RESILIENT SUSTAINABLE GROWTH - Synthomer plc Sustainability Report 2020
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Synthomer plc
Sustainability Report 2020
RESILIENT
SUSTAINABLE
GROWTH
Our Environmental, Social
and Governance approach
This 2020 Sustainability Report is primarily Contents
1 Chief Executive Officer’s introduction
a report on our performance in 2020, as 3 Synthomer at a glance
summarised in our 2020 Annual Report. At the 5 Corporate Development
President’s introduction
same time, we wanted to take the opportunity 6 Vision 2030 Roadmap
to share with our stakeholders our ambition 8 Strategy and Business
for the next decade of our ESG strategy, Vision 11 Governance and Compliance
14 People
2030, and the short to medium-term milestones 19 Health and Safety
we have set ourselves on the way, including 22 Environment
27 Sustainable Value Chain
interim goals for 2022. 31 Progress against our six pillar 2020
targets and objectives
The majority of the information in the report 32 Short-term targets and objectives 2022
therefore relates to our progress up to 2020; 33 Annex
future objectives are highlighted in boxes 33 Disclaimer, scores,
membership of associations
marked 2022 or 2030 where relevant. 34 Environmental
Performance Summary
37 GRI content index
43 Glossary
Further information on
This report meets the requirements of the Global Reporting Initiative (GRI), and has been
prepared in accordance with the GRI Standards: Core option. GRI disclosure references are
the Group is available
indicated in the margin of the report, and the GRI content index can be found in the annex, through our website at
on pages 37-42. (GRI 102-54) www.synthomer.com
Chief Executive Officer’s introduction
Building sustainability
DELIVERING RESILIENT
SUSTAINABLE GROWTH IN AN
UNPRECEDENTED ENVIRONMENT
Our business has transformed in 2020 – and so has the context in
Calum MacLean
Chief Executive Officer
which we operate. This year, Synthomer acquired OMNOVA, significantly
increasing our global reach and our ability to create innovative and
sustainable polymer solutions for the benefit of customers and society.
At the same time we, like all our stakeholders, have become even more
aware of the Environmental, Social and Governance (ESG) issues that
face the world, and that will influence the future success of our business.
An integrated business with ESG at its core
The integration of OMNOVA and Synthomer has given us an important
opportunity to make sure that we reflect the needs and concerns of
our stakeholders while creating a structure that can deliver resilient,
sustainable growth – which means delivering on the ESG issues that
underpin our future success.
As a priority for the integration, we have embedded a common
ESG structure across the entire Synthomer Group. We are building
sustainability into all aspects of the business, including innovation,
manufacturing and business management. We have developed a set of
Group-wide core values, which align with our purpose and which support
our sustainability agenda. And we have developed our new ‘Vision 2030
Roadmap’ for sustainability, which sets our goals for the next decade on
our route to meeting our long-term 2050 net zero emissions commitment.
Vision 2030: our roadmap for the critical decade ahead
Vision 2030 is the result of an extensive review process within our
business. It sets targets for our key ESG issues, including in the areas
of diversity and inclusion, carbon and climate change, and supply chain
assurance, which are our three ESG priorities for 2021. It also commits
us to delivering top quartile performance for personal and process safety,
which is central to our culture and values.
We believe that Vision 2030, which is designed to align with the UN
Sustainable Development Goals, will help guide us through the next
critical decade, supported by a series of shorter-term milestone targets.
From next year, we will report our performance against our 2030 targets
in our Sustainability and Annual Reports. This year’s Sustainability
Report primarily reports our progress in the 2020 financial year,
although we include some forward-looking references where we believe
they will help stakeholders understand our future direction.
1 Synthomer plc Sustainability Report 2020
Chief Executive Officer’s introduction continued
Reflecting on 2020: staying focused on safety A foundation for responsible growth
Managing our business through the COVID-19 pandemic was I am confident that the ESG foundations we have laid in 2020 will serve
a significant challenge for all our stakeholders in 2020. We took early us well as an integrated business, and will help build stakeholder trust
decisions to protect our employees and supply chains and to balance and drive business performance. To deliver on them, we will all need
the needs of our stakeholders fairly. To maintain Synthomer’s strong to work together and put our Synthomer values into action, so we can
liquidity, cash flow and financial position we reduced 2020 capital deliver on our purpose: creating innovative and sustainable polymer
expenditure, did not pay a final dividend for 2019 and suspended solutions for the benefit of customers and society. (GRI 102-14)
senior management/Board salary reviews. It was pleasing that due
to the resilience and performance of the business we were able to
reinstate a 2020 final dividend having earlier repaid UK Government Calum MacLean
furlough support. Chief Executive Officer
For the most part we were able to operate our global network of
38 sites as normal. However, the integration of OMNOVA has had
a noticeable effect on our health and safety performance. The 2020
full year recordable injury rate resulting from the combination of both
companies was 0.36 per 100,000 hours worked, while the equivalent
legacy Synthomer performance was 0.20. Aligning our health and safety
processes was a key focus in 2020 and will continue in 2021. This will
help us towards our ultimate goal of zero accidents or incidents and
to have no adverse impact on the health of people who work in or live
near our operations, or on the health of those who use our products.
THE TEN KEY GOALS OF OUR VISION 2030 ROADMAP
TOP QUARTILE SAFETY PERFORMANCE 10% REDUCTION IN SCOPE 3 EMISSIONS
While aiming for zero harm, we will deliver top quartile performance We will reduce our upstream Scope 3 emissions intensity by 10%
for personal and process safety: by 2030 vs. 2019.
• RCR = 0.20/100,000 hours for employees/contractors
• PSER = 0.10/100,000 hours 80% RENEWABLE ELECTRICITY USE
We will source 80% of our electricity from renewables by 2030.
70% EMPLOYEE PARTICIPATION We will also improve energy efficiency through technology
benchmarking.
IN ENGAGEMENT SURVEYS
We will achieve a 70% participation rate in employee engagement MANAGE AND MINIMISE WATER USE
surveys, both globally and at country level, and continuously update We will rigorously manage and minimise water consumption in
leadership action plans. all locations and, by 2030, put sustainable water management
programmes in place in water-stressed areas and our highest
50% GENDER DIVERSITY IN NEW HIRES consumption sites.
We will increase diversity and inclusion in our organisation with
a target of 50% of new hires in leadership, management and AT LEAST 60% OF NEW PRODUCTS
professional roles being women.
