2019 Corporate Social Responsibility Report - Purolator
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2019 Corporate Social Responsibility Report
2
Contents
2019 CSR Report
1 Delivering the future, 14 Empowering our people 24 Delivering for our planet 31 Helping our neighbours
responsibly
15 Enriching Purolator’s 25 Focus on addressing climate 32 Focus on community
2 Highlights from this year employee experience in 2019 change investment
3 Message from the President 17 Focus on occupational 25 What it means to us 32 What it means to us
and CEO health and safety
25 Our approach 32 Our approach
4 Who we are 17 What it means to us
27 Key performance highlights 33 Key performance highlights
6 Our strategy 17 Our approach
29 Focus on sustainable
7 About this report 21 Focus on diversity and products and services
inclusion
29 What it means to us
21 What it means to us 34 Appendix A: Detailed
29 Our approach performance data table
21 Our approach
30 Key performance highlights 36 Appendix B: GRI content index
23 Key performance highlights
8 Driving purposeful
change at Purolator
9 How we work
11 Mapping our material topics
against the United Nations
Sustainable Development
Goals
12 Our commitments
Delivering the future, Driving purposeful Empowering our Delivering for Helping our neighbours Appendices
responsibly change at Purolator people our planet
3
4
2019 CSR Report
Delivering the
future, responsibly
Delivering the future, Driving purposeful Empowering our Delivering for Helping our neighbours Appendices
responsibly change at Purolator people our planet
11
Highlights from this year
2019 CSR Report
Empowering our people Delivering for our planet Helping our neighbours Growing our business
Launched innovation pilots Opened four new terminals
Heightened health and 100% Canadian organization
with E-Bikes, Parcel Lockers, to support capacity growth
safety focus with programs in partnering with 55 food banks
Self-Serve Kiosks and Sort-to- with the flagship addition in
onboarding, defensive driving, across Canada
Route concepts North York, Ont.
Geotab pilots, and sharing
weekly learnings
Delivery to virtually every postal
code in the country (99.9% of
29% reduction in scope Canadian postal codes) Enhanced network visibility:
2 indirect greenhouse gas
Continued our Lean journey emissions since last year 3,000 new scanners
with employees achieving
1,000 GPS tracking on trailers
1,233 Yellow Belts, 144 Green
Belts and 14 Black Belts 1.65 million lbs of food 700 new vehicles in the fleet
83% of employees agreeing raised through Purolator
Tackle Hunger® Creation of 2,500 jobs since
that Purolator provides
13% overall decrease in direct 2016 to keep up with our
learning and development 18 million meals donated
scope 1 emissions since 2015 pace of growth
opportunities to local food agencies since
767 fuel efficient fleet 2003 through Purolator Tackle $1 billion Delivering the
Enhanced safety onboarding vehicles purchased
and driver training programs, Hunger® Future growth and innovation
with three new programs plan launched
11.41% increased use of Vendors selected for $330
overall Employee and Family million 430,000 sq ft new
Assistance Program (EFAP), 20 refurbished curbside national “Super Hub” in
representing progress on 90,000 sq feet LEED certified delivery vehicles donated to Toronto, tripling network
access to mental health head office space opened local food banks since 2003 capacity in future years
Delivering the future, Driving purposeful Empowering our Delivering for Helping our neighbours Appendices
responsibly change at Purolator people our planet
22
Message from the President and CEO
2019 CSR Report
As Canada’s largest express courier A few highlights include: Hunger®, bringing our total to
company, we have the responsibility 18 million meals donated to local
• Launching the company’s historic
to lead by delivering shared value food agencies since the
$1 billion Delivering the Future
to society, the economy and every program began in 2003.
growth and innovation plan,
stakeholder who relies on our
which was designed to future- I would like to thank the many
business. We are also accountable for
proof our business and customer employees, customers and key
addressing the major challenges that
experience. It includes significant stakeholders who are driven
our industry creates, like reducing
investment in job creation, long- to advancing corporate social
greenhouse gas (GHG) emissions.
term operational scale – like our responsibility at Purolator. We have
To achieve this, it starts with new national “Super Hub,” and made marked progress in a short
listening and learning. And that’s sustainability advancements such period of time, which is a direct
exactly what we've been doing. as our fleet of e-cargo bikes. reflection of Purolator’s pride and
purpose culture. We are making
Last year was a pivotal one for • Advancing health and safety
a difference in virtually every
corporate social responsibility across the organization by
community in Canada by delivering
at Purolator. We completed opening 16 Learning and
We are making a the company’s first materiality Development Centres of
promises, every day. Our spirit and
difference in virtually assessment, engaging our customers Excellence to ensure our couriers
enthusiasm help meet our vision
of becoming the most sustainable
every community in and our employees to identify have the best training available
courier company in Canada.
Canada by delivering the critical environmental, social
and governance issues facing our
for on-road safety.
John Ferguson, President and CEO
promises, every business. This information guides
• Developing a five-year
Purolator
day. Our spirit and our long-term corporate social
employment equity plan to
strengthen diversity
enthusiasm help us responsibility strategy founded on
and inclusion.
meet our vision of three key pillars:
• Establishing specific, aggressive
becoming the most • Empowering our people
GHG emission reduction targets
sustainable courier • Delivering for our planet to curb our fleet emissions.
company in Canada. • Helping our neighbours • Raising 1.65 million pounds
of food through our signature
We're proud of the significant
corporate social responsibility
progress we made in these areas
program, Purolator Tackle
throughout the year.
