SAS Corporate Responsibility
An enduring commitment to employees, environment and communities
The guiding principles that launched SAS in 1976 are still at its foundation. The company strives to be approachable, so customers recognize SAS as a reliable partner and not just a vendor. It is about being customer-driven, engaging with customers to find out what they want and helping to solve their problems. It requires swiftness and agility, to adapt to changing technology and global conditions. It relies on the kind of innovation that grows in a workplace culture where employees feel valued, vested and inspired. And it demands that SAS be trustworthy, an ethical business partner that customers can count on for their critical decision-making processes.
Overarching these guiding principles is the commitment to sustainably drive operational efficiency, spawn innovation, and satisfy the expectations of customers, employees and society. This commitment and understanding are driven from the top. Through the SAS Executive Sustainability Council, top executives ensure that sustainability goals and priorities permeate every aspect of the company's operations. Externally, SAS senior management is represented on the boards of leading conservation organizations, such as The Nature Conservancy, and provides influence on the global stage through organizations such as the World Economic Forum, World Resources Institute and the Environmental Defense Fund.
This Corporate Responsibility site reflects the core values and achievements of how SAS does business as an employer, a software provider and a corporate citizen. Within this site, you can learn more about the four critical categories of corporate responsibility: Governance and Management, Education Philanthropy, Employees and Environment. This information is at the core of how we operate our business. In addition, with our 2012 CSR report, you have access to the updated metrics, initiatives and 2013 goals for each of these areas.
From the CEO
Since SAS began in 1976, corporate social responsibility has been fundamental to the company's mission. In fact, the company was founded to extend the benefits of academic discovery to the world – to help drive better decisions and performance in health care, government, business and industry.
At SAS, corporate social responsibility is more than being "green" or being a good neighbor and employer. It is about corporate conscience in the larger sense, performance on the world stage, and creating a culture that truly values – and provides enduring value to – customers, employees and communities.
Granted, SAS is in a unique position to carry out this mission. Although 2009 was a tough year for many, the economic downturn only accentuated the need to do more with less – and stimulated demand for the kind of analytics-driven business intelligence that SAS delivers. We fared well.
While other companies were forced to let go of talent to cut costs, SAS actually added staff in high-priority areas and emerging markets. While average turnover rate in the software industry was 22 percent, at SAS it fell to 2 percent in 2009. (Forty percent of SAS employees have been with the company 10 years or more.) Privately held SAS achieved record global revenue of U.S.$2.31 billion, up 2.2 percent from 2008 – and reinvested 23 percent of it into R&D.
This strong financial position made it possible for SAS to make significant investments in employees, education and the environment – in initiatives that are already showing positive returns. For instance, in 2009, SAS:
- Continued offering its extraordinary range of employee benefits, including free on-site health care, which save an estimated $105 million annually.
- Generated 1.7 million kWh of sustainable energy – enough to power 150 average-sized North Carolina homes – from a five-acre solar farm, returning the energy to the local utility grid.
- Developed additional solar installations, including a major expansion of the solar farm to ultimately generate 3.7 million kilowatt-hours annually – enough to reduce CO2 emissions from conventionally produced electricity by more than 3,500 tons a year.
- Continued construction of a 280,000 square foot Executive Briefing Center and 38,000 square-foot cloud computing center designed to high-level LEED standards.
- Saved more than 19 million gallons of water through wise landscaping practices, low-flow water fixtures and employee awareness.
As a software company, SAS' environmental impact is low to begin with. The IT sector represents only about 2 percent of the world's carbon emissions. But we are in a unique position to support the sustainability efforts of other industrial and services sectors – those that account for the remaining 98 percent of greenhouse gas emissions. In 2009, SAS delivered two significant new components for the SAS® for Sustainability Management suite, the analytic software solution that helps organizations measure and manage their environmental impact: SAS Sustainability Reporting and SAS Energy and Emissions Management.
This 2009 Corporate Social Responsibility Report presents many of the ways SAS puts action to its social ideals – and how these initiatives themselves are proving to be self-sustaining for the long term.Sincerely,
Chief Executive Officer, SAS
About This Report
The 2009 SAS Corporate Social Responsibility Report was developed using the Global Reporting Initiative (GRI) sustainability reporting guidelines and is based on the calendar year. The report is self-declared at application level C – and subsequently qualified by the GRI at application level C.