WITH ENHANCED SUSTAINABILITY BENEFITS
SUPPORT COMMUNITIES By 2030, at least 60% of our new product launches will have
enhanced sustainability benefits as measured by our Project
We will provide volunteer support and financial contributions in
Sustainability Impact Scorecard.
excess of £1 million per year to advance education, public health,
diversity and environmental stewardship.
80% OF OUR PROCUREMENT SPEND
40% REDUCTION IN TO HAVE A SUSTAINABILITY RATING
SCOPE 1 AND 2 EMISSIONS By 2030, 80% of our raw material procurement spend will
be covered by a sustainability rating (50% by 2025).
On the path to net zero by 2050, we will reduce our greenhouse gas
emissions intensity by 40% (Scopes 1 and 2) by 2030 vs. 2019.
2 Synthomer plc Sustainability Report 2020
Synthomer at a glance
Who we are Everything is driven by our purpose We are resolutely focused on sustainability
Synthomer is a global differentiated Our purpose is to create innovative and making improvements to our approach to
chemicals company and one of the world’s sustainable polymer solutions for Environmental, Social and Governance (ESG)
leading suppliers of sustainable water-based the benefit of customers and society. issues, and we measure our progress against
polymer solutions. With strong geographic Everything we do is driven by internationally recognised standards. While we
and end market diversity combined with this purpose. are proud of the progress we have made so
increasing product differentiation, Synthomer far, we recognise there is more to be done in
holds leadership positions in a wide range Our purpose underpins how we this important area and are determined to
of markets including coatings, construction, approach sustainability deliver on our targets and objectives.
textiles, paper, adhesives, healthcare and Sustainability is an increasing priority
oil and gas. for Synthomer, our stakeholders and the
Synthomer plc is a FTSE 250 company whole of society. Our water-based polymers
listed on the UK Stock Exchange and has allow markets to replace higher carbon
its operational headquarters in London, UK. containing solvent-based products that
(GRI 102-1, 102-3) also contain high levels of volatile organic
compounds (VOCs). This substitution drives
ead more Our main shareholder
R stronger growth in our business and helps
structure is set out on page 119 of our customers comply with stringent
the 2020 Annual Report. (GRI 102-5) sustainability regulations.
Key (GRI 102-4, 102-7) Employees Countries
Headquarters
Sales
Performance Elastomers
4,600 20
Functional Solutions
Industrial Specialities Production sites Technical centres
38 6
Acrylate Monomers
Volume Sales volume from products less than 5 years old
1,638ktes 22%
3 Synthomer plc Sustainability Report 2020
Synthomer at a glance continued
What we produce (GRI 102-2, 102-6, 102-7)
Performance Elastomers Functional Solutions Industrial Specialities
Our Performance Elastomers business focuses Functional Solutions focuses on coatings, Industrial Specialities focuses on speciality
on the healthcare, carpet and paper markets construction, adhesives and technical textiles chemical additives and non-water-based
through our water-based Nitrile Butadiene markets through our acrylic and vinylic chemistry for a broad range of applications,
Rubber (NBR) latex and Styrene Butadiene water-based dispersions. Following the from polymer additives and polymer
Rubber (SBR) latex products. In addition to its acquisition, we have fully integrated the manufacture to emerging materials.
existing portfolio, our acquisition of OMNOVA OMNOVA CAST (Coatings, Adhesives and Following the acquisition, we have integrated
has expanded the Division’s scope to include Surface Treatment) and Oil and Gas the OMNOVA Laminates and Films and
the Performance Materials and Elastomeric businesses into Functional Solutions. Coated Fabrics businesses into the Division.
Modifiers product lines.
Volume Volume Volume
896.0ktes
2019: 849.1ktes
591.2ktes
2019: 487.4ktes
91.1ktes
2019: 67.3ktes
Market position Market position Market position
No 2 producer globally in NBR latex. Top five global water-based polymer producer, Leading positions in selected niche
No 1 producer in European SBR latex. with leadership positions in dispersions in speciality chemical markets globally.
No 1 producer globally of High Solids SBR. Europe, the Middle East and Asia.
Acrylate Monomers
We separated Acrylate Monomers out of Industrial Specialities in 2020 so we can apply greater management focus to this business. Based at
our site in Sokolov (Czech Republic), the Division is focused on the supply of acrylate monomers to our European Functional Solutions Division
and third-party customers. The Division produced 59.9ktes in 2020 (2019: 61.9ktes). While Synthomer has the internal global demand to
consume 100% of our output at Sokolov, the plant serves and is committed to meeting European external customer demand for logistical and
commercial reasons.
Strong geographic and end market diversity underpins our business model and resilient performance:
4 1 1 4 1
3
3
3
Volume
Volume Geography
Geography End
End market
market
(ktes) (by revenue) (by revenue)
2 2 2
1. Performance Elastomers 54.7% 1. EMEA 56.0% 1. Performance Elastomers 41.8%
2. Functional Solutions 36.1% 2. Asia 27.5% Healthcare22.8%
3. Industrial Specialities 5.5% 3. North America 16.5% Carpet, Compounds and Foam 11.9%
4. Acrylate Monomers 3.7% Paper7.1%
2. Functional Solutions 38.8%
Coatings14.8%
Construction8.5%
Textiles7.5%
Adhesives6.6%
Oil and Gas 1.4%
3. Industrial Specialities 16.2%
Polymer Additives 9.1%
Laminates and Films 5.7%
Coated Fabrics 1.4%
4. Acrylate Monomers 3.2%
4 Synthomer plc Sustainability Report 2020
Corporate Development President’s introduction
Embedding world-class safety
Alongside what we do, we are also focused on building ESG
considerations into how we do it. Here, safety is paramount.
Over the last six years we have been building towards world-class
health and safety performance (see page 19). We have moved quickly
to embed those standards across our integrated business since our
acquisition of OMNOVA.
Moving to renewable energy and addressing our carbon footprint
At the same time, we are moving large parts of our network to renewable
electricity (see page 23). In 2020 we have achieved a reduction of 8.5%
in Scope 1 and 2 greenhouse gas emissions. We have taken the
decision to end our use of coal-derived energy by 2021 with the closure
of our Sokolov coal power station, and we have introduced management
incentives to reduce our carbon and climate change impacts.
An increasingly diverse business
We have made clear progress across our global employee base and
in graduate and young talent recruitment (see page 15), and the
composition of our Board meets the recommendations of the
Hampton‑Alexander and Parker reviews. Female representation on
our Executive Committee and direct reports has improved from 8%
to 17%, but clearly there remains much more to be done to meet
our targets of 20% in 2021, 25% by 2022 and 33% by 2025.
