Sustainability report 2010
18 32
Environmental
Social
Economic
Foreword
3 4
Foreword
3
Nowadays everyone talks about sustainability, but their words rarely lead to much action. At GW, commitment is one of our four core values. This means that we consider it an obligation to implement a chosen strategy persistently and consistently. A prerequisite for sustainable business is the conviction that in addition to striving for short-term success, we must resolutely, prudently and responsibly look towards the future, implement necessary changes, and develop new ideas without abandoning things of proven value. GW has long since put this attitude into practice. This includes launching and persisting with initiatives that are described in greater detail in this report, which has been prepared at GRI Level B+, which is unusually high for a logistics company. As Sir Francis Bacon said, “if the future is a prospect, one should start to shape it in the present.� We have adopted this idea with enthusiasm and commitment.
Wolfgang Niessner, MBA CEO GebrĂźder Weiss Holding AG
Economic
Economic 2.1 / 2.3 / 2.4 / 2.5 / 2.6 / 2.8 / 2.9
Experiencing responsibility. Moving the future. 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, as well as to the ability to make an active contribution to shaping development. 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 privately-owned transport and logistics company and is fully owned by the Weiss and Jerie families. The Group, with headquarters in Lauterach (Vorarlberg), has over 4,500 employees at 156 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, Singapore, China, Japan, Taiwan, Thailand, Hong Kong and India. Sustained growth. Thanks to the positive evolution of the market and the consistent pursuit of its corporate strategy, Gebrüder Weiss increased its net sales significantly from the previous figure of 830 million euros to around 978 million euros. With a stable equity ratio of over 55%, GW is continuing with its sustainable development. Cash flow is significantly above 50 million euros, which marks a return to the level in 2008 before the economic crisis. In addition, the group’s gross profit rose by 11.5% to 310 million euros, nearly reaching the level of 2008.
7
Cultural sponsorship in Romania. The Open Air Opera Gala was staged in Arad for the fourth time, and for the fourth time our Romanian branch provided logistics support for this major local event in 2010. GW Romania transported all of the instruments and a total of 500 chairs free of charge. The programme on 5 September 2010 included Mozart’s Magic Flute and operas by Verdi, Giacomo Puccini and Umberto Giordano. The Open Air Opera Gala is a benefit concert performed by the Philharmonic Orchestra of Arad and is dedicated to all opera lovers. In 2010, the audience was delighted by famous guest artists including soprano Carmen Gurban and baritone Krum Galabov, under the baton of Wolfgang GrÜhs.
The Opera Gala is a tradition in Arad.
Economic 2.2 / 2.5 / 2.7 / 2.9 / 2.10
A long-term course of investment 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 2010 the group invested a total of 16.7 million euros. The logistics terminal in Senec (Slovakia) initiated operations in April, and the new terminal in Sibiu (Romania) was put into service in November. Further initiatives are planned for expanding the network in Central and Eastern Europe, including the construction of a large terminal in Prague. In 2010, the group further increased its majority stake in the established Serbian freight forwarding and logistics company Eurocargo, originally acquired in 2009, with the company now operating under the name Gebrüder Weiss. The Air & Sea area also emerged from the crisis distinctly stronger, with sales growth of 57.5%. Global shipment figures rose by 17% relative to the previous year. The successful integration of Weiss-Röhlig India into Gebrüder Weiss’ global network in 2010 was very important for us. In addition, a new operating location was opened in Atlanta, as well as two new locations in China. Excellence as a goal. GW not only moves goods and data, but also people in touch with the Orange network, both internally and externally. Forward-looking actions and innovative ideas form the basis for value-added solutions. As a logistics specialist, GW optimises and manages global supply chains. Its top priority here is service excellence.
9 4.1 / 4.2 / 4.3 / 4.4
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. GW’s 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 over and over again leads to innovations and above average commitment. Outstanding commitment. On 12 October 2010, GW was honoured in Vienna with the Austrian Coat of Arms as an officially recognised training organisation for its outstanding achievements in apprentice training. At federal state level, various GW branches had already been honoured with the “Excellent Training Company” award on several occasions.
