellbeing worldwide,
Our Enhanced Emotional Support has
especially where there is still a stigma against experienced sustained growth, supporting Last year, we also successfully launched the “Single
mental health support. At International SOS, we over 2,800 clients, and providing over Session Therapy” option, making the counselling
are working to further our Mental Health and 3 million individual members with model even more flexible in the face of evolving
Wellbeing offerings for our employees and our needs from our subscribers. As we move forward,
on-demand counselling support services at
Business continuity challenges clients, to ensure they have the tools, support, we seek to improve our management of highly
no additional cost. Even before the global sensitive cases such as Repatriation of Mortal
and services necessary to thrive.
In today’s turbulent world, businesses often face spread of COVID-19, 20% of cases sought Remains, in collaboration with Workplace Options
challenges in ensuring their business continuity The COVID-19 pandemic emphasised the need remote counselling via phone or video-chat. (WPO).
while fulfilling their Duty of Care towards their to have holistic human capital management. In
workforce. the past, businesses have measured their human
capital on traditional metrics around employee
From the COVID-19 pandemic to the recent turnover and headcount. Today, it is important to Case Study – Mental Health and Wellbeing Resilience
geopolitical incidents (most specifically the think beyond and understand how to proactively
Ukraine conflict), preparedness and risk set forth a healthy work environment to prompt In 2019, we began to work with Mott MacDonald, a The pilot programme, launched in United Kingdom,
mitigation processes and protocols are even upskilling, wellness, and engagement. The leading engineering, management, and development Singapore, and United Arab Emirates, consisted
more crucial than they used to be. Getting ultimate purpose should be to avoid a reactive consultancy firm to deliver a new one-stop solution of a “Digital Wellness Portal” where employees
prepared for the next crisis or compound crises relationship between employees and employers, for wellbeing for 10,000 employees. Their ultimate complete lifestyle and health assessments, take
is essential to mitigate and minimise the impact and instead be proactive and strategic. objective was to create “happy, healthy, and safe part in fitness challenges, socialise with other
of health and security threats. environment; enabling everyone to achieve their colleagues, access learning content, and schedule
The pandemic specifically brought attention full potential, thrive and feel empowered to take travel vaccines.
The currently volatility of our global to mental health challenges among employees responsibility for and focus on their own health and
environment has forced organisations to widen which has become one of the biggest disruptors wellbeing”, as Laura Hague, Mott MacDonald’s Group After four years, the successful programme
their crisis management response, embedding in 2022, escalating absenteeism, presenteeism Safety Manager, stated. is being offered to almost 14,000 staff in
workforce assistance and protection more than and continuity issues. Hence, the norm among over 60 countries.
ever before. Stakeholders often need to rethink businesses is to provide holistic programmes For International SOS, it was critical from the outset
their crisis management response and approach to ensure a healthy and productive global to determine both the needs of Mott MacDonald The programme yields aggregated data for our
in a more holistic way. workforce. and the needs of the employee. Such a wellbeing doctors – following privacy and data regulations – to
programme would, in turn, increase engagement, analyse key health and wellness metrics including
We support our clients, offering them a wide Designing a Mental Health and Wellbeing decrease sick days, decrease medical claims, cholesterol levels, tobacco use, physical activity,
range of preventive solutions including access to programme is a difficult task as it must address improve employee morale, and address employee work-life balance, mental health state (anxiety, stress,
real-time and accurate intelligence, consulting, the needs of a specific organisation and of challenges. Mott MacDonald’s goal was to mirror the depression and burn-out). The aggregated data is
crisis management process as well as pandemic its employees, understanding the corporate Duty of Care approach they already had in place for used to continuously provide appropriate bespoke
preparedness to ensure their workforce culture and local context. For that reason, employees with access to travel risk management wellbeing solutions which are aligned to their global
remains resilient and adaptable to the enduring International SOS created bespoke services that services, offering a new one-stop solution for wellness. wellbeing profile.
complexity of the risk landscape. We are also help companies achieve organisational resilience
uniquely structured in our ability to provide through a robust Mental Health and Wellbeing
uninterrupted service, assistance and support strategy that can be sustained over time. From
to our clients and their workforce, ensuring strategic planning, education, and training to
business resilience and sustainability. 24/7 assistance, our mitigation strategies and
support programmes have become crucial in
Many of our clients cite our solutions as helping managing our client’s risks.
their organisation achieve their sustainability
priorities in their annual sustainability reports. Over the past year, we have continued to offer
Our clients include 50% of the Global 100, our clients a range of mental health solutions
a ranking of the world’s most sustainable in an ever-changing world. With the return to
corporations. travel, mental health support has become even

INTERNATIONAL SOS - ESG REPORT 26 INTERNATIONAL SOS - ESG REPORT 27

 topics aligned with health and wellbeing, as
Mental health and wellbeing – work boundaries through training and education Tools and resources
for employees and managers. well as productivity, diversity and inclusion,
supporting our people sustainability, and leadership engagement. Alongside our educational activities, we
As we work with all levels of the company also developed relevant tools and services
A key pillar of our Duty of Care is caring for the Health and wellbeing topics covered include:
through various initiatives, we will continue to to ensure our people have access to the
health and wellbeing of our people. It is what we
communicate our commitments and our progress. resources they need.
do so well for our clients and what we commit • Workspace decluttering
We acknowledge this will only be possible if we
to do even better for our workforce. In October • Caring for your liver
continue to collect related information from our 1. Employee Assistance
2021, we launched the first edition of our BeWell • Mindfulness and mental resilience
employees. For that reason, we plan to conduct Programme
survey, to enhance existing initiatives and
the BeWell voluntary survey every two years and • Managing virtual fatigue
introduce better and more effective wellbeing
achieve a 60% employee response rate. • COVID-19 immunisation We continue to enable 24/7 access to
interventions across all levels of the company.
our Employee Assistance Programme
• Mental health and wellbeing
Mental health and wellbeing for our people and their immediate
44.6% of our employees globally • Mental health tips
programmes family, which includes free access to
completed the BeWell survey. Their • Men’s health counselling, stress-reduction, and life-
responses allowed us to identify the As of today, we offer the Employee Assistance • Prostate cancer coaching sessions on personal and work
gaps and the state of our employees’ Programme (EAP), the Mental Health Resilience • Work-life balance issues.
wellbeing. We are now at the stage Programme and monthly wellness programmes • Post-holiday mental health
to our employees worldwide. We aim to continue As of June 2022, the programme offers
of defining a plan of action which will • Mental health self-care tips
to improve our offerings and better cater to the support to our people in 51 countries,
include specific actions and initiatives • Healthy lifestyle and health resolutions
needs of our colleagues including 7,180 employees who have
to achieve our targets. Our priorities • A culture of care accessed the programme.
for the first five years will be related to • Understanding cancer
Awareness and education
closing the gaps to build a healthier and • Women wellness 2. Mental Health Training for
Central to our approach to building a resilient • Happiness and positivity Managers
safer work environment for our people.
and healthy workforce is our continued emphasis • Stress and eating
We also launched a pilot for our Mental
As part of our action plan, we aim to provide on raising awareness on key mental and physical • Gratitude and self-care Health Training Programme for our
the necessary tools to reduce the number of health issues, and leveraging the capabilities of
managers in April 2022, which saw 10
employees working over 55 hours per week by medical specialists to educate our people on key We also delivered multiple wellness webinars participants take part in the initiative.
10%. The action plan will identify the tools to wellness practices that they can deploy in their and workshops across a wide range of topics. Over two sessions, participants learned
ensure a healthy work-life balance and improve daily lives. These webinars and workshops were delivered about identifying at-risk signs and
productivity and to reduce the percentage of jointly by our Medical Services and Group HR behaviours in the workplace and
employees with this perception by 10% in the During FY20/21, we delivered 34 themed editions teams and were very well received, resulting in appropriate responses to support
next five years. All whilst setting and respecting of our Life@International SOS newsletters on an average Net Promoter Score of 60. impacted colleagues in an empathetic
manner, as well as referrals to dedicated
Wellness webinars and workshops topics: specialists for more in-depth support.