Tim Hughes
President – Corporate Development
Focus on sustainable sourcing
Our new Sustainable Procurement Strategy, agreed in 2020, will see
a drive towards supply chain assurance verification and increased
use of sustainable products and services through our partnerships
with suppliers.
About this report
BUILDING ON A STRONG ESG PLATFORM This report is primarily focused on our performance in 2020 – but it
also reflects some progress in increasing the amount and transparency
AND SETTING OUR COURSE FOR 2030 of our disclosures. To make sure we have a solid foundation for future
reporting, we have used Global Reporting Initiative (GRI) Standards,
This year has seen a significant step change in our approach to ESG. and we have applied them to the whole Synthomer Group, including
The environmental challenges facing the world are increasingly urgent, OMNOVA. Further, we are now able to include disclosure of Scope 3
and it has never been so important for business to play a full part in greenhouse gas emissions data for the first time, which means we
addressing them. At the same time, our integration with OMNOVA has can report all Scopes (1, 2 and 3) based on verified data. We are also
given us an opportunity to embed a single set of values and a unified working towards further disclosures in line with the recommendations
ESG strategy across a truly global Synthomer business. As Calum of the Task Force on Climate-related Financial Disclosures (TCFD),
describes in his statement on page 1, this has meant that 2020 has which we support. We are conducting scenario assessments in 2021
seen us build on our previous ESG work to create a new platform for which will help us evaluate moving to science-based targets in 2022.
ESG performance and reporting, which from next year will support our
The way ahead for Synthomer
new Vision 2030 Roadmap.
Our Vision 2030 Roadmap builds on the progress we have made in
Our platform for future ESG progress 2020 and the years leading up to it – and takes us much further. It is
We are a manufacturing business, and the things we make are at the the most comprehensive strategy Synthomer has ever had for ESG
core of our ability to make a contribution on ESG issues. As a global performance, and from next year will form the basis for reporting our
leader in sustainable water-based polymer solutions, our products progress against internationally recognised standards, and the
eliminate the use of over 500ktes of solvents which contain volatile challenges we face on the way.
organic compounds (VOCs). This puts our business at the heart
We believe it reflects our resolute focus on sustainability and
of a global trend away from VOCs, driven by increasingly stringent
ESG improvements and we are determined to deliver on it.
environmental regulations. And, as we continue to invest in innovation,
we will be able to supply more customers with more sustainable
products. This speaks to Synthomer’s purpose: ‘to create innovative
Tim Hughes
and sustainable polymer solutions for the benefit of customers
President – Corporate Development
and society’.
5 Synthomer plc Sustainability Report 2020
VISION 2030 70% EMPLOYEE
PARTICIPATION
IN EMPLOYEE
ROADMAP
ENGAGEMENT
SURVEYS
We will achieve a 70% participation
rate in employee engagement surveys,
Following an extensive Company-wide review Synthomer is both globally and at country level,
and continuously update leadership
pleased to introduce its Vision 2030 Roadmap for sustainability. action plans.
Ambitious, measurable and achievable, the goals are aligned with
Read more on page 15.
the United Nations Sustainable Development Goals (SDGs) which
mature in 2030. These stretching targets will define our current
and future sustainability programme. 50% GENDER
DIVERSITY IN
NEW HIRES
We will increase diversity and inclusion in
our organisation with a target of 50% of
new hires in leadership, management
and professional roles being women.
Read more on pages 16 and 17.
ea t
y
H
lth fe
and Sa
Pe o p l e
TOP QUARTILE SAFETY
PERFORMANCE SUPPORT
While aiming for zero harm, we will deliver
top quartile performance for personal and
COMMUNITIES
process safety: We will provide volunteer support and
• RCR = 0.20/100,000 hours for financial contributions in excess of
employees/contractors £1 million per year to advance education,
• PSER = 0.10/100,000 hours public health, diversity and environmental
stewardship.
Read more on pages 19 to 21.
Read more on page 18.
6 Synthomer plc Sustainability Report 2020
40% REDUCTION
IN SCOPE 1 AND 2
EMISSIONS
On the path to net zero by 2050,
we will reduce our greenhouse
gas emissions intensity by 40%
(Scopes 1 and 2) vs. 2019.
Read more on pages 8 to 10.
80% RENEWABLE AT LEAST 60% OF
10% REDUCTION IN NEW PRODUCTS
SCOPE 3 EMISSIONS ELECTRICITY USE
WITH ENHANCED
We will reduce our upstream Scope 3
emissions intensity by 10% vs. 2019.
We will source 80% of our electricity
from renewables. We will also improve SUSTAINABILITY
Read more on pages 8 to 10.
energy efficiency through technology
benchmarking. BENEFITS
Read more on pages 22 to 24. At least 60% of our new product launches
will have enhanced sustainability benefits
as measured by our Project Sustainability
Impact Scorecard.
Read more on pages 27 to 30.
St
s
es
te in
ra
g y a nd Bus
En
vironment
MANAGE AND in
Su
ha
ai
MINIMISE WATER USE
st
na C
ble Value
We will rigorously manage and minimise
water consumption in all locations, and
put sustainable water management
programmes in place in water-stressed
areas and our highest consumption sites.
80% OF OUR
Read more on page 26.
PROCUREMENT
SPEND TO HAVE
A SUSTAINABILITY
RATING
80% of our raw material procurement
spend will be covered by a sustainability
rating (50% by 2025).
Read more on pages 27 to 30.
7 Synthomer plc Sustainability Report 2020
Environmental, Social and Governance (ESG) – review of our six pillars
1. Strategy and Business
Sustainability is embedded across the entire Group and requires the
engagement of all stakeholders. To clearly identify our material areas,
define our objectives and achieve our long-term goals, our actions are
channelled through six pillars, and three priorities for 2021. We made
significant progress quantifying, improving and communicating the
sustainability of all our activities in 2020.
Synthomer focuses its sustainability programme around six pillars – Strategy and Our approach (GRI 103-1, 103-2, 103-3)
Business, Governance and Compliance, People, Health and Safety, Environment and Safety, Health and Environment (SHE) are the
Sustainable Value Chain. In this report we review each of the six pillars, beginning with heart of Synthomer‘s core values. Our ultimate
Strategy and Business. goal is to have zero accidents or incidents and
no adverse impact on the health of those who
Our three strategic priorities for 2021 are carbon and climate change (see Environment work in or live near our operations or use our
pillar), diversity and inclusion (see People pillar) and supply chain assurance products. We care about the environment as
(see Sustainable Value Chain pillar), which are introduced below. These priorities we care about our people’s health, while
complement our personal and process safety commitment which remains central minimising any environmental burden created
to our culture and values. by our activities.
