SUSTAINABILITY PROGRESS UPDATE 2021
ADDENDUM TO OUR SUSTAINABILITY REPORTPROTECTING AND SAVING LIVES.

WORLDWIDE REACH. HUMAN TOUCH.

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International SOS Sustainability Progress Update 2020

International SOS Sustainability Progress Update 2021

CONTENTSTHIS REPORT COVERS THE FISCAL YEAR 2019/20(JULY 2019 - JUNE 2020)
1Statement from Arnaud Vaissié
Co-founder, Chairman & Chief Executive Officer

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The world of International SOS
Our Mission
Our Vision
Our Values

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The forces shaping our future
Global public health crisis
Health at work
Infodemic vs trusted sources
A growing divide
Innovation via collaboration and speed to market

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Our commitment in the global COVID-19 pandemic

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Sustainability and us
Our philosophy

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Sustainability governance16

Our material topics

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Our goals and progress

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International SOS Foundation

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UNGC Principles Index

STATEMENT FROM OUR CEO, ARNAUD VAISSIÉ
2020 has been a difficult year for individuals, their families, organisations
and society at large. In our 35 years of providing services to customers,
we have never experienced such a globally challenging environment.
I am immensely grateful to, and proud of, all my colleagues for keeping
our company and services at the very core of tackling the pandemic. We
have proven once again to be a mission critical partner for our clients,
having assisted in well in excess of 45,000 COVID-related client cases.
Our relevance in business continuity is crystal clear. CEOs and boards
have become direct decision-makers on health issues and programmes
to protect the physical and mental health of their employees.
Undoubtedly, many industries are suffering greatly due to COVID-19
and it is possible that a significant global economic crisis is ahead ofus. For that reason, we have implemented changes to help us navigate
through these challenging times in the coming months and years. We
have, and continue, to focus on transitioning the business into a more
flexible and collaborative model and realigning our solutions with fastchanging client needs.
Despite the colossal demands on our teams, our global Sustainability
Committee has worked diligently and organised itself around four
key workstreams: Operations, Environment, People & Workplace
and Community. Our sustainability activities are mapped against theoutcomes of our risk materiality assessment and use the United Nations
Sustainable Development Goals (SDGs) as guidance.
We have again delivered key milestones against the goals we set out
for 2020 and are committed to continue the progress with a set of
new goals for 2021 and beyond. Some of those milestones I want toemphasise here in particular:
About our front cover image
This image was developed with real International SOS
people. It symbolises that we are at our clients,
employees and partners’ fingertips.
It also represents how we have touched the lives ofmany people.

In the past year, we developed a training course on Sustainability
Management & Reporting for the Occupational Health & Safety
Practitioner. The course covers how to prepare an organisation to
manage OHS & wellbeing sustainably and explains which metrics
and initiatives to prioritise for sustainability reporting. Following theoverwhelming success of the pilot with clients, we formally launched12internationalsos.com

the course and have already delivered three – now virtual sessions –during 2020 and scheduled three more in 2021.
Additionally, we collaborated with the Global Reporting Initiative (GRI)
in developing their Occupational Health and Safety (OHS) online course,
launched on 1 October 2020. This new course helps companies toeffectively incorporate Occupational Health and Safety impacts within
their sustainability report, including insights on the OHS implicationsof the COVID-19 pandemic. International SOS also participated in thepanels of two GRI sustainability webinars in June and July 2020.
We remain committed to the Global Reporting Initiative (GRI) standards
and to the ten principles of the UN Global Compact in the areas ofhuman rights, labour, environment and anti-corruption.
During 2020, we also underwent our very first audit with EcoVadis.1
In June we successfully submitted our answers for the EcoVadis
certification. In 2021 we will work on our action plan in alignment withthe areas for improvements highlighted by the audit.
We are also proud to have added another award for our sustainability
report at this year’s Muse Design Awards.
Despite the hardship of 2020, we cannot stand still in matters ofsustainability and I am confident that we will emerge stronger
throughout 2021 and beyond.
Yours sincerely,

Arnaud Vaissié
Co-founder, Chairman & Chief Executive Officer

EcoVadis is a worldwide business sustainability rating agency.

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International SOS Sustainability Progress Update 2021

International SOS Sustainability Progress Update 2021

THE WORLD OF
INTERNATIONAL SOSINTERNATIONAL SOS AT A GLANCE

About International SOS
The International SOS Group of Companies is in the business ofsaving lives, protecting your global workforce from health andsecurity threats.

Our Mission
To pioneer the international health& security risk services sector.

Our Vision

Wherever you are, we deliver customised health, security risk
management and wellbeing solutions to fuel your growth andproductivity. In the event of extreme weather, an epidemic or asecurity incident, we provide an immediate response, providing
peace of mind.

To be the world’s leading health& security risk services company.

Our innovative technology and medical and security expertise focus
on prevention, offering real-time, actionable insights and onthe-ground quality delivery. We help you meet compliancereporting needs and enhance your risk oversight and governance.
By partnering with us, organisations can fulfil their Duty ofCare responsibilities, while empowering business resilience,
continuity and sustainability.

Passion
We work with passion, entrepreneurial spirit and teamwork toserve our clients.

Founded in 1985, the International SOS Group is trusted by
12,000 organisations, including the majority of the Fortune Global
500 as well as mid-size enterprises, governments, educational
institutions and NGOs. 10,000 multicultural health, security andlogistics experts stand with you to provide support & assistancefrom over 1,000 locations in 85 countries, 24/7, 365 days. Our
headquarters are dually-located in London and Singapore.

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We care for clients across the globe, from more than 1
 ,000 locations in 85 countries.

Our Values

Expertise
We are committed to apply our professional expertise todeliver great quality services.
Respect
We treat all our stakeholders with respect and integrity inorder to earn their trust.
Care
We care about the interests of our stakeholders and aim to
make a real diference to their lives.

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International SOS Sustainability Progress Update 2021

International SOS Sustainability Progress Update 2021

THE FORCES SHAPING OUR FUTURE
2020 has brought a significant level of volatility in our operating environment, where the only certainty
is uncertainty, right now and for the foreseeable future. In those turbulent times, our focus has been
on rapidly, yet diligently, pivoting our services and solutions to better assist the evolving needs of ourclients and their employees. Close collaboration within our organisation, as well as with stakeholders andpartners, has been key to bringing innovation to market with increased speed.
While the sustainability agenda had seemingly faded to the background on the world stage and organisations concentrated on dealing with theurgency of the pandemic, we did not lose sight of our sustainability objectives and continued embedding sustainability principles in our ideas,
decisions and operations.
Actively monitoring and enhancing our understanding of the forces that have the potential to influence our future has provided an opportunity toreposition and develop ourselves in view of emerging stronger from the current world crisis.

1.

Global public health crisis

Setting sight on science, solutions and solidarity.
As we write this in November 2020, an unpreceded global publichealth crisis, triggered by COVID-19, is taking place. Almost 50 million
cases of COVID-19 have been reported to the WHO and more than 1.2
million people have lost their lives. Millions more have suffered due tothe disruption of essential health services and others will, no doubt,
experience this in the upcoming months. The future is uncertain. No
one knows the long-term effects of this virus on people’s physical,
mental and emotional wellbeing and the global economy.
At the same time, there has been some success in controllingtransmission with a comprehensive, evidence-based approach.
Restrictions to address infections and prevent health systems frombeing overwhelmed are, in the main, working. However more needs
to be done and everybody needs to do their part in slowing down the
pandemic and finding solutions.

At International SOS, right from the first reports of an unknown disease
resulting in pneumonia like symptoms, which was later identified as
COVID-19, we have been doing our part in monitoring and analysing
insights. As well as advising and assisting our clients in this very fastmoving and constantly changing situation. We have been working
tirelessly and very closely with our clients to protect their workforce andmeet their comprehensive health requirements.
We work with our clients to create safe workspaces in this new reality
induced by the pandemic. We continue providing a wide range of vitalsolutions, from assisting in the development of policies, standards
and procedures to managing work-related stress; injury and illness
reporting; health screening; testing; return-to-operation programmes,
evacuation and many more.
As a company, we have dealt with over 45,000 client requests related
to COVID-19, generated 300 open-source informational webinars andvideos, as well as 3,000 press articles on the subject. Since the startof the pandemic we have performed in excess of 450 air evacuations.
Additionally, 3,500 medical professionals were sourced and placed forour clients.