• Financial planning basics

3. Mental Health First-Aiders
• Women’s wellness
• Investing basics Since its inception in March 2021, we
• Managing stress and avoiding burnout have trained 24 of our employees to
be certified Mental Health First-Aiders
• Dealing with loneliness
within our workplace. This programme
• Dealing with feelings of depression
ensures there are certified support
• Taking back control of your time peers who can guide employees in crisis
• Creating the right habits and routines towards the right professional support
• Ergonomics in the workplace and exercises to and help to prevent mental health issues
build physical resilience from becoming more acute.

INTERNATIONAL SOS - ESG REPORT 28 INTERNATIONAL SOS - ESG REPORT 29

Diversity & Equity Target Gender Equality on our commitments and report accordingly. and will provide with guidance on key recruitment
procedures that must be followed to ensure
International SOS strives to create a working Females make up 50% of our global To reinforce our commitment to empowering recruitment free of discrimination. The revised
environment free from discrimination and bias, workforce. Like many organisations, women, we became signatory of the CEO recruitment policy aims to stand as the reference
where people can fulfil their potential. We are International SOS found that these statement of support for the Women’s document following the mandatory unconscious
proud of our cultural, ethnic, racial and gender percentages began to decrease at more Empowerment Principles (WEPs), joining over bias training. The policy will be launched internally
diversity. senior levels. Hence female empowerment 5,000 companies, including some of the world’s to our global teams early 2023.
and representation continues to be one of our largest brands as well as other large, small, and
key priorities, with several initiatives including medium-sized enterprises. By signing the WEPs, Female Mentoring Programme
It is one of our main strengths as a
our Female Leadership course and Women we are committed to take bold steps to advance
company that reflects the wide and gender equality in our workplace, marketplace and
Mentoring programme. More recently, we 50% of our workforce is female. A key strategy
diverse population we serve. That is took an extra step in committing ourselves communities where we operate. at International SOS around gender diversity is
why we remain committed to creating on the female representation subject, by mentoring and training high-potential female
an environment which is free from taking part in the UNGC “Target Gender The WEP statement is based on the seven below talents around the world to put them on the
principles: leadership track. In January 2021, we launched
discrimination and bias wherein people Equality” programme and assessing our
can fulfil their potential. gaps through their Women Empowerment • High level corporate leadership our third intake of the Global Female Executive
Principles assessment tool. As an outcome of • Treat all women and men fairly at work without Mentoring programme with 21 mentees joining
this exercise, we established concrete targets discrimination from across various regions, business lines and
and associated actions around training, talent • Employee health, wellbeing and safety functions and successfully graduating in August
management, communities’ empowerment, • Education and training for gender equality 2021. A satisfaction survey was conducted post-
and reporting. • Enterprise development, supply chain and programme among both the mentees and mentors.
marketing practices This resulted in a Net Promoter Score of 73 among
• Training – Further improve our gender- • Community initiatives and advocacy the mentees and 71 among the mentors (external
related training to increase awareness and • Measurement and reporting average NPS benchmark describes “above 50 as
education on the subject. excellent, and above 80 as world class”).

• Talent management – We aim to establish

Unconscious bias training for employees
Over the last three years, we had 63 graduates
gender diversity in the middle management
In 2016, we first established our Global Diversity with a promotion score of 27%. We are committed
layers through structured leadership and
& Inclusion Committee (D&I Committee) which to increase by 25% the number participants who
mentoring programmes, which would then
includes representatives who specialise in have been promoted within the first 12 months
by definition reflect in our promotional
workplace issues pertaining to gender, age, race, after the end of every edition of the programme.
talent pool.
ethnicity, sexual orientation, and physical ability.
• Empower communities where we operate The Diversity & Inclusion Committee plays an Another metric to measure the success of the
to address gender biased gaps in health active role in defining our policies and programmes programme for the mentees and mentors, is the
and wellbeing (SDG3). around the diversity and inclusion agenda. As a Net Promoter Score (NPS). This metric allows us to
• Reporting & transparency – Empower major action, the D&I committee put in place our measure loyalty and satisfaction of both mentees
our business leaders to make informed Unconscious Bias training, which has recently been and mentors, and track potential ‘promoters’ and
decisions to improve gender equality made mandatory for all people managers globally. ‘detractors’ of the programme. We aim to maintain
through effective and transparent Over the FY21/22, we delivered our unconscious an NPS of 60% or above for every edition of the
reporting process, aligned with Women bias training to over 400 employees, which programme.
Empowerment Principles (WEP) gap represents 800 hours of training. The training is a
recognised successful way for creating awareness Our Female Mentoring Programme, which was
assessment framework.
and changing how people think about diversity and created to develop hard and soft skills, continues
We plan to increase our women inclusion in the workplace and at International SOS. to yield great results for our employees. We have
in leadership/governance levels (director and had 80 graduates from various functions around
above) from 29% to 40% by 2030. In addition to our mandatory Unconscious Bias the world since the pilot programme was launched
training, we are currently reviewing our existing in FY18/19. 30% of graduates have since been
We aim to complete the gap assessment recruitment policy embedding key guidance promoted to senior roles.
again during the FY22/23 and on a yearly to ensure unbiased recruitment across our
basis moving forward to ensure we progress organisation. The revised policy reiterates the
benefits of hiring a diverse and inclusive workforce

