Business needs a healthy working and operating environment in order to thrive. Ferring’s commitments embrace both the provision of a safe and healthy working environment for our employees and a commitment to minimise our environmental footprint in the wider world. And in parts of the world where natural resources are more scarce, or pollution and climate change challenges more evident, we have a greater duty to play our part – for example, through scientific and site-based approaches to water scarcity. 



On environmental goals 

 Carbon emissions – by 2017 we had achieved a 15% absolute reduction and a reduction of 52% relative to sales against a 2010 baseline. Our target is an absolute reduction of a further 10% by 2023 against a 2017 baseline, with plans to extend our assessment of Scope 3 emissions beyond Product Supply to the rest of the business.

• Water index – we have site-based targets based on production volume and water scarcity, with plans for a 5% improvement by 2023 against a 2017 baseline.

• Waste – we apply a waste reduction hierarchy methodology to minimise our waste continually.

LCA – Plans for product life-cycle assessment (LCA) on key products.

On health and safety 

 On LTIR (Lost Time Injury Ratio) we continue to improve over time; our aim is to achieve the Pharmaceutical Safety Group Benchmark by 2023.

• A continuation of EHS induction training across all Ferring sites.

• Employee participation in health promotion programmes – e.g. the Global Challenge.

Our Progress

Policies and practices

Our overall approach is one of continuous improvement against clear targets for energy, emission reduction, water, waste and packaging. This is supported by progressive implementation of International Organisation for Standardisation (ISO) standards and audits across all our manufacturing sites1.

We also seek to build a culture of training and education around environment, health and safety to raise awareness and engagement from colleagues across our operations globally. Our Leadership Through Safety® (LTS) training is one example of how we aim to embed this culture at all levels.

We fully endorse the three Global Compact Principles that relate to the environment: a precautionary approach to environmental challenges, initiatives to promote greater environmental responsibility, and development and diffusion of environmentally friendly technologies.


Examples of our work

World Environment Day

We celebrated World Environment Day at Ftherring Headquarters to help raise awareness of the importance of the environment for our own wellbeing, the company and the community. A series of keynote speeches, seminars, exhibitions and games encouraged understanding of how individual actions make a difference. Teams tested e-vehicles, learnt about eco-driving, and took test rides on urban, cross, and touring e-bikes. Employees were also eager to learn about the Swiss Polar Institute’s work on climate change and air pollution, actively supported by Frederik Paulsen, Chairman of Ferring.


Leadership through Safety®

The Leadership Through Safety® (LTS) programme was launched to help drive an active and transparent safety culture in Ferring across our manufacturing sites. Participants are inspired to become caring leaders through a programme and tools to drive sustainable change in self and team. A team of 16 facilitators from a range of disciplines have been trained through a train-the-trainer programme so that the initiative can be rolled out across our global operations. All employees from Product Supply are expected to participate in the programme over coming years.


EHS Velocity data management

In order to enable greater transparency and ownership of environmental, health and safety (EHS) data, Ferring has started implementing a data management system called EHS Velocity. This platform will provide an integrated solution to support business operations across the Ferring Group so that we can better manage, monitor and improve our EHS performance, ensure compliance with EHS regulations, and have better analysis of relative costs and benefits. The central management of EHS data will also help us report better to authorities, the UN Global Compact, ISO certification bodies, customers and the wider public.

‘We need to be more open about our
environmental footprint – not just
in manufacturing but the rest of the
business too – for example, the impact
of our travel. It’s important we publish
this data and make it clear where we
need to improve.’

Lars Peter
Executive Vice President and
Chief Production Officer