Sustainability is not a new concept at Wiley, a company that has prospered for more than 200 years. Throughout our long history, we have understood that responsibility to the communities we serve and those in which we live and work is an essential element of success. As professionals and as individuals, Wiley colleagues engage in a wide array of activities that demonstrate our deep commitment to this principle.
In 2008, Wiley introduced a company-wide Corporate Citizenship initiative to address the social, economic, environmental, and ethical challenges we face in our business that are most important to our diverse stakeholder groups — our colleagues, authors, customers, partners, and shareholders.
With input from our colleagues and from business leaders, we reviewed our existing policies, practices,
and programs and concluded that while we are performing well in certain areas — such as corporate governance and community engagement — we need to formalize and globalize our policies and strategies, improve our internal and external communications, and be more proactive in addressing our carbon footprint and supply chain issues.
Working in collaboration with Business for Social Responsibility (BSR), a global non-profit member organization, and in accordance with our strategic plan, Wiley embarked on a global initiative to measure our performance, set realistic targets, and drive change in our social and environmental policies, practices, and programs. Because progress toward these goals is critical to our success, key business leaders and managers have begun to report on their Corporate Citizenship objectives in their annual performance evaluations. This is a long-term initiative, with the full support of our leadership team. It may take years to reach some of our ultimate goals, but we intend to achieve measurable improvement from year to year. For information on our initiative and our progress, please visit www.wiley.com/go/citizenship.
A key component of Wiley’s Corporate Citizenship initiative is the Global Citizenship Council that comprises colleagues from across our Company. The Council’s mission is to develop and implement a unified global citizenship program that is fully integrated into Wiley’s business strategies; that drives positive change in our social, economic, environmental, and ethical management practices; and that brings to light the Company’s exemplary values and policies. The Council is engaging key Wiley stakeholders in order to be a better corporate citizen, enhance our reputation and leadership position, and improve financial performance.
We have established task forces to address citizenship areas identified as presenting key challenges and opportunities for Wiley. As needed, new task forces will be established, and when their goals are achieved,
Wiley is committed to achieving the highest standards in the ethical, social, and environmental aspects of our workplace. We are committed to protecting the health, safety, and security of colleagues and upholding their economic, social, cultural, and personal rights and freedoms. We expect that all our external suppliers, as valued stakeholders, will also adhere to these principles and pledge that all our publisher-vendor relations will be governed by them. Wiley’s Business Conduct and Ethics Policy applies to all colleagues and is an important part of our Corporate Governance procedures. By creating and promulgating a Vendor Code of Ethical Conduct, we try to ensure that all vendors observe human rights standards, local environmental legislation and statutory requirements, and applicable laws and regulations.
Drafted and validated the Vendor Code with Wiley colleagues. Developed distribution and reporting procedures.
Disseminate the Vendor Code to the major production and manufacturing companies around the world — including compositors, printers, binders, freight companies, paper mills, and software companies — with whom we spend more than $100,000 annually.
Monitor vendor performance by making annual visits to at least 75% of our major vendors and filing subsequent reports with production management.
Wiley uses paper sourced from mills around the globe and recognizes our responsibility to select papers that meet the highest standards of sustainable, clean, and efficient production.
In 2008-2009, Wiley established global guidelines for environmentally favorable paper sourcing and procurement strategies based on generally accepted best practices, with guidance from stakeholders, industry trade associations, and third-party certifiers. Moving forward, Wiley will adopt locally tailored programs that apply these global principles, guide decision making, and facilitate external communication.
Developed and implemented Responsible Paper Sourcing guidelines, which give preference to producers who are recognized by one or more third-party certified sustainable forest management schemes; abide by all local environmental laws and regulations; demonstrate an ongoing commitment to clean and efficient production; and, whenever possible, align with producers who operate in accordance with the ISO 14001 environmental management standard.
Implemented strategies to reduce consumption through the use of lighter weight papers, along with press and roll width optimization.
Encouraged waste minimization through better control of print and bind spoilage.
Communicate Wiley’s sourcing strategies to stakeholders.
Leverage the resources of PREPS (Publishers Database for Responsible Environmental Paper Sourcing) and EPAT (Environmental Paper Assessment Tools) to support our paper choices.
Leverage new print technologies such as Print On Demand and Ultra Short Run to reduce paper use.
Wiley’s corporate philanthropy program, which is linked to the Company’s mission, strives to improve the quality of life of people in the communities where we live and work, as well as those we serve, through support of educational and cultural institutions and environmental and social service organizations. Wiley supports many institutions and organizations offering programs that foster learning, expand cultural and educational opportunities, improve health resources, support social services, protect the environment, and provide disaster relief. Since community needs differ globally, our philanthropic policies and activities are managed locally.