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Governance G
Living our ESG purpose at Ethics & Compliance We operate a complex privacy and security
team with representatives in key jurisdictions
International SOS
Data Protection around the world to address information security
and privacy concerns locally as well as globally.
Our intention with the renewed ESG strategy has In the delivery of our service, our clients may entrust
been to continue embedding sustainability in our us with sensitive information such as personal, health All International SOS employees and third-party
company philosophy and DNA. We acknowledge and travel data. International SOS invests significant personnel working for International SOS undergo
that achieving our ESG strategy and targets will resources into transparency, accountability and mandatory web-based Global Compliance
not be possible unless we motivate our workforce security of such data. Course which includes training to strengthen
to innovate and lead the change. To increase their knowledge on information security and data
innovation among our global workforce, we Our data protection governance is established to protection.
developed a new eLearning course: “Introduction ensure our accountability to maintain security and
to ESG”. The aim of this eLearning course is to privacy of our employees’ data. Of the 12,083 International SOS
provide a basic understanding of the concepts of employees required to complete the Global
sustainability and ESG, to learn about the related International SOS is committed to safeguard the
personal, health and travel data in accordance with Compliance Course in FY21/22, 11,343
frameworks, to introduce our ESG strategy, pillars
and the initiatives we are employing within our own applicable laws and regulations, codes of conduct (94%) employees completed the course.
organisation and with our clients and stakeholders. and the international standards in information
security and privacy. All employees are required to take the Global
Compliance course annually as a refresher. In
By the end of FY21/22, more than 1,400 (~11%)
International SOS’ group executive members play addition, employees receive periodic information
employees had completed the voluntary eLearning
an active role and oversee the management of security awareness email updates from our Group
course. As our ESG agenda evolves and becomes
information security and privacy risk treatment Information Security team.
a greater priority for our business objectives and
strategies. Our executive leadership supervises
operations, we want to continue engaging our Security Policy
and participates in the Data Protection Committee
employees in our strategy and related initiatives.
and undertakes risk-based decisions to ensure that
For that reason, we have made the “Introduction Our Information Security Management System
we manage the information risks via our strategic
to ESG” course compulsory for all new hires and (ISMS) and Personal Information Management
information security and privacy roadmap aligned
current employees from January 2023. Our goal System (PIMS) provide a systematic and structured
with our business priorities and our clients’ feedback.
is to reach 85% of our global workforce to gain approach to ensure that we manage the information
awareness on our ESG strategy by completing the International SOS has dedicated teams security consistently across all locations where we
eLearning course. for information security and privacy worldwide. operate.

Our PIMS is an extension of our ISMS which ensures

that we are transparent, accountable and secure in
our handling of personal information. These systems
consist of administrative, physical and technical
controls such as policies, processes, procedures,
organisational structures, and technological
solutions.

International SOS has engaged independent

audit firms to assess our Information Security
Management System. Our Information Security
Management System (ISMS) and Privacy Information
Management System (PIMS) across all our business
lines and registered companies internationally are
certified as ISO/IEC 27001 compliant and ISO/IEC
27701 respectively.

INTERNATIONAL SOS - ESG REPORT 32 INTERNATIONAL SOS - ESG REPORT 33

 Our internal controls are designed This year, we also conducted ransomware exercises Team (CCMT) scenario involved 30 participants and
to meet the AICPA Assurance for the Corporate Crisis Management team, and was run across two sessions to exercise a follow-
for Africa, Indonesia and LATAM Regional Crisis the-sun model and to allow the respective CCMTs
Services Executive Committee
Management Teams. to engage in 2 - 3 team meetings with break-out
(ASEC) TSP section 100 criteria for session to develop plans, communications and
Availability, Processing Integrity, Each exercise was run as a single level live desktop support materials.
Confidentiality and Privacy. scenario with inputs provided by role players acting
as employees, customers, media and regulators. A The plan in the next fiscal year is to stage similar
We carefully select the third-party period of refresher training in the CMP and Data exercises for the other regions and develop a new
service providers who support us with Breach Contingency plan was conducted a week activity that will leverage the Business Continuity
the processing of personal data and prior to the scenario. Management System we are introducing.
implement contractual clauses that hold
them accountable to the same data The scenario consisted of four stages and was
protection and privacy standards we meet followed by a debrief:
ourselves.
• Identification of ransomware and immediate
Cyber Security response
• Preliminary investigation and initial demands
We have implemented a resilient • Confirmation of impact on critical systems and
technology infrastructure that allows us potential export of personal data, communication We perform an annual SOC 2
to provide secure, yet highly available to key stakeholders Type II attestation to prove that
services to our customers. • Investigation findings and client feedback
• Debrief and lessons learned
our system is designed to keep
We engage internationally known
our clients’ sensitive data safe and
independent firms to conduct information The activity required the respective CMTs to secure based on the Trust Service
develop a plan of action to contain the incident and
security and privacy audits, penetration Principles of Security, Processing
tests, and independent researchers to mitigate its impact, communicate with clients and
regulators, investigate the incident and commence Integrity, Availability, Privacy, and
continually assess our systems. We ensure
swift remediation of any risks associated actions to recover. The Country Crisis Management Confidentiality.”
with data confidentiality, integrity,
availability and privacy identified by these
firms.

We perform an annual SOC 2 Type II

attestation to prove that our system is
designed to keep our clients’ sensitive data
safe and secure based on the Trust Service
Principles of Security, Processing Integrity,
Availability, Privacy, and Confidentiality.
We conduct regular penetration testing,
a form of “ethical hacking” performed by
independent security experts, attempting
to identify and exploit the vulnerabilities.
We have also registered our organisation
on the bug bounty programme. This allows
us to engage with worldwide ethical
hacking community researchers and find
vulnerabilities in our systems regularly and
confidentially.

