Chemical
Supply Chainsfor aBetter World
Activity Report
2020

1

1 Foreword
2 TfS Grow&Deliver
4 Higher Standards
		

		
		

4 TfS Framework
6 Impact/Footprint
8 Some Numbers

10 Strategic Extension
10 TfS Global

12 Collaborative Action		

12 New TfS Work Stream: GHG Scope 3 Emissions
13 Global Capability for Sustainability Performance Improvement

16 Stronger Community

Summary Activity Report 2020

		
		
		
		
		
		
		

16 Strengthening the Leadership Community
16 More Connected and Informed TfS Community
18 TfS Global Work Streams
20 Regional Operating Committees
21 TfS Office
22 Communications
24 Join TfS
26 Members

Foreword

Dear TfS members,
suppliers and friends,

Foreword Activity Report 2020

2020 was a very challenging year for us all.
The consequences of COVID-19 tested us all, increasing thedemand for even more sustainable and resilient supply chains.
In these extraordinary circumstances,sustainable chemical supply chains have
proven to be resilient supply chains: agile
and flexible, adapting to complex market
conditions. Changing market environments,
increased regulatory pressure and growing
societal demand for transparency andaccountability kept challenging all of us.
TfS and our member companies have risen
to these challenges and turned 2020 into apivotal and successful year, increasing our
impact and influence.
Adapting to the unique circumstances,
TfS ran all its internal stakeholder meetings from the TfS General Assembly, through TfS
CPOs engagement initiatives to its Annual
Workshop - digitally.
The launch and roll-out of TfS Grow&Deliver,
the TfS strategy and roadmap for the period
2020-2025, marks a turning point in theevolution of our initiative. Grow&Deliver
will be a profound enabler of innovation,transforming TfS from compliance, processes
and measurement to stronger collaboration
with tangible impact.

A range of new projects and initiatives
mentioned throughout this report show
how the TfS initiative and TfS Community
will become stronger and more powerful.

I am proud to note that all our member
companies have now put sustainability
not only at the heart of their procurement
but also of their corporate strategies.

Our increased impact is also a result of thesubstantial growth of TfS from 22 to 29
member companies during the past year:
AdvanSix, Archroma, Azelis, Corteva, Kraton,
Semperit and Sika all adding to the reachand diversity of the TfS membership.

I would like to express my deepest thanks tothe entire TfS ecosystem, from all TfS CPOs
and Work Stream members, to the associatedbuyer communities in our companies, ouresteemed suppliers and stakeholders andour key partners EcoVadis and the TfS Audit
companies, for their passion, dedication andcommitment to the TfS initiative.

The TfS sustainability proposition is enhancedwith the launch of a fifth Work Stream focusing
on the development of a framework tomeasure GHG Scope 3 emissions.
The TfS regions have stepped up their
game and increased their activities, impact
and reach through supplier training andfurther development of the partnerships.
We look forward to celebrating 10 years of
TfS in the year 2021. This anniversary willallow us to reflect on the strong relationships
we developed over the years, the hard work
delivered by the TfS Community and theresults we jointly achieved.

Our actions today will have an irrevocable
impact on the future of our planet. Let’scontinue to work together to keep our world
a liveable place!
TfS – chemical supply chains for a betterworld!

Bertrand Conquéret
President TfS
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TfS
Grow&Deliver

The year 2020 marksa new strategic era
or TfS with the launchof TfS Grow&Deliver,
the strategy androadmap 2020-2025
under which TfS will
innovate and expand
its activities.

TfS Grow&Deliver Activity Report 2020

Grow&Deliver will ensure we pivot from a collaboration focused on measurement
to a community that delivers tangible impact. Grow&Deliver contains 4 pillars:

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Higher Standards

Strategic Extension

We will build on the high STANDARDS that TfS
members have worked so hard to create. It is our DNA.
We will be custodians of high standards for suppliers to thechemical industry, while recognising that the world is changing
and our need to respond effectively to an evolving agenda of
responsibility. We will utilise the vast resources and sharedassets we have created to guide our response.