2. Health at work
COVID-19 is putting Duty of Care at the heart of employers’ responsibilities.
COVID-19 has clearly shown us that diseases at the scale of a pandemic cannot be addressed through the lenses of Occupational Health alone.
A holistic approach to public health is needed to tackle the arising challenges, from workplace organisation to case management, and fromtransmission prevention to mental health consequences. As working is becoming much more agile, with the workplace no longer being constrainedby an office, site or business travels and many people working from home, new health challenges have emerged related to sleep, exercise, nutrition,
ergonomics, and so on. It is no longer possible to meet employees’ Occupational Health needs at the workplace without taking into consideration
their environmental, personal, mental and emotional health.
Health management calls for a broader sense of responsibility, beyond the prevention and cure of diseases to the holistic management of a balanced
state of physical and mental harmony at personal and organisational level.
Health has become one of the strategic risks for organisations, as its management directly influences their performance. Health is becoming material
to organisations as it impacts their business and it is important to their stakeholders. In our experience to date, the higher the health agenda isconsidered within organisations, the wider the benefits are for employees and HR management. Example: health promotions and vaccination
campaigns can have a positive impact on absenteeism.
Given its complexity, strategic health management should address the requirements of health promotion, prevention and protection in considerationof the wider public health agenda and global challenges as represented by the SDG3 on Health.
At International SOS, we have expanded our TeleConsultation offerings globally. We also implemented more Mental Health activities for clients
including a COVID-19 hotline. Working closely with our clients to address their health at work needs is one of our core competences.

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International SOS Sustainability Progress Update 2021

International SOS Sustainability Progress Update 2021

3. Infodemic vs trusted sources

4. A growing divide

CEOs & Boards need information and facts they can trust.

There is a need for globally concerted leadership.

Since the onset of the crisis, many senior executives have increased their direct responsibilities as the pandemic has developed, taking
a more hands-on approach to mitigate the disruption caused by the pandemic. This burden has often fallen on their shoulders becauseof the urgency with which decisions need to be made. The C-suite is generally best placed to quickly respond to issues, set direction andupdate policies in an agile manner to cope with the evolving situation. One of the main areas where the C-suite has gained responsibilities
is the health and safety of employees. Recent research from IBM highlights that 80 per cent of surveyed C-suite executives reported thatthey were now directly supporting the physical and mental health of the employees they oversee.1 Data from International SOS also
shows a 10-fold increase in calls to our Assistance Centres from those at management level, and the number of C-suite-level contacts atclient side has doubled. It is clear that C-suite executives are now doing more to ensure that decisions account for the health and safetyof staff.
Consequently, the need for independent, factual, global and pragmatic advisory on the disease and its consequences on health has
emerged as a priority for organisations.
For example, many pre-existing health issues among employees have been revealed consequently to the crisis, from ergonomic issues,
untreated chronic diseases to stress and mental health challenges. This has emphasised the need to understand the crisis with a muchbroader perspective than the one of an infectious disease response only.
Organisations need health expertise provided to decision-makers, from independent, non-biased sources, through doctors who
understand their role is to share facts and information, and counsel on available options to act upon. We offer this expertise with a unique
combination of first-hand health information collected and monitored from our presence in 85 countries, compiled and analysed by a
dedicated team over 35 years.
We advocate that Chief Health Officers within large organisations are required to address health needs comprehensively. Our role is tosupport them to execute their organisation’s strategy and deploy action plans globally. We are also advocating that smaller organisations
identify internal specific resources, typically Human Resources, to partner with third-party health advisors on defining their healthpriorities and developing practical responses and communication tools.

Globalisation is challenged due in parts to political activities, but also
simply through the creation of new divisive polices and regulations.
The pandemic has set off a wave of nationalism in many countries.
Early on the pandemic, nations scrambled to bring their people“home” and get their hands on large supplies of PPE. Then countries
put in place travel restrictions and quarantines and paralysedmobility to protect against the spread of COVID-19.
And now, as scientists work on vaccines for COVID-19, nationalism
is on the ascent as every country tries to procure the maximum ofserum for their own citizens.
Instead of a coordinated global effort among governments to
prepare the world to produce and distribute a vaccine, the pandemic
has set off a wave of healthcare nationalism. Jim Robinson, a former
executive from the pharmaceutical giant Merck, shared in an episodeof the Politico podcast, that he is now working with a handful ofinternational organisations racing to fill in gaps in the global vaccine
supply chain — and in global leadership — to ensure the world getsfair access to the vaccine.
At International SOS, global is already in our name and hence wewere born to contribute to this crisis with all our expertise.
We are observing the situation closely and analyse all the new data,
which we share with our clients in Instant Expert Briefs amongst
many other activities.

5. Innovation via collaboration and speed tomarketCOVID-19 has transpired as a catalyst for innovation.

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Source - https://www.ibm.com/thought-leadership/institute-business-value/report/covid-19-future-business

It is often the impact of a global crisis that stimulates rapid
innovation and creativity. As the tragic events of September 11th
acted as a catalyst for change for air travel and safety for ever, thecurrent pandemic is changing numerous aspects in health, work andthe economy.
The need for collaboration is understood. Organisations and teams
from a range of backgrounds and disciplines pool knowledge, talentand resources. This is transpiring across governments, national
healthcare systems, academia and the private sector coming
together to find joint solutions.
We are experiencing the same at International SOS. For instance, ourAberdeen Occupational Health clinic, that provides services mainly
to the oil & gas industry, moved its services to a TeleConsultation
offer during the first wave of COVID-19 in the UK. This switch wasmade in a mere 14-day window. A task that would have ordinallytaken many months of planning and project delivery.
In another example, International SOS has partnered with theInternational Chamber of Commerce and SGS Group to launch
the ICC AOKpass, a mobile app providing trusted recognition ofan employee’s COVID-19 compliance status. The pass is privacy
preserving, digitally authenticated, secure copy of the individual’s
medical record, approved by a medical professional. ICC AOKpass
aims to be the sesame to open travel and airports again.

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International
SOS Sustainability
Progress
Update2021 2020
International
SOS Sustainability
Progress
UpdateInternational SOS Sustainability Progress Update 2021

SUPPORTING OUR PEOPLEOUR COMMITMENT IN THE GLOBAL COVID-19 PANDEMIC

Since the beginning of the pandemic we have actively supported our employees globally andensured that our people remain healthy, safe and productive as well as well-equipped to face thepandemic and challenges due to the lockdowns. Our support to our people focused on:•

COVID-19 information and prevention.

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Working from home advice and sharing best practices.

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Mental and physical wellbeing advice and support.