Just as with our 2008 report, content was defined by a cross-divisional team of employees who have responsibility for key business areas, including corporate services, human resources, internal communications, external communications and marketing.
For the 2009 reporting period, the team used SAS for Sustainability Management to provide the facts and figures regarding our environmental footprint. This software solution has been adopted by SAS Corporate Services for environmental data management of SAS offices globally. Social and economic information was provided from the operational systems that support our global human resources and financial departments. The information has been thoroughly reviewed by executive leadership and other internal stakeholders.
In keeping with environmentally sustainable practices, we chose not to provide a full printed report, only a short synopsis. The report is available to all external stakeholder groups, including partners, analysts, customers and media via this dedicated section on the SAS external web site.
The 2009 SAS Corporate Social Responsibility Report includes information for SAS Institute Inc., the US-based parent company for SAS, as well as its global divisions, affiliates, and wholly owned subsidiaries. These business units include, among others, DataFlux, JMP, Teragram and IDeaS.
Many international offices have been corporate leaders in piloting new technologies, building practices, and employee engagement. Each year, our Executive Sustainability Council will evaluate strategies for expanding the scope of our corporate social responsibility reporting.
SAS welcomes your comments and questions regarding this report and our corporate responsibility efforts. For questions about this report or its contents, please e-mail email@example.com.
Summary of strategic initiatives
SAS has grouped the contents of this report into five key categories. Click on each category below to see full details.
- Governance and management
Initiative 2009 goals Highlights for 2009 2010 initiatives CSR governance Strengthen governance processes and oversight for corporate social responsibility. Established a Corporate Social Responsibility Task Force and Executive Sustainability Council to provide guidance and oversight.
Published the 2008 CSR report.
Establish a formal CSR mission statement and policy.
Continue to refine and augment the CSR governance structure.
Stakeholder engagement Actively engage stakeholders in the industry and global community to help define CSR priorities and initiatives. Contributed to ongoing development of an open, distributed environmental intelligence system.
Participated in COP 15, the UN global climate change summit.
Used a new Open Space initiative to engage employees in CSR priorities, timelines and goals.
Analyze internal survey results to improve stakeholder engagement processes and information dissemination.
Continue to proactively engage stakeholders in establishing CSR initiatives and influencing global standards and public policy.
Products, services and markets Sustain market leadership in business analytics. Reinvested 23 percent of revenue in R&D.
Solicited user input on software development via formal feedback mechanisms and ongoing relationships.
Recognized as a market leader ("upper right quadrant") by Gartner Research.
Achieved a 94 percent customer satisfaction rating and 98 percent software license renewal rate.
Continue high levels of R&D reinvestment to deliver products that meet customers' expectations.
Focus software development efforts on high-priority areas for economic recovery.
Corporate performance and value Sustain profitability and growth to ensure stability of operations for all stakeholders. Achieved global revenue of U.S. $2.31 billion, up 2.2 percent from 2008 – continuous profitability since the company was founded in 1976.
Expanded software sales in 100 of 120 countries of operation
Achieved double-digit growth in developing markets.
Continue the strong governance, product/service excellence and private ownership that has brought 34 years of success. Compliance Maintain compliance with U.S. and international labor standards. Experienced no incidences of noncompliance with environmental, anti-corruption, trade or privacy laws.
CEO Jim Goodnight named as one of the 100 Most Influential People in Business Ethics by Ethisphere.com.
Continue compliance and ethics programs. Ensure that employees understand the SAS Code of Ethics and laws applicable to SAS' business. Provided eight online ethics courses to employees.
Achieved course completion rates of 86 percent to 94 percent of US employees in 2009.
Continue to expand the reach and scope of ethics and compliance training. Achieve 100 percent completion rate for relevant courses. Procurement Ensure fair and balanced sourcing with appropriate levels of supplier diversity. Increased senior executives' awareness about supplier diversity.
Added three new diverse SAS Alliance members.
Surpassed the 5 percent contracting goal for minority and women-owned enterprises for a major construction project.
Continue to improve processes for measuring and reporting on the supplier diversity program and initiatives. Consider corporate social responsibility goals when making procurement decisions. Identified opportunities to incorporate vendors’ corporate social responsibility into procurement decisions globally. Assess the decision criteria and supplier performance to refine strategic sourcing models.
