《史赛克Stryker Corporation（SYK）2020年综合年度报告「NYSE」（英文版）（61页）.pdf》由会员分享，可在线阅读，更多相关《史赛克Stryker Corporation（SYK）2020年综合年度报告「NYSE」（英文版）（61页）.pdf（61页珍藏版）》请在三个皮匠报告上搜索。

1、2020 Comprehensive ReportFinancial,environmental,social and governanceTable of contentsPerformance and governancePatient impact 3CEO stakeholder letter 5Who we are 7Corporate Responsibility strategy 9Governance 11Leadership 12Financial highlights 15Innovation,mergers and acquisitions 17Global recogn

2、ition 20Product quality 21Operating with integrity 22Business ethics and ethical marketing 23Supply chain management 25Social impactCommunity engagement 27Medical education 29Access and affordability 31Employee safety 32Employee training and development 33Diversity,equity and inclusion 34COVID-19:Ou

3、r response efforts 38Globalization 42Environmental sustainability Carbon neutrality:Our journey to 2030 43Environment 45Product design and lifecycle management 50Data summaryAbout this report 52Forward-looking statements 52GRI index 53SASB index 59GRI and SASB references included throughout the repo

4、rt,see data summary for detailsStryker|2020 Comprehensive Report2Life can get complicated when a bright,active teenager,whos an accomplished and passionate dancer,must face the prospects of complex spinal surgery to address a worsening case of scoliosis,or curvature of the spine.Its a procedure that

5、 will have an impact on the rest of her life.Seventeen-year-old Destiney Jackson,from Gainesville,Florida,has been dancing since she was three.“Its always been a big part of my life,”she says with a winning smile.“Its the way I express myself;I love it.”A good student and a member of her high school

6、s competitive dance team,Destiney endured long practices and began to feel unusually sore and uncomfortable.“It started affecting my confidence,and I was afraid that my appearance was crooked,”she says.She realized her condition was getting worse.The path forwardThats where Dr.Laurel Blakemore comes

7、 in,a renowned orthopaedic surgeon with expertise in pediatric scoliosis and other spinal deformities a pioneering role model and advocate for women in the field.While she discussed each treatments pros and cons with Destiney and her parents,it became clear to all that surgery was the best option.“L

8、eft untreated,scoliosis can seriously impact the quality of your life and your longevity,”says Dr.Blakemore,who was Chief of Pediatric Orthopaedics at the University of Florida College of Medicine at the time and is now CEO of Pediatric Specialists of Virginia.“As the curvature worsens,people can en

9、d up in pain,with shortness of breath and a decrease of lung capacity,”she adds.“Making the decision for surgery was nerve-wracking,”says Destineys father,Kevin,“but we realized we had to go ahead.”Her mother,Patrice,says the family focused on staying positive.Destiney agreed,saying,“We knew we were

10、 in good hands.”“Our objective was to stop Destineys curve from getting bigger and correct the existing curve as much as possible,”Dr.Blakemore explains.During surgery,Dr.Blakemore used Strykers Mesa 2 Deformity Spinal System,which,she says,is“the first multiple reduction tool in one system1 and,I b

11、elieve,very effective and versatile.Its also small and lightweight.”A young dancer with scoliosis faces a bright future after instrumentation with Stryker technology thanks to two surgical pioneers Patient impactDr.Laurel Blakemore Pediatric Specialists of Virginia“The first time I danced again felt

12、 amazing”Destiney Jackson1 See references on page 61Stryker|2020 Comprehensive Report3Performance and governanceThe journey to recovery“Coming out of surgery,I was loopy but happy it was over,”Destiney explains.When she first stood up,she had grown one-and-a-half inches.Because the surgery went so w

13、ell and she was otherwise healthy,Destiney was discharged after only two days,ready to begin recovery.“The first time I danced again felt amazing,”Destiney says,beaming.“It was great to get back to normal,and I soon realized I could do things like cartwheels and rolls without pain.I even started wea

14、ring high heels after a month.”Now Destiney can look to her future with optimism.“Im still deciding on college,and Im interested in graphic design or computer science Im not sure yet,”she says.“But dancing will always be a part of my life.”Building the tools to treat scoliosisHalf a world away from

15、Florida,in Ghana,lives renowned orthopaedic surgeon Nana Prof Oheneba Boachie-Adjei Woahene II,who helped create the Mesa 2 Deformity Spinal System used in complex surgeries like Destineys.Dr.Boachie-Adjei is the founder of the Foundation of Orthopedics and Complex Spine(FOCOS)and FOCOS Orthopedic H

16、ospital in Accra.He is a member of our Spine divisions scientific board.“The technology we developed for Mesa 2 is simple and versatile and designed to address difficult maneuvers for complex spinal pathologies replacing what we used to do with wires,”he says.A former professor at the Weill Cornell

17、Medical College and Chief of Scoliosis at the Hospital for Special Surgery,both in New York,Dr.Boachie-Adjei founded FOCOS as a medical mission.The goal:to make quality orthopaedic and spine care possible,especially for the poor,vulnerable and underserved populations across Ghana and the West Africa

18、n sub-region.Opened in 2012,the 70-bed state-of-the-art orthopaedic hospital treats some 300400 people a year,about half getting care for free.In 2020,in addition to the countless professional awards he has received,Professor Boachie-Adjei was named the“essential chief”of the Asantehene,King of the

19、Ashanti kingdom,for his dedication,commitment and service.Nana Prof Oheneba Boachie-Adjei Woahene II Foundation of Orthopedics and Complex Spine(FOCOS)Stryker|2020 Comprehensive Report4Performance and governanceDear stakeholders,2020 was a year like no other!Stryker is weathering the COVID-19 storm

20、and continues to be well-positioned for the future.The pandemics impact was dramatic in the second quarter and continued thereafter,resulting in our first annual decline in revenue since going public in 1979.However,we did well in keeping our employees safe,serving our customers,and displaying stron

21、g financial discipline,including delivering a record year of cash flow.The halting of elective procedures in various geographies around the world was the primary cause for sales declines across multiple divisions and was most strongly felt in our hip,knee,instruments and endoscopy businesses.Our per

22、formance continued to outpace our competition but was below our normal expectations given the macroeconomic conditions.Culture and leadershipThe importance of our mission was reinforced by the pandemic,and,in 2020,together with our customers,we were driven to make healthcare better.Many of our emplo

23、yees went to work on-site every day during the pandemic,to manufacture critical products or support our customers on the front lines of healthcare delivery.Our focus on safety remained a top priority,and in addition to effective COVID prevention measures,we had an excellent reduction in injury rates

24、 in our manufacturing facilities.We embraced flexible work practices and employee well-being,and will evolve our ways of working based on our learnings through this challenging time.We continue to be regarded as a great place to work and moved up three spots to#5 in Fortunes Worlds Best Workplaces l

25、ist.We also received Great Place to Work awards around the world,including in Europe and Asia-Pacific countries.We are making strong progress on Diversity,Equity and Inclusion(DE&I)by empowering our Employee Resource Groups and focusing on inclusive management practices,including a novel,internally

26、developed training program called Think Twice.We had several changes to our Board of Directors this year.We welcomed new board members Lisa M.Skeete Tatum,Founder and CEO of Landit,Inc.,and Dr.Giovanni Caforio,Chairman and CEO of Bristol Myers Squibb,and we look forward to their contributions.In add

27、ition,Roch Doliveux announced that after 10 years of dedicated service,he will not stand for re-election in May 2021(see p.12).On our leadership team,Katherine Owen announced her retirement from the Vice President of Strategy and Investor Relations role in March,after 13 years of valued service(see

28、p.14).Financial performanceLargely due to the pandemic,our reported sales declined 3.6 percent,our reported net earnings decreased 23.2 percent,and our adjusted net earnings decreased 9.9 percent,while we delivered$3.3 billion of cash from operations which was a 50 percent increase from 2019.As a co

29、mmitment to our shareholders and our long-term goals we continued to increase our dividend rate,including by 9.6 percent for the January 2021 payment.Kevin A.LoboChair and CEOInnovation,mergers and acquisitionsA hallmark of our historic growth record is steady innovation and acquisitions.In November

30、,we closed the largest acquisition in our companys history,Wright Medical,a fast-growing leader in extremities that will bolster our existing Trauma&Extremities business.We also launched many exciting products,including a wireless Acute Care bed and new product offerings in Neurovascular,Spine and F

31、oot and Ankle.We released updated hip software for our Mako SmartRobotics System,secured regulatory approval for Mako applications in China,Brazil and Russia,and in spite of the pandemic,installed a record number of Mako Systems.Stryker|2020 Comprehensive Report5Performance and governanceCost transf

32、ormationWe made significant progress in cost transformation and had a strong year in procurement and expansion of our finance shared services.We were challenged in the rollout of our enterprise resource planning(ERP)program,and we intend to resume this program once our operations are stabilized.We a

33、lso took decisive action to curtail spending due to the pandemic,which contributed to our cash flow performance in the second half of the year.Corporate responsibilityWe are working to improve healthcare responsibly and sustainably because we believe the health of the world is as important as the pe

34、ople who live in it.We hope you will find the first annual comprehensive report informative,as it outlines our progress and commitments in areas like DE&I and environmental impact,including a carbon-neutral goal for our facilities by 2030.We are committed to delivering positive results for our emplo

35、yees,customers,communities and the planet,and we will measure,monitor and report on our progress.MissionTogether with our customers,we are driven to make healthcare better.ValuesIntegrity We do whats rightAccountability We do what we sayPeople We grow talentPerformance We deliverReflecting on 2020,I

36、 am proud of the resiliency our teams displayed,their commitment to our mission and values and our ability to build new capabilities that will serve us well in the future.The Stryker spirit is alive and well,and our people and culture will continue to deliver strong performance in the years ahead.Ke

37、vin A.LoboChair and CEOStryker|2020 Comprehensive Report6Performance and governanceWho we areStryker is one of the worlds leading medical technology companies and,together with our customers,we are driven to make healthcare better.We offer innovative products and services that help improve patient a

38、nd hospital outcomes.102-2Our specialtiesBiologicsNeurosurgicalCraniomaxillofacialNeurovascularDigital,Robotics and Enabling Technologies Power ToolsEmergency and Acute CareRobotic-Arm Assisted Technology ENTSpinal Implants Foot and AnkleSports MedicineHipsSurgical EquipmentInfrastructure and Integr

39、ationSustainability SolutionsInterventional SpineTrauma Knees Upper Extremities Minimally-Invasive and Open SurgicalVisualization Solutionssymbol for our common stock publicly traded on the New York Stock Exchange 102-5SYKUnited States patents and 6,407 patents in other countries 4,045global sales 2

