Sustainability report 2011
18 32
Foreword
Environmental
Social
Economic
3 4
3
At first glance, key sustainability aspects contradict the business activities of a freight forwarder. However, our business model – optimisation and, consequently, reduction of transports in the supply chain – pursues a concept geared to sustainability. The exchange of commodities and economic activity based on the division of labour will remain major parts of our economy. The primary aim therefore is to meet these challenges intelligently using all technical and infrastructural possibilities available to us. And this is what Gebrüder Weiss successfully does everyday. Sustainability is one of GW’s four core values on the basis of which operative and strategic decisions are taken. Our business activities and operations are focused on sustainability, not only on operational level, as demonstrated, for example, by the construction of the first climate-neutral logistics hall in Austria, but also strategically, for example by the acquisition of a wind farm. Acting sustainably is an essential part of our quality commitment policy. Foreword
In November 2011, Gebrüder Weiss joined the UN Global Compact. Its ten principles in the areas of human rights, labour, the environment and anticorruption are reflected in the values of Gebrüder Weiss and are included in our code of conduct. With this sustainability report, we give account of our priorities and achieved goals in 2011. We are looking forward to a lively exchange with you.
Wolfram Senger-Weiss, MBA Board Member Gebrüder Weiss Holding AG wolfram.senger-weiss@gw-world.com
Economic
Economic
7
2.1 / 2.3 / 2.4 / 2.5 / 2.6 / 2.7 / 2.8 / 2.9 /2.10 / 5
“We strive to act in an economically and ecologically sensible way. Not only are we aware of our social responsibility, but we also live it. Actively.”
Responsible by tradition Gebrüder Weiss GmbH can look back on a history spanning more than half a millennium. An inheritance, which at the same time is a commitment: to far-sightedness, tradition and innovation. Based on its home markets in the Alpine-Danube region, as well as Asia and North America, GW develops sector- and customer-specific transport and logistics solutions that enable the seamless meshing of production, business and transport processes. Gebrüder Weiss is Austria’s largest privatelyowned transport and logistics company and is fully owned by the Weiss and Jerie families. The Group, with headquarters in Lauterach (Vorarlberg), employs about 4,650 employees at 158 locations worldwide. In Central and Eastern Europe, GW is represented in Austria, Switzerland, Germany, Italy, the Czech Republic, Slovakia, Hungary, Slovenia, Croatia, Serbia, Bosnia-Herzegovina, Macedonia, Bulgaria, Romania and the Ukraine. Beside the countries of Central and Eastern Europe, GW has branches in the USA, Canada, the United Arab Emirates, China, Japan, Taiwan, Thailand, Hong Kong, India and Georgia.
Sustained growth Thanks to the positive development of the market and the consistent pursuit of its corporate strategy, Gebrüder Weiss increased its net sales by 9.2 per cent, from the previous figure of 978 million euro to around 1.066 billion euro. Annual sales have almost doubled over the last decade and for the first time in the company’s history, the billion euro barrier has been broken. With a stable equity ratio of about 60 per cent, Gebrüder Weiss is continuing its sustainable development. The company’s cash flow has increased as well and now amounts to 65 million euro. In addition, the Group’s gross profit rose by 9 per cent to 340 million euro.
Employees first. At the “Swiss Employers Award 2011”, the biggest employee survey in Switzerland, Gebrüder Weiss was ranked 19th among 80 participating Swiss and Liechtenstein companies with over 100 employees. In the individual category “Personnel Development” GW even reached the outstanding 6th place. Based on an extensive, anonymous employee attitude survey on satisfaction and commitment, “Swiss Employers Awards” are awarded annually to the best 25 employers. Fit for future. Education has a high priority at GW. This was proven once again in 2011 by the great results in the Austrian State competition „Best Training Companies – Fit for Future“: GW achieved an excellent seventh place (out of a total of 72 competitors) in the category ”Companies with over 250 employees”. The selection is based on criteria such as recruitment activities, training methods and training management, success and quality assurance as well as innovation and future orientation in apprenticeship training. The prize is awarded every two years by the Austrian Federal Ministry of Economics and Labour (BMWA), with the Austrian Federal Economic Chamber (WKO) as a cooperation partner. Responsible for the concept and organisation of the event is the Institute for Research on Qualifications and Training of the Austrian Economy (ibw).
Economic
9
DMA EC / 2.2 / 2.5 / 2.7 / 2.9
DMA PR / 2.2 / 4.13
“In the orange world, healthy and sustainable growth takes clear priority over maximisation of short-term profits.” Far-sighted investments Because of its high equity ratio and cash flow, Gebrüder Weiss is able to finance most of its investments without relying on financial institutions. GW’s vision is based on the independence of the company. The guiding principle for each decision is the long-term nature of the objective. For this reason, at GW we think in terms of generations rather than quarters. Against this background, in 2011 the Group invested a total of 42.3 million euro. The biggest single investment was the purchase of a wind farm in Northern Germany, consisting of four wind turbines. In November 2011, Gebrüder Weiss started to build a new terminal and office complex in Jeneč, near Prague, with an investment volume of 15 million euro. The branches in Memmingen (D) and Hall in Tyrol were expanded and the equity share in the Serbian subsidiary was increased to 100 per cent. Further expansions of the network in Asia and Eastern Europe are due to follow soon. Gebrüder Weiss takes special care to include environmental aspects in its investment strategy. In Memmingen, Gebrüder Weiss installed a photovoltaic system on the roof of its warehouse. In 2007, a surface of 1,000 m² was put into operation, capable of producing 134 MWh green electricity per year. With the expansion of the logistics facilities in 2011, a surface of 460 m² was added, increasing the annual production of electricity at the Memmingen location by 71 MWh.