Initiative 2009 goals Highlights for 2009 2010 initiatives Support for K-12 education Provide 21st century technology and instructional materials to prepare students for higher education. Continued support for the SAS-founded Cary Academy, the North Carolina 1:1 Learning Collaborative, Redesigned Schools 2.0 and SAS Algebra Readiness Initiative.
Expanded the number of schools using SAS® Curriculum Pathways® 228 percent, from 1,732 to 5,658 schools.
Donated $475,000 worth of laptops to high schools; $2,243,000 in cash donations, $3 million in in-kind donations and $194,000 in surplus equipment.
Provided discounted, hosted software solutions to analyze student performance and school district administration.
Continue support for programs to integrate technology and more engaging curriculum materials into the K-12 classroom.
Expand SAS Curriculum Pathways offerings to middle schools.
Engage employees in campaign to increase teacher licenses of SAS Curriculum Pathways at no cost to educators. Goal: 2,010 teachers contacted in 2010.
Support for higher education Provide technology-based teaching materials to prepare college and university students for technology careers.
Provide technology to improve administration and student enrollment and retention.
Provided instructional materials, software, hosted applications and guest lecturers at no cost to universities and community colleges in North Carolina and elsewhere.
Continued support of the Institute for Advanced Analytics at North Carolina State University.
Sponsored 10 scholarships at three Research Triangle Park area universities to support top students in computer science and statistics.
Developed sustainability solution for higher education.
Continue support for programs that provide SAS software, databases and educators for mathematics, computer science and statistics students at the college, university and graduate school levels.
Continue support for full and partial scholarships and summer employment opportunities for talented university students.
- Community engagement
Initiative 2009 goals Highlights for 2009 2010 initiatives Employee volunteerism Encourage employees to contribute to meaningful education activities. Provided incentive and awareness programs that encouraged employees to volunteer 14,900 hours of their time, largely focused on education programs.
Matched employee donations made through DonorsChoose.org.
Provided cash contributions to education-based nonprofit organizations where employees volunteered their time.
Continue the successful Employee Volunteer Fund that coordinates employee volunteer efforts and SAS charitable contributions to education.
Continue an active program of donations to educational causes.
Partner with outside organization called EarthShare to provide employees with volunteerism opportunities for environmental causes.
Initiative 2009 goals Highlights for 2009 2010 initiatives Talent Acquisition Attract the right resources to meet our business goals. In spite of the recession, hired 264 employees, receiving an average of 100 résumés per open position. Continue proactive recruitment in strategic areas to ensure a highly qualified pipeline of candidates. Learning and development Develop talent to meet demands now and in the future. Provided training, recognition, skills development and a broad array of traditional and innovative work-life benefits to a work-force of 11,055 worldwide, 5,566 in the United States. Continue the leadership development, skills development and advancement opportunities that ensure a deep talent pool. Organization effectiveness Increase employee and overall company performance. Implemented an online employee performance management system.
Continued performance management and organizational development efforts.
Continue to build a performance management culture to enhance company and employee performance. Employee Engagement Retain key talent. Continued providing growth opportunities and programs that keep employees fully engaged.
Achieved a turnover rate of only 2 percent, compared to the software industry average of 22 percent.
Continue to put employees first by investing in both their future as well as the company's through innovation in R&D, training, and recognition programs. SAS brand management Grow the SAS employment brand globally. Achieved No. 1 ranking on FORTUNE 100 Best Companies to Work For in US list.
Received top 10 "Great Place to Work" and five "Best Employer" rankings for SAS offices in 15 countries.
Continue to recognize employees as the greatest asset in an intellectual property enterprise, and treat them accordingly.
Initiative 2009 goals Highlights for 2009 2010 initiatives Products and packaging Minimize the negative environmental impacts of product packaging and delivery. Achieved a 58 percent reduction in delivery of CDs and reduced packaging size by more than 50 percent by increasing customer awareness of electronic software delivery options.
Worked to source more environmentally friendly package materials.
Continue to evaluate options for minimizing software delivery packaging. Continue to explore options for more environmentally friendly packaging, such as materials with higher recycled content.
Expand baseline review of packaging strategies to global offices and third-party suppliers.