We are open to all chemical companies around theworld that meet our standards. However, we also recognise
the opportunity for us to support significant emerging markets.
We will seek to strategically extend our work, reaching into vitaland growing markets around the world and building membershipin economies where TfS can play the greatest role. We will workwith potential members to raise standards and build capability,
while establishing mutually beneficial links with other initiatives
that share common goals and challenges.

Collaborative Action

Stronger Community

We will take COLLABORATIVE ACTION, building
shared approaches to deliver tangible impact. We will makereal our shared desire for change and deliver meaningful projects
on the ground together. We will help improve working conditions
and EHS standards in the factories supporting the chemical
supply chain. We will accept our responsibility to help addresssignificant sustainability issues facing the chemical sectorn a specific and tailored way.

We will come together as a COMMUNITY, working
together with a shared commitment to improvement. We will
not only be a group of companies collaborating, but we will also
be a community of peers and individuals committed to sharing
knowledge, expertise and resources to create positive impact.

These 4 pillars include a range of new projects and initiatives that will make TfS stronger, more relevant and impactful for both our member companies andfor society at large. Throughout this Annual Report you will discover the new initiatives TfS has developed and rolled-out under the Grow&Deliver strategy.
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Higher Standards Activity Report 2020

HigherStandards

4

TfS Framework
TfS is a flagshipinitiative andglobal leader forassessing andauditing
sustainability
performanceof supply chainsfor chemicalcompanies andtheir suppliers.

The TfS framework – TfS Assessments and TfS Audits –allows TfS member companies to measure the environmental,
labour & human rights, ethical and sustainable procurement
performance of their suppliers. This helps drive and deliver
tangible, measurable improvements of their suppliers’ – andtheir own - sustainability performance.
The globally applicable TfS framework with standardized
tools creates transparency of the sustainability performanceof chemical companies and their suppliers across the globe,
providing the basis for collaboration to continuously improve
performance.
Uniquely, the results of TfS Assessments and TfS Audits are,with supplier consent, shared with all member companies.
Both TfS member companies and their suppliers benefit fromthis information-sharing, as suppliers reduce the bureaucratic
burden of multiple requests for sustainability analysis, ensuringthat more time and energy can be spent on the improvementof sustainability performance.

Figure: TfS video “Capture the value of the TfS Audit –from CAP to finish”. The implementation of the revised
audit process has been supported by this video.

Assessments
A TfS Assessment evaluates a supplier’s sustainability
management approach and performance. It is conducted
via an online questionnaire tailored to the specificities of thechemical industry, supported by documents providing proofof implementation.
TfS works with EcoVadis, a global leader for CSR assessments,
as its partner and service provider. The results of the analysisof data and documents are combined on a scorecard that isaccessible by both suppliers and TfS member companies
through an online platform.
The scorecard summarises the strengths and improvement
areas pertaining to the four TfS focus areas (environment,labour & human rights, ethics, sustainable procurement).
It is a vital instrument for suppliers to improve their sustainability
performance and to collaborate with TfS member companies
on their individual Corrective Action Plan (CAP).

During a TfS Audit, the supplier’s sustainability performanceis verified against a set of audit criteria on management,
environment, health & safety, labour & human rights, andgovernance issues. These criteria have been defined by TfS
and are tailored to the requirements of the chemical industry.
The TfS Audit yields a Corrective Action Plan (CAP) so thatthe supplier can work on tangible sustainability improvements.
TfS Audits are therefore not a certification scheme or a “passor fail” exercise for suppliers; they are a starting point for aconstructive dialogue between the supplier and the TfS Member

Virtual Audits
Due to restrictions caused by the COVID-19 pandemic, auditors
are restricted in their travel and entering sites. TfS therefore began
testing the concept of virtual audits in 2020.

