SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
1
Sustainability
Report
2023

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
2
SECTION 2
Introduction
SECTION 4
Our people
SECTION 3
Environment
SECTION 5
Communities
SECTION 6
Governance
SECTION 7
Appendices
SECTION 1
Contents
About this report
Sonic Healthcare’s FY2023 Sustainability Report outlines our ongoing commitment 
to environment, people, communities and good governance. 
This Sustainability Report covers the period from 1 July 2022 to 30 June 2023, and 
complements our Annual Report 2023 and Modern Slavery Statement. It has been 
endorsed by the Chief Executive Officer of Sonic Healthcare and approved by the 
Sonic Healthcare Board on 9 November 2023.
Sonic Healthcare’s 2023 Sustainability Report has not been independently assured; 
however, the information and data contained in the report have been subject to 
various levels of internal review and validation to ensure the disclosures are materially 
accurate, complete and prepared on a consistent basis. 
This report has been prepared with reference to the Global Reporting Initiative (GRI) 
Standards and applicable Sustainability Accounting Standards Board (SASB) Health 
Care Delivery Disclosure Topics. 
We have also provided a qualitative disclosure aligned with the principles of the 
Task Force on Climate-related Financial Disclosures (TCFD) and continued to 
reference relevant United Nations Sustainable Development Goals (UNSDGs).
Independent recognition
Sonic’s standing as a socially responsible company is evidenced by the ratings 
we receive in various independent assessments of environmental, social and 
governance practices. These include:
Detailed
Global Index
Australia 30 Index
Prime
AA – Leader
Contact us
For further details on Sonic Healthcare’s sustainability strategy, 
please email us at sustainability@sonichealthcare.com.
Sonic Healthcare Limited ACN 004 196 909 (Sonic) is 
an Australian public company listed on the Australian 
Securities Exchange (ASX: SHL).
Sonic’s registered office is Level 22, Grosvenor Place, 225 George Street, 
Sydney, NSW, 2000, Australia. For a list of Sonic operating subsidiaries covered 
by this Report, please refer to Note 29 in Sonic’s Annual Report 2023, available 
at www.sonichealthcare.com/annual-reports.
Contents
Acknowledgment of Country
Sonic Healthcare acknowledges 
the Traditional Owners of Country 
throughout Australia. We pay our 
respects to Elders past, present and 
emerging, and extend this recognition 
and respect to Indigenous peoples 
around the world.

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
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Introduction
SECTION 1
Contents
SECTION 2
Introduction
SECTION 4
Our people
SECTION 3
Environment
SECTION 5
Communities
SECTION 6
Governance
SECTION 7
Appendices
Sonic Healthcare remains committed 
to operating in a sustainable, ethical 
and responsible way across all 
facets of our operations — medical, 
financial, organisational, social and 
environmental. Our website1 provides 
access to policies and programs 
that operate locally and globally, 
aimed at fostering an environment 
for our staff, suppliers, customers 
and communities that is consistent 
with our Foundation Principles of 
‘Respect for our people’, ‘Company 
conscience’ and ‘Operational 
excellence’.
1	 www.investors.sonichealthcare.com/corporate-governance/?page=policy-and-charters

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
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Introduction
CEO’s Message
Welcome to the Sonic Healthcare Sustainability 
Report 2023.
Over the past 12 months, Sonic Healthcare has 
progressed the goals and targets in our sustainability 
strategy, as outlined in 2022. I am pleased to advise that 
we have now completed our first scope 3 emissions 
inventory and global climate-related risk and opportunity 
assessment, allowing us to provide a qualitative response 
to the Task Force on Climate-related Financial Disclosures 
(TCFD) in this report.
These foundational activities will help us to establish our 
climate risk and environmental management priorities 
and strategies for the future, and will support accurate, 
reproducible and transparent disclosures aligned with 
existing and future reporting requirements.
During 2023, Sonic Healthcare also made significant 
advances in securing certified renewably sourced energy. 
During the second half of FY2023, Sonic commenced 
procuring 100% of electricity in Germany from certified 
renewable sources, while 30% of all Australian 
consumption in FY2023 was sourced from certified 
renewable suppliers. Our other divisions in the US, UK 
and Europe are also investigating the best local options 
to access renewable energy to ensure that we reach our 
2030 target of sourcing 80% of our global energy from 
certified renewable sources.
FY2023 was a landmark year for the Sonic Healthcare 
Foundation, with the establishment of a new Board 
which has overseen the funding of several new projects 
designed to improve the health of individuals and 
communities in need.
A key focus of the Foundation is to expand our support for 
poverty-stricken communities in Africa which have poor 
access to healthcare facilities. Specifically, the Foundation 
has committed to building, equipping and supporting 
the ongoing operation of a new 42-bed maternity and 
obstetric fistula hospital in remote northern Uganda (the 
‘Sonic Healthcare Foundation – Kworo Hospital’). When 
completed, this hospital will provide life-saving services to 
almost one million people. Further information about the 
activities of the Foundation can be found on pages 60–68 
of this report.
The Sonic Healthcare Foundation continued to support 
many existing programs throughout the year, including the 
Clontarf Foundation in Australia. In 2023, 11,500 young 
Aboriginal and Torres Strait Islanders across Australia 
participated in Clontarf programs, which equip them with 
the education, training and life skills they may not have had 
access to ordinarily.
Sonic Healthcare is committed to playing a proactive role 
in global sustainability. This commitment permeates our 
entire organisation, from the Board through to our frontline 
workers. Collectively, we are helping to play our role in 
supporting the environment, our people and communities 
near and far.
Dr Colin Goldschmidt 
CEO – Sonic Healthcare
9 November 2023
Sonic 
Healthcare is 
committed 
to playing 
a proactive 
role in global 
sustainability.

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
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Introduction
Our 2023 performance highlights
Our people
40,500
Total 
employees
39.5%
Women in executive 
senior leadership 
positions1 
3.6
LTIFR2
(vs relevant healthcare 
benchmark of 4.7)
78.6%
Staff with access to 
EAP or comparable 
support program
Communities
126 M
Patient 
consultations
3,300
Patient 
access points
$8 M
3
Donations and 
sponsorships
$653 M
3
Taxes paid4
Environment
Net zero
Commitment to net 
zero by 2050
10%
Reduction in scope 1 & 2 
emissions compared with 
FY2021 base year
1.2 M kWh
Electricity generated 
from onsite solar 
panels
17.1%
Hybrid/electric
motor vehicles in 
the fleet
UNSDGs
Sonic Healthcare recognises the role we play in the global 
effort to address worldwide sustainability challenges, 
especially our role as an enabler of good health and 
wellbeing. In support of the UN Sustainable Development 
Goals (SDGs), we have identified nine priority goals that align 
with our role as a global, federated healthcare provider.
Throughout this report we have used the SDG icons to 
indicate where we believe our activities align with SDG 
targets. For more information, see pages 109–117.
1	 Includes CEO or head of each reporting business 
unit and their executive management teams
2	 Lost-time injury frequency rate reflects the number 
of injuries with more than eight hours’ lost time per 
one million hours worked
3	 All dollar amounts in this report are in Australian 
dollars, unless otherwise specified
4	 Direct and indirect taxes, levies and duties, 
including employment-related taxes but excluding 
taxes paid on behalf of employees and GST/VAT

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Introduction
About Sonic 
Healthcare
Sonic Healthcare is a leading international 
healthcare company with specialist operations 
in pathology/laboratory medicine, radiology, 
general practice medicine and corporate 
medical services. 
We are committed to clinical and operational 
excellence in the delivery of medical services to 
doctors and patients alike. 
Headquartered in Sydney, Australia, and listed 
on the Australian Securities Exchange (ASX), 
Sonic has grown to become one of the world’s 
leading healthcare providers, with operations in 
Australasia, Europe, UK  and North America. 
We employ more than 1,600 pathologists and 
radiologists, and more than 15,500 medical 
scientists, radiographers, sonographers, 
technicians and nurses, all of whom are led by 
highly experienced medical personnel, from 
Board level through to the management of our 
local practices. 
Our staff are supported by ongoing investments 
in state-of-the-art medical technologies 
and facilities, as well as secure proprietary 
information systems that are customised to 
meet the specific needs of our organisation 
and its stakeholders. This is backed by a firm 
commitment to maintaining uncompromising 
ethical standards in the areas of both business 
management and medical practice.
USA
Laboratory Medicine
Employees
FTEs
8,292
7,750
Revenue
26%
UK
Laboratory Medicine
Employees
FTEs
2,688
2,566
Revenue
7%
Germany
Laboratory Medicine
Employees
FTEs
8,036
6,175
Revenue
19%
Belgium
Laboratory Medicine
Employees
FTEs
499
413
Revenue
2%
Switzerland
Laboratory Medicine
Employees
FTEs
1,477
1,207
Revenue
7%
Australia
Laboratory Medicine
Radiology
Clinical Services
Employees
FTEs
19,403
14,889
Revenue
39%
   
New Zealand
Laboratory Medicine
Employees
FTEs
199
167
Revenue
<1%

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
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Introduction
The Sonic 
Difference
Sonic Healthcare’s ongoing success is 
directly linked to our unique corporate 
culture, which is defined by three key 
elements – Medical Leadership, our Core 
Values and our Federated Model. Collectively, 
these are known as ‘The Sonic Difference’.
Medical Leadership
Medicine is a complex profession that requires insight, 
sensitivity and a lifelong commitment to learning, in order 
to provide the best possible patient care and clinical 
outcomes. Sonic’s culture of Medical Leadership recognises 
that the unique expectations and needs of our doctors and 
patients are best served by including experienced medically 
and scientifically qualified people as a significant proportion 
of our senior leadership teams. 
Through Medical Leadership, we aim to ensure that every 
person who is part of Sonic Healthcare understands 
how vitally important their role is in the delivery 
of high-quality medical services to each 
and every patient. 
Medical Leadership has always been enshrined in Sonic’s 
corporate culture. It reflects our understanding that medicine 
is a profession rather than a business, and is responsible 
for our continued global success. We acknowledge the 
trust that clinicians place in us and strive to mirror their 
commitment to medical excellence in everything we do. 
Our Medical Leadership Principles are endorsed by 
the Sonic Board and provide all Sonic staff with clear 
guidelines about the interaction between Sonic’s people 
and its external stakeholders – doctors, patients, 
other customers and our local and global 
communities.
Personalised
Service for
Doctors and
Patients
Respect for
Our People
Company
Conscience
Operational
Excellence
Professional
and Academic
Expertise
Medical Leadership

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
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Introduction
Local
Practice
Local
Practice
Local
Practice
Local
Practice
Local
Practice
Local
Practice
Our
Practice
Practices
Divisions
Our Federated Model
Sonic operates under a federated management structure, where individual practices 
are empowered to deliver personalised services best suited to the needs of clinicians 
and patients in their local communities. This local autonomy is complemented by the 
assurance that comes from belonging to a global network of healthcare practices that 
share a commitment to medical excellence.
Sonic’s federated structure creates many opportunities to share knowledge and 
experiences, allowing us to develop synergies and establish operational, clinical, 
environmental, social and governance best practices. By identifying and embracing 
these opportunities for collaboration, and by working together in partnership 
across regional and national boundaries, we strengthen the foundations for Sonic’s 
continued growth and prosperity into the future. 
Sonic’s federated approach has been integral to our ongoing success and the 
preservation of each practice’s long-term goodwill.
Our Core Values
Sonic’s Core Values were developed by Sonic staff in early 2000 to act as guiding principles for how 
we conduct ourselves as an organisation. They set the standard for the collegiate and supportive 
way in which we behave towards one another, as well as the professionalism with which we conduct 
ourselves in our day-to-day duties. Individually, our Core Values articulate our commitment to medical 
excellence. Collectively, they empower our people to deliver exceptional medical services to doctors 
and patients. 
Since their inception, Sonic’s Core Values have been embraced by Sonic Healthcare staff around the 
world. These five key principles form an integral component of our Code of Conduct.
Core Values
Commit to service excellence
To willingly serve all those with whom we deal, 
with unsurpassed excellence.
Treat each other with 
respect and honesty
To grow a workplace where trust, team spirit and 
equity are an integral part of everything we do.
Demonstrate responsibility 
and accountability
To set an example, to take ownership of each situation to 
the best of our ability and to seek help when needed.
Be enthusiastic about 
continuous improvement
To never be complacent, to recognise limitations
and opportunities for ourselves and processes
and to learn through these.
Maintain confidentiality
To keep all information pertaining to patients, as well as
professional and commercial issues, in strict confidence.

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Sonic Healthcare provides high-quality pathology/
laboratory medicine, radiology, general practice and 
corporate medical services.
With almost 3,500 locations globally, we deliver 
accessible, affordable services to more than 100 million 
patients each year in a professional environment that 
emphasises accuracy, reliability and safety. We operate 
within an ethical framework that always focuses on the 
doctors and the patients we serve.
Target 3.4 
Our services

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Introduction
Categories
Biochemistry
The measurement of different chemical substances 
in the body.
Cytopathology
The study of cells and cell structure to detect 
cancerous and pre-cancerous changes.
Genetics
The prediction and diagnosis of genetic disorders 
and cancer using cutting-edge technologies that 
perform DNA, RNA and chromosome testing.
Haematology
The study of blood cells, blood-producing organs 
and blood diseases.
Histopathology
The microscopic examination of tissue samples by 
anatomical pathologists to diagnose cancer and 
other conditions.
Immunoserology
The measurement of antibody levels and other 
factors in the blood to assess immune status and 
diagnose diseases.
Microbiology
The study of disease-causing organisms, including 
bacteria and fungi.
Molecular pathology
The study of DNA, RNA and proteins for diagnostic 
and prognostic purposes.
Prenatal testing
Screening for genetic conditions either prior to 
conception, or during the first and second trimesters 
of pregnancy.
Toxicology
The testing of bodily fluids to detect the presence of 
chemicals, drugs or toxins.
Ancillary functions
All technical functions are supported by dedicated 
staff in Collection Centres, IT, Couriers, Specimen 
Reception, Data Entry, Stores, Accounts, Results 
and Communications.
Pathology/
laboratory 
medicine
What is pathology/ 
laboratory medicine?
Pathology/laboratory medicine is the branch of 
medicine that studies samples of blood, urine, 
tissue and bodily fluids to identify the risk, cause 
and nature of disease, and to guide clinical 
management and monitor the effectiveness of 
treatment. 
Medical laboratory tests provide clinicians with 
the information they need to manage patients in 
a timely and appropriate way, enabling optimal 
health outcomes for the individual as well as 
decreasing the burden of acute and chronic 
disease in the community.
Why is it important?
Pathology/laboratory medicine tests inform 
almost every aspect of modern medicine and 
are necessary in 70% of all medical diagnoses, 
including every cancer diagnosis. The results 
provide doctors with vital information about the 
nature and cause of illness, so they can determine 
the best course of treatment. This can range 
from understanding which type of antibiotics to 
prescribe for a particular infection, through to 
guiding the surgeon to ensure complete removal 
of a tumour and the required follow-up treatment.
How does it contribute 
to the community?
Pathology/laboratory medicine is often referred to as the 
engine room of medicine. Without it, we would still be 
treating patients based on ‘best guesses’. It is impossible to 
imagine modern medicine without the insights provided by 
this vital diagnostic service. 
Pathology/laboratory medicine tests enable earlier and 
more accurate diagnosis of disease, allowing for earlier and 
more effective treatments. 
Pathology/laboratory medicine also allows for monitoring of 
conditions to determine the effectiveness of treatment. 
More than that, advances in molecular and genetic 
pathology now give targeted information about how to best 
treat different forms of cancer and other diseases. 
By screening asymptomatic patients for unknown disease, 
providing earlier diagnosis in symptomatic patients, and 
supporting more effective, targeted treatment, pathology/ 
laboratory medicine plays an important role in reducing 
health-related social and economic impacts.

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Introduction
Categories
Magnetic resonance imaging (MRI)
Uses a strong magnetic field and radio waves to 
capture detailed images of the brain, spinal cord, 
nerves, muscles, ligaments and tendons, and many 
internal organs of the body.
Computed tomography (CT)
Uses multiple X-ray images to produce detailed 
cross-sectional slices through the part of the body 
being investigated. Includes scans of the brain, 
chest, heart, abdomen, pelvis and spine. CT is 
especially useful in revealing detailed information 
about bone fractures in all body regions.
Ultrasound
Uses high-frequency soundwaves to create images 
of a range of body areas, including the abdomen, 
pelvis, breasts, heart and blood vessels, and 
muscles and tendons. Also useful in monitoring the 
progress of pregnancy.
X-ray
The most common form of medical imaging. Useful 
for examining bones, joints, some spinal conditions, 
the teeth and jaws, and aids in the diagnosis of 
many chest and lung conditions.
Mammography
A specific type of breast imaging that uses low-dose 
X-rays for the early detection of cancer and other 
breast disease.
Nuclear medicine
Uses a small amount of radioisotope to pick 
up abnormalities via a special camera. Used to 
diagnose and treat disease, such as cancer, and can 
be used to assess all systems of the body.
PET CT
Combines nuclear medicine using positron emitting 
isotopes and CT, and is particularly useful in the 
diagnosis and monitoring of cancers.
Interventional procedures
Performed for various reasons, including pain 
management and screening for disease. Imaging 
equipment, such as ultrasound, CT or MRI, is used 
to guide these procedures.
Bone mineral densitometry (BMD)
Uses dual energy X-ray to detail bone health and 
density. Also used for assessing a patient’s body 
mass index (BMI).
Radiology
What is radiology?
Radiology is the branch of medicine that uses non-
invasive technologies to create images of the bones, 
tissues and organs within the human body. These 
images are interpreted by a radiologist or nuclear 
medicine physician, to identify or monitor diseases 
or injuries. The findings are then included in a 
written report to the referring doctor. 
Diagnostic imaging technologies include X-rays, 
computed tomography (CT), magnetic resonance 
imaging (MRI), ultrasounds, nuclear medicine, 
positron emission tomography (PET) and more. 
Imaging methods are also used to help radiologists 
perform procedures, such as biopsies, fine needle 
aspirations and image-guided treatments, known as 
interventional radiology.
Why is it important?
Radiology is central to the practice of modern 
medicine. It is used for the diagnosis of many 
serious and life-threatening conditions, including 
cancer, neurological disorders and orthopaedic 
soft tissue injuries. The information contained in the 
image and radiologist’s report expands the referring 
doctor’s knowledge of the disease process and 
guides the treatment of the patient.
How does it contribute 
to the community?
Radiology allows many diseases and conditions to be 
detected at a treatable stage. For example, CT now provides 
data that assists in the earlier detection and treatment 
of colon cancer, allowing for earlier and less intensive 
treatment. 
Radiology also helps to target treatments to where they are 
most needed. Additionally, radiology is used to monitor 
the progress of disease and delivery of treatments, and to 
determine whether those treatments are working effectively. 
If the treatment is not working as planned, it can be 
adjusted, changed or stopped. 
Once treatment has concluded, radiology can help to 
monitor for any disease recurrence over the ensuing years. 
This results in cost savings for our health system, and helps 
patients return to work and family sooner.

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Introduction
Clinical service businesses 
IPN Medical Clinics
The largest operator of medical centres across 
Australia, with nearly 2,000 doctors who run their 
own clinical practices from one or more of 150 
modern, well-established, supported clinics. IPN 
clinics see more than 7 million patients each year.
Sonic HealthPlus
Occupational healthcare and general medical 
services, with clinics in metropolitan, regional 
and remote locations, protecting the health and 
wellbeing of families and workforces.
Australian Skin Cancer Clinics
Specialised clinics for the early detection, 
diagnosis, treatment and management of skin 
cancer in the primary care setting.
Precedence Health Care
Specialised software that allows healthcare 
professionals to create customised care plans for 
patients with complex health needs, facilitating 
seamless, integrated and collaborative care by 
their entire healthcare team.
General Practice
What is General Practice?
General Practice is the medical discipline that 
delivers primary healthcare in the community. 
General Practice is usually the first port of call for 
patients, and deals with everything, from colds and 
flu through to acute and chronic illnesses. General 
Practitioners also provide preventative care and 
health education to patients. 
The holistic approach of General Practice aims to 
consider the biological, psychological and social 
factors relevant to the medical care of each patient. 
The discipline is not confined to specific organs 
of the body and involves treating people with 
multiple health issues.
Why is it important?
General Practice delivers cost-effective, 
personalised medical care in a community setting. 
As the primary setting for people seeking medical 
advice, it also helps to take the pressure off 
hospital emergency departments. Patients often 
develop long-term, trusting relationships with their 
GPs, returning to them for navigation of their care.
How does it contribute 
to the community?
General Practice is firmly embedded in the community. 
It is arguably the most agile and important part of the health 
system, providing essential care across the complete range 
of illnesses, including complex chronic conditions, end-
of-life care and the increasing prevalence of mental health 
issues in our society. 
General Practice also helps to educate patients, provide 
vital vaccination services, and safeguard the health of entire 
families and communities.

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Introduction
Stakeholders
Sonic’s operations impact, or have the potential to 
impact, a large number of stakeholders. Our critical 
healthcare infrastructure, quality clinical services, 
employment practices, governance, charitable 
works, investment in research and development, 
and financial success have positive impacts on 
most of our stakeholder groups. However, we also 
acknowledge the negative impacts of our activities, 
such as the emissions and waste we produce, 
natural resources we consume, and the potential 
impacts on human rights within our supply chain. 
Stakeholder engagement is an important element 
of Sonic’s approach to sustainability, allowing us 
to understand differing expectations and to remain 
focused on current and evolving environmental, 
social and governance topics that materially affect 
our global businesses. 
This engagement enables us to better meet the 
expectations and needs of our stakeholders, 
together with our legal, regulatory and moral 
obligations.
Sonic builds stakeholder trust 
through transparency in our 
disclosures and accountability for 
our actions. Our staff are required 
to abide by our Code of Conduct 
and engage ethically, honestly and 
constructively with all stakeholders, 
wherever they are in the world.
Stakeholders
Customers
Employees
Communities, NGOs and charities
Sonic provides a range of channels 
for customers (patients, healthcare 
professionals, hospitals, clinics, 
governments) to engage with 
us: in person, by telephone and 
electronically. Patient surveys are 
conducted periodically at patient 
access centres. Sonic’s specialist 
pathologists, radiologists, GPs, 
scientists and managers also facilitate, 
present and attend professional 
seminars and courses that provide 
multiple opportunities for customer 
feedback.
Sonic promotes a culture of open 
communication and active staff 
feedback. This occurs in multiple 
ways, including local team 
meetings, engaging with HR and/ 
or management directly or via 
email and written communications, 
whistleblower notifications and more. 
Issues raised by staff through these 
channels are managed locally and, 
where appropriate, escalated to 
entity or divisional management for a 
broader response.
Sonic engages with local communities 
on an ongoing basis to expand access 
to our services and improve service 
quality. Our involvement is particularly 
strong during times of crisis, when we 
help to provide emergency assistance, 
both clinical and financial. Through 
the Sonic Heathcare Foundation we 
engage directly with NGOs, local and 
international charities to facilitate larger 
donations and face-to-face clinical 
support to charitable organisations, 
such as the Clontarf Foundation and 
HEAL Africa. During FY2023, this 
engagement resulted in approval by 
the Sonic Foundation Board to fund 
the building of the Sonic Healthcare 
Foundation – Kworo Hospital in 
Uganda (see p. 65).
Target 10.2

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Introduction
Stakeholders
Shareholders
Governments
Suppliers
Research and academic bodies 
The planet 
Half-year and full-year results 
presentations providing 
information on financial and 
operational performance are 
delivered by the Sonic CEO. 
Feedback from institutional 
investors, superannuation funds 
and individual investors – large and 
small – is welcomed throughout 
the year and facilitated by our 
investor relations team. Sonic’s 
AGM also provides an avenue for 
shareholders to ask questions, 
voice their suggestions and 
exercise their voting rights on 
matters concerning the Board, 
remuneration, financial and 
operational performance. 
Our healthcare practices are 
critical elements of the healthcare 
infrastructure in the countries 
in which we operate. Ongoing 
engagement with governments, 
through advisory committees, 
professional associations, industry 
bodies and regulatory bodies, 
is necessary to ensure policies 
support services that are safe, 
properly funded and fit for purpose. 
Our medical professionals 
and executives provide advice 
and support to governments 
when health imperatives, 
such as the recent pandemic, 
require collaboration across the 
healthcare network.
Sonic’s ability to provide services 
is dependent on a reliable supply 
chain to deliver the necessary 
equipment, reagents and 
consumables, to carry out our 
diagnostic and clinical services. 
Operational and procurement 
teams regularly meet with suppliers 
to discuss product suitability, 
supply and pricing. Assessment 
of the social and environmental 
credentials of the products 
supplied is equally important, 
helping to ensure that any potential 
environmental or human rights 
risks to employees in the supply 
chain are identified and addressed. 
Sonic encourages our medical, 
scientific and technical staff to 
actively collaborate with external 
research and academic bodies, 
to support tertiary education, 
contribute to publications and 
promote clinical innovation. 
This includes membership of 
professional societies, medical 
craft groups and advisory 
committees, facilitating 
collaboration and research. We 
actively encourage academic 
appointments and affiliations 
with academic institutions. This 
engagement allows us to remain 
up to date with emerging research 
related to our current services and 
future trends.
Sonic recognises the planet as an 
important stakeholder, influenced 
by our actions to address emissions, 
waste management, biodiversity 
support and water use. We report 
data to track our impact in these 
areas and assess progress against 
our environmental targets.

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Introduction
Sonic 
Healthcare’s 
material 
sustainability 
topics
Sonic’s material sustainability topics were 
identified following a review into the potential 
impacts of our services on individuals, society, 
the environment and the economy. The review 
was undertaken in FY2022 by the Global 
Executive Team in conjunction with the Sonic 
Sustainability Steering Committee. 
This team’s long-standing relationships with 
stakeholders, together with broad industry 
experience, allowed critical examination of the 
impacts of our services, recognition of risks, 
and identification of possible negative impacts 
that may occur. This process resulted in a list of 
nine material topics. 
As an additional ‘sense check’, the topics 
identified were compared with the Health Care 
Delivery disclosure topics described by the 
Sustainability Accounting Standards Board 
(SASB now part of IFRS Foundation), and a 
review of the sustainability risk disclosures of 
peer companies. 
We will continue to conduct targeted 
engagement with representative stakeholder 
groups, in order to verify our material topics 
and ensure they remain relevant, noting this 
feedback may impact the current list detailed to 
the right.
Material topics
Comparison with Sustainability Accounting Standard 
Healthcare Delivery Disclosure Topics and peer company 
material topics
Stakeholder groups most impacted
ENVIRONMENT
Climate change
	¡ Climate change impacts on human health 
and infrastructure
	¡ Energy management
Employees
Governments
Communities, NGOs and charities
Shareholders
The planet
Circular economy 
and waste
	¡ Waste management
Employees
Governments
Communities, NGOs and charities
Shareholders
The planet
OUR PEOPLE
Employee attraction, 
engagement and 
development 
	¡ Employee recruitment, development and retention
Employees
Customers
Workforce health, 
safety and wellbeing
	¡ Employee health and safety
Employees
COMMUNITIES
Service quality 
and safety
	¡ Quality of care and patient satisfaction
Customers
Communities, NGOs and charities
Governments
Employees
Suppliers
Shareholders
Access and 
affordability
	¡ Access for low-income patients
Customers
Communities, NGOs and charities
Governments
GOVERNANCE
Ethics, integrity 
and compliance
	¡ Promotion of trust and enhancement of reputation1
Customers
Communities, NGOs and charities
Governments
Employees
Suppliers
Shareholders
Privacy and 
information security
	¡ Patient privacy and electronic health records
Customers
Employees
Governments
Human rights
	¡ Identification and mitigation of human rights risks 
across our supply chain and philanthropic endeavours1
Suppliers
Communities, NGOs and charities
1	 These are not Sustainability Accounting Standard Healthcare Delivery Disclosure Topics, but are considered material to our sustainability strategy

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
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Introduction
Sustainability 
governance
The Sonic Board is responsible for 
overseeing the Group’s sustainability 
(ESG) strategy and approval of the 
annual Sustainability Report. The Risk 
Management Committee (RMC) assists the 
Board by advising on the identification, 
monitoring and management of material 
risks, including sustainability-related 
risks (see sustainability risk management 
section, below).
The remuneration of Sonic’s Managing 
Director/CEO and Finance Director/CFO 
includes a short-term incentive (STI) plan, of 
which 20% is based on qualitative strategic 
objectives, including progress with the 
company’s environmental, governance 
and sustainability objectives. This year 
it was agreed that half of the qualitative 
portion of the STI should relate to specific 
sustainability goals (see the Annual Report 
2023 p. 34).
Implementation and management of the 
sustainability strategy and the relevant 
policies outlined throughout this report are 
the responsibility of the Group CEO and the 
Director of Sustainability, in conjunction 
with the Sonic Sustainability Steering 
Committee (SSSC), comprising Sonic’s 
divisional CEOs, together with members of 
the Global Executive Team.
The diagram below illustrates Sonic Healthcare’s 
sustainability governance structure and shows the 
relationship between the Board, CEO, Global Sustainability 
Executive Team and the SSSC.
SONIC HEALTHCARE BOARD
RISK MANAGEMENT 
COMMITTEE
AUDIT 
COMMITTEE
SONIC HEALTHCARE CEO
GLOBAL SUSTAINABILITY EXECUTIVE TEAM
SONIC SUSTAINABILITY STEERING COMMITTEE
Comprised of global executive team and divisional CEOs
GLOBAL HUMAN RIGHTS COMMITTEE
DIVISIONAL SUSTAINABILITY LEADS
ENTITY-BASED SUSTAINABILITY OFFICERS
Global CEO, Managing Director and Sonic Sustainability 
Steering Committee Chair, Dr Colin Goldschmidt is the 
Board representative responsible for sustainability issues. 
Several Non-executive Board members have gained 
awareness and competence in sustainability-related issues 
through their involvement in external boards and board-level 
risk committees tasked with the assessment of sustainability 
risks and opportunities, such as climate-related risks. 
During FY2023, Board members also attended boardroom 
presentations by external consultants and participated in 
sustainability-focused personal development activities, such 
as those provided by the Australian Institute of Company 
Directors (AICD).
The Sonic Sustainability Steering Committee meets as 
required to discuss emerging sustainability issues and agree 
on high-level directives and targets.
This year, SSSC members:
	¡ took part in TCFD qualitative workshops to identify 
climate-related risks and opportunities exploring high 
and low emission scenarios over the short, medium and 
long term 
	¡ reviewed and approved our first scope 3 emissions 
inventory, defining applicable categories for collection of 
emissions data 
	¡ reviewed progress with renewable energy and hybrid/
electric (zero-emission) vehicle transition pathways 
	¡ discussed return on investment (ROI) thresholds for 
projects to support sustainability strategy and goals.
Sustainability working groups have been established in 
each division. These groups are headed by divisional 
sustainability leads who have been identified as having the 
necessary skills to drive sustainability initiatives through the 
entities in each country.
The divisional sustainability leads meet regularly with the 
Global Sustainability Executive Team, to 
discuss the implementation of initiatives, 
highlight operational issues and share 
expertise.
Target 13.3

