GW Sustainability Report 2011

Sustainability report 2011

Das ist das Vorsatzpapier. Diese Seite unbedruckt. Das ist das Vorsatzpapier. Diese Seite unbedruckt.

3 4 18 32

Das ist das Vorsatzpapier. Diese Seite unbedruckt.

Fore

wo

rd

Eco

nom

ic

Env

iro

nmen

tal

So

cial

3

Foreword

At first glance, key sustainability aspects contradict the business activities of a freight forwarder. However, our business model – optimisation and, conse-quently, 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.

In November 2011, Gebrüder Weiss joined the UN Global Compact. Its ten principles in the areas of human rights, labour, the environment and anti-corruption 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, MBABoard Member

Gebrüder Weiss Holding AG

[email protected]

Economic

7

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 cus-tomer-specific transport and logistics solu-tions 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), employs about 4,650 employees at 158 locations worldwide. In Central and Eastern Europe, GW is represented in Austria, Switzerland, Germany, Italy, the Czech Re-public, Slovakia, Hungary, Slovenia, Croatia, Serbia, Bosnia-Herzegovina, Macedonia, Bul-garia, 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, Thai-land, Hong Kong, India and Georgia.

Sustained growth Thanks to the positive development of the market and the consistent pursuit of its cor-porate strategy, Gebrüder Weiss increased its net sales by 9.2 per cent, from the previous figure of 978 million euro to around 1.066 bil-lion 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 continu-ing its sustainable development. The compa-ny’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.

“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.”

Economic

2.1 / 2.3 / 2.4 / 2.5 / 2.6 / 2.7 / 2.8 / 2.9 /2.10 / 5

Employees first. At the “Swiss Employers Award 2011”, the biggest employee survey in Switzerland, Gebrüder Weiss was ranked 19th among 80 partici-pating 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 employ-ee 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 re-sults in the Austrian State competition „Best Training Companies – Fit for Future“: GW achieved an excel-lent 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 Fed-eral 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).

“In the orange world, healthy and sustainable growth takes clear priority over maximisation of short-term profits.”

“In cooperation with the customer, we strive to achieve the best possible level of efficiency by acting pro-actively, solution-oriented and competent.”

Far-sighted investmentsBecause of its high equity ratio and cash flow, Gebrüder Weiss is able to finance most of its investments without relying on financial insti-tutions. GW’s vision is based on the inde-pendence of the company. The guiding prin-ciple 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 pur-chase 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 mil-lion euro. The branches in Memmingen (D) and Hall in Tyrol were expanded and the eq-uity share in the Serbian subsidiary was in-creased 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 in-stalled 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 Mem-mingen 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 exter-nally. Forward-looking actions and innovative ideas from the basis for value-added solu-tions. As a logistics specialist, GW optimises and manages global supply chains. Its top priority here is service excellence.

Solutions in focusThe comprehensive range of services of the Gebrüder Weiss Group offers numerous op-tions for made-to-measure logistics solutions aligned to the individual demands of custom-ers. From Basel to Bucharest, the company has a dense network of branches and loca-tions with comprehensive distribution sys-tems, comprehensive logistics services and advanced IT infrastructure. Gebrüder Weiss’ goal is not to be the largest provider, but in-stead 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 in-novations and above average commitment.

Commitment to sustainabilityBy joining the UN Global Compact in Novem-ber 2011, Gebrüder Weiss made a clear com-mitment to the UNO goals of fostering part-nerships 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.

9Economic

DMA EC / 2.2 / 2.5 / 2.7 / 2.9 DMA PR / 2.2 / 4.13

Wolfgang Niessner has been a member of the Management Board since 1999 and has held the position of Gebrüder Weiss CEO since 2005. Under his leadership, sales and prof-itability were continuously increased (2005 sales: 789.3 million euro/2011: 1.066 billion

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.

11

Sal

es d

evel

op

men

t 20

00 u

ntil

2011

2000

2002

2004

2006

2001

2003

2005

2007

2008

2010

2009

2011

499.