Top rating for solvency. GW received the top rating for financial strength and creditworthiness, as one of only 5% of all Austrian companies, placing it among the “Top Rated Companiesâ€?. The assessment by the renowned ratings agency Dun & Bradstreet was unequivocal with the highest rating: 1. On 21 December 2010, Wolfram Senger-Weiss and Wolfgang Niessner received the D&B Rating Certificate at the Maria Lanzendorf branch. The internationally recognised certificate is proof of the stable company situation and the excellent payment behaviour of GebrĂźder Weiss.
Economic 4.1 / 4.2 / 4.3 / 4.4 / 4.5 / 4.6 / 4.8 / 4.10
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 is appointed by the Central Works Council, which represents the employees in the highest management body of the company and can submit employee recommendations. 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. 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. 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 senior management directly at any time, including outside these meetings.
13 4.8 / 5
Living values Gebrßder 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. The orange way of Independence. We can look back on a long history as an independent family firm. We have a solid basis and are constantly developing. Our independence enables us to determine the direction and speed of our own development. Long-standing partnerships enrich our network. The current and future requirements of our customers, who can rely on GW’s efficiency, are at the centre of our considerations.
The orange way of Sustainability. We want and need sustainable success in order to ensure that we remain competitive through investment and innovation. We are also conscious of our 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. Our distinctive company profile stands out both internally and externally. Our highly professional approach is demonstrated by our above average commitment to, engagement with and respect for our customers and for all employees. Exceptional identification arises from loyalty, willingness to learn and trust. GW is valuable because it lives these values. The orange way of Service Excellence. Our aim is to inspire our customers. Therefore, the basis of our daily work is exceptional quality of service. With a seamless organisation extending across national borders, we have created optimum conditions. Our employees excel in competence and a solution-oriented approach. We constantly strive to improve, and we proactively shape our future.
Economic
c So
iro nm en tal
4.7 / 4.9 / 5
En v
ial
Economic
Sustainably anchored At Gebrßder 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. 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 Gebrßder 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 2010 the foundation was laid for a CO2 calculator, which in the future will allow the CO2 footprint of each consignment to be shown.
15 4.14 / 4.15 / 4.16 / 4.17 / PR 8
Close networking 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 demand postures. 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 in this regard. 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, our website offers various additional options for interaction, such as Track & Trace. Thanks to the involvement of the various stakeholder groups and information exchange with them, in 2010 no objections were raised and no unclarified questions were reported. Well informed. 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 an annual basis in its annual and financial reports. 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 2010.
Environmental
Environmental
Long-standing environmental management Environmental protection has been an area of responsibility within the group since 1993. 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 Sofia 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.
Transnational fostering of young talent. The 2010 Trainee Camp took place at the Salzburger Postalm on 2–5 June, with 45 trainees from GW branches in Austria, Germany and Switzerland. There they got acquainted with each other, solved tasks together, and personally met CEO Wolfgang Niessner on the last day. Teams of trainees mastered the diversified programme on the high rope course and the climbing wall. The most important task lay in store for them at the end: drafting a presentation. Split into four groups, they tackled the challenge of presenting the four GW values (Sustainability, Commitment, Service Excellence and Independence) to the CEO (who went there to meet them) and four other branch managers, who were enthusiastic with the results.
Team spirit, reliability, courage and proactive communication were necessary for mastering the climbing wall. These values accompany the everyday activities of the trainees.
Environmental EN 4 / 4.9 Indirect energy consumption, broken down by primary sources (44,140 GJ) A Nuclear power 30% B Fossil fuels 43% C Renewable energies 26%
A
C
B
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% relative to the previous year; reduction of paper consumption in number of sheets per consignment by 5% relative to the previous year; reduction of paper consumption in number of sheets per employee by 5% relative to the previous year. During the 2009/10 reporting period, two of the three targets were not achieved. A major reason for failing to reach these targets was the sharp increase in the number of shipments executed by GW during the 2010 reporting period. 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 year.
