FOLLOWING OUR PROGRESS
SUSTAINABILITY REPORT 2016 - 2017
Gross profit
Data entries were made for LLIN quality inspection and management
Close to 180 tons of packaging, shipping and in-house items from recycled materials
Energy-intensive process successfully eliminated from supply-chain ‘DawaPlus: Made in Africa’
+28% LLINs production
project launched in Nigeria, receiving ‘Local Development and Empowerment’ award
-3% Water consumption
Senior management 500 tons of plastic sheets,
in Pakistan and Nigeria
packaging and bags are
are from local communities
made from recycled material
2016 2017 HIGHLIGHTS
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
Table of contents Page 4
01
Foreword
04
Page 6
02
About this report
Page 12
Page 23
Page 39
What matters most
Our environmental impact
External initiatives
»» Stakeholder engagement »» Materiality assessment
Page 17
05
Our governance and values
03
»» Products »» Operations and markets served »» TANA Netting at a glance »» Quality first
Page 21
06
09
Page 32
Page 8 TANA Netting structure
07
»» Materials management »» Recycling »» Energy management »» Water management »» Emissions »» Waste
Our finances
08
Our social assets »» Staff overview »» New hires and employee turnover »» Parental leave »» Training and assessment »» Injuries and absences
»» Female unit »» Localized production in Africa »» Bilqees Sarwar Foundation »» Corporate sustainability frameworks
Page 43
10
GRI content index
Page 51
11
Annexes
3
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
01
Foreword The reference number for the GRI disclosures and topics are highlighted in green at the beginning of each chapter.
GRI Disclosures 102-14
4
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
We are proud to present the second edition of the TANA Netting Sustainability Report, based on the Global Reporting Initiative (GRI) Standards. Since our first report last year, TANA Netting has distributed 60 million long-lasting insecticidal nets (LLINs), adding to the impressive 1.6 billon LLINs distributed worldwide since 2004.*
T
he impact of this effort in terms of disease reduction and improvement of lives of, particularly, women and children can hardly be overstated.
Another perspective that rarely comes to light is the manufacturing and distribution side of malaria prevention efforts. The 1.6 billion nets equal more than 1 billion kilograms of insecticide treated plastic materials, which together with more than 50 million kilograms of packaging materials have been sent thousands of kilometers in containers to the intended beneficiaries. Tens of thousands of people have been employed in this effort and many petajoules of energy from coal, oil and gas sources have been spent on processing polyester and polyethylene in supply chains. Two years ago, we decided to start reporting systematically on our economic, environmental and social impact to create greater transparency on critical sustainability issues in our own activities. Additionally, we aim to create reference points and methods to generate insights on sustainability issues for the industry in general. Only if this practice becomes the new standard, the very concentrated pool of LLIN buyers and the international procurement agencies, can commence applying criteria for sustainability in their procurement processes.
Since the last report, the output from our factory has grown by 28%, measured in number of LLINs. The process towards bringing energy intensive processes in-house and away from our suppliers, has been completed during this reporting cycle. This development allows us to innovate where there is the greatest potential to create efficiencies, reduce energy consumption and improve our competitiveness. While this has improved the position of our supply chain relative to the competition, as evidenced in our growing market share and stability of profits, this also means the energy and greenhouse gas footprints from our own factory have increased. This year, we have improved the reliability of our data by capturing input and consumption data directly at the relevant process points, while relying less on interpolation of averages and overall outputs. This strengthening of our methods for data capture is likely one cause of the unexpected volatility in some of our numbers, such as greater than expected reduction in water consumption and less than expected reduction of electricity. LLIN production is labor intensive and one of our biggest challenges is talent and skills retention to ensure high efficiency and quality output. Within the last year, we have installed better temperature control systems and redesigned material flow
processes to improve factory working conditions, especially during the hot summer months. Efficiencies have improved since the last reporting cycle largely due to investments in automation, whereas output per worker in highly manpowerintensive processes, like sewing, remain unchanged. Capital investment into automation will continue to drive up efficiencies measured in output per employee, which, supported by organizational redesigns, should see gains in the range of 3 – 8%. Going forward, we expect the market to shift to some degree to new types of LLINs, which require different materials and machinery. The ability to capture relevant data and apply the insights dynamically to drive efficiency gains is increasingly becoming a core competency for TANA Netting, and this is expected to help position us as the market leader for these products as well. This year we hope to engage in deeper discussions on sustainability in the LLIN supply chains and share our insights with our partners to help avail sustainability inputs to decision makers in this global distribution network.
Rune Bosselmann Director TANA Netting
*Net Mapping Project, from The Alliance for Malaria Prevention
5
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
02
About this report GRI Disclosures 102-45, 102-48, 102-49, 102-50, 102-51, 10252, 102-53, 102-54, 102-56
6
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
T
ANA Netting’s Sustainability Report 20162017 is part of our commitment to improve our social, environmental and financial performance continuously. We will use it as a tool to track our own development, to better engage with our stakeholders and to encourage the malaria community to mandate improved processes and reporting from the private sector. This is the second consecutive year TANA Netting has used the Global Reporting Initiative (GRI) Standards for Sustainability Reporting as a guideline for this annual publication. The reporting period for the information provided is from 1 July 2016 to 30 June 2017, unless made clear when there is an exception. Our financial statements and social information include TANA Netting operations in Dubai, UAE, our
Our finances
Our environmental impact
Our social assets
manufacturing facility H. Sheikh Noor-ud-Din & Sons (HSNDS) in Lahore, Pakistan, and Rosie’s Textiles in Aba, Nigeria. The environmental impact information is almost in its entirety from the HSNDS facility, given that our Aba facility had not been operative for more than three months in this reporting cycle. The creation of our Sustainability Report was slightly delayed due to staff changes; the previous year it was published in March whereas this year (’16-’17) it is issued in June. GRI Reporting Principles for defining content and quality have been consistently applied to this publication. Several data collection methods and reporting methodologies have changed from the previous year. This will be indicated in every case when it occurs to facilitate comparability and clarity. Our materiality assessment is based on extensive stakeholder engagement and applying the GRI
External initiatives
GRI content index
Annexes
materiality principle to identify the material topics to be included. This is a GRI-referenced publication which uses GRI Standards 2016 as guideline. At this time, we have not sought external assurance for our Sustainability Report 2016-2017. However, we intend to do so in our next reporting cycle. Please note that our financial statements are externally assured by Horwath Mak, a chartered accountancy firm in Dubai. Our GRI Content Index can be found on page 43. For any queries regarding this report please contact Natalia Freitas, our Sustainability Executive for NRS International, at
natalia.freitas@nrsinternational-fzco.com
7
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
03
TANA Netting structure GRI Disclosures 102-1, 102-2, 102-3, 102-4, 102-5, 102-6, 102-7, 102-8, 102-9, 102-10, 308-1, 414-1, 416-1
8
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
60 108
Who we are TANA Netting is a leading supplier of long-lasting insecticidal nets (LLINs) that contribute to the global fight to eradicate malaria, a preventable disease that causes almost half a million deaths annually.
million nets sold in 2016-2017
In the reporting year 2016-2017 we sold 60 million treated nets, which are used on average by 1.8 persons, therefore impacting 108 million people who are facing the deadly threat of malaria. TANA Netting is a subsidiary of NRS International, a family-owned company that manufactures and develops products for the humanitarian, public health and development sectors for over 40 years.