5 m

illio

n

555.

2 m

illio

n

537.

9 m

illio

n

607.

2 m

illio

n

708.

3 m

illio

n

789.

3 m

illio

n

871.

3 m

illio

n

948.

6 m

illio

n

985.

0 m

illio

n

830.

2 m

illio

n

977.

8 m

illio

n

1,06

5.6

mill

ion

13Economic

4.1 / 4.2 / 4.3 / 4.4 / 4.5 / 4.6 / 4.8 / 4.10 4.8

Transparent Management structureThe 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 per-formance of company’s senior management is regularly audited by the independent Su-pervisory 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 recom-mendations. The other two thirds of the Su-pervisory Board consist of owner’s represent-atives as well as independent members with one third each.

Beside the meetings of the Supervisory Board, there are two meetings per year be-tween the Central Works Council and senior management. Employees also have the op-portunity to present their ideas and sugges-tions 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 corner-stone of the company’s corporate objectives, which are internationalisation, fostering fu-ture 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 recom-mendations or instructions to the Supervisory Board. Having been highly influential on the current corporate philosophy, they feel com-mitted 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 busi-ness 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 valuesGebrüder 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 na-tional frontiers and at the same time set the tone for everyday activities.

The orange way of Independence Gebrüder Weiss can look back on a long his-tory as an independent family business, has a solid basis and is constantly developing. Its independence enables the company to de-termine 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 SustainabilityIn order to remain competitive through invest-ment and innovation, Gebrüder Weiss needs sustainable success. The family-owned com-pany is also conscious of its great respon-sibility 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 CommitmentThe distinctive company profile stands out both internally and externally. The highly pro-fessional approach is demonstrated by above average commitment to, engagement with and respect for customers and for all em-ployees. 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 ExcellenceGebrüder Weiss aims to pass on the passion for mobility to its customers by offering ex-cellent services and first-class advice. There-fore, the basis of daily work is exceptional quality of service. With a seamless organi-sation extending across national borders, Gebrüder Weiss has created optimum condi-tions. Employees excel in competence and their ability to provide solutions, with a focus on constantly improving and shaping the fu-ture proactively.

15Economic

4.7 / 4.9 / 4.13 4.14 / 4.15 / 4.16 / 4.17 / PR8

Envi

ronm

enta

l

Social

Economic

Sustainability is a cornerstone of corporate cultureAt Gebrüder Weiss, responsibility for sustain-ability rests at the Management Board level, and since January 2010 it has been super-vised by a Sustainability Officer in a corpo-rate matrix position. He is supported by qual-ity and environmental management officers in other branches.

All key figures and developments are report-ed by this officer to the entire Group manage-ment 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 man-agement 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 ap-proaches in the three aspects of sustainabil-ity at Gebrüder Weiss: environmental, eco-nomic and social matters. For these areas, the Management Board defines the stances and objectives that flank the management approaches in the respective areas. In addi-tion, sustainability aspects are evaluated in every project and are implemented if reason-able and feasible.

Transparent progressThroughout the Group, initiatives and ac-tions focusing on the environment and soci-ety 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 devel-opment. For instance, in November 2011 the EcoTransIT CO2 calculator was implemented, which allows the CO2 footprint of each con-signment 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 improve-ment. 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 work-ing title “SmartWay Europe Working Group”, is a voluntary and independent programme to evaluate and improve the environmental per-formance of road transport in Europe.

Well informed at all times Communication plays an important role at Ge-brüder Weiss. Provision of information and ex-changing 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 communi-cation process. The channels of Gebrüder Weiss’ communication system are integrated. Group-specific information from different channels is not regarded separately, but instead creates added information value through complementary inter-action. Especially important stakeholder groups are addressed specifically, for example by cus-tomer magazines that are published up to four times a year. Selection of stakeholders is based on the business impact on the individual’s envi-ronment. The dialogue focuses on personal con-tact between the company and its peer groups.