Revised Audit Process
TfS Tier-N Project
Multi-tier transparency (insight in the sustainability performanceof suppliers’ direct suppliers) creates substantial opportunities toincrease the sustainability proposition offered by TfS. The greatest opportunities are found upstream in the value chain.
TfS are cooperating with EcoVadis ina pilot on multi-tier transparency inthe supply chain. If successful, thisapproach will become the EcoVadis
transparency benchmark across otherindustries. In 2020, 6 TfS members and
44 of their suppliers confirmed participation in the pilot.
EcoVadis upgraded its platform with new features to allow
TfS member companies to nominate suppliers (Tier-N) who
then invite a maximum of 10 of their suppliers (Tier-2) to participate in a TfS Assessment.
For TfS member companies the Tier-N pilot project provides
a unique opportunity to dramatically increase the size of thecurrent pool of nearly 16,000 TfS Assessments and to further
extend transparency and improvements into supply chains.

AuditsA TfS Audit is an on-site evaluation of a company’s sustainability
practices by an independent third-party auditor approved by TfS.
The scope of a TfS Audit covers a supplier business location suchas a production site or a warehouse.

Many TfS member and supplying companies participate in TfS
Audits carried out by TfS Audit partners. They dive deep into thesustainability practices of production sites and/or warehouses.
Any findings related to their sustainability performance lead toa CAP.
The revised TfS Audit process addresses the major challengeof working on corrective actions and closing the CAPs. Currently
many CAPs remain open and therefore do not deliver any tangible
improvement in the sustainability performance of the site or
warehouse. TfS have extended the period of validity of TfS Audit
results to 36 months. In addition, TfS provides new tools to foster
collaboration between TfS supplier and member companies and
TfS Auditors. Several options – supplier updates, members feedback and formal verification – allow monitoring and measurementof progress. This helps to unlock the value of the TfS Audit and go
the extra mile “from CAP to finish“.

SMETA and PSCI Audit Pilot
TfS are piloting the accessibility of additional relevant audits
to members – upholding the notion that “an Audit for one is an
Audit for all”. A TfS member survey indicated that besides TfS
Audits, members apply SQAS Audits (already recognized by
TfS and shared in the TfS pool), company-specific Sustainability
Audits (not shared due to legal constraints) and SMETA and PSCI
Audits. The pilot scheme shares SMETA and PSCI audits and isrunning for 18 months from 1 July 2020. At the end of the pilot
phase in December 2021, results will be evaluated to decide on
future TfS Audits diversity.
5Impact/Footprint
TfS Assessments and TfS Audits aredesigned to cover an ever-increasing
percentage of chemical producers’
supplier base.
The resulting insights mark the starting point of collaboration
between member companies and their suppliers to improve thesustainability performance of the latter, as well as the one ofmember companies’ own business operations.
Transparency and collaboration

TfS Audits

To date, TfS has evaluated 16,000 suppliers globally.
The resulting data provides transparency on how a significant
proportion of the chemical industry is operating in terms ofsustainability. With this transparency comes the responsibility
to work with suppliers on a path towards continuous
improvements and higher standards.

Data, mining and analysis of TfS Audit results also provide a wealthof improvement opportunities for suppliers.

To move from measuring scores to creating tangible impact,
TfS must leverage the improvement potential provided by
TfS Assessment and TfS Audit data. Data mining shall become
an instrument for TfS members to focus on the most impactfulimprovement areas with their suppliers. Analysis of TfS
Assessment and TfS Audit data provides a direction forcapability-building in target countries.

TfS Assessments

Higher Standards Activity Report 2020

The implementation and roll-out of “Tableau” software forbusiness intelligence and analytics, enabled by EcoVadis,
allows TfS to move from a quantitative to a qualitative analysisof data/scorecards.

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Tableau enables TfS to pinpoint the main strengths andweaknesses across all scorecards and identify the parameters
linked to the lowest scores. For example, analysis showsthat suppliers present the lowest scores when it comesto Sustainable Procurement compared with otherassessment categories.
Data mining also serves as benchmarking tool to show
where TfS suppliers and supply chains are performing well.
For example, TfS supplier scores on Environment are above
the EcoVadis average and, overall, suppliers in the TfS pool show
a better EcoVadis rating than the overall EcoVadis population of
rated suppliers.
Data mining will also help identify the factors that better
performing suppliers have in common. This information
will contribute to a roadmap for weaker performers. It reveals
regional differences in focus areas and could establish correlations
between ISO certification, company policies and other variables
to scores.