Energy efficiency Improve energy efficiencies in data centers worldwide. Investigated the most energy-efficient servers, power components, and cooling strategies to maximize energy efficiency for the new, 38,000-square-foot cloud computing facility under construction. Continue monitoring power consumption and cooling demands at all levels of the data center to optimize both for performance and energy efficiency. Emissions reduction Measure, understand and reduce greenhouse gas (GHG) emissions. Used SAS for Sustainability Management to expand the US carbon model to determine Scope 1 and Scope 2 GHG emissions for global operations. Develop companywide management plan and establish global targets for Scope 1 and Scope 2 GHG emissions.
Develop baseline for Scope 3 GHG emissions for SAS operations.
Renewable energy Pursue opportunities for expanding use of renewable energy. Activated a 1-megawatt capacity solar array and two solar thermal systems at campus headquarters (December 2008) that delivered 1.7 million equivalent kilowatt-hours of renewable energy in 2009.
Replaced two elevators at campus headquarters with regenerative drive systems. Regenerative systems turn the motor backward during descent, routing power back into the building.
Install an additional 1.2 megawatts of solar photovoltaic capacity to the existing solar farm.
Install at least one solar photovoltaic system on an office building rooftop.
Water conservation Reduce water consumption for plumbing and café use in SAS-owned buildings. Measured the impact of low-ﬂow toilets, showerheads and faucet aerators.
Installed water-saving devices, such as low-ﬂow toilets, showerheads and faucet aerators which resulted in more than 5 million gallons of annual water savings.
Implement a Strategic Campus Plan directive for retrofitting additional bathrooms with low-flow plumbing. Reduce use of municipal and well water for landscape irrigation. Planted native and drought-resistant plants that need less irrigation and reduced irrigation schedules – saving more than 14 million gallons of water annually.
Successfully negotiated with local water utility for direct connection to reclaimed water line in 2010.
Install plumbing infrastructure to connect water utility’s reclaimed water line to at least one building in 2010. Used captured rainwater for plumbing and irrigation at SAS offices in Canada and the Netherlands. Implement a rainwater capture system for one office building at SAS world headquarters. Reduce water consumption globally. Developed a baseline for global water usage and established targets for additional savings in SAS-owned offices worldwide. Implement water-conservation strategies and best practices as appropriate. Waste management Reduce employee waste at company headquarters. Began establishing a waste management baseline for SAS headquarters (completion awaiting data from suppliers).
Launched Eco Advocate Volunteer Program to coordinate volunteer employee grassroots initiatives with corporate environmental support and sponsorship.
Continue working to establish a waste management baseline.
Set reduction targets and report on performance for SAS headquarters.
Expand the Eco Advocate program to incorporate a sponsored volunteer philanthropy program.
Reduce waste and emissions at SAS-hosted events. Encouraged employees, customers and suppliers to minimize use of printed materials, recycle materials at events, support meetings electronically, assess the necessity of physical attendance before booking travel, and carpool whenever feasible. Continue grassroots efforts to minimize the environmental impact of SAS-sponsored events, such as the SAS Global Forum user conference. Green buildings Reduce the environmental impact of new buildings. Continued construction of a 280,000-square-foot Executive Briefing Center and 38,000 cloud computing facility, both designed to high-level LEED standards.
Incorporated LEED principals in the 2008-2009 Strategic Campus Plan for Global Headquarters.
Continue to apply LEED best practices on construction of Executive Briefing Center and cloud computing facility in 2010.
Achieve LEED certification for the two new SAS buildings, under construction, by 2011.
Review the Strategic Campus Plan annually and continue to incorporate LEED principals to operational procedures.
Reduce the environmental impact of existing buildings. Expanded implementation of LEED best practices for maintenance of existing SAS buildings – expanded consideration for innovative technologies. Baseline at least one existing building for consideration of LEED certification.
Continue retrofitting older buildings to incorporate LEED best practices.
Procurement Reduce the environmental impact of purchasing decisions. Continued efforts to source products with low environmental impact.
In construction of the new campus buildings, selected recycled content and regional materials wherever possible, and required a minimum of 30 percent recycled content in building materials.
Determine baseline for eco-friendly procurement practices and develop protocol for measuring impacts of initiatives.
Establish corporate environmental policy for all procurement departments.
Incorporate eco-friendly ofﬁce and operational supplies into purchasing practices worldwide.
