129 2021 ESG Report Transparency Appendices Responsible supply chain Product impact Climate change Introduction Healthy workforce and communities MAUDE Manufacturer and User Facility Device Experience MDIC Medical Device Innovation Consortium MDR Medical device regulation MES Manufacturing execution system MIS Management information system MNT Maternal and neonatal tetanus MOC Materials of Concern MOH Ministry of Health MSS Medical Safety Specialists NACD National Association of Corporate Directors NGO Nongovermental organizations NIH National Institutes of Health NIST National Institute of Standards and Technology NOX Nitrogen oxides NTEP National TB Elimination Program NTP National TB Program ODA Official Development Assistance ODS Ozone-depleting substances OEM Original equipment manufacturer OHS Occupational health and safety OIFR Occupational illness frequency rate PAC Political action committee PEPFAR President’s Emergency Plan for AIDS Relief POC Point of care PPA Power purchase agreements PPE Personal protective equipment QAN Quality Audit Network QMS Quality management system R&D Research and development RCSI Royal College of Surgeons REACH Registration, Evaluation, Authorisation and Restriction of Chemicals REC Renewable Energy Credits RFP Request for proposal RMW Regulated Medical Waste RoHS Restriction of Hazardous Substances Directive ROI Return on investment RRA Remote Regulatory Assessment S&EHS Sustainability and environment, health and safety SAB Scientific Advisory Board SASB Sustainability Accounting Standards Board SBTi Science Based Targets initiative SDS Safety Data Sheets SEC Securities and Exchange Commission SHC Sustainable Healthcare Coalition SHEA Society for Healthcare Epidemiology of America SKU Stock keeping unit SLIPTA Stepwise Laboratory Improvement Process Towards Accreditation in the African Region SOPs Standard operating procedures SOP Strategic Organizational Plan SOX Sulfur oxides STEM Science, Technology, Engineering, and Math STRIDES Strengthening TB Resistance Testing and Diagnostic Systems SVP Senior vice president TB Tuberculosis TCFD Task Force on Climate-related Financial Disclosures UL Underwriters’ Laboratories UN SDGs United Nations Sustainable Development Goals UNICEF United Nations International Children’s Emergency Fund USAID U.S. Agency for International Development VoA Voice of the Associate VOC Volatile organic compounds VP Vice president VP GCA Vice President of Global Clinical Affairs VP S&EHS Vice President, Sustainability and Environment, Health and Safety VST Volunteer Service Trip WARM Waste Reduction Model WBCSD World Business Council for Sustainable Development WHO World Health Organization WRI World Resources Institute The “strong teams” operating model outlines our approach to how different parts of the organization can come together to deliver value. The foundation for this model is empowerment of teams and servant leadership. At the center are our customers. Central team These teams are typically corporate functions and drive people, process and systems excellence. Business team These teams drive strategy and product portfolio. The teams are arranged by segment, business unit and platform. Regional team These teams are focused on channels, customers and service. The teams are arranged by region, country and sales team. Advancing the world of health TM Our Purpose. BD 2025 Our current phase of value creation, anchored in three key pillars—Grow, Simplify and Empower. THE BD WAY A set of behaviors that embodies who we are, what we stand for and why we exist. Together we advance Our ESG strategy, a four-pillar framework through which we address the most relevant ESG issues for our business and stakeholders. 2030+ commitments A set of commitments and goals in five impact areas—climate change, product impact, responsible supply chain, healthy workforce and communities, and transparency. These are areas where we see the most opportunity for BD to create meaningful and measurable change over the next decade and beyond.