TfS Audits cover 5 sections: Management, Environment, Health&Safety,
Labour&Human Right and Governance, which are analysed through150 standardized questions in each supplier audit.
TfS analysed 1,349 TfS Audit results of Tier-1 suppliers which include
18,526 findings according to the audit questionnaire.
The audit section Management Assessment shows a highnumber of findings across almost all countries and regions. Especiallythe aspect Business Partners – getting transparency and assurance on
their sustainability standards - stands out and highlights the importanceof responsibility beyond tier-1 suppliers.
Within the audit section of Human Rights, data analysis revealed
findings on working hours and wages.
In the audit segment Health&Safety, the issue of Emergency
Preparedness stands out as a frequently detected need for action
across suppliers and regions.
The above findings point to the priority areas for sustainability improvement
and provide the foundation for future, specific, tailor-made trainings
with suppliers.
TfS is applying a set of ambitious KPIs to drive this change fromtransparency to positive impact.

16,000 Supplier evaluations
since creation of TfS

TfS Assessment KPIs

TfS Audit KPIs

TfS KPIs for Assessments track three dimensions:

In 2020, TfS decided to provisionally extend the self-definedtarget assessment framework for all TfS member companies
to include TfS Audits. Building on the success of the self-definedassessment targets, For 2021, member companies self-define
their audit targets for the year. The TfS General Assembly of 2021
will decide whether self-defined TfS Audit KPIs will continue insubsequent years.

1	the number of valid assessments currently
in the shared TfS pool,2	the influx of new assessments being sharedin the TfS pool, and crucially,3	the percentage of suppliers who show improvements after
undergoing a reassessment.

The TfS Audit KPIs include:In line with its sustainability strategy and ambition, each TfS
member company defines its own annual target to contributeto these KPIs. The aggregation of each of these targets forms
the global KPIs that the TfS community is collectively working
towards. The KPIs reflect the idea that, whilst each TfS Member
has its own individual strategy, through collaboration thesecontributions are amplified.
TfS continues to implement tools to create further transparency
and continuous improvements with suppliers. The sharing ofsustainability results through TfS Audits or Assessments enables
a dialogue on improvements between customers and their
suppliers. Many suppliers have demonstrated sustainability
improvements after an evaluation through the TfS program.

1	Number of valid audit reports in audit pool and2	Number of audits completed.
Audit KPIs 1 and 2 are like the Assessment KPIs 1 and 2.
Self-defined audit targets will strengthen the responsibility
and ownership of member companies for their TfS Audits andfollow-up. As with the TfS Assessments, TfS Audit KPI figures
will be developed in line with member companies’ strategy andprovide transparency to the TfS Steering Committee. This process
is expected to increase the likelihood that TfS member companies
and TfS achieve their targets, and limit underachievement.

Benchmarking:
TfS assessment data analysis vs. all suppliers assessed by EcoVadis

9 687 vs 70 693
Companies

+ 2.1

+ 2.7

+ 2.4

+ 1.5

+ 0.9

44.9 vs 42.7

45.8 vs 43.1

47.6 vs 45.2

42.1 vs 40.6

36.9 vs 36.0

Overall Score

ENV

LAB

FBP

SUP

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Some numbers
TfS member companies prioritize
those suppliers who represent
the highest sustainability risk fora TfS Assessment or TfS Audit.