40、020 102-7$14.4B employees worldwide in 2020 102-743,000Kalamazoo,Michigan,U.S.102-3Global headquarters spent on R&D in 2020$984M countries including operations in the following geographic areas:the United States(including Puerto Rico);Europe,Middle East,Africa;Asia Pacific;Canada and countries in th

41、e Latin American region 102-4;102-6;102-7Over 75Approximately Stryker|2020 Comprehensive Report7Performance and governanceWho we areOur company strategyDrive market leading growth and achieve category leadership in MedSurg Equipment,Orthopaedics,and Neurotechnology/SpineQuality first:Top tier produc

42、ts and services Talent and culture:Mission-driven diverse and inclusive teams Intense customer commitment through business unit specialization Achieve highest levels of customer engagement through high quality products,sales and marketing excellence and world-class supply chain Make healthcare bette

43、r through evidence-based products and services that enable safer patient care and improved outcomes Drive growth through disciplined investment in R&D and business development Focus resources and talent on key global markets Strengthen alignment among franchises,country teams and global functions Po

44、sitively impact people and environment through responsible and sustainable practices Drive operational efficiency and cash flow to reinvest in growth Continuously reduce costs and expand margins to optimize shareholder valueCustomer focusInnovationGlobalizationCost transformationStryker|2020 Compreh

45、ensive Report8Performance and governanceCorporate Responsibility strategy Corporate Responsibility underpins how we operate our company.Our employees are driven by a strong sense of purpose,and as we pursue our mission to make healthcare better,we see endless opportunity.We reflect our mission in ou

46、r Corporate Responsibility(CR)objective:To positively impact people and our planet through responsible,sustainable practices that create a better,healthier world.To assist us in meeting this objective,we undertook several critical steps in 2020:Expanded our Corporate Responsibility Steering Committe

47、e Implemented an updated Corporate Responsibility strategy,including a mission and values-based approach to our environmental,social and governance(ESG)initiatives Hired senior leaders for Corporate Responsibility and Sustainability to drive our efforts Developed a CR Steering Committee Charter empo

48、wering our steering committee to oversee strategy,advocate for business-aligned practices and provide a forum for accountability to meet the CR objective and goals Established goals for carbon reduction,diversity,equity and inclusion and responsible procurement Began due diligence in other areas,inc

49、luding waste reduction,medical education and volunteering Enhanced our reporting,using both the Global Reporting Initiative(GRI)and Sustainability Accounting Standards Board(SASB)to inform our reporting efforts Renewed our commitment to transparency,communicating both our successes and opportunities

50、 to our stakeholdersLooking ahead,we plan to evolve our CR strategy,continue to enhance our reporting,expand our goals to additional target areas,drive reductions in our environmental footprint and implement a giving and volunteering platform to scale our positive social impact.Stryker|2020 Comprehe

51、nsive Report9Performance and governanceSteering Committee structure*CR Steering CommitteeSean Etheridge Corporate SecretaryViju Menon Global Quality and OperationsYin Becker Corporate AffairsEileen Buckley Corporate ResponsibilityMike Anderson APACGemma de Koning EMEA,LATAM and CAErik Todd and Jodie

52、 Morrow Commercial BusinessKaty Fink Human ResourcesPreston Wells Investor RelationsErol Odabasi Corporate SustainabilityOur CR commitmentsIncrease supply chain transparency and supplier diversityGovernance and Nominating Committee oversight of corporate responsibilityAdvance a culture of inclusion,

53、engagement and belongingStrengthen the diversity of our workforce and measure progress20%reduction in carbon emissions for all facilities 2019-2024*Carbon neutral for all Stryker facilities by 2030*Scopes 1 and 2;see pages 43,45*See governance section for reporting structureStryker|2020 Comprehensiv

54、e Report10Performance and governanceGovernanceAt Stryker,we are committed to doing whats right.Good corporate governance is essential.We conduct our affairs in compliance with all applicable laws and regulations according to the highest ethical standards.102-16 Our mission and values,code of conduct

55、 and code of ethics are the foundation from which we embark on our CR journey.Our Board of Directors considers environmental,social and economic risks in enterprise risk management and strategy development and delegates responsibility to Stryker leaders who direct local management responsible for im

56、plementation.102-19 In February 2021,we amended our Governance and Nominating Committee Charter to give this Board Committee oversight responsibility of corporate responsibility matters.102-18bOur expanded Corporate Responsibility Steering Committee includes three leadership team members who report

57、to the CEO,and we have developed a charter to instill accountability.102-20a The Steering Committee oversees goals setting and CR reporting.102-32The Steering Committee and other leadership team members provide regular updates to the Governance and Nominating Committee,bi-annual updates to Strykers

58、leadership team and annual updates to the full Board of Directors.102-20b;102-27;102-31Stryker regularly engages with shareholders and considers proposals when properly submitted based on our mission and values.Proposals come to a vote at our annual meeting when common ground is not found.102-21;102

59、-29Corporate governance information,including our bylaws,charters,guidelines and policies,is available on ,and we include further details about governance topics in our proxy statement.We provide periodic disclosures in our SEC filings.Our mission and values,code of conduct and code of ethics are th

60、e foundation from which we embark on our CR journey.Stryker|2020 Comprehensive Report11Performance and governanceLeadership Board of DirectorsRajeev Suri*Kevin A.Lobo*Allan C.Golston Mary K.Brainerd*Giovanni Caforio,M.D.Srikant M.Datar,Ph.D.Chairman EmeritusJohnW.Brown Former Chairman,President and

61、Chief Executive OfficerDirector EmeritusHowardE.Cox,Jr.With appreciationRoch Doliveux,DVM We express our gratitude to Roch Doliveux,who has served as a director since 2010,including as chair of the compensation committee.Roch provided excellent guidance on strategy,globalization and innovation and d

62、id so in a collegial manner.He brought passion,energy and a constructively challenging mindset,which helped to make Stryker better.Roch Doliveux,DVM Sherilyn S.McCoy Andrew K.Silvernail*Lisa M.Skeete Tatum*Ronda E.Stryker *Chair of the Board Lead Independent Director*Audit Committee Compensation Com

63、mittee Governance and Nominating CommitteeStryker|2020 Comprehensive Report12Performance and governanceLeadership teamKevin A.Lobo Chair and CEOViju S.Menon Group President,Global Quality and OperationsYin C.Becker Vice President,Chief Corporate Affairs OfficerGlenn S.Boehnlein Vice President,Chief

64、Financial OfficerM.Kathryn(Katy)Fink Vice President,Chief Human Resources OfficerRobert S.Fletcher Vice President,Chief Legal OfficerJ.Andrew(Andy)Pierce Group President,MedSurg and Neurotechnology Timothy J.Scannell President and Chief Operating OfficerSpencer S.Stiles Group President,Orthopaedics

65、and Spine Stryker|2020 Comprehensive Report13Performance and governanceRobert C.Cohen Digital,Robotics and Enabling Technologies Dylan B.Crotty Instruments Brent W.Ladd Endoscopy David Mercado Craniomaxillofacial Michael H.Panos Trauma&Extremities Mark H.Paul Neurovascular Donald E.Payerle Joint Rep

66、lacement Charles E.Robinson,Jr.Spine Bradford L.Saar Medical Brian J.White Sustainability SolutionsOther OfficersWilliam E.Berry Jr.Vice President,Corporate Controller Jeanne M.Blondia Vice President,Finance and Treasurer Irene B.Corbe Vice President,Internal Audit Alan E.Douville Vice President,Chi

67、ef Information Officer and Chief Information Security OfficerSean C.Etheridge Vice President,Corporate SecretaryDavid G.Furgason Vice President,Tax Dana S.McMahon Vice President,Chief Compliance OfficerJody K.Powell Vice President,Global RAQA Preston W.Wells Vice President,Investor RelationsWith app

68、reciationWed like to express our sincere gratitude for the contributions from the following members of our leadership team who retired in 2020:Divisional leadershipRegional leadershipKatherine A.OwenVice President,Strategy and IRKatherine professionalized our investor relations,led corporate strateg

69、y and M&A and was a dynamic member of our leadership team for 13 years.Dean H.Bergy Vice President,Corporate SecretaryDean made significant contributions to our growth and ethical governance,including during his years as chief financial officer.Xavier M.C.Berling President,Trauma&ExtremitiesXavier w

70、as one of our most global leaders,making strong contributions in multiple regions and divisions over 19 years.William J.Cymbaluk Vice President,Corporate Regulatory Affairs and QABill made many contributions to product quality®ulatory processes over 38 years.Graham A.McLean Regional President,Asi

71、a PacificGraham has helped grow and position many of our Asia Pacific businesses for sustained success in his 16 years with Stryker.Other leadership members Maurice Ben-Mayor South PacificSilvia L.F.Braga Latin AmericaDragana Bunjevac EEMEA John P.Collings Asia Pacific Wesley B.Grant East Asia Min M

72、a ChinaSatoshi Mizusawa JapanMeenakshi Nevatia IndiaStuart A.J.Silk EMEA,Canada,Latin AmericaLindsay A.Williams CanadaCecelia Zhou TrausonStryker|2020 Comprehensive Report14Performance and governanceFinancial highlightsFinancial overview($in millions,except per share amounts)20202019%ChangeNet sales

73、$14,351$14,884(3.6)%Earnings before income taxes 1,954 2,562(23.7)%Income taxes 355 479(25.9)%Net earnings 1,599 2,083(23.2)%Adjusted net earnings*2,827 3,139(9.9)%Net earnings per diluted share of common stock Reported$4.20$5.48(23.4)%Adjusted*7.43 8.26(10.0)%Dividends paid per share of common stoc

74、k$2.30$2.08 10.6%Cash,cash equivalents and marketable securities 3,024 4,425(31.7)%*Adjusted net earnings and adjusted net earnings per diluted share are non-GAAP financial measures.Refer to page 60 for a reconciliation to the most directly comparable GAAP financial measures,net earnings and net ear

75、nings per diluted share.Net earnings$per diluted share201520204.203.784.352.689.345.48Adjusted net earnings*$per diluted share201520207.435.125.806.497.318.267.7%CAGRDividends paid$per share of common stock201520202.301.381.521.701.882.0810.8%CAGRStryker|2020 Comprehensive Report15Performance and go

76、vernanceLeading in medtech 12%Trauma&Extremities11%Knees 8%Hips 3%Other34%Orthopaedics18%Medical13%Instruments12%Endoscopy 2%Sustainability Solutions45%MedSurg14%Neurotechnology 7%Spine21%Neurotechnology and Spine Orthopaedics 14%7%18%13%12%2%12%11%8%3%Medical and Surgical(MedSurg)Neurotechnology an