GRI content index
This year, we witnessed the launch of three new products. The new generation DawaPlus ® 3.0 and 4.0 nets contain, in addition to deltamethrin, a co-insecticide, PBO, to enhance their efficacy. These LLINs are specifically designed for regions where mosquitoes have developed a resistance to pyrethroid insecticides. Our 150D net is a high-strength and soft net, with a large mesh for a better airflow.
million
people protected by our nets
»» »» »» »» »» »» »»
Leading producer of Long-lasting insecticidal nets (LLINs)
DawaPlus® 2.0 DawaPlus® 2.0 150D DawaPlus® Curtain DawaPlus® Sandfly Net DawaPlus® 3.0 DawaPlus® 4.0 DawaPlus® Canopy Hammock
¹Global Health Observatory (GHO) data 2015
Net sales (USD)
Total capitilization
Quantity of products provided (LLINs)
59,978,010
123,059,272
38
3334
Dubai
15% leases
286
Lahore
107,660,000
Nigeria
Annexes
Product range
TANA Netting at a glance Total number of employees
External initiatives
2014-15
2015-16
118,323,023
2016-17
85% equity
37,464,937
2014-15
46,839,357
2015-16
2016-17
9
Foreword
About this report
TANA Netting structure
What matters most
Operations and markets served
Our governance & values
Our finances
Our environmental impact
Our social assets
445,000 malaria deaths in 2016
Global community response to fight malaria
CLIENTS UN agencies Governments NGOs
Our clients procure bed nets
HEAD QUARTERS
BENEFICIARIES 90% of nets delivered to Africa
We respond to client’s request and plan production
Remaining nets to Asia and Latin America
GRI content index
Annexes
Headquartered in Dubai, United Arab Emirates, the manufacturing of our products takes place at our manufacturing arm, H. Sheikh Noor-ud-Din & Sons (HSNDS) in Lahore, Pakistan. In May 2017 we inaugurated a cut-to-pack facility in Aba, Nigeria, part of our “DawaPlus: Made in Africa” project. You will find more information about this initiative to localize production in regions where the nets are actually deployed on page 41.
THE PROBLEM Every 2 minutes a child dies of malaria
External initiatives
LLINs are considered healthcare goods and are pre-qualified by the World Health Organization (WHO). We supply to national governments, primarily to Ministries of Health, UN agencies such as UNICEF and UNHCR, and non-profit organizations that run malaria programs. The beneficiaries of our LLINs are vulnerable populations living in malariainfested regions, dominated by countries on the African continent. We have seen smaller shipments to Latin America and Asian countries as well.
Countries served Nets shipped to clients
QUALITY CONTROL
SUPPLIERS Polyester from China Deltamethrin from France
Each production batch is audited in our ISO 17025 accredited lab
Nets shipped to clients
CUT-TO-PACK NIGERIA Nets finalized in facility Production capacity of 1 million nets
Treated netting material shipped
PRODUCTION IN PAKISTAN Production capacity of 7 million nets per month
Raw material shipped to factory
Raw materials procurement based on forecast
»» »» »» »» »» »» »» »» »» »» »» »» »» »» »» »» »» »» »» »»
Afghanistan Angola Benin Burundi Croatia Cuba DRC Ecuador Ghana Greece Guinea Honduras Ivory Coast Kenya Malawi Morroco Mozambique Myanmar Nepal Netherlands
»» »» »» »» »» »» »» »» »» »» »» »» »» »» »» »» »» »» »»
Niger Nigeria Pakistan Panama Peru Philippines Rwanda Senegal Somalia Sudan Syria Tanzania Thailand Togo Turkey UAE Uganda Vietnam Zambia
10
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
Quality first Vector control interventions to fight malaria, such as the mass distribution of LLINs, save lives every day. All products deployed for this purpose are audited in accordance with performance standards by the World Health Organization and stringent quality requirements. All our DawaPlusÂŽ LLINs are WHO PQ* listed, which means they meet standards for efficacy, safety and quality.
L
LINs are nets treated with insecticidal formulations for public health use and must be manufactured at ISO9001:2015 certified facilities. The Quality Control and Assurance personnel at TANA Netting accounts for almost 15% of the total number of employees and are organized in independent reporting lines that terminate at director level. Quality Control systems are deployed along all processes and control and register quality levels continuously. This includes the inspection of all incoming fabric and other materials, insecticide treatment and cut-to-pack processes where more than 20 million data entries are made every year. These data records are essential to our ongoing scale-up of activities without the loss of control of
quality, to continuously improve efficiency and also to help our suppliers to better assist us. We randomly screen 10% of the fabric received from our suppliers for visual defects. We provide feedback to our suppliers on the fabric performance based on quality parameters to help drive down defects and reduce waste. During 20162017, we have made seven screening visits to our fabric suppliers. Quality auditors inspect each production batch in our in-house independent ISO 17025 accredited lab before releasing the batch to a client. These audits serve to verify that quality control functions as intended. All suppliers must read, sign and comply with TANA Netting’s Code of Conduct before engaging in business with us. There
TANA Netting is currently ISO 9001:2015 certified, meeting the requirements for Quality management systems for manufacturing and export of LLINs. are clear directives on how we expect them to perform on social and environmental aspects. Should we find any supplier noncompliant on minor issues, these will be pointed out for correction. If the supplier is non-compliant on major issues, e.g. child labor, or environmental violations, the supplier relationship will be terminated immediately.
*World Health Organization Prequalified list under Vector Control products.
11
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
04
What matters most
GRI Disclosures 102-40, 102-42, 102-43, 102-44, 102-46, 102-47
12
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
Stakeholder engagement
Companies are faced with a wide range of topics which they could disclose in GRI-referenced reports. The materiality assessment defines what matters most to our stakeholders, what is relevant to the company and ensures we reflect on our company-specific economic, environmental and social impacts. We engaged our stakeholders to identify and prioritize topics for reporting.