INTERNATIONAL SOS - ESG REPORT 34 INTERNATIONAL SOS - ESG REPORT 35

Sustainable procurement 2. Human Rights and Labour Law In the first phase of implementation of the new
Compliance Principle, to respect individual SPP, our goal was to include the Sustainability
To provide our clients with truly global health rights and to restrain from any discriminatory and ESG criteria in MedSupply’s Quality
and security risk management solutions, we practices. This Principle refers to issues related Management System, comprising over 40 policies
must ensure our entire value chain upholds to child labour, anti-slavery, anti-trafficking, non- and procedures. MedSupply is a leading provider
the highest ESG standards. By requiring our discrimination, D&I, and fair wages and working of medical supplies delivering capabilities
suppliers to follow specific sustainability conditions. worldwide for over 30 years. We decided to
standards and principles, we aim to minimise begin the implementation with MedSupply as it
risks and measure the impact of our services 3. Health and Safety Principle, to provide is our business line with the highest number of
and products. workers with a safe and healthy work suppliers.
environment, free from physical, chemical,
During the previous financial year, we biological, and radiological hazards. This Within this first phase, we acknowledge the
defined a plan to incrementally embed our Principle refers to issues related to workplace need to raise internal awareness on ESG and
Sustainable Procurement Principles into safety, emergency response preparedness, and sustainable supply chains. We conducted
our Quality Management System through a employee health and wellbeing. training sessions for all our employees in relevant
phased approach. The Principles were created positions. We partnered with BSI to learn more
on the basis of the World Health Organisation 4. Environmental Protection Principle, about sustainable procurement and ISO 20400
(WHO) guidelines and related ISO standards aimed at maintaining and recovering (when standards. We also created a bespoke internal
to ensure safety, identity, strength, purity, possible) a health natural environment. training on our SPP, procedure and internal
quality and performance of our products and This Principle refers to issues related to implementation plan.
services. environmental compliance, waste management,
energy and emissions, and water management. Our aim is to ensure that 100% of our
The following Principles have been defined in employees, including new hires, in relevant
our Sustainable Procurement Policy (“SPP”): 5. Good Governance Principle, to ensure
suppliers function within a regulatory
positions, are properly trained.
1. Ethical Compliance Principle, with system, following high standards, proven
The new SPP outlines our expectations of third-
the aim to operate in an ethical, integral, capabilities, complying with legal requirements,
party suppliers with regard to the Principles via
and transparent manner. This Principle and operating under an efficient quality
a screening assessment on our suppliers’ ESG
refers to issues related to anti-corruption, management system. This Principle refers to
performance. During FY21/22 we started to
fair trade and competition, conflict of issues related to legal compliance, and quality
engage with 115 of our manufacturing, wholesale
interests, data privacy, and confidentiality. management systems.
and logistics suppliers in UAE, Singapore and
France. We guided them through the screening
assessment process to receive their results.

As we continue to work with our suppliers,

we aim to reach 10% response rate of
the SPP assessment by FY21/22 in UAE,
Singapore and France. With time, we will
expand our reach to include other regions
where MedSupply operates.

Our long-term goal regarding our Sustainable

Procurement Policy is to continue embedding
our Sustainability Procurement Principles into our
Quality Management System (QMS) worldwide.

INTERNATIONAL SOS - ESG REPORT 36 INTERNATIONAL SOS - ESG REPORT 37

Corporate Social Responsibility Developing a holistic health service for the Canadian partnership with
First Nations
We work and pledge Corporate Social
Responsibility (CSR) values for many years. International SOS has been a proud Joint 3. Moving from Dependence to
We follow the European Commission’s 2011 Venture partner of the Mikisew Group of Independence:
definition of CSR: The “process to integrate social, Companies (MGOC) and supporter of the Proposing programmes and initiatives
environmental, ethical and human rights concerns Mikisew Cree First Nation in Fort Chipewyan, (i.e., training, revenue sharing schemes, business
into business operations and core strategy in Alberta since 2014. During this time, we administration and human development models).
close collaboration with their stakeholders” as it is have worked cooperatively with community
naturally aligned to our ESG vision and strategy. leaders and MGOC to enrich the lives and Our work with each Indigenous partner begins with
improve the health and wellness of all a Community Engagement Plan (CEP). The plan
Our competencies and expertise have taken us to community members. involves becoming acquainted with the community.
focus on healthcare and education for our CSR
We review the demographics of each population,
efforts. We believe in building a world where access Access to culturally appropriate health including the assessment of pre-existing, relevant
to health and education is fair and equitable to all. services that adequately addresses the and recent health data, the identification of health
Indigenous community’s health priorities is determinants, and the identification of the current
For International SOS, health must be understood
a challenge. For that reason, the goal is to health provision infrastructure. Most importantly,
in a comprehensive manner, given that it includes
outline a collaborative approach that can we have familiarised ourselves with their traditions,
physical and mental health and wellbeing.
address this challenge for Canadian First customs and language as our purpose is to support
As studies prove, increasing the spending on
Nations. and respect everyone. After the assessment, we
healthcare will have a positive impact on macro-
define and implement appropriate strategies,
economic productivity. We believe companies,
We believe our expertise and experience actions and solutions.
like us, can be part of this positive transformation
are crucial to support the Canadian First
through their operations. Every business possesses
Nations. Having engaged in many public
expertise that can help communities in developing
health activities globally, we are proficient
their soft and hard skills through training and
in understanding the interaction and
education. Our global footprint allows us to reach
interdependency between healthcare
everyone, and we seek to harness the opportunity
provision and the socio-economic and
whenever possible.
cultural environment. Additionally, given
our expertise on delivering public health
Today, we have numerous CSR initiatives
programmes, we can translate best practice
worldwide that have been implemented and standards into local context.
in our 37 years of doing business. Moving
forward, our aim is to review and compile We are honoured to have 35 Indigenous
all the initiatives to build an improved Joint Ventures across Canada, where we
work in three major areas:
framework based on metrics that will help
us measure our impact thoroughly. 1. Health and Wellness:
Assessing the health concerns for each
This year we want to showcase two of these
First Nation and proposing sustainable
initiatives:
mitigation strategies.
1. Developing a holistic health service for the
Canadian partnership with First Nations. 2. Disaster Preparedness:
Assessing the level of preparedness for
2. Malaysia community outreach to the potential disasters and/or pandemics
Indigenous community. and offering adequate strategies.

INTERNATIONAL SOS - ESG REPORT 38 INTERNATIONAL SOS - ESG REPORT 39

To date, we have been able to reach and generate impact on 1,000 to 4,000 community members:* Malaysia community outreach to the Indigenous community
PROGRESS
As part of Malaysia’s CSR programme in 2022, technology to perform health checks for
Health and Wellness and Disaster Preparedness Plans the International SOS Malaysia team visited the the villagers. For the children, we organised
Indigenous Healthcare model Two Indigenous Nations Indigenous community in Ulu Kuang, Selangor several wellness activities such as a Hygiene
Designed collaboratively with Indigenous Total population: 4,000 community members to provide health screenings, educational health Awareness talk and demonstration, games
Communities and customisble for each context talks and distribute self-care kits and provisions and sports, with snacks and stationery sets
Assessment of Five Health Clinics Five Health Clinics to all 164 families residing there. distributed to them.
Assessment included staff and resource plan proposal for Average population reached: 1,000
each clinic
Community outreach Impact
Strategies on Safe Community Efforts against COVID-19 Two Indigenous Nations
Provision of COVID-19 PPE, COVID-19 planning and Total population: 4,000 community 33 volunteers from International SOS Malaysia All our volunteers across all departments
preparation plans members
travelled 45 minutes by bus and a further 10 demonstrated our core values in Passion,
Disaster Emergency Response Plans (ERP) Two Indigenous Nations minutes on foot into the remote village of Ulu Expertise, Respect and Care by making a
Provision of preparedness templates and support on ERP Total population: 4,000 community
Kuang, setting up our booths at the community difference in the wellness and quality of life of
leadership and assistance members
hall. For adults above 18, our doctors conducted the 164 families there.
Community Disaster Preparedness kits All Indigenous Nations
glucose, BP, BMI and eye checks. Hygiene kits
Support each community to build appropriate preparedness kits
comprising of bath towels, toothpaste and This latest community outreach initiative,
Emergency Response Plans Two Indigenous Nations toothbrushes, sulfur soaps, shampoo, lotion and reinvigorated after a two-year hiatus during the
Training for local emergency providers (i.e., firefighters and Total population impacted: 2,000
first responders) on ERP community members vitamin supplements were handed out, including pandemic, marks International SOS Malaysia’s
lunch packs and beverages. As part of our digital 7th Annual CSR Programme, having assisted
Licensed Practical Nurses (LPN) Two Elder Care facilities
innovation focus, we utilised our Telemedicine 376 families to date.
Equip Elder Care facilities with nursing expertise by
outsourcing and training LPNs