As a chemical company that uses natural
resources – mainly energy and water – in its
STRATEGY AND GOVERNANCE AND production processes, climate change is a
BUSINESS COMPLIANCE
core priority. We are aiming to respond to the
climate emergency by significantly reducing
our Scope 1 and 2 greenhouse gas emissions
by no less than 20% by the end of 2022 and
40% by 2030, as well as delivering our net
zero 2050 roadmap in alignment with the
Paris Climate Agreement.
Employing more than 4,600 people
across the globe, Synthomer contributes to
improved social conditions in all geographies.
PEOPLE HEALTH AND Synthomer’s Diversity and Inclusion Plan
sets out our commitment to further
SAFETY expand ethnic, gender, age and cultural
diversity and welcome it in an inclusive way,
believing this is the path to build a socially
sustainable organisation.
Launched in 2020, Synthomer’s Sustainable
Procurement Policy and Strategy clearly sets
out our ambition to work with our upstream
partners, ultimately ensuring that there are
no supply outages due to environmental or
ENVIRONMENT SUSTAINABLE
social aspects covered by this policy. We are
working continuously to minimise risks and
VALUE CHAIN catch opportunities while contributing to
a more sustainable and secure supply chain.
More and more, society is driving towards
zero waste, reducing, re-using and recycling
as much as possible. Synthomer operates
in a variety of markets with a diversity of
water-based chemistries, exhibiting a wide
spectrum of requirements. Our goal is to
move towards a circular economy, reducing
the impact of our activities and working
together with our customers to offer
sustainable solutions with increased
performance and manage the end of life
of our products.
8 Synthomer plc Sustainability Report 20201. Strategy and Business continued
ESG covers a broad range of topics, so our materiality assessment
allows us to respond to the issues that matter most to our stakeholders.
We reviewed our materiality assessment in 2021 to reflect the impact
of the OMNOVA acquisition and the increasing priority of ESG issues.
Building sustainable solutions Sustainability risks and opportunities Starting to report against TCFD in 2021,
The development of sustainable solutions (GRI 102-11, GRI 102-15) we will also develop knowledge to minimise
is intrinsically associated with three factors, Through the expansion of our risk assessment our environmental footprint, establishing
namely, reducing the use of resources, framework to climate-related risks and a roadmap based on a below 2ºC scenario
lowering environmental footprint and opportunities we are committed to gain option and assessing the impact on the
managing product life cycle. knowledge and develop sound tools to ensure businesses arising from technology shifts
that our businesses will be resilient against and the financial impact of carbon pricing.
One of Synthomer’s strategic priorities has
climate change.
always been to minimise the use of natural Alignment with SDGs (GRI 102-12)
resources by increasing the efficiency of We have already incorporated the potential Our actions are aligned with the UN SDGs
our production activities. We remain vigilant impact of corporate responsibility issues in the material to our business and those towards
to new opportunities to improve energy and Group’s risk management processes and our which Synthomer can have a major impact.
water efficiency and reduce waste, and we investment decisions consider potential We highlight the SDGs related to natural
actively look for new ways to enhance consequences for all stakeholders, including resources used in our operations as well as
circularity of these resources. employees, customers and suppliers, as well those to which our activity imparts a higher
as the environment. benefit to people and society.
Reducing direct and indirect operational
greenhouse gas emissions (Scope 1 and 2),
in addition to reducing Scope 3 supply chain
Most relevant UN SDGs for the delivery of Synthomer 2030 goals
originated emissions, are strategic action
points for Synthomer, intimately related to
business strategies.
To accomplish our net zero goal by 2050
at the latest, potential areas for improvement
which are linked to our climate actions include:
• using technology and innovation,
to develop products based on alternative
low carbon intensive raw materials and
more efficient processes;
• assessing R&D projects and
capex expenditures against our
sustainability criteria;
• defining science-based targets to align
our longer-term strategy to the global goals
in alignment with the Paris Agreement;
• considering the need to incorporate carbon
pricing within our capital planning processes;
• establishing partnerships with our suppliers
to reduce the carbon burden of our existing
raw materials;
• assessing the viability and resource
requirements to undertake Life Cycle
Assessments for key products –
considering at least cradle to gate
footprint; and
• addressing end of life product management
for each market where we operate.
Growing in a sustainable way (GRI 102-10)
FUTURE ACTIVITIES
We recognised the impact that our acquisition
of OMNOVA had on the Company’s overall
By 2021
sustainability profile and have integrated the • Report against Task Force on Climate-related Financial Disclosures
two legacy companies using a consistent ESG • Assess all operations and projects against sustainability criteria
approach. Synthomer’s sustainability agenda • Maintain Silver EcoVadis level as a minimum for enlarged Group
takes 2019 as our baseline year to define our
new, short-term, targets between now and the By 2022
end of 2022.
• Evaluate alignment of our net zero programme to Science Based Targets initiative
Synthomer took the acquisition as an
opportunity to consider sustainability as a
business imperative and a decision factor in
all processes and projects.
9 Synthomer plc Sustainability Report 2020Environmental, Social and Governance (ESG) – review of our six pillars
1. Strategy and Business – Stakeholder engagement and materiality assessment
(GRI 102-21, 102-40, 102-42, 102-43 and 102-44)
Updating our materiality assessment We introduced a new category called We confirmed all 24 aspects, including the
We reviewed our key stakeholder groups ‘Digitalisation’, since it represents an three new ones, are relevant material aspects
and assessed how the Group engaged with increasing opportunity to reduce our carbon (scoring high or very high as regards internal
those groups. We also reviewed the areas footprint as we learn lessons from the and external importance) for continued focus.
of sustainability that are materially significant COVID-19 pandemic and take advantage The outcome of our assessment shows there
to our work to align with the GRI Standards. of our Pathway business transformation. is a strong alignment between stakeholders
In all, we found direct influence and and the Group on most of the topics, with
Synthomer’s activity relating to product
engagement were maintained with seven emphasis on those with highest priority.
life cycle is now incorporated within the new
stakeholder groups: customers, employees,
‘Circular economy’ topic. Our Sustainability Steering Committee
suppliers, shareholders, legislators,
reviewed the additional concerns and
authorities and local communities. An online survey was designed to collect
suggestions from this survey, to identify
stakeholders’ feedback. This survey asked
Of the initial set of materiality topics we potential new focus areas for target action.
for views on these 24 sustainability topics,
first identified in 2018, 21 of 22 remained
covering topics directly influenced by Although no significant shifts were observed
unchanged or were slightly modified.
