Sustainability

Sustainability & ESG: Overview

 

  • Ethics and integrity, diversity and inclusion, environmental and social sustainability, innovation and transformation, transparency and accountability, as well as having an eye to the future of our employees: these are Dasa’s priorities.
  • Dasa’s vision towards ESG is to ensure that, as a company, we are caring for people, the environment, and the community.
  • A business model in line with the ESG concept: we develop products and services that generate benefits that far outweigh their costs, with the goal of being economically and environmentally sustainable.
  • We act focused on value and clinical outcomes with a value-based philosophy.
  • Dasa is a signatory and party to the UN Global Compact — Brazil Network.

 

SUSTAINABILITY  (“S”)

  • We ramped up waste recycling during the pandemic. For instance, the Nove de Julho Hospital reused more than 1.2 million surgical gowns  and the type of gown was replaced, so that they could be safely reused.
  • Nove de Julho Hospital case:
    • In 2017, this hospital won the Leed international certification from the United States Green Building Council, evidencing that the building was sustainably designed. Only 3% of hospitals in Brazil hold such certification.
    • In March 2020, the hospital adopted a model of water repellent gowns to replace disposable materials, thus, gowns can be washed and reused up to 50 times. One year later, 1.2 million disposable gowns were saved, a quantity that avoided the use of nearly 100-liter 60,000 trash bags.

 Renewable Energy – Free Market Project

  • Acquisition of renewable energy in the Free Market by medium-voltage patient service centers that have consumption greater than 500kW or by sum of demand.
  • Since 2019, Dasa Diagnósticos has migrated a total of 63 services centers, which corresponded to an approximate monthly consumption of 7.304 MWm.

PHASE 1: (Free Market phase)

  • 2019: The first wave with the migration of 10 service centers.
  • 2020: The second wave with the migration of another 23 centers, surpassing the initial target of 21 centers.
  • 2021, 17 service centers migrated.
  • Early 2022: 13 centers migrated out of a total of 25, corresponding to 76% of the number of centers expected to be migrated in 2022.
  • By the end of 2022, Dasa will have a total of 75 centers migrated to the Free Market.
  • The company has been conducting an economic and technical feasibility study to migrate another 12 centers in 2023. These figures continue growing with Dasa’s new acquisitions.

PHASE 2: (Generation distributed)

  • Construction of 17 solar power plants under the remote self-consumption model to serve 385 low-voltage service centers owned by Dasa Diagnósticos which are not qualified to participate in the Free Market during Phase 1. (Note: the actual number of service centers is dynamic, as it depends on units’ consumption. Eventually, certain service centers can be included or excluded.)
  • The objective is that combined, the solar plants will have a power of 12.3 MWp and generate 20.15 GWh/year. They will be connected via 14 energy distributors.
  • Two of these plants have been built: one is operational (Ceará) and another is waiting for the transfer of ownership to Dasa (Maranhão).

 

SOCIAL (“S”)

  • As for diversity & inclusion (“D&I”), we reviewed the area’s policies, goals and management indicators, and conducted leadership training sessions. Our actions are concerned with people with disabilities, racial diversity, gender equality, LGBTQIA+, and generational diversity. Currently, representativeness of the workforce is: 78% women, 50% afro descendants and mixed-race (pardos), 9% LGBTQIA+, 8% persons aging 50 years or older, and 2% people with disabilities.
  • D&I is part our strategy and is managed by our Diversity Committee that monitors actions along with affinity groups: Vozes Negras, Prisma, Equidade Up, Sem Barreiras, and Geramix, which compose the DiversiDasa program, with ongoing projects that aim at the ESG tripod, focusing on people’s wellness (employees, patients, and physicians) – our reason for being.
  • In early 2021, we adhered to various public commitments that reinforce our stance. Amongst them, are the Business Initiative for Racial Equality, the Forum of Companies and LGBT+ Rights, the Business Coalition for the End of Violence Against Women, and the Business Network of Social Inclusion for employability and inclusion of people with disabilities.
  • A few results of these initiatives: in 2019, we were recognized by the city government of São Paulo with the Municipal Seal of Human Rights and Diversity in the DiversiDasaproject – Inclusion of People with Disabilities. This seal acknowledges the good practices in such topics and aims at disseminating them, creating a network of Diversity & Inclusion.
  • Examples of D&I policy materialized: 80% satisfaction index of people with disabilities (in-house survey of employee’s experience conducted half-yearly); women represent 78% of employees and hold 60% of leadership positions; and, Dasa offers the same benefits (license, spouse included in health plan) for same-sex couples.

 

GOVERNANCE (“G”)

  • To address actions in a structured way, Dasa relies on an ESG Committee composed of workgroups, which disseminate these values, define governance, and monitor activities under each pillar.
  • Decisions are made and approved by statutory offices, the board of directors, and addressed by the committee, guided by the best practices disseminated by the Brazilian Institute of Corporate Governance (IBGC), to which the company is a party.
  • As far as governance is concerned, we rely on Dasa University, where training sessions are provided and relevant notices are disseminated about anti-corruption and human rights-related issues. In 2020, 100% of employees had access to training sessions and policies referring to these topics.

 

ACTIONS DURING THE PANDEMIC

Investments in positive social impact actions

 Since the onset of the pandemic in March 2020, Dasa has been earmarking resources to mitigate Covid-19 social and sanitary effects in Brazil.

  • All in all, nearly R$78 million was invested in initiatives that contributed to social care on various fronts, from donations of inputs and equipment, diagnosistics tests, and integrated assistance care, to scientific research.
  • The launch of Genov, the largest private bank of SARS-CoV-2 sequential sampling, was one of the most important initiatives. On the back of this project, Dasa was able to confirm the first two cases in Brazil of a new coronavirus variant, B.1.1.7 (or “Alpha”), besides a variant from P.1 variant, called “Gama Plus.”
  • Another initiative was the Emergency Diagnostics Center (CDE), in partnership with the Ministry of Health (MS) for Covid-19 RT-PCR tests at the Brazilian Health Service (SUS). Dasa made available, besides human resources, the infrastructure to handle more than two million tests. Besides the federal government, 794 associations were assisted in 26 Brazilian states, totaling +40,000 patients.
  • Donations and actions were conducted across the country. In the federal district, 10 ICU beds for Instituto BRB (DF) and the setup of Modular Hospital in Samambaia that offered 102 new beds. In the city of Rio de Janeiro, Dasa participated in the renovation of four floors of São Francisco da Providência Hospital to reopen 110 beds, 28 of which were ICU beds. For Instituto da Criança, also located in the city of Rio de Janeiro, R$108,000 was set aside to hire nursing technicians.
  • In partnership with NGO Gerando Falcões, Dasa made available 19,000 Covid-19 telemedicine consultations, donated baskets of staple goods, and influenza vaccines. In São Paulo, 427 breast scan image tests were made available in the city of Ferraz de Vasconcelos during October Pink breast cancer awareness campaign.
  • For employees, the Dasa Cuida program was expanded aiming at contributing to the physical and mental health of staff and family members through a set of actions based on five pillars: spiritual, physical, intellectual, relational, and emotional. The awareness campaigns Pink October and Blue November were examples, besides challenges to promote healthier and nutritional habits. Dasa also adhered to the movement #NãoDemita (No layoffs) and Provisional Measure No. 936/2020 which reduces working hours, as a complement to ensure 100% of employees’ salaries.