KPI Results
Full Year 2020

Assessments

Higher Standards Activity Report 2020

KPI 1

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KPI 2

KPI 3

10,069 5,316

57%

valid TfS Assessments
managed by TfS membersof suppliers improved
after re-assessment

completed and shared withall TfS members in 2020

Audits
KPI 1

KPI 2

751

258

75%

valid TfS Audits
managed by TfS members

completed and shared withall TfS members in 2020of suppliers improved
after follow-up on CAP or re-audit

Regional
Perspective
Assessments per region 2020

7% 16%
S America

N America

29%

2%

Asia Pacific46%

Middle East
and Africa

EuropeAssessment Top 3 countries

27%
29% Germany
China

23%
USA

Audits per region 2020

8%

S America

2%

69%

N America

21%

Asia Pacific

EuropeAudit Top 3 countries

12%

69%
China

10% Germany
Brazil9Strategic
Extension

Strategic Extension Activity Report 2020

TfS Global

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Chemical supply chains are complex
and global, therefore TfS maintains
an inclusive approach and is open
to any chemical company around theworld who shares the ambition to
engage with suppliers on sustainability
improvements.

The TfS Grow&Deliver strategy includes thedecision to extend TfS further into vital andgrowing markets around the world and build
membership in economies where TfS can play
the greatest role and have the biggest impact.

Regional TfS teams enabled us to makecontact with potential members acrossthe globe in 2020.

China is a priority, with other countries in
the APAC region, specifically Japan, India
and Singapore, offering great potential.
Developing and fostering regional partnerships
is crucial for TfS to increase membership,
work on supplier improvement programs
and specific topics of joint interest.
To build membership in China, TfS works
together with CPCIF (Chinese Petroleum
and Chemical Industry Federation) to identify
suitable candidates. New TfS member
companies must share our ambition to workwith suppliers on sustainability improvements
and have procurement managers drive the
TfS initiative forward.

11Collaborative
ActionCollaborative Action Activity Report 2020

New TfS Work Stream:
GHG Scope 3 Emissions

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Under the TfS Grow&Deliver pillar of collaborative actions,
TfS tackles global sustainability issues at sector level. A topic
of shared interest among the membership is GHG Scope
3 emissions.
TfS aims to contribute to transparency and reduction of GHG
scope 3 emissions in the chemical industry. To achieve this, TfS
has created a new Work Stream called “GHG Scope 3 Emissions”.
Its objective is to develop pragmatic approaches to obtain andmeasure GHG emissions data from suppliers and share it acrossTfS member companies. It is paramount that the collected andshared data are consistent, reliable, robust and effective.
The new work stream centers around four work packages:

1 Standardisation of approach to measure
GHG emissions data
2 Design of data collection & sharing approach
3 Engagement of suppliers to improve
4 Co-operation with external stakeholders
and providers
The Work Stream defined clear objectives for each work
package and is currently transferring them into a roadmap
with clear deliverables, sequencing and milestones.

Global Capability for Sustainability
Performance Improvement
TfS capability building framework and concept
In 2020, TfS kicked-off a holistic and comprehensive Capability
Building Framework & Concept project which will allow us to offer
target group-specific development opportunities to both supplierand buyer communities of the TfS members globally and within theregions.
Divided into three project phases, the framework incorporates
data of TfS Audit and TfS Assessment results as well as supplierneeds assessments, TfS member companies’ perspectives,
regional TfS Work Stream reflections and peer analysis. As a next
step, concepts will be designed, derived from the global framework while corresponding to regional and local requirements aswell as target group-specific needs. New features will be added to
the TfS Supplier Academy in the course of 2021.

Supplier Engagement
Making an impact through continuous improvement of thesustainability performance of the TfS member companies’
suppliers is one of TfS’ key ambitions. To facilitate this and toprovide capability building opportunities, TfS has always offereda wide range of upskilling opportunities in various ways: online,
on demand, in person and collaboratively.
The TfS Supplier Academy on the TfS website includes:•	eLearning with 4 modules focusing on Sustainable Supply
Chains, Introduction to TfS, TfS Assessments and TfS Audits•	webinars•	best-practice examples•	FAQs•	brochure and fact sheets about “Health & Safety at the
Workplace”•	face-to-face training•	Supplier Sustainability Spotlight promoting sustainability
success stories of companies participatingin TfS Assessments / Audits

Supplier Training
TfS Assessment Webinars
In 2020, webinars were an important instrument for the
TfS regions to reach, educate and train suppliers on the TfS
Assessment process and methodology. In addition, one webinar
in Chinese focused exclusively on CAP, underlining that improving
sustainability performance of both suppliers and TfS member
companies is at the heart of what TfS aims to achieve.
The interactive webinars had good resonance and post-webinar
surveys confirmed suppliers valued them as a major learning
opportunity on the general concept and practicalities of the
TfS Assessment process.