2009
2010
5.0
5.9
12,987.2
11,756.0
3,341.9
3,077.9
-5.18%
Paper consumption/consignment in number of items
10.47%
Paper consumption/employee in number of items
8.58%
Energy consumption/employee in kWh
GW Group Environmental Figures
21
Environmental EN 8
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 checking the use of key resources. Setting long-term goals. 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.
2009
2010
1.119.439
1.464.002
45.686
44.548
48.145.314
44.102.646
128.870
120.087
1.265.431
927.803
1.435.798
827.139
12.388.780
11.546.823
-23.54%
Waste: solids
* GW‘s total water consumption is covered by municipal water utilities (EN 8)
+2.55%
* Water in m3
+9.12%
Paper in number of items
+5.86%
Heating oil in l
+36.39%
Gas in m3
+73.59%
District heating in kWh
+7.29%
Electricity in kWh
Figures on GW group consumption of resources
23
The climate neutral facility in Wรถrgl is the first in Austria. Even the selection of the building materials for the logistics facility constructed in Wรถrgl in 2010 was guided by a climate neutral perspective. The new hall was built entirely using wood frame construction, thereby avoiding the CO 2 emissions associated with commonly used metal panels. In addition, a heat pump was used to provide an energy-efficient source of heat, reducing emissions of global warming gases by around 59 tonnes per year. These structural measures to reduce CO 2 emissions were rounded off by the conversion of the entire logistics facility to renewable energy. Overall, they will result in annual CO 2 savings of around 90 tonnes.
25
Environmental EN 11 / EN 22 / EN 28
Guaranteed quality Sustainable handling of the available resources is a significant aspect of GW’s environmental protection. Improvement of fuel efficiency has the highest priority, together with the reduction of the resulting global warming gasses. Ongoing network optimisation and implementation of innovative transport solutions continue to be important components. Through measures which have already been implemented and ongoing improvements, GW has succeeded in improving efficiency and setting the course for a future with a small resource footprint. Our 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. In addition, none of the logistics facilities owned by the Gebrüder Weiss group are located within or adjacent to a protected area. They are exclusively situated in locations with favourable infrastructure environments. Saving through smart driving. Under the name “eco driving”, GW has held multi-day driving camps on a broad basis for the last four years, in order to teach environmentally friendly and safe driving habits. The aim is to constantly increase the efficiency of its transport networks by using available capacity more effectively. It is common knowledge that fuel consumption and the associated emissions depend both on the distance travelled and on driving style.
2009
2010
4,257.00
4,203.00
2,951.00
3,135.04
69,473.00
42,593.61
16.0
4,238.39
680.00
510.00
1,119,439.77
1,464,001.55
Equipment/vehicles in t
Dangerous equipment in t
Hazardous liquid waste in m3
Hazardous solid waste in t
Liquid waste in m3
Solid waste in t
GW group: Breakdown of types of waste
27
Environmental EN 30 / 4.11
No. 1 in Austria The cornerstone for the first Austrian climate-neutral logistics hall in WĂśrgl was laid in 2010. The new logistics hall provides 1,300 m2 of new handling and dispatching space, together with an additional cold store with 150 pallet spaces, which were put into operation in February 2011. Even before the first spade entered the ground, a carbon neutral approach was taken to climate protection. All CO 2 emissions arising from the construction and operation of the logistics hall were initially determined by a project partner and analysed for their reduction potential. In a subsequent step, reductions in emissions or the neutralisation of unavoidable global warming gases were implemented via certified climate protection projects. In order to be able to execute this multi-stage process professionally and transparently, GebrĂźder Weiss decided to cooperate with ClimatePartner Austria GmbH. The climate neutral architecture will result in annual CO 2 savings of around 90 tonnes. Investment with vision. In 2010, a total of 1,240,000 euros were invested in the area of the environment. These investments included 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 such as 500 trees for Planet for the Planet, and amounts in the six-figure range for new projects such as the climate neutral hall in WĂśrgl. GW essentially 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 an investment and environmental pollution.