Synthomer’s operations as well as topics since 2018, Community engagement and
We incorporated ‘Quality’ into ‘Customer
linked to the value chain both downstream Circular economy will have additional
satisfaction and engagement’ and added
and upstream. attention in the future.
three new topics.
The online survey was submitted to nearly The most material topics are already
Following our acquisition of OMNOVA and
400 individuals, including representatives considered in the corresponding
stronger presence in North America, we
of all the stakeholder groups identified, sustainability pillars, as well as in our
focused on ‘Communication and training’,
across all the geographic regions where the short and medium-term objectives.
to ensure clear understanding of our
Company operates. The stakeholders asked
procedures, targets and achievements.
to participate in the survey were selected by
Synthomer following close contact with the
respective stakeholder groups.
Materiality assessment chart Materiality assessment
(GRI 102‑44, GRI 102-46, GRI 102-47)
13
Strategy and Business
Very important
3
14 1 Sustainable growth
2 2 Risk management
1 7
3 Ethics and integrity
18 22 4 Digitalisation
9 15
5 23 Governance and Compliance
5 Responsible and involved management
16 8 10
6 Stakeholder involvement and engagement
20 17 7 Compliance
19 8 Communication and training
Importance to stakeholders
6 21 People
11 9 Employment conditions
24 10 Diversity and Inclusion
12 11 Talent development
12 Community engagement
4 Health and Safety
13 Occupational health and safety
14 Process safety
Environment
15 Energy management and reduction
16 Water stewardship
17 Greenhouse gases reduction
18 Waste generation and minimisation
Sustainable Value Chain
Important
19 Responsible procurement
20 Technology and innovation
21 Manufacturing excellence
22 Product safety
23 Customer satisfaction and engagement
Important Very important 24 Circular economy
Importance to Company
10 Synthomer plc Sustainability Report 20202. Governance and Compliance
Management approach
(GRI 103-1, 103-2, 103-3)
Ensuring and demonstrating a high standard of
CODE OF CONDUCT
effective and compliant corporate governance
The Group’s Code of Conduct, together with our Core Values, reflects how we work together
is a key priority of the Group and expectation
internally and with our stakeholders. It exemplifies our beliefs and values of a diverse and
of our stakeholders.
open culture, and sets out how we expect our employees to work in a responsible and
Synthomer plc has regard to matters set out in sustainable manner. It further provides our employees with the tools to guide them in making
Section 172(1) of the Companies Act 2006 and decisions based on integrity, honesty and mutual respect.
during its last financial year has complied, in all
material respects, with the 2018 UK Corporate
Governance Code.
Significant progress was made in 2020
in terms of the diversity of the Synthomer
Board, which follows the Hampton-Alexander
COMPLIANCE
recommendations and the Parker Review on
gender and ethnic representation. An externally The Group is committed to maintaining an effective Compliance Framework to protect it
facilitated Board evaluation also began during from the risks of breaches of laws, rules and regulations, including judicial/regulatory action
2020 which concluded that the Board and its and reputational damage. We continually improve our Compliance Framework, and in 2020
Committees are run in an effective and appointed a Head of Global Compliance dedicated to identifying, assessing, managing and
collaborative manner and suit the current mitigating ethics and compliance risks.
governance needs and company obligations.
The evaluation did identify some areas of
development which include succession
planning, diversity and inclusion and
responding to the increasing ESG agenda
and particularly climate change. These will CORE VALUES
all be areas for specific focus in 2021.
SHE – We always have time to work safely.
Innovation – We welcome change and new ideas.
Teamwork – We are stronger as ONE team.
Integrity – We act with integrity and show respect.
Accountability – We deliver on our promises.
SYNTHOMER A ccountabi l i ty
CORE
VALUES
I nnovati on
SHE Integrity
Teamwork
11 Synthomer plc Sustainability Report 2020Environmental, Social and Governance (ESG) – review of our six pillars
2. Governance and Compliance continued
Code of Conduct and Ethics Helpline The Group is committed to ensuring that 2020 also saw significant developments in
(GRI 102-16, 102-17) slavery and human trafficking is not taking the Group’s e-learning capabilities, with the
We published our current Code of Conduct place in any of its supply chains, as set out in launch of an improved in-house Learning
in 2018 in 13 languages, supported by our most recent Modern Slavery Statement Management System (LMS), as a platform for
Group-wide training and an externally available here: www.synthomer.com/company/ hosting e-learning content. Consequently, in
hosted ethics helpline. corporateresponsibility/grouppolicies/. 2020, we saw the launch of a new e-learning
module relating to facilitation of tax evasion
The training received very positive feedback. Bribery, corruption and
under the UK Criminal Finances Act 2017,
A recent survey across the enlarged Group anti-competitive behaviour
together with the finalising of two new
reinforced the outcome of our 2019 ‘Your The Group’s bribery, corruption and competition
e-learning modules on Bribery and Corruption
Voice’ employee survey which demonstrated law policies are key aspects of the Group’s
and Anti-Competitive Practices, which were
that most employees understand the Code Code of Conduct and have featured heavily in
launched at the start of 2021. The LMS also
of Conduct and how it applies to their role. the scenario-based Code of Conduct training
enhances the Group’s ability to record training
The survey also showed that employees know that has been held Group-wide. In addition,
(e-learning and face-to-face/online), to track
how to report suspected unethical and/or during 2020, enhanced competition law training
completion, and to escalate incidences of
unlawful behaviour. continued to be given to employees more highly
required training not being completed in
exposed to competition law risk, and we have
During 2020, no material issues were a timely manner. The development of e-learning
continued to improve our online ‘toolboxes’
reported under the established Ethics modules for Code of Conduct and GDPR/data
for competition law and bribery and corruption.