I
n sustainability reporting, materiality is the principle that determines which relevant topics are sufficiently important that it is essential to report on them. The topics included reflect our significant economic, environmental and social impacts, or that substantively influences the assessments and decisions of our stakeholders. Stakeholder dialogue has been part of TANA Netting’s day-to-day way of working, maintaining open lines of communication to all those we interact with. This year, a more structured process was put in place to reach management, non-
managerial staff, clients, suppliers and members of the malaria control community. This process has been specifically designed in preparation of the GRI-referenced report and we intend to make it an annual interaction. Between February and March 2018, all directors and heads of departments from TANA Netting’s operations have participated in in-person or phone interviews. They were presented with 59 material topics from GRI Standards. Based on their materiality score (1 to 4), 30 topics were selected and presented to non-managerial staff and external stakeholders via an electronic
survey, with a response rate of 47% and 14%, respectively. Our aim was to reach close to 50% response rate for both, considering this was the first time this process was put in place. Hence, it must be noted we are disappointed by external stakeholders responsiveness, which is at odds with the pronounced commitment to sustainable and transparent sourcing by the institutional buyers and donor community. Nonetheless, this has been a learning experience and we aim to improve the stakeholder engagement process for next reporting cycles.
13
What matters most
Our governance & values
Our finances
Our environmental impact
81% 70%
67%
63%
60%
58%
66%
63%
Child labor
Discrimination
Salary ratio
Diversity
Training
Injuries
Parental leave
Employee turnover
Screening suppliers
Compliance
Waste
Reduce emissions
Emissions
Water
Reduce energy
Energy
Materials
Anti-corruption
Local suppliers
Governments
Climate change
Economic performance
Recycled water
Environment
46%
45%
42%
45%
61% 58%
55%
Economic
75%
84%
79%
Screening suppliers
64%
76%
84%
Compliance
79%
72%
58%
Annexes
Health & safety
78%
Community
79%
58%
GRI content index
Human rights
82%
63%
External initiatives
and external stakeholders’ personal opinions on the importance of GRI topics for TANA Netting, which were taken into consideration when moving forward with our materiality assessment process.
The materiality score from the electronic surveys per topic is below. Topics in grey were not deemed material, meaning not relevant and important enough at this stage. The results reflect our internal
63%
Our social assets
Forced labor
TANA Netting structure
Freedom of association
About this report
Foreword
Social
14
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
Materiality assessment The survey results presented us with 26 topics, as displayed in the materiality matrix on the following page. A materiality matrix enables us to decide which sustainability issues are most relevant and important to all stakeholders and guides us in decision making. To obtain clarity on what matters most, we apply the GRI Materiality Principle. This principle identifies material topics based on our social, economic and environmental impacts and how they influence the assessment and decisions of stakeholders. Social and environmental topics have received high materiality scores from over 50% of stakeholders,
especially issues concerning climate change and human rights violations. However, when GRI Materiality principles were applied, it came to light that several topics are not material to the reality of TANA Netting’s operations. For example, as a company we can safely state that the risk of forced/ child labor is nil, nor are our operations directly affected by climate change. These non-material topics were therefore excluded. A reverse example of considering topics to be included or not in the report, is the case of ‘New employee hires and employee turnover’ and ‘Injury rates’. These two topics did not receive a high
materiality score in the surveys but are found to be significant in terms of impact according to the management. We can conclude the following topics shown in the matrix, apart from the ones in grey, are deemed material and therefore included in our 2016-2017 GRI-referenced report. The matrix shows the two dimensions for assessing topic materiality and it reflects the correlation between stakeholder’s perception and significance of impact based on response rates and management evaluation.
15
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Materiality matrix
Our social assets
Social
External initiatives
Environmental
GRI content index
Economic
Annexes
Not deemed material
90 Assessment of health and safety impact of products for improvement
Compliance with laws and regulations in the social and economic area
85 Compliance with environmental laws
Screening suppliers on social criteria
Screening suppliers on environmental criteria
80
75
Human rights assessment and training
70
Anti-corruption assessments, training, policies and procedures Operations and suppliers at significant risk of child labor
65
Salary ration of women to men
60
55
Diversity, gender, age etc of governance bodies and employee
Local community engagement and impact
Employee training
Initiatives to reduce emissions in the atmosphere
Financial assistance from governments Emissions in the atmosphere
Parental Risks and opportunities due to climate change
Initiative to reduce energy consumption
Waste production and disposal
leave
Operations and suppliers at significant risk of forced labor
Economic performance
Operations and suppliers at significant risk of lack of freedom of association
Material used to manufacture TANA products
Energy consumption and its source
Reuse of recycled water consumed in production 50 Buying from local suppliers
Operations and suppliers at significant risk of discrimination
Water consumption and sources
45
40 0
10
Influence on stakeholder assessments and decisions
20
30
40
50
60
70
80
90
100
Significance of economic, environmental and social impacts
16
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
05
Our governance and values GRI Disclosures 102-18, 102-16, 205-2, 307-1, 407-1, 412-2, 419-1
17
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
Board of directors »» »» »» »»
Farhan Sarwar Farhaj Sarwar Ahmar Sarwar Furqan Sarwar
Director »» Rune Bosselmann
Management committee (Dubai) »» Rune Bosselmann »» Wieke de Vries »» Francesca Cocozza
Management committee (Pakistan)
Our governance
T
ANA Netting’s head office is located in Dubai, UAE, where sales, logistics and strategic processes are concentrated. Our manufacturing facility, H. Sheikh Noor-ud-
»» Muqeet Farhan »» Nabeel farhan
Din & Sons (HSNDS) in Lahore, Pakistan, coordinates with the Dubai office to ensure flawless production of the sales orders accepted by our Business Development & Sales team.
18
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
11
Ethical principles
1 Compliance and respect for the law
2 Responsibility and integrity
3 Competition
Our values NRS International is a family-run company that strongly values responsible and sound business practices. We are convinced responsible business makes smart business. Aligned with our parent company, TANA
4 Netting’s policies ensure that our business operates in line with high standards of integrity, transparency and legality. We ensure all staff has a thorough understanding of our Code of Conduct and its eleven
ethical principles, to which we adhere to at all times. These principles explicitly focus on anti-corruption, respect for the law, safeguarding human rights and labor standards and other relevant ethical principles.
Money laundering
5 Political contributions
19
Foreword
About this report
TANA Netting structure
We seek to work with those who share our approach and who operate their businesses on principles that align with ours. The principles of our the Code of Conduct are applied in all our dealings with joint venture partners, agents, contractors and
What matters most
Our governance & values
As a company, we will not supply goods or services if there is reason to believe that we face a substantial risk to be in violation of international treaties or conventions. TANA Netting is a paying member of the LLIN Integrity Pact (Basel
Our finances
Our environmental impact
Institute of Governance) and fully supports its aim to create a more transparent bidding and registration process industry wide. Furthermore, our standards do not permit us to deal with any entity which exercises child labor and/or forced labor, and we will
External initiatives
not deal with any organization that carries out discriminatory employment practices. No incidents of corruption or non-compliance with environmental, social or economic laws have occurred
GRI content index
Annexes
6 Corruption
7
To anchor these values in our daily business operations, TANA Netting commits to and promotes the UN Global Compact (UNGC) framework and adheres to the ten UNGC principles. These principles are fully embraced within the scope of TANA Netting’s Code of Conduct. To accelerate the UNGC goals to implement universal sustainability principles and to undertake partnerships in support of UN goals, we are an active member of the UNGC local network in the UAE. In this reporting cycle, our parent company NRS International held a UNCG Board position in support of the rapid expansion of the national network.
any other third parties with whom we have business relationships. Our business partners also receive and must observe our Code of Conduct just like our agent/ distributor agreements include a clause encouraging the support of the UN Global Compact.