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
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Introduction
Sustainability risk management
The Sonic Risk Management Committee (RMC) comprises four members, three of whom 
are independent Directors and the fourth member is the Sonic CEO and chair of the SSSC. 
The RMC assists the Board in its oversight responsibilities concerning the management of 
material risks, including environmental, social and governance risks. The RMC is charged 
with considering whether the company’s risk management framework deals adequately 
with contemporary and emerging risks, such as climate-related risks. 
All Directors of Sonic Healthcare are entitled to attend RMC meetings, which occur at least 
twice per year. In FY2023 two RMC meetings were held with an update on current and 
emerging sustainability issues, including evolving global disclosure requirements, provided 
at the May 2023 meeting. 
The results of the TCFD-aligned qualitative climate-related risk and 
opportunity assessment carried out this year can be found on pages 
95–98 of this report. 
Target 13.1
Target 13.3

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
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Introduction
Sustainability strategy
Sonic Healthcare’s sustainability strategy combines our Medical Leadership Principles, 
Core Values and deep company conscience, to deliver positive outcomes for the planet and its people.
ENVIRONMENT
OUR PEOPLE
COMMUNITIES
GOVERNANCE
MATERIAL TOPICS
Climate change
Circular economy and waste
Employee attraction, 
engagement and development
Workforce health, 
safety and wellbeing
Service quality and safety
Access and affordability 
Ethics, integrity and compliance
Privacy and information security
Human rights
COMMITMENT
Minimise our impact 
on the environment
Create supportive 
and fulfilling workplaces
Improve the health of 
individuals and communities
Maintain 
confidence and trust
STRATEGY
	¡ Reduce global greenhouse gas 
emissions in line with science-based 
targets 
	¡ Reduce, recycle and re-use waste 
	¡ Embed sustainability criteria into all 
procurement decisions
	¡ Embrace diversity and equality
	¡ Attract, engage and develop new and 
existing staff
	¡ Nurture and enrich Sonic’s culture of 
Medical Leadership 
	¡ Provide healthy and safe places to work
	¡ Ensure the safety and quality of 
our services
	¡ Foster medical research and 
technological innovation
	¡ Maintain and improve access to our 
high-quality healthcare services
	¡ Provide support to communities in need
	¡ Promote ethical conduct and ensure 
compliance
	¡ Safeguard privacy and protect data
	¡ Champion human rights
GOALS
	¡ Achieve net-zero greenhouse gas 
emissions by 30 June 2050
	¡ Reduce global scope 1 and 2 
greenhouse gas emissions by 43% 
by 30 June 20301
	¡ Complete scope 3 emissions inventory 
by 30 June 2023
	¡ Reduce waste to landfill intensity by at 
least 10% by 30 June 2026
	¡ Include sustainability criteria in all new 
procurement contracts by 30 June 20232
	¡ Achieve 40:40:20 gender diversity 
target at senior executive level by 30 
June 2030
	¡ Average 10 hours’ training per 
employee p.a. by 30 June 2025
	¡ Maintain LTIFR3 at or below the relevant 
industry benchmark
	¡ Provide all employees with access to 
employee assistance or comparable 
support programs by 30 June 2024
	¡ Maintain quality accreditation at 100% 
of facilities
	¡ Report key research and educational 
achievements
	¡ By 30 June 2024, ensure charitable 
donations are equal to at least 5% of the 
Sonic Healthcare Foundation’s annual 
total funds under management
	¡ Train all relevant staff in key policies by 
30 June 20254
	¡ Achieve annual improvement in 
independently audited Cybersecurity 
Framework maturity scores (NIST)
	¡ Publish an annual Modern Slavery 
Statement
1	 Baseline year for scope 1 & 2 emissions is FY2021 
2	 Procurement contracts refers to contracts administered by global or divisional procurement teams
3	 Lost time injury frequency rate 
4	 Code of Conduct, Anti-bribery and Corruption Policy, Whistleblower Policy, Labour Standards and Human Rights Policy, Privacy Policy, Workplace Health and Safety Policy, Supplier Policy

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
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Environment
SECTION 4
Our people
SECTION 3
Environment
SECTION 5
Communities
SECTION 6
Governance
SECTION 7
Appendices
The Sixth Assessment Report from the 
Intergovernmental Panel on Climate 
Change (IPCC) warned that global 
warming is set to reach the predicted 
1.5 °C increase above pre-industrial 
levels in the next two decades unless 
immediate measures to drastically cut 
carbon emissions are undertaken. 
Climate-related risks to health, 
livelihoods, food security, water 
supply, human security and economic 
growth are projected to increase with 
global warming of 1.5 °C and increase 
further with 2 °C.1
Sonic Healthcare remains committed 
to playing its part in taking action.
SECTION 1
Contents
SECTION 2
Introduction
1	 www.ipcc.ch/sr15/resources/headline-statements/. Sourced 25 October 2023.

Environment
SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
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Environment
Material topics
Strategy
Goals 
FY2023 achievements
Climate change
	¡ 	Reduce global greenhouse gas emissions 
in line with science-based targets 
	¡ 	Achieve net-zero greenhouse gas 
emissions by 30 June 2050
	

	 	Scope 1 and 2 emissions reduced against 
FY2021 base year; initial scope 3 data collected
	¡ 	Reduce global scope 1 and 2 
greenhouse gas emissions by 43% by 
30 June 20301 
	

	 	10% reduction in scope 1 and 2 emissions in 
FY2023 compared with FY2021
	¡ 	Complete scope 3 emissions inventory by 
30 June 2023
	

	 	First global scope 3 inventory completed in 
FY2023
Circular economy 
and waste
	¡ 	Reduce, recycle and re-use waste 
	¡ 	Reduce waste to landfill intensity by at 
least 10% by 30 June 2026 
	¡
The FY2023 scope 3 inventory has provided the 
first global waste estimate and will guide further 
work improving the data quality to support 
projects aimed at achieving this target
	¡ 	Embed sustainability criteria into all 
procurement decisions
	¡ 	Include sustainability criteria in all new 
procurement contracts by 30 June 20232
	

	 Sustainability criteria included in all new 
procurement contracts2
Related SDGs
Build resilient 
infrastructure, 
promote sustainable 
industrialisation and 
foster innovation
Make cities inclusive, 
safe, resilient and 
sustainable
Ensure sustainable 
consumption and 
production
Take urgent action to 
tackle climate change 
and its impacts
Commitment  To minimise our impact on the environment
1	 Baseline year for scope 1 & 2 emissions is FY2021
2	 Procurement contracts refer to those contracts administered by global and divisional procurement teams

Environment
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Climate change
Our approach
Sonic is committed to reducing our global greenhouse gas 
emissions, in line with the principles of the Paris Agreement 
and in accordance with guidance from the Science Based 
Targets initiative (SBTi), which is working to limit the global 
temperature increase to 1.5 °C by 2050.
The Sonic Board and Risk Management Committee are 
responsible for overseeing the Group’s climate-related risk 
exposure and mitigation strategies. 
Implementation of the Board-approved environmental 
strategy and management of environmental initiatives are 
the responsibility of the Group CEO and the Sustainability 
Director, in conjunction with the Sonic Sustainability 
Steering Committee (SSSC). During 2023, all Sonic divisions 
participated in a qualitative analysis of Sonic’s climate-
related risks and opportunities in line with the Task Force on 
Climate Related Financial Disclosures (TCFD) guidelines. 
For details of the risks and opportunities identified in this 
exercise, please see the TCFD section on pages 95–98 of 
this report.
As the first step to support the commitment to reduce 
our greenhouse gas footprint, it was necessary for Sonic 
to gather the data required to estimate global emissions. 
Last year Sonic was able to calculate the first estimate of 
global scope 1 and 2 emissions for FY2021 (base year) and 
FY2022. After analysing this data, Sonic was able to set an 
interim target to reduce global scope 1 and 2 emissions by 
43% by 2030. We also set a long-term target to be net-zero 
across all three scopes of emissions by 2050.
This year Sonic has conducted a scope 3 inventory and 
has expanded data collection to provide the first estimate 
of our global scope 3 emissions. Analysis of this data will 
provide the information required for Sonic to set meaningful 
and achievable scope 3 emission reduction targets which, 
together with our scope 1 and 2 emissions targets, will form 
the basis of a net-zero validation submission to the SBTi 
within the next two years.
Why is it important?
Healthcare activities are estimated to be 
responsible for 4.4% of the world’s total 
greenhouse gas emissions.1 
Sonic Healthcare understands that our 
operations affect the environment through 
the consumption of resources, production of 
greenhouse gas emissions and the generation 
of waste. 
We have also experienced the impact that 
increasingly more frequent and extreme weather 
events, such as storms, floods, heatwaves and 
bushfires, can have, not only on our operations, 
supply chains and wider infrastructure, but also 
on our customers’ health, medical needs and 
ability to access our services.
Consideration of this dual materiality 
strengthens the need for organisations such as 
Sonic to step up efforts to reduce their impact 
on the environment and promote environmental 
responsibility across their entire value chain.
Environment
1	 www.arup.com/-/media/arup/files/publications/h/health-
cares-climate-footprint.pdf, sourced 10 October 2023 
Target 13.1
Target 13.3

Environment
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22
2023
2026
2030
2040
2050
Commence transition 
to renewable energy 
sources
Include sustainability 
criteria in all new 
procurement contracts 
by 30 June 2023
Conduct scope 3 
emissions inventory
▪Engage with key 
suppliers (80% of 
spend) to address 
waste reduction 
and encourage 
science-based 
target setting
▪Identify and initiate 
opportunities to 
reduce scope 3 
emissions
▪Reduce global scope 1 
and 2 greenhouse gas 
emissions by 43% 
(FY2021 baseline)
▪80% of global energy 
from certiﬁed 
renewable sources
▪Complete conversion 
of global ﬂeet to zero-
emissions vehicles
▪Achieve net-zero 
greenhouse gas 
emissions 
(scope 1, 2 and 3)



Our ongoing net-zero initiatives include:
	¡ switching to certified sources of renewable energy 
	¡ investing in energy efficiency initiatives across our 
global operations 
	¡ optimising onsite energy generation and storage 
	¡ accelerating conversion of global fleet to hybrid 
and zero-emission vehicles 
	¡ reducing, recycling and re-using waste from 
operations 
	¡ understanding, measuring and managing material 
scope 3 emissions 
Net-zero strategy
Sonic Healthcare has committed to set science-based 
emissions targets that align with the Paris Agreement to 
limit global warming to no more than 1.5 ˚C and become 
net-zero by 2050.
*All years relate to financial years
Environment
Target 11.6

Environment
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Scope 1 and 2 greenhouse gas emissions
Sonic has chosen FY2021 as the baseline for scope 1 and 2 greenhouse gas (GHG) emissions globally.6 
Our FY2021, FY2022 and current year FY2023 scope 1 and 2 emissions data are shown below. 
Environment
Scope 1 emissions
In FY2023, expanded scope 1 data has been collected, which now includes emissions from dry ice usage and an 
estimate of refrigerant gas emissions. 
Global scope 1 greenhouse gas emissions (tCO2-e)2,4,5
FY2023 
(Current year)
FY20223 
(Previous year, restated)
FY20213
(Base year, restated) 
% change
FY23 vs FY22 
% change
FY23 vs FY21
Fuel, natural gas, other gases4
25,335
28,628
27,509
-11.5%
-7.9%
Refrigerant gases1
5,607
5,607
5,607
n/a
n/a
Dry ice
1,561
1,561
1,561
n/a
n/a
Total scope 1 emissions2,4,5 
32,503
35,796
34,677
-9.2%
-6.3%
Footnotes to table can be found on page 24
Scope 2 emissions
This year scope 2 emissions are stated in both location- and market-based terms to reflect the impact of two contracts 
active in FY2023 sourcing certified renewable electricity; one for 30% of Australian electricity for the full FY2023 period 
and the other covering 100% of Germany’s electricity from 1 January 2023 to 30 June 2023.
Global scope 2 greenhouse gas emissions (tCO2-e)2,4,5
FY2023 
(Current year)
FY20223 
(Previous year, restated)
FY20213
(Base year, restated) 
% change
FY23 vs FY22 
% change
FY23 vs FY21
Scope 2 emissions2,4,5  
(location-based)
76,633
86,356
86,606
-11.3%
-11.5%
Scope 2 emissions2,4,5  
(market-based)
48,627
n/a
n/a
n/a
n/a
Footnotes to table can be found on page 24
	
a Collector Wind Farm, 
NSW, Australia

Environment
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Environment
Scope 1 and 2 (location-based) emissions
Global scope 1 and 2 (location-based) greenhouse gas emissions (tCO2-e)2,4,5
FY2023 
(Current year)
FY20223 
(Previous year, restated)
FY20213
(Base year, restated) 
% change
FY23 vs FY22 
% change
FY23 vs FY21
Scope 1 emissions
32,503
35,796
34,677
-9.2%
-6.3%
Scope 2 emissions (location based)
76,633
86,356
86,606
-11.3%
-11.5%
Total scope 1 and 2 emissions2,4,5 
109,136
122,152
121,283
-10.7%
-10.0%
Scope 1 and 2 greenhouse gas emissions intensity
Sonic has used two key business activity indicators, total patient consults and total full-time equivalent (FTE) employees, as 
denominators to calculate emissions intensity. 
Our scope 1 and 2 emissions intensity across global operations for FY2021, FY2022 and FY2023 are shown below.
Global scope1 and scope 2 (location-based) greenhouse gas emissions (tCO2-e) intensity measures 
FY2023 
(Current year)
FY20223 
(Previous year, restated)
FY20213
(Base year, restated) 
% change
FY23 vs FY22 
% change
FY23 vs FY21
Kilograms CO2-e per 
patient consult
0.86
0.84
0.88
2.4%
-2.3%
Tonnes CO2-e per FTE7
3.29
3.64
3.81
-9.4%
-13.4
7	 Emissions intensity calculations for FY2021 and FY2022 have been restated to reflect full-time equivalent (FTE) staff numbers rather than total employee numbers as used in the 
calculations shown in the Sustainability Report 2022
The drop in COVID-19 related testing in FY2023 
compared with the previous period was reflected in 
Sonic’s total patient consults. Employee numbers 
also fell, as our global businesses work to right-size 
their workforces post-pandemic. These trends have 
influenced the emissions intensity figures, with our 
FY2023 intensity in kg CO2-e per patient consult showing 
a decrease when compared with FY2021 but a small 
increase against FY2022, despite a nearly 10% reduction 
in absolute scope 1 and 2 emissions year-on-year. 
The second intensity measure of tCO2-e per full-time 
equivalent (FTE ) continued to improve, showing a 
greater than 9% drop from the FY2022 measure and a 
greater than 13% drop compared with FY2021.
More detailed emissions data, 
including scope 1 and 2 emissions 
by country of operation, is available 
in the Sustainability metrics section 
pages 89–94.
1	 Fugitive emissions from refrigerant gases were estimated only for sites at which Sonic is responsible for maintenance of HVAC systems 
2	 Greenhouse gas (GHG) emissions have been calculated in alignment with the Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition)
3	  FY2021 and FY2022 data has been restated to reflect:
•	 an estimate of refrigerant gases and dry ice (FY2023 estimates have been used in FY2021 and FY2022 restatements)
•	 the application of a stricter definition of operational control as applied to FY2023 data
•	 the influence of material acquisitions
4	 The greenhouse gases included in the emissions calculations are carbon dioxide (CO2), methane (CH4), nitrous oxide (N2O), hydrofluorocarbons (HCFs), perfluorocarbons (PCFs) and 
sulphur hexafluoride (SF6) 
5	 Emissions factors (EFs) used in the calculations are sourced from US Environmental Protection Agency (EPA), the Australian National Greenhouse Accounts (NGA) and National 
Greenhouse and Energy Reporting (NGER), Department of Climate Change, Energy, the Environment and Water, EU Default Emissions Factors for the Member States, German Federal 
Environment Agency, German Federal Ministry of Housing, Urban Development and Planning (BMWSB), UK Government and Department for Environment, Food and Rural Affairs 
(DEFRA) GHG conversion factors, Association of Issuing Bodies (AIB) 2021 and New Zealand Ministry for Environment (NZ MIE) publications. Where country-specific scope 1 EFs were 
not readily available, NGA EFs were applied as proxy EFs for the following reasons:
•	 Sonic is headquartered in Australia
•	 Australia’s total GHG emissions are the most material component of the global baseline
•	 NGA methods used at the national level are consistent with international guidelines and are subject to international expert review each year
6	 FY2021 was chosen as the base year for emissions comparison due to the availability of global data. It may not reflect business as usual due to the influence of the COVID-19 pandemic

Environment
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Environment
CO2e
Upstream
Downstream
Purchased goods 
and services
1
Capital 
equipment
2
Fuel and 
energy-related 
activities
3
Upstream
transportation 
4
Downstream
transportation 
9
Waste 
generated
5
Business 
travel
6
Employee 
commuting
7
Upstream
leased assets
8
Scope 3 greenhouse 
gas emissions
During FY2023, Sonic conducted its first 
global inventory of scope 3 emissions, 
in order to understand the quantum and 
nature of our scope 3 emissions. 
Scope 3 emissions include indirect 
emissions (other than those that are 
reported as scope 1 or 2) that occur in our 
upstream and downstream value chain. 
As a provider of diagnostic and clinical 
services, our scope 3 GHG emissions 
occur primarily in our upstream value 
chain. Our emissions boundary-setting 
exercise identified scope 3 categories 1 to 
9 as being those material to our business.

Environment
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Data table for scope 3 categories FY2021, FY2022 and FY2023
Scope 3 categories FY2021, FY2022 and FY2023 (tCO2-e)
Category 
(GHG Protocol)
Source data 
used in estimation
FY2023 
(current year)
FY2022 
(previous year)
FY2021 
(base year)
% of FY2023 
scope 3 
1
Purchased goods 
and services
Spend data 
244,605
286,675
298,542
50.6%
2
Capital equipment
Spend data 
73,782
56,273
61,014
15.3%
3
Fuel and energy 
related activities
Scope 1 and 2 fuel 
and energy data 
16,670
20,723
14,407
3.4%
4
Upstream transportation 
NB see note on category 9 
Spend data 
73,904
74,719
70,466
15.3%
5
Waste generated
Spend data and available 
waste weight and disposal 
method data 
22,657
23,252
29,327
4.7%
6
Business travel
Spend data and available 
travel data including 
distances and travel type
5,359
2,807
1,706
1.1%
7
Employee commuting
Employee numbers, 
assumed commuting 
patterns and average 
regional emissions factors 
24,292
23,152
23,178
5.0%
8
Upstream leased assets
Property area, average 
electricity consumption and 
country-based emissions 
21,988
25,000
26,900
4.5%
9
Downstream transportation
Spend data included under 
category 4 as not able to 
separate spend 
See category 4
See category 4
See category 4
Total scope 3 emissions estimate
483,257
512,601
525,540
100
	¡
As a provider of diagnostic and clinical services downstream scope 3 categories 10, 11 and 12 were not considered applicable to Sonic operations when setting the 
scope 3 emissions boundary
	¡
Downstream scope 3 categories 13, 14 and 15 are either not applicable or not material to Sonic operations and were excluded when setting the scope 3 emissions boundary
	¡
Data has been calculated in alignment with the following Greenhouse Gas Protocol documents:
•	 The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition)
•	 The Greenhouse Gas Protocol: Corporate Value Chain (Scope 3) Accounting and Reporting Standard
•	 The Greenhouse Gas Protocol: Technical Guidance for Calculating Scope 3 Emissions
	¡
Notes on greenhouse gases included, emissions factors used and choice of base year are as described in notes 3-6 on page 24
For many organisations scope 3 emissions 
comprise the largest source of GHG 
emissions. This has been the case for Sonic, 
with the results of our first scope 3 estimation 
indicating that over 80% of our total estimated 
FY2023 emissions are scope 3.
The highest impact on overall scope 3 
emissions is seen in the GHG Protocol 
Category 1 – Purchased goods and 
services, at over 50% of estimated emissions. 
Category 2 – Capital equipment and 
combined Categories 4 and 9 – Upstream 
and downstream transportation, are the next 
largest contributers to scope 3 emissions, 
representing approximately 15% each of total 
scope 3 emissions.
While the information on the size and relative 
materiality of the scope 3 categories shown 
above is useful for future planning, early 
rounds of scope 3 data calculation inherently 
rely on available and often limited source data, 
estimations and assumptions. In particular, 
the use of spend data tends to overestimate 
emissions when compared to actual data 
for the same activity. Sonic will continue to 
work across our organisation 
and in collaboration with our 
suppliers to improve the quality 
and accuracy of the data that 
underpins these calculations.
Target 11.6

Environment
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Scope 1 emissions-reduction initiatives
Fleet transition
The most significant contributor to Sonic’s scope 1 emissions is the fuel (petrol and diesel) used for 
our fleet of 3,108 cars, motorbikes/scooters and other courier vehicles. We have set a target to convert 
our fleet to 100% zero-emission vehicles by 30 June 2040. Our success in achieving this target 
will depend on emerging vehicle technology (for example, innovation in battery range extension, 
and hydrogen engine development), together with extensive infrastructure enhancement by 
governments, organisations and individuals, to support vehicle charging and hydrogen fuel access, 
as well as the availability and supply of suitable cars and other courier vehicles.
Environment
0
100
200
300
400
500
600
2020
2021
2022
2023
Number of electric and hybrid motor vehicles in the ﬂeet 
Electric
Hybrid
While we await further development and infrastructure to support zero-emission 
vehicles, we continue to utilise petrol/electric hybrid technology to decrease fuel 
consumption. 
Comparisons of fuel usage by petrol-only and petrol/electric hybrid vehicles in 
our fleet show that hybrid vehicles use 30–50% less fuel than petrol equivalents. 
Sonic’s fleet vehicles are typically renewed every three to five years, making hybrid 
vehicles an attractive interim scope 1 emissions-reduction initiative 
while we await further development and infrastructure to support 
zero-emission vehicles.
Our FY2023 global fleet includes:
	¡ 483 hybrid vehicles (an additional 200 hybrid vehicles 
compared with FY2022)
	¡ 49 electric vehicles
Hybrid and electric vehicles now represent 17.1% of our total fleet, up 
from 10.7% in FY2022, as shown in the graph below.
	
a One of the electric motorcycles being used by Sonic Healthcare UK
Target 11.6
Target 13.3

Environment
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Sonic is working to meet our fleet conversion target by 
incorporating more lower-emission solutions in each of our 
countries of operation. Several of our larger sites continue to 
trial the use of fully electric vehicles (cars and motorbikes/motor 
scooters) and are assessing which routes are best suited to 
their use.
Automotive supply chain issues persisted during FY2023 and 
again limited our ability to further increase the proportion of 
hybrid/electric vehicles in the fleet; however, these issues are 
expected to decrease over the coming years.
It is important to note that effective total emission reduction 
requires not only conversion to zero-emission vehicles but also 
the use of charging or fuel-production infrastructure utilising 
renewably sourced energy.
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
18.0%
2020
2021
2022
2023
Percentage of electric or hybrid motor vehicles in the ﬂeet 
	_ One of the new fully electric 
courier vehicles leaving our 
largest pathology laboratory 
in Australia

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Environment
Natural gas, dry ice and refrigerant gases 
The consumption of natural gas contributes to our 
scope 1 emissions, especially in Germany, which 
accounts for more than 60% of Sonic’s total natural 
gas emissions. The ongoing war in Ukraine has 
continued to impact gas supplies and pricing. Some 
of our sites have converted from gas to electricity, 
and further gas use reduction initiatives are currently 
being explored.
Dry ice, the solid form of CO2, is sometimes 
used in pathology to keep samples cold during 
transportation. Dry ice takes energy to produce (a 
scope 3 emission impact) and sublimates (changes 
from the solid to the gaseous state) when exposed 
to higher temperatures and/or lower pressure, 
releasing CO2 gas back into the atmosphere. As can 
be seen from the disaggregated scope 1 emissions 
estimations (p. 23), dry ice contributed approximately 
5% of the global total scope 1 emissions in FY2023.
Initiatives to decrease our dry ice usage are described 
in the inset on this page.
Many refrigerant gases used in heating, ventilation 
and air conditioning (HVAC) systems have high global 
warming potential (GWP) compared to CO2 (GWP = 1). 
This year we have taken reasonable steps to collect 
accessible data to estimate the emissions impact 
of the refrigerant gases used in the HVAC systems 
within our operational control, including large 
walk-in cool rooms used for sample storage at our 
laboratories. This information will be used to support 
future business cases for proactive replacement of 
HVAC units that contain harmful refrigerants, have 
high leakage rates or use more energy to run than 
the more modern and environmentally friendly 
replacement units.
Decreasing our use of dry ice
Maintaining specimen integrity is crucial for 
pathology samples. At many of our laboratories, dry 
ice has traditionally been used to keep samples cold 
during transport to central testing laboratories and 
external testing sites.
Two of our pathology divisions have been working 
towards phasing out the use of dry ice in our fleet 
vehicles by installing in-car fridge/freezers.
To reduce their historical dependence on dry ice 
for specimen transport, Sonic Healthcare USA 
recently conducted a trial of in-car fridge/freezer 
units at Sunrise Laboratories in New York and AEL 
in Memphis, Tennessee. The results were extremely 
encouraging, with no impact on specimen quality 
and projected annual savings of around 39 tonnes 
of dry ice across these two sites. Plans are now 
underway to extend the trial to other US sites, with 
the potential to reduce dry ice usage across our US 
sites by more than 80% or 1,000 tonnes of dry ice per 
annum.
At Melbourne Pathology, in Victoria, Australia, similar 
in-car chargeable fridge/freezers have been in use 
in all courier cars since early 2022, resulting in a 70% 
reduction in dry ice usage across the practice.
These important developments are challenging the 
current practices for specimen transportation across 
all of Sonic, with further use of in-car fridge/freezers 
to reduce dry ice usage expected across the group.