Service Excellence as a goal Gebrüder Weiss does not only move goods and data, but also people in touch with the orange network, both internally and externally. Forward-looking actions and innovative ideas from the basis for value-added solutions. As a logistics specialist, GW optimises and manages global supply chains. Its top priority here is service excellence.
“In cooperation with the customer, we strive to achieve the best possible level of efficiency by acting pro-actively, solution-oriented and competent.”
Solutions in focus The comprehensive range of services of the Gebrüder Weiss Group offers numerous options for made-to-measure logistics solutions aligned to the individual demands of customers. From Basel to Bucharest, the company has a dense network of branches and locations with comprehensive distribution systems, comprehensive logistics services and advanced IT infrastructure. Gebrüder Weiss’ goal is not to be the largest provider, but instead to provide the best quality. This basic principle is reflected in each of the four main business areas: land transport, air and sea freight, logistics solutions and courier and parcel transport. It is an integral component of GW’s culture, which repeatedly leads to innovations and above average commitment.
Commitment to sustainability By joining the UN Global Compact in November 2011, Gebrüder Weiss made a clear commitment to the UNO goals of fostering partnerships and building a more inclusive and equitable global marketplace. As a member, Gebrüder Weiss is committed to aligning its operations, corporate culture and strategy with ten universally accepted principles in the areas of human rights, labour, environment and anti-corruption.
1,065.6 million 2011
977.8 million 2010
830.2 million 2009
985.0 million 2008
948.6 million 2007
871.3 million 2006
789.3 million 2005
708.3 million 2004
607.2 million 2003
537.9 million 2002
555.2 million 2001
499.5 million
11
2000
euro). With this growth, the family-owned company ensures its economic importance and sets the basis for further investments in the fields of ecology and society.
Sales development 2000 until 2011
Wolfgang Niessner has been a member of the Management Board since 1999 and has held the position of Gebr端der Weiss CEO since 2005. Under his leadership, sales and profitability were continuously increased (2005 sales: 789.3 million euro/2011: 1.066 billion
Economic
13
4.1 / 4.2 / 4.3 / 4.4 / 4.5 / 4.6 / 4.8 / 4.10
4.8
Transparent Management structure The fortunes of the company are guided by a Management Board with four members, one of whom is the CEO. The senior managers are appointed by an independent Supervisory Board with a chairman who is not active in the management of the company. The performance of company’s senior management is regularly audited by the independent Supervisory Board. Remuneration is linked to management performance through fixed and variable salary components. A third of the Supervisory Board consists of Central Works Council members, meaning that employees are represented in the highest management body of the company and can submit recommendations. The other two thirds of the Supervisory Board consist of owner’s representatives as well as independent members with one third each. Beside the meetings of the Supervisory Board, there are two meetings per year between the Central Works Council and senior management. Employees also have the opportunity to present their ideas and suggestions directly to senior management or to communicate these indirectly through their superiors. For the management of Gebrüder Weiss, a climate of constructive dialogue with employee representatives is a matter of course. Employee appreciation is a cornerstone of the company’s corporate objectives, which are internationalisation, fostering future managers, annual performance reviews with employees, ongoing training activities, rewarding suggestions for improvement and a high degree of participation in the company pension plan.
The orange values Gebrüder Weiss distinguishes itself through a strong company culture. Four defined core values form its cornerstones, which bind the people of the GW Group together across national frontiers and at the same time set the tone for everyday activities.
A culture of open discussion In accordance with the company statutes and the law, the owners have an opportunity at the annual general meeting to direct recommendations or instructions to the Supervisory Board. Having been highly influential on the current corporate philosophy, they feel committed to the company’s long-term stability, its strong capital position and its orientation towards sustainability. Besides the annual general meeting, a meeting of shareholders is convened once a year. In a family business like Gebrüder Weiss, shareholders may also contact the members of the Supervisory Board and the Management Board directly at any time, including outside these meetings.
The orange way of Independence Gebrüder Weiss can look back on a long history as an independent family business, has a solid basis and is constantly developing. Its independence enables the company to determine the direction and speed of its own development. Long-standing partnerships enrich the company’s network. The company focuses on current and future requirements of customers, who can rely on GW’s efficiency. The orange way of Sustainability In order to remain competitive through investment and innovation, Gebrüder Weiss needs sustainable success. The family-owned company is also conscious of its great responsibility in the sensitive area of transport and logistics to develop and deploy systems that are state-of-the-art, environmentally friendly and sustainable.