As part of our Business Continuity Plan (BCP), a Medical Advisory team was set up globally and is supported by the eminent Virologist Professor John
Oxford, from the University of London, who meets daily with our Medical Information & Analysis (MinA) team to assist with internal and external facing
information and briefings. A specific COVID-19 resources hub was created to make such information available to both clients and International SOS’
employees. 1
Separately, another team of Pandemic Managers from our global offices HR team was formed under the guidance of Dr Hendrik Scholtz, who oversees
the pandemic management at a global level. A Pandemic Preparedness Intranet SharePoint was set up to act as a central repository, reporting andcommunication platform for the Pandemic Managers community. Resources on the SharePoint includes, but not limited to, crisis management
procedures, templates and tools, country COMS Alert level dashboard, employee health monitoring tracker, country government regulations
dashboard, country’s Return To Operations tracker, staff travel advisory and tracker, flu vaccination initiative tracker, etc.
The Pandemic Managers community meet on a weekly basis to share updates on the “real” situation on the ground as well as best practices andinitiatives embarked on by the respective country offices. These Pandemic Managers are part of the respective local Crisis Management team, andthese weekly meetings provided the community with insightful information from around the globe and guidance to manage the pandemic in asmooth, coordinated and effective manner.
“Working from home” newsletter
Sent on a weekly basis to all our employees globally, our internal “working from home” newsletter included themed expert panel discussions as well asadvisory infographics providing tips and best practices on the different aspects of personal set up and work life balance challenges including:

OUR GOVERNANCE AND
AGILE RESPONSE
DURING THE COVID-19
PANDEMIC
International SOS initially set up a global
crisis management team, and established crisis
management teams in China and pan-Asia in
January 2020. We then progressively developed
our regional crisis management structure aroundthe world. Each regional and local team implemented a tailored Pandemic Response Plan
which builds on insights and procedures developed from previous endemic and pandemic
profile events such as SARS, Mers, Ebola, Zika,
and Avian Flu. A global Pandemic Manager structure was put into place immediately and representatives from each location developed local
planning and readiness responses based on thelessons of early experiences as the pandemic
spread across Asia.
As early as January 2020 in China and North
Asia, this was quickly escalated to a wider
Asia structure and rolled out globally to all ouroperating units, clinics and remote sites. As
88seen in Nigeria, where one of our doctors diagnosed the first case of COVID-19 in the
country, our clinics were at the forefront of
COVID-19 identification. We also made sure torefine our plans as more and more countries
were exposed to COVID-19 and we gatheredbetter insight into the impacts and risks ofthe pandemic. Our original Pandemic planning was based on a single wave plan with
options to develop second wave impacts.
We invested in improving our insight and analytical capabilities over the past months andspecifically developed a predictive tool following a 5-day rolling average, recurrence warningmarkers structure and COVID-19 Impact Scales
taking into account risk of travel, relative to thelogistics, security and medical risks. We also produced a global dynamic mapping and a travel
restriction report to assist our clients, as well as
our internal staff with travel planning and coordination.
We have followed local legislation as a guide andhave taken a robust approach to health and safety - exceeding all guidelines by the spirit and theletter, as expected from a healthcare company,
which takes its Duty of Care responsibilities extremely seriously.

At each location the Business Continuity Plan –Pandemic Manager, working closely with ourglobal network, is responsible for the implementation of local response based on local legislation, employee needs and country specificities
in cooperation with local General Management
and the Medical and Human Resource leadershipteams.

•

Ways to stay productive while working
from home.

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Driving innovation remotely & thriving intimes of change.

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Ergonomics for working remotely.

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Cybersecurity while working remotely.

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Leading effective virtual meetings(including Zoom tips).

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Working remotely and manage virtual
teams.

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Parenting while working from home.

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Time management while working from
home.

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Fostering inclusion.

Our remote Medical Services, clinics andstorage facilities have been supported within thisframework and in developing local plans relative
to service delivery expectations.

Distance learning.

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Social connections.

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Setting boundaries – balance work &personal life while working from home.

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Coping with stress.

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Building mental health resilience &mindfulness.

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Healthy eating habits and staying active
while working from home.

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Sleep management during stressful
periods.

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Building confidence through strengths
during this time of uncertainty.

Internal webinars
From March to June 2020, 17 COVID-19 internal webinars took place for our global workforce.
The webinars led by our Medical Director Hendrik Scholtz, provided latest situation updates
regarding the pandemic evolution, medical knowledge on the virus and recommendations
for prevention of the virus spread. The webinars were attended by over 1,500 employees
worldwide. Additional series of 30-minutes webinars with our own medical experts werescheduled every Thursday as well as virtual trainings on wellness topics led by our HR teams.

In some cases, where required andappropriate to the worksite and local legislation,
we have supported staff in undertaking testing.
However, in most locations we have not seen
the need for this and have deployed a layered
approach of pre-work health assessment andself-serve questionnaires, temperature checks onentry to the offices and hygiene screening.

Reinforcing employee engagement
In order to maintain our employees’ engagement and mitigate the feeling of isolation, we
set up several innovative measures such as a Virtual Coffee House, where employees could
network virtually, and weekly podcasts that provided key company updates and engagement
activities such as quizzes & competitions. Our Executive Committee members also took an
active part in employees’ engagement efforts by sharing their working from home experiences
through videos.

As part of our governance process, we also
developed and implemented specific policies
for working from home and return to office
operations.
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SUPPORTING OUR CLIENTS DURING THE PANDEMIC
International SOS sent the first alert on the virus to its clients in December 2019. Based on the different
challenges induced by the global pandemic, we adapted our business model and demonstrated
our flexibility and agility to deliver best-in-class advice and assistance to help our clients respondeffectively to the pandemic.

Communicating & sharing insightInternational SOS has established a portal for staff and members toaccess a specialist forum of health and security information, templates
and up-to-date COVID-19, travel, government guidelines and general
health information. This allows our staff to ensure that the information
on COVID-19 is accurate, assessed relative to verified accuracy andaligns with the approved local guidelines in their location. We also
implemented a weekly cadence of situation update videos where
our global health and security experts shared the latest status on theevolution of the pandemic and the corresponding advice. 1
In addition to the insight and information available on our member portal
and website, we also provided tailor-made weekly regional updates andreports for clients globally, especially for governmental institutions.

Strengthening our TeleHealth and Emotional Support
capabilities
Faced with worldwide restrictions on both domestic and international
movement of people, paired with an increased need for the medical
assessment of patients – either with a potential COVID-19 infection,or who have other medical concerns – we recognise a unique needfor the provision of healthcare using communication technology
between a patient and doctor in separate locations. This also applies
to a patient and doctor located in the same city, but who are under
governmental enforcement of measures such as physical distancing.
In order to respond to those needs while complying with COVID-19
norms and ensure our clinical expertise remains available throughout
the COVID-19 crisis, we expanded our TeleConsultation capabilities,
accelerating the rollout of additional locations where we offer
TeleHealth services.

1
2

During times of uncertainty and challenging events, employee
mental health can be severely affected due to high levels of stressand anxiety. There are clear psychological impacts that employees
can suffer from, such as work-family conflicts, worries over future
employment, strains on personal relationships, and concerns over
loved ones who are directly affected by the disease. In order to help
clients tackle emotional challenges due to lockdowns, we launcheda self-assessment tool to educate and raise understanding of
mental health. The tool provides information on the indicators andinfluences on mental health through ten multiple choice questions.2
In collaboration with Workplace Options (WPO), International SOS
also
developedaCritical
Incident
SupportHotlinewhich can be used as a short-term counselling line for a
global workforce. The hotline is answered by a qualified
counsellor, with the support of our 24/7 Assistance Centres.

Advising our clients across the globe
During the global COVID-19 pandemic, providing evidence-basedand effective advice to our clients has been a key focus. Our global
health advisors supported clients with identifying gaps and areas of
improvement as well as actionable insights to better respond andmanage the challenges arising from the global crisis.

COVID-19 latest updates ( https://www.internationalsos.com/client-magazines/novel-coronavirus )Mental Health self-assessment tool (https://spottherisk.com/#/quiz)

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International SOS Sustainability Progress Update 2021

International SOS Sustainability Progress Update 2021

REFLECTING ON COVID-19
COVID-19 has created three globally unified crises: publichealth, economic and geopolitical. Woven through eachof these three is also a major concern about the sharingof accurate, timely and trusted information. Accurate
information ultimately being a key variable in the preventionof infections, and potentially death.
Just as the September 11th attacks redefined employer Dutyof Care responsibilities from a security point of view, so will
COVID-19 for the health agenda: following the September
11th attacks, the way that employers saw their Duty ofCare agenda completely changed. The responsibility of an
employer needed to go beyond just ensuring that people
were not injured in the workplace. And it has been foreverchanged.
What we have witnessed during the pandemic
is a complete change in approach: before
the pandemic – as long as the employer was obeying health& safety regulation – no one was expecting them to prevent
an employee from contracting seasonal flu in the workplace.
Today, when we are talking about ‘return to work’ it’s nolonger an expectation, it is a requirement that an employer
puts in place measures to ensure their people will not get
infected with COVID-19.
Preventative measures have become highly politicised:perhaps most surprising of all to the health community has
been the politicisation of preventative health measures.
For example, the subject of mask-wearing has become
a hotly debated topic in many countries. If it is a subject
being questioned on the political battleground, it leads
organisations to indirectly be seen as supporting one partyor another. This is the case even if the intent is solely toprotect and save lives.