Awareness and education Create company-wide awareness of environmental issues among employees and customers. Engaged in a year-long campaign of education and communication through speaking engagements, visits to the SAS solar farm, company-wide event for Earth Day 2009, featured articles posted on internal green website, published white papers, webcasts and more. Continue to expand education and awareness activities that prove effective in helping to achieve environmental goals, including week-long celebration of Earth Day at SAS offices worldwide.
Highlights – Global SAS-owned offices
SAS has operations in 54 countries around the world. To see a full list of SAS regional offices, visit www.sas.com/offices.
Fourteen global locations, comprising 64 buildings, are housed in SAS-owned facilities, so there is limited opportunity to control such factors as electricity sourcing, HVAC efficiency and building management practices. Some areas have no municipal recycling options. Others have unusual climate or public service constraints. However, SAS global offices each engage in corporate social responsibility activities to varying degrees, to the extent feasible. The list below shows some examples of 2009 initiatives. In 2010, we intend to expand the boundaries of our reporting and include more countries' initiatives.
- SAS Australia and New Zealand
- Reduced electricity consumption by 18 percent at Sydney headquarters, equivalent to removing 50 typical mid-size cars from the road.
- Purchased green energy equivalent to taking another 27 cars off the road.
- Increased use of videoconferencing to help reduce travel by 27 percent in Australia and 19 percent in New Zealand.
- Reduced water use by 15 percent compared to 2008 (following a 32 percent reduction from 2007 to 2008).
- Reduced sewage use by 15 percent from 2008 (following a 36 percent decrease from 2007).
- Initiated a server virtualization project to replace 35 physical machines with four virtualized machines for dramatically reduced footprint and energy consumption.
- Donated a large amount of decommissioned IT equipment to the non-profit organization, Technical Aid for the Disabled.
- Established "Team SAS," a cadre of employees who volunteer their time to work on projects that make SAS a better place for all employees.
- Continued the Healthy Lifestyle Program, which promotes health screening, wellness, fitness and education.
- Donated more than 5 percent of net profit to non-profit organizations, such as the Special Olympics, Victorian Bushfire Appeal, The Humour Foundation (aka Clown Doctors) and Westmead Children’s Hospital.
- Continued as one of two silver-level sponsors of the Special Olympics in Australia, a non-profit organization that provides year-round sports training and competition for disabled individuals.
- Provided free software and discounted consulting to the Victorian Police to deploy advanced analytics to accurately identify "unaccounted persons" as a consequence of the February 2009 brush fires that that killed 173 people, injured another 414, and destroyed more than 5,000 homes and buildings.
- Implemented a SAS matching contribution for relief efforts after significant tragedies, such as the February 2009 Victorian bushfires.
- Supported employee volunteerism with paid time off to participate in such programs as a pond restoration project for Greening Australia, fundraising for the New Zealand Ambulance Service and a monetary donation to the Red Cross.
- Provided time off and a SAS-owned vehicle to enable teams of SAS employees to travel to the Red Cross to donate blood.
- SAS Belgium
- Established a long-term "Prime Foundation Partnership" with Vlerick Leuven-Gent Management School to fund a research position in business analytics.
- Continued partnership with Université Catholique de Louvain (Institut de Statistique), graduating more than 100 students in "Master in Statistics – data management and data mining" over the six years of partnership.
- Provided SAS training for 45 students from Université Catholique de Louvain (Institut de Statistique).
- Partnered with the university to organize three short courses in SAS software and modeling, with approximately 35 participants per session.
- Welcomed 20 students from De Nayer Hogeschool Mechelen and the University of Gent as part of a national Go2Work day.
- Mobilized a volunteer "Green Team" to increase green efforts in the workplace.
- Reduced electricity consumption 12 percent and gas heating 11 percent from use of efficient lighting, highly insulated glass and installation of thermal window shades.
- Greatly expanded materials collected for recycling.
- Named No. 2 on the Best Places to Work in Belgium list for companies with up to 500 employees by the Great Place to Work Institute.
- SAS Canada
- In its fourth year in a LEED-certified headquarters building, cut annual CO2 footprint by 4,060 tons compared to typical construction, equivalent to taking 615 cars off the road or planting more than 20,000 trees. Used 62 percent less energy per square meter than the typical Ontario office building. Used T5HO lighting that consumes 50 percent less energy and distributes 30 percent more light than typical overhead fixtures. Installed a fresh air system that uses warm exhaust air from the building to heat incoming fresh air in the cool months and remove humidity from incoming fresh air in the warm months.