Our social assets
UAE % of have 0 0 1 es loye on emp trained n o n i bee orrupt ts c h i i t r an n g uma s. h d ie an polic
during this reporting cycle. No operations or suppliers were deemed to be at significant risk of child or forced labor, human rights violations and lack of freedom of association.
Conflicts of interest
8 Labor standards
9 Human rights and religion
10 Health, safety and protection of the environment
11 Implementation of the code
20
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
06
Our finances GRI Disclosures 201-1, 201-4
21
About this report
Foreword
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
TANA Netting exclusively manufactures and sells long-lasting insecticidal nets (LLINs); WHO-assessed and recommended bed nets to prevent malaria and other vector-borne diseases.
Around 98% of the LLINs are procured through tenders and long-term agreements. The demand is largely determined by the need for LLINs indicated by governing health bodies, and the available funding from donor countries. Innovation has been instrumental to grow market share and to remain competitive, both on price as well as the introduction of new products.
Revenue
Operating cost
Expenses (USD) Gross profit
Employee wages and benefits
116,396,519 123,059,272
118,323,023
107,660,000
13,757,393
7,857,806 110,465,217
109,886,875
6,662,753
Payments to government
Community investments
1,729,145
11,483,869
1,503,920
1,354,947
9,318,586
2,567,368 2,833,929
-2,226,875
2014-2015
2015-2016
2016-2017
Annexes
Total monetary value of financial assistance received from governments (USD) - Pakistan only
For the past two years we have maintained steady financial growth largely due to a competitive operating cost level and aggressive pursuit of market share. Over this period our profit per unit has remained stable, as our price levels have dropped on the back of decreasing costs of key inputs. In the last financial year, favorable exchange rate developments also contributed positively to the operational profitability.
Financial data (USD)
GRI content index
2,294,504
• Operating costs includes all costs of manufacturing – material, labor and factory overheads – marketing and selling costs. • Employee wages and benefits data do not include our operations in Nigeria. • Payments to government refer to sales and income tax and is only pertained to Pakistan. TANA Netting is formally tax exempt due to its registration at International Humanitarian City, Dubai, UAE, which is a tax exempted free zone. • Community investment numbers represent NRS International’s group wide total expenditure through its philanthropic arm, the Bilqees Sarwar Foundation.
1,169,601 Efficiency expressed as return on investment into labor has increased over the period, which can be explained to a large extent by a return on capex, especially process automation, and to a lesser extent by favorable currency exchange rate developments. Profitability has increased significantly over the period in a market characterized as highly competitive and extremely commoditized. This is due to the introduction of more efficient production processes and, again, the favorable currency exchange rate events. The goal for the next financial year will be to maintain our profitability, aiming to further optimize our production processes, reaching even higher levels of efficiency.
22
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
07
Our environmental impact GRI Disclosures 301-1, 301-2, 302-1, 302-2, 302-3, 303-1, 305-1, 305-2, 305-3, 306-1, 306-2
23
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
The global effort to eradicate malaria has been effective and this success is largely based on the use of insecticide treated nets. Since the beginning of the current campaign in the early 2000s, millions of lives have been saved and approximately 1.6 billion LLINs have been distributed. These LLINs are made using around one million metric tons of oil-based polymers laced with insecticide, which have been manufactured using a tremendous amount of both manpower and energy.
Our social assets
External initiatives
At TANA Netting, we recognize that these numbers require scrutiny and we undertake initiatives to promote greater environmental responsibility. We promote the development
GRI content index
Annexes
and use of environment-friendly technologies as much as technically possible as a precautionary approach to environmental challenges.
Materials management TANA Netting has witnessed a substantial growth in LLIN production in the last year, namely 28% compared to the previous year. A total of 60 million LIINs were manufactured during the 2016-2017 reporting cycle. In terms of material management, our DawaPlusÂŽ 2.0 nets have fixed specifications, which means the ratio of
polyester and deltamethrin in production is constant. This year we report for the first time on actual consumed packaging, accessories, shipment and other minor materials used in the net production. Previous years were calculated retroactively based on total number of nets produced.
Total LLINs shipped
2014-2015
37,464,937
2015-2016
46,839,357
2016-2017
59,978,010
24
Foreword
About this report
TANA Netting structure
TANA Netting main materials
What matters most
2014-2015
2015-2016
Deltamethrin SC50 (L) Long-lasting insecticidal nets
Our governance & values
22,479
1,124,145
LDPE bags (t) 558
Our environmental impact
Our social assets
28,104
LDPE Oxo bags (t)
112
Labels and stickers (t)
47
Ink for labels (t) 69
111
87
38
HDPE accessory bag (t)
HDPE Liner sheet (t)
61
88
356
49
Annexes
34,139
70
Accessories
GRI content index
Represents items produced completely or partially from recycled material.
446
Packaging
External initiatives
2016-2017
Polyester (t)
1,548,696
899,159
Our finances
79
Iron hooks and rings (t) 319
62
50
HDPE Bale master bag (t)
516
Polyester rope (t) 214
399
121
Packing strap (t)
319 268
98
Bags used in-house (t)
49
Shipment and other
25
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
Recycling There is no place for unnecessary waste in our modern and lean manufacturing facility in Lahore, Pakistan. Over 250 tons of inhouse recycled plastic granules were used to make bags and other packing material within this reporting cycle. It should be noted that amounts are most likely bigger in reality, since data collection on these items can only be backtracked to November 2016. Recycled raw materials come from two production units, TANA Netting and NRS Relief (our neighboring sister manufacturing facility). We are currently working on tracking the exact amounts
of recycled plastic granules from both sites. Our liner sheets for shipping and our accessory bags are made from 100% in-house recycled high-density polyethylene (HDPE) granules. That alone represents 9% of our combined packaging, accessories and shipment and other materials in ‘16-‘17. We estimate close to 500 tons of plastic sheets, packaging and bags for internal use to be made from recycled materials within the TANA Netting factory annually, some of which are used within NRS Relief production as well.