Delivering the future, Driving purposeful Empowering our Delivering for Helping our neighbours Appendices
responsibly change at Purolator people our planet
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Who we are
2019 CSR Report
Purolator Inc. is Canada’s leading
integrated freight, parcel and 1
logistics solutions provider. Celebrating Shipment Creation
60 years of delivering its customers’ Customers use a variety of
promises, we continue to expand channels to generate their
5
our reach, renowned service levels shipment labels. Hub sorting & Transport
Packages from all
and reliability to more people, more
terminals are sorted
businesses and more places across the and consolidated for
country and around the world. final destination.
4
We are proud of our Canadian Transportation
heritage and are focused on Packages are moved
sustainably positioning ourselves for using different modes
future growth and innovation to benefit of transportation.
customers, employees and society.
Fostering a safe work environment, 2
we are committed to the physical Dispatch & Pickup
The national dispatch
safety of our employees as well as
centres work together with 6
strong policies against discrimination, our couriers and linehaul
Delivery
sexual harassment or other forms of Packages are sorted
drivers to pick up packages.
and sent out for
inappropriate behaviour.
delivery to their final
In support of our mission to create destination such as a
3 retailerʼs store, an office,
a more diverse and inclusive work
Terminal Sorting or a customerʼs home.
environment, Purolator is focused
Sorters consolidate packages
on building innovative solutions to ready to be transported to the
strengthen diversity, inclusion, and regional hub.
cultural proficiencies across our
organization.
Delivering the future, Driving purposeful Empowering our Delivering for Helping our neighbours Appendices
responsibly change at Purolator people our planet
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2019 CSR Report
As a part of the transportation We're supporting continuous
industry, we recognize the importance improvement culture, making a safer
of investing in cycle logistics and working environment and introducing
sustainable fleet, in an effort to innovations that are environmentally
mitigate the negative impacts of sustainable.
freight activities and reduce our
carbon emissions. We are equally
committed to contributing to the well-
being of the communities we serve We are proud
and where 12,000 of our people live,
work and play, through its Purolator
of our Canadian
Tackle Hunger® program. heritage and
In Canada and globally, e-commerce
are focused
growth projections are on an upward on sustainably
trajectory, which will continue to positioning
transform the entire industry. Rapid
parcel growth and digitization have
ourselves for
lowered the barrier to entry for future growth
participating in the final mile delivery. and innovation to
Nimble, asset-light models are also
driving the disaggregation of the benefit customers,
traditional supply chain. Customers employees and
expect high levels of speed, real-
time tracking, pricing transparency
society.
and customization. The “Amazon
Prime effect” is accelerating the
change in expectations. To continue
to lead the market during this time
of unprecedented change, we are
focused on strengthening employee
health and safety, matching capacity
with fluctuating demand, and
enhancing the customer access
network and customer experience.
Delivering the future, Driving purposeful Empowering our Delivering for Helping our neighbours Appendices
responsibly change at Purolator people our planet
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Our strategy
2019 CSR Report
In 2019, Purolator introduced a 5. Advancing social responsibility understanding and establishing
historic five-year $1billion investment
strategy in growth and innovation
and sustainability across all
areas of the business
trust-based relationships. More
customers want to understand their
In 2019,
called Delivering the Future. This
Our strategy is to differentiate
carbon footprint and are requesting Purolator introduced
investment strategy is designed to
through service excellence, leveraging
greenhouse gas (GHG) emission a historic five-year
future-proof our company and invest
in the areas that are most important to
our premium Canadian network
information to help in their decision-
making process when it comes to
$1 billion investment
our customers, our people and society.
and customer-first mindset. Our
differentiation strategy will include
shipping. strategy in growth
The recent events of COVID-19 building our network infrastructure Finally, we will achieve success in and innovation
tested the mettle of our strategic to be the most expansive premium the area of service and reliability by called Delivering
plan. In fact, we accelerated many
of our long-term priorities, including
network in Canada with strategic
consolidation points in the US.
continuing with our strong record
of on-time performance, and going
the Future.
contactless deliveries. Our strategy is the extra mile to deliver a positive
We will establish a customer-first
founded on five pillars: experience.
mindset through deep customer
1. Empowering our people
through health and safety
and new technologies to keep
employees and communities
safe and connected
2. Increasing network capacity,
speed and access to help
businesses grow and benefit
from emerging market
opportunities
3. Enriching the digital experience
of shippers and receivers
4. Expanding global supply chain
capabilities for businesses
shipping to and from Canada
Delivering the future, Driving purposeful Empowering our Delivering for Helping our neighbours Appendices
responsibly change at Purolator people our planet
66About this report
2019 CSR Report
Following our inaugural Corporate • Empowering our people
Social Responsibility (CSR) report Health & safety
• Delivering for our planet
produced in 2019, this report
Very high
summarizes Purolator’s strategy, • Helping our neighbours
(material)
management and performance on
The outcomes from the materiality
important CSR topics in Canada. Climate change & GHG emissions
assessment will guide the evolution of Ethical conduct
Through it, we encourage you to
our CSR strategy in the coming years.
Perceived Purolator impact
learn more about our initiatives Diversity & inclusion
It will ultimately help us focus on Corporate Data protection & security
which continue to evolve. governance
the issues and opportunities where
Demonstrating our commitment to we can make the greatest positive Community investment
Labour practices
accountability and transparency to impact.
