GW Sustainability Report 2009

Page 1

Sustainability report 2009



16 30

Foreword

Environmental

Social

Economic

3 4


3

Sustainability - alongside independence, commitment and service excellence - represents a core value of GW. This report expands on the three dimensions of sustainability: economics, environment and social responsibility. The logistics sector must accept the growing challenge of developing competition oriented concepts for ever more complex procurement, storage and distribution processes using resource-conserving technologies. With the confidence of customers and partners, the commitment of well-trained staff and the support of all of the „stakeholders“, it is possible to be successful in a way which is beneficial to the environment and society, which promotes further investment and innovation and which guarantees or creates employment with an outstanding employer.

Foreword

Wolfgang Niessner, MBA CEO GebrĂźder Weiss Holding AG


Economic


Economic

7

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. Starting from its home markets, the Alpine-Danube region, as well as Asia and North America, GW develops sector- and client-specific transport and logistics solutions, which allow the seamless transition of production, business and transport processes. Gebrüder Weiss is Austria‘s largest privately-owned transport and logistics company, which is 100% owned by the Weiss and Jerie families. The Group, with headquarters in Lauterach (Vorarlberg), has about 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. Consistently in the black. With intensive marketing and targeted cost management Gebrüder Weiss has managed to deal with the difficult economic conditions and in 2009, again achieved a positive result. Net sales amounted to EUR 830.2 million. Despite this decline in sales, the equity ratio was once again increased, and is now significantly above 50%, placing the company on a sound financial basis. Capital investments and company acquisitions valued at EUR 38.6 million were carried through as planned, despite the crisis. Cash flow is lower than the values of previous years, but remains higher than investment.

By virtue of its solid financial basis, Gebrüder Weiss is independent and strategically oriented towards sustainable success. The achievement of long-term goals takes clear priority over the maximising of quarterly results. We put particular emphasis on being pro-active, as well as on the ability to find solutions and implement them, since these factors – together with our power of innovation – are decisive in maintaining and extending our competitiveness.


Economic

9

Sustainability is firmly anchored in Gebrüder Weiss‘ thinking and action.

GW‘s Board of Directors (from left to right): Peter Kloiber, Wolfram Senger-Weiss, Heinz Senger-Weiss, Wolfgang Niessner (CEO)


Economic

11

2.2 / 2.5 / 2.7 / 2.9 / 2.10

A long-term investment course The GW vision builds on the independence of the company. The guiding principle for each decision is the long-term nature of the target. For this reason, at GW, we think in terms of generations rather than quarters. Against this background, the difficult financial year of 2009 was also characterised by important investments in Central, Eastern and Southern Europe. For GW, important expansion steps in South Eastern Europe were the acquisition of the established freight forwarder and logistics company Eurocargo in Serbia, the completion of the EUR 15 million terminal in Bucharest and the foundation of the company’s first branch in Macedonia. In addition, in Senec, Slovakia, the first steps were taken with the construction of the new logistics terminal, which was commissioned at the start of 2010. In the Czech Republic, GW successfully acquired and integrated the land transport activities of its long-standing partner Hellman Worldwide Logistics. Further acquisitions were completed in Switzerland (Desca Trans AG and MSV Verzollungen GmbH) and in Germany (Maier und Hilbrand OHG). In Austria, with the commissioning of the new EUR 8.5 million logistics terminal in Maria Saal, Gebrüder Weiss has created the capacity which it needs to become the leading logistics provider in Carinthia. Its global air and sea freight network was also substantially strengthened with the establishment of local companies in Thailand and India. Top priority: Service Excellence. GW not only moves goods and data, but also people who are in contact with the Orange network, whether internally or externally. Advanced action and innovative ideas form the basis for value-added solutions. As a logistics specialist, GW optimises and controls global supply chains. The top priority on this matter is service excellence.