Helpline (whistleblowing) procedure. (GRI 419-1) protection was purposefully delayed in 2020
Due diligence processes also continue to be
as a consequence of the OMNOVA acquisition,
In 2020, the Group also relaunched its Core in place to manage risks related to bribery and
mainly due to the positive feedback received
Values highlighting, amongst other things, corruption, for example in connection with the
about the training and the opportunity it
Integrity and Accountability as foundations appointment of agents and/or distributors,
provided to interact with legacy OMNOVA
of the Synthomer way of working, and the to ensure we are partnering with third parties
colleagues. E-learning modules on these topics
importance of the Code of Conduct in who share in Synthomer’s commitment to
are currently being developed for roll-out
guiding employees in ensuring they always do business legally and ethically.
during 2022.
act in accordance with these values.
Compliance training (GRI 205-2)
Human rights During 2020, face-to-face/online scenario-
In 2020, a Procurement Excellence team was based workshops continued to be held
established alongside the publishing of a new across the Group to reinforce the importance
Sustainable Procurement Policy and Strategy, of applying the highest ethical standards as set
which included compliance with human rights out in the Code of Conduct. This included the
as one of its key focus areas. legacy OMNOVA management team following
the acquisition.
FUTURE ACTIVITIES
By 2022
• Continue to roll out training and
e-learning
• Implement lessons learned from
Compliance Programme Review
• Launch new ‘dawn raid’ guidance
• Board evaluation process
12 Synthomer plc Sustainability Report 20202. Governance and Compliance – Sustainability governance (GRI 102-20)
The Sustainability Steering Committee is
responsible for the development of the Group’s Sustainability main bodies
sustainability strategy and coordination of
sustainability-related activities across the
Board of Directors oversees ESG agenda
organisation. Formed in 2018, it is a cross-
functional group comprising representatives
from all key functions and businesses including
Corporate Development, Human Resources,
Procurement, Technology & Innovation and SHE,
alongside the Divisional Presidents. In order to Executive Committee
manage the increasing interest and opportunity
in sustainability the Group added additional The Executive Committee is responsible for delivering our ESG strategy and policy
resource in 2020. commitments and reviews sustainability-related topics on a monthly basis. The CEO has
ultimate responsibility for delivering the ESG strategy and commitments.
Over the past year, we have strengthened
our internal network of people to drive
sustainability. This diversified group is our
Sustainability Delivery Board and, like our
Committee, represents functions and
divisions from across the global organisation. Sustainability Steering Committee
It ensures proper communication to all levels
of the organisation and captures any
Through its highest level representation, the Sustainability Steering Committee is
opportunities to improve our approach. It is
responsible for defining our ESG targets and roadmap, monitoring the progress of the
also the Delivery Board’s responsibility to
workstreams and liaising with our Executive Committee and Board of Directors.
address internal and external stakeholders’
needs and coordinate cross-functional
workstreams, set up to meet the targets set
out by the Sustainability Steering Committee.
The Sustainability Steering Committee meets
quarterly and is chaired by the Group Sustainability Delivery Board
Sustainability Director. The Committee
reports directly to our Executive Committee, Our Sustainability Delivery Board comprises our sustainability champions from our
ensuring effective two-way communication functions and businesses. The Board is responsible for managing cross-functional
at the highest levels of our organisation to workstreams throughout the organisation to deliver our ESG agenda.
embed our material sustainability topics into
It makes recommendations to the Sustainability Steering Committee and is also
the Group’s strategy and businesses.
responsible for monitoring the sustainability-related KPIs.
The Executive Committee meets monthly
Progress is followed up on a monthly basis and meetings are hosted by the
and is responsible for ensuring effective
Sustainability Director.
delivery of the agreed strategy and meeting
the policy commitments.
The Board of Directors routinely reviews ESG
topics with increasing focus on carbon and “AT SYNTHOMER, SUSTAINABILITY IS A JOURNEY
climate change, diversity and inclusion and
supply chain assurance as ESG priority areas. WE MAKE TOGETHER. THE ENGAGEMENT OF ALL
Full details of Synthomer’s governance COLLEAGUES ALLOWS OUR ESG AGENDA TO
structures can be found on pages 82 to 89
of the 2020 Annual Report. (GRI 102-18)
DEVELOP FAST IN ITS MULTIPLE DIMENSIONS.”
Susana Carvalho
Group Sustainability Director
13 Synthomer plc Sustainability Report 2020Environmental, Social and Governance (ESG) – review of our six pillars
3. People – Our people and communities
Management approach
(GRI 103-1, 103-2, 103-3)
Synthomer remains committed to developing
EMPLOYEE ENGAGEMENT
our people to help them fulfil their potential,
We aim to create a high performing and engaged workforce by implementing employee
and in engaging with our communities in
engagement strategies that align our employees with our Core Values and ensure that we
a positive manner.
listen to, develop and recognise all employees.
The Global HR Vice President remains
responsible for implementing programmes of
work to deliver on the Group strategy, including
those linked to leadership and succession
management, supported by divisional and
regional HR leads. He reports to the Executive
Committee through the President –
DIVERSITY AND INCLUSION
Performance Elastomers, M&A and Global HR.
We value the difference everyone brings and are committed to creating a diverse and inclusive
Our strategic People objectives are as follows: workplace, where people are supported to make their best contribution in creating a vibrant,
successful business.
Build a sustainable talent pipeline: strengthen
our talent pipeline with diverse and highly
skilled employees, and continuously drive
improvements in our talent practices, ensuring
that we have the right people with the right
skills in the right role at the right time.
Strengthen leadership capability: develop
SUPPORT COMMUNITIES
empowered leaders at all levels of Synthomer;
Through our ‘We Care’ initiative and Synthomer Foundation in the USA,
leaders who act as role models, coach and
we are continuously strengthening our engagement with local communities.
develop their teams and lead the way in
successfully driving our business strategy.
Drive organisational effectiveness: operate
efficient and effective organisational structures
and people processes, to drive towards
functional excellence and to strengthen our
capability to successfully manage business
transformation in an agile way.
Establish a winning workplace culture:
establish an inclusive culture where our people
feel valued, engaged, empowered and able
to use their strengths to enable Synthomer
to thrive.
Our People agenda has made further progress
in 2020, with our new Core Values launched
and embedded, a new diversity and inclusion
strategy launched, new global communications
and development initiatives, and the integration
of the OMNOVA business and alignment of key
HR processes and activities.