Sustainable products & services
our stakeholders, we have made High
With the goal of focusing on what Employee engagement & development
significant improvements to our
matters most, this report explores
report this year. We have applied Hazardous goods transport
the five material topics that emerged
global best practices and the Global Transparency & disclosure
from this assessment. We continue to
Reporting Initiative standard to Energy management
identify, monitor and manage topics Moderate
define the content and focus of the
not reported on, such as labour
report. In the future, we look forward Materials
practices and data protection and efficiency
to sharing additional performance & waste Human rights
security, and will continue to refine management
metrics and broadening the scope Humanitarian assistance
our reporting across all pillars in
of our reporting to include our
future reports.
operations beyond Canada. Importance to stakeholders
and business
Last year, we conducted our first
materiality analysis. Through
interviews with our people and
customers, we identified the most
pressing environmental, social
and governance topics facing our
business. Our list of material topics
focus around three key CSR pillars:
Delivering the future, Driving purposeful Empowering our Delivering for Helping our neighbours Appendices
responsibly change at Purolator people our planet
772019 CSR Report
Driving purposeful
change at Purolator
Delivering the future, Driving purposeful Empowering our Delivering for Helping our neighbours Appendices
responsibly change at Purolator people our planet
88How we work
2019 CSR Report
For almost 60 years, responsible
corporate governance has been an
important promise to our customers,
stakeholders, employees, and the
broader community.
Our Board of Directors is responsible
for managing, or supervising the
management of, Purolator’s business.
Its work to fulfill Purolator's vision
and strategy is supported by three
committees: Audit Committee,
Governance Committee, and Human
Resources and Compensation
Committee.
The President and CEO is responsible
for developing Purolator’s strategic
plan, managing the day-to-day
business, and reporting on Purolator
affairs to the Board on a timely and
regular basis.
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992019 CSR Report
Our management of corporate Reflecting the importance of
social responsibility creating a more diverse and inclusive
Our leadership team brings an workplace, our Diversity and
extensive and diverse background Inclusion (D&I) Leadership Council is
to drive our collective vision and responsible for the development and
mission. The Senior Vice President execution of Purolator’s D&I strategy.
and Chief Human Resources The D&I Leadership Council works
Officer oversees policies, programs, with Regional Councils to better
performance and overarching execute and maximize employee
strategy of Purolator’s CSR. Under engagement on the strategy.
that leadership, a Corporate Social
The President and CEO
Responsibility department was
communicates Purolator’s CSR
introduced to develop Purolator’s
policies, programs and performance
CSR strategy and roadmap. The
at Board meetings and Board
department is also responsible for
committee meetings. Purolator’s
raising the visibility of Purolator’s
annual CSR Report is reviewed by
CSR and sustainability initiatives,
the Board and the board Human
actively demonstrating our focus on
Resources committee.
safety, environmental performance,
community engagement, and
diversity and inclusion.
The D&I Leadership
Council works with
Regional Councils to
better execute and
maximize employee
engagement on the
strategy.
Delivering the future, Driving purposeful Empowering our Delivering for Helping our neighbours Appendices
responsibly change at Purolator people our planet
1010Mapping our material topics against the United
2019 CSR Report
Nations Sustainable Development Goals
Minimizing our value chain footprint for our people and the planet.
https://sdgs.un.org/goals
Provide a proactive employee wellness program
Develop evidence-based strategies to attract and retain a higher proportion of female workers
Increase share of women on Board of Directors and in senior roles
Provide targeted internships for young people from disadvantaged backgrounds to promote social mobility
Integrate diversity and inclusion into Develop the skills of lower paid workers to give them improved professional opportunities
supply chain management practices
Expand Purolator Tackle Hunger® across communities and review opportunities and alignment with the business
to provide opportunities for women
and minority-owned businesses
Increasing positive impact Distribution
Delivery
Dispatch
Company Sorting and Packages sorted
Suppliers and pickup
Raw materials operations Shipment creation transport and sent out for
Suppliers selected for National dispatch Product end of life
Sourcing and Systems, equipment, Customers use a variety Packages from all delivery to their final
services, facilities, centres work with Packaging material loses
extraction of raw people and processes of channels to generate terminals are sorted destination such as
supplies and our couriers and its original purpose
materials needed for the company their shipment labels and consolidated for a retailer’s store,
equipment linehaul drivers to
to function final destination an office or a
pick up packages
customer’s home
Minimizing negative impact Reduce waste generation
throughout the business,
Minimize the use of non-renewable including through adoption
mineral resources through the use of new technologies
of reused, recycled, repurposed and Provide customers with
renewable material content options for sustainable
Invest in systems, institutions and climate-smart technology to Improve operation and management of fleets to Explore models that enable
Build cross-sector partnerships to products and services
reduce, mitigate or adapt to climate change (e.g., retrofit energy maximize energy efficiency of transport more circular flows of goods and
unlock complementary investments efficient fixtures) materials (e.g., reverse logistics
in sustainable, resilient business and Upgrade fleet to enable use of alternative,
and resource flows)
products Integrate climate risks into analysis and decision-making less carbon-intensive fuels and drive use of
renewables (e.g., Mobile Quick Stop) Move towards reusable or
Measure, reduce and report climate exposure and progress on
recyclable packaging
actions to confront climate change Work with government and peers to reduce
deaths and injuries from road traffic accidents
Use data-driven solutions to optimise
management, planning and operation of
transport networks over time
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responsibly change at Purolator people our planet
1111Our commitments
2019 CSR Report
We are committed to operating our practices and decision-making.
business in a responsible manner, We work together to strengthen
as reflected in our Corporate the communities we serve, and we
Stewardship value and supported by manage our business ethically and
our management systems, business sustainably.
