O U R S U S TA I N A B I L I T Y W O R K
5
O U R S U S TA I N A B I L I T Y W O R K Our financial goals for the Group are an
characterise the XANO spirit, which is based
sible, within the framework of their area of
annual organic growth above the general
on the Group’s origins in the southern
responsibility and their authorisation, for
market trend, a profit margin of at least 8 per
Swedish province of Småland. The most
the preparation and implementing of action
cent and an equity/assets ratio exceeding
important common denominator for the
plans as well as the following up of goals.
30 per cent. In order to achieve profitable
Group’s companies is entrepreneurial spirit
Those companies that did not already have
growth, it is necessary to employ sustainable
with a strong drive. The companies have flat
a dedicated sustainability coordinator have
enterprise through resource optimisation and
organisations with rapid decision-making
appointed one during 2019.
efficiency at every stage. This is a natural way
paths and short times before arriving at solu-
of working for XANO, and the sustainability
tions. Leadership is down-to-earth and close
work has consequently always been at the
at hand, and specifies clear demands for the
POLICIES, GUIDELINES & PROCEDURES
heart of the Group’s operations.
involvement of all employees. The working
XANO’s sustainability work is based on the
climate and stakeholder relations are charac-
Group’s sustainability policy. This is grounded
terised by openness and a high ceiling.
on the UN’s Global Compact, which encom-
Prior to our first sustainability report, which related to 2017, we introduced a number of Group-wide procedures aimed at sys-
We believe that strong relations lead to
passes ten principles based on the UN’s Decla-
tematising the work and reinforcing corporate
success, which is the reason behind our long-
ration of Human Rights, the ILO’s fundamental
governance in respect of sustainability. We
term investments in our companies. This pro-
conventions on human rights at work, the Rio
wanted to obtain a combined picture of the
vides each unit with opportunities to develop
Declaration and the UN’s Convention against
sustainability activities in our companies, and
its own resources optimally. With genuine
Corruption.
we developed a central sustainability policy
technical know-how, we also have the condi-
Since 2014, a Group-wide code of
that all the units implemented. At the same,
tions to develop and use new machinery and
conduct describing in general terms the rules
we launched the process of incorporating the
methods in a manner that contributes to
that apply to the Group’s companies and
sustainability aspects in each Group company’s
more efficient manufacturing and sustainable
employees was adopted. The code is based on
business plan. In 2018, the Board of Directors
products.
the UN’s Global Compact, the UN’s Convention on the Rights of the Child, the Swedish
adopted a sustainability strategy that describes the overall focus of the ongoing work. Fur-
DIVISION OF RESPONSIBILITIES
Anti-Corruption Institute’s economic code,
thermore, directional goals were formulated
All employees in the organisation are covered
national legislation as well as basic environ-
relating to improvements with selected areas
by our shared responsibility for the Group’s
mental, health and safety requirements. All
in respect of personnel and the environment.
sustainability work. We all have to take part
employees should study this, and the aim is
The task for the individual Group companies
and contribute to sustainable development.
for it to be part of all employment contracts in
is, on the basis of the common guidelines, to
From an organisational perspective,
formulate their own quantified goals regard-
the Board of Directors is responsible for
ing materiality and business benefits.
the preparation of the sustainability report.
oped during 2018, the aim being for each
During 2019, we have conducted risk
Furthermore, the Board is responsible for the
Group company’s 20 largest suppliers to have
analyses, stakeholder analyses and materiality
targets, vision and strategy linked to XANO’s
signed up to it during 2019. This interim goal
analyses from a sustainability perspective. The
sustainability work and, together with the
has not been fully achieved, but we are still
purpose was to identify areas of focus and to
Group management, also for the sustainability
working to ensure that all long-term suppliers
delimit the direction of future activities.
policy.
have signed the code at the latest by the
During 2020, our companies will be
The Group’s CEO has ultimate responsi-
the long term. A Group-wide supplier code was devel-
end of 2020. Some suppliers refer to their
continuing to focus on those issues that they
bility for compliance with the sustainability
own codes of conduct, and if the values in
themselves and their respective stakeholders
strategy, and the Group-wide sustainability
these correspond with the Group’s values, we
view as most pressing. At Group level, we will
work is conducted by the Group manage-
equate this with acceptance of our own code.
be further developing the follow-up process
ment. In conjunction with the annual business
The Group’s companies have a number
and clarifying the procedures regarding report-
plan process, the responsibility for producing a
of business-specific policies, guidelines and
ing data in respect of selected sustainability
company-specific sustainability strategy as well
procedures that are based on the Group-wide
indicators.
as for the fulfilment of goals is delegated to
code of conduct and that reflect the values
each company’s CEO, who is also responsible
established therein. Company-specific policies
THE XANO SPIRIT
for ensuring that the sustainability policy is
exist in areas such as communication, working
Our core values – entrepreneurial drive, long-
followed. At the request of each company’s
environment, the environment, equal treat-
term thinking and technical know-how –
CEO, managers and employees are respon-
ment and anti-corruption.
2 019 / X A N O