Clever concepts The comprehensive range of services of the Gebrüder Weiss group offers numerous possibilities for tailor-made logistics solutions, which may be customised to the individual needs of customers. From Basel to Bucharest, the company has a dense network of branches and locations with a comprehensive distribution system, extensive logistics services and the most modern IT infrastructure. GW pursues the goal not of being the largest supplier, but of providing the best quality. This basic idea influences each of the four main business areas: land transport, air and sea freight, logistics solutions and courier and parcel transport and is an integral component of GW‘s culture, which over and over again leads to innovation and above-average commitment. Excellent Commitment. In 2008, GW distinguished itself on multiple occasions for innovative and environmentally friendly transport solutions. Since January 2008, GW has been operating the Orange Combi Cargo (OCC) as an exclusive daily block train between Vienna and Bludenz, stopping at Hall in Tyrol. Since then, some 60 truck journeys per day and 9,000 tonnes of CO2 per year have been saved using this multi-modal solution. In May 2008, GW was honoured for this with the TRIGOS Award and in November 2008 with the Austrian State Prize. In 2009, GW extended this transport solution to a further track.


Economic 4.1 / 4.2 / 4.3 / 4.4 / 4.14

Transparent Management Structure The fortunes of the company are managed by a four-man board under a CEO. The members of the management are appointed by an independent Supervisory Board, the Chairman of which is not active in the management of the company. A third of the Supervisory Board is appointed by the central works council, through which employees are represented in the highest management body of the company and can submit their recommendations. Beside the sessions of the Supervisory Board, there are two meetings per year between the central works council and the Board of Directors. Employees also have the opportunity to address their ideas and suggestions directly to the Board of Directors or to communicate these indirectly through their superiors. For the management of Gebrüder Weiss, a constructive climate of dialogue with employee representatives is natural. Due to the economic crisis, in 2009, the Board and the works council campaigned together for the creation of the industry foundation called Ausped III. Valuing staff forms a cornerstone of the company‘s corporate targets, defined as: internationalisation, promotion of junior executives, annual dialogues with employees, training activities, rewarding of suggestions for improvement and a high degree of participation in the company‘s pensions plan. Direct line. In accordance with the Articles of Association 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 scheduled once a year. In a family business like Gebrüder Weiss, shareholders may also contact the members of the Supervisory Board and the management directly at any time, including outside these sessions.

13

Employees have the opportunity to address their ideas and suggestions directly to the Board of Directors or to communicate these indirectly through their superiors.


Economic 4.14 / 4.15

Constant Dialogue Communication plays an important role at Gebrüder Weiss. The provision of information and exchanges with individual reference groups are adjusted to the respective information requirements as well as to their special attitude with regard to demands. The channels of Gebrüder Weiss‘ communication system are integrated: group-specific information from different channels is not considered separately but in a complimentary way, so that added value information is created. Against this background, particularly important groups of stakeholders are specifically addressed. For internal reference groups, current information is available on a daily basis through the company Intranet, as well as through the quarterly employee magazine WeissBlatt, which is also addressed to employee family members. All significant external reference groups, customers, partners, suppliers, neighbouring communities and competitors can gain a comprehensive overview of the company, its range of services, products and solutions through the website, www.gw-world.com. For selected reference groups, such as media representatives and potential employees, additional detailed information is provided. For customers, our homepage offers various additional opportunities for interaction, such as Track & Trace. A variety of information. The targeted provision of information is illustrated through the broad portfolio of company publications, in which both professional and regional requirements 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 through regular customer newsletters. Specialised units of the group extend and complete the range with their own publications. Due to the increasing relevance of the issue of sustainability, Gebrüder Weiss considers that this report is of interest to all of the reference groups mentioned above.

15


Environmental


Environmental

At GebrĂźder Weiss, corporate responsibility is also understood in the sense of active environmental protection. To this end, resource-saving solutions, alternative concepts and measures which consider the requirements of present and future generations play an important role. Both in its operations and in its strategic orientation, a meaningful interaction between economic and ecological factors is promoted. We play a pioneering role here in the areas of transport, energy and technology.