- Named a runner-up for the 2009 Green Toronto Award in Energy Conservation.
- Earned a place on Maclean's magazine's list of "Canada’s Greenest Employers".
- Harvested more than 1 million liters of rainwater for internal plumbing needs and landscaping.
- Operated a full recycling program that kept more than 85 percent of waste from the SAS building out of landfills.
- Committed $45,000 over three years to rejuvenate two parks in low-income areas.
- SAS China
- Participated in the China Green Companies League, which commits to sustainable development and global citizenship responsibility on climate change.
- Ranked No. 1 in the "Best Employers in China 2009" list by Hewitt Associates.
- Named one of "China's Top Employers" by CRF in December of 2009, for the third time.
- SAS Denmark
- Established a paper recycling effort and now separates all paper waste from other office waste.
- Instituted electronic transfer for payslips to reduce resource consumption for printing and delivery.
- SAS France
- Launched the Les Eoliens program to coordinate charitable and community activities, such as recycling, toys for underprivileged children, blood donation and fundraising.
- Launched "Drive Your Talent Program" training program to share employees’ personal and professional skills and integrate these talents with other team members.
- Developed a health program against AHIN1 flu pandemic as part of a continuity of business plan. Program includes hygiene measures and accommodations for telecommuting.
- Launched employee culture training at lunch times to build a robust and shared company culture. Training topics included “Discover SAS,” corporate positioning and “using WebEx."
- Implemented energy-saving methods including purchasing 16 hybrid company vehicles, accounting for 10 percent of the fleet; using low energy-consuming light bulbs and installing automated on/off lighting features. The office also recycles paper, batteries, plastic bottles and food while using recycled paper in printers.
- Initiated Corporate Social Responsibility Council, an employee volunteer group encouraging sustainability in a team environment. Developed programs including car pooling, printing best practices and an internal contest on CSR.
- Promoted a free eDemo of SAS for Sustainability Management solution to the public.
- SAS Germany
- Ranked No. 13 in the "Best Employers in Germany 2010" list by Great Place to Work
- Established a trainee program in the consulting practice to provide employment and career development for new graduates with limited or first professional experience
- Continued environmental initiatives such as using recycled paper in printers and copiers, separating waste, installing a grease-removal tank at the sewage system of the staff canteen, and purchasing biodegradable cleaning supplies
- Using high efficiency lighting and building mechanical systems to reduced energy demand
- Awarded a SAS Student Fellowship Program scholarship that includes free software, free training and mentoring for the duration of a final thesis or dissertation
- SAS Hong Kong
- Sponsored the "Innovative Data Mining Application Award" of The University of Hong Kong
- Donated a scholarship to the Department of Management Science of City University Hong Kong
- SAS Hungary
- Supported MATFUND (Hungarian High School Mathematics and Physics Foundation) to help enable 1000 students to participate in the annual contest of the periodical KoMaL, the Mathematical and Physical Journal for Secondary Schools
- SAS Ireland
- Contributed financial support and software to Trinity Access Programme (TAP), a successful program that encourages talented students from disadvantaged areas to pursue higher education
- Served as a founding board member of the Analytics Institute, an independent, not-for-profit organization that promotes analytics to help optimize policy decisions and strategy execution in the public sector and private industry
- SAS Italy
- Established baseline for tracking environmental measures, such as use of recyclable materials, use of ecological gas for cooling, low-energy lighting, CO2 emissions and waste/recycling
- Published Corporate Social Responsibility report (PDF) specific to SAS Italy activities only
- SAS Korea
- Mobilized 20 employees through SAS Care, a volunteer group dedicated to charitable activities with a local orphanage
- Provided each employee with a reusable ceramic mug, thereby eliminating more than 5,000 paper cups a month
- SAS Mexico
- Provided 12 scholarships to outstanding university students to gain SAS skills and expertise
- Sponsored a fund-raising drive to benefit Fundación San Judas Tadeo, a hospice foster home for children with chronic and/or terminal illnesses
- Ranked No. 32 on the Great Place to Work list by Gestión Magazine, making the list for the fourth year in a row
- Ranked No. 7 of 20 companies listed as Best Places to Work in IT and Telecommunications by the Great Place to Work Institute and InfoWorld magazine
- Named among 36 Best Places to Work for Women by the Great Place to Work Institute and published in Mujer Ejecutiva magazine
- SAS Netherlands
- Mobilized an employee volunteer project to refurbish the Dutch Foodbank
- Used ground water for landscape irrigation
- Discontinued use of chemicals in landscaping maintenance
- Used only paper and printed material that has 100% FSC label
- Purchased coffee beans for the office that carry the UTZ label, assuring sustainable production and sourcing
- Discontinued Christmas cards and donated the amount normally spent on cards to charities chosen by SAS colleagues.