77、d Spine$14.4Bin global sales2020 geographic net salesEmerging Markets6%International(developed)21%United States73%Stryker|2020 Comprehensive Report16Performance and governanceInnovation,mergers and acquisitionsDespite the unprecedented challenges of 2020,we significantly strengthened our product and

78、 service lines,development capabilities and market reach through innovative new products and our acquisition of Wright Medical,the largest in our history.As a recognized leader in the upper extremities(shoulder,elbow,wrist and hand),lower extremities(foot and ankle)and biologics market segments amon

79、g the fastest-growing segments in orthopaedics Wright Medical brings a complementary product portfolio and customer base to our trauma,foot and ankle and upper extremities businesses.The combined business enhances our global market position and reach,providing considerable opportunities to advance i

80、nnovation and improve patient outcomes.Strengthening our market leadership with innovative product launches and a historic mergerIn addition,Wrights extensive portfolio and talented professionals in biologics bring a level of expertise that will spur the development of new products in this evolving

81、category.OrthoSensor.We also acquired OrthoSensor,Inc.,a leader in the digital evolution of musculoskeletal care and sensor technology for total joint replacement.Their accomplishments in sensor technology,coupled with expanded data analytics and increasing computational power,will strengthen the fo

82、undation of our digital ecosystem for orthopaedics.Rebuilding lives,together.Wright Medical is now part of Stryker.Stryker|2020 Comprehensive Report17Performance and governanceNiagara Lateral Access System for spine deformities.Our lateral spine portfolio has expanded with the full launch of the Nia

83、gara Lateral Retractor System,a comprehensive and integrated minimally invasive lateral solution for treating spinal deformities in skeletally mature patients.The Niagara Lateral Retractor helps to enable control through precision,flexibility and visibility and is designed to allow surgeons to meet

84、the various lateral spinal access challenges they encounter.Intramedullary Nailing System for complex foot surgeries.The launch of our T2 ICF Intramedullary nailing system offers a surgical option for patients suffering from serious foot conditions such as Charcot foota condition associated with dia

85、betes which may result in poor bone quality,possible nerve damage and potential foot ulcers.AXS Vecta Aspiration Catheter for thrombectomy.As the first 0.074-inch lumen aspiration catheter on the market,the AXS Vecta Aspiration Catheter is designed to empower complete clot removal through aspiration

86、 alone or with a stent retriever,while maintaining reliable navigation with its soft,rounded tip and low profile 2.11mm OD.AxSOS 3 Ankle Fusion System for less customization.AxSOS 3 is a titanium ankle fusion plate system intended for the fusion of the tibio-talar joint.It was developed using SOMA,o

87、ur proprietary orthopaedic design and development system that applies data from over 25,000 CT images of bones across different populations.As a result,the plates fit a range of patients with less customization.Mako Total Hip 4.0 SmartRobotics.This System provides unprecedented information,with CT-b

88、ased 3D modeling and new planning features,which enable surgeons to plan a patients implant position while taking into account changes in pelvic tilt in the patients sitting,standing and supine poses.Surgeons can also visualize the femur-to-pelvis and component relationship to help detect risk of po

89、tential impingement.Technological advances2020 also saw advancements in several major product categories:Stryker|2020 Comprehensive Report18Performance and governanceVariAx 2 Mini Fragment plating system for orthopaedic trauma.The VariAx 2 features a complete range of low-profile plate and screw opt

90、ions utilizing SmartLock variable angle locking technology and compression capabilities,which permit polyaxial screw placement.Surpass Evolve Flow Diverter for aneurysm healing.The first 64-wire cobalt chromium flow diverter designed to redirect blood flow and promote healing of brain aneurysms.Thro

91、ugh its optimized design,Surpass Evolve offers effortless delivery,predictable deployment,enhanced vessel wall apposition and an optimized flow diversion profile.Surpass Evolve is our latest innovation in flow diversion,following the launch of Surpass Streamline.ProCuity bed series designed to addre

92、ss major healthcare safety challenges for patients and nurses.ProCuity,the industrys first and only completely wireless hospital bed,was designed to help reduce bed-related falls,streamline nurse workflow and help reduce hospital costs.Connecting seamlessly to nurse call systems without cables or wi

93、res and set at a low height of 11.5 inches,ProCuity is ergonomically designed,including intuitive patient positioning and bed alarms as well as ergonomic side rails.The beds easy-to-use touchscreens and other components make the job of caregivers easier and more efficient while providing for a more

94、enhanced patient experience.Support for ambulatory surgery centersIn recent years,procedural volumes,particularly with total joints,have been migrating at an accelerated pace from the hospital outpatient department to ambulatory surgery centers(ASCs).With the potential to provide over$55 billion per

95、 year in healthcare cost savings in the U.S.,this rapid shift in the site of care is expected to continue well into the post-pandemic environment.To meet the unique needs of this emerging customer,we launched an ASC-focused business in 2020,which offers ASCs access to the breadth and depth of our po

96、rtfolio while delivering tailored solutions to help maximize their clinical,financial and operational outcomes.Stryker|2020 Comprehensive Report19Performance and governanceGlobal recognition#5,Fortune and Great Place to WorkWorlds Best Workplaces#8,Fortune100 Best Companies to Work For#214,FortuneAu

97、stralia,Brazil,Canada,Hong Kong,Finland,France,Greater China,Italy,Japan,Korea,Mexico,Spain,U.K.Region:Asia,EuropeSpecialty:Healthcare,Manufacturing and ProductionFortune 500 Best Workplaces,Great Place to WorkBest Workplaces for Women,Great Place to Work,U.S.Best Places to Work for LGBTQ Equality,H

98、RC Corporate Equality Index Military Friendly Employers,VIQTORYBest Companies for Diversity,Womens ChoiceDiversity,equity and inclusionFortuneWorlds Most AdmiredBest Companies for Women,Womens ChoiceBest Workplaces for Inclusion in Canada,Great Place to WorkBest Workplace for Seniors in Spain,Great

99、Place to WorkBest Workplaces for Women in Canada,Great Place to WorkBest Workplaces for Women in Brazil,Great Place to WorkBest Workplaces for Women in Italy,Great Place to WorkBest Workplaces for Women in the U.K.,Great Place to WorkBest Places to Work for Diversity and Inclusion in Mexico,Great Pl

100、ace to WorkBest Workplaces for Millennials,Great Place to Work,U.S.Best Workplaces for Parents,Great Place to Work,U.S.Stryker|2020 Comprehensive Report20Performance and governanceProduct qualityAligned with our mission,values and strategic imperatives,our Quality Policy sets the direction for quali

101、ty within our organization.Stryker designs quality into all our processes and products and strives to meet and exceed global regulatory standards.We certify all our manufacturing and design sites to ISO 13485:2016,the international standard for medical product quality systems.We stand behind our pro

102、ducts and address issues if they arise.We have a robust quality data program that includes key process indicators for different dimensions of quality.This data is used to manage the day-to-day quality activities and is also regularly reviewed with executive leadership.Foundational to our quality man

103、agement system is our continuous improvement program.416-1 At its core,continuous improvement empowers employees to solve problems that they encounter in their day-to-day work.Stryker has approximately 2,500 employees certified to lead continuous improvement projects identified through internal and

104、external audits,customer feedback and post-market surveillance.All projects conclude with a documented,evidence-based effectiveness check.Stryker labels all products according to U.S.Food and Drug Administration and other regulatory guidance in the markets where sold.417-1Quality is first in all we

105、do.Stryker provides training for every employee who impacts quality to understand their impact and how they can help ensure quality.This year we organized 132 events across 46 sites with more than 800 participants to celebrate and reinforce our strong quality culture.Quality PolicyAt Stryker,quality

106、 is first in everything we do.We are driven to make healthcare better for our customers by providing innovative products and services that meet regulatory requirements through our effective quality system.Stryker|2020 Comprehensive Report21Performance and governanceOperating with integrity We consid

107、er global excellence a growth strategy to advance innovation and reach more patients.By focusing on the resources and talent in key global markets and strengthening alignment among franchises,country teams and global functions,we make investments where appropriate to enhance our global market positi

108、on.In 2020,efforts centered on upgrading our indirect channel business and governance model to align with our growth strategy.Indirect Channel Management(ICM)will provide global oversight,alignment and consistency in managing indirect channels(IC)across our geographic reach,maintaining robust channe

109、l management processes for sustainable growth and ensuring that all IC partners operate to the highest professional standards required by Stryker.We established a new Global IC Governance Committee to review and address restricted party decisions and manage the country entry and exit process.The Glo

110、bal ICM function,together with the ICM Finance function,are examples of aligning teams with our growth strategy.“We have an opportunity to raise the bar on the way we look at and get indirect channels to work alongside us,”said Laurence Hipkin,Vice President,Global Indirect Channel Management.“Anyon

111、e that sells a product or represents Stryker needs to demonstrate and live our mission and values.Our job is to instill that to those who interact with HCPs and customers on our behalf.”Laurence leads the dedicated ICM team.Launched in October 2019,the team provides global standards and processes th

112、at hold our indirect channels to the highest professional standards we expect at Stryker.“Stryker is a growth company and has thrived on allowing businesses to run independently,and that can sometimes result in overly complicated market approaches;with over 2,500 channel partners generating over 20

113、percent of our global revenues,we need to get it right.We want to set a new standard and strengthen our alignment,allowing us to serve our customers better and to create longer-term growth relationships with our indirect channel partners.”We consider global excellence a growth strategyLaurence draws

114、 an analogy from his love of classic cars.“If you put better brakes on a car,in theory,you can go faster,”he said.“Upgrading our management of indirect channels will help us to grow faster with partners who are aligned with our goals and our mission and values.”Stryker|2020 Comprehensive Report22Per

115、formance and governanceBusiness ethics and ethical marketing At Stryker,we are committed to conducting our affairs ethically and lawfully.Our code of conduct and code of ethics establish policies and procedures intended to guide employees,officers and directors in the performance of their duties and

116、 responsibilities and ensure compliance with the companys commitment to ethical and lawful conduct.Our focus on doing whats right stems directly from our mission and values and joins all employees in protecting our customers and our business.103-2Code of conductOur code of conduct applies to all emp

117、loyees,officers and directors of Stryker and our domestic and foreign subsidiaries.It is the first of our 13 corporate policies,available in 23 languages on our website.Failure to observe our code of conduct or any other company policy may result in disciplinary action,including termination of emplo

118、yment where appropriate,and could constitute a violation of law that might result in civil or criminal penalties.Stryker reports incidents of government enforcement actions related to non-compliance when required.206-1;419-1Code of ethicsOur code of ethics applies to Strykers principal executive off