19

35 A long-standing commitment Environmental protection has been a central issue within the group since 1993. Ten years later GW was certified according to the international environmental management standard ISO 14001. In the meantime, environment and quality management have been incorporated into the land transport product area. From the beginning until today, the number of environmental managers in the branch offices has increased fivefold. Today, more than 35 managers from Basel to Sofia attend multi-day meetings, characterised by an exchange of experiences and a transfer of knowledge. The environmental managers bring „green thinking“ deeper into the organisation. Through their own initiatives, they repeatedly take new steps to economise on energy and greenhouse gases in the daily routine within their branches.


Environmental

21

-10.58%

Paper consumption/consignment in number of items

-12.35%

C

Paper consumption/employee in number of items

B

-0.88%

A

GW Group Environmental Figures

Indirect energy consumption, broken down by primary sources A Nuclear power 13% B Fossil fuels 29% C Renewable energies 58%

Energy consumption/employee in kWh

EN 4

5.3

5.9

11,756.0

2009

13,412.2

2008

3,077.9

Consistently negative. It is the declared aim of Gebr端der Weiss to adapt consumption to the respective requirements through economical and sensible handling, 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. Technology, such as intelligent building technology, provides support to economise energy consumption for heating and lighting.

3,105.2

Measurable success Since 2006, environmental targets have been documented in a centrally created database. Measurements are made in various areas and widely communicated both within group management and at employee level. Three targets from the environmental area are firmly defined as an integrated component of the corporate targets: reduction of electricity consumption per employee in kWh by 5% relative to the previous year; reduction of paper consumption by number of sheets per consignment by 5% relative to the previous year; reduction of paper consumption by number of sheets per employee by 5% relative to the previous year. During the 2009 reporting period, two of the three targets were achieved or exceeded by a wide margin. In its selection of primary energy sources as well, Gebr端der Weiss seeks a balance.


Environmental

23

-7.04%

Waste: solids

+13.83%

* GW‘s total water consumption is covered by municipal water utilities (EN 8)

* Water in m3

-12.72%

Paper in number of items

-1.37%

Heating oil in l

+70.63%

Gas in m3

-8.63%

District heating in kWh

-1.29%

Electricity in kWh

Figures on GW group consumption of resources

EN 8

1,464,002

1,574,930

44,548

39,135

44,102,646

50,528,469

120,087

121,736

927,803

543,747

827,139

2009

905,259

2008

11,546,823

Setting long-term goals. Group management targets guarantee that ecological criteria have more influence on the expansion of GW’s vehicle fleet. A rule holds for the entire company that only the current highest “EURO 5” or “EEV” classes of heavy goods vehicles are considered for new purchases. In materials and cargo handling technology 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.

11,698,223

An integrated approach The increasing importance of environmental management for Gebrüder Weiss is also illustrated in the company‘s best performance ranking „Challenger of the Year“. The achievement and implementation of environmental targets and measures has been considered an evaluation component of this challenge since 2008. In parallel, the content of the internal audit has been extended to environmental management aspects. Local environmental measures are also checked at each location during the audit. Against this background, the consumption of key resources is also monitored.


Environmental

25

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

EN 28 / EN 11 / EN 22

4.2

1.3

3.1

5.2

42.6

62.5

4.2

0.7

0.5

2009

0.1

2008

1,464.0

Saving through smart driving. Under the title “eco driving”, GW has held multi-day driving camps on a broad basis in order to disseminate environmentally friendly and safe driving behaviour. The aim is to improve our transport network in a consistent way, by using available capacity more efficiently. It is common knowledge that it is not only the distance travelled and the associated emissions which are responsible for fuel consumption, but also the way of driving.

1,574.9

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 greenhouse gases which it causes. The ongoing optimisation of the network, as well as the implementation of innovative transport solutions, are and remain important components. Through measures which have already been implemented and ongoing improvements, GW has succeeded in improving efficiency and setting the course for a resource-saving future. A declared belief in quality assurance as well as in environmentally compatible and sustainably responsible action is demonstrated through certificates in the fields of quality and environmental management. Environmental management goals are set in writing and formulated pursuant to ISO 14001. GW adheres to all existing environmental constraints and laws and does not contravene any regulation. In addition, none of the logistics facilities owned by the Gebrüder Weiss group is located within or adjacent to a protected area, but are exclusively in suitable locations for our business activities.