CSR Pillar Commitments Relevant material topics 2019 highlights
Empowering Open 16 Learning and Development Centres of Excellence for 1. Occupational In October 2019, 16 Learning and Development Centres of Excellence
our people timely and consistent training of our frontline employees. health and safety were launched across the country in time to meet greater than 80
per cent of our new hires during peak season.
Launch a standardized onboarding program for all new hires 2. Diversity and inclusion
to foster a safe working environment from day one and reduce The new experiential training developed for the Learning and
3. Labor practices
turnover. Development Centres of Excellence became the standard onboarding
program for all new hires.
Deploy our mentorship program to provide our diverse mentees
additional opportunities to grow their leadership, interpersonal Our Mentorship Program launched in Q3 of 2019 to all employees,
and technical skills. enabling our employees to learn from one another. It is housed on
SuccessFactors, and this system matches employees based on competence,
Develop a five-year employment equity plan outlining way to
More providing the opportunity for mentees to drive their own learning.
reach targets for employment, equity, and diversity, and address
Material
the statutory requirements of the Canadian Human Rights
Link
Commission regarding the four designated groups.
Delivering the future, Driving purposeful Empowering our Delivering for Helping our neighbours Appendices
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CSR Pillar Commitments Relevant material topics 2019 highlights
Delivering Establish GHG emission reduction targets by setting a 1. Climate change Our inaugural CSR Report was released in October 2019. We disclosed our GHG
for our planet baseline and engaging with stakeholders to implement and GHG emissions emissions data and emissions intensity metrics to our internal and external
initiatives to reduce emissions. stakeholders. Based on the feedback gathered from our key stakeholders,
2. Sustainable products
we are in the process of establishing a baseline against which the emission
Conduct energy audits and retrofits in our facilities and services
reduction targets will be set, measured, and tracked. We are also in the process
to drive energy efficiency, reduce energy consumption,
of exploring GHG emissions reduction targets that are aligned with the industry
and improve building performance.
best practices.
Join industry-led initiatives to modernize urban
This year, we tracked and reported our energy consumption and buildings
freight operations and address last-mile urban freight
intensity data to identify opportunities to drive energy efficiency in our buildings.
operations.
We will leverage this data to roll out a series of energy optimization projects
Develop a waste diversion and recycling strategy in our facilities to decrease energy consumption and GHG emissions, and to
More
to reduce waste consumption in our facilities, and improve employee well-being.
Material
identify programs to support sustainable packaging.
Link Towards our industry-led initiatives, Purolator joined the Urban Delivery
Solutions Initiative (USDI) as a founding partner. The UDSI is a national network
of organizations working to modernize urban freight operations in Canadian
cities. By coming together, businesses, academia, government and not-for-profit
institutions can share, engage and champion for efficient and sustainable urban
freight activities.
In 2019, we started collecting our waste management data for our facilities to
assess our recycling versus landfill rate. This data was used to understand the
current state of Purolator’s waste diversion and how to move towards a circular
economy in the long-term. In 2020, we will identify gaps in the waste data, work
with our vendors to track and report data, and review our packaging options.
Helping our Launch a portal for our employees to track and report volunteer 1. Community investment In 2019, vendors were sourced to explore external development of a portal to
neighbours hours for all events that contribute to a collective impact. track and report on our employees’ philanthropic efforts. Work is still ongoing.
2. Ethical conduct
Develop a process to track food and monetary donations A group of our Purolator Tackle Hunger® Champions developed an online
for the Purolator Tackle Hunger® program. solution to help track all food and monetary donations.
Create a partnership strategy to engage with vendors and In 2019, we also conducted a thorough review to map our material topics against
relevant partners for food drive campaigns implemented the SDGs and pillars, with consideration of our value chain impacts.
across the organization.
Identify United Nations Sustainable Development Goals (SDGs)
that are most relevant to our business and stakeholders and
More
prioritize them based on those that will have the greatest impact
Material
on our three CSR pillars.
Link
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Empowering our people
Delivering the future, Driving purposeful Empowering our Delivering for Helping our neighbours Appendices
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14142019 CSR Report
In order to empower our people, Enriching Purolator's Enhancing our Employee Improving employee
we recognize that we need to invest employee experience Value Proposition performance management
in their growth, build an even more in 2019 In developing our employer brand, In 2018, we launched new
inclusive workplace, demonstrate fair Purolator asked employees through behavioural competencies by level,
We are proud of the progress we
labour practices, and protect their multiple focus group sessions, and incorporated them into our
have made in 2019 to enhance
well-being and safety. leadership interviews, and a talent management processes,
the talent experience of our
comprehensive review of employee including performance management.
Last year can best be described employees. We took significant
feedback (e.g., engagement surveys, Following this, we launched a
as an enterprise-wide, foundation- steps forward this year to enhance
exit surveys and commissioned new tool through SuccessFactors
building and capabilities-building our value proposition and evolve
Cultural Assessment Survey) to define called Continuous Performance
year. In June 2019, our President our training programs to provide
Purolator’s uniqueness. It became Management (CPM), to support
and CEO announced Purolator’s new opportunities for learning and
clear that what makes Purolator ongoing discussions and feedback.