Keeping our history alive. After three years of work, the WeissBook³ was published in June 2010. In 280 pages it describes the history of Gebrüder Weiss, spanning more than 500 years, from its origins as a transalpine courier service in the early modern era to its present form as a global logistics group. In addition, the book illuminates the roots of the transport company and the close symbiosis between production, trade and transport, extending from the establishment of the transport and logistics company to highly personal views on the Gebrüder Weiss Group. In this way, the history of Gebrüder Weiss has become a living part of the present.
Heidi and Paul Senger-Weiss present the WeissBook³ to the Provincial Governor of Vorarlberg, Dr Herbert Sausgruber (left).
Social
Social
Setting an example for responsibility For Gebr端der 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, Gebr端der 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 Gebr端der 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.
2009
3,919
4,077
165
175
2,488
2,575
1,266
1,327
2010 Total workforce
Apprentices
White-collar workers
Blue-collar workers
Average staff numbers (FTE). During the reporting period, 93.5% of employees were employed full-time (previous year 93.8%).
Total workforce by employment type
33
Social LA 1 / LA 2 / LA 7 HU RO BG SI HR AT CH DE CZ SK
Days of absence per capita by region AT 9.9 CH 7.1 DE 7.9 CZ 9.8 SK 3.2 HU 10.0 RO 6.4 BG 6.9 SI 8.8 HR 2.2
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 2009 and 2010, absenteeism due to illness and accidents fell from 9.6 to 9.0 days per capita. In the reporting period there have been no work-related fatalities. There is currently no reporting on injuries and occupational diseases. 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, Gebr端der Weiss offers its employees positions that foster the development of their personal strengths and interests. Between 2009 and 2010, staff turnover in Austria, Germany, the Czech Republic, Slovakia, Hungary, Romania, Bulgaria, Serbia, Croatia and Switzerland dropped from 22.0% to 21.6%.
35
A
B
Breakdown of departures by gender A Men 72% B Women 28%
C
E
Breakdown of departures by age group C Under 30 48% D 30 to 50 43% E Over 50 9%
D
AT CZ DE CH HU SK RO HR BG SI
Proportion of workers by region AT 64% CZ 7.7% DE 5.5% CH 5.5% HU 4.6% SK 4.6% RO 4.6% HR 1.6% BG 0.9% SI 0.8%
Social LA 10 / LA 12 / EC 3 / HR 4 / EC 7 Employment of local employees in the extended GW management team A local 93.2% B non-local 6.8% * of which women 9.1%
B
A
*
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 the area. 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 2010, the cost of training activities amounted to approximately 1.7 million euros (previous year: 1.4 million euros). 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. In this regard, there were no cases of discrimination during the reporting period. 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 is a significant success factor. In this regard, 67.7% of the employees received a performance assessment in 2010. 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.
2009
2010
44,712
39,635
7,917
3,665
31,925
32,981
4,870
2,990
Total hours
Apprentices
White-collar workers
Blue-collar workers
Hours of training by employment type
37
Social SO 2 / SO 5 / SO 7 / 4.12 / 4.13
Targeted commitment Gebrüder Weiss is conscious of its national and international responsibilities and is therefore an active member of the Bundesvereinigung Logistik Österreich [Austrian Federal Logistics Association] and the Zentralverband Spedition und Logistik [Central Association for Freight Forwarding and Logistics]. In this connection, 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. In addition, 29.6% of the business areas were audited internally for corruption risk in 2010. Note. 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 connection with their activities in a period up to 2007. 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. Gebrüder Weiss submitted a corresponding reply to the appeal on 26 April 2011, within the statutory four-week period. At the time of printing this sustainability report, the Austrian Supreme Court had not yet reached a decision.