Case study – COVID-19 workplace health risk assessment & consulting
for a global client in the manufacturing industry
Our client, a leader in the manufacturing industry, had to close some of its most important manufacturing sites in Europe for tendays as a result of 70+ employees testing positive for COVID-19. Cases were also comfirmed at two other important sites in theAmericas and the client’s management team wanted to limit the risks and impact of another outbreak.
Problem: COVID-19 response was the responsibility of the client‘s security manager who did not have a medically-informed
approach to mitigate the risk of spreading COVID-19 in each location, and relied on the local site managers to follow local
regulations and guidelines.
Solution: International SOS team from Europe and Americas conducted a comprehensive workplace health risk assessment,
where health risks are identified, assessed, and managed, by evaluating the COVID-19 measures implemented in 19 priority sites
and identifying possible areas of improvement, based on best practices relevant for each location and workplace. This included
a desktop review of site plans and procedures, and virtual site assessments via videoconference according to International SOS’
assessment protocol in five different countries. Where possible, we also deployed consultants physically on-site to conduct theassessments.

Dr Pascal Rey-Herme
Co-founder & Group Medical Director,
International SOS

12Outcome: The client can better manage operational standards at both site and global levels, contributing to effective business
continuity that supports the overarching company objectives. Our client has applied a consistent model that is medicallyreviewed, and locally relevant to improve COVID-19 risk mitigation at all of its sites around the world in compliance with company
directives and international standards and best practices.

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International SOS Sustainability Progress Update 2021

Sustainability governanceOur strategy is to integrate sustainability, step by step, into all parts of ourbusiness and is based on International SOS’ mission, vision and values. Our
Sustainability Advisory Board oversees the development and implementation of
our Sustainability Strategy in coordination with all our policies and commitments.
Our philosophy for corporate citizenship focuses on healthcare and education
to look after the wellbeing of our employees and the communities where we
operate. It also extends to ethical conduct in our dealings with suppliers, clientsand other stakeholders.
Our
Sustainability
Committee
meetsregularlytoadviseon and set our priorities, which are then articulated in our sustainability plan.
The work of the Committee includes a broad range of activities affecting ourworkplace, markets, communities, human rights and environmental initiatives.
The Committee reports to our Advisory Board, who updates our Group Executive
Committee.

Policies
As part of our on-going management approach, we develop relevant policies,
guidance and practice tools that help us bring our values and commitments tolife.

SUSTAINABILITY AND US
Our Philosophy
WORLDWIDE REACH. HUMAN TOUCH.
Driven by our core principles, we deliver invaluable local knowledge
and expertise on a global scale through tailor-made services to best
meet our clients’ needs.
Our purpose is to look after our clients and workers, to protect people
and save lives. We achieve this through our highly trained network ofstaff, including medical professionals, security and logistics specialists,and key partnerships in 85 countries around the world. We pioneera range of preventive programmes strengthened by our in-country
expertise, delivering emergency assistance during critical illness,
accident or unrest. Our work is ultimately driven by our passion to help
clients mitigate risks to their people working remotely or overseas. We
also support and contribute to the International SOS Foundation, an
independent, not-for-profit organisation that drives research, surveys
and the development of best practice guidelines in health, safety andwellbeing for a global workforce.

and inclusive multilateralism by signing onto a powerful statementfrom Business Leaders for Renewed Global Cooperation. The Statement
aims to reaffirm business support to international cooperation acrossborders, sectors and generations to adapt to change circumstances. 1
We are proud to support the Global Reporting Initiative (GRI) andour reporting is guided by their standards – widely recognised asinternational best practice for sustainability reporting. International
SOS is a strong supporter of advancing the central role for health andwellbeing as part of the corporate responsibility and sustainability
agenda. We recently broadened our engagement and commitment
with GRI as we collaborated in developing their Occupational Healthand Safety GRI 403 standard as well as their newly launched online
course (1 October 2020). Additionally, since the 1 January 2020, ourexpert Francesca Viliani, Co-head of Sustainability, is also a member of
the GRI stakeholder council.

International SOS has been a signatory of the UNGC since 2013 and wecontinue to firmly support the Ten Principles with respect to humanrights, labour, environment and anti-corruption. Our own policies,
operations and culture are closely aligned with the UNGC Principles. As
part of our active support to the UNGC initiatives, we recently became
signatory of the letter to the Australian government encouraging
United Nations Sustainable Development Goals (SDGs) consideration
for Australia’s recovery from the COVID-19 pandemic. Along withmore than 1,000 Chief Executive Officers from companies in over 100
countries, International SOS demonstrated its support to the UNGCDr Myles NeriGroup Medical Director, Medical Services
SydneyGreg TannerGroup General Counsel
Singapore

Laurent Fourier
Chief Executive Officer, Assistance Services
GenevaJennifer Gibb
Group Director, HR
Singapore

Our Sustainability Committee Members
Kai Boschmann
Chief Marketing & Communication Officer,
Co-chair of the Sustainability Committee
LondonFrancesca Viliani
Director Public Health Europe Consulting, Co-chair of
the Sustainability Committee
Copenhagen

Everything we do is ultimately driven by our values. We believe ourunrivalled expertise, professionalism and commitment to excellenceenable us to contribute to sustainable development, while assisting
our clients in upholding their promises to their employees. Oursustainability commitments set out our ambition and demonstrate how
we are holding ourselves accountable for our impact and performance.
Our sustainability priorities are set by our Sustainability Committee and
Board focusing on the 17 material topics we determined in 2019, andare aligned with international initiatives and frameworks, including the
Sustainable Development Goals (SDGs) and the United Nations Global
Compact (UNGC).

Our Sustainability Advisory Board

Amélie Chatelet Vilar
Group Marketing Manager, General Secretary of the
Sustainability Committee
Barcelona
Hien Thanh Dang
Culture & Engagement Manager
Singapore

We believe our unrivalled
expertise, professionalism
and commitment toexcellence enable us tocontribute to sustainable
development, while assisting
our clients in upholding theirpromises to their employees.

Thierry Dardare
Group Finance Director, Financial Management
Singapore
Rebecca Malzacher
Marketing Director Australasia
Melbourne
Dr Philippe Guibert
Medical Director, Europe Consulting
Paris
Karel Van De Pijpekamp
President & Chief Executive Officer,
Aviation & Maritime Services
Jersey City
Samuel Chauffaille
GM, MedAire Asia PacificSingapore

Michael Whitlow
Director, HR Europe
LondonSam George
Business Development Manager
LondonMark Crawford
Group Deputy Director Quality& Compliance
SydneyLizette Klingenberg
Marketing Manager
Johannesburg

Sune Svenningsen
CEO MedSupply International
Singapore

Ronnie Purcell
Director of Business Relations &Development Nordic Region
Stockholm

Michael Hancock
Group Deputy Director Operations
London

Lim Thau Khuan
Group Compliance Manager
Singapore

James Wood
Head of Security Solutions
LondonFranck Baron
Group GM, Risk Management Insurance Singapore

Zelda Bezuidenhout
Assistance GM Corporate GAN
Johannesburg
Sally Wang
VP Global Partnerships & Alliances
Philadelphia
Yoko TorimitsuGroup Marketing Manager
LondonKelvin Wu
Risk & Insurance Senior Manager
Singapore
Natalie Piccari
Director of Real Estate, HR
Philadelphia
Sajjad Ahmed
Chief Information Officer, Asia PacificSingapore

Jan Bronkhorst
Group General Manager, Aspire Lifestyles
Singapore

1
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WORLDWIDE REACH. HUMAN TOUCH.