For employees, in addition to the exchange of in-formation by personal contact, current informa-tion 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 over-view of the company and its range of services, products and solutions. For selected peer groups, such as media representatives and potential em-ployees, additional detailed information is avail-able. 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 portfolioThe targeted provision of information is illus-trated by the extensive portfolio of company publications, in which both professional and regional demands are considered. Information about the company and its development is pro-vided on a yearly basis in its annual and finan-cial 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 con-fidentiality in both marketing and communica-tion and for exchanging information between operating units. In this regard, no complaints regarding breaching the privacy of customer data were received in 2011.

Environmental

DMA EN

Environmental

Long-standing environmental managementEven 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 exam-ple, 40 years ago, all terminals were equipped with rail access, although at substantially higher costs. In the 80s, further environmen-tal projects followed, such as the installa-tion of a geothermal heating pump and oth-er 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 prod-uct 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 warm-ing gases in the company’s daily operations, including initiatives in their own branches.

“Resource-saving solutions and alternative approaches that take into account the

needs of present and future generations are essential at Gebrüder Weiss.”

“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, ap-plied 9 tonnes of honeycomb bricks for grass and car-ried out several things more. Harald Jankovits, Direc-tor 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.”

21

2010 2011

BA C

EN4 / 4.9

Ene

rgy

cons

ump

tio

n/em

plo

yee

in k

Wh

-0.

63%

Pap

er c

onsu

mpt

ion/

empl

oyee

in n

umbe

r of

item

s

-9.

39%

Pap

er c

ons

ump

tio

n/co

nsig

nmen

t in

num

ber

of

item

s

-13

.02%

GW

Gro

up E

nvir

onm

enta

l Fig

ures

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%

3,80

1.9

14,8

02.9

4.5

3,77

7.9

13,4

12.8

5.2

Environmental

Measurable developmentEnvironmental targets have been document-ed in a central database since 2006. Measure-ments are made in various areas and widely communicated, both among Group manage-ment 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 con-sumption in number of sheets per consign-ment by 5 per cent relative to the previous year; reduction of paper consumption in num-ber of sheets per employee by 5 per cent rela-tive 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.

Goal: consistent reductionIt is the declared aim of Gebrüder Weiss to adapt consumption to the respective require-ments through an economical and aware approach, in order to keep pollutant emis-sions 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.

EN8 / 4.10

23

2010 2011

An integrated approachThe increasing importance of environmental management for Gebrüder Weiss is also illus-trated by the fact that since 2008, achieving environmental targets and implementing en-vironmental measures have been regarded as an evaluation component for the Group’s in-ternal best performance rankings “Challeng-er 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 evaluat-ing the use of key resources.

Environmentally friendly vehicle fleetGroup management guidelines ensure that environmental criteria have more impact on the expansion of GW’s vehicle fleet. The en-tire 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 equip-ment as well, priority is given to using elec-tric forklifts. A well thought-out maintenance plan and regular battery inspections help to ensure long-term reductions in electricityconsumption in this area.

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 sustain-able 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.

Ele

ctri

city

in k

Wh

+7.6

0%

Dis

tric

t he

atin

g in

kW

h

-23.

03%

Gas

in m

3

+4.0

2%

Hea

ting

oil

in l

-12.

85%

Pap

er in

num

ber

of

item

s

-1.8

8%

* W

ater

in m

³

+11.

36%

* 73

.97

per

cent

of G

W‘s

tota

l wat

er c

onsu

mpt

ion

is c

over

ed b

y m

unic

ipal

wat

er u

tiliti

es a

nd 2

6.03

per

cen

t by

othe

r pr

ovid

ers

(EN

8)

Fig

ures

on

the

use

of

reso

urce

s w

ithi

n th

e G

W G

roup

12,9

76,4

92

1,43

5,79

8

1,39

4,76

5

128,

870

50,5

25,3

14

13,9

63,1

07

1,10

1,29

3

1,45

0,78

0

112,

309

49,5

73,7

56

46,1

01

51,3

36

Environmental

Whether in windmills or water pumps, for trans-port or power generation: for thousands of years, man has used the power of wind in many different ways. It is available globally and pos-es hardly any environmental risks compared

with fossil fuels. Gebrüder Weiss invested in its own wind farm in 2011, so that it too could utilise this inexhaustible and clean energy.