119、icer,president,principal financial officer,principal accounting officer,and controller and is supplemental to the code of conduct.The code of ethics addresses transparent reporting requirements and compliance with applicable laws,rules and regulations.Strykers guide on Interactions with Healthcare P

120、rofessionals(HCPs)was used as a model by the industry association AdvaMed in updating their ethics code in January 2020.In turn,Stryker has endorsed,adopted and certified to the industry code on interactions with HCPs.Ethical marketingIn our code of conduct,we explicitly state our commitment to accu

121、rately represent our products and services and comply with applicable regulatory and legal requirements governing our products and services marketing and sale.Our Corporate Policy 5:On-Label Product Promotion provides further guidance and direction on our commitment by making it clear that Stryker e

122、mployees,contractors,consultants and other third parties acting on Strykers behalf may only promote Stryker products for uses consistent with the label.SASB Stryker|2020 Comprehensive Report23Performance and governanceRisk assessmentStryker has various programs and processes to identify and assess a

123、 broad range of strategic,financial,operational and compliance risks,including the risk of anti-competitive behavior,anti-trust and monopoly practices,and acts when necessary.The vice president,risk management administers our enterprise risk program.The risk programs,related activities and governanc

124、e are designed to oversee efforts to identify emerging risks and implement comprehensive initiatives where appropriate to manage those risks.205-1TrainingMulti-layered training focused on the code of conduct,including whats expected of employees,business partners and the company,is the subject of a

125、broad enterprise-level compliance program communication and engagement campaign.Stryker employees certify to the code of conduct on an annual basis and undertake yearly compliance training.In 2020,this training and associated certification exceeded the 95 percent e-learning completion rate target.20

126、5-2Small group training that enables continuous improvement is usually held in person with the local teams,businesses and countries,and moved to virtual platforms in 2020.A global Speak Up!campaign and an Integrity Matters week took place in October 2020 to shine a spotlight on the importance of spe

127、aking up about ethical issues.Based on benchmarking with other companies,Stryker has had a higher walk-in rate for reporting matters or concerns versus calling the ethics hotline.The Speak Up!campaign encouraged employees to make their voices heard and reinforced our anti-retaliation policy,reportin

128、g options and that every report is taken seriously.Time and money spent on doing business the wrong way is time and money not spent on meeting customer and patient needs doing whats right in the right way matters for everyone.Advice and concerns Stryker has an ethics hotline to provide employees and

129、 non-employees with multiple avenues to raise concerns or allegations of non-compliance,confidentially and anonymously,if desired.Appropriate individuals receive reports and are responsible for handling these reports professionally and privately.The ethics hotline committee has oversight responsibil

130、ity of the hotline,and receives regular reports on key trends and critical issues.The chief compliance officer provides the Governance and Nominating and Audit Committees of the Board of Directors a quarterly overview.102-17;102-33Human rightsStryker respects all peoples rights,values a diverse and

131、inclusive workforce and is committed to treating all employees with dignity and respect.Our employees are expected to maintain a workplace that is free of discrimination,intimidation and unlawful harassment.Suspected or known conduct such as discrimination,harassment,fraud,unethical or unlawful cond

132、uct or retaliation must be reported.Our vice president,chief human resources officer oversees human rights policies and procedures for Stryker employees.103-2Stryker|2020 Comprehensive Report24Performance and governanceIncrease supply chain transparency and supplier diversity Responsible procurement

133、 goalsSupply chain managementOur suppliers partner with us in our efforts to make healthcare better.We are committed to conducting our affairs ethically and lawfully,and we expect that the businesses we work with will do the same.Therefore,we strive to select suppliers and vendors that share our com

134、mitment to honesty,integrity and corporate responsibility.Our supplier code of conduct and PO terms and conditions communicate the expectations we have for our suppliers in several key areas,and strict adherence is a requirement for doing business with us.The code addresses non-discrimination,child

135、labor and young workers,forced,involuntary labor,and human trafficking,safe working environments,immigration laws and proper documentation,wages and benefits,working hours,and freedom of association.Procurement staff are trained annually on the supplier code of conduct to ensure they can assist our

136、supply partners in meeting our expectations.The latest training launched in December 2020 and completion rates will be reported in our 2021 report.412-2We expect our suppliers to share our commitment to human rights and equal opportunity in the workplace and require that they conduct their employmen

137、t practices in full compliance with all applicable laws and regulations.We require that our employees who most frequently visit or interact with suppliers take annual training on the prevention of modern slavery in our supply chain,which educates them on risk factors,indicators and reporting methods

138、.For more information,please see our disclosures in response to the California Transparency Act and U.K.Modern Slavery Act.We also believe in the responsible sourcing of the materials that go into our products,including Tin,Tantalum,Tungsten and Gold(“3TG”)that may come from the Democratic Republic

139、of the Congo and surrounding nations.We publish our efforts in this area and our SEC filings in our statement on conflict minerals.Additionally,we are members of the Responsible Minerals Initiative,whose mission is to provide companies with tools and resources to make sourcing decisions that improve

140、 regulatory compliance and support responsible sourcing from conflict-affected and high-risk regions.In 2020,we made significant progress in furthering our supply chain management efforts.We created a Procurement Center of Excellence,furthering our efforts with supply chain transparency and supplier

141、 diversity,and initiating human rights and environmental assessments for targeted portions of our supply base.407-1;408-1;409-1;SASBOur efforts to strengthen these areas will continue in 2021.We will further centralize our data collection capabilities and tools to enable greater transparency and ove

142、rsight and work to create a standardized supplier risk assessment.Stryker|2020 Comprehensive Report25Performance and governanceSupplier diversityWe believe diverse companies contribute to a strong supply base,similar to the diversity of our employees,our customers,the communities in which we live an

143、d work and the patients and caregivers we serve.Our supplier diversity champions,key sourcing personnel located at our largest North American sites,lead us in realizing the benefits of a diverse supply base by developing awareness and processes focused on considering minority-,women-,veteran-,disabi

144、lity-and LGBTQ-owned and small businesses in our sourcing activities.In addition,we participate in outreach and develop diverse suppliers through our partnerships with the National Minority Supplier Development Council(NMSDC),the Womens Business Enterprise National Council(WBENC)and several regional

145、 organizations.Our diverse supplier spend is shown below.Supplier spend North America (in$MM)2020Diverse supplier(total)$240Small business(total)$667*Supplier quality managementWe measure the performance of our suppliers both in terms of the quality of product they deliver and their overall capabili

146、ties.We believe that fostering strong partnerships with our suppliers with a shared focus on quality delivers the best results.Suppliers working with Stryker complete an onboarding process that identifies the requirements each must meet.Supply chain quality is overseen by our global supplier quality

147、 team,who are responsible for compliance to regulations and standards like ISO13485,monitoring,auditing and improving our suppliers.103-2From a quality management perspective,our suppliers are divided into those that provide products and services that can impact our product quality(approximately 7,0

148、00),and those that do not.Direct and indirect suppliers with potential to impact quality are managed through our quality-controlled approved supplier list,and are classified by category and risk.Suppliers with a higher category/risk classification require an audit and supplier agreements to be onboa

149、rded.Per our Supplier Monitoring and Quality Performance Review(QPR)process,suppliers subject to audits are tracked in our Supplier Audit Management system.In 2020,approximately 1,000 audits were completed.Our QPR tool tracks product and audit nonconformances,corrective and preventive actions,produc

150、t field actions,supplier defects per million and nonconformances not in Strykers control,among other metrics.Based on the results of the monitoring and the QPR review,additional actions are taken to improve quality performance.*Excludes those suppliers also qualifying as diverseStryker|2020 Comprehe

151、nsive Report26Performance and governanceOur giving and volunteering strategy aims to advance healthcare,support education and strengthen community vitality.Community engagementGivingWe actively seek partnerships with organizations that align with our mission to make healthcare better and support phi

152、lanthropic initiatives around the world and in our local communities.Stryker determines philanthropic support based on community needs and the desire to create equity for underserved populations from humanitarian aid to healthcare access and other charitable assistance.Our giving and volunteering st

153、rategy aims to advance healthcare,support education and strengthen community vitality.In 2020,our giving strategy became reflective of our commitments aligned with our DE&I strategy.Our Kalamazoo headquarters donated to several new nonprofits representing marginalized communities.Stryker donated$55

154、million worth of financial and product support in 2020:$47 million in product donations and$8 million in monetary support.Following are examples of ongoing programs*that help to ensure healthy lives and promote well-being for all:Our partnership with the Foundation of Orthopedics and Complex Spine(F

155、OCOS)in Ghana provides product donations to FOCOS Orthopedic Hospital.Our Orthopaedics group has supported Operation Walk since 1996 through giving and volunteering,including product donations.Our South Pacific team provides humanitarian assistance to the Thi Nghe Orphanage and supports the establis

156、hment and ongoing operation of the House of Ket Noi Yeu Thuong through the Vietnam exCHANGE program.*Programs were limited in 2020 due to COVID-19Stryker|2020 Comprehensive Report27Social impactOperation SmileMaking healthcare better is our mission,but it doesnt belong to us alone.Operation Smile be

157、lieves that every child deserves health and dignity through safe surgical care.We share this belief.Thats why we proudly support Operation Smiles efforts to provide critically needed surgical and comprehensive care for children with cleft and other conditions in low-and middle-income countries.Since

158、 1999,our support has consisted of cash,in-kind donations and mission volunteers.In 2020,Operation Smile suspended large-scale medical missions to safeguard the health of volunteers and patients.While volunteer opportunities were paused amidst global lockdowns,we continued to support Operation Smile

159、s programs through cash and in-kind donations.To date,Operation Smile has resumed patient care in over 24 countries that were deemed safe and with PPE and COVID-19 testing protocols to ensure continued safety.Further,the education and training programs we support build surgical capacity in under-res

160、ourced countries and serve to advance our sustainable development goals.Our partnership with Operation Smile engages our employees worldwide in the goal of providing life-changing surgery and care to people living in resource-limited settings.The 2019-2020 Smile Match campaign exceeded its fundraisi

161、ng goal in just four months and reached more Stryker employees than any campaign push in previous years,ultimately funding over 900 life-changing surgeries.The 2020-2021 Smile Match campaign was launched with our dollar-for-dollar match on Giving Tuesday,December 1,2020.Our Stryker Smiles online giv

162、ing platform is available year-round.Stryker|2020 Comprehensive Report28Social impactTraining programsAlong with our commitment to deliver innovative and industry-leading technology,we provide extensive medical education and training offerings for healthcare professionals(HCPs)designed to help advan

163、ce product and procedural knowledge and skills,improve customer competence and confidence and lead to better patient outcomes.Each year,Stryker educates thousands of HCPs worldwide through various programs.Examples of training and education include in-service,cadaver training courses,surgery observa