- SAS Philippines
- Continued a SAS Boot Camp Training Program for the fourth year, to build SAS skills through free classroom and hands-on training, and endorsed 14 highly qualified new graduates for career opportunities
- SAS Poland
- Donated PCs, educational materials, and training for schools, colleges and universities in Poland
- Donated used PCs for libraries and children's homes
- Distributed Christmas gifts for children from the Children's Home in Warsaw
- SAS Portugal
- Planted a Mediterranean tree for every client or partner presentation at SAS Forum – 26 trees in all
- Designated No. 19 on the Best Places to Work in Portugal 2009 list by the Great Place to Work Institute
- SAS Russia
- Provided software, data, courseware and instruction to the State University of Management, Moscow State University of Railway Engineering (Institute of Management and Information Technology, Institute of Economics and Finance), and Moscow Medical Academy (University Mathematics School)
- SAS Singapore
- Sponsored three National Infocomm scholarships – SGD 30,000 (about US$21,000) for each full scholar and SGD 12,000 for each partial scholar, for the entire course of study
- Donated an IBM System p server (SGD $300,000), a comprehensive suite of business intelligence software and backend hardware (valued at SGD $360,000), to help the Singapore Management University (SMU) build up its research and teaching capabilities in business intelligence
- Committed S$180,000 in scholarships over three years for 12 undergraduate and 12 postgraduate students in information systems management (eight students per year)
- Provided a series of free training/education/talks/workshops to SMU, including one-day and multi-day events for students, industry professionals and government officials
- Moved into a new office building designed to meet Singapore’s exclusive Building and Construction Authority (BCA) Green Mark Gold rating for sustainability in the built environment
- SAS Slovakia
- Donated used computers and furniture to the Institute for Deaf People
- Eliminated the use of plastic bags for marketing events
- SAS Spain
- Awarded a SAS course, valued at 2,000, as the Extraordinary Prize to a market research major of the Universidad de León
- Awarded a SAS course to the doctoral candidate at the Universidad Complutense de Madrid that presents the most brilliant PhD dissertation, as determined by the business administration and economics faculty
- Provided teaching support for summer courses at the Universidad Complutense de Madrid
- SAS Sweden
- Supported Stockholms Stadsmission, a non-profit organization that provides education, care and social programs for children and youth, and for adults who are elderly, sick, lonely or marginalized
- Supported Hand in Hand , which eliminates poverty by creating jobs in microfinance, education, health, information and environment
- SAS United Kingdom
- Commissioned a project for Manchester University Business School students to use SAS software to analyze university-wide data on carbon emissions and make recommendations to the university's administration
- Promoted employee morale by sponsoring social events, departmental team-building events, recognition programs, health screening and financial support for charity work
- Continued progress toward achieving accreditation for ISO14001, the international standard for environmental management, for the SAS office
- Achieved Bronze Accreditation – ITM ICARUS environmental accreditation – by measuring, targeting and creating a strategy to reduce CO2 emissions related to staff travel
- Ran campaigns and established a Green Web Portal to promote awareness about environmental initiatives and enable employees share their ideas and suggestions
- Sourced eco-friendly decking and furniture for the Marlow office
- Launched suggestion tool on office Green Web Portal so employees can submit ideas for improving environmental stewardship for UK locations
- Continue to raise environmental awareness via ongoing stewardship campaigns
Global Reporting Initiative (GRI) Index
|Strategy and Analysis|
|1.1||Statement from the most senior decision maker of the organization||From the CEO|
|2.1||Name of the organization||Legal Form|
|2.2||Primary brands, products and services||Products, Services and Markets|
|2.3||Operational structure||Governance Structure|
|2.4||Location of headquarters||Legal Form|
|2.5||Number of countries where organization operates||Legal Form|
|2.6||Nature of ownership and legal form||Legal Form|
|2.7||Markets served||Products, Services and Markets|