39 EC 3
Perceptible added value for employees Gebr端der Weiss offers a company old-age pension to all of its employees in Austria with three years of company service, based on two pillars: a pension fund and an insurance policy. With the first option, Gebr端der Weiss pays a fixed amount to the pension fund chosen by the company and the works council for each participating employee, regardless of salary. Employees also have the option of converting wage or salary increases into employer contributions, thereby obtaining a tax advantage. With the insurance policy option, the employee and the employer make monthly premium payments. With this option, the employee also enjoys a major advantage relative to a private pension plan. In 2010, the level of participation in this voluntary system by qualifying employees was 41.88% (previous year: 44.9%). A similar system also exists in Germany and Hungary, where employees have the option of allocating a portion of their gross salary to a pension plan. In the 2010 financial year, there was no voluntary company old age pension plan in the other countries. 1.3 million in non-statutory fringe benefits. In 2010, expenditures on non-statutory fringe benefits and benefits in kind amounted to approximately 1.3 million euros (excluding old age pensions), compared to 1.1 million euros in the previous year. Depending on the local situation, these benefits include health care in the form of the employment of company doctors, vaccinations, non-smoker seminars, contributions to fitness club budgets, organisation of company outings and parties, anniversary gifts for employees, gift certificates on various occasions (marriages, births, Christmas), staff canteen bonuses, retirement gifts and water dispensers.
Social LA 4 / HR 5
Commitment to better social conditions Freedom of assembly is a human right written into international declarations and conventions. Collective bargaining is an important form of inclusion of stakeholders, since it creates an institutional framework and thereby makes an important contribution to a stable society. Collective agreements are an instrument used by all concerned parties to promote collective efforts to improve social conditions. The percentage of employees covered by collective agreements within an organisation is an indicator of the importance of freedom of assembly. Gebrßder 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 a collective agreement was introduced in Croatia and Slovenia in 2009, GW implemented this for all of its employees. In Austria and Germany, all of the employees are included in the collective agreement. As soon as a collective agreement is introduced in Switzerland, the Czech Republic, Slovakia, Hungary, Romania and Bulgaria, GW will adopt it. In this connection, 72% of GW’s employees were covered by a collective agreement in 2010. Morally and legally 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 GW, 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.
An outstanding training company. On 12 October 2010, Gebrüder Weiss was awarded the Austrian federal coat of arms as a nationally recognised training company for its outstanding achievements in training apprentices. At federal state level, several GW branches had already received the distinction of “Excellent Training Company” in the past. Training of apprentices is particularly important for GW. GW’s trainees are supervised by trainers and mentors during their entire training period and take part in a broad range of professional and personal training activities. Trainees are taken seriously at GW from the first day onwards and can rest assured that numerous opportunities for professional development await them at the conclusion of their apprenticeship.
In October, GW was awarded the Austrian federal coat of arms in recognition of its outstanding training achievements.
Logistics partner in Salzburg. In 2010, GW was for the third time the logistics partner of the Salzburger AMREF Marathon for the benefit of the African Medical and Research Foundation, which despite the rainy weather had a record number of participants. GW handled the procurement and maintenance logistics free of charge, ensuring smooth execution. GW road semi-trailers served as a stage for musical support during the run. Among the women, Viola Bor Chepting (photo) bettered the record time for the 42.195 km course by around seven minutes, crossing the finish line at 2:39:34. 16,000 euros of the proceeds from the event were donated to AMREF for health projects in South Sudan and the Outreach projects of the Flying Doctors.