14 Synthomer plc Sustainability Report 20203. People – Employee engagement (GRI 102-8, 102-41, 401-1, 404-1, 404-3)
Who we are
4,600+
More than 4,600 employees
100%
~100% full time employees
100%
~100% under permanent contract
10.2%
turnover
7.1%
new hires
67%
under collective bargaining agreements
1,272
employees received a full written
17.9
training hours per employee in 2020
appraisal: 83.4% of the target population (23.3 in 2019, 19.8 in 2018)
Our Core Values Leadership development and training Supporting employees during
Employee engagement was at the heart of Our third European and Asian Graduate the COVID-19 pandemic
developing our new values; over 200 of our Programme took place in 2020 with seven Some employees were required to work
employees from across our organisation new programme participants in Europe and from home for long periods of time due to
contributed to the redesign by completing four in Asia. In total, this adds up to more than the COVID-19 pandemic. Different measures
surveys or attending a focus group and more 30 Graduates. Over 90% of candidates in were deployed to support their physical and
than 600 attended values virtual workshops. Asia and Europe have moved into post- mental well-being, as follows:
programme roles.
We also set up a Steering Group, which • In Malaysia, frequent newsletters were
included three Executive Committee members. We also continued High Potential Programmes delivered including regular business
The whole Executive Committee was also across all regions of the organisation. updates and tips on how to work from
closely involved to ensure that our values were home effectively. Virtual exercise classes
Our early career talents have continued to
fully aligned to and integrated with our business were held to socially interact, catch up
represent Synthomer externally by publishing
strategy. The Committee’s support also and exercise. ‘Grab Some Help!’ provided
articles and giving speeches at conferences.
ensured that the values received very clear and virtual workshops and remote
To strengthen our talent pipeline, we developed
visible senior leadership sponsorship. psychological support for employees.
a new global Talent Toolkit and established
• In Germany, virtual coffee breaks and
Listening to our employees a harmonised framework for our annual
virtual social events were designed to keep
Alex Catto, the Non-Executive Director with talent reviews.
people connected whilst working remotely.
responsibility for ‘Employee Voice’ on the Board,
Our Excellence Academy saw 12 individuals • In the UK our ‘Be Supported: Virtual
visited UK sites and had virtual calls with the
participate in a new programme to provide Working’ initiative provided training and
USA and Italy, to meet employees and review
fundamental skills and knowledge in how support for team managers and employees
their issues. Feedback was provided to
to improve safety and productivity on our working from home.
the Board.
manufacturing facilities. The programme • Our global Learning and Development
The Board receives regular feedback on the delivered almost 50 hours of learning over team has developed a series of learning
employee discussions and on our people a five month period. modules, such as ‘Working from Home’,
strategy, and has had a detailed report on ‘Embracing New Ways of Working’ and
Recognition
the results of the 2019 Your Voice Employee ‘Working or Leading Virtually’.
Our OMNOVA colleagues celebrated their
Engagement Survey and the progress
second year as a NorthCoast 99 workplace, a
against actions defined.
programme that honours great Northeast Ohio
In 2021 we intend to run a second Your Voice
Employee Engagement Survey following the
workplaces for top talent. The recognition
project to compete for this award was FUTURE ACTIVITIES
survey we ran in 2019. managed – and led – by a group of our
employees. As well as recognising our By 2021
business as a great place to work, the process
• Deploy new global Human Resources
of competing for this award has provided
information system
invaluable learning in support of the
• Repeat and extend coverage of
continuous improvement that we strive for.
the ‘Your Voice’ Employee
Engagement Survey
• Review and expand the Board Employee
Voice Strategy
By 2030
• Achieve 70% participation rate in
employee engagement surveys,
both globally and at country level,
and continuously update leadership
action plans
15 Synthomer plc Sustainability Report 2020Environmental, Social and Governance (ESG) – review of our six pillars
3. People – Diversity and inclusion (GRI 108-1, 405-1)
At Synthomer we see D&I as a Our drivers for action
Our D&I vision and strategy • Core Values
fundamental part of our Core Values
Our strategy is organised under D&I is a part of our Core Values.
D&I is one of the three 2021 priorities of our
three core pillars: Showing respect regardless of a person’s
ESG agenda to which we are fully committed.
Raising awareness The acquisition of OMNOVA has increased background is an important part of creating
• We educate the organisation on the number of people we employ outside of an inclusive culture and a thriving business.
the dimensions and benefits of D&I. Europe, with significantly more employees in • Business case
• Key action areas include: the USA, China, and Thailand. We have also There is a growing body of research
developing a strategy and business added a site in Portugal to our European about why D&I is important. A diverse and
case, anchoring D&I in our business footprint and increased our presence in France. inclusive environment is strongly linked to
activity and unconscious bias. We now have sites in 24 countries across the performance, D&I is good business.
USA, Europe, and Asia. As we grow, we • Employee focus
Strengthening culture continue to be a truly global business with a There was a clear message from
• We build and nurture an inclusive culturally diverse employee base from across our employees through the Employee
workplace culture. the world. Engagement Survey, the Core Values
• Key action areas include: Survey and other channels, that D&I
Core Values, inclusive leadership is important.
and flexible working. • External focus
D&I is receiving increased focus in the
Growing talent media, with investors and society in
• We attract, develop and retain general, which is reflected in legislation
a diverse range of talent. and formal reporting requirements.
• Key action areas include:
Talent acquisition, learning and
development and networks.
Our strategy is underpinned by
communication and engagement plans
and measurement and monitoring.
Our D&I governance structure
A new structure was launched in 2020 to ensure delivery against our objectives
D&I Steering Committee Executive Team
This small senior group provides sponsorship and advocacy and The Executive Team signs off D&I plans and concrete initiatives.
oversees tangible delivery. Its members are the Chair of the This ensures governance and role modelling across
Synthomer Board, the Executive Team Sponsor and the Head of HR. the organisation.
D&I Leadership Team
This cross-business group sets the strategy, agrees on annual plans and designs/delivers D&I initiatives.
Employee resource groups Potential local D&I teams
Independent groups with clear terms of reference and link to and Country groups where there is scale and appetite.
support from the Global D&I Leadership Team. Could also be local/regional D&I champions.
16 Synthomer plc Sustainability Report 20203. People – Diversity and inclusion continued (GRI 108-1, 405-1)
Where we are Additional 2020 activities Hampton-Alexander Review of 33% female
We launched ‘Engender’, a new networking representation on FTSE 350 boards by the
Board and resource group for women in Synthomer, end of 2020.
with virtual events commencing in Quarter 4
Women represent 17% of senior leaders
3 6 2020 and a full programme planned for 2021.