Environmental

Paperless freight forwarding For local traffic, significant reductions in paper consumption were achieved through Mobkom scanning in the delivery area. A further step in the direction of paperless freight forwarding is paperless claims settlement and the comprehensive deployment of various services which support this project. Customers can issue orders over the Internet via iOrder and invoicing data can be exchanged electronically via eFactura. Toners and printers are monitored more closely on-site with a view to use and efficiency. At the same time, GW offers regular training for employees in order to strengthen awareness of individual measures. The awareness raising measures range from handbooks and contributions to company publications and the Intranet to actual training on environmental issues. Savings potential on the tracks. With the primary aim of operating in a cost-effective and environmentally friendly way, individual branches also implement a variety of local measures, besides the stipulations of the group. These range from motion detectors in the corridors and toilets to the optimisation of electricity use through the deployment of several lighting circuits. Others are pioneers in renewable energies: in 2007, GW Memmingen commissioned a photovoltaic facility of over 1,000 m² on the roof of the warehouse and generates about 134,000 kWh of “green” electricity per year. GW also deployed so-called “energy detectives” in order to identify energy saving potential and to advise on practical implementation with professional know-how.

27

Within the context of the permanent further development of information technology, Gebrüder Weiss‘ IT team develops solutions which save both paper and electricity.


Environmental

Resource-saving solutions, alternative concepts and measures which consider the needs of present and future generations play an important role within GW.

29


Social


Social

At Gebrüder Weiss, social sustainability finds its immediate expression through the experience of responsibility. We are a reliable partner and employer for both internal and external reference groups. Employees are both challenged and promoted in equal measure. Support for charitable organisations through donations and sponsorship activities is deeply rooted in our corporate culture.

33

CSR The experience of responsibility For Gebrüder Weiss, CSR (Corporate Social Responsibility) means joint responsibility for the beneficial development of the social environment in which it operates as a company. Our joint responsibility is mirrored in our accomplishments in the environmental and social fields, and in contributions to the improvement of quality of life which add to the sustainable development of society. Gebrüder Weiss‘ worldwide staff are evidently a priority for it, with their safety and satisfaction in first place. But giving something back to society, providing help and sharing is a natural priority for GW. Specifically because Gebrüder Weiss is a long-standing family company, it sees itself as responsible for defining and living values as a foundation for its dealings with individuals, both within and outside the company.


Social

35

2009

Apprentices

Total workforce 4,077

2008

4,150

Individual life and career routes. Within the GW group, career paths are shaped by skills and expertise. New ventures and plans form part of daily tasks. For this reason, during your professional career with Gebr端der Weiss, you will be offered positions which further promote your personal strengths and interests. Against this background, despite the tense economic situation, from 2008 to 2009, staff turnover in Austria, Germany, the Czech Republic, Slovakia, Hungary, Romania, Bulgaria, Serbia, Croatia and Switzerland fell from 22.4% to 22%.

175

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 - 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 employees also transcends frontiers, as they invite their colleagues to take part in a broad range of health-promoting activities. These measures are not only supported by the branch management but also encouraged. In this way, in Hall in Tirol, a multi-stage health programme was implemented in 2009, while in the Czech Republic, employees took part in a cross-country skiing competition and in Vorarlberg, employees were offered special company conditions at a fitness centre. In this way, absences due to illness and accidents fell from 10 to 9.6 days per capita between 2008 and 2009.

Proportion of workers by region AT 64% CZ 8% HU 5% SK 5% DE 5% CH 5% RO 4% HR 2% SI 1% BG 1%

172

Breakdown of departures by age group C Under 30 38% D 30 to 50 49% E Over 50 13%

2,575

AT CZ HU SK DE CH RO HR SI BG

White-collar workers

C

2,611

E

1,327

D

Blue-collar workers

B

1,368

A

Total workforce by employment type

Breakdown of departures by gender A Men 68% B Women 32%

Average staff numbers (FTE). During the reporting period, 93.5% of employees were employed full-time (previous year 93.8%).