The orange way of Commitment The distinctive company profile stands out both internally and externally. The highly professional approach is demonstrated by above average commitment to, engagement with and respect for customers and for all employees. The extraordinary identification of the employees with the company arises from loyalty, willingness to learn and trust. GW is valuable because it lives these values and it is not just paying lip service. The orange way of Service Excellence Gebrüder Weiss aims to pass on the passion for mobility to its customers by offering excellent services and first-class advice. Therefore, the basis of daily work is exceptional quality of service. With a seamless organisation extending across national borders, Gebrüder Weiss has created optimum conditions. Employees excel in competence and their ability to provide solutions, with a focus on constantly improving and shaping the future proactively.
Economic c So
iro nm en tal
4.14 / 4.15 / 4.16 / 4.17 / PR8
ial
En v
4.7 / 4.9 / 4.13
15
Economic
Sustainability is a cornerstone of corporate culture At Gebrüder Weiss, responsibility for sustainability rests at the Management Board level, and since January 2010 it has been supervised by a Sustainability Officer in a corporate matrix position. He is supported by quality and environmental management officers in other branches. All key figures and developments are reported by this officer to the entire Group management on an annual basis. In addition, Group management is involved in drawing up the sustainability report in order to ensure a continuous flow of information between the matrix and line organisations. Sustainability performance is monitored by company management through exchanges with the relevant operating departments, and it is measured annually on the basis of defined key figures related to sustainability. Commitment to a sustainable corporate strategy forms the basis for management approaches in the three aspects of sustainability at Gebrüder Weiss: environmental, economic and social matters. For these areas, the Management Board defines the stances and objectives that flank the management approaches in the respective areas. In addition, sustainability aspects are evaluated in every project and are implemented if reasonable and feasible.
Transparent progress Throughout the Group, initiatives and actions focusing on the environment and society are implemented at the local, regional and corporate levels. Social responsibility is put into practice on site in the branches and the corporate units and is expressed in manifold commitment. GW also supports aid efforts internationally. For all activities related to sustainability, the Group’s primary concerns are the fairness and measurability of development. For instance, in November 2011 the EcoTransIT CO2 calculator was implemented, which allows the CO 2 footprint of each consignment to be shown and accessed online. At first, customers receive a data sheet with information on the “carbon footprint” of their transports. For the future, there are plans to start printing these values directly on the invoice, as a basis for continuous improvement. Data are expected to be available for the 2012 sustainability report. Furthermore, Gebrüder Weiss is a member of “GreenFreight Europe”. This association of companies, founded in 2009 under the working title “SmartWay Europe Working Group”, is a voluntary and independent programme to evaluate and improve the environmental performance of road transport in Europe.
Well informed at all times Communication plays an important role at Gebrüder Weiss. Provision of information and exchanging information with individual peer groups are aligned to their information needs and to their specific demands. At the same time, the exchange is regarded as an ongoing communication process. The channels of Gebrüder Weiss’ communication system are integrated. Groupspecific information from different channels is not regarded separately, but instead creates added information value through complementary interaction. Especially important stakeholder groups are addressed specifically, for example by customer magazines that are published up to four times a year. Selection of stakeholders is based on the business impact on the individual’s environment. The dialogue focuses on personal contact between the company and its peer groups. For employees, in addition to the exchange of information by personal contact, current information is provided by the company intranet and the quarterly employee magazine WeissBlatt, which also appeals to the employees’ relatives. The company website www.gw-world.com enables all significant external peer groups, customers, partners, suppliers, neighbouring communities and competitors to gain a comprehensive overview of the company and its range of services, products and solutions. For selected peer groups, such as media representatives and potential employees, additional detailed information is available. For customers, the website offers various additional options for interaction, such as Track & Trace. Thanks to the ongoing involvement of the various stakeholder groups and information exchange with them, in 2011 no objections were raised and no unclarified questions were reported.
Extensive portfolio The targeted provision of information is illustrated by the extensive portfolio of company publications, in which both professional and regional demands are considered. Information about the company and its development is provided on a yearly basis in its annual and financial report. Individual regions and countries provide their customers with locally relevant information in regular customer newsletters. They are complemented by other publications from specialised units of the Group. Customer data is treated with the highest degree of confidentiality in both marketing and communication and for exchanging information between operating units. In this regard, no complaints regarding breaching the privacy of customer data were received in 2011.
Environmental
Environmental DMA EN
“Resource-saving solutions and alternative approaches that take into account the needs of present and future generations are essential at Gebrüder Weiss.”
Long-standing environmental management Even back in the seventies, environmental awareness was an important aspect, which had a high level of priority within the company – also without a legal obligation. As an example, 40 years ago, all terminals were equipped with rail access, although at substantially higher costs. In the 80s, further environmental projects followed, such as the installation of a geothermal heating pump and other measures. Environmental protection has been an official area of responsibility within the Group since 1993. Only ten years later, the first individual branches were certified pursuant to the international environmental management standard ISO 14001. Since then, environmental and quality management have been implemented in the land transport product area. From the beginning until the present day, the number of environmental managers in the branch offices has increased fivefold.
Now more than 35 managers from Basel to Taiwan attend multi-day conferences where they share their experience and knowledge. The environmental managers bring “green thinking” deeper into the organisation and repeatedly take new steps to reduce energy consumption and emissions of global warming gases in the company’s daily operations, including initiatives in their own branches.
