We define our corporate responsibility (CR) agenda by reviewing the material issues that affect our company and by talking to the people and organisations that have a stake in our business, including employees, customers, shareholders, governments and civil society groups.
We manage this activity through our CR Forum which meets twice a year and is chaired by our CEO, Erik Engstrom. We focus on key areas and prioritise the actions we need to take to ensure we are a responsible company. These are:
Governance
Governance is material to Reed Elsevier because it is the framework for all that we do.
The RE Code of Ethics and Business Conduct disseminated to every employee, is a guide to our corporate and individual behaviour. Encompassing topics like conflicts of interest, anti-bribery, and fair competition, it encourages open and principled behaviour.
People
People are material to Reed Elsevier because they are the driving force of our business.
Our 32,500 people are our strength. To help our people reach their potential and ensure Reed Elsevier remains an in-demand place to work, we launched Tools for a Great Workplace as part of a new intranet for head office staff – which rolled out globally in early 2009. This online toolkit looks at how great leaders create motivated, successful teams; allows employees to assess how well they lead; and provides advice on developing skills to enhance local workplaces.
Health & Safety
Health & Safety is material to Reed Elsevier because we can only perform well if our workplaces and employees are healthy and safe.
Our employees have the right to a healthy and safe workplace as outlined in the Reed Elsevier Health and Safety Policy. As a measure of improving conditions, we achieved a 24% drop in workers compensation claims in the United States, home to the majority of our employees. We expanded training for Health and Safety Champions to improve reporting, and received assurance on health and safety data from Ernst & Young.
Customers
Customers are material to Reed Elsevier because without their satisfaction, our business is not viable. In 2008, online products and services accounted for over 50% of revenue, up from 37% in 2006. Innovative online offerings improve our customers’ workflows, allowing them to utilise information on a scale never before possible.
Supply Chain
Supply chain is material to Reed Elsevier because unless we maintain the same high standards across our operations, we risk damaging our business, reputation, and relations with key stakeholders. We require our suppliers to meet the same high standards we set for ourselves. Our Supplier Code of Conduct stipulates adherence to all laws and best practice in areas like human rights, labour, and environment.
Environment
Environment is material to Reed Elsevier because environmental disruptions could negatively affect the conduct of our business. Moreover, we have an energy, carbon emissions, water, and waste footprint and, as a leading publisher of environmental science, it is incumbent on us to pursue good, internal environmental practice. We saw a 16% decrease in travel emissions in 2008, resulting from our focus on travel alternatives including video conferencing and webinars, and the introduction of a global travel portal. In addition between 2007 and 2008, we saw a 4% decrease in carbon emissions, a 1% increase in energy consumption, a 9% decrease in water consumption, and we recycled 46% of our waste.
is a material issue because local and global communities provide our ‘license to operate.’ Because we impact communities, we must be accountable and give something back. Through our Reed Elsevier Cares programme we concentrate on education – a common thread across the group – for disadvantaged young people. Our Two Days programme allows all employees up to two days off per year for their own community work. We saw a 51% rise in volunteering in 2008 and donated £2.1 million in cash donations (including matching gift programmes) and the equivalent of £3.8 million in gifts of products, services and staff time in 2008.