164、tions,HCP-to-HCP training,proctoring and certification and product training courses.We conduct all training activities in strict accordance with our HCPi guidance,which covers considerations,principles and procedures for all interactions between Stryker employees and HCPs.SASBOne of our premier surg

165、eon-to-surgeon programs allows attendees worldwide to view live surgery anywhere and ask questions during the procedure.Likewise,our programs stream virtual surgical demonstrations to hundreds of sites.Our experience with these kinds of training setups gave us the expertise and flexibility to offer

166、virtual training programs despite the global pandemic.Across our businesses,in 2020,we trained more than 50,000 HCPs and conducted 925 virtual and 1,553 live courses.Medical education Stryker|2020 Comprehensive Report29Social impactHealthcare professionals can access our educational opportunities vi

167、a online portals designed to meet our customers specialized needs.These channels offer virtual event calendars,interactive training,on-demand video libraries and learning series.To grow our educational reach,we continue to open facilities to train our customers(see p.49).In October 2020,after evalua

168、ting the medical education space for improvement,Stryker established a Medical Education Council to develop a global team that drives medical education excellence across the company.The group leverages cross-divisional strengths while keeping individual business and customer needs in mind.Grants and

169、 charitable donationsStryker provides education,research,fellowship grants and charitable donations for appropriate scientific,educational or healthcare purposes.We do not offer grants or donations as unlawful inducement to purchase,lease or recommend the use of any Stryker product or service,as out

170、lined in our HCPi guidance.We document all grant and charitable donation requests.The appropriate business or divisional unit must review and approve any proposal before the events date and follow applicable laws,regulations,corporate guidelines and divisional procedures.103-2One example is Strykers

171、 African Ancestry Network(SAAN),which partners with the J.Robert Gladden Orthopaedic Society to offer medical education grants and scholarships to society members.The Gladden Society is the largest professional society of African American orthopaedic surgeons in the U.S.,with more than 450 members.S

172、tryker|2020 Comprehensive Report30Social impactAccess and affordabilityWe advocate for increased patient access to lifesaving and life-improving medical technologies worldwide,enhancing clinical outcomes and helping governments,other payers and providers make cost-effective decisions.Our efforts to

173、improve health in communities worldwide include impact-focused philanthropic initiatives,HCP education and training,reduced-price and refurbished equipment programs,and compelling health economic data applied to local populations that offer providers and payers the opportunity to evaluate care benef

174、it.Pricing and refurbished equipment programsOur Flex Financial business offers a range of programs that can be tailored to meet budgetary needs and help to build long-term financial stability:Deferred payment programs Traditional finance and operating leases Fee per disposable or implant Offered cu

175、stomized programs such as payment deferral due to the COVID-19 impactWe invest in value-segment technologies to meet the growing demand for affordable and reliable healthcare solutions in emerging markets,such as Trauson in China for trauma,spine and joint replacement products and MUKA in Turkey for

176、 medical beds and stretchers.The Save Simply Program,made possible by strategic partnerships between Stryker,Philips and others,simplifies the supply chain while reducing each participating hospitals environmental footprint.Health economic improvementsThe SpineJack System was approved by the U.S.Cen

177、ters for Medicare&Medicaid Services(CMS)for both a new technology add-on payment(NTAP)in the 2021 Hospital Inpatient Prospective Payment System final regulation and a Transitional Pass-Through(TPT)payment in the 2021 Medicare Hospital Outpatient Prospective Payment System final regulation.The SpineJ

178、ack system now becomes one of only 112 medical devices to receive TPT status since 2016.The NTAP and TPT payment provide additional payments for new medical devices that demonstrate a substantial clinical improvement over existing technologies and meet other criteria.DAWN Trial results contributed t

179、o updated acute ischemic stroke guidelines in the U.S.and Europe,which expanded the eligible treatment window threefold.We continue to expand clinical evidence globally to improve market access and combat disability in stroke patients.Stryker is at the forefront of the robotics movement in orthopaed

180、ics as clinical studies continue to demonstrate why Mako SmartRobotics is transforming the way HCPs perform hip and knee replacements.Studies have demonstrated that Mako Total Knee was associated with less pain,less need for opiate analgesics,less need for inpatient physical therapy,reduction in len

181、gth of hospital stay,improved knee flexion and soft tissue protection in comparison to manual techniques.3,4 2,3,4 See references on page 61Stryker|2020 Comprehensive Report31Social impactSafety data*403-9Recordable injuries20182019202099201131Safety observationsRecordable injury rate (per 100 emplo

182、yees)2018201920207,7403,1267,5522018201920200.641.561.06*Includes Strykers GQO employees as detailed in 403-1 indexEmployee safetyOur employees safety and well-being are top priorities and considered a shared responsibility across the company.The cornerstone of our safety program is our Environmenta

183、l,Health and Safety(EHS)policy,which defines our commitment to:Promote a safe and environmentally compliant workplace Anticipate,recognize and control environment,health and safety risks Assure facility compliance Prepare for disaster response and recoverySupported by four strategic imperatives owne

184、rship,culture,management system and compliance we leverage our employees talent,reinforced by our company values,to improve our safety and security outcomes.Each strategic imperative has deliverables that will advance our program along the maturity continuum and is driven through our EHS management

185、system based on local or regional requirements.Our manufacturing operations are overseen by the vice president,global manufacturing,and each manufacturing site is responsible for its facility-level EHS compliance.Each manufacturing facility is assigned an EHS point of contact(POC)responsible for man

186、aging the local program,supporting the Global Quality and Operations(GQO)EHS program responsibilities and relaying global EHS guidance and directives to plant leadership and the local EHS committee.They are supported by the GQO EHS director and regional managers.103-2The most common types of work-re

187、lated injuries are slips,trips and falls and machinery-related hand injuries.Additional data related to these injuries can be found in the GRI Index.403-9 We improve safety performance through our Lessons-Learned program,and education and training initiatives that move us toward our goal of zero wor

188、k-related injuries.Additional details can be found in the GRI Index.The cornerstone of our safety program is our Environmental,Health and Safety policy Stryker|2020 Comprehensive Report32Social impactThrough our employees development,we invest in our people Employee training and developmentThrough o

189、ur employees development,we invest in our people and in greater productivity,which delivers better outcomes,including growth,retention and engagement.At Stryker,employee development means encouraging employees to acquire new or advanced skills,knowledge and viewpoints by providing opportunities to l

190、earn and grow and avenues where employees can apply new ideas.404-2 Our talent management framework links our mission to what we do,who we are,how we work and how we grow each day.It helps us define employee development needs,guides the design of learning opportunities and helps employees worldwide

191、grow and be successful in their roles at Stryker.Development at Stryker is extensive and exists at all levels of the organization,including companywide training on topics ranging from our code of conduct and job-related technical training to leadership development.Our talent management programs are

192、designed around a 70/20/10 model of development,meaning 70 percent of development comes from on-the-job learning,20 percent from learning through others and 10 percent from formal programs and content.Programs include management and leadership training,presentation skill development,team-building an

193、d collaboration training,coaching and mentoring and partnerships with outside experts on key topics.Training is tracked at the local,business or global level,depending on the type.The Talent Management Center of Expertise tracks management and leadership development offerings,and in 2020,it included

194、 approximately 285 offerings to more than 15,000 participants.All Stryker employees are assessed on their performance annually.We encourage employees to create individual development plans,in partnership with their manager,on an ongoing basis to help employees gain the needed development experience

195、to grow their careers.404-3 Our approach to performance management is based on frequent and continuous conversations,enabling a culture of coaching and engagement.Employee goals,comprised of performance goals and leadership expectations,drive focus and performance,and enable employees at every level

196、 to tie their work to our organizational strategy,as well as support their individual strengths,skills and ambitions.As employees transition from their role at Stryker,some may receive transition assistance to facilitate continued employability and the management of career endings.Transition assista

197、nce may include outplacement programs and can vary based on the circumstances.404-2Stryker|2020 Comprehensive Report33Social impactOur DE&I commitmentsAdvance a culture of inclusion,engagement and belongingStrengthen the diversity of our workforceMaximize the power of inclusion to drive innovation a

198、nd growthAttract,develop and advance talent that reflects the diversity of our customers,patients,communities and stakeholdersCreate an equitable culture that removes barriers,engages all talent and inspires every employee to achieve their full potentialOptimize the power of diverse backgrounds,tale

199、nts and perspectives to make healthcare betterWe grow talentDiversity,equity and inclusionWe believe that we are stronger together by valuing our differences.Events in 2020 reinforced that we must accelerate our efforts with respect to diversity,equity and inclusion(DE&I).Respect for individuals has

200、 always been a foundation of our culture.Building on this foundation,we continue to create an inclusive,engaging work environment and prioritize DE&I in keeping with our values of integrity “We do whats right”and people “We grow talent.”We continue to focus on our DE&I efforts and made significant s

201、trides in 2020,including refining our commitments.Stryker|2020 Comprehensive Report34Social impactTo meet these commitments,we will continue to do the following:Recruit and hire top talent from all backgrounds,provide targeted development for under-represented talent and further embed DE&I into our

202、policies,processes and practices.Advance our Employee Resource Groups(ERGs)and the great work they are doing,educate our employees on DE&I and continue our work to build inclusive leadership capabilities.Create diverse-by-design teams to solve complex problems and leverage diverse inputs to advance

203、our mission of making healthcare better.These commitments will be made actionable in part through goals to:Increase representation of women and racial/ethnically diverse talent to reflect our markets.Double our investment in diversity recruitment over five years.Increase jobs for Black Americans thr

204、ough active engagement as a founding member of the OneTen coalition.Ensure 100 percent of people managers complete DE&I training within one year of hire or promotion to manager.Actively support ERGs through increased funding and executive leadership sponsorship.Measure employee sentiment on inclusio

205、n and belonging through regular engagement surveys and ensure parity across gender and racial/ethnic groups.We will include progress against these goals in future reporting.To support these commitments,in 2020 we:Continued efforts to embed diversity into our recruitment processes by launching a form

206、al diversity recruiting strategy.Hired a senior director for DE&I in talent management and a director of diversity recruiting.Launched“Days of Understanding,”a global initiative designed to foster more in-depth conversations around the experiences and perspectives of our ERGs to understand the gaps

207、and opportunities at Stryker.Fifteen dialogue sessions were held,hosted by the ERG presidents.The results were aggregated and shared with leadership teams and functional teams to review and discuss the actions we will take.In 2020,Stryker became a founding member of OneTen,a coalition of leading exe

208、cutives dedicated to upskill,hire and advance one million Black Americans over the next 10 years into family-sustaining jobs with opportunities for advancement.Stryker|2020 Comprehensive Report35Social impact Continued our unconscious bias training.Our“Think Twice”course,a workshop that showcases wh

