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BMA Ergonomics

SUSTAINABILITY REPORT

2013


Content Foreword

5

About this report

Closing the circle

Our stakeholders

10

12

Development

Suppliers

Employees

Use

18

18

20

22

24

Office designers

End users

Returns

Other information

24 26

Axia速 Second Life

8

Our company Production

6

28

29

30


Foreword Sometimes in our world rapid solutions have to be found to a few major issues. You might ask whether an economy can continue to grow indefinitely. What’s more, together we produce vast quantities of waste: about 99% of all materials used become waste within six months of purchase! Almost every organization, every family and every individual has to face these issues. It is not therefore surprising that people are increasingly looking for deeper meanings and connections. As a Dutch manufacturer of ergonomic office chairs, BMA Ergonomics is more preoccupied than ever with this quest. Prior to 2009, our focus was also largely on growth. Growth in Europe. Our company was completely geared to achieve this growth as rapidly as possible. Both directly and indirectly, the financial crisis had a major impact on our clients and our industry. But that’s not so surprising. Demand for offices is relatively easily postponed. What’s more, new construction is under huge massive pressure. Vacancy levels in office buildings in Northwest Europe are only increasing. Demand for ergonomic solutions, often with higher initial costs, is also in decline. In harmony with the literal meaning of the word in Chinese, we have consistently viewed the crisis as both a threat and an opportunity. Even in the difficult years – 2009 and 2010 – we didn’t just work on reorganization, but also focused closely on what it is that makes us so distinct in the mar-

ket. This led us to invest in innovation of our range of products and services. And that was only made possible by the support of all stakeholders in the company. Our search led us quickly to the core of our business. Why do we actually exist? This generated some very instructive discussions. Of course the ergonomics of sitting in the office environment is our key focus, but always combined with sustainability.

For this reason we consulted various people from these groups when evaluating our performance and formulating our ambitions for this report. People who contribute to our success, both individually and as a team. People who also seek sustainability. And it’s precisely by talking to each other and drawing up the content of this report together that we have made such an enormous step towards the future. A future in which we aim to continue developing our company in collaboration with our stakeholders.

Sustainability was integral to BMA Ergonomics from day one. For example, even at the design stage we factor in the end of a product’s life cycle. We enter sustainable relationships with distribution channels and uphold a sustainable human resources policy. We feel responsible for our surroundings in social, economic and environmental terms. And are convinced that we contribute proactively in these areas. The translation of our search requires a clear focus and clear prioritization. So we proudly present our first sustainability report to give account of this quest. These times teach us that we must nurture strong and sustainable cooperation with our clients, employees, suppliers and shareholders. Continual support and maintenance of this network is essential. Sonja van der Voort Operations Director

Koen van Eig Managing Director

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About this report This is the first sustainability report of BMA Ergonomics. It provides an overview of BMA’s sustainability activities for the years 2011 and 2012. It describes where we currently stand and what our plans are for the future. The report enables us to evaluate and where necessary improve our performance through the collation and analysis of the relevant data. And through publishing a report on the measures we take to reduce the potential risks. The following stakeholders played a key role in drawing up this report: • Shareholders • Employees • Suppliers • Dealers • End users Besides our technical life-cycle concept, these stakeholders are central to this report. The publication of this report also represents the expression of one of our sustainability objectives for 2012: ‘Selecting and implementing a fitting way to demonstrate our CSR results.’ Objectives BMA Ergonomics’ sustainability policy focuses on a single central theme – closing the circle.

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Within this principle objective, the following goals have been drawn up for 2013: • Active involvement in employee development • 75% recyclate in Axia office chairs • Extending the useful life of Axias through Axia Second Life • Introduction of Axia Smart Use • Introduction of Axia Smart Cloud • Introduction of Axia Update • Continuation of sales and improvement of profitability by 15% • Actively share expertise on healthy working conditions • Intensive collaboration with suppliers on sustainability

2012 we engaged Belgische Business & Society (http://www.businessandsociety.be/nl) to carry out a sustainability analysis. The main conclusions of this analysis are that BMA Ergonomics strongly focuses its core activities. We score highly on: • Strategy and policy • Testing • Products and services • Purchasing and suppliers • Environment On a number of points we even find ourselves within the top five of the most reputable companies. Points for improvement were: • Formalizing sustainability policy

Our sustainability policy is still under development. The coming period will therefore be marked by drawing up more concrete objectives for 2013. Over the following pages of this report, we will discuss our achievements in this area. We will also indicate where improvement is desirable and how we might realize it. Sustainability in our organization Responsibility for the organization and implementation of our sustainability policy is a joint task. The ISO 14001 and ISO 9001 certificates we obtained in 2004 are proof that our organization applies a carefully documented and implemented environmental and quality management system. To get a better idea of the development of our policy, in

• Integrating sustainability into HR policy • Investing in stakeholder management Target audience This report is written primarily for our stakeholders. But it is also intended for a wider audience. This means stakeholders are kept up to date on the way in which we exercise our social responsibility. As stated, this is our first report. We are very keen to hear your suggestions on how we can improve our reporting over the coming years. The contact point for feedback and questions on the content of this report is Harmen Leskens, Product Manager AT BMA Ergonomics (h.leskens@bma-ergonomics.com).