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International SOS Sustainability Progress Update 2021

International SOS Sustainability Progress Update 2021

OUR MATERIAL TOPICS

Our materiality matrix

3. Validation of results
The outcomes were reviewed
and approved by our Sustainability
Committee and Board tounderstand how they align with
our organisation’s strategy.

Access to askilled workforce

Epidemics andpublic health

HIGHEST

Business
continuity
Data privacy &protection andcyber security

Engagementwith regulatorsand stakeholders
Extreme weather
conditions

Modern leadershipand engaging work
Mobility and evolving
traveller behaviour
Community impact
and engagement

HIGHER

2. Prioritisation
To prioritise the identified issues, we
assessed their relative importancein relation to the business andour key stakeholders. Each issue
was given two scores: impact on
the business and external impact.
The impact on our business wasdetermined by the views of ourGroup Executive Committee, top
management and employees. The
external impact was assessed withreference to the expectations andconcerns of our clients, and refinedby the view of our management
and influencers in our field. We
refined the list down to 17 topics
shown in our materiality matrix –with our 12 material issues in theupper right quadrant.

EXTERNAL IMPACT

1. Identification
In this first materiality assessment, wedeveloped a list of relevant sustainability
issues through a review of internal
documentation, including risk registers,
policies and statements, our industry
peers and key influencers in our field,
such as multilateral organisations, tradeand industry associations and nongovernmental organisations.
This process identified a long listof 22 issues.

CRITICAL

International SOS has carried out a materiality assessment to prioritise the economic, environmental and social topics that have a material
impact on our business and that matter most to our key stakeholders. The process involved identification of relevant issues, prioritisation by
our key stakeholders and validation by senior management.

NCDs andmentalhealthRelationship withassistance partners
and suppliers

Patient care, client
satisfaction andquality of assistanceBusiness integrity,transparency
and ethics
Employeehealth, safety
and wellbeing
Security andsafetyDigitalisation ofhealthcare
and assistance

HIGH

Environmental
impacts of ouroperations

HIGH

HIGHERHIGHEST

CRITICALINTERNAL IMPACT

Medical & Security
Services

16

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WORLDWIDE REACH. HUMAN TOUCH.

PeopleGovernance

Environment

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International SOS Sustainability Progress Update 2021

International SOS Sustainability Progress Update 2021
New

In Progress

Ongoing

Completed

OUR GOALS AND PROGRESSGoal

We have laid out our plans for the future based on the three reporting themes.
These were described in our previous report and are updated below to reflect progress over the lasttwelve months.
PROTECTION: PROTECTING & SAVING LIVES
Goal

Progress

In the FY20/21 we aim tocontinue driving utilisation of
our TeleConsultation services
in the locations already set
up and further expand ourTeleConsultation capabilities toinclude more locations.

Activities•

Promote the use of TeleConsultation during thecurrent COVID-19 pandemic.

•

Empowers our subscribers.

•

Widen the scope of cases we can offer
TeleConsultation for.

In FY1920, we maintained the overall satisfaction at
89% (this includes members responding 7 or above).
Additionally, we increased our global percentage of
Promoters (Net Promoter Score rated) by one percentage
point which is now at 70%.

By FY20/21, we will support
the introduction of a new ISO
certification standard on travel
risk management.

We have been actively working with the International
Organization for Standardization (ISO), British Standards
Institution (BSI) and the standard will be available in2021.

We aim to attain our
MedSupply Corporate Quality
Management System (CQMS)
by FY20/21 – a set of standard
quality management systemprocedures based on theWorld Health Organization’s(WHO) Model Quality
Assurance Systems (MQAS)
for procurement agencies,
and other applicable WHO
guidelines.

MedSupply Corporate Quality has developed over 30
Policies and Procedures based on applicable World
Health Organization’s (WHO) guidelines and ISO
standards to ensure that the Quality, Safety, Efficacy and
Performance of the products we procure, and supply
meets acceptable standards. MedSupply met over 85%
of the goal and will complete the full implementation of
MedSupply Corporate QMS by FY20/21. MedSupply also
made good progress to move towards an objective of
ONE QMS across MedSupply organisation by integrating
the quality systems of the Fulfilment Centres throughCorporate QMS. Considering the high regulatorycomplexity and business continuity implications, thisintegration is continued in a phased and sequential
manner.

We will maintain ourcommitment to improve
Global Health Security
throughout FY20/21.

The COVID-19 pandemic has been our biggest
commitment to Global Health Security ever. More details
can be found in our dedicated “Our commitment in the
global COVID-19 pandemic” chapter. Our medical andsecurity experts have produced weekly and ad-hoc highquality documents and analysis on COVID-19.

18

Progress

By FY1920, we will expand ourmental health service offerings
to our clients through ourcollaboration with Workplace
Options (WPO).

SDGs*

Our TeleConsultation services as of June 2020 are
available in 24 countries, up from 16 in the last Financial
Year. The new locations offering our TeleConsultation
services were announced in July 2020. By end of FY20/21
Q2 1, we plan to include seven additional locations
where we will deliver TeleConsultation services including
Iraq, Azerbaijan, Kazakhstan, Ghana, Nigeria, Chileand Laos. FY20/21 Q3 will be dedicated to identifying
opportunities to define additional countries to target
for implementation of the TeleConsultation services. As
part of our continuous efforts in driving utilisation of our
TeleConsultation capabilities, we plan to introduce a new“self-service” option through our TeleConsultation App by
Q2 of FY20/21, with three main objectives:

We aim to maintain our global
percentage of Promoters (NPS)
as well as our current member
overall satisfaction in the
coming FY.

1

New

In Progress

Activities

Ongoing

Completed

SDGs*

Enhanced Emotional Support is now in place for over 1,200
clients, providing over 1.2M individual members with ondemand consoling support services at no additional cost.
In the coming year we will be launching a “Single Session
Therapy” option, to accompany the current five-session
model. This will provide members with immediate accessto counselling over the phone. MedAire has already started
offering the service to flight crew who have limited time
between flights. Since the first implementation of ouremotional support programmes in FY1718, the numbers ofcases have tripled. Year on year since FY1718 we have seen
an average growth rate in utilisation of 76%.
In response to the global spread of COVID-19, we developed
a new Counselling Support Hotline offering, enablingclients to offer much needed support to their entire global
workforce, including domestic employees and dependents.
28 hotlines were set up, and over 300 individuals assisted.
Finally, in recognition of the success of our work with
WPO, International SOS was a finalist for the Associationof Strategic Alliance Professionals (ASAP) 2019 Alliance
Excellence Awards in the CSR category.

We will maintain ourcommitment to improve
community health, inpartnership with otherstakeholders throughout thisyear.
Our Sustainability Committee
is planning to carry out
a global mapping of all
our commitments andengagement globally in orderto harmonise data collection
and reporting. The global
mapping has been put on
hold for the time being as
many of our operations haveundergone major restructuring
due to COVID-19, but we aim
to start the process in the
FY20/21.

We have been actively promoting the management ofcommunity health as a key dimension of global healthfor private operators in collaboration with other players.
We participated to the Society of Petroleum Engineers
Virtual International Conference and Exhibition on
Health, Safety, Environment, and Sustainability which
acknowledged this more comprehensive approach tohealth that include, workers, dependents, consumers
and customers. Our experts have also contributed tothe chapter “SDG3 Ensure Healthy Lives and Promote
Well- Being for All at All Ages” for the book “Mining,
Materials, and the Sustainable Development Goals 2030
and Beyond”. International SOS in Papua New Guinea(PNG) donated 1,000 plain blood tubes, and 200 filter
papers to the Port Moresby General Hospital (PMGH)
and Central Public Health Laboratory (CPHL) to support
a COVID-19 seroprevalence study nationwide, and ourAirways Clinic took part of the study. International SOS
PNG won the “Health and Safety Initiative Award” for our
Tuberculosis Community Outreach Programme, run by
our Disease Control Team at the Lihir Medical Centre.
The team has also supported the Australian Federal
Police in their mission by providing with COVID-19
training. International SOS Canada continues to work
collaboratively with the Indigenous community partners
locally. These strategic Indigenous Joint Ventures remain
critical to our growth and sustainability across Canada
and our commitment to, and involvement in, thesecommunities has grown significantly. Our community
efforts now include “emergency & disaster planning andpreparedness”, “Community Fire and EMS training for theirvolunteer services”, “Community health assessments”, and“healthy eating and lifestyle programmes” for community
elementary students. International SOS had eight
Indigenous community partners in early 2019 and now
has 35 Indigenous partners with a total population of
40,000 people. International SOS annual man hours spenton these efforts in FY1920 were approximately 3,500
hours. Finally, through negotiations and agreements with
Indigenous partners and clients, International SOS shared$1.8 million with indigenous communities in 2020 and$4.2 million since 2016.

