Our CSR Foundation
Central to what we do, is a commitment to the human cause. This was the founding principle by which Dr. Frederik Paulsen and Eva Paulsen first established Ferring in 1950. Their goal was to improve people’s health through medicine on the body’s own terms, and 68 years later, we strive to stay true to that mission.
Our core responsibility is to develop and deliver innovative therapies that improve the quality of patient lives, and in some cases, save lives. However, expectations of what constitutes corporate responsibility have evolved significantly since Ferring was first established. So too, have our own expectations of ourselves. Today we understand that we have a broader responsibility to both the people and organisations we impact throughout our daily operations – namely, our employees, patients, suppliers, research partners, and the communities and environment in which we operate.
Ferring first expressed its view of this wider responsibility in The Ferring Philosophy ‘People Come First at Ferring’ in 2004. Then in 2012, we launched our formal CSR strategy and, building on The Philosophy, we created our CSR Statement (on page 18). Subsequently, a globally representative Taskforce was established, and since then we have continued to build on those firm foundations.
CSR Governance at Ferring
At the centre of our governance structure is the CSR Taskforce, a cross-functional and global team, which undertakes daily management of activities across the business. Our outreach across the world is made possible with our network of nearly 20 CSR Ambassadors, located in nearly 20 countries. For decisions on strategic direction, policies or new global initiatives, we seek input and sign-off from our senior Global Advisory Group, and our two key Board-level Sponsors, COO and President of the Executive Board, Michel Pettigrew, and Per Falk, Executive Vice President and Chief Science Officer.
In 2017, we moved the responsibility for CSR into the Global Ethics & Privacy Office. Our intention is that by placing it at the heart of our ethical activities this will both strengthen oversight and facilitate embedding CSR throughout the business.
Our pillars and United Nations Global Compact (UNGC) Principles
Our pillars encompass the UN Global Compact’s own set of Principles related to human rights, labour, anti-corruption and environment.
UN Global Compact Principles 1–10
P1: Businesses should support and respect the protection of internationally proclaimed human rights; and
P2: make sure that they are not complicit in human rights abuses.
P3: businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining;
P4: the elimination of all forms of forced and compulsory labour;
P5: the effective abolition of child labour; and P6: the elimination of discrimination in respect of employment and occupation.
P7: businesses should support a precautionary approach to environmental challenges;
P8: businesses should undertake initiatives to promote greater environmental responsibility; and
P9: encourage the development and diffusion of environmentally friendly technologies.
P10: work against corruption in all its forms, including extortion and bribery.
Our four CSR pillars encompass the UN Global Compact Principles (P1-10), which together inform our CSR statement