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Environment
Scope 2 emissions reduction initiatives
Renewable electricity
Sonic’s FY2021 base-year emissions data showed that Australia’s 
purchased electricity comprised over 60% of our global scope 2 
emissions, despite Australia representing around a third of the global 
business. The large contribution made by the Australian division 
reflects the country’s continued reliance on coal-fired electricity and 
its high emissions conversion. To address this issue, during FY2022 
Sonic negotiated a contract to annually increase the percentage 
of large generation certificate (LGC) supported renewable energy 
purchased for all large usage sites in Queensland, New South Wales, 
Victoria and South Australia, with additional renewable energy 
certificates being purchased for WA and the remaining smaller sites. 
Thirty per cent of total electricity purchased in Australia in FY2023 
was certificate-supported renewably sourced. From this base the 
proportion of renewably sourced electricity is contracted to increase 
by 10% per annum each year reaching 100% in FY2030. 
Sonic’s German division converted to accredited 100% renewably 
sourced electricity from 1 January 2023.
From this year we will report both location-based and market-based 
scope 2 emissions to reflect these renewable power purchase 
decisions.
Sonic’s USA division has also recently contracted 
renewably sourced power for our largest facility 
in Texas (equivalent to around 18% of Sonic USA’s 
electricity usage) and is actively investigating the 
feasibility of contracting renewable power in some 
of the other states in which we have operations. 
The benefits of this project will be reflected in our 
FY2024 calculations.
Sonic Healthcare Germany 
switches to certified 
renewable electricity
Towards the end of 2022, Sonic Healthcare 
Germany embarked on a program to re-
evaluate the electricity supply for its nationwide 
laboratories. Its aim was to find a suitable and 
reliable supplier to partner with in future years.
The war in Ukraine, increased inflation, a 
volatile energy market and a generally difficult 
economic environment in Europe made this a 
challenging task.
More than 600 energy suppliers were contacted 
as part of the competitive tender and selection 
process, in order to identify a reliable partner 
for this critical element of supply. The team at 
Sonic Healthcare Germany were able to partner 
with a new provider, and have been purchasing 
certified renewable energy for the entire German 
laboratory network since 1 January 2023.
This transition has been complemented by 
the addition of photovoltaic/solar energy 
installations on laboratory and administration 
buildings throughout Germany, together with a 
range of other energy reduction initiatives.
Target 9.4
Target 12.2

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Environment
Onsite renewable energy generation
During FY2023, onsite energy generation using solar panels on our buildings has seen an increase in both capacity and kWhs generated. This, together with the sourcing of renewable electricity, 
has contributed to the containment of emissions attributable to purchased electricity (scope 2).
Electricity generated by solar installations (kWh)
FY2023 
FY2022 
FY2021 
% change
FY23 to FY22 
% change
FY23 to FY21
1,198,441
1,101,879
808,182 
+8.8%
+48.3%
Installed solar panel capacity (kW)
FY2023 
FY2022 
FY2021 
% change
FY23 to FY22 
% change
FY23 to FY21
1,135
1,032
912
+10.0%
+24.5%
Several projects to increase solar generation capacity are 
under way at Sonic facilities across the globe. 
In Ingelheim, Germany, a 240kW capacity installation is under 
construction, with 100kW in use since March, 2023. Additional panels, 
with more than 170kW capacity at sites in Munich, Hamburg and Limburg, 
are also due to come online over the next 12–18 months. 
In the USA, a 522kW capacity system at Sunrise Medical Laboratories in 
Hicksville, New York, is due for completion in December 2023 and will 
provide 17% of this site’s current energy needs.
	
a Photo Biovis Laboratory Limburg Germany Rooftop Solar Panels 
with 60,000KWh per year capacity will come on line in FY2024
Target 11.6

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Environment
Energy efficiency 
Increasing pressure on energy 
prices, together with the need 
to reduce carbon emissions 
worldwide, is driving a focus on 
opportunities to reduce energy 
consumption. Sonic aims to reduce 
overall consumption through 
improved energy efficiency and 
education programs to encourage 
prudent use.
LED lighting upgrades continue 
to improve energy efficiency
In last year’s sustainability report, we were able to show 
data demonstrating a 15% reduction in energy consumption 
following the LED light upgrade at Australia’s largest laboratory 
site, Douglass Hanly Moir Pathology.
As part of our continuing LED lighting upgrade program, 
another of our large Australian sites, Melbourne Pathology, 
upgraded their lighting to LED during FY2023. Once the 
upgrade was completed, we again saw more than a 15% 
reduction in energy consumption at this site. Energy savings 
for Melbourne Pathology in kWh and tCO2- e are shown below.
Melbourne Pathology Energy Savings Post LED Upgrade
kWh reduction – 12 months
428,645
tCO2-e reduction – 12 months1
459
The emissions saved across these two Australian sites alone 
total nearly 1,000 tCO2- e.
LED upgrades have also been recently completed in three 
German facilities in Stuttgart, Karlsruhe and Augsburg, 
which should see similar benefits realised in their FY2024 
energy usage. 
Target 9.1
Target 9.4
Target 11.6
Target 13.3
Target 12.2
1	 Conversion to tCO2-e uses Victorian 
(Australia) data reference https://www.
powershop.com.au/carbon-calculator/

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Circular 
economy 
and waste
Why is it important?
Sonic’s operations generate significant 
amounts of waste, which can contribute to 
climate change and air pollution, directly 
affecting many ecosystems and species. 
Landfills, considered the last resort in the 
waste hierarchy, release methane, a potent 
greenhouse gas linked to climate change.
Our approach
Implementation and management of the Board-approved 
environmental policies, which also address waste and the 
circular economy, are the responsibility of the Group CEO 
and the Sustainability Director, in conjunction with the Sonic 
Sustainability Steering Committee. 
As part of our move to a circular economy mindset, Sonic’s 
procurement and operations teams continue to work with 
suppliers to source more environmentally friendly substitute 
products to replace single-use plastics and polystyrene, 
decrease the amount of packaging, reduce and, where 
possible, recycle or re-use waste (see page 34). 
Separation of waste into appropriate recycling and 
disposable streams is key to supporting this strategy, 
reducing both environmental and operational costs. 
Sonic undertakes an extensive supplier selection process 
to vet prospective waste management suppliers for relevant 
environmental and quality certifications.
For example, in Australia these include:
	¡ AS/NZS 4801:2001 Occupational Health and Safety 
Management 
	¡ ISO 14001 Environmental Management 
	¡ ISO 9001 Quality Management.
Suppliers are also vetted to ensure 
they have relevant operating licenses 
within the jurisdiction where the waste 
is processed. Suppliers must have a 
long-standing and credible operational 
track record, and are contractually 
bound to ensure waste is disposed of in 
accordance with local legislation.
Sustainable
use
Sustainable
production
Recycling
Circular 
economy 
Target 11.6
Target 12.4 
Target 12.5

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Circular recycling of plastics
AML in Antwerp, Belgium, is working with EnAdviS, an 
organisation focused on finding ways to reuse materials 
from hospital and pharmaceutical companies, to recycle 
laboratory consumable packaging trays into pellets that 
can be used to make other products. A shredder and low-
capacity extrusion line processes the used pipette and tube 
trays to produce pellets, which are then recycled into higher-
value products.
More than 13 metric tonnes of plastic is expected to be 
recycled in 2023, up from 3.6 tonnes last year. These 
thermoplastics, called polyolefins, can be recycled three to 
four times, with a net CO2 emissions saving of 5 tonnes for 
every 1 tonne recycled, due to the avoidance of emissions 
associated with the production of virgin plastic and disposal 
after a single use. For each tonne of trays recycled, the 
emissions saved is equivalent to the emissions from one 
diesel car driving nearly 40,000 km.1
Similar plastic packaging recycling projects are being 
introduced at other laboratories within Sonic, including 
many Australian laboratories. We also continue to work 
closely with suppliers to decrease the amount of plastic 
packaging used in the first instance.
1	 www.eea.europa.eu/highlights/average-co2-
emissions-from-new-cars-vans-2019

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Environment
Waste management
The three main types of waste generated in our 
operations are shown below.
Clinical waste
Includes single-use items, such as needles, tubes, gloves, 
aprons, masks, specimen transport bags and containers that 
may be contaminated by blood and other human body fluids. 
Much of this waste must be handled by specialised, regulated 
waste management systems that decontaminate the waste 
by high-temperature autoclaving or incineration, which limits 
opportunities to recycle. The remainder is disposed of in landfill 
after decontamination. 
The World Health Organisation estimates that only 15% 
of the waste generated by healthcare activities is, in fact, 
infectious, toxic or radioactive.1 The remaining 85% is general 
non-hazardous waste that may have the potential for more 
environmentally friendly disposal, recycling or re-use, with 
appropriate segregation.
General waste – landfill and/or incineration 
Includes all other forms of solid waste that is not contaminated 
by biological substances (non-clinical), such as certain 
packaging and office, technical and IT supplies and disused 
equipment. This waste may be sent straight to landfill or 
incinerated, with any residual matter sent to landfill.
Recycling
Some waste from operations, such as polystyrene used 
in packaging and the clean polypropylene we receive as 
trays and racks holding consumables for analysers, can be 
recycled. A number of recycling projects are active throughout 
our facilities (see Circular recycling of plastics, on page 34). 
We continue to explore further opportunities to transition from 
single-use, non-recyclable products to recyclable and re-
usable products, where appropriate.
In FY2022 Sonic set a target to reduce the amount of general waste destined for landfill per patient episode by 10% 
by 2026, stating that this target would be reviewed once a scope 3 inventory had been conducted. 
In order to design programs to support the achievement of this waste intensity reduction target it was first necessary 
to assess the quality of data available from our global waste providers. FY2023 saw the first collection of this global 
waste data which, unfortunately, varied significantly in quality and detail across our jurisdictions. 
An initial estimate of global emissions attributable to waste generated by our 
operations under scope 3 category 5 of more than 22,000 tCO2-e has been 
made using a combination of actual waste volume and disposal method 
data, together with spend data, where quantitative data was not 
available. This exercise has highlighted the need to work further with 
a number of our waste service providers to obtain specific data on 
waste quantities, disposal methods and emission factors.
As an example of the value of good quality data, most of 
Australia’s waste disposal and recycling services during 
FY2023 were facilitated by two waste vendors able to provide 
the detailed data required to assess the split of waste types 
across our Australian operations. This data showed the 
total amount of waste recycled across Sonic’s Australian 
businesses in FY2023 increased from 17% (FY2022) to 
23%, resulting in approximately 1.6 million kg of waste being 
diverted from landfill. Waste audits, attended by Sonic and 
waste provider representatives, were conducted at several of 
our large Australian laboratory sites during FY2023 and further 
opportunities to better segregate waste and facilitate improved 
recycling have been identified.
1	 www.who.int/news-room/fact-sheets/detail/health-care-waste. Accessed 25 October 2023
2	 Percentages shown represent available data on waste collected at Australian sites over which we have operational control
Australian waste 
streams FY20232
50%
27%
23%
Recycling
Clinical
Landﬁll

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Waste reduction initiative
Waste reduction and recycling are topics 
that resonate across the entire organisation 
with entity-based sustainability leads 
actively encouraging our staff to propose 
and participate in local initiatives to reduce 
our clinical and landfill waste volumes. They 
include: 
	¡ more stringent segregation of clinical 
(contaminated) and non-clinical waste 
	¡ improvement in our recycling volumes 
through education 
	¡ use of more recyclable products 
	¡ use of increased recycled content 
alternatives for single-use plastics
	¡ separation of recycling and organic/food 
waste in staff amenity areas 
Several Sonic Healthcare Australia 
businesses use polystyrene compacting 
machines to compress polystyrene waste 
from external packaging, which is collected 
by a recycling company and used for the 
manufacture of furniture. This 
is a great example of a circular 
process in action at local 
facilities to reduce the landfill 
impact of polystyrene.
Target 12.5 
Reduction in paper and radiological film usage
Sonic is working to reduce our global consumption of paper by promoting digital 
alternatives for the provision of clinical reports and test referrals, together with the 
increasing use of recycled content paper and more efficient print settings (such 
as double sided printing) where printing for administrative purposes cannot be 
avoided.
Our Australian operations have set a goal to reduce overall paper consumption 
by 30% by 30 June 2024, compared with FY2022 usage, and have progressively 
increased the monitoring of printers across pathology, radiology and primary care 
sites to highlight high use activities. 
In FY2023 several initiatives were implemented at our largest sites, such as:
	¡
default electronic only report generation unless clinicians specifically requested 
paper copies
	¡
working with hospital ward staff to reduce the requests for faxed results
	¡
issuing invoices and receipts electronically
	¡
increased use of electronic prescriptions and referrals by GPs.
Actual paper usage data will be reported in FY2024.
Another waste reduction target involves the electronic reporting of radiology results 
with the concurrent reduction in radiological film usage. The significant reductions 
against the previous year over the last three years are shown in the table below.
Australian Radiology
FY2023
FY2022
FY2021
Percentage reduction in 
radiological film usage
15.7%
27.9%
18.1%

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Sustainable procurement
Sonic is committed to procuring high-quality, innovative products and services that demonstrate 
whole-of-life value for money. Whole-of-life value considers the human, environmental and 
financial costs of products, from sourcing raw materials, through to manufacturing, packaging, 
usage and wastage, as well as disposal. 
Assurance of these benefits, together with the supplier’s ability to provide uninterrupted supply, 
are key factors in our procurement decisions. Sonic is also committed to responsible sourcing 
practices. When selecting a supplier we assess both the product and/or service’s environmental 
impact and the prospective suppliers’ commitment to sustainability principles and practices. 
This includes reviewing supplier’s environmental, social and governance (ESG) policies and their 
compliance with global human rights laws.
The Sonic Supplier Policy explicitly outlines our expectations that suppliers conduct their 
business in a manner that promotes environmental sustainability, adheres to all relevant 
environmental laws and regulations and aims to reduce waste. Moreover, the Sonic Supplier 
Policy requests all major suppliers to work towards setting credible emissions reduction targets 
that align with the Paris Agreement to limit global warming to well below 2°C.
We also expect suppliers to work collaboratively with Sonic to support our stated sustainability 
goals. This is particularly relevant as we look toward setting achievable science-based scope 3 
emissions reduction targets.
Compliance with the Supplier Policy is monitored through regular business 
review meetings. In addition, Sonic is investigating a formal supplier onboarding 
and assurance program planned for implementation in FY2025.
Sonic conducted a global scope 3 emissions inventory in FY2023 (see p. 26). 
The results have highlighted emissions associated with the manufacture and 
transport of goods and services in our supply chain as the most material scope 3 
emissions categories. Achievable supply-related targets for reduction of these 
scope 3 emissions will only be possible through Sonic’s continued adherence to 
sustainable procurement practices and collaboration with suppliers aligned with 
our net-zero commitments.
Water consumption
Water and sewage services are provided to our facilities 
through government-run metropolitan and rural water utility 
services. 
Water consumption is not a material topic in Sonic’s 
environmental strategy due to our low consumption rate; 
however, all Sonic staff recognise the need to reduce usage, 
where possible, of this valuable natural resource. 
Major contributors to water usage are our analytic equipment 
and general use by staff and patients. Specific water volumes 
are often required by our analysers to support testing accuracy, 
reducing the opportunity to reduce the water usage on 
existing analysers. 
Our procurement teams do, however, consider water usage 
data as part of the total value proposition when comparing 
new equipment for purchase.
Water purification systems are installed in all our large 
laboratories to provide purified water required by our analysers. 
Water discharged from our facilities is tested and meets water 
quality regulations in all our jurisdictions. 
Our last three years’ global water consumption for locations 
>1,000 square metres, for which we have operational control 
of water usage, is shown to the right, demonstrating that water 
consumption per square metre has remained relatively stable 
over the past three years.
Water consumption
FY2023
FY2022
FY2021
Total water consumption 
kilolitres (kL)
333,582
319,812
345,409
Water consumption 
intensity kL per square 
metre
1.20
1.14
1.29
Target 12.2 
Target 12.5
Target 13.1

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38
Our people
SECTION 4
Our people
SECTION 3
Environment
SECTION 5
Communities
SECTION 6
Governance
SECTION 7
Appendices
Sonic’s success as an organisation 
is dependent on the strength of our 
skilled, caring and diverse workforce. 
‘Respect for our people’ is a key 
pillar of our long-enshrined Medical 
Leadership Principles and underpins 
everything we do.
SECTION 1
Contents
SECTION 2
Introduction

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
39
Our people
Material topics
Strategy
Goals 
FY2023 achievements
Employee attraction, 
engagement and 
development 
	¡ Embrace diversity and equality 
	¡ Achieve 40:40:20 gender diversity target at 
senior executive level by 30 June 2030
	

	 39.5% female representation in executive senior 
leadership1
	¡ Attract, engage and develop new and 
existing staff 
	¡ Average 10 hours’ training per employee 
p.a. by 30 June 2025
	

	 16 hours’ training per employee p.a. estimated 
for FY2023
	¡ Nurture and enrich Sonic’s culture of 
Medical Leadership 
	

	 In-person culture and leadership workshops 
held by Sonic Connect in USA and UK for the 
first time since the pandemic
	

	 3,300 staff attended Sonic Connect workshops
Workforce health, safety 
and wellbeing
	¡ Provide healthy and safe places to work 
	¡ Maintain LTIFR2 at or below the relevant 
industry benchmark
	

	 Sonic’s LTIFR was 3.6, which is below the 
industry benchmark rate of 4.7
	¡ Provide all employees with access to 
employee assistance or comparable 
support programs by 30 June 2024
	

	 78.6% of staff currently have access to employee 
assistance or comparable support programs 
Related SDGs
Ensure healthy 
lives and promote 
wellbeing for all at 
all ages
Ensure inclusive and 
equitable quality 
education and promote 
lifelong learning 
opportunities for all
Achieve gender 
equality and 
empower all 
women and girls
Promote inclusive and 
sustainable economic 
growth, employment 
and decent work for all
Reduce inequality 
within and among 
countries
1	 Includes CEO or head of each reporting business unit and their executive management teams
2	 Lost-time injury frequency rate reflects the number of injuries with more than eight hours lost time per one million hours worked 
3	 Safe Work Australia LTIFR benchmarks for Pathology/Diagnostic Imaging and Medical Services were used to calculate the industry benchmark rate at proportions of 92% and 8% respectively reflecting Sonic’s component services 
https://data.safeworkaustralia.gov.au/interactive-data/lost-time-injury-frequency-rates
Commitment  To create safe, supportive and fulfilling workplaces

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
40
Our people
Employee 
attraction, 
engagement 
and development
Why is it important?
Sonic’s business involves people caring for 
people. Our skilled, committed staff of more 
than 40,000 people deliver our services in 
urban, regional and rural locations, often 
24 hours a day, seven days a week. 
Attracting, engaging and developing this 
workforce is crucial for sustaining our high 
levels of service and quality. Workforce 
diversity, work-life balance, a feeling of 
inclusion, individual engagement and a sense 
of purpose are important to our staff, and 
help to attract and retain the best people to 
provide our specialised services and uphold 
our quality.
Our approach
Sonic’s success is built on the strength of our people. We 
strive to create fulfilling careers for our staff by providing 
professional, ethical, safe and inclusive workplaces that 
value individuality, reward achievement and protect labour 
standards. 
The Sonic Healthcare Board, CEO and senior executive 
team are responsible for overseeing organisational 
compliance with the company’s Labour Standards and 
Human Rights Policy, which is aligned with the principles 
of the Universal Declaration of Human Rights and the 
International Labour Organisation’s (ILO) Declaration of 
Fundamental Principles and Rights at Work. Together with 
our annual Modern Slavery Statement, Code of Conduct 
and Core Values, these policies clearly articulate our 
commitments to local employment, workforce diversity, 
freedom of association, collective bargaining and 
competitive compensation. They also explicitly prohibit any 
employment practices that constitute modern slavery. 
Reporting of any suspected instances of non-compliance is 
encouraged and instructions on how to report are detailed 
in our Labour Standards and Human Rights Policy (p. 5) and 
Code of Conduct (pp. 8–9). Our Global Whistleblower Policy 
provides additional reporting avenues, including how to 
make a disclosure through an external agency. It also details 
the protections afforded to those making disclosures and 
confirms the ability to disclose anonymously if preferred. 
Sonic’s CEOs, operations executives and human resources 
teams are responsible for compliance with national 
employment regulations. They must also promote Sonic’s 
culture and provide competitive workplace conditions and 
benefits that create a harmonious and desirable workplace. 
Our recruitment practices seek to attract clinical, scientific, 
professional, technical and support staff who have the 
appropriate qualifications and experience, together with 
values that align with our culture of Medical Leadership, 
quality and respect. 
This is reinforced with ongoing training, as well as workplace 
policies that aim to foster an environment of professional 
growth and work-life balance.
The nature of our services means the majority of roles 
require onsite attendance. However, our ability to attract and 
retain staff may, where appropriate, require flexibility around 
where staff work, as well as flexibility in employment terms.
Our workforce
The table below shows our total workforce 
(including all employees and contractors) by 
country and gender as at 30 June 2023.
Total workforce – employees by country and gender
Women
Men
Total
% women
Australia
14,908
4,495
19,403 
76.8%
Belgium
336
163
499 
67.3%
Germany
5,754
2,282 
8,036
71.6%
New Zealand
140 
59 
199 
70.4%
Switzerland
1,077 
400
1,477 
72.9%
United Kingdom
1,591 
1,097 
2,688 
59.2%
United States
5,884
2,408 
8,292 
71.0%
Total
29,690
10,904
40,594 
73.1%
For further data on Sonic’s workforce, please refer to the Sustainability metrics at the 
back of this report.
Target 8.5

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41
Our people
Employee diversity
Diversity in our workforce is important, as it reflects the views and experiences of our customers 
and the communities we serve. We want all staff to feel valued and included, and we recognise 
that workforce diversity leads to better decision-making.
Our Diversity Policy outlines the principles that ensure we have a broad range of experience, 
talent and viewpoints in our businesses, across age, gender and ethnicity. Women comprise 
73% of Sonic’s overall workforce and 53% of senior leadership, which is defined as manager 
level and above, including our doctors. 
The gender diversity of our workforce is detailed in the table to the right.
Gender diversity: female representation at 30 June 2023
Total workforce
% female
Board of Directors
9
44.4%
Executive senior leadership1
453
39.5%
Total senior leadership2
3,232
53.3%
Science-based roles3
17,595
73.2%
Whole of workforce
40,594
73.1%
1	 Includes CEO or head of each reporting unit and their executive management teams
2	 Includes executive senior leadership, other managers, pathologists, radiologist and other doctors
3	 Includes doctors, scientists, technicians, radiographers, sonographers and nurses 
0%
10%
20%
30%
40%
50%
60%
Casual or temporary 
Part-time
Full-time
Workforce status by employment 
type and gender
39.0%
27.6%
6.8%
2.6%
5.6%
18.4%
Male 
Female 
0
1,000
2,000
3,000
4,000
5,000
6,000
United States
Europe
Australia/NZ
New hires by region
Male 
Female 
Workforce status
The graph to the right 
shows total employees by 
employment type and gender 
as at 30 June 2023.
During FY2023, Sonic 
employed 9,175 new people 
to replace vacant existing roles 
or to fill newly created roles. 
Women filled 75% of these 
new hires. This figure includes 
54 senior management 
positions, of which 33 or 61% 
were filled by women.
New hires by region
The graph to the right illustrating 
new hires by region continues to 
show Australia as hiring the most 
new employees, with the majority 
being female. This is due to the 
large number of phlebotomists 
employed in Australia to staff more 
than 2,000 collection centres. 
This job has a historically high 
turnover rate and tends to attract 
many more females than males. 
See ‘Employee retention’ below 
for further information on staff 
turnover rates.

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42
Our gender diversity goal is to achieve and maintain at least 40% female 
representation at senior executive level by 30 June 2030 and at least 50% in the 
workforce generally. We are pleased that our FY2023 figures show we are only 0.5% 
away from achieving our 40% female senior executive level target. With 73.3% of our 
workforce being female, we have already exceeded the 50% workforce gender target. 
We will continue to monitor this data to ensure these percentages are maintained or 
improved.
In addition, with the retirement of one male and one female Board member and the 
appointment of two new female Board members during FY2023, the Board gender 
composition moved to 44% female in line with the Board’s specific target of not less 
than 40% of its directors being female.
For further data on gender diversity statistics, please refer to the Sustainability metrics 
at the back of this report. 
Sonic has strong age diversity within our workforce, with 
a reasonably equal spread across the four age brackets 
between 20 and 60 years. Employee numbers start to 
reduce in the 60 to 69 year bracket as people begin to retire. 
Our people
Although we don’t collect specific figures on ethnicity (other than in the USA – see below), 
we value the contribution made by our ethnically diverse and harmonious workforce. 
The ethnic diversity of our US workforce, which comprises 8,292 people and represents 20% of 
Sonic’s total global workforce, is represented in the chart below:
Ethnic 
diversity of 
Sonic Healthcare 
USA employees
0.5%
American Indian or 
Alaska Native
Native Hawaiian or 
other Paciﬁc Islander
White
40.5%
Hispanic or Latino
19.8%
Black or African American
19.0%
Not speciﬁed
0.5%
1.6%
3.6%
Two or more races 
Asian
14.5%
0%
5%
10%
15%
20%
25%
70+
60–69 
50–59 
40–49 
30–39 
20–29 
<20
Employees by age bracket
Male 
Female 
Target 5.1
Target 5.5
Target 10.2

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
43
World-champion para-athlete and 
trainee sonographer
Some people have a clear idea of their life vocation from an early 
age. Aimee Fisher, a 22-year-old undergraduate student studying 
sonography at the Sydney campus of Central Queensland University 
has always known she wanted to take X-rays.
A talented gymnast and ballet dancer, Aimee was always focused, 
dedicated and highly active. But at 16 years of age, she suffered a 
sporting-related spinal injury that paralysed her legs and left her a 
permanent wheelchair user. This dramatic change in circumstances, 
however, didn't dampen her interest in radiology. If anything, it 
strengthened it.
In Australia, trainee sonographers have to complete 2,200 hours of 
supervised training before they can receive accreditation. Like most 
Sonic Healthcare radiology practices, Hunter Imaging Group (HIG) 
in regional NSW, Australia, provides training for students. More often 
than not, this is provided to existing staff who are upskilling to a higher 
qualification. However, HIG recently made a conscious decision to 
ensure they also provided training positions for external students, as a 
way of expanding the available pool of specialist staff and to also give 
back to the community.
Aimee was struggling to find a practice for her final sonography 
placement. Work placements are highly sought after, and Aimee had 
additional requirements to contend with. That's where HIG came into 
play. 
“A lot of places baulked at the concept of taking on a student in 
a wheelchair, but we felt that there wasn't anything we couldn't 
overcome with a bit of foresight and planning,” said HIG supervisor 
Sarah Beadle.
Aimee is currently 14 weeks into her placement at HIG. HIG hasn't 
had to make any major changes to their consulting rooms. “There 
really haven't been any barriers to allowing Aimee to function 
independently. At first we kept thinking about the ergonomic aspects 
of some of the major pieces of equipment, but the only change we 
had to make was to buy an extra piece of sterilisation equipment that 
we placed at a lower level for Aimee to use.
“She's doing an amazing job. She's a very good scanner and has a 
bright future ahead of her.”
Initially aspiring to complete a degree in diagnostic radiography, 
Aimee decided to complete a specialised undergraduate degree in 
sonography. Choosing a specialty that she could do independently 
was a key requirement, which meant that MRIs were out of the picture! 
“Sonographers often sit down to perform their job which suits me well. 
I enjoy how hands on ultrasound is as a discipline and the intellectual 
challenge and real-time problem-solving involved with performing 
ultrasounds.”
In addition to her studies, Aimee is also a world-ranked para-athlete, 
competing in the 100, 200 and 400 metre sprints. 
“In one sense, I'm exactly where I wanted to be with 
my career. At the same time, I have all these other 
opportunities in sport and life that I wouldn't have had 
[without the accident]. When I was younger, I competed 
at state level in my sports, but I'm now ranked 
internationally as a para-athlete.
“So yes, I have a pretty normal life but a pretty 
extraordinary one too.”
Our people
	
b Aimee Fisher
Target 8.5 
Target 4.4 
Target 4.5

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
44
Our people
Employee retention
Sonic has a global reputation for quality and professionalism and we 
continually explore ways to position ourselves as an ‘employer of choice’ 
with current and prospective employees, by offering an attractive employee 
value proposition. This is highly important in the current competitive labour 
markets, and is being continually refined through initiatives tailored to suit 
local employment conditions.
Our staff retention rates reflect the respect and care we show our staff, and 
the rewarding nature of the meaningful work we do. This is particularly 
evident at senior levels of the organisation, which includes our executive 
managers, line managers, pathologists, radiologists and other doctors.
Turnover for our global employed workforce
FY2023
FY2022
FY2021
Senior leadership voluntary turnover rate1
3.7%
4.5%
1.9%
Total employee voluntary turnover rate
16.5%
20.0%
16.5%
1	 Voluntary turnover excludes leavers who retire, transfer internally, are made redundant, and/or are 
temporary casual relief workers
FY2023 saw staff turnover rates return to pre-pandemic levels. As noted 
previously, an increase in staff turnover was experienced in FY2022 when 
COVID-19 restrictions eased and borders opened across 
our operational jurisdictions, allowing people to travel more 
freely and take up new employment opportunities. The 
psychological impact of the pandemic also saw some staff 
reassess their career ambitions and attitudes to work, a 
phenomenon widely experienced in many industries. 
Target 8.8 
Supporting nurse graduates
General practice nursing is a dynamic and varied 
profession that offers a wealth of fascinating and fulfilling 
opportunities. In line with their commitment to actively 
support new nurse graduates when they begin their 
career in the primary care sector, IPN Medical Centres, 
part of Sonic Healthcare Australia Clinical Services, 
recently launched its New Graduate Nurse Program 
across Australia. This comprehensive program is 
designed to equip graduates with the knowledge, skills 
and confidence they need to perform their role to the 
fullest.
Over the course of 12 months, new graduates in the 
program will develop skills and experiences across the 
breadth of general practice, gaining valuable exposure to 
the diversity of patients and presentations in primary care.
In addition, the program will showcase the knowledge 
and skills of IPN’s existing nurses, recognising them as 
leaders in the profession who are shaping the future of 
nursing in primary care.
Pictured left is Abbie Dimech, from IPNs Shellharbour 
Family Healthcare. Abbie is among the first nurses to join 
the program.
Target 4.4

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
45
Our people
The effectiveness of these initiatives continues to be monitored, but early signs are positive with 
a marked decline in phlebotomist vacancy rates at our largest Australian pathology business. 
A certain level of overall staff turnover is important, as it encourages new ideas, alternative 
thinking and innovation, which offsets the cost of recruitment and re-training. When the 
advantages of introducing new staff are balanced with the experience, corporate memory and 
efficiency of ‘long stayers’, organisations can maximise the benefits added by both staff groups. 
Sonic’s FY2023 turnover rate of 16.5% was balanced by 29.3% of Sonic’s employees having 
more than 10 years of service, as shown in the graph above.
Sonic has a long and successful history of growth through the acquisition of existing medical 
practice businesses. When achieving synergies from these acquisitions, our general approach 
is to rely on natural staff turnover to generate savings over time, rather than widescale 
redundancy programs. This preserves staff morale and helps to maintain the goodwill of the 
acquired businesses.
0% 
10% 
20% 
30% 
40% 
50% 
60% 
Length of service of our global workforce
20+
15–19
10–14
5–9
<5
Years of service
52.9%
17.8%
10.9%
11.1%
7.3%
Male 
Female 
0%
5%
10%
15%
20%
25%
United States
Europe
Australia/NZ
FY2023 employee turnover by region
The chart below highlights the voluntary turnover for our employed workforce by region during 
FY2023. 
Australia/NZ and the United States collectively employ more than 95% of our global 
phlebotomist (pathology specimen collector) workforce. This staff group equates to 28% of 
our Australian/NZ workforce and 23% of our US workforce. The phlebotomist staff group has 
a higher turnover rate compared to other staff groups, which in turn drives up total turnover in 
these two regions. 
An analysis of phlebotomist turnover in Australia during FY2022 provided insight into a number 
of areas that could be addressed to help improve retention levels, particularly for staff during 
training and in their first year of employment. Initiatives implemented during FY2023 included 
an updated pay scale and defined career path, with acknowledgment for those staff who 
stayed in the position, the appointment of additional designated trainers to support newer staff 
working independently in the field, and a recognition program to reward examples of great 
service with electronic gift cards.

