2020 Sustainable Value Strategies & Goals

G4-PR1, G4-EN28, G4-EN32, Indicators

Motivated by exceeding our 2015 goals, and inspired by positive feedback from our stakeholders, we set the bar high for 2020. We see opportunity to have a significant positive impact beyond our own operations, creating new sources of Sustainable Value for GOJO, our customers, people who rely on our well-being solutions to help them stay healthy, our suppliers, our team members, our collaboration partners and our community.

GOJO was built on providing products that care for the well-being of others, and that passion is deeply rooted in our culture to this day. It’s for that reason that we have publicly committed to advancing our strategic priorities, along with our 2020 Goals. As we work toward 2020, we have aligned ourselves with the United Nations’ Sustainable Development Goals (SDGs), which are designed to address the ways in which countries, companies and citizens improve the lives of people around the world.

Download Goals & Strategies Infographic

2016 Performance

At GOJO, we understand that better human health and well-being relies on maintaining a healthy environment, and our Purpose drives us to view our work in the context of the lives we touch every day.

Here is our full 2016 scorecard, which demonstrates our progress in the first year of advancing our 2020 Sustainable Value Goals.

Grow Our Sales of Certified Products
Percent of GOJO global sales from our third-party certified products

We experienced continued organic growth of our third-party certified hand hygiene portfolio in 2016, across markets. We expect significant progress in 2017 to be driven by new product launches, including the expansion of PURELL into the surface category, and further innovation.

Reduce Our Chemical Footprint
Percent reduction in total mass of chemicals of high concern (CoHCs)

Our 2016 progress reflects reductions of Triclosan and parabens in existing products. We began phasing out Triclosan as part of the implementation of our sustainable chemistry policy in 2013. In our involvement with the Chemical Footprint Project, we implemented additional projects to dramatically reduce parabens and titanium dioxide; we also avoid using these ingredients in new products.

Reduce Packaging
Lbs. of packaging per 1000 uses

In 2016, we established the process for measuring this goal and calculated the baseline. Additionally, we reorganized the packaging workgroup to establish a resource structure in support of this goal, including the appointment of a sustainable packaging champion. We expect future progress to be driven by increases in the efficiency and recycled content of our secondary packaging.

Bring Well-Being to One Billion People Every Day
In terms of hand hygiene delivered, the estimated number of direct uses every day

Be the Most Recognized Well-Being Advocate in our Industry
People reached by our media impressions, speaking engagements, scientific communications, and social media conversations

Building on a strong foundation as a recognized advocate of well-being, in 2016, we increased our outreach and visibility of our messaging to key stakeholders through both technical and business platforms. This included publishing nine scientific papers, making 485 million media impressions and participating in six national sustainability conferences. We are currently in the process of expanding this metric to include social media communications.

Recover and Reuse or Recycle 50% of Dispenser Materials
Percentage of dispenser materials touched by the GOJO Field Services Team recovered and recycled

During the baseline year of 2015, we provided dispenser recycling services through a GOJO-funded pilot project, with the intention of understanding the associated opportunities and challenges. In 2016, we focused on expanding our learnings through market research. We are currently partnering with a third-party to identify potential solutions to the challenges we identified.

Increase Suppliers Meeting GOJO Sustainable Value Responsible Sourcing Criteria
Percentage of Strategic, Preferred, and Collaborative suppliers submitting a Sustainable Value Scorecard

In 2016, we convened a subset of our suppliers to formally introduce the GOJO Supplier Sustainability Scorecard. In 2017, we more than doubled the number of supplier participants and are planning for continuous annual increases to the number of included suppliers.

Power our Distribution Operations on Renewable Energy
Percentage of distribution operations’ energy coming from renewable sources

* GOJO is already purchasing renewable energy through Ohio energy grid mix

In 2016, we conducted the scoping, financial analysis and identification of potential renewable energy solutions. In 2017, we are evaluating our options and defining an optimal path forward.

Infuse GOJO Processes with SWOWSM to Create Sustainable Value
Number of GOJO process infused with SWOWSM

In 2016, we established a team to define the strategy and develop implementation plans for achieving our goals. Our current focus is on the formal integration of SWOW within planned 2017 process updates.

Engage All Employees in SWOWSM
Percentage of employees who participate in SWOWSM events or Sustainable Value Projects

At GOJO we stretch ourselves by setting ambitious goals. This first year of progress helped us better understand the related challenges and opportunities of formally engaging employees in SWOW. Applying the SWOW principle of “Leading and Learning,” we decided to elevate this goal to a BHAG and adopt a more realistic goal of engaging 40% of employees in SWOW by 2020.