The mission of Wiley’s Community Impact Task Force is to build on Wiley’s long commitment to corporate philanthropy, which is currently realized through several programs and through voluntarism. This task force will establish local charitable committees to manage local activities that benefit our communities and complement The Wiley Vision.
Aligned philanthropic activities around Wiley’s mission and established guidelines that can be adapted for all company locations.
Planned local charitable committees in North America, Asia, and Australia, joining existing teams in the U.K.
Establish new charitable committees in Ames, Indianapolis, San Francisco, Asia, and Australia; plan local philanthropy group in Canada.
Expand the Read Aloud Wiley Volunteer Program to the U.K. and Canada.
Increase ServiceMatch program participation in the U.S. by 10%.
In 2006, a year before it was acquired by Wiley, Blackwell Publishing became the first carbon neutral global publisher. This commitment was renewed in 2007 and 2008. Since then, we have assessed the feasibility of adopting carbon neutral policies and programs for the entire Company and have decided instead to focus on measuring and reducing our biggest contribution to carbon emissions — our shipping activity.The Carbon Task Force will measure Wiley’s current carbon emissions — from shipping book product from printer to distribution center and journal product from printer to customer, as well as all shipping between distribution centers — and will model scenarios to assess the effect on carbon emissions of various printing and shipping strategies. Based on an analysis of the data, the task force will develop carbon reduction strategies with measurable targets.
Joined BSR’s Clean Cargo Group, gaining access to the experience of peer companies, best practices, and tools. Adopted Clean Cargo’s intermodal CO2 calculator, which computes the carbon emissions of road, rail, ocean, and air freight.
Gathered data for FY2009 shipments of books from printers to distribution centers and began calculations.
Produced a preliminary model for journal shipping data and verified its consistency with carbon measurement work undertaken by Blackwell in 2007.
Determine the key performance indicators against which carbon emissions will be measured. Complete data collection of shipping information for books and journals, populate the intermodal CO2 calculator, and create scenarios.
Gather detailed data from current and projected Print On Demand, Ultra Short Run, and Distributed Print initiatives to calculate their impact.
Develop carbon reduction strategies with measurable targets based on an analysis of the data.
The Strategic Issues Task Force provides a feedback loop through our external stakeholders, including authors, researchers, and society contacts who are experts in fields of corporate social responsibility. These individuals will help Wiley scan the global market environment to identify opportunities or needs for policy development and will review key communications to ensure they are engaging and relevant.
Commenced development of focus groups of six to eight external experts in corporate social responsibility drawn from Wiley’s network of authors, researchers, and society contacts.
Convene focus groups of global experts to review Wiley’s strategy, provide feedback, and identify opportunities for follow-up. The focus groups will be held initially in the U.S. and the U.K. with global representation, and may be expanded to other regions.
Provide an interface with other Wiley advisory boards.
Wiley has always depended on our colleagues — our most valuable resource — to be the driving force behind the business. Colleagues constantly collaborate to develop new ways to meet our customers’ and partners’ needs, as well as reach team and organizational goals. This spirit of collaboration extends to our Corporate Citizenship initiative. Made up of volunteers, the local citizenship councils and similar groups will act as workplace communities and conduits for engaged colleagues who contribute time and energy to Citizenship initiatives. They will help foster, develop, and incorporate new and ongoing Citizenship efforts.
Started development of a framework for company-wide coordination of local engagement and initiatives.
Performed an audit of Wiley Corporate Citizenship grassroots efforts, identifying local leaders worldwide.
Establish a task force to help form local councils and engage with groups currently participating in formal and informal Citizenship activities.
Develop a flexible framework that can be adapted locally; provide tools for making decisions based on business criteria; facilitate information sharing among local groups.
Recruit local champions and identify chairs to help organize local councils and coordinate with existing groups.
To promote the best corporate governance practices, John Wiley & Sons, Inc., adheres to the Corporate Governance Principles set forth in the Corporate Governance section on wiley.com and in the Company’s Proxy (online at www.wiley.com/go/communications). The Board of Directors and management believe that these Principles, which are consistent with the requirements of the Securities and Exchange Commission and the New York Stock Exchange, are in the best interests of the Company, its shareholders, and other stakeholders, including colleagues, authors, customers, and suppliers. The Board is responsible for ensuring that the Company has a management team capable of representing these interests and of achieving superior business performance.
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