13

TfS APChina
TfS organised three training webinars aimed at Chinese
suppliers during 2020. The first two took place on 28 May
in Chinese and 2 July in English. Hosted by EcoVadis,
they offered an in-depth look at specific topics related to
the TfS Assessment process, the EcoVadis methodology,interpretation of scorecard results, use of CAP, andconcluded with a case study. The third webinar on
3 November (in Chinese) provided a deep dive on CAP
and included many examples.

Collaborative Action Activity Report 2020

Questions from participants were collected and answeredby EcoVadis after the training. More than 580 participantsfrom TfS supplier companies attended. Through offering
training in English, TfS was able to extend its reach beyond
the Chinese supplier community to suppliers from Indonesia,
Japan, Malaysia, Singapore and Thailand for the first time.

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All training materials, Q&As and recordings were publishedin the TfS WeChat account.

Japan
A supplier training webinar in Japanese took place on
20 July, focusing on the TfS Assessment process and
EcoVadis methodology.

TfS LATAM
Two TfS and EcoVadis suppliertraining webinars took place;
one in Portuguese on 15 September
and one in Spanish on
23 September. Both webinars,
covering the entire region, focusedon the TfS Assessment process
and methodology and the useof the EcoVadis platform

Face to face training
As in previous years, TfS delivered a featured supplier training to Chinesecompanies at the 2020 China Petroleum and Chemical International Conference(CPCIC) in Nanjing on 2 September. Around 500 participants including suppliers,
TfS member representatives and industry organisation representatives attended thisevent. The training focused on how to build a sustainable supply chain and the specificrequirements for chemical companies. Dr. Cheng Xu (President of TfS Asia and Headof Global Procurement and Logistics at LANXESS APAC), Candy Gaoof (EVONIK) andSophie Wang (WANHUA Chemical) provided the training in Chinese. The online Q&A
session was facilitated by an EcoVadis representative.

15

Stronger
Community

Strengthening the
As a memberLeadership Community
driven organisation,
it is the contribution
CPO Discussionof members thatdrives the TfS
program forward.

TfS is a global platform of chemical industry leaders aiming topositively shape the future of the chemical industry. Bound by
a strong belief in the power of collaboration, it is their combined
resources that make the real difference.

Stronger Community Activity Report 2020

As a peer-to-peer network, TfS enables CPOs from the 29
member companies to share ideas, exchange best practices,learn from and be inspired by their peers.

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TfS is built on strong
partnerships and commitmentsof many participants. To deliveron its ambitious Grow&Deliveragenda, TfS needs an informed
and connected community.
During 2020, TfS developed
several initiatives to enhance
information-sharing andexchange of best practice.

Four times a year in conjunction with the TfS Steering Committee
meetings and at the General Assembly, the 29 CPOs of the TfS
member companies participate in a “CPO discussion” enabled
by TfS. CPOs choose topics high on their agenda or close to
their heart.
Topics discussed in 2020 include lessons learned from theCorona crisis with a view on sustainability and how to makesustainability in procurement/supply chain the focal point of the
post-Corona world. In addition, upcoming legislative initiatives
on corporate due diligence in European countries, and at the EU
level, were discussed.

More Connected and Informed
TfS Community
For TfS to grow and deliver, a more connected and informed TfS
Coordinator Community is a prerequisite. This will happen throughinformation-sharing and the exchange of ideas on a regular basis.

Improve Information Sharing

All exchange happens infull compliance with antitrust laws.