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
46
Our people
Parental leave
As over 40% of our total workforce is under the age of 
40 and more than 70% are women, access to parental 
leave is an important consideration for many existing and 
prospective staff.
Parental leave is available to most employees, female and 
male, once they meet the eligibility criteria. This is often in 
the form of company- or government-paid parental leave 
schemes. In addition, unpaid leave is offered to eligible staff. 
At the end of FY2023, 15,783 employees were entitled to 
paid company parental leave and 28,944 employees were 
entitled to paid government parental leave (some employees 
are entitled to both company- and government-paid parental 
leave and are counted in both numbers). 
A total of 930 employees (representing 2.3% of total 
employees) took parental leave during the year, with 80.6% 
of them subsequently returning to work after their leave. An 
analysis of the employees who returned from parental leave 
in the prior year showed that 78.9% were still employed 12 
months later.
Sonic also recognises the importance of family and that 
following parental leave, staff may need to adjust their work 
patterns to assist them in handling their family responsibilities. 
To this end, we promote flexibility in both job functionality 
and hours of work, where possible, to assist staff 
returning from parental leave.
For further data on parental leave, please refer 
to the Sustainability metrics at the back of 
this report.
Supporting carers and staff in crisis
Sonic recognises the significant impact issues such as 
caring for vulnerable family members or family and domestic 
violence may have on the life and work of employees and we 
are committed to supporting staff who are affected by such 
issues.
Depending on the jurisdiction, support may include access 
to paid or unpaid leave, to make arrangements to ensure 
safety, arrange care, attend medical appointments, appear 
in court hearings, access police assistance, and seek legal 
advice or counselling services. 
Free and confidential counselling services are also available 
to employees and, in some cases, their families, through our 
employee assistance programs.
Working with employee representatives
Sonic engages with unions and other employee 
representative groups in a positive manner, and hasn’t 
experienced any significant industrial action in our 36-year 
history. We support the right to freedom of association for 
all our employees, including their right to join trade unions 
and to be represented by those unions for the purpose of 
collective bargaining. Sonic does not discriminate against, or 
deny access to, workers’ representatives in the workplace, as 
outlined in our Labour Standards and Human Rights Policy.
Parental leave taken during FY2023
Number of employees
Male 
Female 
United States
Europe
Australia/NZ
0
100
200
300
400
500
600
Target 8.8 
Employee training 
and development
Employee training and development are an 
integral part of Sonic’s commitment to medical 
excellence. This is fostered through our unique 
corporate culture, which develops shared 
meaning, pride and a sense of belonging. We 
also nurture staff through internal development 
programs designed to identify, teach and develop 
current and future leaders. 
Sonic provides ongoing training for staff across 
all divisions and disciplines. In addition to 
procedural training of medical, scientific and 
technical staff, and pathology collectors, we also 
provide specially tailored leadership development 
workshops. These are delivered by Sonic 
Connect, our in-house global culture, learning 
and development department, which offers a 
range of courses tailored to the specific needs of 
healthcare workers, with a particular emphasis on 
emotional intelligence, resilience and leadership. 
In Australia, some of our businesses are 
Registered Training Organisations that run 
programs for staff registered to certificate 3 level.
Sonic businesses have always offered support 
to staff wishing to engage in further education 
to enhance technical skills and gain advanced 
qualifications in areas that will benefit the 
individual staff member and the organisation. The 
support we offer includes study and conference 
leave, allowances for education, payment of 
course and training fees and mentoring programs.

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
47
Our people
Sonic Training Academy
Sonic Healthcare UK has taken an innovative long-term approach to address the 
ongoing shortage of skilled scientists in the field of Biomedical Science. 
Recognising the role we all play in growing the next generations of scientists, 
the division has created the Sonic Training Academy – a degree apprenticeship 
program that combines university study with a paid position working in a laboratory.
The four-year apprenticeship involves students spending at least 20% of their 
working hours completing additional learning to receive a BSc (Hons) degree in 
Applied Biomedical Science at the University of Westminster, London. The rest of 
their time is spent in the laboratory, where they will develop hands-on skills that will 
allow them to directly put the theory learnt at university into practice in their place of 
work. 
The academy has welcomed its first cohort of 16 apprentices who will work in 
a range of laboratories across the business. Each year the academy will recruit 
a further cohort and when at full capacity, the academy will have more than 40 
apprentices, who, upon graduation, will feed into vacancies across the organisation. 
Paving the future of laboratory science
Work is also under way at the Royal Free Hospital in London to create a training 
laboratory to support the apprenticeship program. It will provide skills-based 
workshops, seminars and practical sessions for the apprentices and also support 
wider training initiatives across the organisation.
The laboratory will provide an outstanding face-to-face platform for further learning 
that will be paired with eLearning content on Sonic UK’s online training platform, 
Sonic Learn.
Wendy Leversuch, Head of Learning and Development, said, “Across 
Sonic Healthcare UK, there is an excellent ‘grow your own’ culture 
with many training programs, apprenticeships and university degrees 
currently in progress. The Sonic Training Academy is excited to 
welcome our new students into their host laboratories, where their 
journey to becoming a great scientist begins!”
Emotional Intelligence
Sonic Connect’s flagship 
program, which forms the 
foundation of our approach to 
leadership, and on which all 
other programs are built.
Change Management
Focuses on the emotional 
impact that change has 
on ourselves and others, 
including how to build 
resilience.
High-Performing Teams
Looks at the key components 
of effective teamwork and how 
to build those through our 
daily behaviour.
Sonic Connect
A significant proportion of workshops and materials 
offered to Sonic leaders around the world are grounded 
in our dedication to fostering and developing the skills of 
emotional intelligence in our people.
In FY2023, in-person workshops were held in the USA 
and UK for the first time since the pandemic, which was 
a fantastic opportunity to acknowledge and thank staff 
for their extraordinary commitment to our culture and to 
offer a range of leadership workshops.
More than 3,300 people attended a Sonic Connect 
session in FY2023 across a range of topics related to the 
skills of Emotional Intelligence, such as High-Performing 
Teams, Conflict Management and Building Resilience. 
	
a Virginia Re (Sonic’s Chief Culture Officer) with 
members of the Clinical Labs of Hawaii team
Target 4.4

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
48
Our people
Workforce 
health, safety 
and wellbeing
Why is it important?
The nature of our work involves exposure 
to physical, psychological, mechanical, 
biological and chemical hazards. Sonic’s 
responsible approach to staff safety and 
wellbeing reflects the importance we place 
on employee wellness and creating a safe and 
productive workplace. 
Sonic enforces stringent health and safety 
practices in all countries of operation, as we 
recognise that failure to do so could result in 
staff injury, increased insurance premiums 
and other costs, litigation, increased external 
scrutiny, accreditation withdrawal and closure 
of facilities.
Our approach
Sonic promotes a positive safety culture aimed at achieving 
a zero-harm workplace through proactive management to 
prevent both physical and psychological injury and illness, 
and to support employee wellbeing.
Work health and safety is the responsibility of every Sonic 
employee. It is supported by the CEOs of all Sonic entities 
and divisions, together with their operational and human 
resources teams, and is managed in alignment with the 
Sonic Workplace Health and Safety Policy and SonicSAFE 
– our Occupational Health and Safety (OH&S) Management 
System, based on ISO 45001 global best practice.
OH&S Management Systems cover all Sonic employees and 
those contracted to undertake work at Sonic’s instruction.
Implementation of SonicSAFE is achieved through:
	¡ divisional implementation, management and compliance 
with the SonicSAFE corporate standards
	¡ local OH&S Management Systems that comply with 
nationally applicable health and safety legislation.
Sonic workplaces are audited to ensure they meet the 
requirements of SonicSAFE.
The SonicSAFE OH&S framework is continually reviewed to 
ensure it is achieving its intended purpose. Regular worker 
participation, consultation and communication with respect 
to work health and safety policy setting, reporting and 
management is facilitated through a network of site-based, 
entity-based and divisional safety committees.
SonicSAFE also provides a corporate standard for work 
health and safety hazard identification, risk management, 
incident reporting and investigation of both routine and 
non-routine safety impacts. This standard aligns to the 
Sonic Global Risk Management Framework, prescribing 
risk mitigation based on the hierarchy of controls in order to 
effectively control or mitigate impacts identified. Centralised 
software-based notifications and regular reporting to 
Sonic divisional executive teams provide transparency in 
historical-incident or risk trends, to inform any changes to 
management systems, documentation or process. 
Where a work-related injury has occurred, we 
ensure staff are supported in their recovery 
and return-to-work program via locally 
engaged occupational health services.
Target 8.8

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
49
Mental stress has been highlighted as an emerging staff wellbeing issue in many countries. This year we have included 
mental stress as a separate reporting category of injury. We will continue to monitor this important aspect of employee 
wellbeing over the coming years as we expand the reach of our employee assistance programs (EAP). 
EAPs generally offer confidential counselling to support the mental health, emotional and general psychological 
wellbeing of staff and, often, their immediate family members. 
Sonic conducts an annual global audit to determine which employees have access to employee assistance (EAP) 
or comparable support programs. The FY2023 audit found that 78.6% of our global employed workforce have 
access to EAPs. With the last of our divisions currently finalising negotiations for their employee support programs 
we are on track to achieve our target to provide employee assistance or comparable support programs for 100% of 
staff by 30 June 2024. 
Our FY2023 employee absentee rate of 3.7% was consistent with last year’s rate of 3.6%. 
Sonic continues to offer onsite vaccinations in all countries of operation to protect workers from seasonal influenza 
and COVID-19. A range of additional health promotion services are offered by a number of our entities to encourage 
healthy eating, smoking cessation and increased exercise through discounted access to gyms and health studios.
Our people
Staff health, safety and wellbeing
No work-related fatalities occurred during the year across 
Sonic and, as the chart below highlights, our global 
lost-time injury frequency rate (LTIFR) for FY2023 was 3.6 
per one million hours worked, a slight increase on last 
year. This rate, however, remains lower than the blended 
comparison benchmark of 4.7, derived from the latest 
SafeWork Australia benchmarks for pathology/radiology 
(LTIFR 5.0) and other health services (LTIFR 1.5) combined 
in the ratios of 92% and 8% respectively, to reflect our 
global mix of employee roles and services.
Further details of our injury statistics have been provided 
in the Sustainability metrics section at the back of this 
report.
The breakdown of injury causation during FY2023 is 
shown in the chart below.
At an entity level, safety training is an 
ongoing function that is embedded into 
our quality assurance and health and 
safety programs. Additional training is also 
undertaken externally where the need arises. 
Other
Hitting stationary 
objects with a 
part of the body
Being hit by 
moving objects
Falls, trips 
and slips
Biological & 
chemical
10% 
35% 
4% 
5% 
30% 
13% 
3% 
Body 
stressing
Mental 
stress
Breakdown 
of injury 
causes
0.0
1.0
2.0
3.0
4.0
5.0
6.0
FY2023
FY2022
FY2021
FY2020
Lost time injury frequency rate (LTIFR)
3.6
5.3
3.3
4.5
Target 3.4

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
50
Communities
SECTION 4
Our people
SECTION 3
Environment
SECTION 5
Communities
SECTION 6
Governance
SECTION 7
Appendices
Helping others is an integral part of 
Sonic’s corporate culture. 
Our diagnostic and clinical services 
support medical decisions that directly 
influence the healthcare outcomes 
of millions of patients every year. We 
recognise the responsibilities and 
obligations that come with medical 
practice and know that improving 
affordability and access to quality 
healthcare services can positively 
impact people’s lives. 
SECTION 1
Contents
SECTION 2
Introduction

Communities
SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
51
Communities
Material topics
Strategy
Goals 
FY2023 achievements
Service quality and safety
	¡ Ensure the safety and quality of our services 
	¡ Maintain quality accreditation at 100% of our 
facilities 
	

	 100% of our facilities quality-accredited in FY2023 
	¡ Foster medical research and technological 
innovation
	¡ Report key research and educational 
achievements 
	

	 216 peer-reviewed academic publications authored or 
co-authored by Sonic personnel
Access and affordability
	¡ Maintain and improve access to our high-quality 
healthcare services 
	

	 126 million patient consults 
	

	 3,317 patient centres 
	

	 3,108 vehicles that travelled 121 million km
	¡ Provide support to communities in need
	¡ By 30 June 2024, ensure charitable donations 
are equal to at least 5% of the Sonic Healthcare 
Foundation’s annual total funds under 
management 
	

	 Sonic Healthcare Foundation independent governance 
established and project funding confirmed and on track 
to meet 30 June 2024 target
Related SDGs
Ensure healthy 
lives and promote 
wellbeing for all at 
all ages
Ensure inclusive and 
equitable quality 
education and promote 
lifelong learning 
opportunities for all
Achieve gender 
equality and 
empower all 
women and girls
Promote inclusive 
and sustainable 
economic growth, 
employment and 
decent work for all
Build resilient 
infrastructure, 
promote sustainable 
industrialisation and 
foster innovation
Reduce 
inequality within 
and among 
countries
Commitment To improve the health of individuals and communities

Communities
SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
52
Communities
Service quality 
and safety
Why is it important?
Sonic has a duty of care to ensure that 
our healthcare services are clinically 
appropriate, of the highest quality, fully 
accredited and safe, in order to best 
address the needs of the communities 
we serve.
Our approach
As a medically led organisation, we are acutely aware of the 
trust placed in us by the healthcare providers and patients 
who rely on us. Rigorous attention to quality assurance in 
our clinical and everyday work processes is a critical focus 
for our facility, entity, divisional and global management 
teams. 
Accreditation of healthcare facilities and services is a 
mandatory requirement of our operation and provides our 
customers with the assurance that the quality management 
systems, policies, processes and staff training programs in 
place at all of our facilities meet national and international 
standards, and are subject to continuous formal external 
inspections and audits. 
Sonic’s quality and compliance teams – comprising 
experienced medical, scientific, quality and administrative 
staff – take an objective and uncompromising approach 
to auditing and continuous improvement, reflecting our 
abiding commitment to providing externally accredited and 
safe diagnostic and clinical services.
Accreditation – facilities, 
tests and services
All Sonic Healthcare laboratory, radiology and primary care 
facilities meet or exceed the rigorous requirements of the 
accreditation bodies in all countries in which we operate.
During FY2023, 2,704 
external audits and 4,727 
internal audits were 
conducted across Sonic 
sites. This represents an 
increase in total audits 
of 5%, compared with 
FY2022. No major adverse 
findings were recorded as 
a result of these audits. 
Our global quality 
teams work closely with 
external accreditation 
bodies to ensure we 
remain informed and prepared for evolving changes in 
the accreditation landscape. These staff also participate in 
regular quality and safety training programs and process 
reviews that reinforce our best practice culture and help to 
ensure that quality and safety are front of mind for all our 
staff. Modules include ‘Workplace health and safety risk 
management’, ‘Hazardous substances and dangerous 
goods’ and ‘Fatigue management’. 
All of Sonic’s operating facilities maintained accreditation 
and operating licenses during FY2023, with no major 
adverse finding resulting from accreditation inspections by 
external regulatory authorities.
2,704
external audits
4,727
internal audits

Communities
SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
53
Communities
Pathology/laboratory medicine 
The information below details the accreditation requirements and Sonic accreditation status in each 
of the jurisdictions in which we operate. Many of our pathology laboratories are also accredited 
to ISO 15189 Medical Laboratories – Requirements for quality and competence. This allows us to 
work collaboratively with our different quality groups across the world, ensuring, where possible, 
that procedures and processes are standardised across the Sonic network of practices.
Australia & New Zealand
Sonic’s Australian laboratories are accredited to ISO 15189 by the National Association of Testing 
Authorities (NATA), in conjunction with the Royal College of Pathologists of Australasia (RCPA). They also 
comply with the National Pathology Accreditation Advisory Council (NPAAC) requirements, which are 
developed on behalf of the Australian Government. The NATA and NPAAC guidelines work together to 
set the minimum standards considered acceptable for good laboratory practice. In recent years there 
has been a shift in the focus of accreditation and certification, to give additional prominence to risk 
management and mitigation, with direct reference to referring practitioners and patients. 
In addition, some laboratories are also accredited to ISO/IEC 17025 – General requirements for the 
competence of testing and calibration. These laboratories provide testing facilities for food and water 
services or toxicology testing for drugs of abuse. 
Sonic’s New Zealand laboratories are accredited by International Accreditation New Zealand (IANZ). 
The accreditation process includes onsite peer reviews, as well as online assessments. Laboratories 
are fully assessed every four years, with additional activity each year. All Sonic Healthcare New Zealand 
laboratories are accredited to ISO 15189.
Germany
Sonic’s German laboratories fulfil the requirements of the RiliBÄK (Guideline of the German Medical 
Association for the Quality Assurance of Laboratory Medical Examinations). Accreditation to ISO 15189 
is not mandatory in Germany, but all Sonic Healthcare Germany laboratories are accredited to this 
standard by Deutsche Akkreditierungsstelle (DAkkS), or are working towards it. 
In addition, some laboratories have ISO/IEC 17025 accreditation as a testing laboratory for hygiene 
services or veterinarian medicine. One of Sonic’s largest German laboratories is also accredited by the 
College of American Pathologists (CAP) and by Clinical Laboratory Improvement Amendments (CLIA), 
in order to fulfil testing and other technical requirements for US clients.
Belgium
Sonic’s large central laboratory in Antwerp is ISO 15189-accredited by the Belgian Accreditation 
Body (BELAC).
Switzerland
While it is not mandatory to be accredited to ISO 15189 or ISO/IEC 17025, all Sonic Swiss laboratories are 
either accredited to this standard by the Swiss Accreditation Service (SAS), or are working towards it. In 
addition, all our Swiss laboratories are required to receive federal authorisation from Swissmedic if they 
wish to perform microbiology or genetic testing, or if they are involved in bloodbanking. One of our Swiss 
laboratories for industrial and pharmaceutical microbiology is accredited according to ISO/IEC 17025, 
certified for Good Laboratory Practice (GLP) and is FDA-recognised.
UK 
Sonic Healthcare laboratories in the UK are accredited to ISO 15189 by the United Kingdom 
Accreditation Service (UKAS), and are inspected by the Care Quality Commission (CQC). The blood 
transfusion departments are also inspected by the Medicines and Healthcare Products Regulatory 
Authority (MHRA) and comply with the Human Tissue Act (HTA) and all relevant Royal College of 
Pathologists (RCPath) guidelines.
USA 
Sonic’s US laboratories and pathology practices are all certified by Clinical Laboratory Improvement 
Amendments (CLIA) and many have additional accreditation by the College of American Pathologists 
(CAP). Sonic Reference Laboratory, located in Austin, Texas, is also accredited to ISO 15189 by CAP. 
All laboratories undergo a biannual accreditation process that includes an onsite inspection by CAP 
or CLIA.
Radiology
All Sonic’s radiology practices are independently accredited with the Diagnostic Imaging 
Accreditation Scheme (DIAS) and guided by the Royal Australian and New Zealand College 
of Radiologists (RANZCR) Standards of Practice. Our practices also comply with all relevant 
standards regarding private health regulation and radiation safety.
General Practice
Every Sonic primary care medical centre is accredited by the Royal Australian College of General 
Practitioners (RACGP). The accreditation process is based on a three-year audit cycle, and is 
conducted by an external provider, GPA Accreditation Plus. This process ensures that our practices 
meet the requirements of the government-endorsed industry standards set by the RACGP.

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Transforming blood transfusion: 
A successful project rollout
Sonic Healthcare UK works in partnership with 
the National Health Service (NHS), with dedicated 
laboratories in private and NHS hospital sites across 
the country. This includes a UK-wide blood transfusion 
service that comprises seven regional blood 
transfusion hub laboratories, servicing 39 hospitals, 
from Kent in the south to Scotland in the north.
The efficient and timely delivery of blood products 
to inpatients is a key function of hospital-based 
pathology services. Newer technology, combined 
with increased demand for blood products, meant the 
time had come to replace the legacy remote blood 
tracking and blood issue system – an enormously 
complex project given the geographic and 
operational diversity of this core function.
Thirty-three hospital sites had to replace their blood 
fridges and tracking system kiosks, requiring the old 
system to be shut down for three months. In addition 
to maintaining business continuity, the new system 
had to be installed and validated, while training both 
Sonic UK and hospital staff in the new technology.
The benefits of teamwork
“The project was a really good example of how the 
teams within the organisation operate to support 
each other,” said Anna, TDL Blood Transfusion 
Technical Lead.
“Installing a completely new system involved 
coordinating teams from IT, Quality Assurance and 
Facilities Management. Because the automated 
system was effectively down, we relied on a 
manual version.
Our couriers also played a crucial role in delivering 
the extra transfers that were needed to ensure blood 
stocks were always available and replenished. Lots 
of physical equipment testing and report writing 
was carried out by the lab staff – a testament to 
their efforts.”
Training the trainers
Coordinated training of hospital staff was a key aspect 
of the successful project implementation. A train-the-
trainer method was developed, with weekly online 
training sessions. Two dedicated training labs were 
also set up in the Ealing and Manchester facilities for 
in-person training.
Members of the point-of-care test (POCT) training 
team provided all the resources, delivering 1,000 
training sessions over a nine-week period. Anna’s 
laboratory team also updated the considerable 
number of training records needed for lab and 
hospital teams to operate the new system.
The new BloodTrack system, supplied by 
Haemonetics, is now up and running, ensuring the 
efficient and timely delivery of blood products to the 
patients who rely on it.
	
a Kathleen Buckmire (L) working with a staff 
member at The Chiltern Hospital
Highlighting the importance 
of quality and safety

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Education, research and professional development 
Medicine is a constantly evolving discipline. Ongoing scientific and technological 
breakthroughs expand the boundaries of our medical knowledge, resulting in the 
need for continuing education of the current and future generations of doctors. 
Sonic recognises the importance of contributing to the community through the 
sharing of our professional and academic expertise.
We employ some of the most highly qualified professionals in their field, and share 
this expertise locally and globally through different teaching, training and continuing 
professional development opportunities in pathology/laboratory medicine, 
radiology, general practice medicine, management and medical administration. 
We actively participate in several types of medical education. For example, in 
Australia, to support clinical care and patient management, we provide free, current 
and targeted education which is presented to clinicians by acknowledged medical 
educators. During FY2023 this comprised 30 face-to-face meetings for more than 
1,400 participants and six webinars attended by 648 participants. E-learning is also 
offered via online courses with more than 2,600 general practitioners completing 
modules since 2021. In addition, 34,000 users have accessed our education 
website with the top user countries being Australia, USA, UK and India. A number of 
audits are also offered to support clinician continuing education programs.
1
Continuous professional 
development
2
Publications, craft groups, steering 
committees, boards and other 
professional organisations
3
Training the next generation of 
medical professionals
4
Research and academic bodies
Sonic Healthcare supports doctors and the 
broader medical community with a variety of 
educational forums and publications, to ensure 
they remain up to date with relevant medical 
information, and to optimise the patient care they 
provide. 
Sonic’s range of educational offerings include 
seminars and newsletters, surgical audits, 
research articles, multidisciplinary meetings and 
conference presentations. 
Our medical, technical and scientific staff 
regularly contribute to the broader medical 
community via participation in medical specialty 
craft groups, steering committees, boards 
and other professional organisations. This 
involvement helps to promote the practice of 
good medicine within local communities, while 
also raising standards nationally and globally. 
These contributions enhance professional 
development and help to represent the industry, 
shape policy at government level and share 
knowledge with the broader medical community. 
Sonic supports staff who help to provide this 
clinical governance by releasing them to attend 
forums on company time and reimbursing 
their expenses. This is another extension of our 
Medical Leadership philosophy. 
Sonic’s medical and scientific staff regularly 
publish articles in medical journals and textbooks 
as another way of sharing their unique knowledge 
and experiences. 
As part of our commitment to medical excellence, 
Sonic Healthcare and our medical staff are 
heavily involved in graduate and postgraduate 
medical training in different parts of the world. 
This reflects the importance we place on ensuring 
that the next generation of doctors, scientists, 
radiographers, sonographers, technicians and 
nurses is well trained in medical diagnostics and 
general practice. This knowledge transfer forms 
an important component of the regular work 
for many of our medical practitioners, clinical 
and scientific staff. Sonic has a proud history 
of involvement with academic training facilities 
and has links with universities in all countries of 
operation. 
Many of our pathologists, radiologists and 
general practitioners are also university lecturers 
in their particular specialty or subspecialty area. 
We also provide vocational training positions 
for pathologists, radiologists and general 
practitioners, ensuring the future supply of these 
important medical practitioners in the community. 
Sonic Healthcare provides significant and ongoing 
investment in external education, research and 
sponsorship of medical events. We also invest 
in our own research and development to ensure 
we are at the forefront of emerging trends in our 
various disciplines. This includes partnering with 
other providers and institutions to facilitate the 
development of new products and services. 
Sonic’s long-term commitment to supporting 
academic activities allows us to: 
	¡ increase job satisfaction 
	¡ attract and retain highly trained personnel 
	¡ ensure long-term supply of sufficient medical 
staff 
	¡ foster innovation, excellence and 
responsiveness to the needs of stakeholders 
	¡ achieve synergies through two-way sharing of 
technology, knowledge, research and resources 
	¡ ensure the establishment of best practices, 
continuous quality improvement and the 
development of safe, sustainable and efficient 
clinical services 
	¡ further enhance our reputation as a provider 
committed to high-quality healthcare.
Target 4.4 
Target 9.5 
34,000
users have accessed 
our education website1
1	 Refers to website access since 2021

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Breakthrough in predicative kidney failure diagnosis
Members of the Sonic Healthcare USA Medical Leadership team 
and executive sponsors recently authored a landmark journal article 
in the prestigious Kidney Medicine, journal of the National Kidney 
Foundation (USA). Entitled ‘Chronic kidney disease progression 
prediction in a diverse US population: A machine learning model, 
the study’, the paper provides evidence-based, AI/machine learning 
solutions to better predict significant kidney decline in patients.
The objective of this study was to test the performance of machine 
learning-based predictive risk models for chronic kidney disease 
(CKD) progression.
CKD affects more than 37 million people in the United States and 
is a major cause of morbidity and mortality around the world. It is 
strongly associated with hematologic (blood), metabolic bone, 
cerebrovascular (blood flow in the brain) and cardiovascular (heart) 
disease. It is the most common cause of kidney failure, requiring 
dialysis or transplant.
As a complex disorder that affects critical organ systems, CKD 
accounts for a disproportionate healthcare system expenditure. 
However, up to 90% of patients with CKD (including 40% of patients 
with severe CKD) are unaware of their diagnosis, which doesn’t allow 
for timely evaluation and optimal management of the disease.
Using longitudinal clinical laboratory data across a geographically 
diverse cohort, the study analysed results from 110,264 adult 
patients. Using a 7-variable risk classifier model, the CKD classifier 
model accurately predicted significant estimated glomerular filtration 
rate (eGFR) decline in patients with early, moderate and advanced 
CKD. Used as a complement to, and in conjunction with the well-
established Kidney Failure Risk Equation, the progressive 
CKD risk classifier has the potential to significantly 
improve timely recognition, risk stratification and optimal 
management for a heterogeneous population with CKD 
at a much earlier stage for intervention.
Supporting continuing professional development for Australian doctors
After three long years, a global pandemic and countless hours of hard 
work and determination, the second edition of the Sonic Healthcare 
(Australia) Pathology Handbook was released in hard copy and online 
in early 2023.
This invaluable resource is the result of a continuing nationwide 
collaboration amongst more than 100 pathologists across the Sonic 
Healthcare Australia network.
The handbook aims to provide healthcare professionals with a 
practical and in-depth reference guide to assist their day-to-day 
clinical practice. 
The new edition consists of approximately 950 articles and includes 
more than 160 new genetic topics.
The online version of the Sonic Healthcare Pathology Handbook 
is available via Sonic Edu, a centralised app that provides clinicians 
with immediate access to the Sonic Healthcare Australia Pathology 
reference library, including a number of other handbooks and guides.
A separate genetics handbook was also produced by Sonic 
Healthcare Australia Pathology, to give clinicians a comprehensive 
guide to genetic tests. It is also available in hard copy and digitally.
Target 3.4 
During FY2023, Sonic 
personnel authored or 
co-authored more than 
200 research papers that were 
published in peer-reviewed 
medical and scientific journals. 
The paper to the right, which 
appeared in the journal of the 
National Kidney Foundation in 
the USA, is a good example of 
the contribution this research 
makes to improving health 
outcomes in the community.

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Access and 
affordability
Why is it important?
Diagnostic and preventative healthcare 
services can only impact individual or 
community health when they are easily 
accessed and/or when their costs facilitate 
appropriate levels of participation. 
Government healthcare services are faced 
with ever-increasing demand and restricted 
financial resources. Our extensive network 
of private laboratories, radiology practices, 
primary healthcare sites and other services 
complement resource-strained public 
health facilities, providing critical additional 
healthcare infrastructure in the countries in 
which we operate. 
Our approach
Sonic focuses on providing broad access to our 
comprehensive range of high-quality medical services in 
all areas of operation – metropolitan, regional and rural. 
Our ongoing investment in modern facilities, automation 
and information technology, together with the continuous 
expansion of our operational footprint, produces efficiencies 
that benefit communities through improved access, faster 
turnaround times and lower costs for patients, insurers and 
the governments who often pay for our services. 
We also facilitate access to an ever-expanding range 
of healthcare services through the introduction of new 
products and services that are the result of research 
and development activities, partnerships and strategic 
investments in innovative technologies.
Informed financial consent and fair pricing are an integral 
part of our approach to optimising access and affordability, 
and we aim to keep our costs as low as possible. 
Due to the vast differences in healthcare systems in our 
countries of operation, Sonic does not have formalised 
policies around affordability; however, our medical and 
executive teams work closely with governments and health 
insurers in each jurisdiction to provide the information 
required to determine service rebates. Eligible patients 
receive our services for the government rebate or insurer-
subsidised fee with no out-of-pocket expense to the 
individual. Many of our laboratories and facilities also work 
with disadvantaged groups in their communities, to provide 
services for people who may not be eligible for government-
funded healthcare services, such as the homeless, 
Indigenous youth groups, asylum seekers and refugees.