Our Financial Years are from July to Juneinternationalsos.com

WORLDWIDE REACH. HUMAN TOUCH.

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International SOS Sustainability Progress Update 2021

International SOS Sustainability Progress Update 2021

New

In Progress

Ongoing

Completed

Goal

PRODUCTIVITY: KEEPING OUR CLIENTS PRODUCTIVE THROUGH
OUR PEOPLE & PARTNERS
Goal

Progress

Activities

We will maintain ourcommitment to raisingawareness on Malaria
throughout this year.

This year the group broke the record by ordering 5,200
Malaria bracelets and raising 2,827 USD (ZAR 46,800).
The proceeds were used to buy 2,600 mosquito nets protecting the lives of 5,700 people. In the past sevenyears the group has bought 36,900 bracelets allowing
us to buy 11,950 mosquito nets and give them tocommunities in Africa, protecting nearly 36,100 lives.

The International SOS
Foundation received
support for its research
efforts on Duty of Care
& Sustainability, Health,
Safety and Wellbeing.

The Foundation is now self-sustaining thanks to previous
year’s donations from International SOS.

We will commit 50
volunteers to support
the International SOS
Foundation and its
research efforts in Duty of
Care: Health, Safety andWellbeing annually.

The annual roster of volunteers can be found at https://www.internationalsosfoundation.org/about-us. This year
it included 54 volunteers.

We aim to contribute tosustainability education by
sharing our knowledge andbest practices to different
audiences.

The International SOS Foundation piloted its new
Sustainability training in October 2019 in Shanghai
during the Duty of Care awards event. The new course
called “Sustainability Management & Reporting for the
Occupational Health & Safety Practitioner” provides
Occupational Health & Safety practitioners andSustainability specialists with the competence necessary
to integrate workforce health & safety management
and monitoring into their organisations’ sustainability
strategies.1 We are planning to conduct formal sessionsof the Sustainability training virtually throughout
FY20/21. Additionally, the International SOS Foundation
collaborated with Global Reporting Initiative (GRI) in
developing their Occupational Health and Safety online
course, aimed to be launched in October 2020. This
new course helps companies to effectively incorporate
Occupation Health and Safety (OHS) impacts within
their sustainability report, including insights on the OHS
implications of the COVID-19 pandemic. Dr Olivier Lo
and Francesca Viliani, experts from International SOS,
together with Louis Wustemann, the consultant andtrainer of International SOS Foundation’s Sustainability
Training course, have provided their expert input
regarding current trends and challenges related to
Occupational Health & Safety. International SOS also
participated as panellist to two GRI webinars in June andJuly 2020 respectively on the following topics:

1

20

•

The role of sustainability and transparency in design
the “new normal”.

•

Using sustainability impacts to manage risks andbuild sound business continuity plans.

New

SDGs*

Activities

We will expand our global
mentoring programme,
exclusively for female
managers.

In FY1920 we successfully expanded our global
mentoring programme for female managers. 19
female executives across eight different departments(including Sales & Marketing, Finance, Medical Services,
HR, Assistance, IT, Legal and Security Services) havecompleted this six-month journey. A satisfaction survey
has been run after the programme completion among
both the mentees and mentors. This resulted in a Net
Promoter Scores of 99% among the mentees and 90%
among the mentors. The global female mentoring
programme and other initiatives supporting our Diversity
and Inclusion agenda contributed to a 14% increase infemale representation at our Director level. In January
2021, we will launch the next edition of the programme.

In FY20/21 we will launch
quarterly graduate catch up
calls for all 42 graduates ofthe past editions of the global
mentoring programme.

The first quarterly graduate catch up call is scheduled in
November 2020 and will be run after that every quarter.

We are committed todeveloping young talent,through our Global Talent
Programme in longstanding partnership with
AIESEC.

During FY1920 we hired 22 AIESEC interns from 11
different nationalities across the group. The retention
rate of the interns, taking on full-time positions for thisFinancial Year is averaging nearly 50%.

From FY1920, all our
employees globally will
be required to complete
an Occupational Health &Safety (OH&S) eLearning
course as an annual
mandatory requirement.
This is part of ourcontinuing efforts indeveloping a culture of
the highest level of safety
and compliance across all
our offices worldwide.

The OH&S online module that we developed as part of
the annual Global Compliance Course (GCC) has been
made compulsory for all employees globally. In FY1920,
the completion rate for Global Compliance Course was97%.

We aim to attain acertification of ISO
45001:2018 Occupational
Health and Safety
management systems
in Europe, Africa andAustralasia by FY1920.

The external accreditation ISO 45001 (OH&S
Management System) has been re-scheduled for FY2021
due to the COVID-19 pandemic as the auditing company
required an on-site assessment and this was not possible
in the locations planned due to lockdowns. As a result,
we have rescheduled as follows:

Sustainability Training (https://www.internationalsosfoundation.org/sustainability-training )internationalsos.com

Progress

In ProgressWORLDWIDE REACH. HUMAN TOUCH.

Ongoing

Completed

SDGs*

The module aims to help employees identify potential
hazards, know what to do in the event of an OH&S
incident and encourage positive workplace behaviours
and hygiene practices.

•

China: we are currently sourcing a provider (local
provider under Chinese law required) to assess andcertify the China and Hong Kong Medical Services.
We aim to achieve the certification in this location
by June 2021.

•

UAE: We plan to run a provider gap analysis andassessment as part of a three-year audit programme
by February 2021. BSI has been engaged as a local
provider is required under UAE regulations.

•Certification audits are planned for Canada, Russia,
Azerbaijan and South East Asia (SEA) in March andApril 2021.

•

Regarding the rest of the locations, it will follow
progressively over the next two years until global
certification is obtained.
21

International SOS Sustainability Progress Update 2021

International SOS Sustainability Progress Update 2021
New

In Progress

Ongoing

Completed

PRINCIPLES: LIVING BY OUR PRINCIPLES & PRACTICES
Goal

We will make our Employee
Assistance Programme (EAP)and mental health support
available to our employees
globally. By FY23/24, allInternational SOS employees
are provided with wellbeing
support from the company.

In FY1920 we continued to develop both our global
Employee Assistance Programme (EAP) and our internalwellness initiatives. We launched EAP programmes in
21 countries this year. EAP has been launched acrossall our Medical Services regions (including Africa, SEA,
Middle East, Russia & Kazakhstan and Canada) apart fromLATAM region which is under implementation process
and meant to benefit from the programme by the endof FY2021. Additionally to the EAP, we introduced aglobal wellness programme called “Be Well” that aims toenable our employees to take charge of their physical& mental health during and beyond the pandemic. The
programme is provided through monthly thematicwebinars on various topics, facilitated by our own doctors
and medical experts. A full planning has been established
to reflect topics meant to be covered in each month of
the Financial Year.1 We remain on track regarding our goal
to provide all our employees with wellbeing support by
FY23/24.

By the end of FY1920,
we aim to launch a job
band structure globally,
covering all functions
and business lines acrossdifferent locations.

As we start to understand and adapt to the new reality
brought by COVID-19, we have decided to re-evaluate
the career band framework to ensure it can fulfil thedevelopment needs and progress aspirations beyond
this pandemic. With this, the global launch of the careerframework will take place after January 2021.

In FY1920, we aim to
finalise our OH&S data
management systemfor our Medical Services
business in line with the
GRI 403 Standard.