Lahore, Pakistan 500 tons
TANA Netting Plastic waste
of plastic sheets, packaging and bags are made from recycled material
250 tons
of in-house recycled plastic granules made
NRS Relief
26
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Energy management The methodology for calculating energy consumption has changed from the previous years. We have revised and aligned our reporting standards in terms of conversion factors and method of data capture. Our focus on reporting is still our manufacturing facility in
Lahore, Pakistan. This is where most of our activities take place and where our environmental impact is the most significant. This year we also report on the Dubai headquarters’ greenhouse gases (GHG) emissions, energy and water consumption (see box on page 31).
Energy consumption in Pakistan Fuel (TJ)
Other (kWh)
Diesel
Electricity (kWh) 18,857,168 16
12
6,208,086
11
Coal
11,022,716
363
75
113
158
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
‘16 energy intensity at our factory was up 49%, meanwhile production increased 25%. In the latest reporting cycle, we recorded a 42% energy intensity increase in ‘16-17, along with a 28% increase in production in terms of units produced during the same period.
At TANA Netting our main effort on reducing environmental impact is focused on innovation and investment for efficiency in our processes. So far, this has gone hand in hand with a continued expansion in output as well as with bringing more production processes in-house. That means our energy consumption must be considered against this growth in both scope and level of activity and also the challenges it brings in terms of control and data analysis for this report.
The increase in energy consumption at our factory is explained by changes in production methods and the mentioned concentration of energy intensive processes in-house. The result is reduced emission of greenhouse gases globally, thanks to the cancellation of energy intensive processes upstream the supply chain. See the Global impact on CO2 emissions box for more information. From this point forward, the aim is to decrease the use of energy in the processes now consolidated in our own factory.
Energy intensity calculations are a strong tool to keep the sustainability of our production in check, both in environmental and financial terms. These are measures in which types of units of consumption are divided by a nominator of choice, here expressed as energy intensity per nets produced and per USD of revenue. In ‘15-
Energy intensity in megajoules Per LLIN produced
Total (TJ) 283
Our finances
3.0
6.0 4.5
Per USD of revenue
1.7
3.1
1.0
210
Global impact on CO2 emissions 2014-2015
2015-2016
2016-2017
TANA Netting has brought energy intensive processes to our own factory, which were previously conducted by our suppliers in China. This is part of our effort to make our production more efficient and sustainable. The transformation commenced in the middle of the previous reporting cycle and, as a result, we have eliminated some of the most energy
intensive processes upstream our supply chain. A natural outcome has been an increase in the use of coal at our manufacturing facilities as well as added equipment. However, when considering the global scope of energy consumption and CO2 emissions from our supply chain and our economic performance, this development is already yielding a significant return on investment.
27
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
Water management These numbers are calculated based on the water requirement for LLIN production. Flowmeters are currently being installed to increase the data accuracy for future reporting. That said, water consumption has remained stable at all manufacturing stages, while LLIN production is up by 28%.
Our efforts to advance process efficiency were fruitful in terms of water consumption in ’16-‘17. After a 23% increase during the previous reporting period, TANA Netting’s total water withdrawal has dropped 3% this year, despite a significant production growth.
Water withdrawal in Pakistan (L) Production
26,769,600
General use
Total
8,509,091
27,000,000
21,600,000
35,509,091 34,597,964
7,200,000
2014-2015
7,828,364
2015-2016
28,800,000
2016-2017
28
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
Emissions factors used in this report can be found in Annexes 1, on page 51.
As previously mentioned, we are working to align our conversion factors for energy and emissions globally. Due to absence of national guidance in Pakistan, the conversion factors used in this document belong to the Hong Kong and United Kingdom guidelines for quantification and reporting of greenhouse gas emissions and removals. A table with the conversion
This year we recalculated direct (Scope 1) and indirect (Scope 2) emissions from previous reporting cycles in CO2 equivalent, which is the measure used to compare the emissions from various types
Direct GHG emissions in CO ² equivalent in Pakistan (tons) Diesel
66.72
0.70
831
Electricity
8,863
26,069
25,160
0.19 882
Indirect GHG Emissions in CO equivalent in Pakistan (tons)² Final
Coal
of greenhouse gas (GHG) based on their global warming potential (GWP). Gases included in our calculations were carbon dioxide (CO2), methane (CH4) and nitrous oxide (N2O). Following the GRI Standards, we used the GWP rates from the IPCC – Intergovernmental Panel on Climate Change assessment reports based on a 100-year timeframe.
9.67 0.74
0.20 5.39 0.98
1,161 0.27
CO2
CH4
14,037 37.22 6,619
N2O
5,181
14,963
CO2
17.55
CH4
2.54
2,918
7,801
N2O
2014-2015
2015-2016
2016-2017
29
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
It is unclear whether changes in calculations have affected GHG emissions. However, similarly to the energy consumption trend, a drop in its annual increase has reached 14% in ’16-17. That cannot be said about Scope 2 emissions, representing electricity consumption where we witnessed an annual increase ranging between 7080%, with a 6% difference between ‘15’16 and ‘16-‘17 data only.
External initiatives
GRI content index
Annexes
Another new inclusion is Scope 3 emissions – indirect emissions outside TANA Netting – in the form of business travels. Due to conflicting reporting mechanisms, the Pakistan numbers were collected and reported from May-16 to May-17, instead of the fiscal year. We will rectify the discrepancy in future reports, although we are confident that the used data provides a reliable picture, spanning nearly the same reporting period.
Indirect emissions outside TANA Netting CO equivalent (tons) ² July 2016 - July 2017
Business travel
May 2016 - May 2017
51.5
34.6
Dubai
Pakistan
30
Foreword
About this report
Waste
TANA Netting structure
2014-2015
What matters most
2015-2016
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
2016-2017
As part of our objective to present more comprehensive reporting, we have added two waste items to the ’16-‘17 report: empty plastic cones and carton
waste. These items do not represent the main materials used in production but are significant in terms of volume. The information on these waste items was
not available retroactively and we will continue to report it from now onwards.
Waste by type in Pakistan (KG) Hazardous waste Polyester waste
Non-hazardous 2,680,275
1,632,015
Deltamethrin SC50 drums 4,996
7,549
Empty plastic cones
N/A
Product changes have resulted in an increase of polyester waste compared to the last reporting cycle. Last year, the strings to suspend the mosquito nets
Total
2,774,590
1,637,011
6,246
1,459,860
Dubai, UAE
Cartons waste
N/A
N/A
17,371
from the ceiling were made of excess netting material, however this method has changed to the use of polyester yarns loops. This particular change was
N/A
69,395
1,466,106
implemented due to inadequate amount of excess material to meet our increased production yet keeping a standardized product.