A review of ‘family friendly’ policies in 2020
(a significant increase from 8% at the end
of 2019). However, we have not yet reached
Female Male across our major employee locations – the UK, the Hampton-Alexander Review target of 33%
Germany, Malaysia and the USA – has resulted and, in particular, recognise that there are
in a number of improvements that create a suite no women on our Executive Committee.
Senior management of policies that are all in line with regional best
Across our whole organisation women
practices. We are pleased to be supporting
account for 21% of our workforce, with greater
prospective and new parents – including those
8 40 who are adopting – with progressive policies
that reflect the changing nature of family life.
representation at more senior leadership levels.
One member of our Board is from an ethnically
Female Male
diverse background and therefore we meet
D&I metrics are now included in our new global
the target for Board representation set by
talent management process.
the Parker Review. In total, 14% of our senior
Other employees Caroline Johnstone was appointed Chair of leadership population represent colleagues
the Company on 16 December 2020, our first from a diverse ethnic background, with
948 3,603 female Chair. Cynthia Dubin also joined the
Board in 2020 and we now have three women
representation across all functions and
business areas.
Female Male on our Board, meeting the target set by the
“WE BELIEVE THAT DIVERSITY AND INCLUSION DRIVES
Board
INNOVATION AND IMPROVED BUSINESS PERFORMANCE –
Ethnically 1
WE SEEK TO RECRUIT, RETAIN AND DEVELOP THE VERY BEST
diverse background
Non-ethnically
diverse background 8
TALENT, REGARDLESS OF BACKGROUND, TO DRIVE BUSINESS
SUCCESS. DIVERSE PERSPECTIVES ARE TRULY VALUED AT
Senior management SYNTHOMER AND ALLOW US TO MAKE BETTER, MORE
Ethnically 6
INFORMED DECISIONS. CREATING AND MAINTAINING AN
diverse background
Non-ethnically
diverse background 42
INCLUSIVE CULTURE WHERE EVERYONE FEELS VALUED IS
ALSO SIMPLY THE RIGHT THING TO DO.”
Rob Tupker
President – Functional Solutions
and Executive Team Sponsor for D&I
FUTURE ACTIVITIES
By 2021
• 20% female representation in
senior leadership
• Implement the 2021 Synthomer
Diversity and Inclusion Plan
By 2022
• 25% female representation in
senior leadership
By 2025
• 33% female representation in
senior leadership
• 20% ethnic diversity in senior leadership
By 2030
• 50% of new hires in leadership,
management and professional roles
being women
17 Synthomer plc Sustainability Report 2020Environmental, Social and Governance (ESG) – review of our six pillars
3. People – Support communities (GRI 413-1)
Synthomer has engaged with its communities supplies, she approached a family member who
in various ways around the world. 2020 was works for Synthomer with a request for help.
a challenging year for volunteering due to We were able to source a supply of gloves and
COVID-19 restrictions, but our sites continued also help with the significant challenge of getting
to positively interact with their local communities. the consignment from Malaysia to an extremely
remote location in rural Tanzania.
The volunteers’ group in Sintra (Portugal)
is active in three areas: social, environment
and education. For the last ten years, they
have been engaging with the communities On the environmental side, several colleagues
The US Synthomer Foundation was founded in activities such as painting, cleaning fields volunteered to take part in the ‘Broom Day’
some 60 years ago as a funded endowment in the woods, performing sessions on in Marl (Germany), an annual event with the goal
to benefit US communities. chemistry, waste and safety in elementary to clean up the neighbourhood. The volunteers
schools, supporting activities with the from the Marl office split into three groups and
elderly population, making donations of cleaned the surrounding pavements and green
food or gathering and donating clothes spaces on planned routes. In all, volunteers –
to homeless people. including our employees – helped collect
9.8 tonnes of litter.
Whether providing grants to non-profit Support during the COVID-19 pandemic
organisations or volunteering with employees In Malaysia Synthomer donated protective
through our We Care initiative, we are dedicated gowns and N95 face masks to the Kluang
to making a positive impact in the communities General Hospital. In addition to the Company
where we operate throughout the USA. In 2020, donation, a group of Kluang employees
the Foundation awarded nearly $1.2 million to independently gathered donations in the
non-profit organisations in the USA which form of personal protective equipment
provide services that improve the quality of life (PPE) and food supplies for the hospital.
through education, health and human service,
civic initiatives and the arts. In Italy, Synthomer donated 450,000 medical
gloves to the municipal Papa Giovanni XXIII
The Synthomer Foundation accounts for the Hospital in Bergamo, Italy. The hospital is
donations of our USA operations and in 2020 situated in the heart of the Lombardy region
we highlight the following activities: Our Global of Italy which has been severely affected by the
Technology Centre in Akron (USA) donated COVID-19 pandemic. Our Filago plant, which
laboratory-grade glassware to Kent State produces Nitrile latex for the medical glove
University. We were delighted to support the industry, is situated just 17km from the hospital.
local community and help the next generation
of Science, Technology, Engineering and In Germany we donated used but functional
Mathematics (STEM) students in their academic laptops to the Aloysius elementary school
journey. Colleagues from Roebuck (USA) in Marl. The laptops were prepared with
participated in the ‘Bags of Love’ charity project updated software by the Synthomer IT team
and donated gift bags to housebound seniors and then donated to the school, which
in their community for Valentine’s Day. The bags passed the devices to pupils who used them
included Valentine’s cards, books and for their home schooling.
pharmacy items and were given to elderly
community members who are housebound “OUR FOUNDATION HAS A
due to mobility limitations. Synthomer has been
taking part in this annual project for several RICH COMMUNITY HISTORY FUTURE ACTIVITIES
years and cooperates with ‘United Way of the
Piedmont’ and ‘Meals on Wheels’ to provide
OF ENHANCING THE QUALITY By 2021
the bags to their recipients. OF LIFE FOR THOSE IN NEED. • Draw on the experience of the
Synthomer Foundation to expand
Colleagues in Malaysia have supported IT’S BEEN AN HONOUR TO community support activities
a rural hospital in Tanzania with a donation
of medical gloves. This initiative was started LEAD THIS EFFORT FOR By 2030
by a medical student at Glasgow University,
who volunteered at the Kilimatinde Hospital in
NEARLY THREE DECADES.” • Provide volunteer support and financial
Tanzania during her final year project in 2019. Theresa Carter contributions in excess of £1 million per
Seeing the serious shortage of essential medical President – The Synthomer Foundation year to advance education, public health,
diversity and environmental stewardship
18 Synthomer plc Sustainability Report 2020You can also read