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Providing and enhancing 
access to our services
Sonic facilitates patient and clinician access 
through: 
	¡ more than 250 pathology laboratories, ranging 
from large centralised laboratories to small 
in-hospital acute care support facilities 
	¡ pathology sample collection 
	– in surgery, by a GP or specialist 
	– by trained phlebotomists at nearly 3,000 
patient service centres 
	– via home collection, where issues such as 
age and mobility may otherwise be barriers 
	– by our staff at nursing homes and hospitals 
	– via self-collection, for certain tests 
	¡ more than 120 radiology practices, with more 
facilities being added; attendance by the patient 
is required, and extended operating hours are 
offered at some sites for added convenience 
	¡ primary care services at 215 clinics, with in-
surgery GP and telehealth consultations and 
nurses available for minor procedures 
	¡ occupational health-related services at 
workplaces, including immunisation and 
drug testing
	¡ telehealth consultations in primary care.
Sonic’s businesses continually enhance customer 
convenience by adjusting operating hours in 
line with demand, and improving digital options, 
including mobile app-based platforms for report 
delivery to clinicians and SMS messaging to 
patients, where appropriate. We also upgrade 
existing facilities and open new facilities on a 
regular basis, to increase efficiencies and expand 
our service offerings and physical reach.
Many of our facilities also provide wheelchair 
or disabled access for customers with mobility 
limitations.
Target 3.4 
Target 9.1
Target 10.2
Caring for our community
In February and March 2023, the streets of Sydney 
were painted all the colours of the rainbow to celebrate 
WorldPride coming to town.
WorldPride is a global celebration of the LGBTQIA+ 
community. It travels to a different city around the world 
every two years. This was the first time the event was held 
in the southern hemisphere, with the three-week festival 
coinciding with Sydney’s 45th annual Gay and Lesbian 
Mardi Gras.
Douglass Hanly Moir Pathology (DHM) worked with Sydney 
WorldPride 2023 as its official pathology partner. DHM 
promoted an important health message to participants 
about the need for regular sexually transmitted infection 
(STI) testing. Working with staff across the organisation, 
DHM created a campaign to ‘Stay safe. Get tested.’ 
DHM volunteers attended key community events over the 
17-day festival, including staffing a special DHM marquee, 
complete with photo booth and prize wheel promoting 
different public health messages.
The event culminated on a spectacular Sydney summer’s 
day with more than 150 DHM people joining 50,000 others 
walking across the Sydney Harbour Bridge for the Pride 
March. DHM staff from across the state joined together 
behind a banner that read ‘Caring for our community’.
Staff who attended the event were jubilant about their 
involvement. “DHM brightened WorldPride with its 
presence and positive health messages,” said Dr Jim 
Newcombe, (then) Deputy CEO of DHM. “Our staff truly 
embodied Sonic’s Core Values and touched thousands of 
lives during this event.”

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Digital Pathology
Sonic Healthcare is one of the world’s largest 
anatomical pathology service providers. Anatomical 
pathology plays a crucial role in healthcare and 
the community and anatomical pathologists are 
responsible for diagnosing diseases, including all 
cancers, through the examination of tissues, cells and 
organs. Accurate and timely diagnoses are essential for 
effective treatment and patient care.
Together, digital pathology and artificial intelligence 
(AI) are set to radically transform the practice of 
anatomical pathology in coming years. 
In recent years Sonic has made significant investments 
in the digital technology and infrastructure required 
to ensure that our pathologists are able to provide 
clinicians and their patients with the highest quality 
specialised professional services, while improving 
efficiency and capacity in our laboratories to enhance 
patient care. 
These investments include the purchase of digital slide 
scanners, image management systems, data storage 
architecture, and the development of AI tools. Our 
investment in Franklin.ai (our pathology AI joint venture 
with Harrison.ai) brings together the AI development 
expertise of Harrison.ai with the clinical expertise 
of Sonic’s pathologists and scientists to design 
and build the next generation of AI-powered 
software applications to support and enhance 
the vital work of anatomical pathologists.
Microbiome testing
Microbiome testing holds the potential to revolutionise healthcare by unveiling the intricate 
ecosystem of microorganisms living within the human body and their profound role in health 
and disease. By analysing the composition and activity of these microbial communities, 
healthcare professionals can gain unprecedented insights into a wide range of health 
conditions, from gastrointestinal disorders to autoimmune diseases, mental health issues and 
even cancer. This newfound understanding enables personalised treatments, tailored dietary 
recommendations, and the development of innovative therapeutic interventions, significantly 
enhancing patient outcomes and preventive healthcare. Sonic Healthcare has developed 
a number of in-house testing solutions to provide clinicians and their patients with access 
to high-quality evidence-based microbiome diagnostics. Additionally, Sonic has formed 
a partnership with Microba, an Australian-based gastrointestinal microbiome testing and 
therapeutic discovery company, to provide broad access to their best-in-class metagenomic 
microbiome testing solutions.
Target 9.5
Investing in innovative technology and new tests

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Improving access to healthcare in 
disadvantaged communities
As a world-leading diagnostic medical company, we have a moral 
obligation to use our knowledge, resources and expertise to promote 
the prevention and control of disease in poorer communities that have 
restricted access to quality healthcare. This reflects our commitment 
to Medical Leadership, and the accompanying principle of company 
conscience and the need to medically support people in need.
In FY2022 Sonic Healthcare formalised its longstanding giving program, 
contributing $40 million dollars to establish The Sonic Healthcare Foundation, 
an independent body established to fund charitable programs that improve the 
health and wellbeing of those in need. 
The Sonic Healthcare Foundation directly supports healthcare programs in 
disadvantaged communities by providing financial, technical, physical and 
human resources. This includes work in Africa, as well as support for indigenous 
and under-represented groups in other countries, such as the association 
with the Clontarf Foundation in Australia. The Foundation’s support includes 
charitable funding, free clinical services, medical equipment and supplies, and 
education and training through volunteer and philanthropic activities.
Target 3.1 
Target 3.2 
Target 3.3
Target 3.4 
Target 3.C 
Target 4.1
Target 4.4
Target 4.5
Target 5.3
Target 9.1
Target 9.4 
Target 9.5
Pathology/laboratory medicine tests
	¡ A comprehensive range of tests, including HIV, VDRL, hepatitis serology, malaria, renal 
biochemistry and typhoid
Radiology services
	¡ Digital X-ray, mammography, ultrasound and CT scanning 
Hospital procedures
	¡ Births, fistula surgeries, pre- and postnatal visits
Services receiving the Sonic Healthcare Foundation support
ETHIOPIA
DEMOCRATIC 
REPUBLIC OF 
CONGO
TANZANIA
UGANDA
HEAL Africa
Goma, Democratic Republic of Congo
The Kivulini Maternity Centre
Arusha, Tanzania
Sonic Healthcare Foundation – 
Kworo Hospital 
Pader, North Uganda
Mille Maternity Hospital
Mille, Ethiopia
Vision Maternity Centre
Bahir Dar, Ethiopia

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HEAL Africa Hospital 
Tertiary hospital in the 
Democratic Republic of Congo
Funding for laboratory 
support, equipment 
and training
Indigenous youth 
medical checks in 
remote communities 
Funding and support to 
establish a training and 
reference laboratory
Funding 
support
Radiology Across Borders (RAB)
Teaching clinical radiology skills 
around the world
Clontarf Foundation
School academies to support 
10,000 young Aboriginal and 
Torres Strait Islander men
Special Project Funding
JOOUST University in Kenya
Barbara May Foundation (BMF)
Maternity and ﬁstula hospitals in 
Ethiopia and Tanzania
Sonic Healthcare Foundation – 
Kworo Hospital
Maternity hospital in Uganda
Funding for laboratory 
support, equipment 
and training
Funding for radiology 
support, equipment 
and training
Hospital 
construction 
and ﬁt-out 
Operational 
support 
Funding 
support
Funding for laboratory 
support, equipment 
and training
Funding for radiology 
support, equipment 
and training

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HEAL Africa
HEAL Africa is a full-service tertiary hospital located in Goma, in the Democratic Republic of Congo. It 
is one of only three referral hospitals in the war-torn country, and provides obstetrics and gynaecology 
(including fistula repair), general surgery, orthopaedics, paediatrics and internal medicine, as well as 
established pathology and radiology services. It also serves as a centre for healthcare and research, 
as well as training doctors and healthcare professionals. 
Sonic’s long-term involvement with HEAL Africa started in 2008 when we first established a reliable 
pathology and radiology service at the hospital. This involved providing essential equipment and 
supplies, helped by a number of local and international suppliers to our Australian laboratories, as well 
as sending senior Australian staff to set up the laboratory and radiology facilities, and to train the local 
workers in current laboratory and radiology techniques and infection control. 
HEAL Africa houses completely modernised, fully functioning biochemistry, haematology, 
microbiology and histopathology laboratories, which are re-equipped and re-supplied by Sonic 
Healthcare. This supports the hospital’s diagnostic skills, and has facilitated an expansion in the 
available range of tests and procedures. 
HEAL’s radiology capabilities have also been upgraded to include digital X-ray, mammography, 
ultrasound and CT scanning. This has made an enormous contribution to diagnostic capabilities and 
patient management, both in the hospital and the wider community it serves. 
Sonic also provides personal protective equipment (PPE) and disposable medical supplies on an 
ongoing basis, to assist with effective infection control.
Barbara May Foundation Maternity and Fistula Hospitals
The Barbara May Foundation was established in 2009 to provide free healthcare services for 
women in sub-Saharan Africa, focused on safe childbirth and fistula repair. The Sonic Foundation 
will continue to support this service through cash donations together with laboratory and radiology 
service support at the Barbara May Foundation Hospitals in Tanzania and Ethiopia. The Barbara May 
Foundation will also act as the administration body for the new Sonic Healthcare Foundation Kworo 
Hospital to be built in Uganda.
	
a HEAL Africa 
training course for 
medical students

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	_ Jean Sebushari Nizeyimana, Head of 
Technical Department; Constant Masisa, 
Radiographer; Jean Moba, Radiographer; 
Dr Sosthène Tsongo, Radiologist; 
Léonique Sekeraviti, Receptionist; 
Reagan Machozi, Radiographer
CT scanner installed at HEAL Africa Hospital
The Sonic Healthcare Foundation facilitated the donation of a CT scanner 
to HEAL Africa in FY2023, which is helping to completely transform imaging 
diagnosis for the hospital’s medical teams and their patients.
The CT scanner, donated by Sonic Healthcare Australia’s Canberra Imaging 
Group, undertook an arduous and complex journey to be safely delivered and 
installed at the HEAL Africa Hospital in Goma, Democratic Republic of Congo 
(DRC), Africa.
The eight-month project was finally completed in March 2023. The logistics 
of the delivery were made more difficult by the machine’s sensitivity, which 
required expert packing in a sealed shipping container to safeguard it against 
dust and moisture as it undertook its long journey by sea and road. Upon 
arrival in Africa, it was transported by land through three different countries 
– Tanzania, Rwanda and the DRC – requiring it to pass through different 
customs regimes at each border. After being delivered to the hospital in 
Goma, installation was delayed because local fighting created siege-like 
conditions around the city, making it impossible for the engineers from South 
Africa to travel to the region. Once the fighting subsided, the engineers had 
to make three separate trips to successfully install the unit. A new power bank 
was also installed to counter the uncertainty of Goma’s power supply, which 
has frequent outages, followed by surges.
The CT scanner is vastly improving the hospital’s imaging capacity. It is the 
only functioning CT scanner within the entire region of North Kivu, which has 
a population of 6.5 million. It is being supplemented by the Sonic Healthcare 
Foundation’s partnership with Harrison.AI, which will see a rollout of AI-based 
chest X-ray interpretation software at HEAL.
Chest X-rays are the most common radiology request in developing 
countries. The demand for these X-rays overwhelms the capacity of the 
qualified radiologists in the region. The use of AI software, together with the 
new CT scanner, will provide another ‘set of eyes’ to facilitate additional high-
quality interpretation, enabling faster decisions and greater peace of mind for 
both clinicians and patients in Goma.

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Returning to Africa
After a lengthy break due to COVID-19 travel 
restrictions, Sonic’s Richard Jones and 
Lindsay Thitchener made a long-awaited 
return to Africa in August, to visit some 
of the projects being supported by the 
Sonic Healthcare Foundation. 
The fruitful trip included visits to the Kivulini 
Hospital in Arusha, Tanzania, Pader in 
northern Uganda and HEAL Africa hospital 
in Goma, DRC. Despite the length between 
visits, the laboratories are all functioning 
well, and the visits were an opportunity to 
renew friendships and identify areas that 
could benefit from further assistance.
Following the visit to Kivulini, the Foundation 
is looking at installing a new biochemistry 
analyser that can run HbA1c, HCG, 
pregnancy and other endocrinology tests. 
The Foundation is also assisting them with 
the vacutainer blood collection system.
The next stop was Pader, northern Uganda, 
to visit the site for the soon-to-be-built Sonic 
Healthcare Foundation – Kworo Hospital. 
In addition to funding the construction and 
fit-out of the hospital, the Foundation will 
also be creating a new pathology laboratory, 
complete with blood banking facilities. The 
site visit cemented the decision to adopt 
a common approach to the equipment 
and processes we use in the laboratories 
we support in Africa. This will allow us to 
streamline our support and create common 
training materials. We will also create 
educational opportunities for laboratory 
staff in Africa, through webinars, reference 
materials, quality programs and more.
The final stop was a visit to Goma, which 
revealed a significantly worsened political 
situation, with escalated conflict to the north 
of the city. Despite this turmoil, the University 
of Goma has selected HEAL Africa Hospital’s 
pathology and radiology departments for 
the practical training components of their 
medical and scientific degrees.
HEAL hospital is benefiting from the recently 
installed CT scanner, which is working 
perfectly with 65 CT scans performed in 
the first month of operation. Radiology 
Across Borders, which is also sponsored 
by the Sonic Healthcare Foundation, is 
offering a year-long International Certificate 
in Radiology Fundamentals online course, 
in conjunction with the University of British 
Columbia. Sonic has reserved two places 
for doctors at HEAL to complete the 
qualification so they will be able to assist 
radiologist, Dr Sosthene, with his significant 
workload.
Mark Bromley, histo scientist at Sonic’s 
Sullivan Nicolaides Pathology in 
Queensland, Australia, joined Richard 
and Lindsay for the HEAL visit, helping 
to streamline the hospital’s histology 
processes and practices.
	_ Top left: Kivulini 
Hospital, Tanzania
	
a L–R: Lindsay 
Thitchener, Dr 
Kasareka (Pathologist 
at HEAL) and Bisho 
Donat (senior 
technician at HEAL)
	_ Georgette Bisika, 
(laboratory technician). 
The Sonic Healthcare 
Foundation supplied 
the biochemistry 
analyser on the bench

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Sonic Healthcare Foundation – Kworo Hospital
Sonic Healthcare Foundation is supporting a significant new initiative that will 
deliver better maternal health outcomes for thousands of mothers and babies in 
one of the most disadvantaged parts of Uganda.
Under a new agreement with the Barbara May and Te-Kworo Foundations, the 
Sonic Healthcare Foundation will sponsor the construction, fit-out, procurement 
and operating costs of ‘Sonic Healthcare Foundation – Kworo Hospital’, a 42-bed 
maternal health facility in Agago District, an under-resourced district in northern 
Uganda.
The new hospital is expected to save the lives of thousands of Ugandan women 
and babies in four remote and impoverished districts in northern Uganda. 
In addition to funding the hospital construction and fitout, Sonic Healthcare 
Foundation will also support the hospital’s day-to-day running costs for at least 
three years.
“Te-Kworo Foundation works with the most vulnerable people within northern 
Uganda - with pregnant women who have to walk miles to get services,” according 
to Te-Kworo Foundation founder and Executive Director, Alice Achan.
Currently, the nearest surgical or specialist service for a pregnant 
woman needing a caesarean section is up to two hours’ drive away, 
on very rough roads. These expectant mothers often need to sell a 
chicken or goat to raise the money to get to medical facilities by bus 
or, if they’re fortunate, an ambulance, and they may not make it in time.
“We are delighted to help in the provision of the new hospital, which 
will include birthing suites, a specialised newborn baby unit and two 
operating theatres,” said Lindsay Thitchener, Manager of the Sonic 
Healthcare Foundation.
Target 3.C 
Target 9.1

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Establishing a new training 
laboratory in Kenya
The Sonic Healthcare Foundation is sponsoring the 
establishment of a new laboratory at the Jaramogi 
Oginga Odinga University of Science and Technology 
(JOOUST) in the Lake Victoria basin of western Kenya.
The training and reference clinical, molecular and 
histopathology laboratory for both infectious and non-
infectious diseases will be used for teaching, research 
and third-line diagnostic patient support.
The Sonic Healthcare Foundation is making a one-
off donation of nearly AUD$400,000 to establish 
the laboratory. Our involvement will include advice, 
purchasing of all equipment, and facilitating installation, 
training and ongoing service.
The new laboratory has four key aims:
1.	 Create a platform for technical training in molecular biology 
and histopathology techniques for students and laboratory 
technologists studying and working within the Lake Victoria 
basin.
2.	 Establish a histopathology reference laboratory and provide 
education and outreach programs to enhance the capacity of 
healthcare professionals and researchers in the Lake Victoria 
basin, to diagnose and manage diseases through accurate 
pathological assessments and interpretations.
3.	 Provide diagnostic, research and testing services to support 
disease surveillance, outbreak investigation and community 
outreach activities involving diseases of interest in the Lake 
Victoria basin.
4.	 Build professional skills and capacity for early- and mid-career 
researchers, through short courses, postdoctoral training, and 
academic exchange with Flemish partner universities.
The laboratory will serve JOOUST undergraduate and 
postgraduate students and provide capacity building for 
university staff and the Ministry of Health. A 
key milestone of the project is accreditation as 
both a national and reference laboratory for 
communicable and non-communicable diseases. 
This will involve participation in external and local 
quality assurance and accreditation activities, 
helped initially by the counterpart Flemish 
universities.
The laboratory will provide a sustainable platform 
for the surveillance for both communicable and 
non-communicable diseases prevalent in the 
Lake Victoria basin. This will broaden the research 
output and will offer training opportunities for rapid 
public health emergency responses, as well as 
disease prevention and control.
	
b Sunrise at Lake Victoria
Target 4.4
Target 3.C 
Target 9.5

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Communities
Radiology Across Borders
Radiology Across Borders (RAB) is an Australian-
based not-for-profit organisation that aims to provide 
long-term, tangible support in radiology/healthcare to 
developing nations around the world.
Good radiology is critical to good healthcare in the 
diagnosis and management of patients. Unfortunately, 
many developing nations lack the resources and 
teaching required to deliver good radiological 
support. This leads to poor health outcomes that 
could be preventable with support from developed 
nations. For example, even though breast cancer 
occurs less frequently in developing countries than in 
more advanced economies, 60% of all breast cancer 
deaths come from these developing nations. A large 
part of this is due to delayed diagnosis or no diagnosis 
at all.
The Sonic Healthcare Foundation is one of Radiology 
Across Borders’ sponsors, helping it to support a 
range of pro bono projects covering education, 
consultancy, infrastructure, collegial support and 
mentorship. 
This includes a unique online degree in radiology, the 
international certificate in radiology fundamentals, 
multi-streamed teleconference programs, an online 
reporting project for developing nations, a mentorship 
program and online library. Radiologists regularly 
visit sites in developing nations around the world 
to provide onsite teaching. Sonographers and 
mammographers also attend sites to provide hands-
on training in breast cancer detection, obstetrics 
and gynaecological ultrasound, and 
mammography, which are all essential 
for good maternal health. RAB also has 
a unique paediatrics VITAL project that 
involves teaching the fundamentals of 
paediatric imaging.
Radiology Across Borders is one of 
the most recognised philanthropic 
radiological communities globally, with 
members from more than 93 nations 
participating in, or benefiting from, 
the work of the charity. A key part of 
its success comes from partnerships 
with only highly regarded professional 
organisations.
Target 4.4
Target 3.C 
Target 9.5

Communities
SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
68
Communities
Improving participation and employment opportunities for 
disadvantaged groups
Sonic understands that we have an opportunity to 
positively impact community groups that may otherwise be 
disadvantaged. We work with a number of not-for-profit social 
enterprises to provide supported employment opportunities for 
people with disabilities, as well as young people from culturally 
diverse backgrounds. This includes:
	¡ The Bridge Employment, a valued kit assembly partner for 
our work supporting the Australian Government’s National 
Bowel Cancer Screening Program 
	¡ The Endeavour Foundation in Queensland, a long-
standing partner who assists Sullivan Nicolaides Pathology 
to package COVID-19 self-collect PCR kits, as well as faecal 
occult blood kits and cervical screening kits 
	¡ Bright Skies couriers in Western Australia, who transport 
SKG Radiology’s toner cartridges for recycling.
Where possible, Sonic also seeks to source products from Indigenous 
suppliers. In Australia during FY2023, Sonic spent over $277,000 with Supply 
Nation businesses. This was less than the spend in FY2022, which was boosted 
by the purchase of COVID-related PPE through an Indigenous supplier; 
however, our procurement teams continue to explore opportunities to utilise 
Indigenous suppliers where suitable products are available.
Target 10.2
Target 10.3
Target 4.5 
Target 8.5 
Other Charitable Donations
Sonic also supports many local charities and events, and donated $8 
million in cash, in-kind donations and sponsorships in FY2023. This 
included donations supporting research into medical treatments for 
many different types of cancer, as well as other medical conditions 
and charities. We also place particular importance on supporting 
children, families and population groups that find themselves in 
difficult circumstances.
The Clontarf Foundation
Sonic has continued our ongoing involvement with The Clontarf Foundation, an Australian 
not-for-profit organisation that exists to improve the education, self-esteem and employment 
prospects of Aboriginal and Torres Strait Islander boys and young men. Through mentoring 
and participation in team sports, Clontarf provides its students with life skills to succeed 
and grow, which benefits the whole community, as well as the individuals involved. Clontarf 
operates 140 Academies in schools across Western Australia, Northern Territory, Victoria, South 
Australia, New South Wales and Queensland, catering for more than 10,000 boys. 
Sonic Healthcare has been involved with the Clontarf Foundation since 2017, providing 
medical assessments to students within Clontarf’s Academies, with an additional focus on their 
mental health and wellbeing. These health checks are provided in relatively populated areas, 
as well as some of the remotest parts of Australia, such as Jabiru, Katherine, Tennant Creek and 
Gunbalanya in Arnhem Land. 
Our involvement includes a mobile clinical team of over 100 GPs and registered nurses from 
Sonic’s general practice business, IPN, together with 30 pathology collectors from Sonic’s local 
laboratory, who work onsite with Clontarf staff to complete health checks. Any medical issues 
or concerns identified during our assessments are then followed up by the local Aboriginal 
Medical Service. These checks help to identify medical issues at an early stage, when they are 
more treatable. In FY2023, we provided health checks to more than 2,200 Clontarf students.
Clontarf’s overall achievements for 2022
Number of participants who completed Year 12
834
Average school attendance
75%
Percentage of participants with average 
attendance rates of 80% or above
52%
Number of year 12 graduates remaining in employment 
or further education 12 months after graduating
84%
Target 3.4
Target 4.1 
Target 4.5 
Target 8.5 
Target 10.3

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
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Governance
SECTION 4
Our people
SECTION 3
Environment
SECTION 5
Communities
SECTION 6
Governance
SECTION 7
Appendices
At our core, Sonic Healthcare is a 
medical practice, led by medical 
professionals who understand the 
unique needs of doctors and their 
patients. We have an enviable reputation 
for quality and integrity, reinforced by 
our Medical Leadership principles, Core 
Values and company policies. 
Strong governance underpins the 
effective management of our business 
and is the basis on which we build trust, 
deliver long-term sustainable growth 
and create value for stakeholders.
SECTION 1
Contents
SECTION 2
Introduction

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
70
Governance
Commitment  To maintain confidence and trust
Governance
Material topics
Strategy
Goals 
FY2023 achievements
Ethics, integrity 
and compliance 
	¡ Promote ethical conduct and ensure 
compliance 
	¡ Train all relevant staff in key policies by 
30 June 20251
	¡ Measurement to commence in FY2024
Privacy and information 
security 
	¡ Safeguard privacy and protect data 
	¡ Achieve annual improvement in 
independently audited Cybersecurity 
Framework maturity scores (NIST) 
	¡ FY2023’s planned NIST audit was delayed due to 
a change of external service provider. The work 
has been scheduled with results due January/
February 2024.
Human rights 
	¡ Champion human rights
	¡ Publish an annual Modern Slavery 
Statement
	

	 2023 Modern Slavery Statement published 
Related SDGs
Achieve gender 
equality and 
empower all 
women and girls
Promote inclusive and 
sustainable economic 
growth, employment 
and decent work for all
Reduce inequality 
within and among 
countries
1	 Code of Conduct, Anti-bribery and Corruption Policy, Whistleblower Policy, Labour Standards and Human 
Rights Policy, Privacy Policy, Workplace Health and Safety Policy, Supplier Policy

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Governance
The Sonic Healthcare Board and Board Committees
Strong corporate governance is vital to Sonic’s wellbeing and success and a key 
focus for the Board.
The Board’s principal objective is to increase value for the company’s stakeholders 
in a sustainable manner, while ensuring that the Group’s activities are managed in 
accordance with our culture and values. Sonic’s corporate governance framework 
and practices provide the structure that enables this objective to be achieved. 
The Board comprises a mix of medically qualified professionals and experienced 
business leaders who understand the current healthcare environment, together 
with the complex nature of emerging risks and opportunities that have the potential 
to impact Sonic’s global operations. The Board composition seeks to balance 
independence, breadth of competence, executive representation and diversity. 
The Board is responsible for overseeing all governance policies. Three Committees 
assist the Board in fulfilling its duties: the Remuneration and Nomination Committee, 
the Audit Committee and the Risk Management Committee. The terms of reference 
and powers of these committees are determined by the Board. 
Board approval is required for the Annual Report, the Sustainability Report and 
the Modern Slavery Statement. Further information can be found in the Corporate 
Governance Statement of the Annual Report 2023 (pages 53–65).
	` Prof. Mark Compton, 
Sonic Healthcare Chairman

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
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Sonic’s 
governance 
framework
Risk management 
Our enterprise-wide risk management framework 
considers the risk categories relevant to Sonic’s 
business and assesses the organisation’s 
tolerance to each risk. Using a risk assessment 
matrix, risks are ranked and material risks are 
documented on a global risk register, together with 
mitigation strategies. This register is reviewed by 
the Risk Management Committee which reports to 
the Sonic Board.
Our governance framework supports effective 
management and sound decision-making by 
promoting Board oversight and management 
involvement in the identification of material 
risks and opportunities, evolution of business 
strategy and measurement of performance. 
It also ensures Sonic’s business strategies 
are developed in alignment with our unique 
corporate culture, supported by training and, 
where appropriate, internally audited by our 
business assurance team.
Governance
Sonic 
Healthcare’s 
Governance 
Framework
Risk 
management
Board oversight
Performance 
metrics and 
targets
Business 
assurance
Training
Culture
Strategy
Governance
Strategy
Risk 
management
Metrics and 
targets
As can be seen in the graphic to the left, the four core 
elements required to conduct our first qualitative assessment 
in alignment with the Task Force on Climate-related Financial 
Disclosures (TCFD) framework were components of our 
established governance structure, allowing us to expand 
existing processes to evaluate our climate-related risks and 
opportunities.

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Governance
In May 2023, the Risk Management Committee 
was updated on Sonic’s progress with respect to 
our published sustainability goals and evolving 
sustainability disclosure requirements, including the 
qualitative TCFD assessment. The Committee will be 
informed of the TCFD project outcomes at the next 
Risk Management Committee meeting, scheduled for 
early 2024.
Climate-related and other sustainability-associated 
risks are included as a scheduled agenda item at 
Risk Management Committee meetings at least 
annually, or more frequently if new risks emerge or 
the materiality of the identified risks changes. Sonic’s 
Global Human Rights Committee presents annually 
to the Risk Management Committee prior to the 
publication of the annual Modern Slavery Statement.
Sonic views risk management as a core management 
capability, and fosters a risk-aware, compliance-
focused culture. Involvement of divisional CEOs 
and key executive and senior staff from the 
strategy, management, finance, human resources, 
procurement, IT, logistics and legal functions across 
our organisation in the TCFD process helped to raise 
awareness of the potential impact of climate-related 
risks and opportunities while also encouraging 
consideration of how physical and transitional risks 
might be influenced by low- and high-emission 
scenarios and over the short, medium and long-
term. The skills developed in this exercise will aid 
future assessment of climate and other emerging 
sustainability-related risks and opportunities.
Business assurance 
Business assurance is another key element of our 
governance framework. Sonic’s business assurance 
program (BAP) team comprises experienced 
auditors from three countries. The Head of Business 
Assurance reports directly to the Audit Committee 
and liaises with, but is independent of, our external 
auditors. The Sonic Board’s Audit Committee 
determines the business assurance program’s 
scope of activities and monitors the management 
response to recommendations related to system 
enhancements.
The team conducts ongoing reviews and audits to 
independently evaluate the effectiveness of internal 
controls used to manage financial fraud, corruption 
and compliance risks (for more detail, see the Ethics, 
integrity and compliance section, below).
During FY2024 the BAP team will conduct assurance 
exercises that target sustainability data collection 
and processes in preparation for mandatory 
external assurance requirements expected as part 
of upcoming international sustainability disclosure 
standards, such as those of the International 
Sustainability Standards Board (ISSB), developed 
as part of the International Financial Reporting 
Standards (IFRS). 
Our business assurance program and external 
auditors also provide support to the management 
teams across our entities to assist them to monitor 
Sonic’s operations for risk of corruption (see Ethics, 
integrity and compliance section, below).
Taxation governance
Sonic Healthcare is committed to ensuring full 
compliance with all statutory taxation obligations, 
including our understanding of the policy intent of 
legislation and full disclosure to tax authorities. Our 
approach to taxation is described in our Taxation 
Governance document. 
Sonic supports the ASX Corporate Governance 
Council’s Corporate Governance Principles and 
Recommendations (4th edition) and has followed 
these principles during the 2023 financial year.
Further information relating to our corporate 
governance framework, charters, codes of practice 
and policies can be found in the Sustainability section 
of our website and in our Annual Report 2023.