LA 1 / LA 2 / LA 7


Social

37

Despite difficult market conditions, in 2009, 82.2% of the continuing training hours of 2008 were authorised.

Total hours

*

Apprentices

A

Blue-collar workers

B

Hours of training by employment type

Employment of local employees in the extended GW management team A local 93.2% B non-local 6.8% * of which women 9.1%

White-collar workers

LA 10 / EC 3 / HR 4 / EC 7

39,635

45,980

3,665

4,622

32,981

2009

38,401

2008

2,990

Challenging and promoting. At Gebrüder Weiss, job training is understood as a strategic success factor. It is important to prepare employees for present and future challenges within the company and in its markets, since the know-how of employees is a significant success factor. The Orange College offers GW employees a wide range of education and training possibilities, which systematically build and extend knowledge.

2,957

Lifelong learning Gebrüder Weiss‘ appreciation for its greatest capital, its employees, is mirrored in various employee initiatives, as well as in a wide range of education and training activities for different target groups. Ongoing education and training of employees is of major importance at Gebrüder Weiss, with this also illustrated by the high level of investment in the area. In this way, as early as 1988, the FWF (Ferdinand Weiss Fund) was established specifically to fund training measures, with its resources used to finance many industry-wide seminars on a variety of topics. In the financial year 2009, the cost of training measures amounted to approximately EUR 1.4 million. Strong networking within the group and a team approach deeply rooted in its culture generate an open working environment, in which diversity is utilised instead of discriminating against minorities. Against this background, there were no cases of discrimination during the reporting period.


Social SO 5

Targeted commitment Gebrüder Weiss is conscious of its national and international responsibility and is thus committed to its membership of the Bundesvereinigung Logistik Österreich [Austrian Logistics Association] and the Zentralverband Spedition und Logistik [Austrian Association for Freight Forwarding and Logistics]. Against this background, GW has also been a member of Transparency International since 2008. Transparency International is a charitable and politically independent organisation. Its basic principles, on which its ventures to combat and contain corruption are built, are integrity, responsibility, transparency and the participation of civil society. In order to achieve this, the organisation seeks to create awareness and furthermore, to bring together key players in politics, economics and society. Consistent transparency. It is also natural for Gebrüder Weiss to contribute to the international struggle against terrorism. GW’s anti-terror software compares the incoming data for each customer transaction with persons and organisations entered on the boycott list. Each customer transaction is automatically checked by the software, with feedback given in at most 15 minutes. An alert in the event of a match is sent via e-mail to the “anti-terror representative” (at least two per branch) as well as to several other central locations. Matches are immediately halted and necessary measures taken in agreement with the central legal department (e.g. notification of authorities). A blocked consignment is cleared on the basis of the dual control principle and is recorded in a separate programme.

39

Gebrüder Weiss is conscious of its national and international responsibility.


Social

GW‘s employees are both challenged and promoted in equal measure.

41


Social

43

EC 3

Goods and fuel vouchers In Austria, Germany and Switzerland, from the second year of service onwards, all employees receive goods or fuel vouchers once a year. The monetary value of these vouchers is not dependent on the salary of the employee but on the time of service with the company. In Hungary, a cafeteria system has been introduced, whereby after three months of company service, all employees can choose between different vouchers or optional insurance services. Appreciable added value for employees Gebrüder Weiss offers a company pension to all of its employees in Austria with three years of company service, based on two pillars, a pension fund model and an insurance model. In the former, Gebrüder 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 possibility of converting wage or salary increases into employer contributions, thereby achieving a tax advantage. Under the insurance model, employees and the employer make monthly contribution payments. The employee also enjoys a major advantage relative to a private pension plan in this model. In 2009, the degree of adhesion of qualifying employees to this voluntary system was 44.9% (previous year: 42.9%). A similar system also exists in Hungary, where employees have the possibility of allocating 1.5% of their gross salary to a pension plan. For the 2009 financial year, there was no voluntary company pension model in the other countries.