From ad-hoc online meetings on specific topics conducted in2020 (e.g. TfS Grow&Deliver strategy, Audit process update andtarget framework), TfS will move towards regular #TfS Talks in
2021. These online discussions will be conducted as webinars
on topics of joint interest to empower the TfS Community.
During each webinar, a TfS member will present a company use
case around a specific topic and will foster dialogue, exchange oflearnings and best practice. The program will be rolled out in 2021.

Figure: TfS Annual Workshop –view of the plenary session

TfS Annual Workshop
The TfS Annual Workshop: Grow&Deliver on 30 September
2020 was – given the Covid situation – an online event. 135
Representatives of TfS members attended the workshop,
representing 25 companies, 20 countries and all regions.
The change to an online meeting avoided the need for travel
and therefore many more people could participate comparedto the traditional in-person TfS Annual Workshop.

The agenda featured two blocks of five simultaneous break-out
sessions: while the first block focused on “What’s new” in TfS
and presented the innovation and new projects under the TfS
Grow&Deliver strategic pillars, the second block “Good practice”
allowed members to remain focused on the existing TfS framework of audits and assessments and provided the opportunity
for all to discuss, learn and share ideas in key improvement areas.
In addition, a panel discussion with new members was conducted.

The design of the workshop maximised interaction andinvolvement of the attendees; the workshop platform offereda unique space to meet, network, connect, and exchange
experiences and practices.

17

TfS Global Work Streams

TfS progress is driven by
five Work Streams, each one
responsible for developing andmanaging different projects.

Work Stream 1
Governance and Partnerships
Areas of responsibility:
Definition of governance structure of the initiative.
Coordination TfS external partnerships.

As a true member-driven initiative, the Work Streams
are composed of representatives of TfS member
companies. TfS Work Streams also submit proposals
to the TfS Steering Committee for ongoing projects.
Active participation of TfS members is crucial to thesuccess of the initiative

Work Stream 2
TfS Assessments

Areas of responsibility:
Improve and further develop TfS Assessments.
Management of the relationship with service provider EcoVadis,
together with TfS office.

Work Stream 3
TfS Audits

Areas of responsibility:
Improve and further develop TfS Audit program and process.

Stronger Community Activity Report 2020

Management of the relationship with audit companies,
together with TfS office.

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Work Stream 4
TfS Communications and Supplier Capability Building

Areas of responsibility:
Internal and external communications.
Supplier capability building, development of trainings for buyers
and suppliers.

Work Stream 5
Scope 3 GHG Emissions
Areas of responsibility:
TfS approach to measure and reduce GHG emissions including
data collection and sharing.
Engaging suppliers to improve as well as cooperating with external
stakeholders.

ChairGabriele
Willenbrinck(Lanxess)

Co-ChairLaurent
L’hopitalier(Sanofi)

Co-ChairRocio de la
Cruz Garcia(Covestro)

Chair
SabineZallinger(Wacker)

Co-Chair
Judit
Berger(Evonik)

Co-ChairAlbertGlissenaar(Solvay)

Co-ChairAndreaFranke(Bayer)

Co-ChairChristopher
Easton(Syngenta)

Chair
AstridBosten(Henkel)

Co-Chair
Sila
Vogiatzaki(Clariant)

Chair
MichaelHeite(Bayer)

Co-Chair
Jens
Plambeck(Bayer)

Co-ChairJan
Schoeneboom(BASF)

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Stronger Community Activity Report 2020

TfS Regional
Operating Committees

20

TFS APTFS LATAMTFS NA

Cross work stream
responsibilities

Cross work stream

Cross work stream
responsibilities

Chair
Cheng Xu
(Lanxess)

Chair
Sheila Tazinazzo(Clariant)

Chair
Rachel Sheridan(Evonik)

responsibilities

TfS NA

TfS AP

TfS LATAM

TfS Office
The members of the TfS office are involved in the activities of the TfSWork Streams, prepare and facilitate the meetings of TfS bodies and are incontact with existing and potential TfS members and cooperation partners.
The TfS General Manager assumes the day-to-day leadershipof the organisation. The TfS office now counts 4 employees:

Dr Gabriele Unger
General Manager

Maria De Rycke
Communications Manager

Jakob Smets
ManagerMarina Vese
Manager

TfS Office
Rue Belliard 40
1040 Brussels, Belgium

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Communications

Stronger Community Activity Report 2020

Based on a considerable number of interviews and surveys withexternal and internal TfS stakeholders, the TfS communications
strategy defines TfS brand fundamentals and sets the strategic
foundation for communications activities.