“Heroes” project in Styria. In May 2011, around 50 employees of the Gebrüder Weiss Parcel service took part in the “heroes” project in Loipersdorf-Kitzladen. At the Sterntalerhof children’s hospice, they dug out dead trees and replaced them, laid flagstones on the forecourt of the chapel, applied 50 tonnes of sand in the riding hall, laid bark mulch on the flower beds, applied 9 tonnes of honeycomb bricks for grass and carried out several things more. Harald Jankovits, Director of the Sterntalerhof hospice, was very pleased with the numerous helping hands: ”Since we are exclusively funded through donations, we couldn’t exist without the support of volunteer helpers. We have never had such a large and committed group. It was a day full of work and laughter.”
Environmental
21
4.5
-13.02%
-9.39%
Paper consumption/employee in number of items
Paper consumption/consignment in number of items 5.2
2011
13,412.8
2010
14,802.9
Goal: consistent reduction It is the declared aim of Gebr端der Weiss to adapt consumption to the respective requirements through an economical and aware approach, in order to keep pollutant emissions to a minimum. Every year, key figures for paper, electricity and water resources are recorded and checked. Our aim is to reduce consumption by 5 per cent per year.
3,777.9
C
-0.63%
B
3,801.9
Measurable development Environmental targets have been documented in a central database since 2006. Measurements are made in various areas and widely communicated, both among Group management and at the employee level. Three goals in the environmental area are firmly defined as an integrated component of the corporate targets: reduction of electricity consumption in kWh per employee by 5 per cent relative to the previous year; reduction of paper consumption in number of sheets per consignment by 5 per cent relative to the previous year; reduction of paper consumption in number of sheets per employee by 5 per cent relative to the previous year. During the 2010/11 reporting period, two of the three targets were achieved. Although the target to reduce electricity consumption per employee by 5 per cent was not entirely reached, the result showed an improvement of 0.63 per cent.
A
GW Group Environmental Figures
Indirect energy consumption, broken down by primary sources (47,639 GJ) A Nuclear power 29.6% B Fossil fuels 43.2% C Renewable energies 27.2%
Energy consumption/employee in kWh
EN4 / 4.9
Environmental
23
+11.36%
* 73.97 per cent of GW‘s total water consumption is covered by municipal water utilities and 26.03 per cent by other providers (EN 8)
51,336
* Water in m³ 46,101
-1.88% 49,573,756
Paper in number of items 50,525,314
-12.85% 112,309
Heating oil in l 128,870
Gas in m3
-23.03%
District heating in kWh
+7.60%
Electricity in kWh
+4.02% 1,450,780
2011
1,394,765
2010
1,101,293
By adding the first gas-powered HGV fitted with a dual-fuel drive to the vehicle fleet at the Maria Lanzendorf site, Gebrüder Weiss again set a clear standard in terms of sustainable logistics. In normal operation the truck runs on a mixture of 70 per cent methane gas (35 per cent climate-neutral biogas, 35 per cent natural gas) and 30 per cent diesel. This reduces annual CO2 emissions by 58 per cent compared to all-diesel vehicles. In addition, nitrous gases in the exhaust are reduced by 67 per cent and particle emissions are cut by 70 per cent.
1,435,798
An integrated approach The increasing importance of environmental management for Gebrüder Weiss is also illustrated by the fact that since 2008, achieving environmental targets and implementing environmental measures have been regarded as an evaluation component for the Group’s internal best performance rankings “Challenger of the Year”. Along with this, internal audits have been extended to include environmental management aspects. Local environmental measures are also checked at each location during the audit. This also includes evaluating the use of key resources.
13,963,107
Environmentally friendly vehicle fleet Group management guidelines ensure that environmental criteria have more impact on the expansion of GW’s vehicle fleet. The entire company is subject to the rule that only the currently highest EURO 5 or EEV classes of heavy goods vehicles are considered for new purchases. In material handling equipment as well, priority is given to using electric forklifts. A well thought-out maintenance plan and regular battery inspections help to ensure long-term reductions in electricity consumption in this area.
12,976,492
Figures on the use of resources within the GW Group
EN8 / 4.10
Whether in windmills or water pumps, for transport or power generation: for thousands of years, man has used the power of wind in many different ways. It is available globally and poses hardly any environmental risks compared
with fossil fuels. Gebr端der Weiss invested in its own wind farm in 2011, so that it too could utilise this inexhaustible and clean energy.
Environmental
Making things happen together. “Gebrüder Weiss supports us in Bosnia & Herzegovina with aid deliveries as part of our efforts to integrate Romany people into society. With its help, socially disadvantaged families can be offered a better standard of living and better opportunities to find work. It makes it easier for children and young people to access the health system. In this way, we can sustainably counteract extreme poverty and poor living conditions, which make it difficult for children to learn and hinder their integration into society.”
