Crucell corporate brochure (PDF)

Crucell’s commitment to the world – Taking responsibility
Responsible choices
Our successful cool-box recycling program in Sweden is an example
of how smart supply chain management can combine environmental
and financial benefits. This local initiative encourages vaccine customers
to return the cool boxes in which they receive the products. Normally,
these temperature-controlled boxes are thrown away after a single use.
Crucell pays for the return transport, which costs about 50% of the new
box price, and reuses each container up to four times before disposing
of it responsibly. The average monthly return rate in 2010 was 89%—
a great response and much higher than the 60% expected when the
program was launched in 2009. Our Swedish organization sent out
around 30,000 boxes of vaccines last year and purchased only around
6,700 replacements, so the program substantially cuts down on both
waste and expenses.
CSR information management
The better we understand the impact our organization has, the better
choices we can make as a business that is committed to delivering
sustainable profit, measured in human and financial terms.
Comprehensive and reliable information about our global activities
and effects is essential in order to run Crucell with ‘a warm heart and
a cool head’ and communicate transparently with our stakeholders.
Therefore, improving CSR information management was identified
in 2009 as one of our top-five priorities for the coming years.
The main targets set for 2010 were to roll out the Reporting Manual—
an information tool custom-built to fit Crucell’s organization and CSR
policy—and achieve 100% company coverage regarding data collection.
We have reached this goal for nearly all indicators, thanks to a
tremendous effort from Crucell people at all levels and parts of
our organization.
The senior managers who shouldered responsibility for each of the 4P
policy areas (P-owners) at the global level have shown real ownership
and leadership. They, in turn, have received great support from a
growing band of enthusiastic CSR supporters from the local affiliates.
The active involvement of the Chief Operating Officer in Crucell’s CSR
Working Group sessions (held four times in 2010) has been invaluable
for ensuring the alignment of this program with the Management
Board’s vision and strategy for Crucell.
“ The better we understand the impact our
organization has, the better choices we
can make as a business that is committed
to delivering sustainable profit, measured
in human and financial terms.”
‘Rolling out’ a Reporting Manual may sound easy and effortless,
but it was far from that. People grappled with the challenge of finding
consistent definitions for key performance indicators (KPIs) and
meaningful parameters for measuring outcomes. Training sessions
and data collection had to be fitted into our employees’ already busy
work days. However, by the end of 2010 a system for consistent and
comprehensive reporting of information relevant to our CSR ambitions
was in place, and company-wide data collection was on track.
This establishes a 2010 baseline for our CSR performance, against
which progress towards our ambitions can be evaluated over time.
The insights we gain in the process will help us to refine and develop
our CSR activities and ambitions. We see this as a continuous
feedback loop enabling steady improvement.
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