209、at bias is,how and where it shows up,and what to do about it,is a proactive effort to increase awareness of unconscious bias and teach skills to address it.Since launch,more than 8,300 employees in nearly 40 countries have participated in the training,including our CEO and our entire senior leadersh

210、ip team.Expanded our ERGs to nine in total,adding Allies for All Abilities(focusing on disability inclusion)and ACE(Asian Community Empowerment).Replaced our annual engagement survey with two Pulse Surveys to understand better how employees felt about topics such as COVID-19,work flexibility and inc

211、lusion.In our spring pulse survey,employees shared feedback about the challenges COVID-19 presented and the strain many felt as they juggled professional and personal priorities.As a result,we implemented a number of solutions to support our employees during these unprecedented times,including expan

212、ding our employee assistance program,providing new well-being resources for employees and launching caregiver resources with companion training and supporting tools for managers and HR.Our vice president,global human resources oversees our DE&I efforts.Our leadership teams regularly review our diver

213、sity metrics,including representation,slates,hires and succession plans,and initiate strategies and actions to support continued progress.And our goals link up to the CEO,who has a functional goal to improve the companys DE&I,as noted in our 2020 Proxy statement.103-2 Stryker|2020 Comprehensive Repo

214、rt36Social impactManagers and Directors31.9%Women67.6%Men0.5%Not reported/not disclosedRepresentation data 102-8,405-1 Gender GlobalRepresentation data 405-1Race/ethnicity U.S.only69.0%White11.8%Hispanic or Latino/a6.6%Black or African American6.5%Asian6.1%Additional races/ethnicities*79.2%White4.8%

215、Hispanic or Latino/a2.2%Black or African American9.5%Asian4.3%Additional races/ethnicities*87.8%White1.2%Hispanic or Latino/a2.9%Black or African American5.2%Asian2.9%Additional races/ethnicities*Team members36.9%Women62.2%Men0.9%Not reported/not disclosedVP+23.0%Women77.0%Men*Includes American Indi

216、an,Native Alaskan,Native Hawaiian,Pacific Islander,two or more races,and not disclosed.Note:Including Wright Medical.Does not include Puerto Rico.Diversity data for our Board of Directors can be found in our 2020 Proxy statement.Managers and DirectorsTeam membersVP+35.7%Women63.5%Men0.8%Not reported

217、/not disclosedOverall71.5%White10.1%Hispanic or Latino/a5.5%Black or African American7.2%Asian5.7%Additional races/ethnicities*OverallStryker|2020 Comprehensive Report37Social impactCOVID-19:Our response effortsPeople are at the heart of what we do.COVID-19 doesnt change that.Stryker remains focused

218、 on what we do best to support healthcare professionals on the front lines,put people first and continue delivering on our mission to make healthcare better.We continue to meet the global pandemic challenge with resilience and flexibility,taking action to protect our employees,fulfilling our custome

219、rs needs so they can focus on taking care of patients and working to ensure health and safety in communities.Protecting employeesBusiness continuity and emergency action planning processes already a part of our way of doing business served as a foundation for our response planning.We implemented pro

220、tocols in our China locations in January,including temperature monitoring,masks,physical distancing and notifications.As the pandemic moved across Europe,by March it became increasingly clear that an enterprise approach was necessary to protect employees worldwide.We quickly moved to halt travel and

221、 issue work-from-home guidance.Our Trauma&Extremities sales representatives were on hand to see healthcare heroes brave the early days in some of the worlds hardest-hit areas.It quickly became apparent that our customers on the front lines needed us to work and continue fulfilling their needs.We iss

222、ued personal protective equipment(PPE)for all employees with essential designation working on-site at our facilities or in healthcare settings and launched a self-assessment screening process that included in-person checks at our facilities and an app for our field-based personnel.For our on-site cr

223、itical employees who continued to come into Stryker facilities worldwide to make the essential products our customers need,we reimagined workspaces and staggered breaks to support physical distancing where possible.Our personal exposure and reporting guidelines helped us utilize quarantines effectiv

224、ely to keep operations running while prioritizing the health and safety of our employees.Local Incident Response Teams(LIRT),rolling up to a Centralized Incident Response Team(CIRT),were put in place to orchestrate a coordinated response.We established field protocols,including rapid testing of empl

225、oyees 48 hours before travel,to enable business to continue to meet customers needs.Stryker|2020 Comprehensive Report38Social impactBy December,rapid testing was in use by more than 2,000 field-based sales personnel and expanding weekly.Efforts are underway to increase the program to include more St

226、ryker employees as returning to work at a physical site may become possible for those individuals who pivoted to working remotely.Our response is evolving to include a vaccination strategy involving a wealth of talented clinical and scientific people at Stryker.The combination of our educational and

227、 evidence-based strategy,followed by our proactive testing-response strategy,enabled us to support our customers and protect our employees.Satisfying customers needsThe landscape continues to evolve,and we continue to adapt to meet our customers needs.Weve increased our production of products to hel

228、p people during the crisis,including hygiene,disinfecting and surgical protection products,as well as hospital beds,stretchers and defibrillators.Stryker|2020 Comprehensive Report39Social impactYonemori HospitalBy leveraging our in-house research and development experts,weve launched new products es

229、sential for the COVID-19 response.Weve also actively worked with our industry trade association and regulatory bodies to accelerate the authorization and approvals for personal protection equipment.To help our customers concerned about the potential for a sudden flood of patients and not enough beds

230、 on hand to meet the projected demand Stryker raced to develop a new low-cost,limited-release Emergency Relief Bed(ERB)to serve those on the front lines of the global pandemic,ranging from hospital emergency departments to triage and pop-up areas of care.Within just seven days of conceiving the idea

231、,employees had assembled thousands of ERBs,ready to be delivered to some of the hardest-hit locations,including New York.In August,we donated 22,500 Emergency Relief Bed(ERB)kits to Project C.U.R.E.,the largest provider of donated medical supplies and equipment to developing countries worldwide.We u

232、se technology in new ways to connect with customers and meet their needs,and continue to hold meetings and education events virtually(see Medical Education page 29).Keeping communities safeInspired by healthcare providers and one another,our employees use their time,talent and resources to offer sup

233、port beyond their daily roles at Stryker.Our people donated blood through the Red Cross to help alleviate shortages and support the Sleeves Up virtual campaign when they could not leave their homes to donate blood.Employees are giving to local charities and global organizations,including the World H

234、ealth Organizations COVID-19 Solidarity Response Fund and the Red Cross.They are engaging in virtual volunteer opportunities to support nonprofits locally and around the globe.The scope and duration of the pandemic remain uncertain.Visit our COVID-19 Resource Center for specific updates related to o

235、ur products,services and employee response.Stryker|2020 Comprehensive Report40Social impactOliver“Ollie”ForbesMorgan GoldsmithFrom behind-the-scenes to the front line As patient counts at hospitals surged,the COVID-19 pandemic presented some Stryker employees with an opportunity to answer the call f

236、or trained healthcare professionals to rejoin the front lines.In April,Morgan Goldsmith volunteered in New York at the Ryan Larkin Field Hospital(RLFH),constructed underneath the Columbia University sports complexs bubbled dome,as an extension of New York-Presbyterian.During the five weeks she spent

237、 there,Morgan helped lead a team of 12 volunteer healthcare workers from across the U.S.“The need for clinicians was greater than ever before,”Morgan said.“As a nurse,I felt I had a responsibility to take care of fellow clinicians and their patients.”Oliver“Ollie”Forbes,a former paramedic,works for

238、our trauma team in Victoria,Australia,but took a chance to be redeployed to help support the healthcare system and emergency services.“When Stryker provided the opportunity to return to work in the community for a period of time,I morally felt it was the right thing to do,”Ollie said.Stryker|2020 Co

239、mprehensive Report41Social impactGlobalizationRising above challenges to grow in KoreaWhen the Himchan Group,one of the largest individual private hospital groups in Korea,specializing in joint replacement and robotic-assisted procedures,wanted to purchase four Mako Systems in mid-2020,Stryker teams

240、 from Korea and their colleagues in Hong Kong and Taiwan worked together to overcome the challenges associated with working in a COVID-19 environment,deliver their customers expectations and commercialize the technology in Korea.First,Kevin Shim,managing director of Korea,developed a financial solut

241、ion that allowed the group to fund the Systems,linking to volume commitments.Next,in accordance with pandemic-related travel restrictions,the team facilitated training in Korea,working quickly to meet the installation deadlines.Certified trainers Tony Suen from Hong Kong,Grace Shak from Singapore an

242、d Casey Kuo from Taiwan left their families for six weeks to travel to Korea to conduct hands-on coaching to all 36 surgeons at the hospital.Lastly,Jeff Lee,business lead for Mako in Korea,coordinated with East Asia,APAC and the design division to ensure a great first-customer experience.Himchan Gro

243、up went live with their first Mako surgery in July 2020 and has since conducted more than 1,000 procedures.Stryker|2020 Comprehensive Report42Social impactOur world is changing due at least in part to a warming climate,and we are stepping up to meet the resulting challenges.“As a healthcare company,

244、it is impossible not to recognize the connection between the planets health and ours,”says Declan Daly,Director,Operations Support,Ireland Operations.“We have only one earth we must do what we can to care for it.”In 2020,we stepped up to the challenge developing the roadmap to adopt an ambitious car

245、bon reduction goal.The result is a commitment to achieve a 20 percent reduction in carbon emissions(scopes 1 and 2)by 2024 and for all Stryker facilities to be carbon neutral(scopes 1 and 2)by 2030.“This is a huge challenge,”says Erol Odabasi,Director,Corporate Sustainability,“and we are finding way

246、s to address it.We are taking action.”We have already made great strides toward reducing our carbon footprint.In 2019,our energy contracts in Ireland were approaching their expiration.Our Ireland Operations and our Indirect Procurement teams worked together to look for alternative options with renew

247、able electricity.The result was a 5-year contract with one of the largest suppliers in Ireland to purchase electricity generated by wind turbine farms.Carbon neutrality:Our journey to 2030Brookfield Renewable IrelandStryker|2020 Comprehensive Report43Environmental sustainability*Scope 1(direct site

248、emissions)and Scope 2(electricity use)carbon emissions;baseline year 2019;excludes Wright Medicalreduction by 2024*for all Stryker facilities20%by 2030*for all Stryker facilitiesNeutralCarbon neutrality goalsvariable speed drives and motors on select equipment,”said Niall Walsh,Senior Operations Man