CO2 emissions
Electricity consumption
0.51 TJ 140,340 kWh
65.9598 tons Water consumption
1,647,108 L 31
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
08
Our social assets GRI Disclosures 102-8, 202-2, 401-1, 401-3, 403-2, 404-1, 404-3, 405-1
32
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
Male
Female
3348
310
Employees
T
ANA Netting ensures a safe and dignified work environment for the entire workforce. Our manufacturing facilities, H. Sheikh Noor-ud-Din & Sons (HSNDS) in Pakistan and Rosies’ Textiles in Nigeria, have independent staff management systems to monitor our human resources activities. We welcome and encourage regular audits by our most prominent clients on social aspects.
Our employees are located in three different countries with significant cultural and labor legislation differences. Wherever TANA Netting operates, we respect the cultural and religious norms and embrace the diversity as a key strength of our organization. Next you will find an overview of our most valuable asset: our people, with regional variances explained. It is important to highlight that the female factory workers
data from Pakistan represents only three months within this reporting cycle, following a 21-month closure of the site for construction and relocation. The female unit, a factory unit fully staffed and managed by women offering them a safe working environment, has been operative non-stop since April 2017 though. Additionally, staff information from our Nigerian operations is still partial due to its recent opening.
Office
Factory
348
3310
Part time staff Male
Dubai Nigeria
0 6
Female
2 11
33
Foreword
About this report
TANA Netting structure
What matters most
Office staff Below you will find the breakdown of indicators per workplace, e.g. office or factory, per location, e.g. Dubai, Pakistan and Nigeria. It shows the gender split, level of seniority and age brackets within seniority levels. Please use the color index for reference.
Our environmental impact
Our social assets
External initiatives
GRI content index
Pakistan
2%
1% 1%
1%
14%
13% 18% 2%
2%
2%
1%
14%
Annexes
Nigeria
.4% 4% 3%
7%
22% 9%
17% 9%
3% 12% 4%
26%
33%
31%
19%
35% 45%
Senior management Management Administrative
Below 30 years Between 30-50 years Above 50 years
Our finances
Dubai
Seniority level
Age
Our governance & values
55%
3%
71%
97%
39%
4%
9%
65%
4%
4% 11% 26% 2%
4%
38% 31% 2% 22% 4%
Pakistan
Nigeria
0.15% Below 30 years Above 50 years
0.3%
Between 30-50 years
9%
Below 30 years
13%
0.15% Between 30-50 years
33%
38%
38% 62%
53%
99.7%
50%
Below 30 years
Approximately one third of our factory labor force in Pakistan operates on ‘Per-Piece’ rates. This has become common practice in industries where production is not continuous but subject to order/tender demand. This custom is an ‘inheritance’ from the garment industry, traditionally found in Lahore where our factory is situated.
‘Per-piece’ rate
5% Between 30-50 years
Below 30 years Between 30-50 years
9% 4%
26%
2% 7%
Factory workers
13%
Male
902
Female
98 34
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
New hires and employee turnover Employee retention remains one of the key challenges for TANA Netting due to a variety of local reasons. Our head office is based in Dubai, UAE, a city where approximately 85% of the population are expatriates. All of our staff in Dubai is from abroad, from 19 different countries to be precise. The constant changing nature of local employment has brought our average time of service for our UAE workforce to three years, for both genders. Nonetheless, 15% of our colleagues have been with us for 5 to 9 years.
Turnover rates in our manufacturing facility in Lahore remain high for our factory workers. As mentioned previously, in Pakistan it is a challenge to offer competitive per-piece/daily wages to workers. Wages fluctuate among the garment industry players in the area, and workers are continuously in search of better rates. Knowledge retention is our primary goal and we are looking into different ways to keep the TANA Netting production site an attractive option for the local workforce.
2
Below 30 years
Female
In the Dubai office, 60% of senior management is represented by women.
5
Between 30-50 years
1
Below 30 years
1
Between 30-50 years
12%
33% Dubai
1350 380 Below 30 years
Between 30-50 years
nior % se 100 gement a man kistan in Pa igeria N and m local ro f e ity r a mun com
Employee turnover
Male
Female
45
Above 50 years
3
Below 30 years
5
Between 30-50 years
8%
54% Pakistan
Male
2
Between 30-50 years
Female
1
Below 30 years
10%
4
Between 30-50 years
35% Dubai
Male
1
Above 50 years
854 324 Below 30 years
Between 30-50 years
Annexes
We believe in inclusion and encourage talent acquisition from the communities we operate in. By sourcing senior managers locally, we aim to invest in economic development to build capacity locally. Considering that the UAE workforce predominantly comprises of expatriates who are significantly surpassing the number of UAE nationals, this is only applicable to TANA Netting’s facilities in Nigeria and Pakistan.
We offer equal pay to all our personnel, without exception. In response to the Pakistani cultural challenge where only 25% of women enter the labor market, we have created a unit for female stitchers only. Our female hiring and turnover numbers from Pakistan reflect the temporary closure of the female unit, as previously explained.
Employee hires Male
GRI content index
In D 60 ubai % o ma of s ffice nag eni or are e wo ment me n
Female
52
Above 50 years
1
Below 30 years
37%
2
Between 30-50 years
3% Pakistan
35
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
Parental leave TANA Netting is in compliance with local legislation in terms of parental leave, which widely varies from one country to another. In Pakistan and Nigeria all women are entitled to maternity leave, whereas in the Dubai office only women who are legally married enjoy
this benefit, as per the local Islamic Law. Even though not covered by local legislation, we offer paternity leave to new fathers in our Dubai and Lahore facilities. We will report that data more comprehensively from the next reporting cycle onwards.
Male
Dubai Pakistan Nigeria
Entitled
Consumed
18
2
3203
n/a
Female
Still employed after 12 months
2
Entitled
Consumed
9
2
113
n/a
164
7
Still employed after 12 months
2
36
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
Training and assessment NRS International, our parent company, invests in continuing education and training on an ongoing basis. Dubai employees have access to financial support and special payback programs for courses and academic training that would be relevant to their work. Training hours included in this report comprise both internal and external training information from Dubai and Lahore
External initiatives
GRI content index
Annexes
Training and assessment operations. The level of training at our facility in Aba, Nigeria, is exceptionally extensive within this reporting period considering that all 263 factory workers undertook three weeks of intensive training on cut-to-pack processes prior to becoming operational. This training was given by a technical team from our manufacturing facility in Lahore.
Senior Manager
Manager
0
15.2
32.25
20.4
4
4
0
12
Dubai
(Hours / employee)
Pakistan
(Hours / employee)
Male
Operation
Factory workers
24.05
N/A
25.29
N/A
8
24
16
24
Female
Performance development review Senior management
In addition to training, we have adopted an employee performance and development policy. This performance and development review framework was implemented in 2016 by an external consultant. We believe assessing staff performance on a regular basis as well as setting
clear objectives contributes to a high-performing team and to the development of human capital within TANA Netting. The percentages reported represent the share of each category, by gender, who have received performance reviews.