EN30 / 4.13
Heidi Burkhart, Managing Director, Hilfswerk Austria
Green electricity for the entire Group With retroactive effect to 1 April 2011, Gebrüder Weiss purchased a wind farm, consisting of four wind turbines. Around 20 gigawatt hours of green electricity are produced and fed into the power grid each year, which accounts for more than 100 per cent of the Group’s energy demand. In this way, around 12,000 tonnes of CO2 are saved each year. The purchased E-82 type wind turbines with a hub height of 108 metres (manufactured by Enercon) are at the cutting edge of technology, gearless and consequently low-maintenance and cost-efficient. There are many applications where fossil fuels, especially oil products, still cannot be substituted. But Gebrüder Weiss is permanently working to find alternatives and to be at the cutting edge of technology. This applies to the choice of vehicles (gas-powered truck), to the construction of logistics systems (climate-neutral logistics warehouse in Wörgl), and also to the use of alternative traffic carriers (rail).
Membership of respACT “Companies are entirely responsible for the economic, social and ecological consequences of their actions. respACT member companies are committed to aligning their corporate policies in the marketplace with ecological and social criteria and pursuing open dialogue in partnership with their stakeholders. As a leading platform for Corporate Social Responsibility and Sustainable Development in Austria, we welcome the commitment of domestic companies, in particular Gebrüder Weiss, as a long-standing respACT member. With its diverse activities in the area of Green Logistics, Gebrüder Weiss plays a pioneering role.” Daniela Knieling, Managing Director, respACT
Environmental
29
+183.88%
Disposed equipment/vehicles5 in kg
+63.08%
Dangerous equipment4 in kg
+61.07%
Hazardous liquid waste3 in m3
+8,656.25%
Hazardous solid waste2 in kg
-11.61%
Liquid waste in m³
+21.27%
Solid waste1 in kg*
2 The value for hazardous solid waste has significantly increased at two locations in Europe, due to ADR requirements. In accordance with the Waste Management Plan, inorganically contaminated sawdust had to be passed to our service provider for disposal.
Due to the one-time disposal of waste oils in a branch, the value for hazardous liquid waste has increased from the previous year.
3
4 Due to the one-time disposal of old equipment in a branch, the value for dangerous equipment waste has increased from the previous year.
12,908
4,547
6,470
3,351
111,902
69,473
1,385
2011
16
2010
601
5 Disposal of electronic waste (10 tonnes) has significantly increased at three locations in Austria. Old office and operating equipment had to be disposed of and was replaced by new, more efficient appliances.
680
Gebrüder Weiss follows the precautionary principle in its investments, based on Article 15 of the Rio Principles, entailing the minimisation or elimination of possible negative impacts on the environment, even when there is no definitive scientific evidence of a link between investment and environmental pollution.
1 Due to an internal change in allocation of waste codes from “packaging” to “solids”, especially for wooden packaging (pallets), the value of waste solids has increased.
2,136,284
Investment for the future In 2011, more than ten million euro were invested in the area of the environment. These investments range from relatively small amounts for the optimisation of existing installations by means of intelligent building services that enable energy efficient control of both lighting and heating, sponsoring green initiatives up to the purchase of a wind farm in Northern Germany. Moreover, Gebrüder Weiss bought new, more efficient vehicles and invested in training courses for its drivers. Under the name “eco driving”, GW has held multi-day driving camps on environmentally friendly and safe driving habits. It is common knowledge that fuel consumption and the associated emissions depend both on the distance travelled and on driving style.
1,761,646
Continuously striving for improvement Sustainable handling of the available resources is a significant aspect of Gebrüder Weiss’ environmental protection. The reduction of global warming gases has the highest priority and is being pursued in different ways, for example by improving fuel efficiency. Ongoing network optimisation and implementation of innovative transport solutions continue to be important components. Through measures which have already been implemented and ongoing improvements, Gebrüder Weiss has succeeded in improving efficiency and setting the course for a future with a small resource footprint. The company’s commitment to quality assurance and environmentally compatible, sustainable and responsible action is demonstrated by certificates in quality management and environmental management. Environmental management goals are set in writing and formulated pursuant to ISO 14001. GW adheres to all existing environmental constraints and statutes and does not contravene any regulations. None of the logistics facilities owned by the Gebrüder Weiss Group and relevant for the sustainability report are located within or adjacent to a protected area. They are exclusively situated in locations with favourable infrastructure environments.
GW Group: breakdown of waste by type
EN11 / EN22 / EN28 / EN30 / 4.11
Social
Social
33
4,236
4,039
167
Total workforce
Apprentices 165
Blue-collar workers
White-collar workers 2,651
2011
2,553
2010
1,418
CSR activities awarded In December 2011, Gebrüder Weiss, competing in the category of companies with more than 100 employees, was awarded with the Salzburg “Corona Prize” for its exceptional activities in the area of CSR. Along with social and ecological commitment, the jury evaluated the CSR activities implemented within the company, such as health measures and energy efficiency. The panel, made up of nine representatives from the Red Cross, Diakonie (protestant church welfare organisation), Kronen Zeitung, Save the Children, Raiffeisen, the Austrian Trade Association and the street newspaper Apropos, was particularly impressed by the gas-powered HGV, the wind farm project and GW’s partnership with the Salzburg child protection centre.