Environmental

EN30 / 4.13

Green electricity for the entire GroupWith retroactive effect to 1 April 2011, Gebrüder Weiss purchased a wind farm, con-sisting of four wind turbines. Around 20 giga-watt 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 technol-ogy, gearless and consequently low-main-tenance 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 con-struction of logistics systems (climate-neu-tral 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 consequenc-es of their actions. respACT member compa-nies are committed to aligning their corporate policies in the marketplace with ecological and social criteria and pursuing open dia-logue 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

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 chil-dren and young people to access the health system. In this way, we can sustainably counteract extreme pov-erty and poor living conditions, which make it difficult for children to learn and hinder their integration into society.”

Heidi Burkhart, Managing Director, Hilfswerk Austria

Environmental

EN11 / EN22 / EN28 / EN30 / 4.11

29

2010 2011

So

lid w

aste

1 in

kg*

+21.

27%

Liq

uid

was

te in

m³

-11.

61%

GW

Gro

up: b

reak

do

wn

of

was

te b

y ty

pe

Haz

ard

ous

so

lid w

aste

2 in

kg

+8,6

56.2

5%

Haz

ard

ous

liq

uid

was

te3 i

n m

3

+61.

07%

Dan

ger

ous

eq

uip

men

t4 in

kg

+63.

08%

Dis

po

sed

eq

uip

men

t/ve

hicl

es5 i

n kg

+183

.88%

1,76

1,64

6

680

2,13

6,28

4

601

16 69,4

73

3,35

1

4,54

7

1,38

5

111,

902

6,47

0

12,9

08

Continuously striving for improvementSustainable handling of the available resourc-es 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 effi-ciency. Ongoing network optimisation and implementation of innovative transport solu-tions continue to be important components. Through measures which have already been implemented and ongoing improvements, Gebrüder Weiss has succeeded in improv-ing 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 en-vironmental management. Environmental management goals are set in writing and for-mulated pursuant to ISO 14001. GW adheres to all existing environmental constraints and statutes and does not contravene any regu-lations. None of the logistics facilities owned by the Gebrüder Weiss Group and relevant for the sustainability report are located with-in or adjacent to a protected area. They are exclusively situated in locations with favour-able infrastructure environments.

Investment for the futureIn 2011, more than ten million euro were in-vested in the area of the environment. These investments range from relatively small amounts for the optimisation of existing in-stallations by means of intelligent building services that enable energy efficient con-trol of both lighting and heating, sponsor-ing 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 driv-ing”, GW has held multi-day driving camps on environmentally friendly and safe driv-ing habits. It is common knowledge that fuel consumption and the associated emissions depend both on the distance travelled and on driving style.

Gebrüder Weiss follows the precautionary principle in its investments, based on Article 15 of the Rio Principles, entailing the mini-misation or elimination of possible nega-tive 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 The value for hazardous solid waste has significantly increased at two locations in Europe, due to ADR requirements. In ac-cordance with the Waste Management Plan, inorganically contaminated sawdust had to be passed to our service provider for disposal.

3 Due to the one-time disposal of waste oils in a branch, the value for hazardous liquid waste has increased from the previous year.

4 Due to the one-time disposal of old equip-ment in a branch, the value for dangerous equipment waste has increased from the previous year.

5 Disposal of electronic waste (10 tonnes) has significantly increased at three loca-tions in Austria. Old office and operating equipment had to be disposed of and was replaced by new, more efficient appliances.