Management
Administrative
100
89.5%
80 60
67% 65% 60% 50%
40
33%
20 0
0% Dubai
8%
1% 0% Pakistan
1%
.5% Dubai
Male
Pakistan
Dubai
Pakistan
Female
37
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
Injuries and absences TANA Netting is in the process of restructuring our data collection systems on work-related injuries and employee absenteeism to better reflect the International Labor Organization (ILO) Codes of Practice recommendations for reporting. We expect to have a more comprehensive set of information on the next reporting cycle. That said, considering
no labor-intensive processes are carried out at our Dubai offices, it is no surprise that no work-related injuries have occurred during the past year. There were 46 employees on sick leave during the reporting period, with the average absent days due to illness reported by gender. As a responsible business, reporting on the number of injuries from
First aid injuries
Average sick leave absences
our manufacturing operations is imperative, even if the GRI principle of completeness is temporarily compromised. During the three months within this reporting cycle in which it has been operative, our factory in Nigeria recorded three minor injuries that required first-aid attention.
Male
Female
Dubai 2.97 days
6.41 days
Hospitalizations
In Pakistan, where our production takes place, first-aid injuries amounted to almost 9,000 cases on a 3310-staff workforce. Even though 75% of these incidents were treated with Band-Aids and other regular plasters and none of those required stitches, we are working on ways to decrease such occurrences. Our data
collection requires improvement as we are unsure if all first aid injuries are work-related. We have received information that workers request treatment at the workplace for injuries that were not caused at the factory, due to the limited access to health care facilities in Pakistan, which is still a developing country.
required hospital attention during the ‘16-‘17 reporting cycle. Even though we cannot be certain if causes were work-related, none of them resulted in lost days of work by the employees, with hospitalizations lasting only a few hours.
For this same reason, several of our workers seek medical assistance from our Health and Safety team for medical issues such as flu-related symptoms, stomach pain and other possible pre-existing conditions. Below we report in detail the cases that
First aid injuries in Pakistan
Hospitalizations in Pakistan
Plasters
Crepe bandage
Cotton bandage
Pressure bandage
Total
6,627
59
2,234
23
8,943
Fever
Minor cut
Blood pressure
Vomiting
Abdominal
19
35
10
4
15 100
6
3
8
0
0
Kidney
Stomach
Chest
Amputation
Fracture
Total
38
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
09
External initiatives GRI Disclosures 102-12, 102-13, 413-1
39
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
Local development at the heart of social issues
A
t TANA Netting we understand sustainable business practice as an ongoing commitment to the wellbeing of our employees and the communities where we work. We aim to create sustainable employment opportunities and align our business objectives with the Sustainable Development
Goals (SDGs). We focus on issues that cut deep into the societies in which we operate, such as gender issues in Pakistan and localized production in Africa. At the same time, we invest in healthcare and educational programs through our company’s charitable arm, the Bilqees Salwar Foundation.
Our female force TANA Netting’s female unit in Pakistan offers a dignified workplace for women who are, in many cases, the sole earners of income in their households. It is estimated that the labor force participation of women in Pakistan is only 25% and the country ranks second-last on the Gender Equality Index*, placing Pakistan 143rd out of 144 nations. This statistic highlights the importance of the initiative.
women, who all have received stitching training to become skilled operators. A safe, femalefriendly environment is created to encourage others to join this emancipation movement. Due to construction and relocation, the female unit was only operative for three months within this reporting period, but it has been relaunched in August 2017 and currently employs 131 women.
This TANA Netting production unit is managed and staffed by
40
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Localized production in Africa In January 2017 the “DawaPlus: Made in Africa” project was launched in Aba, Nigeria, as part of TANA Netting’s commitment to localize LLIN production in malaria-stricken areas. The manufacturing facility is established in partnership with our contracted manufacturer in Nigeria, Rosie’s Textiles Ltd. At the end of this reporting cycle we have delivered 250,000 LLINs to the local community, a number that has grown since. The aim of the project is to maximize the developmental potential of donor funds by creating immediate societal benefits, particularly, local employment. Secondly, local production means governments will invest locally rather than in imports when taking over a bigger chunk of the financial burden of malaria commodities procurement, investing not only in better health but also directly in their own economies. This will help ensure the sustainability of the malaria control campaign and manufacturing in accordance with local needs. The manufacturing facility in Aba currently employs 280 people, who are trained to complete the last
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
In April 2018, which falls outside the scope of this report, TANA Netting was awarded with the “Distinction in Local Development and Empowerment” for our “DawaPlus: Made in Africa” project by GBC Health‘s Corporate Alliance on Malaria in Africa (CAMA), as part of 2018 West Africa Regional Malaria Safe Awards.
production phase of WHO prequalified nets. The production covers the “cut-to-pack” stages of bed net making, since the chemical treatment process is retained in Pakistan. This allows us to maintain strict control over the critical chemical processes while placing most of the employment in Nigeria – over 85% of labor required to make LLINs is in the cutting, sewing and packing stages.
Annexes
contacts and coordination with national program and at the ministerial level. This support has only been in the form of technical assistance and has been particularly helpful in arranging a working supply chain for materials through the Nigeria customs system.
Our “DawaPlus: Made in Africa” project has not received funding from any third party and has been entirely financed by TANA Netting.
The Malaria Consortium Nigeria has been a key partner in midwifing the project by establishing
41
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
Investing in the local community As part of the family-managed NRS International, TANA Netting has inherited a strong family tradition of social stewardship. Driven by the belief that every business has the responsibility to invest in their community, the Bilqees Sarwar Foundation (BSF) was inaugurated in 2005. The charitable arm of the company has improved the lives of 150,000
underprivileged Pakistanis with USD 1.3 million invested primarily in healthcare and educational projects in this reporting cycle. We believe that ‘charity starts at home’ and therefore all initiatives are aimed at improving underprivileged communities in Lahore, where our factory is based. We operate a modern medical facility, treating up to 12,500 patients per month with free
or subsidized quality healthcare, including ophthalmology, general medicine, dental services, MRI and CT-scan facilities. Part of the hospital is the Razia Begum Dialysis Centre, the largest dialysis center in Punjab state, with a capacity of 50 dialysis chairs. For more information, please visit
www.bsfoundation.com
Following the global alignment on corporate sustainability TANA Netting is a signatory to the UN Global Compact (UNGC) since 2012 through our parent company NRS International. We adhere to the UNGC’s principles in the areas of human rights, labor, environment and anti-corruption, and take actions to embed them throughout our operations and supply chain. Our UNGC Communication on Progress 2016-2017 has been submitted and meets all requirements for Global Compact Active Level. It contains a section with a
detailed explanation on how our company’s activities and actions intend to advance the Sustainable Development Goals (SDGs), the largest sustainability movement adopted by the UN Member States in 2015. The 17 specified global goals provide an integrated framework for addressing the world’s most urgent sustainability challenges. TANA Netting is currently working on a principled approach to the SDGs and using the Global Reporting Initiative standards for sustainability
reporting is one of the steps towards that goal. The GRI and UNGC are working together to align their frameworks and support organizations in reporting their progress on the SDGs. Our goal for the next reporting cycle is to implement their aligned framework throughout our Sustainability Report 2018.