1,321
Setting an example for responsibility For Gebrüder Weiss, corporate social responsibility (CSR) means shared responsibility for the beneficial development of the social environment in which it operates as a company. Our shared responsibility is mirrored in our accomplishments in the environmental and social areas, and in our efforts to improve the quality of life, which contribute to the sustainable development of society. Naturally, Gebrüder Weiss devotes special attention to its worldwide staff, with their safety and satisfaction taking first place, but giving something back to society, providing help and sharing are also natural priorities for GW. Specifically because Gebrüder Weiss is a family company with a rich tradition, it sees itself as responsible for defining and practicing values as a foundation for its dealings with individuals, both inside and outside the company.
Total workforce by employment type
“Social and economic responsibility, as well as environmental awareness, promote common welfare and are essential for a fair coexistence of all stakeholders.”
Average staff numbers (FTE), accounting for approx. 90.8 per cent of employees in the GW Group. During the reporting period, 92.9 per cent of employees were employed full-time (previous year 93.5 per cent).
DMA SO / LA1 / 2.10
Social
35
DMA LA / LA1 / LA2 / LA7
“Satisfied and motivated employees are the basis for long-term success, especially for a service-providing company.”
A
B
C
E
D
AT CZ DE RO CH HU SK RS HR BG BG
RO AT DE CZ CH RS HU SI HR BG SK
GW moves The value-oriented Group culture forms a common basis for motivating employees and thereby creates value for the company, since it has an immediate positive influence on its competitiveness. The four core values of Service Excellence, Independence, Commitment and Sustainability form a foundation for its global business activities, regardless of nationality, ethnicity and cultural context. The local commitment of its on-site employees to inviting their colleagues to take part in a diversified range of health-promoting activities also transcends national frontiers. These measures are both supported and encouraged by branch management. Between 2010 and 2011, absenteeism due to illness and accidents rose slightly from 9.0 to 9.6 days per capita. In the reporting period there have been no work-related fatalities. There is currently no reporting on injuries and occupational diseases.
Days of absence per capita by region RO 18.4 AT 10.3 DE 9.3 CZ 9.3
CH 8.0 RS 6.6 HU 6.4 SI 6.4
HR 4.6 BG 2.9 SK 0.2
Breakdown of departures by gender
Breakdown of departures by age group
Proportion of employees by region
A men 71.2% B women 28.8%
C under 45.8% D 30 – 50 46.1% E over 50 8.1%
AT 61.7% CZ 7.2% DE 5.5% RO 5.4%
CH 5.3% HU 4.3% SK 4.2% RS 2.8%
HR 1.7% BG 1.0% SI 0.8%
Note: Serbia land transport taken into account from 2011
Individual life and career paths Within the GW Group, career paths are shaped by abilities and expertise. Initiating and planning new ventures are part of our daily tasks. For this reason, Gebrüder Weiss offers its employees positions that foster the development of their personal strengths and interests. Between 2010 and 2011, staff turnover in the branches and divisions relevant for the purposes of the sustainability report dropped from 21.6% to 20.0%.
Social
37
46,038
Apprentices 38.9 hours per employee
White-collar workers 12.9 hours per employee
Total hours 10.9 hours per employee 44,712
2011
6,514
2010
7,917
Strong networking within the group and a team approach deeply rooted in its culture generate an open working environment that utilises diversity instead of discriminating against minorities. During the reporting period there were sporadic incidents of discrimination. Subsequently, however, the allegations proved to be unfounded or could be resolved through discussions with the Works Council
Challenging and promoting At Gebrüder Weiss, continuous and honest feedback, along with ongoing training, is regarded as a strategic success factor. It is important to prepare employees for present and future challenges within the company and in its markets, since employee expertise forms the basis of Gebrüder Weiss’ success. In this regard, 52 per cent of the employees received a performance assessment in 2011. The Orange College offers GW employees a wide range of training and ongoing education options, which systematically build up and extend their knowledge and skills. These range from internal knowledge seminars, professional training, language courses and university courses to special coaching sessions for managers.
34,255
Lifelong learning Gebrüder Weiss’ appreciation for its greatest capital, its employees, is mirrored in various employee initiatives and in a wide range of training and ongoing education activities for various target groups. Continuing and further education of employees is of major importance at Gebrüder Weiss, which is illustrated by the high level of investment in this field. For example, in 1988, the Ferdinand Weiss Fund (FWF) was founded specifically to fund training activities. Its resources are used to finance many seminars on a variety of topics. In fiscal year 2011, the cost of training activities amounted to approximately 1.9 million euro (2010: 1.7 million euro).
31,925
of which women 8.3%
5,299
A*
4,870
*
B
Hours of training by employment type
Employment of local employees in the extended GW management team A local 87.3% B non-local 12.7%
Blue-collar workers 3.7 hours per employee
LA10 / LA12 / EC3 / EC7 / HR4
Social
39
SO2 / SO5 / SO7 / 4.12 / 4.13
EC 3
Multi-level commitment Gebrüder Weiss is conscious of its national and international responsibilities and is therefore an active member of the Austrian logistics network association “Verein Netzwerk Logistik Österreich” and the Zentralverband Spedition und Logistik [Central Association for Freight Forwarding and Logistics]. Both associations are committed to ethical, moral and ecological values. Since 2008, GW has also been a member of Transparency International, a charitable and politically independent organisation. Its basic principles, which form the foundation for its efforts to combat and constrain corruption, are integrity, responsibility, transparency, and participation of civil society. In order to achieve this, the organisation seeks to create awareness and to bring together key players in the realms of politics, commerce and society. Furthermore, Gebrüder Weiss is a member of GreenFreight Europe, EcotransIt, UN Global Compact as well as respACT. In 2011, 35.2 per cent of Gebrüder Weiss’ business areas were audited internally for corruption risk.