International SOS Occupational Health Safety (OH&S)
Management System implementation has been
completed in June 2019. As a next steps, we aim to
upgrade the digital platform allowing GRI 403 reporting
format by Q3 of FY20/21.

As we have recently refreshed
our Diversity & Inclusion
Council, we aim to define thekey focus area and get kick off
initiatives on those by FY20/21.

Our global Diversity & Inclusion council was refreshed in
February 2020. We have organised various workshops todetermine insights and needs with members of the counciland HR representatives. We look forward to kickstarting ourglobal D&I activities by October 2020. The scope of workfor the Diversity and Inclusion workstream include gender
identity, age, ethnic identity and people with disability(visible and invisible). Our global Diversity & Inclusion
Council currently counts 19 members across five continents
and seven different business functions.

As part of the embedding
sustainability in our company
philosophy and DNA, wewill include a sustainability
dimension to the inductionof all new International SOS’
employees globally.

We launched the sustainability session in July 2020. We
started the training for hiring managers and HR teams
globally to get them familiarised with the use of the toolkit
and have given a six-month period for all local HR tointegrate it as part of their regional induction programmes.
We will aim to collect the first set of data including people
reached by the sustainability session by Q3 of FY20/21.

We aim to launch an internalsustainability elearning
module globally by April 2021.

The structure and content of the module is currently
being developed by the Sustainability, HR and Marketing
teams to ensure best of content and relevancy to ourdifferent internal audiences.

1

22

Progress

In Progress

Activities

We will maintain andexpand, where practical,
on our versatile trainings
globally. The versatiletraining enables our
non-Assistance Centre
employees to be effective
in supporting ouroperations in a crisis or/
and when there is a huge
surge in cases.

We continue to review our business continuity agenda. In
the past nine months we have fully developed a cloud based
and remote working capability across all our operations
centres allowing greater flexibility across our operational
network. In this, all our centres are able to work from home.
This is supported by on-going versatile staff training in
our major Regional Centres. The versatile training enables
our ex-Assistance Centre employees to be effective insupporting our operations and client communication
agenda in a crisis and/or when there is a surge in cases. In
the past eight months we have run continual live crisis teamoversight of the continuity of business in all regions and at
the corporate level overseeing our response to the COVID-19
pandemic and parallel crises.

In FY1920, we will cascade
the group level cyberattack breach simulation
training from our top
general management
population to the regional
crisis management teams.

By the end of the FY1920, we completed the expansionof our cyber-attack breach simulation training from our
top general management population to the regional crisis
management teams across all our regions globally. Due tothe current COVID-19 crisis, we have not conducted any
training sessions since December 2019 however we did
run a 45-minutes briefing on the Data Breach Contingency
plan which has been circulated to all our teams globally toensure alignment on the subject. The current COVID-19 crisis
has meant that all our Crisis Management Teams have been
activated in the past year.

In FY1920, we will embark
on a process of assessing ourenvironmental footprint.

In June 2020, we successfully submitted our answers for the
EcoVadis certification. In FY20/21 we will work on our action
plan to improve our scoring. Current scoring is 40/100 whichis the industry average.

We aim to enhance our data
gathering systems and conduct
regular reporting to our
Executive Committee on thefollowing matters, aligned with
relevant GRI standards:

Our Group Legal team confirmed that we did not have any
reported legal actions regarding anti-competitive behaviour
or violations of anti-trust and monopoly legislation. Our
Group HR team also confirmed that no discrimination cases
have been reported during the FY1920. The legal teamestablished that there are no barriers for International
SOS’ employees to participate in unions. Where local
legislation provides for collaborative partnerships with
unions, International SOS is fully compliant and there are
no reported issues in working with these representatives
to serve our employees. Medical Services Quality, Health& Safety Compliance team confirmed that there were no
incidents of non-compliance concerning the health &safety impacts of products and services with regulations
resulting in (a) a fine or penalty or (b) a warning. The teamwill collect and report on the number of incidents of
non-compliance with regulations and/or voluntary codes
concerning the health and safety impacts of products andservices in the coming years. No substantiated complaints
from outside parties concerning breaches of customer
privacy nor regulatory complaints were received. Our
Information Security Management Committee (ISMC)
did not identify any intentional leaks, thefts or losses ofcustomer data. Occasional erroneous reporting of personal
data has occurred, but has been determined not to poserisks to the rights or freedoms of natural persons. The ISMC
will continue to monitor incident reports from the Hydra
Incident Reporting System and other sources. There were nocomplaints or investigations by regulatory bodies during thelast Financial Year. Seven complaints were made by clients
due to errors in handling of data. However, there were no
adverse impacts to the rights and freedoms of data subjects
as a result of containment measures taken in response tothese incidents, and the complaints were resolved to thesatisfaction of the clients.

• Discrimination (GRI 406-1)• Freedom of Association andCollective Bargaining (GRI
407-1)• Customer Health and Safety(GRI 416-2)• Anti-Competitive behaviour(GRI 206-1)• Customer Privacy (GRI 418-1)

Refer to topic details p.21

internationalsos.com

New

WORLDWIDE REACH. HUMAN TOUCH.

Ongoing

Completed

SDGs*

23

International SOS Sustainability Progress Update 2021

International SOS Sustainability Progress Update 2021

“Be Well” programme - Monthly thematic webinars
ADDITIONAL INFORMATION ON OUR EMPLOYEES AND RELATED INITIATIVES
Our workforce profile

Mental health themes for our internal wellbeing support
Month

Total number of employees by employment contract, bygenderFemaleMale

Non-disclosed

Group total

Permanent

4352

4128

103

8583

Temporary

620

624

211

1455

Per diem

6

8

2

16

Locum

14

40

2

56

Total number of employees by employment type, bygender.

Full time

Part time

Locum

Per Diem

Female

4546

426

14

6

Male

4502

250

40

8

Non-disclosed

156

158

2

2

Sum

9204

834

56

16

Total number of employees by employment contract, byregionPermanent

Part time

Per Diem

Locum

Africa

1001

8

0

0

Americas

1700

81

10

0

ANZ

148

31

0

0

Asia

1696

33

0

1

Europe

1290

230

0

0

IAS (Globally mobile employees)

947

7

0

50

MENA

472

0

0

0

Pacific

389

420

6

1

Russia & Kazakhstan

830

9

0

0

SEA

731

15

0

4

Sum

9204

834

16

56

OctoberNovember

DecemberJanuary

Topic
Check-in with yourself: Are you stressed?
How to talk about Mental Health at work
How to improve your focus? Procrastination: do’s & don’ts
Know the signs: Stress that can lead to anxiety & depression
Burn-out & how not to feel burnt out - The art of relaxation
Know how to help - Suicide prevention
How to build healthy habbits
A work environment free of stressFebruary

The art of sleeping & combat against insomnia

MarchMental Health for women

April

Build resilience for your familyMay

Dealing with mistake/ Imposter Syndrome

June

Keep the flame alive: your passion & motivation - Embrace the changes & uncertainties

Physical health themes for our internal wellbeing support
Month

Topic

Webinar

September

Healthy Immune System

Immune System

Heart Health

Risks of Heart diseases & prevention

OctoberNovember

DecemberJanuary

February

Signs of Heart Attack
Diabetes

Living with diabetes
Loneliness & isolation

April

May

June

July

24

internationalsos.com

Loneliness, burn-out
Mental Health and depression

A year of health & resilience

COVID 19 - reminder for the festive season
Annual health check: Why, how and what

Cancer awareness

Most common types of cancer and prevention
Living with cancer

Data correct as of 4 November 2020.
March

Diabetes risks & prevention

Women’s health

Breast cancer
Maternal health

Be Well & Sustainable

Sustainable Alternatives for healthcare
Vegetable-based diets

TobaccoThe impact of tobacco on health
Tips to stop smoking

Men’s health

Prostate cancer
Pre-ejaculation

Liver HealthWORLDWIDE REACH. HUMAN TOUCH.