Social

33

Blu

e-co

llar

wo

rker

s

Whi

te-c

olla

r w

ork

ers

Ap

pre

ntic

es

Tota

l wo

rkfo

rce

Tota

l wo

rkfo

rce

by

emp

loym

ent

typ

e A

vera

ge s

taff

num

bers

(FTE

), ac

coun

ting

for

appr

ox. 9

0.8

per

cent

of e

mpl

oyee

s in

the

GW

Gro

up. D

urin

g th

e re

port

ing

perio

d, 9

2.9

per

cent

of e

mpl

oyee

s w

ere

empl

oyed

full-

time

(pre

viou

s ye

ar 9

3.5

per

cent

).

1,32

1

2,55

3

1,41

8

2,65

1

165

4,03

9

167

4,23

6

2010 2011

“Social and economic responsibility, as well as environmental awareness, promote common welfare and are

essential for a fair coexistence of all stakeholders.”

DMA SO / LA1 / 2.10

Social

Setting an example for responsibilityFor Gebrüder Weiss, corporate social respon-sibility (CSR) means shared responsibility for the beneficial development of the social envi-ronment 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 sustain-able development of society. Naturally, Ge-brüder Weiss devotes special attention to its worldwide staff, with their safety and satisfac-tion 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 respon-sible for defining and practicing values as a foundation for its dealings with individuals, both inside and outside the company.

CSR activities awarded In December 2011, Gebrüder Weiss, compet-ing 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 evalu-ated 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, Diako-nie (protestant church welfare organisation), Kronen Zeitung, Save the Children, Raiffeisen, the Austrian Trade Association and the street newspaper Apropos, was particularly im-pressed by the gas-powered HGV, the wind farm project and GW’s partnership with the Salzburg child protection centre.

35

“Satisfied and motivated employees are the basis for long-term success, especially for a service-providing

company.”EB CA D

Breakdown of departures by gender

A men 71.2%

B women 28.8%

Breakdown of departures by age group

C under 45.8%

D 30 – 50 46.1%

E over 50 8.1%

CZ DE RO CH HU SK RS HR BG BGAT

GW movesThe 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 Ser-vice Excellence, Independence, Commitment and Sustainability form a foundation for its global business activities, regardless of na-tionality, 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 activi-ties also transcends national frontiers. These measures are both supported and encour-aged 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 cur-rently no reporting on injuries and occupa-tional diseases.

Individual life and career pathsWithin the GW Group, career paths are shaped by abilities and expertise. Initiating and plan-ning new ventures are part of our daily tasks. For this reason, Gebrüder Weiss offers its employees positions that foster the develop-ment of their personal strengths and inter-ests. 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%.

Days of absence per capita by region

RO 18.4AT 10.3DE 9.3CZ 9.3

Proportion of employees by region

AT 61.7%CZ 7.2%DE 5.5%RO 5.4%

CH 8.0RS 6.6HU 6.4SI 6.4

CH 5.3%HU 4.3%SK 4.2%RS 2.8%

HR 4.6BG 2.9SK 0.2

HR 1.7%BG 1.0%SI 0.8%

DMA LA / LA1 / LA2 / LA7

Social

RO AT DE CZ CH RS HU SI HR BG SK

Note: Serbia land transport taken into account from 2011

37

A*B

2010 2011

Employment of local employees in the extended GW management team A local 87.3%B non-local 12.7%

* of which women 8.3%

Blu

e-co

llar

wo

rker

s3.

7 ho

urs

per

empl

oyee

Whi

te-c

olla

r w

ork

ers

12.9

hou

rs p

er e

mpl

oyee

Ap

pre

ntic

es38

.9 h

ours

per

em

ploy

ee

Tota

l ho

urs

10.9

hou

rs p

er e

mpl

oyee

Ho

urs

of

trai

ning

by

emp

loym

ent

typ

e

4,87

0

31,9

25

5,29

9

34,2

55

7,91

7

44,7

12

6,51

4

46,0

38

Social

LA10 / LA12 / EC3 / EC7 / HR4

Lifelong learningGebrüder 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 impor-tance 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 top-ics. In fiscal year 2011, the cost of training activities amounted to approximately 1.9 mil-lion euro (2010: 1.7 million euro).