$1 billion “Delivering the Future” development.
unique is teamwork, learning This tool supports more regular
investment strategy that included
A great place to work opportunities, and the ability for check-ins between managers and
building a national “Super Hub”
Service excellence is critical to our employees to make an impact. employees and day-to-day routine
facility in Toronto. Because workforce
Purolator strategy. Attracting and goal alignment, ongoing feedback,
expansion is essential to complement This led to our EVP which now forms
retaining a future-ready workforce and in-the-moment coaching. With
these capital enhancements, we have the backbone of our internal and
will help us continue to achieve our this approach, managers have
earmarked significant investments in external campaigns, providing job
aspirations. Developing a unique increased visibility into employee
employee training, development, and candidates with an insightful outlook
Employee Value Proposition (EVP) activities and achievements, enabling
health and safety. Multiple training on Purolator’s culture. We are proud
and empowering our managers them to provide coaching and
programs and initiatives were rolled that our inaugural campaign features
through real-time performance guidance. Employees can also give
out over the course of the year. a diverse group of employees from
management are just two ways in and receive feedback at any time, to
across our organization.
which we helped make this possible or from anyone in the organization.
in 2019. This modern, mobile-enabled
approach helps foster happier, more
We are proud of the engaged employees and higher
progress we have performance aligned to our business.
made in 2019 to
enhance the talent
experience of our
employees.
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15152019 CSR Report
Providing new opportunities Mentorship program schedule prepared by their manager,
for learning and development In 2019, we launched our mentorship which includes key activities, including
Purolator is a people first program. It provides additional partnering with an onboarding coach,
organization. We are successful opportunity for rich learning and meetings with teammates and key
when we provide our teammates development for both mentors and stakeholders, role-specific training,
with a safe and healthy workplace, mentees, and is accessible to all completion of Lean Six Sigma Yellow
and have the right people in the right employees. Employees themselves Belt training, and visits to local
roles, with the support they need to define their competency strengths terminal and hub operations.
succeed. Learning is just one way facilitating a more effective pairing
New hires are then assigned
we empower our people to deliver with a mentor, with the primary
talent management e-learnings
outstanding work, safely. criteria being competencies and
that provide knowledge of
specialized skills. To support an
We are proud of our progress in Purolator’s performance and talent
effective mentoring relationship,
2019. In fact, this year’s employee management processes, as well
participants are provided with
engagement survey found that 83 as the organization’s behavioural
support resources. Current
per cent of professional employees competency model that defines key
participants represent unionized
agreed or strongly agreed that competencies required for success
and non-unionized employees, up
Purolator provides them with at each level. Within their first 30
to the executive level. The program
the opportunity for learning and days, professionals set meaningful
is being monitored and future
development. performance goals aligned to the
program enhancements will include
organizational strategy.
Lean Six Sigma Continuous the introduction of key performance
Improvement Training program indicators and tracking capabilities. Purolator’s 2019 employee
We deployed Lean Six Sigma engagement survey demonstrated
Enhanced onboarding experience
Continuous Improvement training the impact of the onboarding
We improved our onboarding
in 2019, resulting in over 1,300 program on new hires. Eighty-five per
program for professional employees
employees certified in Yellow, cent of employees who have been
to incorporate additional elements
Green and Black Belts across the with Purolator for less than three
of training and development that will
organization. Employees leading Lean months are engaged, compared to
set them up for long-term success
continuous improvement projects the IBM Global Norm of 71 per cent.
at Purolator. Professional employees
delivered over $24 million in savings/
received a role-specific onboarding
revenue to the organization.
Delivering the future, Driving purposeful Empowering our Delivering for Helping our neighbours Appendices
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1616Focus on occupational health and safety
2019 CSR Report
Protecting the psychological and physical health of our people, so they arrive home safe, every day.
What it means to us Our approach Committee (WHSC) to ensure worker
participation and consultation in Safety in action
We know that our frontline employees Our vision is to be the industry’s
the development, implementation,
are exposed to a wide variety of safest workplace in Canada. At Our voluntary snow-rated
and evaluation of the Health
physical hazards throughout their Purolator this is achieved through footwear program, launched in
and Safety Management System.
workdays – whether they are a our health and safety policies and 2018, is one way our frontline
WHSC members participate in any
courier navigating icy roads in local procedures, training and controls, employees are supported to
occupational hygiene testing that
neighbourhoods or team members and measured by illness, injury and carry out their work safely.
may occur at their location, hold
navigating conveyer belts and aisles motor vehicle incidents. All of these Each courier is provided with
monthly meetings, conduct workplace
in our delivery warehouses. We also aspects are indicative of a strong vouchers to purchase footwear
inspections, and communicate
acknowledge the importance of safety culture. We are focused on specifically engineered and
relevant information on all aspects of
mental health in the well-being of our developing: designed to perform on wet icy
occupational health and safety to the
people and the critical role work plays surfaces. Couriers who chose
• An interdependent safety employees in their workplace.
in the quality of their day-to-day lives. to participate in this program
culture, where our people can
One hundred per cent of our are seeing the results. Since
Our people are our most important rely on each other to make the
employees and contractors the launch of the voluntary
asset, as reflected in our People First right decisions
are covered under our Safety snow-rated footwear program,
value. Purolator is committed to
• Best-in-class safety process Management System (GRI403-8). couriers who chose to wear
engaging and developing our team
standards, that help us think boots during our busy winter
so that they are successful in a safe As part of the Health and Safety
about and carry out our work season in 2019 had fewer and
and healthy workplace. We aim to Management System, job hazard
safely less severe falls.
empower our employees with the and risk assessments are conducted
tools and skills to arrive home safe, • Effective digital tools, that regularly to identify and put into
every day. enable us to make the right place appropriate controls to manage
decisions, real-time, and execute employee safety. To execute their
our work in better ways work safely, front-line employees are
provided health and safety training,
Our vision is to be At the center of health and safety at
access to safe operating procedures,
the industry’s safest Purolator is an integrated Internal
Responsibility System. To achieve
and depending on their job function,
workplace in Canada this, each Purolator location has
access to equipment and protection
(such as safety footwear, gloves and
a Workplace Health and Safety
hearing protection).
