About this report
The SAS 2013 Corporate Social Responsibility (CSR) Report is based on the calendar year Jan. 1 to Dec. 31, 2013. All data and information pertains to SAS Institute Inc., the US-based parent company for SAS, except for environmental data or unless otherwise stated. In 2013, SAS made strides to improve global reporting of its programs and initiatives, and will continue to improve reporting on offices outside of the US. There have been no other significant changes during the reporting period.
The report was developed using Global Reporting Initiative (GRI) G4 sustainability reporting guidelines and was prepared in accordance with Core GRI requirements. SAS’ CSR efforts focus on four core areas: governance and ethics, employees, environment, and education philanthropy. In prior reports, the company published a PDF document containing critical information on programs and annual initiatives. In order to provide greater transparency, SAS has expanded its Corporate Responsibility section to include both programmatic information as well as annual updates. The purpose for this change is to make the information more accessible. Over time, this website will evolve in response to the needs of stakeholders, employees, customers and the community.
As in previous reports, SAS® Visual Analytics data visualization software was used to generate charts and graphs to illustrate the data and provide additional analytics capabilities. Executive leaders and other relevant internal stakeholders have reviewed all content.
SAS welcomes your comments and questions regarding this report and its corporate responsibility efforts. For questions about this report or its contents, please email email@example.com.
Scope and Boundaries
The scope of this CSR report focuses primarily on SAS United States operations. Where available, global data is provided and appropriately labeled. There have been no significant changes to the scope and boundaries for SAS; however, there have been improvements in the reporting of such boundaries.
Because SAS is a software company, much of the company’s impact is related to the operation of the company rather than the products and services provided to customers. Externally, impacts generally occur related to the business practices of suppliers.
Examples of various impacts include:
- Environmental impacts: energy use in offices and data centers, waste, and construction of new buildings.
- Societal impacts: compliance with local, national and international laws; ethical treatment of employees, customers, partners and communities; supporting and fostering a strong workforce.
- Financial impacts: creating value in communities where SAS operates; job creation and economic growth; supporting the community through philanthropy.
At this time, SAS does not collect environmental information on suppliers or partners; however, the company seeks to work with organizations that have a similar approach to reducing their environmental impact. All suppliers must abide by our required ethics and compliance rules, which can be found in the Supply Chain section of the Corporate Responsibility website.
This report contains restatement information on energy consumption and water usage in 2012. Updated energy data and water consumption has been provided in the Environmental section of the CSR website.
Restated resource consumption includes:
- Asia Pacific energy was overstated in 2012 by 7,414 gigajoules due to the application of leased office energy allocations prior to actual office occupancies.
- US energy use was understated in 2012 by 16,521 gigajoules due to new utility meters that were not included in the automated data feeds during the collection process for the 2012 CSR report.
- Global municipal water use was overstated by 8,503 cubic meters in 2012 due to the application of leased office water allocations prior to actual office occupancy.
- US municipal water use was overstated by 1,150 cubic meters in 2012 due to amended utility water invoices.
The CSR Task Force, a cross-departmental sustainability team based in the US, underwent a facilitated process to determine the primary issues that affect SAS and its stakeholders. This included issues that affect the industry as a whole, peer businesses, communities, customers, employees and management. Through this process, the team determined areas where SAS has a significant environmental, social or economic impact. These issues were then rated to determine their importance to stakeholders and/or SAS’ operations. Using the G4 guidelines, these issues have been reported as “material aspects.”
Each team member then gathered information specific to these areas of impact for inclusion in this report. The focus areas of this report include:
Internal: Issues Relevant to Employees and Management
- Workers’ rights
- Health and safety
- Training for next generation of employees
- Talent development
- Volunteerism and community engagement
- Energy and Emissions
- Green building
- Great workplace
External: Issues Relevant to Other Stakeholders, Including Customers, Communities, Governments, Partners, Subcontractors, Suppliers, Etc.
- Gift law
- Campaign contributions
- Export law
- Continuity of business
- Quality of support
SAS’ stakeholders include communities, employees, regulatory and governmental bodies, industry organizations, and business partners and suppliers. Engagement with stakeholders provides SAS with the opportunity to gain a greater understanding of the needs in the community and in the market. It allows the company to build strong partnerships with regulatory bodies and organizations within the industry, and lasting relationships with communities, employees, partners and suppliers.
SAS continues to engage with stakeholders both internally and externally, including:
|Communities||Employee volunteers, community grants, in-kind donations and training, fundraising.||SAS employees volunteered 24,000 hours through the Employee Volunteer Fund (EVF), resulting in $84,000 paid to schools across North Carolina. Global community grants totaled nearly $3.2 million. In the US, in-kind donations of software, training, furniture, etc., came to $20.56 million.|
|Employees||Enhance the SAS workplace culture by communicating with and informing employees about company activities and internal and external programs.|
Intranet, webcasts, videos, webzines, blogs and The Hub, an enterprisewide social networking platform.
|Regulatory and government||Domestic and international policy and legislation development on topics that affect SAS customers and the development of new products.||Data protection and privacy; big data; copyright protections; review of legislation targeting frivolous patent lawsuits; revision of administrative policies to ensure strong, quality patents are issued.|
|Industry organizations||Industry associations, think tanks and academia.||Public speaking engagements, development or contribution to industry position papers, and one-to-one meetings.|
|Business partners and suppliers||Meetings, webcasts and representation on boards.||Executive Vice President of SAS EMEA and AP is Chair of the Executive Council of the American Chamber of Commerce EU; sits on the board of the Atlantic Council; and an active participant in the United States Council on International Business (USCIB).|
|Customers||Host ongoing dialogue with customers to answer questions and gather input for product improvement.||SAS interacts with customers through the SAS Global Forum conference, self-help and assisted-help resources, focus groups, training, books, technical papers, social media, support communities, samples, SAS notes and focus areas, and more.|
|Analysts||Inform and solicit feedback from industry analysts.||SAS’ Analyst Relations group is responsible for informing, influencing and soliciting feedback from industry analysts and thought leaders with the purpose of validating our technology, corporate direction and to provide SAS with a crucial third-party perspective. By identifying important initiatives and ensuring the company’s vision and messages are understood, Analyst Relations seeks to expand analyst coverage and favorable recommendations for SAS products. Through facilitating research and disseminating findings, Analyst Relations augments the formation of marketing, sales, and R&D strategies.|
|Media Relations||Build awareness and shape the SAS brand through public relations.||Public relations helps build awareness and shape the SAS brand by influencing what others think and say about the company. SAS uses PR to guide the flow of information to education and persuade various public stakeholders, including the news media, bloggers, customers, prospects, analysts and partners.|