|2.8||Scale of organization||Corporate Performance and Value|
|2.9||Significant changes during reporting period||About This Report|
|2.10||Awards received during reporting period||Awards and Recognition in 2009|
|3.1||Reporting period||About This Report|
|3.2||Date of most recent previous report||About This Report|
|3.3||Reporting cycle||About This Report|
|3.4||Contact person||About This Report|
|Report Scope and Boundary|
|3.5||Process for defining content||About This Report|
|3.6||Boundary of the report||About This Report|
|3.7||Limitations on scope or boundary||About This Report|
|3.8||Basis for reporting on entities that can significantly affect comparability||About This Report|
|3.9||Data measurement techniques and bases of calculations||About This Report|
|3.10||Re-statements of information provided in earlier reports||Not relevant|
|3.11||Significant changes from previous reporting periods||About This Report|
|GRI Content Index|
|3.12||Standard disclosure tables||GRI Index|
|Governance, Commitments and Engagement|
|4.1||Governance structure||Governance Structure|
|4.2||Executive officer||Governance Structure|
|4.3||Unitary board structure||Governance Structure|
|4.4||Mechanisms for employees to provide recommendations to the governance body||Governance Structure|
|4.9||Procedures of the highest governance body for overseeing the organization's identification and management of economic, environmental, and social performance||Governance Structure|
|4.14||Stakeholder groups||Stakeholder Engagement|
|4.15||Basis for identification and selection of stakeholders with whom to engage||Stakeholder Engagement|
|Economic Performance Indicators|
|EC1||Direct economic value generated and distributed||Financial Strength|
|Environmental and Performance Indicators|
|EN3||Direct energy consumption by primary energy source||Energy Conservation|
|EN4||Indirect energy consumption by primary source||Energy Conservation|
|EN5||Energy saved due to conservation and efficiency improvements||Energy Conservation|
|EN6||Initiatives to provide energy-efficient or renewable energy-based products and services||Energy Management – 2009 Key Initiatives|
|EN7||Initiatives to reduce indirect energy consumption and reductions achieved||Energy Management – 2009 Key Initiatives|
|EN8||Total water withdrawal by source||Water Conservation|
|EN10||Percentage and volume of water recycled and reused||Water Conservation|
|EN11||Land owned, leased, managed in or adjacent to protected areas and areas of high biodiversity value||Protecting Biodiversity and Habitats|
|EN13||Habitats protected or restored||Protecting Biodiversity and Habitats|
|EN15||Protected species in areas affected by operations||Protecting Biodiversity and Habitats|
|Emissions, Effluents and Waste|
|EN16||Total direct and indirect greenhouse gas emissions by weight||Energy Conservation|
|EN18||Initiatives to reduce greenhouse gas emissions and reductions achieved||Energy Management – 2009 Key Initiatives|
|EN22||Total weight of waste by type and disposal method||Waste Reduction and Recycling|
|EN23||Total number and volume of significant spills||Reducing Effluents and Waste|
|Products and Services|
|EN26||Initiatives to mitigate environmental impacts of products and services||Energy Management – 2009 Key Initiatives|
|EN28||Fines and sanctions for noncompliance with environmental laws and regulations||Environmental Compliance|
|Labor Practices and Decent Work Performance Indicators|
|LA1||Workforce by employee type, employee contract and region||Number of Employees|
|LA2||Number and rate of employee turnover by age group, gender and region||Employee Retention|
|LA3||Benefits provided to full-time employees that are not provided to temporary or part-time employees||Employee Benefits|
|Occupational Health and Safety|
|LA7||Rates of injury, occupational diseases, lost days and absenteeism, work-related fatalities by region||Occupational Health and Safety|
|LA8||Education, training, counseling, prevention and risk-control programs regarding serious diseases||Occupational Health and Safety|
|LA11||Programs for skills management||Occupational Health and Safety|
|Society Performance Indicators|
|SO3||Percentage of employees trained in the organization’s anti-corruption policies and procedures||Staff Ethics and Compliance Training|
|SO4||Actions taken for incidents of corruption||Staff Ethics and Compliance Training|
|SO5||Public policy positions and participation in public policy development and lobbying||Public Policy|
|SO8||Fines or sanctions for non-compliance with laws||Public Policy|