ABSTRACT
The transformations that DAPHNE underwent between the mid-1990s and the early 2000s, along with the changes that had taken place in the global economic system, have led the company towards broader levels of autonomy and different institutional responsibilities because of its new structure as a private company, and its exposure to international competition and interaction with society, such as public opinion, public bodies, institutions, the media and communities. In 1996, DAPHNE published its first report on health, safety and the environment (HSE) and was one of the first companies in Europe to create its own norms of self-regulation by issuing a set of principles and guidelines. The establishment of the HSE department also incentivized the development of an experimental HSE reporting system that was organized around four management processes: planning, implementation, control and corrective actions, and management review. The sustainability report Implementation process was structured into three main processes: Planning, Control and Reporting.