249、ager,Joint Replacement.“We have installed heat recovery systems to reduce natural gas usage and undertaken an aggressive program to decommission old or redundant equipment,replacing it with more energy-efficient machines.These efforts have been very successful in reducing our energy demands.”Engagin

250、g our employees will be critical.Like many of our global facilities,the teams in Ireland are installing electric charging stations and working with other businesses and the government to facilitate and promote public transport instead of personal cars.“To truly succeed,we have to change individual b

251、ehavior,”said Erol Odabasi.“The increased awareness of climate change is helping;employees are highly engaged and submitting many exciting ideas that can be impactful to reducing Strykers carbon footprint.This is how we can set a tone across all our facilities,harnessing all these initiatives.Its ve

252、ry exciting to be part of it.”“This was the right thing to do,environmentally,and as it turns out,financially,”said Mike Sladen-York,Senior Director,Indirect Procurement.“The renewable energy contract not only substantially reduces the carbon footprint of operations in Ireland but also locks in a lo

253、ng-term electricity cost saving as well.We are also proud to support the local economy by utilizing renewable power generated from wind turbine farms located in Ireland.”The move reduces the Irish operations footprint by about 20,000 tons of carbon emissions per year,the equivalent of removing 4,000

254、 cars from the road,realizing an overall reduction of 10 percent of Strykers scopes 1 and 2 carbon emissions.And our GQO sites in Duisburg,Germany are powered by hydroelectric energy sourced from Norway.As of the end of 2020,renewable energy supplies over 15 percent of our electricity use across Str

255、yker.To achieve our new goals,we will also need to continue to explore new energy efficiency and conservation opportunities.“At our Irish facilities,we have aggressively pursued energy conservation and efficiency efforts,including installing LED lighting and light sensors throughout all facilities a

256、nd using Stryker|2020 Comprehensive Report44Environmental sustainabilityEnvironmentAs a healthcare company,we know that we make choices that affect the health of the planet,and ultimately,human health As a healthcare company,we know that we make choices that affect the health of the planet,and ultim

257、ately,human health.That is why,in 2020,we elected to set several bold new goals,including to achieve a 20 percent reduction in carbon emissions(scopes 1 and 2)by 2024 and to be carbon neutral for all Stryker facilities(scopes 1 and 2)by 2030.Guided by our Environmental,Health and Safety(EHS)Policy,w

258、e are in the process of aligning or certifying our facilities to the ISO14001 standard,with 13 certified as of the end of 2020.And our newly implemented EHS software management system is enabling the consolidation and tracking of data globally.We anticipate that these improvements will enable us to

259、report consolidated environmental performance metrics in 2021.The vice president,global manufacturing and operations(GQO),oversees our manufacturing operations facilities.Each facility is responsible for its EHS compliance which is managed by an assigned EHS point of contact(POC)who also supports th

260、e GQO EHS program.The GQO EHS director,sustainability director and regional managers support the EHS POCs.The sustainability director reports to the vice president of quality assurance and is responsible for developing and implementing the strategy to manage and reduce the environmental impact of St

261、rykers value chain,including climate-related issues.103-2Energy and carbonTo achieve our carbon emission goals,we know we have work to do.Our carbon reduction commitments will largely be met through continued energy efficiency investments and increasing renewable energy use through long-term power p

262、urchase agreements.We are actively pursuing these opportunities through continued investment in:Installation of more energy-efficient LED lighting in strategic locations Temperature/humidity modifications and air exchanges in cleanrooms Occupancy sensors in offices and common spaces to control light

263、ing Transitioning electricity usage to more renewable energy sources Redirecting waste heat from operations to reduce natural gas usage for water heating Energy audits to identify areas of opportunity for conservation For more information on Strykers greenhouse gas emissions(scope 1 and 2)and energy

264、 consumption,please click here for the 2020 energy and carbon supplement.Stryker|2020 Comprehensive Report45Environmental sustainabilityGQO sites in Germanypowered by hydroelectric energyHighlights of our energy efficiency/conservation efforts in 2020 or planned for 2021 include:Tullagreen,Ireland.U

265、tilized reject heat from site chiller process to offset natural gas usage.Offset 85 percent of natural gas consumption at this site and reduced over 200 tons of carbon emissions.Arroyo,Puerto Rico.Installed new air handling units and resin dryers,and modified the reheat coils modulation.The annual c

266、arbon emission reduction is estimated to be over 220 tons.LED lighting retrofit/occupancy sensors.Replaced existing manufacturing floor lighting with LED retrofits/occupancy sensors in Mahwah,New Jersey and Fort Lauderdale,Florida,among other sites.Effective energy-efficiency improvements and conser

267、vation efforts alone will not get us to our goal.Renewable energy sourcing is critical to our ability to meet this goal.We recently signed a renewable energy power purchase agreement to supply 100 percent of our electricity for our GQO Ireland sites with renewable energy.Additionally,we use a majori

268、ty hydroelectric energy at our GQO sites in Germany.Altogether,renewable sources now generate about 15 percent of our electricity use at GQO sites.Going forward,we are exploring additional power purchase agreements to meet our carbon reduction goals.We have established a 2019 baseline for our scopes

269、 1 and 2 carbon emissions and our goals for scopes 1 and 2 are based on the Science Based Target initiative(SBTi)guidelines.We are committed to establishing a scope 3 emissions baseline in 2021 and setting and disclosing a science-based target.We have initiated a review of our climate change risks a

270、nd opportunities and anticipate future reporting will include recommendations developed by the Task Force on Climate-related Financial Disclosures(TCFD)in four areas:governance,strategy,risk management and metrics and targets.Stryker publicly reports GHG emissions data and reduction initiatives annu

271、ally through the Carbon Disclosure Project(CDP).CDP is an internationally recognized nonprofit organization that collects and reports environmental metrics.Currently,Stryker reports its direct and indirect energy use and emissions from our manufacturing operations and business travel.In 2020 Stryker

272、 received a C score from the CDP.WasteStryker is committed to the protection of our environment through the elimination of waste.Historically,we have focused on source reduction,waste minimization and recycling improvements.To fully understand the waste generated from our manufacturing processes,we

273、monitor and measure the waste generated throughout the GQO network.We use waste generation data to drive waste minimization projects locally.In 2020,we continued our efforts to reduce both what we use and what we leave behind.We are working to verify our data collection results and establish waste r

274、eduction goals in 2021.Some of our businesses have already taken this step,Strykers Sustainability Solutions division has set a goal to reduce manufacturing waste by 20 percent by 2025.Stryker|2020 Comprehensive Report46Environmental sustainabilityIn 2020,each of our manufacturing facilities had a g

275、oal to reduce their waste by 10 percent.While performance on this goal varied by plant location,many were able to make progress.Selected highlights include:Tullagreen,Ireland Green waste:Approximately 75 tons disposed of at a waste-to-energy facility,avoiding landfill.Process sludge:Approximately 30

276、 tons processed to make eco-concrete,reducing both waste product being landfilled and the raw materials needed to make the concrete.Limerick,Ireland Process sludge:Reduced waste product disposed of by 70 percent by removing water content,enabling the remaining sludge to be sent for energy recovery.M

277、ahwah,NJ,U.S.Waste plastic chips:Shipped to another company for use as a raw material.Anngrove,Ireland Food waste:Diverted three tons of composting food waste from landfill to energy recovery.Argon reduction:Reduced argon use in LRM manufacturing by 41 percent through standardization of equipment se

278、ttings.WaterWe recognize that water is a precious resource that must be conserved and protected.We use water to create our products and cool equipment,and we monitor our wastewaters,as required.Water reclamation and reuse initiatives can provide cost savings,improve environmental performance and red

279、uce compliance risk through minimization.Water consumption and water discharge data are collected to understand our impacts and opportunities better.In 2020,we began work to set a baseline for our water use to allow for more efficient tracking and reporting in future years.Transportation and logisti

280、csTransportation of our products is a component of our scope 3 carbon emissions,and one we are focused on reducing.In 2020,Stryker took the opportunity to examine shipping processes,which resulted in a shift to more sustainable modes such as sea freight.We also implemented a regular evaluation of ou

281、r supply chain networks to ensure shipments are sent via the most direct routes to the end customers,ultimately driving fewer trips.Another successful effort involved direct shipping product from Thailand to the U.S.using ocean freight;we achieved a 99 percent decrease in carbon emissions by elimina

282、ting the previous airfreight route which shipped through our European Distribution Centre.Approximately 300 carriers are used to move our products around the globe,and were focused on rationalizing this base to include the most carbon-efficient providers.Going forward,we continue to optimize our tra

283、nsportation networks,focusing on the continued reduction of carbon emissions.Opportunities include network assessments,collaborating with our product development teams to fully utilize the space in our boxes to reduce packaging;partnering on carbon reduction initiatives such as UPSs Carbon Neutral p

284、rogram,in which Strykers Sustainability Solutions division participates;and joining programs such as the U.S.EPA SmartWay program,which we initiated in 2020.Stryker|2020 Comprehensive Report47Environmental sustainabilityCertifying our facilitiesOur offices and manufacturing facilities have an impact

285、,too,and we are working with accrediting organizations to evaluate and certify the environmental impact and sustainability of our buildings.The following Stryker locations have been certified by Leadership in Energy and Environmental Design(LEED),a green building rating system,and Building Research

286、Establishment Environmental Assessment Method(BREEAM),a sustainability performance rating system:LEED:Suzhou,China Portage,MI,U.S.(3)Mahwah,NJ,U.S.Cary,IL,U.S.Flower Mound,TX,U.S.Arroyo,Puerto Rico,U.S.San Jose,CA,U.S.Hong Kong,China Freiburg,Germany BREEAM:Venlo,Netherlands Newbury,Berkshire,U.K.St

287、ryker|2020 Comprehensive Report48Environmental sustainabilityA new Instruments facility,located in Portage,Michigan,features a customer experience center,a showroom,an R&D and bio-skills lab,plus space for sales,marketing and support functions.The space,which inspires innovation,also meets LEED Silv

288、er certification status,making the new facility a physical depiction of living our companys mission.Stryker|2020 Comprehensive Report49Environmental sustainabilityProduct design and lifecycle managementWe recognize that our products,throughout their lifecycle,leave a footprint on our world and we ar

289、e working to reduce the impact.Our Sustainability Solutions division,Research and Development and GQO teams worldwide use environmentally responsible materials and practices where possible,supporting sustainability,improving safety and meeting customer requests for more sustainable products.Stryker

290、has developed a comprehensive program to drive the environmentally compliant design and management of our products and packaging.We have established company-level processes to ensure that product designs meet applicable global regulations and standards and the required safety and quality standards s

291、et by regulatory agencies.Our product environmental procedures and our Regulated Substances List(RSL)ensure that compliance with restricted substance regulations such as RoHS and REACH,eliminating chemicals of concern,environmentally sound management of our products at end of life and energy efficie