Pending case On 1 March 2010, Gebrüder Weiss GmbH and 42 other Austrian freight forwarders, as well as Rail Cargo Austria, were served with penalty claims by the Austrian Federal Competition Authority (BWB). In a ruling on 22 February 2011, the Austrian Cartel Court rejected the portion of the BWB’s penalty claim related to Gebrüder Weiss (SSK issue) due to absence of guilt, thereby enabling GW to win its case in the first instance. As expected, both the BWB and the Austrian Federal Cartel Prosecutor have lodged an appeal with the Austrian Supreme Court as the highest court for cartel cases. In 2012, the Austrian Supreme Court has asked the European Court of Justice for a preliminary ruling, a final decision in the pending case is not expected before 2013.
Perceptible added value for employees Gebrüder Weiss offers a company pension to its employees in Austria – after three years of service – based on two pillars: a pension fund and an insurance policy. For each participating employee, Gebrüder Weiss pays a fixed amount to the account of the employed person, irrespective of salary. Employees can also make their own contributions up to the legally prescribed maximum limit. In 2011, the level of participation in this voluntary system by qualifying employees was 43.6 per cent (previous year: 41.9 per cent). Employees in Germany have the option to convert part of their salary, within statutory limits, into contributions to a pension fund. In Hungary, employees are offered a model with individual options, where they can choose from a pool of benefits to suit their individual needs.
1.5 million in non-statutory fringe benefits In 2011, expenditures on non-statutory fringe benefits and benefits in kind amounted to approximately 1.5 million euro (excluding old age provisions), compared to 1.3 million euro in the previous year. Gebrüder Weiss’ national organisations offer various measures in the field of social benefits. Depending on the local situation, these benefits include health care in the form of the employment of company doctors, vaccinations, non-smoker seminars, fitness club contributions, support of participation in team sports, organisation of company outings and parties, anniversary gifts for employees, gift certificates on various occasions (marriages, births, Christmas), staff canteen bonuses, allowances for public transport, retirement gifts and drinking water dispensers. The fringe benefits are not limited to full-time employees.
Social DMA HR / LA4 / HR5
“As a globally operating company, our commitment to internationally recognised human rights is a matter of course for Gebrüder Weiss.”
Sponsorship of the NÖVSV. “Our organisation has developed into a monopoly of top sports in Austria in recent years in terms of the Paralympics, World and European Championships for athletes with a disability. Up to 50 per cent of all Austrian medals won in important events of this type are awarded to athletes of the Niederösterreichischen Versehrtensportverband. Without romanticising, it is a fact that these extraordinary achievements require high financial investment. Owing to the excellent professional and friendly partnership with Gebrüder Weiss, we have managed to cover the high expenditure invested in promoting young athletes.” Markus Traxler, President of NÖVSV
Together for better social conditions In the majority of cases, collective agreements regulate the payment of minimum wages and basic salaries, bonus payments, working time issues as well as notice periods and dates for employees. In these agreements, the participating parties stipulate measures for improving social conditions agreed in discussions. Wage negotiations are an important way of including stakeholders as they create an institutional framework and in turn make an important contribution towards a stable society. The percentage of employees involved in collective bargaining agreements within an organisation is an indicator of their status and right to voice their opinion within the company. Gebrüder Weiss takes its role as a responsible employer very seriously. In each country in which the company has employees, they are immediately put under a collective agreement. When such an agreement was introduced in Croatia and Slovenia in 2009, GW implemented it for all of its employees. In Austria and Germany, all of the employees are included in the collective agreement. As soon as a similar agreement is introduced in Switzerland, the Czech Republic, Slovakia, Hungary, Romania and Bulgaria, GW will adopt it. In 2011, 70.3 per cent of GW’s employees were covered by collective agreements.
Legally and morally obligated Social justice, as well as the promotion of human and labour rights, are the principal objectives of the ILO, a special agency of the United Nations. Membership in the ILO is limited to states that adopt core labour standards by ratification of the agreement. These include the prohibition of forced, compulsory or child labour, the right to freedom of association, equal pay for men and women for work of equal value, and the prohibition of discrimination in the workplace. For Gebrüder Weiss, the commitment to observing the laws of the country concerned represents a basic cornerstone of its business activity. The core labour standards of the ILO are accordingly considered at all times, since every GW country has ratified them.