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17172019 CSR Report
Starting off on the right foot: Site safety tours (1,490 completed) • Enhanced safety onboarding
Spotlight on our safety We've improved the site safety tour and driver training programs
training programs with stops in key locations of the
The journey to first-class health
We have enhanced the way that facility where important messaging
and safety is never finished. In Safety in action
new employees are exposed to about that area can be accessed
2019, Purolator invested in several
and familiarized with the policies, through multiple formats. This Ashley Brand, Courier, is a
initiatives in occupational health
procedures and expectations ensures new employees know how to Humble Hero. In September
and safety, including mental health
addressed in several e-learnings. navigate their workplace safely and 2019, Ashley was performing
and wellness aimed at ensuring our
Our goal was to improve the where to quickly access specific areas her delivery at a local
company remains a great place to
employee onboarding experience in emergency situations. McDonald's when an elderly
work. As part of our Lean Continuous
while maintaining or improving gentleman in line collapsed.
Simulated defensive driving Improvement culture, areas of
the employee awareness of these Her first aid training kicked
training (217 completed) improvement to our risk-based
policies. These policies include, in and she went to his aid.
Our defensive driving theory and Health and Safety Management
but are not limited to, Purolator As Ashley started performing
simulated driving training for couriers System were identified through an
Crisis Management – Employees. All CPR, the McDonald's staff
address common preventable risks. external health and safety audit
employees across the organization, called 9-1-1. As the gentleman
Plus, coaching ensures safe driving conducted the previous year. This
regardless of role, now have a started to breathe on his own,
practices. spurred terminal safety assessments,
consistent onboarding experience Ashley stayed with him until the
conducted at over 90 Purolator
from day one. The orientation is more Continuous improvement paramedic came.
locations in 2019.
engaging and interactive, covering We are proud of the significant
She was recognized by our
key policies, procedures and safety milestones we achieved in health Putting continuous improvement
Scarborough team, who
protocols. and safety in 2019: into action, Purolator focused on
provided her an award for her
making foundational program
Operations safety – Eight common • Designed an integrated Health bravery and courage. She was
improvements in health and safety
risks (1,164 completed) and Safety Management System also recognized company-wide
in 2019. To prevent recurrence of
All front-line employees proceed to framework and governance with a Circle of Excellence Award.
common incidents in our terminals,
a standardized day two for safety model for the organization
the Operations leadership team
onboarding. Throughout the day, new
• Completed baseline established a weekly incident review
hires complete hands-on activities
organizational (terminal) safety call where incidents transpired
that reinforce safe behaviours on
assessment study identifying within terminals and relevant
the terminal floor (such as wearing
gaps in safety compliance lessons learned are shared to foster
personal protective equipment,
and culture ongoing learning. This call is led by
safe lifting practices, and conveyor
the Chief Operations Officer or Chief
safety). This is followed by role-specific • Completed health and safety
Human Resources Officer, and the
training, and multiple check-points on reorganization design and
the job that ensure employees are expanded Return-to-Work team
equipped to perform their roles safely.
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18182019 CSR Report
incident is described by the affected Employee and Family Assistance how to build towards a financially pension and other investments,
manager, followed by a review of the Program (EFAP). Some of these secure future by meeting with and reminded about their flexible
determination of the root cause(s) activities are outlined below. some of our external experts. benefits re-enrolment window.
and lessons learned. As a result,
Taking care of mental health • Benefits re-enrolment and
the risk assessment is reviewed
In the fall of 2019, Purolator introduced pension review: During Financial
and hazard analysis updated where
a new wellness program, Thrive. It's Literacy Month, employees were
required to prevent recurrence.
designed to help our employees stay encouraged to review their
Much of this work forms the building physically, mentally, and financially
blocks for the new Health and resilient and healthy. Thrive initiatives
Safety Management System being ranged from fitness and nutrition
developed in 2020 that affects programming, financial literacy and
all employees, contractors and planning expertise, and awareness and
subcontractors, and activities at all education on public and self-stigma
Purolator locations and on the road. related to mental health:
• Mental Illness Awareness
Helping employees thrive: Week: With Purolator’s ongoing
Spotlight on mental health commitment to mental health
awareness initiatives and and safety, Purolator recognized
inclusive practices Canadian Mental Illness Awareness
Our mental wellness strategy is Week from October 6 to 12 and
aimed at supporting all employees World Mental Health Day on
with an environment that supports October 10. During this time, we
their physical, psychological, social, provided education and brought
mental and emotional well-being. awareness around the importance
Last year, we updated our policy of mental health and reducing
and procedural documents, and both public and self-stigma.