Moving from Dependence to Independence

Hiring Local Talent Four health professionals from the local
Hiring local talent (e.g,. nurses and practitioners) that have community have been hired
inclusive knowledge of needs and customs of communities.

Training Medical Community Members Trained 30 community members

Providing skill development and training to local talent for
professional development

Fire and Rescue Personnel in EMS to Provide 1st Response To be implemented during 2023

First Aid and CPR Training We provide training to four communities

Continuous ‘train the trainers’ programme for communities on annually
first aid and CPR

Health and Wellness related Educational Bursaries Grants awarded to three students from
Awarding educational grants to Indigenous students annually Indigenous nations
across Canada. Award is given to high profile candidates
selected by a Board from International SOS.

The overall assessment of the First Nations has yielded important challenges on the topics of mental health,
addiction, suicide prevention and primary care. Canadian First Nations people are five times more prevalent
to experience mental health issues and eight times more likely to have addiction and suicidal related issues,
than the average Canadian. For this reason, our ambitious next stage is to offer, by 2023, a 24/7 Response
Centre and on-site assistance to provide better support for these communities.

The project is a depiction of our purpose to protect and save lives. For over 37 years, we have developed
and designed holistic health, wellness, and emergency services solutions to improve health outcomes and
help communities become more sustainable.

*The population of each First Nation ranges between 500 and 2,000 community members.

INTERNATIONAL SOS - ESG REPORT 40 INTERNATIONAL SOS - ESG REPORT 41

Our goals & progress
OUR ENVIRONMENTAL COMMITMENTS OUR SOCIAL COMMITMENTS
Sub-topic Target Target Date Status Progress Details SDGs Sub-topic Target Target Date Status Progress Details SDGs
Energy & Improve the management sys- FY23/24 NEW To improve our carbon 12 Employees Maintain a 60% employee FY28/29 NEW 4,130 employees completed the 3
Emissions tem and quality of data on GHG footprint measurement, response rate to our BeWell first BeWell voluntary survey. For
emissions in five sites. our objective is to improve 13 voluntary survey during the more information, see our Social 8
the data collection system first five years following its first chapter on p.22.
for GHG emissions. For launch in 2021.
more information, see our
Environment chapter on p.21. Employees Reduce by 10% the number of FY28/29 NEW An action plan has been developed 3
employees working over 55 to address this finding from
Energy & Train the Real Estate team Q2 FY23/24 NEW As part of our management 3 hours per week in the next five the BeWell survey. For more 8
Emissions on ESG and the role of Real system improvement, we plan years. information, see our Social chapter
Estate Managers to improve the to engage further with our Real 13 on p.22.
management system. Estate managers to refine data
Employees Retain 55% of interns through Continuous In progress During FY21/22 we were able to 4
quality for more accuracy. For
more information, see our our partnership with AIESEC retain 46% of AIESEC interns who
who have completed the have completed the GTP cycle. 8
Environment chapter on p.21.
Global Talent Programme More than 140 AIESEC interns have
Travel Following our commitment to Continuous Completed A new ISO 31030 training for 3 (GTP) cycle. completed our programme.
the new ISO 31030 standard, we organisations was launched
13 Employees Obtain ISO 45001:2018 in 100% FY24/25 In progress Our Medical Services locations in 3
aim to educate organisations on in partnership with the
of our LATAM Medical Services Europe, Africa and Australasia have
it through a dedicated training International SOS Foundation.
locations. obtained ISO 45001:2018. 8
course through our Foundation.
Employees Maintain a balanced ratio FY30/31 In progress As of end of FY21/22, 50% of 5
(50-50) of female employees our workforce is composed of
in all layers of the company. employees who identify as 8
female. 10

Employees Increase to 40% and 50% FY30/31 NEW As of end of FY21/22, between 5
female representation at FY50/51 29% and 56% of our workforce, at
governance level by 2030 different governance levels, are 8
and 2050, respectively. composed of employees
10
who identify as female.

Employees Complete our OH&S data FY19/20 Completed We have finalised our OH&S data 3
management system for our management system and are
Medical Services business progressing well on upgrading our 8
aligned to the GRI 403 digital platform.
Standard.

Employees Ensure an efficient OH&S FY24/25 NEW The Medical Services business line 3
management system through performance audit will reach 85%
audits. in 2023 and 90% in 2024. In 8
FY21/22 our 80% score target
was met.
Employees Reduce the Total Recordable FY22/23 NEW In FY21/22 we had a TRIIFR of 2.62 3
Injury and Illness Frequency in our Medical Services business
Rate (TRIIFR) in our Medical line. We will continue our work to 8
Services business line by 30% achieve our goal in the upcoming
over two years to achieve a financial year.
rate of 2.00 or less incidents
per million-man hours worked
in our Medical Services
business line.

Employees Reduce by 15% the Lost Time FY22/23 NEW We reached a 0.27 incidents per 3
Injury Rate (LTIR) over two million-man hours worked (LTIR) in
years to 0.15 incidents per FY21/22. 8
million-man hour worked in our
Medical Services business line.