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“In the same way as children and adolescents need reliable people with whom they can relate, we need strong and reliable partners. Together with Gebrüder Weiss, it is our aim to make childhood a positive experience and give young people new hope and inspiration. We believe that people can make a difference, just like Gebrüder Weiss. We trust in sustainable and long-term social responsibility.” Christian Moser, Managing Director, SOS-Kinderdorf
45 3.13
3.12
3.1 to 3.11
47
Reporting parameters This report relates to the 2011 reporting period and is drawn up on an annual basis. The first sustainability report was published in June 2008 and since 2009 Gebrüder Weiss has reported pursuant to GRI standards. Data is provided in compliance with the requirements of GRI reporting level B+. Report contents are selected on the basis of our company values and the expectations of defined stakeholders. Due to extended reporting, the previous year’s environment and social figures were partly corrected compared to the sustainability report 2010. This information relates to ISO certified branches and locations in Europe, with the exception of the key environment figures, which exclude Air & Sea leasing to airports and the Wels location. Data is entered, collected and verified centrally in the quality management department. Dr Peter Waldenberger (peter.waldenberger@gw-world.com) is available as a contact person.
GRI CONTENT INDEX Full GRI Content Index: www.gw-world.com/gri-content-index-2011
GRI Application Level B+ pages
1.1 1.2 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 3.11 3.12 3.13 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12
Strategy and Analysis Report Content 3 Impacts, Risks and Opportunities 3
pages
4.13 Membership in Associations and Interest Groups 9, 14, 26, 38 4.14 Stakeholder Groups engaged by the Organisation 15 4.15 Selection of Stakeholders 15 4.16 Approaches to Stakeholder Engagement (Type/Frequency) 15 4.17 Position on Key Concerns of Stakeholders 15 Organisation Profile 5 Management Approach 6 Name of the Organisation 6 Primary Brands, Products and Services 8, 9 Economic Indicators Operational Structure 6 DMA EC Management Approach 8 Location of Headquarters 6 EC3 Employee Benefit Plan 36, 39 Countries with major Business Operations 6, 8 EC7 Proportion of Management hired from Local Community 36 Nature of Ownership 6 Markets served 6, 8 Environment Scale of the Organisation 6 DMA EN Management Approach 18 Significant Changes during the Reporting Period 6, 8 EN4 Indirect Energy Consumption by Primary Sources 20 Awards received 6, 32 EN8 Total Water Withdrawal by Source 22 EN11 Surface Area used in Protected Areas 28 Reporting Parameters EN22 Total Weight of Waste by Type and Disposal Method 28 Reporting Period 47 EN28 Fines for Non-Compliance with Environment Laws and Regulations 28 Date of Most Recent Previous Report 47 EN30 Environmental Protection Expenditures and Investments 26, 28 Reporting Cycle 47 Contact Point for Questions regarding the Report 47 Human Rights rocess for defining Report Content 47 Boundary of the Report 47 DMA HR Management Approach 40 Limitations on Scope and/or Report Boundary 47 HR4 Number of Incidents of Discrimination and Actions taken 36 Joint Ventures, Subsidiaries, Outsourcing 47 HR5 Operations endangering Freedom of Association and collective Bargaining and Actions taken 40 Data Measurement Techniques 47 Changes in the Representation of Information relative to Previous Reports 47 Labour Practices and decent Work Changes in the Scope, Reporting Limits or Methods of Measurement 47 DMA LA Management Approach 34 GRI Content Index 46, 47 LA1 Total Workforce by Employment Type and Region 33, 35 External Verification of Data 44 LA2 Employee Turnover by Age Group, Gender, Region 34, 35 LA4 Employees covered by Collective Agreements 40 Governance, Commitments and Engagement LA7 Injuries, Absences and Fatalities 34 Governance Structure 12 LA10 Average Hours of Training per Year per Employee 36, 37 Independence of the Members of the Supervisory Board 12 LA12 Number of Employees receiving regular Performance Reviews 36 Controlling Body or independent Members of the Company Management 12 Mechanisms for Recommendations by Shareholders and Employees to the Management Board 12 Society Remuneration of Management Board linked to Business Performance 12 DMA SO Management Approach 32 Processes to avoid Conflicts of Interest 12 SO2 Business Units analyzed for Corruption Risk 38 Expertise of the Highest Governance Body in Terms of Sustainability 14 SO5 Participation in Public Policy Development and Lobbying 38 Corporate Policy, Core Values and Codes of Conduct 12, 13 SO7 Competition Lawsuits 38 Monitoring of Sustainability Processes by the Management/Supervisory Board 14, 20 Auditing of the Management Board’s Performance 12, 22 Product Responsibility Implementation of Precautionary Principle 28 DMA PR Management Approach 9 Support of External Initiatives 38 PR8 Compliance to Customer Data Privacy 15
Impressum Gebrüder Weiss Gesellschaft m.b.H. Bundesstraße 110 6923 Lauterach Österreich Project Management Frank Haas Peter Waldenberger Editing Martin Begle Peter Koller Photography Adolf Bereuter (Seiten 2/10/11) Hilfswerk Austria (Seite 27) NÖVSV (Seite 41) SOS Kinderdorf (Seiten 42/43) Alle anderen Fotos: GW-Archiv Design Andreas Haselwanter Editorial Office Renée Lormans Translation Xplanation Language Services NV Print Buchdruckerei Lustenau
Gebrüder Weiss Gesellschaft m.b.H. Bundesstraße 110 6923 Lauterach Österreich T +43.5574.696.0 F +43.5.9006.2609 service@gw-world.com