provided guidance and training on
• November Financial Literacy
accommodations, return to work
Month: Purolator empowered
and disability. This year we focused
employees across the country
on promoting the support programs
to take control of their finances,
and services available through our
reduce financial stress, and learn
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1919
192019 CSR Report
Encouraging access to Mental health individual course completions by Purolator will continue to partner
mental health resources awareness education our front-line employees, which with the Mental Health Commission
Our goal is to help our employees In 2019, as part of our multi- represents approximately 15 per of Canada to train Mental Health
learn more about their own mental year mental health strategy, we cent completion of the mandatory First Aid (MHFA) Responders across
health, and how to support others launched our e-learning program – courses. This was considered a strong all Purolator locations. Our goal is to
who may be experiencing a mental called Building Blocks for Positive start to the program given that front- have at least one MHFA Responder
health challenge. In 2019, in Mental Health to all of our frontline line employees are heavily focused on in every location, with multiple
partnership with our EFAP service employees on June 25, 2019. operational execution during the last responders in large locations like
providers, the Total Rewards team Developed in partnership with our four months of the calendar year. Hubs and facilities.
launched a major promotional EFAP provider, Morneau Shepell, six
Mental health first aid training In People leader training
campaign encouraging the use of training modules were offered, with
fall 2019, our first group of employees We aim to equip our people
extensive mental health, general three being mandatory. Employees
successfully completed the two-day, leaders with the tools to address
health and wellness resources have 12 months to complete
in-class training program and became mental health in the workplace.
available to them. Overall, we the training and each module is
certified by the Mental Health That’s why we offer training that
experienced 11.41 per cent overall approximately 10-15 minutes
Commission of Canada as Mental focuses on reducing mental
EFAP utilization representing in duration.
Health First Aiders. Participants from health stigma, dealing with
increases over both 2017 and 2018.
All new employees hired after all levels of the organization and workplace accommodations,
While still below industry average and
the initial launch have the mental across the country were nominated and supporting employees with
national norm, we are committed to
health program automatically by their people leaders. As part of mental health challenges. This
exceeding both of them.
assigned to their training and the ongoing Mental Health First Aid training module will be included
In 2019, Purolator’s Total Rewards development program. As of certification program, 21 employees in our Evolve manager training
team also introduced the Cleveland December 2019, we had over 4,500 from across the organization program.
Clinic Canada Virtual Health Care completed this certification and
In 2019, designated facilitators
Program. Employees can virtually are available to provide support to
connect with a medical professional Our goal is to help colleagues in need in their respective
completed the Mental Health
Commission of Canada's Working
through live video for non-emergency
medical health issues using the
our employees learn work locations. This will continue into
2020 and beyond.
Mind Train-the-Trainer program
Express Care Online® app from the more about their in order to be able to develop
App Store or Google Play. Once the own mental health, “I feel lucky to be part of an
organization that supports mental
appropriate mental health content
for our people leaders. Training
app is downloaded and the employee
is registered to use TytoClinic®, they
and how to support health awareness and breaking down content is under development with
have access to diagnostic tools such others who may the cultural stigmas that exist.” – a roll-out schedule for 2020.
as a thermometer or a stethoscope be experiencing Training participant
to conduct a health assessment
onsite in the First Aid Room.
a mental health
challenge.
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responsibly change at Purolator people our planet
2020Focus on diversity and inclusion (D&I)
2019 CSR Report
Capturing the uniqueness of our individual people and creating an environment that values
and respects individuals for their talents, skills and abilities to the benefit of the collective.
What it means to us Our approach Continuous improvement in 2019 Diversity and
Purolator has experienced record inclusion in action
At Purolator, diversity is about the A diverse, inclusive work environment
growth in 2019 thanks to our
individual. It is about the variety allows employees to reach their full International Women’s Day
employees, their incredible diversity
of unique dimensions, qualities potential. Our goal is to develop is the focal point for gender
of thought, and their unique
and characteristics we all possess. talent across all stages of the equality and women’s rights
perspectives, experiences and
We consider inclusion to be about employee lifecycle. With this in mind, across the world. This year, we
backgrounds. With this in mind,
the collective. It is about a culture our strategic talent management hosted a panel discussion to
we were proud the recipient of the
that strives for equity. Our culture plan ensures we adopt a proactive share insights on how we can
Canada’s Most Admired™ Corporate
embraces, respects, accepts and approach in attracting, managing think equal, build smart and
Cultures of 2019 – Enterprise and
values difference, and demonstrates and developing talent. We use role innovate for change to find
Best Talent Management Strategy
it in what we say and do. profiles and competency needs as a #BalanceforBetter.
2019 (Canadian HR Awards) awards.
means of identifying essential skills to
We believe that having a diverse team Our panel featured a cross-
be developed in all employees. Additionally, our 2019 MyVoice survey
with different cultural backgrounds section of women in the
results indicated that 76 per cent
and experiences encourages We are committed to building organization, sharing their
of our people agreed that Purolator
debate and problem-solving to the most diverse and inclusive unique insights on how
is committed to providing equal
inspire innovative solutions to the organization across all levels of our individuals and our business
opportunity for all employees. While
organization’s business challenges. business. In addition to providing can balance for better.
this is positive feedback, we can
We consider diversity and inclusion of equal opportunities to our employees
continue to ensure our employees
our workforce in our hiring choices, with respect to our talent experience,
from coast-to-coast feel empowered
the opportunities we provide for a number of initiatives to improve
to share in these opportunities and
learning and development, and how strategic support and executive
help shape our company to support
we treat each other. sponsorship, and advance inclusion
their needs.
in all of our programs and initiatives.