INTERNATIONAL SOS - ESG REPORT 42 INTERNATIONAL SOS - ESG REPORT 43

 OUR SOCIAL COMMITMENTS OUR GOVERNANCE COMMITMENTS

Sub-topic Target Target Date Status Progress Details SDGs Sub-topic Target Target Date Status Progress Details SDGs

Employees Contaminated sharps injury FY22/23 NEW In FY21/22 the rate was 0.52% in 3 Policies, Draft and approve our ESG FY22/23 NEW The ESG Committee has started 12
rates will be maintained at our Medical Services business line. Targets and Advisory Board and ESG to draft the Terms of Reference.
0.8% rate or below. We aim to maintain this rate. 8 Standards Committee Terms of Reference. For more information, see our
Governance chapter on p.32.
Employees Increase the compliance rate FY24/25 NEW As of end of FY21/22, 80% 3
for Malaria eLearning to 100%. employees required to comply Sustainable 10% of new and onboarded FY22/23 NEW For more information, see our 8
with the Malaria eLearning course 4 Procurement MedSupply suppliers in Governance chapter on p.32.
completed it. Our Learning & Singapore, UAE and France, 12
Development team works with our have signed the new Supplier
OHS team to reach the target by Code of Conduct.
next year, as expected.
Sustainable 10% of existing MedSupply FY22/23 NEW 12.7% of our existing suppliers 8
Employees Offer our Employee Assistance FY24/25 Completed The EAP programme is now Procurement suppliers in Singapore, UAE have signed the new Supplier
3
Programme (EAP) for internal available to all our employees glob- and France, have sign the new Code of Conduct during FY21/22. 12
wellness support to 100% of ally. We achieved our target before 8 Supplier Code of Conduct. For more information, see our
our employees globally. the committed deadline. Governance chapter on p.32.

Sustainable Reach 10% response rate for the FY22/23 NEW More than 115 suppliers have 8
Employees We aim to establish a concrete FY21/22 Completed We successfully launched our first 3 Procurement Sustainable Procurement Policy been requested to complete
action plan to support our BeWell survey which led us to new
Policy assessment from MedSupply our SPP assessment. For more 12
employees with their Mental strategic initiatives. 8
current suppliers in Singapore, information, see our Governance
Health at work by the end of
UAE and France. chapter on p.32.
FY21/22.
Sustainable Reach 10% response rate for FY22/23 NEW For more information, see our
Employees Define the key focus areas FY22/23 In progress The target has been extended to 5 8
Procurement the Sustainable Procurement Governance chapter on p.32.
and targets for our Diversity & reevaluate given recent changes in Policy
8 Policy assessment from 12
Inclusion (D&I) Council. the D&I Council.
MedSupply newly selected
10
and onboarded suppliers in
Employees Launch an internal FY21/22 Completed We launched the “Introduction to Singapore, UAE and France.
3
sustainability eLearning ESG” eLearning module. By FY21/22, Sustainable Plan six audits at FY22/23 NEW We have included a sustainability
module globally. 17% of our global workforce have 4 8
Procurement pharmaceutical manufacturers criteria in the regular audits
completed the course. For more Policy of MedSupply suppliers. conducted by independent 12
information, see our Social chapter auditors.
on p.22.
Sustainable Train 100% of our employees FY22/23 NEW Our first training covered topics 4
Clients Expand our mental health FY21/22 Completed We are now offering various ser- 3 Procurement in relevant positions on our related to the new Sustainable
service offering to include highly vices related to mental health and Policy new Sustainable Procurement Procurement policy and its 8
sensitive cases (e.g., repatriation wellbeing. For more information, 8 Policy and procedure. concepts. For more information,
12
of mortal remains) with WPO. see our Social chapter on p.22. see our Governance chapter on
p.32.
Clients Increase by 10% the FY25/26 In progress As of this year, we offer 3
locations where we offer our TeleHealth and TeleConsultation Sustainable Incrementally embed the FY22/23 In Progress We have embedded the 8
5
TeleConsultation services for services in 35 countries. Procurement Sustainability Procurement Sustainability Procurement
continuous improvement to For more information, see our 9 Policy Principles within our Quality Principles and created our 12
access to health for clients and Social chapter on p22. Management System and pilot Sustainable Procurement
10 13
communities. include a supplier sustainability Policy for MedSupply. We plan
11 assessment. to implement the Sustainable
Procurement Policy in our other
Clients Increase our TeleConsultation FY30/31 NEW After achieving presence in a 3 business lines in the next stage.
utilisation by 100%. significant number of countries,
5
we will focus on the quality of our ESG Group Achieve the Bronze medal from FY21/22 Completed In FY21/22 we were awarded with 8
service to measure our positive 9 Reporting EcoVadis ratings. a Silver Medal from EcoVadis.
impact. 12
10 We will work to continue on
improving our ESG performance. 13
Community Propose recommendations to FY22/23 In progress We have completed a comprehensive For more information see
1
address critical health priorities situation analysis and assessment Governance chapter on p.32. 17
complementing current of the challenges for our Indigenous 3
services available at Mikisew Nations Health Pilot Project and are Policies, Incrementally embed the FY21/22 Completed Ransomware exercises were 4
Cree First Nation, Canada. developing short, medium and long- 17 Targets and Sustainability Procurement successfully conducted for the
term recommendations to better Standards Principles within our Quality Corporate Crisis Management 8
support these communities. For more Management System and team, and for Africa, Indonesia
include a supplier sustainability and LATAM Regional Crisis 9
information, see our case study in our
Governance chapter on p.39. assessment. Management Teams.

INTERNATIONAL SOS - ESG REPORT 44 INTERNATIONAL SOS - ESG REPORT 45

International SOS Key industry contributions employees’ mental wellbeing and maintain
their Duty of Care wherever they may work.

Foundation Since its inception in 2011, the Foundation has partnered

with several associations and organisations to bring to
the public a wealth of health and safety information.
• Compare wellbeing by demographics and
types of working arrangements.
• Uncover what employees value and how this
Below are some of our latest key contribution. differs by demographics.
• Understand the expectations and lines of
International SOS Foundation as a Duty
responsibility of employers to employees in
of Care reference - On-going research &
a modern working environment.
global best practices sharing
• Provide employers with the most useful
The International SOS Foundation develops wellbeing interventions for employees in
international guidance on the prevention and different working arrangements.
mitigation of risks associated with both domestic
and mobile workforce. The Foundation also launched the case studies
of the 2021 Duty of Care award winners across
In 2022, the Foundation launched a global all seven award categories. From manufacturing
plants to technology giants from the United
research to understand how wellbeing is
States to Papua New Guinea, the case studies
managed in the workplace, particularly in explored the each winner’s best practice and
the light of hybrid working. A survey was exceptional programmes which helped protect
completed by 1,000+ employees from 62 the health, safety, security and wellbeing of
countries and 33 different industries. their people.

The survey findings were used to develop a white A third publication by the Foundation focused
paper, launched in October 2022, which aims to: on “COVID-19 – What has changed in the
context of the employer’s Duty of Care?”. The
• Enable employers to make evidence-based paper was authored by KPMG Law and Heinrich
adjustments and recommendations to protect Heine University Düsseldorf.