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
74
Ethics, integrity 
and compliance 
Our approach
In order to comply with our legal and regulatory obligations 
and meet the sometimes higher standards of conduct that 
our stakeholders expect, the Sonic Board and management 
team have developed a set of core policies, procedures and 
internal controls. 
The shared values and standards of behaviour expected 
of all those who represent Sonic and act on their behalf 
are described in our Code of Conduct, Anti-bribery and 
Corruption and Global Whistleblower policies. 
Our employees play a critical role in maintaining our culture 
of integrity and compliance. Every person who represents 
Sonic is responsible for setting the highest standards 
for themselves and is accountable for their behaviour. 
Regional management teams are responsible for training all 
personnel to ensure familiarity with policy expectations and 
breach-reporting mechanisms. 
We encourage employees to notify a responsible person 
if they know or suspect that the conduct of others is 
inconsistent with our policies, applicable laws, regulations 
and standards. The Sonic Healthcare Global Whistleblower 
Policy aims to promote a workplace culture in which our 
people feel safe, supported and encouraged to speak up 
about improper conduct. 
The policy describes how stakeholders can make 
confidential and, if necessary, anonymous notifications to 
senior management or to an independent third party, and 
details the protections afforded to those who do so. Sonic 
treats every report of misconduct seriously and investigates 
all incidents. 
We take all necessary actions to address substantiated 
issues including discipline, training and implementation of 
enhanced policies, processes, controls and systems.
Our internal business assurance program (BAP) team and 
external auditors are responsible for monitoring all of Sonic’s 
operations for risk of corruption. Any material breaches of 
the company’s Anti-bribery and Corruption Policy, Code 
of Conduct or any material incidents reported under the 
company’s Global Whistleblower Policy uncovered by the 
BAP team must be reported to the Audit Committee, which 
answers to the Board. The Risk Management Committee 
also considers the implications of any material breach of 
Sonic policy.
No critical concerns were reported during FY2023. 
In FY2022 Sonic’s Board and senior management team 
identified ethics, integrity and compliance as a material 
topic and set the goal of providing formal training in each 
of our key policies1 to all relevant staff by 30 June 2025. To 
support the achievement of this goal we are investigating 
the use of standardised policy training programs and the 
establishment of effective tools to monitor and report on 
their effectiveness.
Animal testing
Sonic Healthcare does not undertake any testing on 
animals.
Why is it important?
Sonic recognises that the trust our 
stakeholders place in us is an extremely 
valuable asset. It provides us with the social 
licence to operate, critical for any successful 
healthcare organisation. 
Managing risk responsibly and acting 
ethically, with absolute integrity, and in 
compliance with all legal and regulatory 
obligations, allows Sonic Healthcare to fulfil 
the expectations of our stakeholders and 
demonstrate that we deserve their trust. 
We remain acutely aware that any breach 
of trust between our organisation and our 
stakeholders could undermine our good 
reputation, give advantage to our competitors 
or negatively impact our enterprise value.
Governance
1	 Code of Conduct, Anti-bribery and Corruption Policy, Whistleblower Policy, Labour 
Standards and Human Rights Policy, Privacy Policy, Workplace Health and Safety Policy, 
Supplier Policy

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75
Privacy and 
information 
security 
Our approach
Sonic Healthcare is committed to ensuring that personal 
information is obtained and collected lawfully, transparently 
and with consent.
As described in Sonic Healthcare’s Privacy Policy and Data 
Security Statement, the Sonic Board is responsible for 
oversight of the Group’s data protection, cybersecurity and 
privacy management frameworks. Management, including 
the Group Chief Information Officer and regional Chief 
Information Security Officers, is responsible for safeguarding 
privacy, assessing data security risks and maintaining 
information management systems.
Sonic Healthcare complies with the Australian privacy 
legislation, including the Privacy Act 1988 (Cth) and 
Australian Privacy Principles (APP), and the applicable 
laws and regulations of the countries in which we operate, 
including HIPPA (USA), GDPR (Europe), DPA (UK), DPA and 
GDPR (Switzerland).
All our information security systems are based on ISO/IEC 
27001 and audited to recognised jurisdictional standards, 
including National Institute of Standards in Technology 
(NIST) SP 800-53. In Australia, protected systems are 
audited to ISO/IEC 27001 and the Australian Government 
Information Security Manual (ISM-IRAP). 
Sonic uses the ISO/IEC 27001 framework for our Information 
Security Management Systems, and independent audits 
of all our systems are conducted using the NIST SP 800-53 
maturity framework. This cybersecurity standard and 
compliance framework defines standards, controls and 
assessments based on risk, cost-effectiveness and 
capabilities.
This framework is continuously updated and widely 
accepted as a measure of the maturity of an organisation’s 
cybersecurity systems, and we have identified annual 
improvement in our NIST framework scores as a target in 
our Sustainability Strategy. Issues identified through the 
most recent NIST audit are subject to quarterly management 
review, to assess progress and implement further corrective 
action if required.
Sonic meets or exceeds all relevant in-country statutory 
requirements, and participates as members of various 
health-specific cybersecurity-focused organisations, 
including the Health Information Sharing and Analysis 
Centre (H-ISAC, N-HISAC, etc.). We also actively engage with 
key members of government cybersecurity centres in the 
countries in which we operate.
All users accessing our IT systems participate in information-
security-awareness training and are only given access levels 
appropriate to their needs. Our well-resourced IT division 
maintains a specialist cybersecurity unit and personal, 
physical, operational and technical controls are in place 
to detect and prevent cybersecurity breaches and service 
interruptions.
For further information, please refer to our 
Data Security Statement on our website. 
Why is it important?
Sonic’s services rely on access to sensitive 
personal and medical data. Protecting 
data privacy while using data ethically and 
responsibly is fundamental to maintaining 
the trust of our stakeholders and growing our 
business. 
While we are excited by the opportunities 
afforded by artificial intelligence (AI), the 
digitisation of healthcare services and evolving 
data-driven technologies, we are also mindful 
that any potential benefit must be considered 
within the context of complex international 
data security and privacy regulations and the 
increasingly hostile cyber threat landscape. 
Constant vigilance is required to safeguard 
privacy and avoid data breaches that can 
expose individuals to harms, such as identity 
theft, and the organisation to consequences, 
such as interruptions to business continuity, 
reputational damage, fines and litigation. 
Governance

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76
Human rights 
Our approach
Sonic’s approach to human rights and the management 
of modern slavery risks are overseen by the Sonic 
Healthcare Board and supported by the Board’s Risk 
Management Committee and Sonic Sustainability 
Steering Committee. 
The Global Human Rights Committee (previously 
known as the Modern Slavery Working Group) reports 
to the Sonic Sustainability Steering Committee and 
includes senior group executives with representation 
from management, procurement, operations (including 
culture and communications) and finance. 
The Global Human Rights Committee (GHRC) is 
responsible for identifying and managing modern 
slavery risks within our operations and supply chains, 
implementing mitigating actions, and affecting change 
where required. The diagram to the right shows the 
governance framework of the GHRC.
The GHRC meets at least twice per year and provides 
an annual presentation to the Risk Management 
Committee before the publication of the annual Modern 
Slavery Statement, which then goes to the full Board for 
approval. Modern slavery awareness topics are also a 
formal component of global meetings involving senior 
executives and procurement leaders.
Why is it important?
Sonic’s purpose is to improve people’s lives by 
providing access to safe, high-quality healthcare 
services, and to do so ethically and with 
integrity. As a global healthcare organisation 
with diverse supply chains and operations, we 
take seriously our responsibility to defend the 
human rights that support each individual’s 
entitlement to health, education and a decent 
standard of living, free from oppression and all 
forms of modern slavery. We also acknowledge 
the danger of significant reputational damage if 
our activities are associated with human rights 
violations within our operations or supply chain.
Governance
Target 5.2
Target 8.7
Target 10.2 
Sonic Healthcare Board
Audit 
Committee
Risk Management 
Committee
CEO
Sonic Sustainability Steering Committee
Global Human Rights Committee
Group 
Procurement
Group 
Operations
Group 
Finance
Divisional and Local Management
Procurement
Operations
Finance

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
77
Governance
Employee training has an important role to play in the identification 
and appropriate escalation of human rights issues. Sonic is currently 
rolling out a targeted interactive online training module to educate 
global employees about modern slavery and broader human rights 
violation risks. To date 10,600 Sonic employees have completed the 
training. Ninety-five per cent of staff with higher exposure to modern 
slavery risks, including management, procurement, finance and human 
resources staff, have completed the modern slavery training course.
Modern slavery risks
Our primary operations are conducted in developed nations with 
well-established legislation, policies and procedures that abide by the 
recommendations of the United Nation’s Guiding Principles on Business 
and Human Rights. Accordingly, we have determined that the risk of Sonic 
causing or contributing to modern slavery within our own operations is 
very low.
However, Sonic recognises the potential that we may be directly linked to 
adverse human rights impacts as a result of our business relationships with 
our more than 16,000 direct (Tier 1) suppliers across our seven countries 
of operation, in addition to the many thousands of Tier 2 (and beyond) 
suppliers with whom we do not have a direct relationship.

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
78
Governance
Modern slavery framework 
In order to minimise the risk of modern slavery 
practices in our supply chain, we apply the 
principles shown in the graphic on this page to 
guide our approach.
Our supply chains provide highly technical 
and specialised equipment and consumables 
related to medical diagnostics and other 
healthcare services. While Sonic actively seeks 
opportunities to use local suppliers, our supply 
chains often involve global suppliers who provide 
products and services to Sonic’s businesses 
across our seven countries of operation. We use 
a variety of information sources to highlight areas 
of potential concern, including: 
	¡ supplier modern/slavery/human rights 
questionnaires
	¡ employee and other stakeholder reports of 
potential or actual instances of human rights 
violations
	¡ media monitoring and notices of government 
importation prohibitions, e.g. the U.S. Customs 
and Border Protection Withhold Release Order 
and Findings List
	¡ periodic validation of supplier adherence 
to Sonic’s Supplier Policy through annual 
supplier business meetings and desk-top 
supplier site audits.
Modern 
slavery 
prevention
1   Be proactive
Take a proactive approach to modern slavery prevention, which 
improves our chances of identifying potential modern slavery 
issues within our operations and supply chains.
5   Respond 	 	
	
accordingly
Implement a staged response 
where potential instances of 
modern slavery are identified, 
recognising our need to act 
in the best interests of any 
affected workers.
2   Engage with 
stakeholders
Establish positive and open 
engagement with employees, 
suppliers and other relevant 
stakeholders to encourage 
the identification of potential 
modern slavery issues.
3   Communicate
Develop ongoing 
communication and 
training for key employee 
groups involved in human 
resources, recruitment, 
procurement and audit 
functions.
4   Work together
Recognise that modern 
slavery can only end by 
working with suppliers and 
others to drive change that 
addresses the causes of 
modern slavery.
Principles used to guide Sonic’s approach to modern slavery risks

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Governance
Given the increasing complexity around assessing modern 
slavery risks deeper in our supply chains, we focused 
our efforts in FY2023 on higher-risk product and service 
categories, including medical consumables, cleaning 
services, logistics, transport and waste services.
Case study 1 (Sourcing disposable gloves) and Case study 
2 (Cleaning services), detailed in our 2023 Modern Slavery 
Statement (pp. 22–23), illustrate two specific instances 
during FY2023 where the elements of our modern slavery 
framework have been successfully applied.
Sonic’s modern slavery framework is supported by a 
range of policies and charters that require staff to operate 
ethically, safely and legally, including our Labour Standards 
and Human Rights Policy, Diversity Policy, Modern Slavery 
Statement 2023 and Supplier Policy. Some of these 
policies are specifically relevant to modern slavery, while 
others reference more general human rights requirements. 
Our global Supplier Policy makes specific reference 
to modern slavery risks and requires that our suppliers 
commit to eradicating all forms of modern slavery in 
their operations and supply chains. All staff involved in 
procurement and all suppliers are required to read and 
understand our Supplier Policy. Suppliers are required to 
agree to abide by the standards described in this policy 
before they enter into contracts with us.
For more information, please see Sonic 
Healthcare’s Modern Slavery Statement 2023. 
Summary of key actions for FY2023
	¡
40% of Sonic’s suppliers (by spend) have 
completed the questionnaire and/or provided 
their own Modern Slavery Statement to help 
determine and quantify supplier risk.
Expansion of supplier due 
diligence questionnaire program
1
	¡
Employee training program expanded to all 
countries of operation.
	¡
10,600 employees trained to date.
	¡
>95% completion rate in key employee groups.
Continued expansion of employee 
awareness and capability
2
	¡
Scope of the Global Human Rights Committee 
was defined more explicitly and processes for 
investigation were formalised.
	¡
Composition of the Committee expanded to 
include a senior management representative 
from every country of operation.
Improved governance
3
	¡
Relevant policies were reviewed and updated 
to better define Sonic’s expectations for key 
stakeholders.
Updated policies
4
	¡
Human rights and modern slavery clauses 
integrated into key contracts.
	¡
Commenced investigation of supplier 
onboarding system.
Improved supplier compliance 
and selection process 
5
	¡
Vigilant scanning of various information 
sources to detect new and emerging risks.
Monitoring for new and emerging risks 
6

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Appendices
SECTION 4
Our people
SECTION 3
Environment
SECTION 5
Communities
SECTION 6
Governance
SECTION 7
Appendices
SECTION 1
Contents
SECTION 2
Introduction

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
81
Appendices
Sustainability metrics 
Operations
FY2023
FY2022
FY2021
FY2020
Countries of operation
 7 
 7 
 7 
 8 
Countries where we are ranked No. 1 (market share)
 4 
 4 
 4 
 4 
Patient consultations (millions)
 126 
 145 
 138 
 116 
Number of laboratories
 256 
 261 
 266 
 265 
Number of collection or patient services centres
 2,979 
 3,054 
 3,039 
 2,926 
Number of radiology clinics
 123 
 123 
 109 
 106 
Number of medical centres
 215 
 217 
 217 
 230 
Number of external accreditations, audits or reviews
 2,704 
 2,644 
 2,641 
 1,287 
Number of internal operational audits or reviews
 4,727 
 4,434 
 4,117 
 3,569 
Operations suspended due to adverse accreditation or audit findings
 Nil 
 Nil 
 Nil 
 Nil 
Economic
FY2023
FY2022
FY2021
FY2020
Revenue (A$M)
 8,169 
 9,340 
 8,754 
 6,832 
Net profit (A$M)
 685 
 1,461 
 1,315 
 528 
Dividends paid to shareholders (A$M)
 491 
 475 
 435 
 405 
Total assets (A$M)
 13,015 
 12,552 
 11,761 
 12,127 
Debt cover (times)
 0.6 
 0.3 
 0.4 
 1.8 
Total payments to staff (A$M)1
 3,517 
 3,336 
 3,078 
 2,936 
Total taxes paid (A$M)2
 653 
 678 
 613 
 380 
Total taxes remitted to tax authority on behalf of staff (A$M)
 857 
 832 
 675 
 641 
1 	
Total remuneration including superannuation and pension contributions
2 	
Direct and indirect taxes, levies and duties, including employment-related taxes but excluding taxes paid on behalf of employees and GST/VAT

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Appendices
Workforce
FY2023
FY2022
FY2021
FY2020
Headline numbers
Total workforce
 40,594 
 41,478 
 38,594 
 36,443 
Women in workforce
73.1%
73.8%
74.1%
74.5%
Women in executive senior leadership roles3-1
39.5%
38.0%
36.4%
38.1%
Women in total senior leadership positions3-2
53.3%
52.8%
52.6%
53.3%
Science-based roles
43.3%
39.7%
42.1%
36.0%
Women in science-based roles
73.2%
73.5%
73.0%
73.8%
Employees engaged in part-time employment
33.2%
33.4%
34.0%
34.7%
Temporary staff and contractors engaged within total workforce
3.7%
3.1%
2.5%
2.2%
Employees with more than 10 years of service
29.3%
28.8%
30.0%
31.3%
Voluntary employee turnover
16.5%
20.0%
16.5%
12.7%
Voluntary senior leadership turnover
3.7%
4.5%
1.9%
3.0%
Absenteeism
3.7%
3.6%
3.0%
3.0%
Employees with access to an employee assistance program (EAP)
78.6%
78.5%
not available
not available
Training courses and modules completed by staff
 231,601 
 144,627 
 77,051 
not available
Training hours per employee
 16.0 
not available
not available
not available
Employees who took parental leave during the year
2.3%
2.4%
2.0%
2.2%
Employees who returned after taking parental leave
80.6%
83.2%
84.1%
85.7%
Employees still employed 12 months after returning from parental leave 
78.9%
77.1%
not available
not available
Lost time injuries per million hours worked (LTIFR)4
 3.6 
 3.3 
 5.3 
 4.5 
Number of employee injuries4
 201 
 191 
 291 
 232 
Total hours lost relating to the above injuries4
 43,656 
 32,383 
 65,668 
 45,102 
Average number of days lost per injury4
 20.1 
 21.2 
 28.2 
 24.3 
3-1 	Executive senior leadership group includes CEO or head of each reporting unit and their executive management teams
3-2	 Total senior leadership includes executive senior leadership group, other managers, pathologists, radiologists and other doctors
4 	
A lost-time Injury is defined as an occurrence that resulted in a fatality, permanent disability or time lost from work greater than eight hours

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Appendices
Workforce
FY2023
FY2022
FY2021
FY2020
Headline numbers
Lost time hours as a percentage of total hours
0.07%
0.05%
0.11%
0.08%
Fatalities
 Nil 
 Nil 
 Nil 
 Nil 
Number of non-employee injuries5
 14 
 14 
not available
not available
5 	
Non-employees included contractors and students but excluded other third parties, such as patients
Headcount by country (includes all employees and contractors as at the end of FY2023)
Women
Men
Total
% women
Australia
 14,908 
 4,495 
 19,403 
76.8%
Belgium
 336 
 163 
 499 
67.3%
Germany
 5,754 
 2,282 
 8,036 
71.6%
New Zealand
 140 
 59 
 199 
70.4%
Switzerland
 1,077 
 400 
 1,477 
72.9%
United Kingdom
 1,591 
 1,097 
 2,688 
59.2%
United States
 5,884 
 2,408 
 8,292 
71.0%
Total
 29,690 
 10,904 
 40,594 
73.1%
Headcount by division (includes all employees and contractors as at the end of FY2023)
Women
Men
Total
% women
Pathology
 24,021 
 9,297 
 33,318 
72.1%
Radiology
 2,605 
 860 
 3,465 
75.2%
Clinical Services 
 2,925 
 354 
 3,279 
89.2%
Corporate (global management and services)
 139 
 393 
 532 
26.1%
Total
 29,690 
 10,904 
 40,594 
73.1%

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Appendices
Workforce
Headcount by role (includes all employees and contractors as at the end of FY2023)
Women
Men
Total
% women
Medical - doctors
 946 
 1,034 
 1,980 
47.8%
Scientists, technologists, nurses, etc.
 11,929 
 3,686 
 15,615 
76.4%
Phlebotomist
 7,037 
 767 
 7,804 
90.2%
Courier driver
 884 
 2,273 
 3,157 
28.0%
Executive senior leadership (non doctors)6
 152 
 191 
 343 
44.3%
Other (clerical, admin support, etc.)
 8,742 
 2,953 
 11,695 
74.7%
Total
 29,690 
 10,904 
 40,594 
73.1%
Total executive senior leadership (both doctors and non doctors)6
 179 
 274 
 453 
39.5%
6 	
CEO or head of each reporting business unit and their executive management teams
Headcount by employment status (includes employees only as at the end of FY2023)
Women
Men
Total
% women
Full-time
 15,515 
 7,346 
 22,861 
67.9%
Part-time
 10,978 
 2,245 
 13,223 
83.0%
Casual or temporary
 2,704 
 1,041 
 3,745 
72.2%
Total
 29,197 
 10,632 
 39,829 
73.3%
Headcount by age bracket (includes employees only as at the end of FY2023)
Women
Men
Total
% women
Under 20 years old
 338 
 103 
 441 
76.6%
20 to 29 years old
 6,007 
 2,212 
 8,219 
73.1%
30 to 39 years old
 6,537 
 2,354 
 8,891 
73.5%
40 to 49 years old
 6,083 
 2,074 
 8,157 
74.6%
50 to 59 years old
 6,265 
 1,882 
 8,147 
76.9%
60 to 69 years old
 3,566 
 1,532 
 5,098 
69.9%
70 years old and over
 401 
 475 
 876 
45.8%
Total
 29,197 
 10,632 
 39,829 
73.3%

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Appendices
Workforce
Voluntary turnover
Turnover (voluntary7) for the employed workforce by country for FY2023
Total employed workforce
Women
Men
Total
Australia
 19,176 
21.8%
16.6%
20.6%
Belgium
 467 
9.6%
7.9%
9.0%
Germany
 8,012 
10.6%
9.0%
10.1%
New Zealand
 199 
44.9%
27.1%
39.6%
Switzerland
 1,467 
7.9%
6.9%
7.6%
United Kingdom
 2,467 
11.4%
9.3%
10.6%
United States
 8,041 
17.5%
13.6%
16.4%
Total
 39,829 
17.7%
13.2%
16.5%
7 	
Voluntary turnover excludes leavers who retire, transfer internally, are made redundant or are temporary casual relief workers	
	
New hires by country for FY2023
Women
Men
Total
% women
Australia
 3,759 
 1,034 
 4,793 
78.4%
Belgium
 31 
 16 
 47 
66.0%
Germany
 770 
 387 
 1,157 
66.6%
New Zealand
 39 
 11 
 50 
78.0%
Switzerland
 206 
 59 
 265 
77.7%
United Kingdom
 334 
 202 
 536 
62.3%
United States
 1,763 
 564 
 2,327 
75.8%
Total
 6,902 
 2,273 
 9,175 
75.2%
Senior managers hired (included in above)
33
21
54
61.1%

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Appendices
Workforce
New hires by age bracket for FY2023
Women
Men
Total
% women
Under 20 years old
 303 
 87 
 390 
77.7%
20 to 29 years old
 2,708 
 899 
 3,607 
75.1%
30 to 39 years old
 1,653 
 537 
 2,190 
75.5%
40 to 49 years old
 1,144 
 300 
 1,444 
79.2%
50 to 59 years old
 764 
 219 
 983 
77.7%
60 to 69 years old
 283 
 186 
 469 
60.3%
70 years old and over
 47 
 45 
 92 
51.1%
Total
 6,902 
 2,273 
 9,175 
75.2%
Taken during the year
Parental leave for FY2023
Women
Men
Total
Return rate after leave8
Employed 12 months after return9
Australia
 407 
 69 
 476 
83.4%
77.8%
Belgium
 5 
 2 
 7 
85.7%
70.0%
Germany
 159 
 40 
 199 
72.7%
76.9%
New Zealand
 4 
 - 
 4 
100.0%
100.0%
Switzerland
 41 
 6 
 47 
92.3%
87.0%
United Kingdom
 45 
 33 
 78 
68.8%
96.2%
United States
 103 
 16 
 119 
81.8%
72.0%
Total
 764 
 166 
 930 
80.6%
78.9%
8 	
Reflects the staff who returned to work in FY2023 at the end of their parental leave
9 	
Reflects the staff who were still employed 12 months after their FY2022 return from parental leave

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Appendices
Workforce
LTIFR information for the last four years
LTIFR
Lost hours10
Total number of lost hours
Total number of injuries11
FY2023
 3.63 
0.07%
 43,656 
 201 
FY2022
 3.30 
0.05%
 32,383 
 191 
FY2021
 5.28 
0.11%
 65,668 
 291 
FY2020
 4.53 
0.08%
 45,102 
 232 
Lost time by region for FY2023
LTIFR
Lost hours10
No. of lost hours
Total number of injuries11
Australia/NZ
 5.27 
0.09%
 27,488 
 130 
Europe
 2.97 
0.04%
 7,552 
 49 
United States
 1.54 
0.05%
 8,616 
 22 
Total
3.63
0.07%
 43,656 
 201 
Lost time by division for FY2023
LTIFR
Lost hours10
No. of lost hours
Total number of injuries11
Pathology
 3.74 
0.07%
 36,753 
 174 
Radiology
 2.53 
0.04%
 1,924 
 11 
Clinical Services
 4.36 
0.12%
 4,979 
 16 
Total
3.63
0.07%
 43,656 
 201 
10 	 As a percentage of total hours
11 	 Injury that has resulted in time lost from work greater than 8 hours

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Appendices
Community
FY2023
FY2022
FY2021
FY2020
Donations (A$M)12 
 3.58 
 3.45 
 2.50 
 2.56 
Sponsorships of medical bodies or events (A$M)
 4.20 
 3.58 
 2.87 
 3.36 
External stakeholders trained
 9,001 
 3,491 
 3,461 
not available
Scientific papers published in peer-reviewed journals
216
>380
not available
not available
12 	 Donations excludes the A$40M cash injection by Sonic Healthcare into the Sonic Healthcare Foundation
Environmental
FY2023
FY2022
FY2021
FY2020
Motor vehicles in the fleet
 3,108 
 3,149 
 2,991 
 2,980 
Kilometres travelled by the fleet (million kms)
120.9
 116.8 
 116.4 
 117.0 
Electric or hybrid motor vehicles in the fleet
17.1%
10.3%
7.1%
4.6%
Vehicles in the fleet with a four-cylinder engine or less
97.3%
96.3%
96.0%
96.0%
Electricity generated by solar installations (kWh)
 1,198,441 
 1,101,879 
 808,182 
not available
Installed solar panel capacity (kW)
 1,135 
 1,032 
 912 
 697 
Waste recycling rate – Australia13
23.0%
17.3%
15.4%
not available
Reduction in radiological film year on year
15.7%
27.9%
18.1%
33.5%
Water consumption (kL)14
 333,582 
 319,892 
 345,409 
 332,980 
Consumption (kL) per square metres
 1.20 
 1.14 
 1.29 
 1.25 
Environmental fines or sanctions
1
 Nil 
 Nil 
 Nil 
13 	 Recycled waste as a proportion of total waste produced by facilities under direct operational control of waste management services
14 	 Reflects the water consumption at facilities greater than 1,000 square metres in size where water is separately metered

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Appendices
Energy consumption and emissions data
Notes on tables 1-11
Scope 1 and 2 greenhouse gas (GHG) emissions have been calculated in alignment with the Greenhouse Gas Protocol: A Corporate 
Accounting and Reporting Standard (Revised Edition)
Scope 3 greenhouse gas (GHG) emissions have been calculated in alignment with the following Greenhouse Gas Protocol 
documents:
	¡
The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition)
	¡
The Greenhouse Gas Protocol: Corporate Value Chain (Scope 3) Accounting and Reporting Standard
	¡
The Greenhouse Gas Protocol: Technical Guidance for Calculating Scope 3 Emissions
The greenhouse gases included in the emissions calculations are carbon dioxide (CO2), methane (CH4), nitrous oxide (N2O), 
hydrofluorocarbons (HCFs), perfluorocarbons (PCFs) and sulphur hexafluoride (SF6).
Emissions factors (EFs) used in the calculations are sourced from the US Environmental Protection Agency (EPA), the Australian 
National Greenhouse Accounts (NGA) and National Greenhouse and Energy Reporting (NGER), Department of Climate Change, 
Energy, the Environment and Water, EU Default Emissions Factors for the Member States, German Federal Environment Agency, 
German Federal Ministry of Housing, Urban Development and Planning (BMWSB), UK Government and Department for Environment, 
Food and Rural Affairs (DEFRA) GHG conversion factors, Association of Issuing Bodies (AIB) 2021 and New Zealand Ministry for 
Environment (NZ MIE) publications.
Where country-specific scope 1 EFs were not readily available, NGA EFs were applied as proxy EFs for the following reasons:
	¡
Sonic is headquartered in Australia
	¡
Australia’s total GHG emissions are the most material component of the global baseline
	¡
NGA methods used at the national level are consistent with international guidelines and are subject to international expert review 
each year.
FY2021 and FY2022 data has been restated to reflect:
	¡
an estimate of refrigerant gases and dry ice (FY2023 estimates have been used in FY2021 and FY2022 restatements)
	¡
the application of a stricter definition of operational control as applied to FY2023 data
	¡
the influence of material acquisitions.
FY2021 was chosen as the base year for emissions comparison due to the availability of global data. It may not reflect business as 
usual due to the influence of the COVID-19 pandemic.
Fugitive emissions from refrigerant gases were estimated only for sites at which Sonic is responsible for maintenance of HVAC 
systems.
TABLE 1
Restated FY2021 base-year direct (scope 1) and indirect (scope 2, location-based) energy consumption by country
Scope 1 (GJ)
Scope 2 (GJ)
Scope 1+2 (GJ)
% of total 
scope 1+2
Australia
128,907
266,981
395,888
39.4%
Belgium
17,681
10,986
28,667
2.8%
Germany
102,592
106,009
208,601
20.8%
New Zealand
1,822
2,264
4,086
0.4%
Switzerland
14,375
15,963
30,338
3.0%
United Kingdom
11,442
28,385
39,827
4.0%
United States
167,172
130,046
297,218
29.6%
Total
443,991
560,634
1,004,625
100%

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Appendices
Energy consumption and greenhouse gas (GHG) emissions data
TABLE 2
Restated FY2021 base-year direct (scope 1) and indirect (scope 2, location-based) GHG emissions by country
Scope 1 
(tCO2-e)
Scope 2 
(tCO2-e)
Scope 1+2 
(tCO2-e)
% of total 
scope 1+2 
Australia
11,462
57,722
69,184
57.0%
Belgium
1,219
604
1,823
1.5%
Germany
7,215
10,571
17,786
14.7%
New Zealand
127
87
214
0.2%
Switzerland
1,017
53
1,070
0.9%
United Kingdom
897
1,674
2,571
2.1%
United States
12,740
15,895
28,635
23.6%
Total
34,677
86,606
121,283
100%
TABLE 3
Restated FY2022 (previous-year) direct (scope 1) and indirect (scope 2, location-based) energy consumption by country
Scope 1 (GJ)
Scope 2 (GJ)
Scope 1+2 (GJ)
% of total 
scope 1+2
Australia
104,355
270,889
375,244
38.4%
Belgium
15,188
10,466
25,654
2.6%
Germany
97,197
97,494
194,691
20.0%
New Zealand
1,847
2,282
4,129
0.4%
Switzerland
14,291
17,104
31,395
3.2%
United Kingdom
11,012
28,730
39,742
4.1%
United States
168,183
137,638
305,821
31.3%
Total
412,073
564,603
976,676
100%