22

Chemical
supply chains fora better world
The TfS tagline “Chemical supply chains for a better world”
clarifies the purpose of TfS to all stakeholders.

TfS Communications Strategy
It is the TfS vision that Together we will foster
sustainable and resilient supply chains with fairworking conditions, climate change mitigationand environmental protection. The TfS beliefs
are that together we can be more effective and lessadministratively burdened; the chemical sector canlead the way in accountability; and sustainable andaccountable supply chains are imperative for the planet.
It is the ambition of TfS and its members to grow into
the global standard for environmental, socialand governance performance of chemical
supply chains.

The TfS Grow&Deliver video isavailable in both English and Chinese.

Communication material
supports the Grow&Deliver
strategy
The launch and roll-out of the TfS Grow&Deliver
strategy was supported by a short video encouraging
stakeholders around the world to join the TfS global
initiative and work together to make chemical supply
chains more sustainable. The video is available in
English and Chinese.

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Join TfS
TfS is an agent of change managementin chemical companies

Benefits
TfS helps chemical companies:•	improve members’ CSR processes and performance•	identify common areas of importance and share
best practice
TfS is a strong lever to deliver globally applicable
solutions with key partners (EcoVadis, TfS-approved
audit companies).
TfS provides the opportunity to connect and talk to
the TfS President or any CPO. TfS provides accessto a database, data analysis and mining. This enables
members to:•	analyze, learn and understand the sustainability
performance of a vast pool of suppliers•	identify risk and support their suppliers in key
improvement areas•	make their supply chain more sustainable

Stronger Community Activity Report 2020

The TfS Community develops joint sustainability
projects (i.e. TfS Tier-N project on deep supply
chain transparency and new TfS Work Stream on
GHG Scope 3 Emissions)

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TfS transitioned seamlessly
to online meetings during the
COVID-19 pandemic.

TfS Governance

TfS General Assembly

TfS is an international, non-profit association under
Belgian law.

The highest decision-making body of the organisation,
the TfS General Assembly is composed of one CPO
representative per member company who holds thevoting rights in the Association.
Every two years, the TfS General Assembly elects
the new TfS President and TfS Steering Committee.
In the most recent election of 2019, representatives ofHenkel (President) and BASF, Bayer, Covestro, Lanxess,
Solvay, Wacker (Steering Committee) were elected.

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Member companies
as of 01/01/2021. Representing
leading chemical companies
across the globe.

TfS Steering Committee

1

2

3

4

5

6

The Steering Committee is the executive bodyof the association. As of 2020, the TfS Steering
Committee consists of the following persons:President: Bertrand Conquéret - Henkel (1)Marcel Beermann - Lanxess (2)Erk Thorsten Heyen - Wacker (3)Lynn De Proft - Solvay (4)Thomas Udesen - Bayer (5)Dirk Jan de With - Covestro (6)Tom Witzel - BASF (7)725

TfS Members
2020 has been a remarkable year in terms of steady growthof the TfS membership. 7 Chemical companies joined the TfS
initiative, bringing the total number of members to 29.

Stronger Community Activity Report 2020

New members in 2020: Archroma (Switzerland), AdvanSix (US), Azelis (Belgium), Corteva (US), Kraton (US),
Semperit (Austria), and Sika (Switzerland).

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€349
billionGlobal turnover of TfS
member companies in
the chemical industry 1€227billionGlobal spend of TfS
member companies in
the chemical industry 2
1

 s per TfS member companies publishedA
Annual Reports 20192

Estimated figures27

tfs-initiative.com© Together for Sustainability, 2021