Duty of Care

The International SOS Foundation is a CPD and IOSH accredited training and expert
registered charity and was started with a grant led events, the Foundation helps to share
from International SOS. It is a fully independent, vital insight, understanding and practical risk
not-for-profit organisation. 2021 marked the mitigation measures. As the COVID-19 pandemic
10-year anniversary of the International SOS created an evolving and complex Duty of Care
Foundation with a goal to drive and promote landscape for organisations to navigate, the
best practice in protecting employee safety, International SOS Foundation continues its
security, health, and wellbeing. Through a efforts, now more than ever, to drive awareness
range of ground-breaking thought leadership, and raise the standards in Duty of Care.

INTERNATIONAL SOS - ESG REPORT 46 INTERNATIONAL SOS - ESG REPORT 47

Continuous education and training the competencies necessary to enhance their travel
risk management (TRM) programme to encompass
ISO 31030:2021. The two-day course will equip
Appendix
Duty of Care Training
stakeholders with the practical tools necessary to Additional Information on our employees and related initiatives
The International SOS Foundation has designed the develop or update their travel risk management
OUR WORKFORCE PROFILE
world’s only IOSH-certified Duty of Care Training policies to address the most pertinent health and
security risks impacting their workforce. Total number of employees by Non-
programme entitled Safety, Health and Security for Female Male Other Total
employment contract and gender disclosed
the Mobile Worker. The training courses provide
occupational safety and health practitioners with The course will lead with a comprehensive review Agency/3rd Party Contractor 46 54 1 101

the knowledge and skills necessary to actively of ISO 31030:2021 specifically focused on the core AIESEC Intern 5 5

participate in the management of safe, healthy areas most impacting organisations – managing risk, Fixed Term Employee 494 532 1026

and secure travel for their mobile workforce. The assessment and treatment. Intern 21 10 1 32
Joint Venture Partner 44 156 200
course is targeted at occupational safety and
The Foundation also continued running its existing Locum/Casual 269 203 3 475
health practitioners, travel managers, occupational
training courses focused on Workforce Wellbeing Permanent Employee 4584 4193 2 306 9084
doctors, and travel risk managers. Upon
and Sustainability. Total 5463 5148 2 311 10924
successful completion of a course, participants
will be awarded a prestigious certificate from the Total number of employees by Non-
Institution of Occupational Safety and Health. Recognising organisations’ efforts in region and gender
Female Male Others
disclosed
Total

Duty of Care worldwide Africa 522 605 6 1133

Crisis Management Response and Americas 1106 857 1 287 2251
Leadership On 21 & 22 September, 254 delegates, from 26 ANZ 73 40 113

different countries gathered virtually for the 2021 Asia 647 416 1063
The Foundation has designed a new virtual training Duty of Care Summit & Awards to discuss trends, Europe 417 387 1 3 808
course entitled Crisis Management Response and challenges and best practices in protecting their CIS 922 584 1 1507
Leadership, certified by CPD. employees. IAS 133 558 691
Europe Middle East 234 452 686
This virtual training course is designed to provide
The two-day Summit featured 38 global Pacific 525 328 3 856
individuals who are responsible for, or are a part of
their organisation’s crisis management team, with speakers, presenting over eight hours of live SEA 884 921 11 1816
Total 5463 5148 2 311 10924
competencies necessary to actively participate in content. Covering topics such as the legal
the protection and resilience of their organisation, challenges of COVID-19, the role of Chief Total number of employees by
Casual
Full- Full-Time
Locum
Part- Part-Time
Per Diem Total
gender and employment type Time Temporary Time Temporary
people and assets. Health Officer, compound crises, and the
Female 6 4859 34 1 552 10 1 5463
future of travel. The event was, for the first
Throughout the programme, participants will learn Male 4748 16 376 5 3 5148
the methodology behind an effective crisis time, CPD-certified. Others 2 2
management response, define the roles and Non-discolsed 1 306 1 3 311
Concluding each day of the Summit was the virtual
responsibilities of a crisis management team, Total 7 9915 51 1 931 15 4 10924
Duty of Care Awards ceremony, where we awarded 33
provide an effective approach for situation
organisations across seven categories. The next Duty Total number of employees Agency/ Fixed Joint
monitoring and decision-making, and at the end by region and employment 3rd Party
AIESEC
term Intern Venture
Locum/ Permanent
Total
of Care Awards will take place in Austin, May 2023. Intern Casual Employee
of the course trainer/s will have simulations that contract Contractor employee Partner
will help you to learn, consolidate and apply crisis Africa 1 23 6 50 1053 1133
For more information visit: dutyofcareawards.com
management response best practice techniques. Americas 1 51 3 20 2176 2251
ANZ 1 5 2 10 95 113
Building a Travel Risk Management Asia 30 1 44 4 2 982 1063
Programme fit for the COVID-19 World Europe 808 808
CIS 2 4 34 14 58 1395 1507
Entitled Building a Travel Risk Management
IAS 121 26 544 691
Programme fit for the COVID-19 world, this virtual
Europe Middle East 2 29 200 455 686
training course was designed to provide individuals
Pacific 7 203 1 279 366 856
who are responsible for, or are a part of their
SEA 57 516 2 30 1211 1816
organisation’s travel risk management team, with
Total 101 5 1026 32 200 475 9084 10924
Source: MyHR - Above reporting excludes recent acquisitions and specific locations which are not fully integrated yet in the system, including Beacon,
Iqarus, Indonesia and LATAM.
INTERNATIONAL SOS - ESG REPORT 48 INTERNATIONAL SOS - ESG REPORT 49
UNGC principles index GRI standards index

PRINCIPLES OF THE UN GLOBAL COMPACT 2021 UPDATE REPORT LOCATION PAGE REFERENCE GRI STANDARD/OTHER SOURCE DISCLOSURE LOCATION

Businesses should Our ESG Strategy & commitments GENERAL DISCLOSURES

support and respect
Social - Resilient people, organisation & p.18-19; 26-29; 36-37; 2-1 Organisational details The World of International SOS
Principle 1 the protection of communities 42-45
internationally proclaimed 2-2 Entities included in the organisation’s The World of International SOS
human rights Governance (sustainable procurement) sustainability reporting
Human Rights
Our ESG Strategy & commitments 2-3 Reporting period, frequency and
Businesses should make contact point Statement from our founders
sure that they are not Social - Resilient people, organisation &
Principle 2 p.18-19; 36-37; 42-45 2-4 Restatements of information N/A
complicit in human rights communities
abuses Governance (sustainable procurement) 2-5 External assurance N/A