To work by shuttle In most cases, GW‘s facilities are located in regions with good public transport connections. But for locations which are not well serviced by public transport, the company provides shuttle services for commuters. EUR 1.1 million in fringe benefits In 2009, the costs for these and other fringe benefits and benefits in kind amounted to approximately EUR 1.1 million (excluding pensions). Despite the global financial crisis, expenditure on fringe benefits and training activities were maintained at a high level and hence invested in sustainability. Price advantages through company petrol stations Gebrüder Weiss operates its own petrol stations at eight locations in Austria, which may also be used by employees. At these, in 2009, employees enjoyed a cost advantage of some 4.7% relative to the cost according to the Fuel Monitor of the BMWFJ [Federal Ministry of Economy, Family and Youth of Austria].


Social LA 4

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 rate of an organisation is an indicator of the importance of freedom of assembly. GebrĂźder Weiss takes its role as a responsible employer very seriously. In each country in which the company employs staff, these are immediately shifted to a collective agreement. When a collective agreement was introduced in Croatia and Slovenia in 2009, GW implemented this for 100% of its employees. In Austria and Germany, 100% of 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 shift to it. Against this background, in 2009, 73% of GW‘s employees were included in a collective agreement.

45


47 3.1 - 3.11

Reporting parameters. This report relates to the 2009 reporting period and is drawn up on an annual basis. The first sustainability report was published in June 2008, albeit still without GRI standards. The selection of the contents of the report is based on our values, as well as on the expectations of our employees and customers. This information relates to ISO-certified branches and locations within Europe. Dr Peter Waldenberger is available as a contact.

GRI CONTENT INDEX

GRI Application Level C Pages

1.1

Strategy and Analysis Report Content

2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10

Organisation Profile Name of the Organisation Primary Brands, Products and Services Operational Structure Location of Headquarters Countries with Major Business Operations Nature of Ownership Markets served Scale of the Organisation Significant Changes during the Reporting Period Awards received

3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.10 3.11 3.12

Reporting Parameters Reporting Period Date of Most Recent Previous Report Reporting Cycle Contact Point for Questions regarding the Report Process for defining Report Content Boundary of the Report Limitations on Scope and/or Report Boundary Basis for reporting on Joint Ventures, Subsidiaries etc. Changes in the Representation of Information relative to Previous Reports Changes in the Scope, Reporting Limits or Methods of Measurement GRI Content Index

4.1 4.2 4.3 4.4 4.14 4.15

Governance, Commitments and Engagement Governance Structure Independence of the Members of the Supervisory Board Controlling Body or Independent Members of the Company Management Mechanisms for Recommendations by Shareholders and Employees to the Board of Directors Stakeholder Groups engaged by the Organisation Selection of Stakeholders

Pages

3

6 11 6 6 6, 10 6 10 6 6, 10 11

47 47 47 47 3, 47 47 47 47 47 47 46

12 12 12 12 12, 14 14

EC3 EC7

Economic Indicators Employee Benefit Plan Proportion of Management hired from the Local Community

EN4 EN8 EN11 EN22 EN28

Environment Indirect Energy Consumption by Primary Sources Total Water Withdrawal by Source Surface Area Used in Protected Areas Total Weight of Waste by Type and Disposal Method Fines for Non-Compliance with Environmental Laws and Regulations

20 22 24 25 24

HR4

Human Rights Number of Incidents of Discrimination and Actions taken

36

LA1 LA2 LA4 LA7 LA10

Labour Practices & Decent Work Total Workforce by Employment Type and Region Employee Turnover by Age Group, Gender, Region Employees Covered by Collective Agreements Injuries, Absences and Fatalities Average Hours of Training per Year per Employee

35 34 44 34 37

SO5

Society SO5 Participation in Public Policy Development and Lobbying

38

36, 42, 43 36


Imprint 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 Johannes Rodach Fotolia Design Andreas Haselwanter Editorial Office Renée Lormans Translation Xplanation Language Services NV Printing Höfle Druck



Gebrüder Weiss Holding AG Bundesstraße 110 6923 Lauterach Österreich T +43.5574.696.0 F +43.5.9006.2609 service@gw-world.com


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