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 pe-riod there were sporadic incidents of dis-crimination. Subsequently, however, the alle-gations 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 re-garded as a strategic success factor. It is im-portant 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 Or-ange College offers GW employees a wide range of training and ongoing education op-tions, which systematically build up and ex-tend their knowledge and skills. These range from internal knowledge seminars, profes-sional training, language courses and univer-sity courses to special coaching sessions for managers.

39Social

SO2 / SO5 / SO7 / 4.12 / 4.13 EC 3

Multi-level commitment Gebrüder Weiss is conscious of its national and international responsibilities and is there-fore an active member of the Austrian logis-tics 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 so-ciety.

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 caseOn 1 March 2010, Gebrüder Weiss GmbH and 42 other Austrian freight forwarders, as well as Rail Cargo Austria, were served with penal-ty 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 Prose-cutor 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 employeesGebrüder 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 par-ticipating 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 con-tributions to a pension fund. In Hungary, em-ployees 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 meas-ures 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 vari-ous occasions (marriages, births, Christmas), staff canteen bonuses, allowances for public transport, retirement gifts and drinking water dispensers. The fringe benefits are not lim-ited to full-time employees.

Social

DMA HR / LA4 / HR5

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 impor-tant events of this type are awarded to athletes of the Niederösterreichischen Versehrtensportverband. With-out 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 ath-letes.”

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 partici-pating parties stipulate measures for improv-ing social conditions agreed in discussions. Wage negotiations are an important way of including stakeholders as they create an in-stitutional framework and in turn make an important contribution towards a stable so-ciety. 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 responsi-ble employer very seriously. In each country in which the company has employees, they are immediately put under a collective agree-ment. When such an agreement was intro-duced 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 Swit-zerland, the Czech Republic, Slovakia, Hun-gary, Romania and Bulgaria, GW will adopt it. In 2011, 70.3 per cent of GW’s employ-ees were covered by collective agreements.

Legally and morally obligated Social justice, as well as the promotion of hu-man and labour rights, are the principal ob-jectives of the ILO, a special agency of the United Nations. Membership in the ILO is lim-ited to states that adopt core labour stand-ards by ratification of the agreement. These include the prohibition of forced, compulsory or child labour, the right to freedom of associ-ation, equal pay for men and women for work of equal value, and the prohibition of discrimi-nation in the workplace. For Gebrüder Weiss, the commitment to observing the laws of the country concerned represents a basic corner-stone of its business activity. The core labour standards of the ILO are accordingly consid-ered at all times, since every GW country has ratified them.

“As a globally operating company, our commitment to internationally recognised human rights is a matter of course for Gebrüder Weiss.”

43

“In the same way as children and adoles-cents 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 ex-perience 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

3.13

45

47

Strategy and Analysis 1.1 Report Content 3 1.2 Impacts, Risks and Opportunities 3