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Appendices
Energy consumption and GHG emissions data
TABLE 4
Restated FY2022 (previous-year) direct (scope 1) and indirect (scope 2, location-based) GHG emissions by country
Scope 1 
(tCO2-e)
Scope 2 
(tCO2-e)
Scope 1+2 
(tCO2-e)
% of total 
scope 1+2 
Australia
11,309
57,518
68,827
56.3%
Belgium
1,057
576
1,633
1.3%
Germany
6,933
10,992
17,925
14.7%
New Zealand
129
94
223
0.2%
Switzerland
1,071
57
1,128
0.9%
United Kingdom
896
1,543
2,439
2.0%
United States
14,401
15,576
29,977
24.6%
Total
35,796
86,356
122,152
100%
TABLE 5
FY2023 (current-year) direct (scope 1) and indirect (scope 2, location-based) energy consumption by country
Scope 1 (GJ)
Scope 2 (GJ)
Scope 1+2 (GJ)
% of total 
scope 1+2
Australia
93,887
263,086
356,973
34.9%
Belgium
14,779
10,218
24,997
2.4%
Germany
93,997
166,548
260,545
25.5%
New Zealand
1,602
2,256
3,858
0.4%
Switzerland
24,520
16,998
41,518
4.1%
United Kingdom
10,974
29,452
40,426
4.0%
United States
156,223
136,392
292,615
28.7%
Total
395,982
624,950
1,020,932
100%

SONIC HEALTHCARE  |  SUSTAINABILITY REPORT 2023
92
Appendices
Energy consumption and GHG emissions data
TABLE 6
FY2023 (current-year) direct (scope 1) and indirect (scope 2, location-based) GHG emissions by country
Scope 1 
(tCO2-e)
Scope 2 
(tCO2-e)
Scope 1+2 
(tCO2-e)
% of total 
scope 1+2 
Australia
10,630
48,398
59,028
54.1%
Belgium
1,025
460
1,485
1.4%
Germany
6,754
10,112
16,866
15.4%
New Zealand
116
77
193
0.2%
Switzerland
1,146
54
1,200
1.1%
United Kingdom
939
1,694
2,633
2.4%
United States
11,893
15,838
27,731
25.4%
Total
32,503
76,633
109,136
100%
See page 23 for FY2023 scope 2 market-based emissions figure
TABLE 7
Change in direct (scope 1) and indirect (scope 2 location-based) GHG 
emissions by country between FY2023 (current year), FY2022 (previous year) 
and FY2021 (base year) 
FY2023 scope 1+2
(tCO2-e)
FY2022 scope 1+2
(tCO2-e)
FY2021 scope 1+2
(tCO2-e)
% change scope 1+2
FY2023 to FY2022 
% change scope 1+2
FY2023 to FY2021 
Australia
59,028
68,827
69,184
-14.2%
-14.7%
Belgium
1,485
1,633
1,823
-9.1%
-18.5%
Germany
16,866
17,925
17,786
-5.9%
-5.2%
New Zealand
193
223
214
-13.5%
-9.8%
Switzerland
1,200
1,128
1,070
6.4%
12.1%
United Kingdom
2,633
2,439
2,571
8.0%
2.4%
United States
27,731
29,977
28,635
-7.5%
-3.2%
Total
109,136
122,152
121,283
-10.7%
-10.0%

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Appendices
Energy consumption and GHG emissions data
TABLE 8
Change in direct (scope 1) GHG emissions by country between FY2023 (current 
year), FY2022 (previous year) and FY2021 (base year)
FY2023 scope 1
(tCO2-e)
FY2022 scope 1
(tCO2-e)
FY2021 scope 1
(tCO2-e)
% change scope 1
FY2023 to FY2022 
% change scope 1
FY2023 to FY2021 
Australia
10,630
11,309
11,462
-6.0%
-7.3%
Belgium
1,025
1,057
1,219
-3.0%
-15.9%
Germany
6,754
6,933
7,215
-2.6%
-6.4%
New Zealand
116
129
127
-10.1%
-8.7%
Switzerland
1,146
1,071
1,017
7.0%
12.7%
United Kingdom
939
896
897
4.8%
4.7%
United States
11,893
14,401
12,740
-17.4%
-6.6%
Total
32,503
35,796
34,677
-9.2%
-6.3%
TABLE 9
Change in indirect (scope 2, location-based) GHG emissions by country between 
FY2023 (current year), FY2022 (previous year) and FY2021 (base year)
FY2023 scope 2
(tCO2-e)
FY2022 scope 2
(tCO2-e)
FY2021 scope 2
(tCO2-e)
% change scope 2
FY2023 to FY2022 
% change scope 2
FY2023 to FY2021 
Australia
48,398
57,518
57,722
-15.9%
-16.2%
Belgium
460
576
604
-20.1%
-23.8%
Germany
10,112
10,992
10,571
-8.0%
-4.3%
New Zealand
77
94
87
-18.1%
-11.5%
Switzerland
54
57
53
-5.3%
1.9%
United Kingdom
1,694
1,543
1,674
9.8%
1.2%
United States
15,838
15,576
15,895
1.7%
-0.4%
Total
76,633
86,356
86,606
-11.3%
-11.5%

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94
Appendices
Energy consumption and GHG emissions data
TABLE 10
Scope 3 GHG emissions estimation (GHG protocol categories 1-9) by category for 
FY2023 (current year), FY2022 (previous year) and FY2021 (base year)
FY2023 scope 3
(tCO2-e)
FY2022 scope 3
(tCO2-e)
FY2021 scope 3
(tCO2-e)
FY2023 percentage of 
total scope 3 emissions 
split by category
Scope 3 Category
1. Purchased goods and services
244,605
286,675
298,542
50.6%
2. Capital goods
73,782
56,273
61,014
15.3%
3. Fuel and energy-related activities
16,670
20,723
14,407
3.5%
4. Upstream and downstream transportation and distribution (includes category 9 estimate as unable to separate data)
73,904
74,719
70,466
15.3%
5. Waste generated in operations
22,657
23,252
29,327
4.7%
6. Business travel
5,359
2,807
1,706
1.1%
7. Employee commuting
24,292
23,152
23,178
5.0%
8. Upstream leased assets
21,988
25,000
26,900
4.5%
Total estimated scope 3 emissions
483,257
512,601
525,540
100%
See pages 25–26 for more information on Sonic’s scope 3 GHG emissions
TABLE 11
Global scope 1, 2 and 3 GHG emissions by scope and total 
FY2023
(tCO2-e)
FY2022
(tCO2-e)
FY2021
(tCO2-e)
FY2023 
percentage 
split by scope
Emissions
Total global scope 1
32,503
35,796
34,677
5.5%
Total global scope 2 (location-based) 
76,633
86,356
86,606
12.9%
Total global scope 3 (GHG protocol categories 1-9) 
483,257
512,601
525,540
81.6%
Total global scope 1, 2 & 3 emissions
592,393
634,753
646,823
100%

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Appendices
Task Force on Climate-related Financial Disclosures (TCFD) – Qualitative disclosure 
Governance
a)	 Describe the Board’s oversight 
of climate-related risks and 
opportunities.
The Sonic Board is responsible for overseeing the Group’s sustainability strategy and approving the annual Sustainability Report. The Risk Management Committee (RMC) 
comprises four members: three independent members of the Board and the Sonic CEO. It is responsible for the identification and assessment of material risks. The RMC is also 
charged with considering whether the Company’s risk management framework deals adequately with contemporary and emerging risks, such as climate-related risks. The 
RMC assists the Board in its oversight responsibilities concerning the management of material risks, including climate-related risks.
All Sonic Directors are entitled to attend RMC meetings, which occur at least twice each year. Discussion of the results of this TCFD-aligned qualitative climate-related risks and 
opportunities assessment has been added as an agenda item for the next RMC meeting scheduled for early 2024. Climate-related and other sustainability-associated risks are 
included as a scheduled agenda item for the RMC at least annually, or more frequently if new risks emerge or the materiality of identified risks changes.
b)	 Describe management’s role in 
assessing climate-related risks and 
opportunities.
The Sonic Sustainability Steering Committee (SSSC) was established in 2022. The SSSC is chaired by the Sonic CEO and its members include CEOs from all of Sonic’s major 
divisions, together with key senior global head office executives. The SSSC is charged with identifying material topics, agreeing on global sustainability targets and contributing 
to high-level assessment of emerging transitional and physical climate-related risk and opportunities.
The global Director of Sustainability sits on the SSSC and coordinates global discussion and agreement of climate-related issues, including target setting and identification of 
transitional and physical risks and opportunities. The Director of Sustainability also oversees reporting requirements and monitors the progress of the divisions toward achieving 
global targets.
The global Sustainability Manager answers to the Director of Sustainability and sits on the SSSC. The Sustainability Manager coordinates the efforts of the division-based 
sustainability leads and monitors emerging mandatory and voluntary reporting trends, working with external consultants to advance the maturity of Sonic’s sustainability 
practices, including TCFD-aligned climate-related risk and opportunity assessment.
Strategy
a)	 Describe the climate-related risks 
and opportunities the organisation 
has identified over the short, 
medium and long term.
During FY2023, Sonic conducted a qualitative analysis of climate-related risks and opportunities in line with TCFD recommendations (see table of identified risks and 
opportunities, below). 
In the short term (2025), under both low- and high-emissions scenarios, acute and chronic physical risks, such as increased frequency and severity of extreme weather events 
and sustained higher or lower average temperatures, were rated as posing a medium risk to Sonic’s operations and supply chain.
In the medium (2030) to long term (2050) these risks increase to a rating of medium to high in the low- emissions scenario and high to severe under the high-emissions scenario.
Transitional risks, such as increased regulation and consumer demand for lower environmental impact products, were also considered. In the short term, the residual risk is 
considered low-to-medium for Sonic, remaining low in the medium term under a high-emission scenario, but ranking as medium to high in the medium to long term under a 
low-emissions scenario.
In the short, medium and long term, opportunities related to new products and services arising from the impacts of transitional and physical risks on Sonic’s customers were 
assessed as having a residual opportunity rating of medium over both scenarios in the short-to-medium term, rising to a rating of high under a high-emissions scenario in the 
long term when health impacts are likely to be significant. The additional enhancement of ESG governance and disclosures provides little opportunity in the high-risk scenario; 
however, in a low-emissions scenario it becomes more important, ranking it as a medium opportunity in the short term, a high-ranked opportunity in the medium term and a 
significant opportunity in the long term. See the table, below, for a full list of identified climate-related risks and opportunities.

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Strategy
b)	 Describe the impact of climate-
related risks and opportunities on 
the organisation’s business strategy 
and financial planning.
The qualitative climate-related risks identified in this exercise will be incorporated into Sonic’s business planning processes guiding specific consideration of climate-related 
impacts in the short, medium and long term on:
	¡ physical asset locations, for example, data centres located on upper floors above ground level
	¡ cost and availability of traditional and renewable energy sources to power operations
	¡ expenditure on equipment, such as replacement of vehicles and old HVAC systems with lower emission, more energy-efficient models
	¡ product development to address any emerging health needs
	¡ engagement with suppliers to set expectations about alignment with Sonic’s climate-related targets
	¡ reassessment of disaster recovery plans.
The quantitative assessment of climate-related risks and opportunities to be conducted in FY2024 will provide important information on financial materiality, further influencing 
strategy and financial planning decisions.
c)	 Describe the resilience of the 
organisation’s strategy, taking into 
consideration different climate-
related scenarios, including a 2°C 
or lower scenario.
Under both a high- and low- (2°C or lower) emissions scenario, acute and chronic physical risks, such as increased frequency and severity of extreme weather events and 
sustained higher or lower average temperatures, have been identified as having the highest residual risk to Sonic’s operations, supply chain and staff wellbeing. A significant 
degree of resilience against these risks is provided by the broad geographic spread of Sonic businesses globally and within each region, the diversity of suppliers we use and 
the existence of local disaster recovery plans. It has been our experience that even a severe weather event that impacts facilities and staff in one or more of our locations has not 
materially impacted Sonic’s overall operations or enterprise value in the short term. We do, however, acknowledge the changing nature and frequency of these events and will 
continue to monitor the risks and adjust our strategy as appropriate.
The transitional risks of increased regulations and customer demand for low environmental impact products may see the need for Sonic to increase operational expenditure 
on waste disposal or engage with new suppliers who provide innovation in areas such as single-use items. We have commenced implementation of sustainability clauses in 
supplier contracts and in our supplier policy to ensure the suppliers we engage with are aligned with Sonic’s sustainability expectations and those of our customers. In addition, 
we have increased resources to support ESG data collection and disclosure, set emissions reduction targets and commenced the transition to lower emissions vehicles and 
renewably sourced power to reduce the risk of impacts, such as the introduction of carbon pricing by governments and enhanced ESG regulation in a low-emissions scenario.
Risk Management
a)	 Describe the organisation’s process 
for identifying, and assessing 
climate-related risks.
During FY2023, Sonic performed a qualitative assessment of climate-related risks across our global divisions. After conducting workshops with our international teams, eight 
climate-related risks were identified. Sonic’s existing risk matrix was used to assign residual risk ratings to these risks, resulting in the table below, which shows the risks rated 
across both high- and low-emissions scenarios and over three time frames: short- (2025), medium-(2030) and long-term (2050).
Building on this initial qualitative assessment, the financial impacts of the identified climate-related risks will be estimated in FY2024, providing a reference measurement of the 
monetary impacts each risk may pose. This foundational work will further enhance Sonic’s climate-related disclosures in preparation for expected mandatory reporting against 
the new International Sustainability Standards Board (ISSB) disclosure standards and other emerging mandatory disclosure requirements across the jurisdictions in which we 
operate.
b)	 Describe the organisation’s process 
for managing climate-related risks.
The highest-ranked climate-related risks over both emissions scenarios and in the short and medium term were related to the increased severity and/or frequency of extreme 
weather events and impact on physical assets, surrounding infrastructure, transport functions, supply chain operations and employee’s ability to attend the workplace.
While existing local disaster recovery plans are in place at most facilities, these will be reviewed in light of the identification and rating of the climate-related risks identified during 
this process.
It should be noted, however, that due to the broad geographic spread of Sonic’s businesses globally and within each region, the risk of significant impact in a single location is not 
considered to be material to Sonic’s overall operations in the short term.
Climate-related risks will be further explored in FY2024 with a quantitative assessment of identified risks that will aid in prioritisation of climate-related risks, guiding decisions 
associated with risk management.

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Risk Management
It should be noted that climate-related risks that may not be material to Sonic’s overall global operations may be material at some of our geographic locations, especially those 
where severe weather events have become more common. Climate-related risks may therefore be rated differently on local risk registers and, accordingly, more actively 
managed in these divisions.
c)	 Describe how processes for 
identifying, assessing and 
managing climate-related risks are 
integrated into the organisation’s 
overall risk management.
The outcomes of this qualitative climate-related risk assessment will be reviewed by the Board’s Risk Management Committee at its next meeting early in 2024. The outcome 
of the quantitative assessment planned for FY2024 will be included in the subsequent annual review and if any climate-related risks are considered material to Sonic’s global 
operations they will be added to the RMC risk register and referred for inclusion in strategy and management decisions. 
Sonic’s internal risk management policy documents the process of general identification, assessment, management and monitoring of risks. The 2024 review will update these 
documents to integrate processes that address climate-related risks. 
Metrics and Targets
a)	 Disclose the metrics and targets 
used by the organisation to assess 
and manage relevant climate-related 
risks and opportunities.
For Sonic, management of climate-related risks involves the reduction of emissions by sourcing renewable power and zero-emission fleets, together with the employment of 
increasingly environmentally friendly waste management practices.
As shown on page 18 of this report, our Sustainability Strategy includes targets for emissions reduction both absolute (43% in scope 1 and 2 emissions by 2030, net-zero across all 
scopes by 2050) and emissions intensity (reduce waste to landfill intensity by at least 10% by 2026). The base year for measurement is FY2021.
Sonic measures and discloses annual emissions across scope 1, 2 and 3 and calculates emissions intensity for scope 1+2 emissions. An intensity figure for waste to landfill will be 
added in subsequent reporting periods once data quality facilitates more accurate waste emissions estimates. The percentage of renewably sourced electricity and the proportion 
of hybrid and electric vehicles across our fleet are also monitored to assess progress toward reaching our published targets.
In FY2023 our first scope 3 emissions data was estimated. Using this information, further targets and metrics will be developed for scope 3 emissions management.
The remuneration of Sonic’s Managing Director/CEO and Finance Director/CFO includes a short-term incentive (STI) plan, of which 20% is based on qualitative strategic objectives, 
including progress with the company’s environmental, governance and sustainability objectives. This year it was agreed that 50% of the qualitative portion of the STI should relate to 
progress achieved against specific sustainability goals, including the completion of a qualitative climate-related risk assessment (see the Annual Report 2023, p. 34).
b)	 Disclose scope 1, scope 2 and, 
if appropriate, scope 3 GHG 
emissions and related risks.
In FY2022 Sonic disclosed global scope 1 and 2 emissions for base year FY2021 and its first reporting year, FY2022. This year we added the first estimate of scope 3 emission in 
Greenhouse Gas (GHG) Protocol categories 1–9 which fall within our established scope 3 boundary.
The tables on pages 89–94 of this report show our global scope 1, 2 and 3 emissions estimates for FY2021 (base-year), FY2022 and FY2023. Risks related to the organisation’s 
emissions and appropriate measures to reduce them include:
	¡ increased regulation and consumer demand for lower environmental impact products
	¡ governments introducing carbon pricing
	¡ changes in external and internal interest in climate change which could influence the actions and choices of our customers and employees.
c)	 Describe targets used by the 
organisation to manage climate-
related risks and opportunities and 
performance against targets.
As described above, Sonic has set a number of targets that are referenced locally, divisionally and globally, to guide the management of climate-related risks. Performance 
against these targets is detailed on pages 20–37 of this report and in the appendix tables 1–11, on pages 89–94.

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Identified climate-related risks and opportunities and residual risk rankings
Risk ranking
Inconsequential
Low
Medium
High
Severe
High emissions
Low emissions
Risk name
2025
2030
2050
2025
2030
2050
Increased severity and/or frequency of extreme weather events impacts Sonic’s operations and physical assets
M
H
S
M
H
H
Increased severity and/or frequency of extreme weather events disrupts Sonic’s supply chain operations
M
M
H
M
M
M
Increased regulations and consumer demand for lower environmental impact products
L
L
M
M
M
H
Higher/lower than average surface temperatures and Increased severity and/or frequency of extreme weather events impacts Sonic’s 
employees’ productivity and wellbeing
L
L
M
L
L
L
Governments introducing Carbon Pricing to drive emissions reduction
I
L
L
I
H
L
Changes in external and internal stakeholder interest in climate action
I
L
L
I
M
L
Geopolitical tensions arising from physical climate impacts
I
I
H
I
L
M
Enhanced ESG related regulations
L
L
L
L
L
L
Opportunity ranking
Inconsequential
Low
Medium
High
Significant
High emissions
Low emissions
Opportunities
2025
2030
2050
2025
2030
2050
New products/services arising from transition or physical risk impacts on customers
M
M
H
M
M
M
Enhancing ESG governance and disclosures
L
L
L
M
H
S
Strategic position of collection and operational centres
L
M
H
L
M
L
Low-energy and resilient assets
M
M
M
M
M
M
Partnerships with shareholders and the community
M
L
L
M
H
H
Reduction in scope 2 emissions
L
L
L
M
H
H
Adoption of circular economy principles
I
I
I
L
M
H
	¡
Residual risk takes into account Sonic’s current risk control measures
	¡
High-emissions scenario based on IPCC SSP 5-8.5 and IEA Stated Policies Scenario (STEPS)
	¡
Low-emissions scenario based on IPCC SSP 1-1.9 and IEA Net Zero Emissions 2050 (NZE)

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GRI general disclosures 
GRI 2: GENERAL DISCLOSURES 2021
GRI disclosure
Description
Reference
2-1 
Legal name of organisation, ownership, headquarters and countries of operation
Sonic Healthcare Limited (SHL)
Publicly listed company limited by shares under the Australian Corporations Act 2001. Sonic 
Healthcare Limited shares are listed on the Australian Securities Exchange (SHL.AX).
Level 22, Grosvenor Place,
225 George Street, Sydney
New South Wales, 2000, Australia
www.sonichealthcare.com 
	¡ Sonic has operations in seven countries – Australia, New Zealand, USA, Germany, UK, 
Switzerland and Belgium
	¡ Annual Report  2023 ( p. 11) 
2-2 
Entities included in sustainability reporting
	¡ Entities are the same as those listed in the Annual Report  2023 ( pp. 120–123)
2-3 
Reporting period, frequency of sustainability reporting and contact
	¡  Sustainability reports (previously titled Corporate Responsibility Reports) are issued annually 
and cover the same period as Sonic Healthcare’s financial reports, 1 July to 30 June. This 
report covers the period 1 July 2022 to 30 June 2023.
	¡ Contact sustainability@sonichealthcare.com 
2-4 
Restatements, reasons and effects
	¡ Sonic  Healthcare  scope 1 and 2 emissions data FY 2021 and FY2022 has been restated 
to reflect: 1) an estimate of refrigerant gas and dry ice usage 2) the application of a stricter 
definition of operational control and 3) the influence of material acquisitions (pp. 23–24)
2-5 
External assurance
	¡  About this report ( p. 2)
2-6 
Sectors in which SHL is active
	¡ About  Sonic Healthcare  (p. 6)
Activities, products, services, markets
	¡ Our services  (pp. 9–12)
	¡ Sustainable  procurement  (p. 37)
2-7 
Employees by gender and region
	¡ Our  workforce  (p.  40)
	¡ Sustainability metrics  (p.  83)
2-8 
Workers who are not employees
	¡  Our  workforce  (p.  41)
	¡ Sustainability metrics  (p.  84)

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GRI 2: GENERAL DISCLOSURES 2021
GRI disclosure
Description
Reference
2-9 
Governance structure, responsibility for overseeing impacts on economy, environment and 
people
	¡ Annual Report  2023 ( pp. 24–27 &  54–65)
	¡ Board Charter ( pp.  4–5)
	¡ Sustainability governance  (p.  16)
2-10
Nomination and selection process for the highest governance body
	¡ Annual Report  2023 ( p. 56) 
2-11 
Report if the chair of the highest governance body is also a senior executive
	¡ The SHL Chairman is a non-executive independent Director
2-12 
Role of the highest governance body and senior executives in setting sustainability purpose, 
value, mission, policies and goals
	¡ Annual Report  2023 ( pp. 54, 59)
	¡ Board Charter ( pp.  4–5)
	¡ Sustainability governance  (p.  16)
2-13 
Delegation of responsibility for managing ESG impacts 
	¡ Sustainability governance  (p.  16)
2-14 
Responsibility for approving reported ESG information, including material topics 
	¡ Sonic Healthcare’s material  sustainability topics and sustainability governance (pp. 15–16)
2-15 
Conflicts of interest
	¡ ﻿Board Charter ( p.  6)
	¡ Annual Report  2023 ( p. 57)
2-16 
Reporting of critical concerns to the highest governance body
	¡ Global Whistleblower Policy 
	¡ No critical concerns were reported during the reporting period
2-17 
Sustainability knowledge, skills and experience of the highest governance body
	¡ During the reporting period,  the  Risk Management Committee and other members of the 
Board participated in an update session on ESG risks, Board responsibilities and reporting 
trends. Sustainability governance (pp. 16–17) 
	¡ Composition of Board listing expertise Annual Report  2023 (p. 55)
2-18 
Evaluating the performance of the highest governance body in overseeing impacts on 
economy, environment and people
	¡ Board Charter ( p. 6)
	¡ Annual Report  2023 ( pp.  64–65)
2-19
Remuneration policies for members of the highest governance body and senior executives
	¡ Annual Report  2023 ( pp. 31–50;  p.  34 refers to ESG-related remuneration)
	¡ Sustainability governance structure  (p.  16)
2-20 
The process to determine remuneration 
	¡ Annual Report  2023 ( pp.  31–50)
	¡ The remuneration report is subject to vote by shareholders at the AGM. Results of the vote are 
available on the ASX and Sonic investor websites.
Appendices

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GRI 2: GENERAL DISCLOSURES 2021
GRI disclosure
Description
Reference
2-22 
Statement from the highest governance body or most senior executive about the relevance of 
sustainable development to the organisation
	¡ Annual Report  2023 Chairman’s Letter ( p. 3) and CEO’s Report ( p. 5)
	¡ CEO message  (p. 4)
2-23 
Policy commitments for responsible business conduct 
	¡ Code of Conduct
	¡ Supplier Policy
Policy commitments for respect of human rights 
	¡ Labour Standards and Human Rights Policy 
	¡ Modern Slavery Statement  2023
	¡ Sonic policy documents are available on the  Sonic Healthcare website
Communication of policies to workers, business partners and others
	¡  Referenced in the Sustainability Report
	¡  Discussed with employees by managers
	¡  The subject of staff training modules
	¡  Distributed to suppliers and referenced in contracts
2-24 
Embedding policy commitments through activities and business relationships
	¡ Supplier Policy
	¡ Modern Slavery Statement  2023 (pp.  12–13)
2-25 
Commitment to provide for, or cooperate in, the remediation of negative impacts 
	¡ Modern Slavery Statement 2023 (p.  21)
Approach to identify and address grievances
	¡ Global Whistleblower Policy 
	¡ Code of Conduct (pp.  8–9)
2-26 
Seeking advice and raising concerns about business conduct
	¡ Code of Conduct (pp.  8–9)
	¡ Global Whistleblower Policy 
2-27 
Significant instances of non-compliance with laws and regulations
	¡ One environmental sanction was incurred during the reporting period. It concerned the 
failure by one of our US laboratory sites to submit an annual report for hazardous waste in 
2021. A fine of $1,500 was imposed by the New York State Department of Environmental 
Conservation.
	¡ No other instances were reported for which fines or non-monetary sanctions were incurred in 
the reporting period
2-28 
Membership of associations
	¡ The numerous medical, industry and other association memberships are managed at entity 
level
Appendices

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GRI 2: GENERAL DISCLOSURES 2021
GRI disclosure
Description
Reference
2-29
Stakeholder engagement
	¡ Stakeholders  (p p.  13–14)
2-30 
Total employees covered by collective bargaining agreements
	¡  Working with employee representatives (p.  46)
	¡ Labour Standards and Human Rights Policy (p. 4)
GRI 3: MATERIAL TOPICS 2021
GRI disclosure
Description
Reference
3-1 
The process to determine material topics
	¡  Sonic Healthcare’s material  sustainability topics  (p.  15)
3-2 
List of material topics
	¡  Sonic Healthcare’s material  sustainability topics  (p.  15)
3-3 
Management of material topics
	¡ Our approach sections for each material topic, related policies are hyperlinked
	¡ Stakeholders  (pp.  13–14)
GRI topic disclosures
GRI 201 ECONOMIC PERFORMANCE 2016
GRI disclosure
Description
Reference
201-1 
Direct economic value generated
	¡ Annual Report  2023 ( pp. 7 & 67) 
201-2 
Financial implications, risks and opportunities due to climate change
	¡ Task Force on Climate-related Financial Disclosures (TCFD) – Qualitative (pp. 95–98)
201-3 
Defined benefit plan obligations and other retirement plan liabilities 
	¡ Annual Report  2023 ( p. 1 11)
	¡ Statutory employer contributions vary in each jurisdiction 
201-4 
The total monetary value of financial assistance received from any government
	¡ No significant financial assistance was received during the reporting period from any 
government in any of the jurisdictions in which Sonic Healthcare has operations
The extent to which any government is present in the shareholding structure
	¡ No government is a substantial shareholder in Sonic Healthcare. Holdings in Sonic Healthcare 
are held by several sovereign wealth funds; however, they are not substantial shareholders, 
with each comprising less than 5% of Sonic’s total shares
Appendices

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GRI 203 INDIRECT ECONOMIC IMPACTS 2016
GRI disclosure
Description
Reference
203-1 
The extent of development of significant infrastructure investments and services supported, 
impacts on local communities or economies
	¡  Access and affordability ( pp. 57–68)
203-2
Significant indirect economic impacts
	¡ The Sonic Healthcare Foundation (pp.  60–68)
GRI 205 ANTI-CORRUPTION 2016
GRI disclosure
Description
Reference
205-1 
Assessment for risks related to corruption
	¡  Ethics, integrity and compliance (p.  74)
	¡ Annual Report  2023 ( p. 58)
	¡ No significant risks related to corruption were identified in the reporting period
205-3 
Number of confirmed incidents of corruption
	¡  There were no  confirmed incidents of corruption during the reporting period
GRI 205 ANTI-CORRUPTION 2016
GRI disclosure
Description
Reference
206-1 
Anti-competitive behaviour and violations of anti-trust/monopoly legislation
	¡ There were no incidents concerning anti-competitive behaviour during the reporting period
GRI 207 TAX 2019
GRI disclosure
Description
Reference
207-1 
Tax strategy 
	¡ Taxation Governance ( pp.  3– 5) 
	¡ Annual Report  2023 ( pp.  96–97)
207-2 
Mechanisms to raise concerns about the organisation’s conduct and integrity in relation to tax
assurance process for tax disclosures
	¡ Global Whistleblower Policy
	¡ Code of Conduct
	¡ Annual Report  2023 ( pp.  145–149) 
207-3
Stakeholder engagement in relation to tax 
	¡ Sonic’s investor relations team responds to any queries from external stakeholders, including 
any tax policy-related inquiries
	¡ Taxation  Governance ( p. 4) describes the relationship with tax authorities 
Appendices

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GRI 301 MATERIALS 2016
GRI disclosure
Description
Reference
301-2
Recycled input materials used to manufacture primary goods and services
	¡  Waste reduction initiatives (pp.  33–36)
GRI 302 ENERGY 2016
GRI disclosure
Description
Reference
302-1 
Total fuel and energy consumption from non-renewable sources in joules
	¡  Sustainability metrics ( pp. 89–91)
GRI 303 WATER AND EFFLUENTS 2018
GRI disclosure
Description
Reference
303-1 
Description of how the organisation interacts with water
	¡  Water consumption (p.  37)
GRI 304 BIODIVERSITY 2016
GRI disclosure
Description
Reference
304-2 
Significant impacts of activities, products and services on biodiversity
	¡  Circular economy and waste (p.  33) 
GRI 305 EMISSIONS 2016
GRI disclosure
Description
Reference
305-1
Direct (scope 1) GHG emissions in t-CO2 equivalents
	¡  Sustainability metrics (pp.  89–94)
305-2 
Gross location-based energy indirect (scope 2) GHG emissions in t-CO2 equivalents
	¡  Sustainability metrics (pp.  89–94) 
305-3 
Gross other indirect (scope 3) GHG emissions in t-CO2 equivalents
	¡  Sustainability metrics (p. 94)
305-4 
GHG emissions intensity ratio for the organisation
	¡  Scope 1 and 2 greenhouse gas intensity (p.  24)
305-5 
GHG emissions reduced as a direct result of reduction initiatives
	¡  Scope 1 and 2 greenhouse gas emissions (p.  24) 
Appendices