2-6 Activities, value chain and other The World of International SOS
Businesses should business relationships
uphold the freedom of
2-7 Employees Appendix - Our Workforce Profile
association and the
Principle 3 Our ESG Strategy & commitments p.19
effective recognition of the 2-8 Workers who are not employees Appendix - Our Workforce Profile
right to collective
2-9 Governance structure and
bargaining Our ESG strategy and commitments
composition
Businesses should uphold 2-10 Nomination and selection of the Our ESG strategy and commitments
the elimination of all forms highest governance body
Principle 4 Governance (sustainable procurement) p.36
of forced and compulsory
2-11 Chair of the highest governance body Our ESG strategy and commitments
Labour labour
2-12 Role of the highest governance body
Businesses shoud uphold Our ESG strategy and commitments
in overseeing the management of impacts
Principle 5 the effective abolition of Governance (sustainable procurement) p.36
2-13 Delegation of responsibility for
child labour Our ESG strategy and commitments
managing impacts
Businesses should Our ESG Strategy & commitments GRI 2: 2-14 Role of the highest governance body Our ESG strategy and commitments
uphold the elimination of General in sustainability reporting
Social - Resilient people, organisation &
Principle 6 discrimination in respect of p.18-19; 30-31; 42-45 Disclosures 2021
communities 2-15 Conflicts of interest Code of conduct and ethics
employment and
occupation Our goals & progress 2-16 Communication of critical concerns Code of conduct and ethics

2-17 Collective knowledge of the highest

Our ESG Strategy & commitments Our ESG strategy and commitments
governance body
Businesses should support
a precautionary approach Environment 2-18 Evaluation of the performance of the
Principle 7 p.17; 21; 36-37; 42-45 Our ESG strategy and commitments
to environmental highest governance body
Governance (sustainable procurement)
challenges 2-22 Statement on sustainable
Our goals & progress development strategy Statement from our founders

Businesses should Our ESG Strategy & commitments Code of conduct and ethics;
2-23 Policy commitments Labour and individual rights policy
undertake initiatives to Environment
Environment p.17; 20; 21;
Principle 8 promote greater Our ESG strategy and commitments;
Governance 36-37; 42-45
environmental 2-24 Embedding policy commitments Code of conduct and ethics;
responsibility Labour and individual rights policy
Our goals & progress
2-25 Processes to remediate negative Code of conduct and ethics;
Businesses should Our ESG Strategy & commitments impacts Labour and individual rights policy
encourage the
Social - Resilient people, organisation & 2-26 Mechanisms for seeking advice and Code of conduct and ethics;
Principle 9 development and diffusion p.17; 23; 43-45
communities raising concerns Labour and individual rights policy
of environmentally friendly
technologies Our goals & progress 2-27 Compliance with laws and Our ESG strategy and commitments;
regulations Governance
Businesses should work
2-28 Membership associations Associations; International SOS Foundations
Anti- against corruption in all its
Principle 10 Governance (sustainable procurement) p.20, 36
Corruption forms, including extortion 2-29 Approach to stakeholder The World of International SOS;
and bribery engagement Partners

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 GRI STANDARD/OTHER SOURCE DISCLOSURE LOCATION GRI STANDARD/OTHER SOURCE DISCLOSURE LOCATION

MATERIAL TOPICS MATERIAL TOPICS

3-1 Process to determine material topics Our ESG strategy & commitments Occupational health and safety
GRI 3: Material Topics 2021
3-2 List of material topics Our ESG strategy & commitments Our ESG strategy and commitments;
GRI 3: Material Topics 2021 3-3 Management of material topics Social
Indirect economic impacts 403-1 Occupational health and safety Social; Our goals and progress
management system
GRI 3: Material Topics 2021 3-3 Management of material topics Our ESG strategy and commitments
403-2 Hazard identification, risk assessment, Our ESG strategy and commitments;
and incident investigation Social
203-1 Infrastructure investments and N/A
services supported
GRI 203: Indirect Economic Our ESG strategy and commitments;
403-3 Occupational health services
Impacts 2016 Social
203-2 Significant indirect economic Statement from our founders; The forces
impacts shaping our post-pandemic world 403-4 Worker participation, consultation, and Our ESG strategy and commitments;
communication on occupational health and safety Social
Procurement practices
GRI 403: Occupational Health
and Safety 2018 403-6 Promotion of worker health Social
Our ESG strategy and commitments;
GRI 3: Material Topics 2021 3-3 Management of material topics Governance
403-7 Prevention and mitigation of occupational
health and safety impacts directly linked by Social
Anti-corruption business relationships

Our ESG strategy and commitments; 403-8 Workers covered by an occupational health
GRI 3: Material Topics 2021 3-3 Management of material topics Social; Our goals and progress
Governance and safety management system

205-1 Operations assessed for risks 403-9 Work-related injuries Social; Our goals and progress
Our ESG strategy and commitments
related to corruption
403-10 Work-related ill health Social; Our goals and progress
205-2 Communication and training about
GRI 205: Anti-corruption 2016 Our ESG strategy and commitments
anti-corruption policies and procedures
Training and education
205-3 Confirmed incidents of corruption Our ESG strategy and commitments
and actions taken Our ESG strategy and commitments;
GRI 3: Material Topics 2021 3-3 Management of material topics Social
Anti-competitive behaviour
Diversity and equal opportunity
Our ESG strategy and commitments;
GRI 3: Material Topics 2021 3-3 Management of material topics Our ESG strategy and commitments;
Governance GRI 3: Material Topics 2021 3-3 Management of material topics Social

Energy GRI 405: Diversity and Equal 405-2 Ratio of basic salary and
remuneration of women to men Click here
Opportunity 2016
Our ESG strategy and commitments;
GRI 3: Material Topics 2021 3-3 Management of material topics Governance Non-discrimination

Water and effluents Our ESG strategy and commitments;

GRI 3: Material Topics 2021 3-3 Management of material topics Social
Our ESG strategy and commitments;
GRI 3: Material Topics 2021 3-3 Management of material topics Security practices
Governance

Our ESG strategy and governance;

Emissions GRI 3: Material Topics 2021 3-3 Management of material topics Environment

Our ESG strategy and governance; 410-1 Security personnel trained in human rights
GRI 3: Material Topics 2021 3-3 Management of material topics
GRI 410: Security Practices 2016 Governance
Environment policies or procedures

Supplier social assessment

Waste
Our ESG strategy and commitments;
GRI 3: Material Topics 2021 3-3 Management of material topics
Our ESG strategy and commitments; Governance; Our goals & progress
GRI 3: Material Topics 2021 3-3 Management of material topics Governance
Customer health and safety
Supplier environmental assessment
Our ESG strategy and commitments;
GRI 3: Material Topics 2021 3-3 Management of material topics Social
Our ESG strategy and commitments;
GRI 3: Material Topics 2021 3-3 Management of material topics Governance;
Our goals & progress Customer privacy

Employment Our ESG strategy and commitments;

GRI 3: Material Topics 2021 3-3 Management of material topics Governance

Our ESG strategy and commitments; 418-1 Substantiated complaints concerning breaches
GRI 3: Material Topics 2021 3-3 Management of material topics GRI 418: Customer Privacy 2016 Governance
Social of customer privacy and losses of customer data

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