42
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
10
GRI content index
43
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
GRI Content index GRI standard 2016
Disclosure
Page number(s) and/or URL(s)
102-1 Name of the organization
9
102-2 Activities, brands, products, and services
9
102-3 Location of headquarters
10
102-4 Location of operations
10
102-5 Ownership and legal form
10
102-6 Markets served
10
102-7 Scale of the organization
10
102-8 Information on employees and other workers
9, 33, 34
102-9 Supply chain
10
102-10 Significant changes to the organization and its supply chain
10
102-11 Precautionary Principle or approach
24
102-12 External initiatives
40-42
102-13 Membership of associations
42
102-14 Statement from senior decision-maker
5
102-16 Values, principles, standards, and norms of behavior
19
102-18 Governance structure
18
102-40 List of stakeholder groups
13
102-41 Collective bargaining agreements
33
102-42 Identifying and selecting stakeholders
13
Omission
GRI 101: Foundation 2016
General disclosure
GRI 102: General Disclosures 2016
44
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
GRI Content index GRI standard 2016
Disclosure
Page number(s) and/or URL(s)
102-43 Approach to stakeholder engagement
13
102-44 Key topics and concerns raised
14
102-45 Entities included in the consolidated financial statements
7
102-46 Defining report content and topic Boundaries
15
102-47 List of material topics
16
102-48 Restatements of information
7
102-49 Changes in reporting
7
102-50 Reporting period
7
102-51 Date of most recent report
7
102-52 Reporting cycle
7
102-53 Contact point for questions regarding the report
7
102-54 Claims of reporting in accordance with the GRI Standards
7
102-55 GRI content index
43
102-56 External assurance
7
Omission
General disclosure
GRI 102: General Disclosures 2016
45
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
GRI Content index GRI standard 2016
Disclosure
Page number(s) and/or URL(s)
Omission
Material topics
Economic performance GRI 103: Management Approach 2016 GRI 201: Economic Performance 2016
22 201-1 Direct economic value generated and distributed
22
201-4 Financial assistance received from government
22
Market presence GRI 103: Management Approach 2016 GRI 202: Market Presence 2016
35 202-2 Proportion of senior management hired from the local community
35
Anti-corruption GRI 103: Management Approach 2016 GRI 205: Anti-corruption 2016
20 205-2 Communication and training about anti-corruption policies and procedures
20
46
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
GRI Content index GRI standard 2016
Disclosure
Page number(s) and/or URL(s)
Omission
Material topics
Materials GRI 103: Management Approach 2016 GRI 301: Materials 2016
24 301-1 Materials used by weight or volume
24
301-2 Recycled input materials used
26
Energy GRI 103: Management Approach 2016 GRI 301: Energy 2016
27 302-1 Energy consumption within the organization
27, 31
302-3 Energy intensity
27
Water GRI 103: Management Approach 2016 GRI 303: Water 2016
28 303-1 Water withdrawal by source
28, 31
Emissions GRI 103: Management Approach 2016
GRI 305: Emissions 2016
29 305-1 Direct (Scope 1) GHG emissions
29
305-2 Energy indirect (Scope 2) GHG emissions
29
305-3 Other indirect (Scope 3) GHG emissions
30
47
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
GRI Content index GRI standard 2016
Disclosure
Page number(s) and/or URL(s)
Omission
Material topics
Effluents and waste GRI 103: Management Approach 2016 GRI 306: Effluents and waste 2016
31 306-2 Waste by type and disposal method
31
Environmental Compliance GRI 103: Management Approach 2016 GRI 307: Environmental Compliance 2016
20 307-1 Non-compliance with environmental laws and regulations
20
Supplier Environmental Assessment GRI 103: Management Approach 2016 GRI 308: Supplier Environmental Assessment 2016
11 308-1 New suppliers that were screened using environmental criteria
11
48
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
GRI Content index GRI standard 2016
Disclosure
Page number(s) and/or URL(s)
Omission
Employment GRI 103: Management Approach 2016 GRI 401: Employment 2016
35 401-1 New employee hires and employee turnover
35
401-3 Parental leave
36
Occupational Health and safety GRI 103: Management Approach 2016 GRI 403: Occupational Health and Safety 2016
38 403-2 Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities
38
Training and Education GRI 103: Management Approach 2016 GRI 404: Training and Education 2016
37 404-1 Average hours of training per year per employee
37
404-3 Percentage of employees receiving regular performance and career development reviews
37
Diversity and Equal Opportunity GRI 103: Management Approach 2016 GRI 405: Diversity and Equal Opportunity 2016
33, 34 405-1 Diversity of governance bodies and employees
33, 34
Freedom of Association and Collective Bargaining GRI 103: Management Approach 2016 GRI 407: Freedom of Association and Collective Bargaining 2016
20 407-1 Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk
20
49
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
GRI Content index GRI standard 2016
Disclosure
Page number(s) and/or URL(s)
Omission
Human Rights Assessment GRI 103: Management Approach 2016 GRI 412: Human Rights Assessment 2016
20 412-1 Operations that have been subject to human rights reviews or impact assessments
20
Local Communities GRI 103: Management Approach 2016 GRI 413: Local Communities 2016
40 413-1 Operations with local community engagement, impact assessments, and development programs
40-42
Supplier Social Assessment GRI 103: Management Approach 2016 GRI 414: Supplier Social Assessment 2016
11 414-1 New suppliers that were screened using social criteria
11
Customer Health and Safety GRI 103: Management Approach 2016 GRI 416: Customer Health and Safety 2016
11 416-1 Assessment of the health and safety impacts of product and service categories
11
Socioeconomic Compliance GRI 103: Management Approach 2016 GRI 419: Socioeconomic Compliance 2016
20 419-1 Non-compliance with laws and regulations in the social and economic area
20
50
Foreword
About this report
TANA Netting structure
What matters most
Our governance & values
Our finances
Our environmental impact
Our social assets
External initiatives
GRI content index
Annexes
Annexes Conversion factors used
Emission factors used CO2
CH4
N2O
GWP (100 years)
Diesel kg/liter
2.614
0.0000239
0.0000074
1
CO2
Coal kg/kg
2.602
0.000276
0.00004
25
CH4
289
N2O
Electricity kg/kWh
0.47
1 kg of coal 1 ltr of diesel-oil
8.1 kWh
29.3 MJ
10.0 kWh
35.9 MJ
51
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SUSTAINABILITY REPORT 2016 - 2017