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GRI 306 WASTE 2020
GRI disclosure
Description
Reference
306-1 
Report significant actual/potential waste-related impacts 
	¡  Circular economy and waste (p.  33)
306-2 
Actions, including circularity measures, taken to prevent waste generation 
	¡  Waste reduction initiatives (pp.  33–36 )
GRI 308 SUPPLIER ENVIRONMENTAL ASSESSMENT 2016
GRI disclosure
Description
Reference
308-2
New suppliers screened using environmental criteria
	¡ Sustainable procurement (p. 37)
GRI 401 EMPLOYMENT 2016
GRI disclosure
Description
Reference
401-1
Total number and rate of new employee hires by age, gender and region
	¡  Our workforce (p.  41)
401-3 
Parental leave by gender
	¡  Parental leave (pp. 46 and 86)
Appendices

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GRI 403 OCCUPATIONAL HEALTH AND SAFETY 2018
GRI disclosure
Description
Reference
403-1 
A statement as to whether an OH&S management system has been implemented and its scope
	¡  Workforce health, safety and wellbeing (p.  48)
	¡ SonicSAFE 
403-2 
Processes to identify work-related hazards and assess risks 
	¡  Workforce health, safety and wellbeing (p.  48)
	¡ SonicSAFE 
403-3 
OH&S services
	¡  Workforce health, safety and wellbeing (p.  48)
	¡ SonicSAFE 
403-4 
Worker participation and consultation in the development and implementation of the OH&S 
management system
	¡  Workforce health, safety and wellbeing (p.  48)
	¡ SonicSAFE 
403-5 
OH&S training provided to workers
	¡  Staff health, safety and wellbeing (p.  49)
	¡ SonicSAFE 
403-6 
Access for workers to non-occupational medical and healthcare services
	¡  Staff health, safety and wellbeing (p.  49)
	¡  Sustainability metrics (p.  82)
403-7 
Organisation’s approach to preventing or mitigating significant negative OH&S impacts
	¡ Workforce health, safety and wellbeing (p.  48)
403-8 
Workers covered by the organisation’s OH&S management system
	¡  Workforce health, safety and wellbeing (p.  48)
403-9 
Work-related injuries
	¡  Staff health, safety and wellbeing (p.  49)
	¡  Sustainability metrics (pp.  82–83) 
	¡ SonicSAFE
GRI 404 TRAINING AND EDUCATION 2016
GRI disclosure
Description
Reference
404-1
Average hours of training per year per employee
	¡ Our People (p. 39)
	¡ Sustainability metrics (p. 82)
404-2 
Type and scope of programs and assistance provided to upgrade employee skills
	¡  Employee development (pp.  43–44, 46–47)
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GRI 405 DIVERSITY AND EQUAL OPPORTUNITY 2016
GRI disclosure
Description
Reference
405-1 
Diversity of governance bodies and employees
	¡ Annual Report  2023 ( p. 60)
	¡  Employee diversity ( pp. 41–42)
	¡  Sustainability metrics (p.  82)
GRI 407 FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING 2016
GRI disclosure
Description
Reference
407-1 
Operations or suppliers in which workers’ right to freedom of association or collective bargaining 
may be at significant risk and measures taken by the organisation
	¡ ﻿Modern Slavery Statement  2023 (pp. 16–21)
	¡ Labour Standards and Human Rights Policy (p. 4)
	¡  Human rights (pp.  76–79)
GRI 408 CHILD LABOUR 2016
GRI disclosure
Description
Reference
408-1 
Operations or suppliers considered to have significant risk of child labour and measures taken 
by the organisation
	¡ ﻿Modern Slavery Statement  2023 (pp. 16–21)
	¡ Human rights (pp.  76–79)
GRI 409 FORCED AND COMPULSORY LABOUR 2016
GRI disclosure
Description
Reference
409-1 
Operations or suppliers considered to have significant risk of forced or compulsory labour and 
measures taken by the organisation
	¡ ﻿Modern Slavery Statement  2023 (pp. 16–21)
	¡ Human rights (pp.  76–79)
GRI 414: SUPPLIER SOCIAL ASSESSMENT 2016
GRI disclosure
Description
Reference
414-1 
New suppliers screened using social criteria
	¡  Human rights (p.  79)
	¡ Modern Slavery Statement  2023 ( pp. 16–17)
414-2 
Suppliers assessed for social impacts
	¡  Human rights (p.  79)
	¡ Modern Slavery Statement  2023 ( pp. 16–17,  22–23)
Appendices

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GRI 415: PUBLIC POLICY 2016
GRI disclosure
Description
Reference
415-1 
Monetary value of financial and in-kind political contributions
	¡  No financial or in-kind political donations  were made in FY2023
GRI 416: CUSTOMER HEALTH AND SAFETY 2016
GRI disclosure
Description
Reference
416-1 
Percentage of significant product and service categories for which health and safety impacts are 
assessed for improvement
	¡  Service quality and safety (p.  52) 
416-2 
Incidents of non-compliance with regulations and/or voluntary codes concerning the health 
and safety of products/services 
	¡  Service quality and safety (p.  52)
	¡ Sustainability metrics (p.  81) 
GRI 418: CUSTOMER PRIVACY 2016
GRI disclosure
Description
Reference
418-1 
Substantiated customer complaints concerning breaches of customer privacy
	¡  Seventy notifiable breaches concerning patient privacy or loss of customer data were 
reported by Sonic Healthcare in FY2023. The increase in notifications reflects more stringent 
notification regulations that came into effect in some jurisdictions.
Appendices

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GOOD HEALTH AND WELL-BEING
Aligned SDG
Key SDG Target
Our Impact: How we are contributing
More information
Ensure healthy 
lives and promote 
wellbeing for all at 
all ages
Target 3.1 Reduce global 
maternal mortality ratio to less 
than 70 per 100,000 live births
The Sonic Healthcare Foundation
Direct, ongoing support of maternity hospitals and centres in Tanzania, Democratic Republic of Congo and 
Ethiopia, together with a commitment to fund the building and operation of the Sonic Healthcare Foundation 
– Kworo Hospital in Uganda with the specific aims of:
	¡ reducing maternal, newborn and infant deaths (more than  5,700 newborns delivered at HEAL Africa 
Hospital in Goma, Barbara May Memorial Hospital, Mille, Ethiopia, Vision Maternity Hospital Bahir Dar, 
Ethiopia and Kivulini Maternity Centre, Arusha, Tanzania in FY2023)
	¡ treating obstetric fistulas and other birth-induced injuries ( 723 gynaecological surgeries in  FY2023)
	¡ treating and addressing the physical, mental and social trauma associated with rape
	¡ providing women with training, skills and materials that will allow them to reintegrate into society.
	¡ The Sonic Healthcare Foundation ( pp. 60–67)
	¡ Website: The Sonic Healthcare Foundation
Target 3.2 End preventable 
deaths of newborns and 
children under 5 years of age
Target 3.3 End the epidemics 
of AIDS, tuberculosis, 
malaria and neglected 
tropical diseases and 
combat hepatitis, water-
borne diseases and other 
communicable diseases
Testing and research
	¡ Participation in vaccine and communicable diseases research
	¡ Testing for AIDS, tuberculosis, malaria, hepatitis and other tropical and water-borne diseases
	¡ Provision of education in tropical and other diseases.
	¡ The Sonic Healthcare Foundation ( pp. 60–68) 
	¡ Website: The Sonic Healthcare Foundation
The Sonic Healthcare Foundation 
	¡ More than 15,200 malaria tests and  6,700 HIV tests performed at our sponsored laboratories in Africa in 
FY2023
	¡ More than 8,300 X-rays and 8,200 ultrasounds performed during the year at our sponsored radiology 
department at the HEAL Africa Hospital in Goma.
	¡  The Sonic Healthcare Foundation ( pp. 60–68)
	¡ Website: The Sonic Healthcare Foundation
Sonic Healthcare recognises the role we play in the global effort to address worldwide 
sustainability challenges, especially our role as an enabler of good health and wellbeing. 
In support of the UN Sustainable Development Goals (SDGs), we have identified nine 
priority goals that align with our role as a global, federated healthcare provider.

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GOOD HEALTH AND WELL-BEING
Aligned SDG
Key SDG Target
Our Impact: How we are contributing
More information
Target 3.4 Reduce 
premature mortality from 
non-communicable diseases 
through prevention and 
treatment, and promote 
mental health and wellbeing
Medical services
	¡  126 million patient consultations (FY 2023), comprising hundreds of millions of medical examinations and 
diagnostic tests globally
	¡ Testing for, and management of, chronic disease, such as  diabetes, chronic kidney disease and heart 
disease
	¡ GP provision of mental health plans for patients
	¡ Provision and encouragement of participation in screening programs for the early identification and 
treatment of disease, for example, bowel cancer, breast cancer, cervical cancer
	¡ Our services (pp.  9–12) ; Providing and 
enhancing access to our services (p. 58)
	¡ Breakthrough in predictive kidney failure 
diagnoses (p. 56)
Employee assistance programs
	¡ Confidential external counselling and coaching available to staff to assist with work-related or personal 
issues that impact their life or mental wellbeing
	¡ Support of staff wellbeing and mental health
	¡  Staff health safety and wellbeing ( p.  49)
The Sonic Healthcare Foundation
	¡ Ongoing direct support of five maternity hospitals in Tanzania, Democratic Republic of Congo and 
Ethiopia, with the specific aims of improving the health outcomes and longevity of children, women and 
men
	¡ Commitment to fund the building and ongoing operation of the Sonic Healthcare Foundation - Kworo 
Hospital in Uganda
	¡  The Sonic Healthcare Foundation  (pp. 60–67)
	¡ Website: The Sonic Healthcare Foundation
Clontarf Foundation
	¡  More than 2,000 free medical checks conducted through our involvement with the Clontarf Foundation, 
which aims to improve the health, education and employment outcomes of young Indigenous Australians
	¡ The Clontarf Foundation ( p.  68)
	¡ Website: The  Clontarf Foundation
Target 3.C Substantially 
increase health financing 
and the recruitment, 
development, training and 
retention of health workforce 
in developing countries
The Sonic Healthcare Foundation
	¡ Foundation established to facilitate ongoing access to fund healthcare training in development work in 
developing countries
	¡ Training of local staff in modern medical methods and techniques so they can provide self-sustaining 
pathology, radiology and other medical services in Africa
	¡ Commitment to fund the building and ongoing operation of the Sonic Healthcare Foundation - Kworo 
Hospital in Uganda
	¡ The Sonic Healthcare Foundation ( pp. 60–67); 
Establishing a new training laboratory in 
Kenya (p. 66) ; Sonic Healthcare Foundation 
– Kworo Hospital (p. 65); Radiology Across 
Borders (p. 67)
	¡ Website: The Sonic Healthcare Foundation

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QUALITY EDUCATION
Aligned SDG
Key SDG Target
Our Impact: How we are contributing
More information
Ensure inclusive and 
equitable quality 
education and promote 
lifelong learning 
opportunities for all
Target 4.1 Ensure all girls 
and boys complete free, 
equitable and quality 
primary and secondary 
education
The Sonic Healthcare Foundation
	¡ Provision of teacher and student learning materials in Africa
	¡ Provision of teachers’ wage subsidies to assist with the costs of running the HEAL Africa school
	¡  The Sonic Healthcare Foundation  (pp. 60–67)
	¡ Website: The Sonic Healthcare Foundation
Clontarf Foundation
	¡ Involvement with Clontarf to help improve school and work outcomes for Indigenous Australians
	¡ The Clontarf Foundation ( p.  68)
	¡ Website: The Clontarf Foundation
Target 4.4 Increase the 
number of youth and adults 
who have relevant skills for 
employment, decent jobs 
and entrepreneurship
Training programs
	¡ Provision of student and fellowship training for doctors, scientific students and others, including medical 
registrar, sonographer and phlebotomist training programs
	¡ Sonic Training Academy degree apprenticeship program in the UK
	¡ More than  231,601 training courses or modules undertaken by Sonic staff in FY20 23
	¡  Provision of graduate/postgraduate and vocational training by Sonic Healthcare staff
	¡ More than  3,300 staff  attended emotional intelligence and other courses facilitated by Sonic Connect in 
FY2023
	¡ 9,000 external people provided with formal medical training by Sonic
	¡  Employee training and development 
(pp. 46–47); Education, research and 
professional development (pp. 55–56); 
Supporting nurse graduates (p. 44); Sonic 
Training Academy (p. 47)
The Sonic Healthcare Foundation
	¡ Provision of training, conference funding and ongoing support for in-house pathologist and radiologist, as well 
as several scientists and radiographers, at the HEAL Africa Hospital in Goma
	¡ Sponsorship of a new training laboratory at the Jaramogi Oginga Odinga University of Science and Technology 
(JOOUST) in western Kenya to support technical training, reference laboratory and research activities
	¡ Facilitated HEAL Africa’s granting of teaching hospital status by COSECSA (College of Surgeons of East, Central 
and Southern Africa) through Sonic’s establishment of a highly functional laboratory in Goma
	¡  The Sonic Healthcare Foundation 
(pp. 60–67); Establishing a new training 
laboratory in Kenya (p. 66); Radiology Across 
Borders (p. 67)
	¡ Website: The Sonic Healthcare Foundation
Improving access to onsite training
	¡ Work placement for student sonographer in wheelchair provided by Hunter Imaging Group
	¡ World-champion para-athlete and trainee 
sonographer (p. 43)
Tertiary education
	¡ Development and delivery of medical curricula at several universities around the world by Sonic doctors and 
staff who hold academic teaching positions
	¡ Ongoing contributions to medical publications, craft groups and professional organisations
	¡ Education, research and professional 
development (pp. 55–56)

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QUALITY EDUCATION
Aligned SDG
Key SDG Target
Our Impact: How we are contributing
More information
Target 4.5 Ensure equal 
access to all levels of 
education and vocational 
training for the vulnerable, 
including persons with 
disabilities, indigenous 
peoples and children in 
vulnerable situations
Community involvement
	¡ Provision of employment opportunities for people with disabilities and for young people from marginalised 
backgrounds through the engagement of The Bridge, a not-for-profit social enterprise, as well as partnerships 
with other social enterprises
	¡ Contribution to the creation of a prosperous, vibrant, sustainable Indigenous Australian business sector 
through membership of Supply Nation and support of Indigenous suppliers where feasible 
	¡ Involvement with Clontarf to help improve the school and work outcomes for Indigenous Australians
	¡ Clontarf Foundation ( p.  68); Improving 
participation and employment opportunities 
for disadvantaged groups (p. 68); See also 
Improving access to onsite training under 
Target 4.4 above
	¡ Website: Supply Nation
	¡ Website: Clontarf Foundation
GENDER EQUALITY
Aligned SDG
Key SDG Target
Our Impact: How we are contributing
More information
Achieve gender 
equality and empower 
all women and girls
Target 5.1 End all forms of 
discrimination against all 
women and girls everywhere
Corporate governance
	¡ Robust governance framework that strives to deliver an environment free from discrimination and 
harassment
	¡  Employee diversity ( pp. 41–42)
	¡ Website: Code of Conduct
	¡ Website: Labour Standards and Human 
Rights Policy
	¡ Website: Diversity Policy
Target 5.2 Eliminate all forms 
of violence against women and 
girls in the public and private 
spheres, including trafficking 
and sexual and other types of 
exploitation
Corporate governance
	¡ Zero tolerance policy to any form of modern slavery, human trafficking or other types of exploitation
	¡ Public reporting under the Australian and UK Modern Slavery Acts
	¡ Human rights (pp. 76–79)
	¡ Website: Labour Standards and Human 
Rights Policy
	¡ Website: Supplier Policy
	¡ Website: Modern Slavery Statement 2023
Target 5.3 Eliminate all harmful 
practices, such as child, early 
and forced marriage and female 
genital mutilation
The Sonic Healthcare Foundation
	¡ Support for our partner hospitals in Africa who are providing education and support to women affected 
by genital mutilation
	¡  The Sonic Healthcare Foundation 
(pp. 60–65)
	¡ Website: The Sonic Healthcare Foundation
Target 5.5 Ensure women’s 
full and effective participation 
and equal opportunities for 
leadership at all levels of 
decision-making
Corporate governance
	¡ Strong representation of women at all levels of leadership within Sonic, including:
	–  44% of Sonic’s Board of Directors
	–  53% of senior leadership positions
	–  73% of science-based roles filled by women
	¡  Employee diversity ( pp. 41–42)
	¡ Annual Report  2023 (p. 60)

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DECENT WORK AND ECONOMIC GROWTH
Aligned SDG
Key SDG Target
Our Impact: How we are contributing
More information
Promote inclusive and 
sustainable economic 
growth, employment 
and decent work for all
Target 8.5 Achieve full and 
productive employment and 
decent work for all women 
and men, including for young 
people and persons with 
disabilities, and equal pay for 
work of equal value
Workforce diversity
	¡ More than  40,000 people employed globally in an inclusive, racially and culturally diverse workforce
	¡ Provision of employment opportunities for people with disabilities and for young people from 
marginalised backgrounds through the engagement of The Bridge, a not-for-profit social enterprise, as 
well as partnerships with other social enterprises, including The Endeavour Foundation and Bright Skies
Clontarf Foundation
	¡ Involvement with Clontarf to help improve the school and work outcomes for Indigenous Australians
	¡  Employee attraction, engagement and 
development (pp. 40–44); Improving 
participation and employment opportunities 
for disadvantaged groups (p. 68); Clontarf 
Foundation (p. 68)
	¡ Website: Clontarf Foundation
Target 8.7 Take immediate 
and effective measures to 
eradicate forced labour, end 
modern slavery and human 
trafficking, and secure the 
prohibition and elimination of 
the worst forms of child labour
Corporate governance
	¡ Zero tolerance to any form of modern slavery, human trafficking or other types of exploitation
	¡ Public reporting under the Australian and UK Modern Slavery Acts
	¡ Human rights ( pp.  76–79)
	¡ Website: Labour Standards and Human Rights 
Policy
	¡ Website: Supplier Policy
	¡ Website:  2023 Modern Slavery Statement 
Target 8.8 Protect labour 
rights and promote safe and 
secure working environments 
for all workers
Health and safety
	¡ Rigorous OH&S policies and procedures in all workplaces, governed by industry regulations and a cultural 
commitment to safe working environments
	¡ Continuous monitoring and reporting of any potential safety issues through the SonicSAFE Improvement 
Program
	¡ Lost time through workplace injury represented 0.07 % of total hours worked with an LTIFR of  3.6 in FY 2023, 
which is below the industry benchmark
	¡ Workforce health, safety and wellbeing 
(pp. 48–49); Employee retention (pp. 44–47); 
Working with employee representatives (p. 46)
	¡ Website: Labour Standards and Human Rights 
Policy
	¡ Website: Workplace Health & Safety Policy
	¡ Website: SonicSAFE

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INDUSTRY, INNOVATION AND INFRASTRUCTURE
Aligned SDG
Key SDG Target
Our Impact: How we are contributing
More information
Build resilient 
infrastructure, 
promote sustainable 
industrialisation and 
foster innovation
Target 9.1 Develop quality, 
reliable, sustainable and 
resilient infrastructure, 
including regional and 
transborder infrastructure, 
to support economic 
development and human 
wellbeing, with a focus on 
affordable and equitable 
access for all
Facilities and infrastructure
	¡ Ongoing investment in high-quality, technically advanced and sustainable laboratories and other 
infrastructure
	¡ Continued investment in regional infrastructure to maintain healthcare services close to local communities
	¡  Scope 2 emissions-reduction initiatives 
(pp. 30–31); Energy efficiency (p. 32); 
Providing and enhancing access to our 
services (p. 58)
The Sonic Healthcare Foundation
	¡ Ongoing upgrades to pathology laboratories and radiology infrastructure  in Africa, enabling quality 
medical diagnostic care to be delivered to vulnerable populations
	¡ Construction of a new 42-bed maternal health facility, The Sonic Healthcare Foundation – Kworo Hospital 
in Uganda
	¡  The Sonic Healthcare Foundation 
(pp. 60–67)
	¡ Website: The Sonic Healthcare Foundation
Target 9.4 Upgrade 
infrastructure and retrofit 
industries to make them 
sustainable, with increased 
resource-use efficiency and 
greater adoption of clean 
and environmentally sound 
technologies and industrial 
processes
Facilities and infrastructure
	¡ Annual facility upgrade program to retrofit energy-efficient lighting (LED), HVAC and passive energy 
systems
	¡ Procurement of renewable electricity and investment in  onsite energy generation, such as the installation 
of solar panels
	¡  LED lighting upgrades continue to improve 
energy efficiency (p. 32); Renewable 
electricity (p. 30); On-site renewable energy 
generation (p. 31)
The Sonic Healthcare Foundation
	¡ Regular upgrading of ageing equipment in our sponsored African pathology laboratories and radiology 
infrastructure, replacing them with more energy-efficient models
	¡  The Sonic Healthcare Foundation 
(pp. 60–67)
	¡ Website: The Sonic Healthcare Foundation
Target 9.5 Enhance scientific 
research, upgrade the 
technological capabilities 
of industrial sectors in all 
countries, in particular 
developing countries, 
including encouraging 
innovation and substantially 
increasing research and 
development spending
Research and development
	¡ Ongoing investment in new technologies , such as AI-assisted diagnostics
	¡ Development of in-house technologies
	¡ Collaboration with manufacturers to assist with their product development roadmap and the continuous 
improvement of their existing technologies, for example, the joint venture with Harrison.ai 
	¡ Regular involvement by Sonic’s doctors and scientific staff in thousands of research projects, papers and 
clinical trials for new drugs, reagents, equipment and medical procedures
	¡  Education research and professional 
development (p. 55); Investing in innovative 
technology and new tests – Digital 
pathology (p. 59); Microbiome Testing 
(p. 59)
The Sonic Healthcare Foundation
	¡ Regular skills transfers with doctors, scientists and radiographers in Africa, to improve their technical skills 
and capabilities
	¡  The Sonic Healthcare Foundation ( pp. 60–67), 
Establishing a new training laboratory in Kenya 
(p. 66); Radiology Across Borders (p. 67)
	¡ Website: The Sonic Healthcare Foundation

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REDUCED INEQUALITIES
Aligned SDG
Key SDG Target
Our Impact: How we are contributing
More information
Reduce inequality 
within and among 
countries
Target 10.2 Empower and 
promote the social, economic 
and political inclusion of all, 
irrespective of age, sex, disability, 
race, ethnicity, origin, religion or 
economic or other status
Corporate governance
	¡ Commitment to employee diversity
	¡ Zero tolerance to all forms of Modern Slavery
	¡ Douglass Hanly Moir Pathology official pathology  partner of World  Pride, a celebration of  LGBTQIA+ 
communities
	¡ Sponsorship of events to create awareness of the importance of community
	¡ Promoting Indigenous participation in health screening
	¡ Membership of Supply Nation to support Indigenous suppliers where possible
	¡  Employee diversity ( pp. 41–42) ; Human rights 
(pp. 76–79); Stakeholders (pp. 13–14); Improving 
participation and employment opportunities 
for disadvantaged groups (p. 68); The Clontarf 
Foundation (p. 68); Caring for community (p. 58)
	¡ Website: Diversity Policy
	¡ Website:  2023 Modern Slavery Statement
	¡ Website: Supply Nation
	¡ Website: The Clontarf Foundation
Target 10.3 Ensure equal 
opportunity and reduce 
inequalities, including by 
eliminating discriminatory 
laws, policies, and practices 
and promoting appropriate 
legislation, policies and action
Community involvement
	¡ Involvement with the Clontarf Foundation to help improve school and work outcomes for Indigenous 
Australians
	¡ Provision of employment opportunities for people with disabilities and for young people from marginalised 
backgrounds through the engagement of The Bridge, a not-for-profit social enterprise, as well as 
partnerships with other social enterprises
	¡ Clontarf Foundation ( p.  6 8); Improving 
participation and employment opportunities 
for disadvantaged groups (p. 68)
	¡ Website: The Clontarf Foundation
SUSTAINABLE CITIES AND COMMUNITIES
Aligned SDG
Key SDG Target
Our Impact: How we are contributing
More information
Make cities 
inclusive, safe, 
resilient and 
sustainable 
Target 11.6 Reduce 
the adverse per capita 
environmental impact of 
cities, including by paying 
special attention to air quality 
and waste management
Emissions targets
	¡ Commitment to reduce  scope 1 and 2 emissions by 43% by 2030
	¡ Commitment to reduce total emissions ( scope 1,2 & 3) to achieve a net-zero position by 2050
	¡ 80% of electricity to come from renewable sources by 2030
	¡ Conversion of global fleet to zero emission vehicles by 2040
	¡ Net-zero Strategy ( p. 22) ; Fleet transition 
(pp. 27–28)
Energy efficiency
	¡ Inclusion of environmental efficiency as the cornerstone of design briefs for new buildings and refurbished 
premises
	¡ Continued upgrading of energy-efficient building fixtures for lighting (LED) and heating, ventilation and 
air-conditioning (HVAC) facilities in existing premises
	¡ Continued investment in solar (renewable) energy
	¡ Energy efficiency ( p.  32) ;  LED lighting 
upgrades continue to improve energy 
efficiency (p. 32); Onsite renewable energy 
generation (p. 31)
Waste
	¡ Continuous improvements in waste-to-landfill diversion rate with the initiation of a waste  data and process 
review as part of FY2023 scope 3 inventory
	¡ Circular economy and waste (pp.  33–36) ; 
Scope 3 emissions (p. 26)

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RESPONSIBLE CONSUMPTION AND PRODUCTION
Aligned SDG
Key SDG Target
Our Impact: How we are contributing
More information
Ensure sustainable 
consumption and 
production
Target 12.2 Achieve the 
sustainable management 
and efficient use of natural 
resources
Sustainable procurement practices
	¡ Inclusion of water, fuel , energy consumption and ‘whole-of-life’ credentials in procurement processes and 
product/service selection
	¡ Facilities and infrastructure
	¡ Inclusion of environmental efficiencies in the design briefs for new buildings and refurbishments
	¡ Continued upgrading of energy-efficient building fixtures for lighting (LED), heating, ventilation and air- 
conditioning (HVAC) across existing premises
	¡ Utilisation of rainwater harvesting and wastewater filtration systems in selected facilities
	¡  Water consumption ( p.  37),  Sustainable 
procurement (p. 37); Scope 2 emissions-
reduction initiatives (pp. 30–31); Energy 
efficiency (p. 32)
	¡ Website: Supplier Policy
Target 12.4 Achieve the 
environmentally sound 
management of chemicals and 
all wastes, in accordance with 
agreed international frameworks, 
and significantly reduce their 
release to air, water and soil in 
order to minimise their adverse 
impacts on human health and 
the environment
Medical waste
	¡ Minimisation of environmental hazard risks and increased recycling, through staff training and use of 
licensed companies to provide specialised waste management services
	¡ Regular external reviews of waste management processes (an accreditation requirement)
	¡ Compliance with all local waste regulations
	¡ Circular economy and waste (pp.  33–36)
	¡ Website: Environmental Policy
Target 12.5 Reduce waste 
generation through prevention, 
reduction, recycling and re-use
Waste process review
	¡ Program to reduce non-medical waste and increase the waste-to-landfill diversion rate (33.3% of non-
medical waste is currently recycled) across all Australian facilities
	¡  Polystyrene packaging compacted onsite at some facilities and sent for recycling; polypropylene 
consumable tray recycling active at sites in Australia and overseas
	¡ Engagement with suppliers to reduce packaging
	¡ Reduction of radiological film and paper through digitisation programs (radiological film sheets reduced 
by a further 16% during FY2023)
	¡  Circular economy and waste (pp.  33–36), 
Waste management (p. 35); Circular 
recycling of plastics (p. 34); Sustainable 
procurement (p. 37); Waste reduction 
initiatives (p. 36)
	¡ Website: Environmental Policy
	¡ Website: Supplier Policy

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CLIMATE ACTION
Aligned SDG
Key SDG Target
Our Impact: How we are contributing
More information
Take urgent action 
to tackle climate 
change and its 
impacts
Target 13.1 Strengthen 
resilience and adaptive 
capacity to climate-related 
hazards and natural disasters 
in all countries
Disaster recovery plans to support communities
	¡ Ensuring that continuous operations are maintained within Sonic practices during times of natural 
disasters, for example, bushfires/wildfires, floods, cyclones/tornadoes
	¡ Deployment of agile procurement operations as part of Sonic’s pandemic preparedness plan , to ensure 
critical community health services can continue to be provided during natural disasters
	¡ Climate-related risk and opportunity analysis (qualitative) conducted in FY2023
	¡  Climate change ( p.  21) ; Sustainable 
procurement (p. 37); Task Force on Climate-
related Financial Disclosures (TCFD) – 
Qualitative (pp. 95–98)
Target 13.3 Improve 
education, awareness-raising 
and human and institutional 
capacity on climate change 
mitigation, adaptation, impact 
reduction and early warning
Education and policy
	¡ Ongoing education and training for staff on environmental practices and policies, including reducing 
water use, waste and resource consumption
	¡ Transitioning an increasing proportion of our fleet vehicles to more fuel-efficient electric and hybrid 
options, reducing CO2 emissions
	¡ Continued focus on increasing active and passive energy systems within our facilities to reduce energy, 
waste and water use
	¡ Refer our contributions under Targets 9.1, 9.4, 11.6 and 12.5
	¡ Climate change ( p.  21); Sustainability 
governance (pp. 16–17); Scope 1 emissions-
reduction initiatives (p. 27); Energy efficiency 
(p. 32)
	¡ Website: Environmental Policy