43
3.13
45
3.12
GRI CONTENT INDEX GRI Application Level B+ pages
1.1 1.2
Strategy and Analysis Report Content 3 Impacts, Risks and Opportunities 3
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
Organisation Profile Name of the Organisation 6 Primary Brands, Products and Services 8 Operational Structure 6 Location of Headquarters 6 Countries with major Business Operations 6, 8 Nature of Ownership 6 Markets served 8 Scale of the Organisation 6 Significant Changes during the Reporting Period 6, 8 Awards received 8 Reporting Parameters Reporting Period 45 Date of Most Recent Previous Report 45 Reporting Cycle 45 Contact Point for Questions regarding the Report 45 Process for defining Report Content 3, 45 Boundary of the Report 45 Limitations on Scope and/or Report Boundary 45 Joint Ventures, Subsidiaries, Outsourcing 45 Data Measurement Techniques 45 Changes in the Representation of Information relative to Previous Reports 45 Changes in the Scope, Reporting Limits or Methods of Measurement 45 GRI Content Index 46, 47 External Verification of Data 44 Governance, Commitments and Engagement Governance Structure 9, 12 Independence of the Members of the Supervisory Board 9, 12 Controlling Body or independent Members of the Company Management 9, 12 Mechanisms for Recommendations by Shareholders and Employees to the Management Board 9, 12 Remuneration of Management Board linked to Business Performance 12 Processes to avoid Conflicts of Interest 12 Expertise of the Highest Governance Body in Terms of Sustainability 14 Corporate Policy, Core Values and Codes of Conduct 12, 13 Monitoring of Sustainability Processes by the Management/Supervisory Board 14, 20 Auditing of the Management Board’s Performance 12 Implementation of Precautionary Principle 28 Support of External Initiatives 38
47
3.1 until 3.11
Reporting Parameters This report relates to the 2010 reporting period and is drawn up on an annual basis. The first sustainability report was published in June 2008, and since 2009 Gebr端der Weiss has reported pursuant to GRI standards. The presentation of the data has not been altered, but instead extended from GRI reporting level C to level B+ according to the GRI reporting requirements. Report contents are selected on the basis of our company values and the expectations of defined stakeholders. 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 is available as a contact person.
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4.13 4.14 4.15 4.16 4.17 5 DMA EC EC3 EC7
Membership in Associations and Interest Groups Stakeholder Groups engaged by the Organisation Selection of Stakeholders Approaches to Stakeholder Engagement (Type/Frequency) Position on Key Concerns of Stakeholders Management Approach
38 15 15 15 15 13, 14
DMA EN EN4 EN8 EN11 EN22 EN28 EN30
Environment Management Approach 13, 14 Indirect Energy Consumption by Primary Sources 20 Total Water Withdrawal by Source 22 Surface Area used in Protected Areas 26 Total Weight of Waste by Type and Disposal Method 26 Fines for Non-Compliance with Environment Laws and Regulations 26 Environmental Protection Expenditures and Investments 28
DMA HR HR4 HR5 DMA LA LA1 LA2 LA4 LA7 LA10 LA12
Human Rights Management Approach 13, 14 Number of Incidents of Discrimination and Actions taken 36 Operations endangering Freedom of Association and collective Bargaining and Actions taken 40
DMA SO SO2 SO5 SO7
Society Management Approach 13, 14 Business Units analyzed for Corruption Risk 38 Participation in Public Policy Development and Lobbying 38 Competition Lawsuits 38
DMA PR PR8
Product Responsibility Management Approach 13, 14 Compliance to Customer Data Privacy 15
Economic Indicators Management Approach 13, 14 Employee Benefit Plan 36, 39 Proportion of Management hired from Local Community 36
Labour Practices and decent Work Management Approach 13, 14 Total Workforce by Employment Type and Region 34 Employee Turnover by Age Group, Gender, Region 34 Employees covered by Collective Agreements 40 Injuries, Absences and Fatalities 34 Average Hours of Training per Year per Employee 36 Number of Employees receiving regular Performance Reviews 36
Impressum Gebrüder Weiss Gesellschaft m.b.H. Bundesstraße 110 6923 Lauterach Österreich Project Management Peter Waldenberger Project Team Sina Balke-Juhn Peter Koller Thomas Konrad Editing Sina Balke-Juhn Peter Koller Photography Adolf Bereuter (Page 2) Markus Gmeiner (Page 10/11) Huber Images (Page 24/25) SAM/Reinhart (Page 42/43) Alle anderen Fotos: GW-Archiv Design Andreas Haselwanter Editorial Office Renée Lormans Translation Xplanation Language Services NV Druck Buchdruckerei Lustenau
GebrĂźder Weiss Gesellschaft m.b.H. BundesstraĂ&#x;e 110 6923 Lauterach Austria T +43.5574.696.0 F +43.5.9006.2609 service@gw-world.com