Organisation Profile 2.1 Name of the Organisation 6 2.2 Primary Brands, Products and Services 8, 92.3 Operational Structure 62.4 Location of Headquarters 62.5 Countries with major Business Operations 6, 82.6 Nature of Ownership 62.7 Markets served 6, 82.8 Scale of the Organisation 62.9 Significant Changes during the Reporting Period 6, 82.10 Awards received 6, 32 Reporting Parameters 3.1 Reporting Period 473.2 Date of Most Recent Previous Report 473.3 Reporting Cycle 473.4 Contact Point for Questions regarding the Report 473.5 rocess for defining Report Content 473.6 Boundary of the Report 47 3.7 Limitations on Scope and/or Report Boundary 473.8 Joint Ventures, Subsidiaries, Outsourcing 473.9 Data Measurement Techniques 473.10 Changes in the Representation of Information relative to Previous Reports 473.11 Changes in the Scope, Reporting Limits or Methods of Measurement 473.12 GRI Content Index 46, 473.13 External Verification of Data 44 Governance, Commitments and Engagement 4.1 Governance Structure 124.2 Independence of the Members of the Supervisory Board 124.3 Controlling Body or independent Members of the Company Management 124.4 Mechanisms for Recommendations by Shareholders and Employees to the Management Board 124.5 Remuneration of Management Board linked to Business Performance 124.6 Processes to avoid Conflicts of Interest 124.7 Expertise of the Highest Governance Body in Terms of Sustainability 144.8 Corporate Policy, Core Values and Codes of Conduct 12, 134.9 Monitoring of Sustainability Processes by the Management/Supervisory Board 14, 204.10 Auditing of the Management Board’s Performance 12, 224.11 Implementation of Precautionary Principle 28 4.12 Support of External Initiatives 38

4.13 Membership in Associations and Interest Groups 9, 14, 26, 384.14 Stakeholder Groups engaged by the Organisation 154.15 Selection of Stakeholders 154.16 Approaches to Stakeholder Engagement (Type/Frequency) 154.17 Position on Key Concerns of Stakeholders 15 5 Management Approach 6 Economic Indicators DMA EC Management Approach 8EC3 Employee Benefit Plan 36, 39EC7 Proportion of Management hired from Local Community 36

Environment DMA EN Management Approach 18EN4 Indirect Energy Consumption by Primary Sources 20EN8 Total Water Withdrawal by Source 22EN11 Surface Area used in Protected Areas 28EN22 Total Weight of Waste by Type and Disposal Method 28EN28 Fines for Non-Compliance with Environment Laws and Regulations 28EN30 Environmental Protection Expenditures and Investments 26, 28

Human Rights DMA HR Management Approach 40 HR4 Number of Incidents of Discrimination and Actions taken 36HR5 Operations endangering Freedom of Association and collective Bargaining and Actions taken 40 Labour Practices and decent Work DMA LA Management Approach 34 LA1 Total Workforce by Employment Type and Region 33, 35LA2 Employee Turnover by Age Group, Gender, Region 34, 35LA4 Employees covered by Collective Agreements 40LA7 Injuries, Absences and Fatalities 34LA10 Average Hours of Training per Year per Employee 36, 37LA12 Number of Employees receiving regular Performance Reviews 36

Society DMA SO Management Approach 32 SO2 Business Units analyzed for Corruption Risk 38SO5 Participation in Public Policy Development and Lobbying 38SO7 Competition Lawsuits 38

Product Responsibility DMA PR Management Approach 9 PR8 Compliance to Customer Data Privacy 15

pAGeS pAGeS

GRI Application Level B+

GRI CONTENT INDEX

3.12

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 com-pliance 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 fig-ures 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 ([email protected]) is available as a contact person.Full GRI Content Index: www.gw-world.com/gri-content-index-2011

3.1 to 3.11

Das ist das Vorsatzpapier. Diese Seite unbedruckt.

Impressum

Gebrüder Weiss Gesellschaft m.b.H.Bundesstraße 1106923 LauterachÖsterreich

Project ManagementFrank HaasPeter Waldenberger

EditingMartin BeglePeter Koller

PhotographyAdolf Bereuter (Seiten 2/10/11)Hilfswerk Austria (Seite 27)NÖVSV (Seite 41)SOS Kinderdorf (Seiten 42/43)Alle anderen Fotos: GW-Archiv

DesignAndreas Haselwanter

Editorial OfficeRenée Lormans

TranslationXplanation LanguageServices NV

PrintBuchdruckerei Lustenau

Das ist das Vorsatzpapier. Diese Seite unbedruckt. Das ist das Vorsatzpapier. Diese Seite unbedruckt.

Gebrüder Weiss Gesellschaft m.b.H.Bundesstraße 1106923 LauterachÖsterreichT +43.5574.696.0F [email protected]