Common liver-related diseases & prevention
Signs that your liver is suffering

25International SOS Sustainability Progress Update 2021

International SOS Sustainability Progress Update 2021

Duty of Care & Sustainability education and training

DUTY OF CARE: INTERNATIONAL SOS FOUNDATIONThe International SOS Foundation is a registered charity and was started with a grant from International
SOS. It is a fully independent, not-for-profit organisation. Launched in March 2012, the Foundation has
the goal of improving the safety, security, health and welfare of people working abroad or on remoteassignments through the study, understanding and mitigation of potential risks.

The International SOS Foundation has designed the world’s only certified Duty of Care Training programme entitled “Safety, Health and Security
for the Mobile Worker.” The training course provides Occupational Safety and Health practitioners with the knowledge and skills necessary toactively participate in the management of safe, healthy and secure travel for their mobile workforce. The course is targeted at Occupational
Safety and Health practitioners, travel managers, occupational doctors, and travel risk managers. Upon successful completion of the course,
participants will be awarded a prestigious certificate from the Institution of Occupational Safety and Health. New to this year, we havetransformed the course to be delivered virtually, in adaptation to the current global pandemic context.
The Duty of Care training course has been running successfully since 2017, with 16 courses delivered across the US, Canada, Europe, and Asia.
We welcomed participants from a variety of global organisations. We have also customised the course content to accommodate the needs ofdifferent sectors such as educational institutions and NGOs.

Key industry contributions

As organisations focus on the response to the COVID-19 pandemic, Occupational Health & Safety will be a key area of importance for thenear future, especially in regard to sustainability reporting. This year, the International SOS Foundation launched a new virtual training course
entitled “Sustainability management & reporting for the Occupational Health & Safety practitioner”.

Since its inception in 2012, the Foundation has partnered with several associations and organisations to bring to the public a wealth of health andsafety information. Below are some of our key contributions.

The International SOS Foundation’s brand-new course provides the understanding necessary to integrate workforce health & safety management
and monitoring into an organisation’s sustainability strategies. Participants receive a CPD accredited certificate upon successful completion.

Sharing global best practices on Duty of CareThe International SOS Foundation develops international guidanceon the prevention and mitigation of risks associated with working
and travelling abroad. In 2019, the International SOS Foundation
partnered with Heinrich-Heine-Universitat Dusseldorf, International
Social Security Association (ISSA) and Vision Zero to produce a newwhitepaper “Staying safe and healthy while working abroad: how
to conduct a systematic risk assessment for Occupation Health and
Safety”. The paper is based on the original German version “Leitfaden
zur Erstellung der Gefährdungsbeurteilung”. Due to a huge demand,the International SOS Foundation along with its co-publishers havedecided to develop an international English version of the guidance,
making it available to a wider audience. The paper details the steps
including the risk assessment process as well as which hazards
should be identified within Occupational Health and Safety, healthprotection and security abroad. It also details what preventive andacute measures can be taken to ensure the health, safety and securityof mobile workers and to fulfil the Duty of Care.

Recognising organisations’ efforts in Duty of Care worldwide

Read the paper here.

Latest International SOS Foundation publications also include:
Austria
Launch of the Risk Assessment whitepaper “Leitfaden zur
Risikominimierung bei beruflichen Auslandsaufenthalten“. The
paper, supported by a press release and interviews, was promoted
at the Risk Outlook event in Vienna, presented at a webinar(December) and remains a central vehicle in lead nurture campaigns.

International SOS Foundation’s Duty of Care Summit & Awards is an internationally recognised platform designed to share best practice andcelebrate organisations’ efforts in Duty of Care. The Summit, a world-class forum on protecting mobile workers and mitigating risks, brings
together industry leading experts for discussion and debate, practical case studies and invaluable networking. The Awards recognise outstandingachievements in meeting high standards of health, safety and security at work. It provides entrants with a chance to attain external recognition
for their success in protecting their people. On 17 October, 2019 in Shanghai, the Foundation hosted its 4th Duty of Care Awards. The awards
entries were submitted into seven categories including Communications, Innovation, Sustainability, Education, Remote Resilience, Ambassadorof Duty of Care and a new category entitled, Belt & Road Initiative. The next Duty of Care Awards will take place in September 2021.
For more information visit:
dutyofcareawards.com

Denmark
Launch of Danske Industri whitepaper “Looking after yourmobile workforce in a globalising economy“. The whitepaper,
supported by a press release and interviews, was promoted
at two local events, one in Copenhagen and one in Jutland.
We also produced a special video with our client Arla Foods.
Italy

Ongoing research
As an expert in the field, the International SOS Foundation launchedin 2020 a global survey ‘What will organisational health look likein 2030?’. The survey aims to get global audience’s input on Healthforecast to include in our forthcoming report on this topic.
Providing regional insight on Duty of Care legal framework
Developed in conjunction with law firm Herbert Smith Freehills,
the International SOS Foundation produced a guide giving
complementary legal and security perspectives; it provides regulatory
and judicial context as well as practical mitigation steps from asecurity perspective. The aim is to raise awareness on welfare-related
issues, relevant work-related legislation, common law, as well as thelegal complications and obligations of employers. In developmentof the briefing paper over 100 Australian organisations shared theirunderstanding of the harmonised laws and their compliance to the
new law.

“Lavoratori con contratto italiano all’estero e responsabilitàdel datore di lavoro”. Published by the International SOS
Foundation in collaboration with the law firm Gianni, Origoni,
Grippo, Cappelli & Partners. A paper on the regulatory sources
about employer and company’s responsibility and safety
obligations for Italian employees working internationally.
Portugal
As part of our continuous efforts to reinforce our message inthe market about how we can support organisations keeping
their global workforce healthy, safe and secure, the International
SOS Foundation has produced a new Duty of Care White Paper
partnering with the leading law firm in Spain and Portugal,
Cuatrecasas. The whitepaper titled “O Duty of Car no direito do
trabalho” was officially launched during two exclusive conferenceson 2 October in Porto and 3 October in Lisbon together with AON.

Read the paper here.

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International SOS Sustainability Progress Update 2021

International SOS Sustainability Progress Update 2020

UNGC PRINCIPLES INDEX

Despite the hardship of 2020, we cannot
stand still in matters of sustainability and I am
confident that we will emerge stronger
throughout 2021 and beyond.

Location

Principles of the United Nations Global Compact
Human rights

LabourEnvironment

Anti-corruption

Businesses should supportand respect the protection ofinternationally proclaimed humanrightsBusiness integrity, transparency
and ethics *Principle 2

Businesses should make sure thatthey are not complicit in human rights
abusesBusiness integrity, transparency
and ethics*

Principle 3

Businesses should uphold thefreedom of association and theeffective recognition of the right tocollective bargaining

Business integrity, transparency
and ethics*

Principle 4

Businesses should uphold theelimination of all forms of forced andcompulsory labourBusiness integrity, transparency
and ethics*

Principle 5

Businesses should uphold theeffective abolition of child labourBusiness integrity, transparency
and ethics*

Principle 6

Businesses should uphold theelimination of discriminationin respect of employment andoccupation

Modern leadership and engaging work*

Principle 7

Businesses should support aprecautionary approach toenvironmental challenges

About this report*

Principle 8

Businesses should undertake
initiatives to promote greater
environmental responsibility

Environmental impactsof our operations*

Principle 9

Businesses should encourage thedevelopment and diffusion ofenvironmentally friendly technologies

Digitalisation of healthcare
and assistance*

Principle 10

Businesses should work against
corruption in all its forms, including
extortion and bribery

Business integrity, transparency
and ethics*

Principle 1— Arnaud Vaissié
Co-founder, Chairman & Chief Executive Officer, International SOS

Supporting our clients during the
pandemic

For more information, please visit internationalsos.com/sustainability

For comments and feedback,please write to:International SOS
Sustainability Committee
c/o Group Marketing
Building 4 Chiswick Park,
566 Chiswick High RoadW4 5YE, London
e: group.marketing@internationalsos.com
w: internationalsos.com*

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Those chapters can be found in our original 2019 Sustainability Report HERE.

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