292、ncy are all integral components of the product development process.We design our new product launches according to the latest regulations and standards and review existing products according to an established process.SASBStryker|2020 Comprehensive Report50Environmental sustainabilityOver the past fi

293、ve years:*Baseline year 2019saved by customers through reprocessing programs$988Mwaste diverted from landfills25M lbs.As part of their 2025 goals,Sustainability Solutions is committed to evaluating all new products coming through the new product development pipeline using the Redesigned for Sustaina

294、bility initiative.They will also work to reduce their manufacturing waste by 20%.*Additive ManufacturingAnother example of innovative product design is Additive Manufacturing(AM),also known as 3D Printing.AM provides design freedom for new medical devices far beyond traditional processes,and Stryker

295、 has developed new implant products across multiple divisions utilizing the technology.Stryker is recognized in the medical device industry as a leader in scaling the implementation of AM.In 2020,we initiated a lifecycle analysis of the two production processes to calculate and define the sustainabi

296、lity benefits of our additive manufacturing process.To further define and promote the environmental benefits of AM over traditional methods of manufacturing,Stryker joined the Additive Manufacturing Green Trade Association(AMGTA)in 2020.The AMGTA is a global trade group created to promote the enviro

297、nmental benefits of AM,and Stryker is one of twelve leading companies to have joined the organization to advance sustainability in AM.Component design Replaced a traditional plastic component on some models with bio-based plastic Replaced Polyvinyl chloride(PVC)tubing with PVC-free tubing Packaging

298、Reduced packaging weight by 34 percent compared to the original packaging Increased recycled content and recyclability of packaging Manufacturing Reduced water used in the batch cleaning process by 164 gallons Strykers Sustainability SolutionsStrykers Sustainability Solutions division is the leading

299、 provider of reprocessing and remanufacturing services for single-use medical devices.Hospitals utilize our advanced collection system to collect devices.We inspect,clean,test,sterilize and package the medical devices for repeated safe clinical use.More than 21 types of devices are collected and rep

300、rocessed,diverting the waste from landfills,helping to support a circular economy.Over the past five years Sustainability Solutions has helped customers save$988 million and divert 25 million pounds of waste from the landfill.SASBIn 2020,Sustainability Solutions launched Redesigned for Sustainabilit

301、y,an initiative to make environmental improvements throughout the entire reprocessing lifecycle.The focus is on six priority areas:sourcing,manufacturing,component design,material and chemical use,waste solutions and packaging.Developed with input from our customers,Redesigned for Sustainability is

302、our commitment to deliver exceptional products that have less impact on the environment.As part of the initiative,internal new product development teams receive education on incorporating sustainable design into projects,taking into account the devices entire lifecycle.The reprocessed MyoSure tissue

303、 removal device is our flagship device that incorporates our Redesigned for Sustainability principles.We have made substantial environmental improvements in three areas:Stryker|2020 Comprehensive Report51Environmental sustainabilityAbout this reportForward-looking statementsStrykers 2020 Comprehensi

304、ve Report combines our Annual Review with our Corporate Responsibility Report,providing an integrated picture of our performance.102-49 Our first Annual Corporate Responsibility Review was published in 2019,and a 2020 Corporate Responsibility and Sustainability Update was published in the fall of 20

305、20.102-51This is Strykers second published yearly report containing information on our Corporate Responsibility performance and contains data that pertains to calendar year 2020.Further reporting on other matters specific to financial performance can be found in our Annual Report on Form 10-K and Qu

306、arterly Reports on Form 10-Q.102-50;102-52This report is informed by the Global Reporting Initiative(GRI)Standards,and we include a GRI Index that specifies where content references specific disclosures.102-54 A formal materiality assessment is planned for 2021,which will enable additional reporting

307、 against the GRI Standards in future reports.We also include information sought by the Sustainability Accounting Standards Board(SASB)Index,providing disclosures against relevant SASB Standards.The data contained in this report was reviewed by internal subject matter experts as well as Strykers lead

308、ership team.We believe this information accurately represents our performance in 2020.We welcome your questions and feedback on this report.Please contact us at CR.102-53This Report contains information that includes or is based on forward-looking statements within the meaning of the federal securit

309、ies laws that are subject to various risks and uncertainties that could cause our actual results to differ materially from those expressed or implied in such statements.Such factors include,but are not limited to:the impact on our operations and financial results of the COVID-19 pandemic and any rel

310、ated policies and actions by governments or other third parties;unexpected liabilities,costs,charges or expenses in connection with the acquisition of Wright Medical Group N.V.(“Wright”);the effects of the Wright acquisition on the parties relationships with employees,customers,other business partne

311、rs or governmental entities;weakening of economic conditions that could adversely affect the level of demand for our products;pricing pressures generally,including cost-containment measures that could adversely affect the price of or demand for our products;changes in foreign exchange markets;legisl

312、ative and regulatory actions;unanticipated issues arising in connection with clinical studies and otherwise that affect U.S.Food and Drug Administration approval of new products,including Wright products;potential supply disruptions;changes in reimbursement levels from third-party payors;a significa

313、nt increase in product liability claims;the ultimate total cost with respect to recall-related matters;the impact of investigative and legal proceedings and compliance risks;resolution of tax audits;the impact of the federal legislation to reform the United States healthcare system;costs to comply w

314、ith medical device regulations;changes in financial markets;changes in the competitive environment;our ability to integrate and realize the anticipated benefits of acquisitions in full or at all or within the expected timeframes,including the acquisition of Wright;and our ability to realize anticipa

315、ted cost savings.Additional information concerning these and other factors is contained in our filings with the U.S.Securities and Exchange Commission,including our Annual Report on Form 10-K and Quarterly Reports on Form 10-Q.We disclaim any intention or obligation to publicly update or revise any

316、forward-looking statement to reflect any change in our expectations or in events,conditions or circumstances on which those expectations may be based,or that affect the likelihood that actual results will differ from those contained in the forward-looking statements.Stryker|2020 Comprehensive Report

317、52Data summaryDisclosureDescriptionSectionLinks/CommentsGeneral disclosures 2016102-1Name of the organizationWho we areStryker Corporation102-2Activities,brands,products and servicesWho we are102-3Location of headquartersWho we are102-4Location of operationsWho we are102-5Ownership and legal formWho

318、 we are102-6Markets servedWho we are;2020 10K102-7Scale of the organizationFinancial highlights102-8Information on employees and other workersDiversity,equity and inclusion102-14Statement from senior decision-makerCEO letter102-15Key impacts,risks and opportunitiesCEO letter102-16Values,principles,s

319、tandards and norms of behavior Governance102-17Mechanisms for advice and concerns about ethicsBusiness ethics and ethical marketing102-18Governance structure GovernanceIn February 2021,we amended our Governance and Nominating Committee Charter to give this Board Committee oversight responsibility of

320、 corporate responsibility matters.102-19Delegating authority Governance102-20Executive-level responsibility for economic,environmental and social topics GovernanceGRI indexThis material references the title and publication year of the standard,as shown,for each standard used.Stryker|2020 Comprehensi

321、ve Report53Data summaryDisclosureDescriptionSectionLinks/Comments102-21Consulting stakeholders on economic,environmental and social topicsGovernance;Proxy102-23Chair of the highest governance body Proxy102-24Nominating and selecting the highest governance body Proxy102-25Conflicts of interest Proxy1

322、02-26Role of highest gov body in setting purpose,values and strategyProxy102-27Collective knowledge of highest governance bodyGovernance;Proxy102-28Evaluating the highest governance bodys performance Proxy102-29Identifying and managing economic,environmental and social impactsGovernance;Proxy102-30E

323、ffectiveness of risk management processes Proxy102-31Review of economic,environmental and social topicsGovernance;Proxy102-32Highest governance bodys role in sustainability reporting Governance;Proxy102-33Communicating critical concernsBusiness ethics and ethical marketingEthics hotline is reference

324、d in our public policies102-35Remuneration policiesProxy102-36Process for determining remuneration Proxy102-37Stakeholders involvement in remuneration ProxyOur shareholders vote annually on executive pay.We report the results on a Form 8-K filed with the SEC after the shareholders meeting and in our

325、 Annual Proxy.102-38Annual total compensation ratioProxyThe proxy disclosed CEO pay ratio amount complies with US SEC regulations,which requires the comparison of CEO pay to be made to median employee for our global employee population.We do not provide added disclosure at this time.102-39Percentage

326、 increase in annual total compensation ratioProxyWe do not currently disclose this information.102-49Changes in reporting About this reportStryker|2020 Comprehensive Report54Data summaryDisclosureDescriptionSectionLinks/Comments102-50Reporting period About this report102-51Date of most recent report

327、 About this report102-52Reporting cycleAbout this report102-53Contact point for questions regarding the report About this report102-54Claims of reporting in accordance with the GRI StandardsAbout this report102-55GRI content indexGRI indexManagement approach 2016103-2Management of Disclosure Approac

328、hVariousAnti-corruption 2016103-2Management of Disclosure Approach Business ethics and ethical marketing205-1Operations assessed for risks related to corruptionBusiness ethics and ethical marketing205-2Communication/training RE anti-corruption policies and proceduresBusiness ethics and ethical marke

329、tingAnti-competitive Behavior 2016103-2Management of Disclosure ApproachBusiness ethics and ethical marketing206-1Legal actions for anti-competitive behavior,anti-trust,monopoly practicesBusiness ethics and ethical marketingEnvironment103-2Management of Disclosure ApproachEnvironment;throughout repo

330、rtOccupational Safety and Health 2018Stryker|2020 Comprehensive Report55Data summaryDisclosureDescriptionSectionLinks/Comments103-2Management of Disclosure ApproachEmployee safety403-1Occupational Health&Safety Management SystemEmployee safetyOur management system is applicable to all Global Quality

331、 and Operations(GQO)Stryker manufacturing employees,as well as to workers who are not employees but whose work and/or workplace is controlled by Stryker.403-8Workers covered by an occupational health and safety management system Employee safetyApproximately 16,000 employees,or 37%of our workforce,ar

332、e covered by our EHS management system.Non GQO operations and employees are not covered by the EHS management system.GQO industrial workplaces are audited annually to ensure compliance with local,national and international EHS law.403-9Work-related InjuriesEmployee safetya.For all employees:Employee

333、 safety The number and rate of fatalities as a result of work-related injury;0 The number and rate of recordable work-related injuries;Employee safetyc.The work-related hazards that pose a risk of high-consequence injury Employee safety4 of 99 injuries were considered category 5 severity injuriesd.Any actions taken or underway to eliminate other work-related hazards and minimize risks using the hi