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21212019 CSR Report
In the past several years, we focused Diversity and Inclusion Future Leaders
on building the D&I fundamentals Leadership Council Development program
Diversity and
aligned with our business objectives: The Leadership Council consists of Launched in 2019, all people
inclusion in action
senior leaders across our business managers were trained on talent
• 2020-2025 Employment
that can affect positive changes management best practices, to Unique perspectives,
Equity Plan
within their respective business lines. remove bias, promote inclusion, experiences and backgrounds
• Diversity and Inclusion Together, these leaders provide add consistency and to reinforce are in Purolator’s DNA.
Governance and Accountability strategic support and executive the value of career/development
As co-chairs of our National Diversity
Framework sponsorship aimed at advancing planning. This program accelerates
and Inclusion Council, Shikha
inclusion in all our programs and the development of future leaders
• Diversity and Inclusion Strategy Gandhi, VP, Finance, Corporate
initiatives. through flexible and customizable
Services and Sue-Lynn Noel, VP,
• Diversity Recruitment Strategy development journeys that
“I am proud of Purolator’s approach General Counsel and Corporate
may include personal coaching,
• Diversity and Inclusion to diversity and inclusion and of the Secretary, know this firsthand. They
mentoring, external training, special
Communication Strategy progress being made in this area. help champion diversity initiatives
assignment/projects and job
At the same time, there is still a lot throughout the company.
Our next stage will be identifying rotations.
further to go. I’m looking forward to
multiple key performance indicators Shikha says the council aims
making it a business imperative to Mentorship program
(KPIs) to track our progress towards “to create the most inclusive,
drive real change and add immense Accessible to all employees, our
meeting our priorities and targets, accessible workplace in Canada
value in the coming years.” mentorship program provides
to hold our business accountable by fostering an environment
additional opportunity for rich
for living our values. This work is in – Shikha Gandhi, co-chair, where women, people living with
learning and development for both
addition to our efforts to enhance D&I Leadership Council disabilities, people of colour,
mentors and mentees. After self-
workplace awareness and de- and Indigenous Peoples feel
identifying strengths, employees are
stigmatization of mental health empowered and have equal
paired with a suitable mentor and
through training and education. opportunity.” The council will also
support resources. In 2019, 54 per
focus on newcomers to Canada
Spotlight on diverse and cent of mentees were female. As the
and LGBT+.
inclusive leadership program evolves, we look forward to
It's important to have a diverse and including key performance indicators “The Diversity and Inclusion
inclusive leadership team as well. and tracking capabilities. Council is a platform to raise
That's why we’re exploring new ways awareness of diversity and
to inform our talent experience inclusion issues,” says Sue Lynn.
and nurture growth of the next
Guiding the future, the council
generation of unique leaders.
will develop training programs,
workshops and initiatives aimed
at fostering a rich, dynamic
workplace for all.
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22222019 CSR Report
Key performance
highlights
Indicator: Diversity of governance bodies and employees
Diversity of employees GRI 405-1
2015 2016 2017 2018 2019
Diversity of senior management (%)
Gender
Women - - - - 21%
Men - - - - 79%
Other indicators of diversity (%)
Representation of - - - - 6%
people with disabilities
Representation of visible - - - - 14%
minorities
Representation of - - - - 0%
Indigenous people
Diversity of non-management (%)
Gender
Women - - 20% 20% 20%
Men - - 80% 80% 80%
Other indicators of diversity (%)
Representation of - - 1.8% 4.7% 4.5%
people with disabilities
Representation of visible - - 32.3% 26.8% 27%
minorities
Representation of - - 2.4% 3.3% 3.2%
Indigenous people
Please see Appendices for applicable assumptions, scope, and boundary information.
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Delivering for our planet
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2424Focus on addressing climate change
2019 CSR Report
Managing our GHG emissions and considering climate-related environmental impact and risks.
What it means to us on a detailed emissions inventory, In addition to our impact on the conducted a comprehensive
using ISO 14064-1 (and the WRI/ climate, physical and transition risks GHG inventory aligned to leading
There is scientific consensus that
WBCSD GHG Protocol’s convention), of climate change may affect our practices – evidence of Purolator’s
the global climate is changing as a
our direct emissions are mainly ability to achieve our business goals commitment to actively manage our
direct result of human activities. This
driven by the on-site combustion of in the future. However, these same environmental impact. The GHG
change will continue to intensify and
fuels, used for operation of buildings risks provide Purolator with the inventory and study set the stage
is the most serious environmental
and mobile emissions from fleet opportunity to explore efficiency and for our sustainability story, which is
challenge our world faces today.
directly operated by Purolator. adoption of low-emission products helping us to understand magnitude
Our business is linked to climate and services. and distribution of GHG emissions
Purolator is well-positioned to
change in many ways, especially as associated with our operations.
showcase climate leadership and
we continue to expand our reach to
more people, more businesses and
to facilitate the transition to a more Our approach Our strategy is evergreen as
energy efficient, low-carbon economy. we incorporate best practices
more places, across the country and Our approach to addressing climate
We are determined to invest in and guidance on strategy and
around the world. We have a vital role change continues to evolve. We
sustainable fleets, buildings and management.
to play in addressing climate change continuously track our emissions to
technologies to transition Purolator
risks in the transportation industry, understand our current performance
into a low-carbon resilient economy
including limiting our contributions to and identify opportunities for
and be recognized as an effective and
global GHG emissions associated with improvement. Since 2007, we’ve
accountable Canadian business.
energy use and transport fuels. Based
We have a vital role to play in addressing
climate change risks in the transportation
industry, including limiting our contributions
to global GHG emissions associated with
energy use and transport fuels.
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responsibly change at Purolator people our planet
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