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Name: Wil Wesselink Company: Wadinko Function: Shareholder

Closing the circle “A small organization like BMA must operate in a socially responsible way at a scale that fairly reflects its size. The environmental focus mainly lies on material use and re-use. Another point is social human-resource policy that includes people with more restricted access to the labour market.”

Economic developments: • Globalization • Consolidation in the furniture sector • Entrance of new business models • Increase in diversity in the office • New ways of working • Ageing population

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Just a few of the developments in our 21st century society. They clearly force us to think carefully about how we deal with our valuable people and our scarce resources. About how we can join forces with our other stakeholders. Our objectives are simple: closing the material cycle and communicating transparently about our

environmental impact. We consider it our duty to be an inspiring example for everyone around us.


1: PRODUCTION For BMA Ergonomics, it all begins in the Product Development department. Development of our products has the biggest environmental impact, and it is therefore here that we can make the biggest difference: • By using as high a volume as possible of recycled material, which in turn is also suitable for recycling and reuse. • By producing chairs that are easily disassembled so the flow of materials can be separated. We call that Design for Disassembly. But we also deal fairly with our employees. 2: USE In the end, it’s all about the people who sit on our chairs. It’s no surprise then that the word Ergonomics features so prominently in our name. Which is why we listen so carefully to our stakeholders and develop products that promote health.

3: SECOND-LIFE Chairs are returned to us at the end of their useful life. We even pay for them. They undergo a technical examination and are then disassembled or given a new lease of life! At disassembly, all materials are separated for recycling and where possible re-used. It all ends where it began – at our suppliers’. Many buyback chairs are restored and get a second or even a third lease of life. In 2013, we developed a special webshop for this purpose. New business models, such as Hire and Lease, support our technical circle of recycling. BMA invests in long-term relationships with its stakeholders that lead to the joint development of expertise. Expertise that generates mutual social responsibility.

Chairs with a long useful life, precisely because CO2 emissions are zero in this phase. An investment that not only is recovered through healthier staff, but that also translates into stronger figures and a cleaner environment.

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Our Stakeholders Successful corporate social responsibility requires effective cooperation. This success is dependent on a number of key stakeholders. We invest a great deal in these relationships and assign them a major role in the development of our sustainability policy. • Employees • Suppliers • Dealers • End users • Shareholders Our impact on these groups varies. And that demands a specific operational approach to each group. BMA considers it important to provide added value to to its stakeholders, especially in the current difficult economic times. We place great value on long-term relationships with these groups, preferably through intensive personal contact. This enables us to discuss our expectations together and draw up joint plans.

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Stakeholder involvement When preparing this report, we carried out consultations with our stakeholders. We asked them which subjects they considered most important in BMA’s sustainability policy and what they expected of this report. Their answers are included as quotes in this report. We will of course integrate the subjects not included explicitly in our current sustainability policy in future revisions of this policy. We will inform you on this in future reports. BMA is not carrying on any regular dialogue with stakeholders on sustainability policy at this time. Over the coming years we will thus investigate how sustainability can become a more structural part of the interaction with our stakeholders. We want to give something back BMA wants to to give something back to society. That begins of course with our chairs and the way in which we can integrate social responsibility in their lifecycle. But we are also active in the local setting where our stakeholders live and work. We aim to contribute to the environmental quality by supporting concrete projects of social importance. Preferably by offering time, products and resources and lastly money.

In 2011 and 2012, BMA supported Present Zwolle Foundation. ‘It is very motivating to get involved on behalf of others as a team without reward’ One department within BMA is therefore given the opportunity once a year to carry out a project for this foundation. Sponsoring policy The core of BMA’s sponsoring policy is that it provides content for our sustainability objectives. Financial support must contribute to the well-being of our stakeholders. We prefer projects of social importance. And local initiatives with direct involvement for our stakeholders always take reference over more general and national initiatives.


‘It is very motivating to get involved on behalf of others as a team without reward’

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Our company BMA Ergonomics has focused for decades on improving your seated posture! In fact, it is our mission! From advice... BMA Ergonomics BV began in 1988 as the BioMechanical Adviesbureau. The consultancy was occupied with analyzing workplaces and providing relevant ergonomic advice. ...to innovation Around 1996, BMA discovered that there is too little ergonomically sound office furniture. It decided to start producing ergonomic chairs. The result was the first Axia速, a unique desk chair with a special emphasis on VDU work. BMA Ergonomics has now grown into a major specialized market player. We supply a wide range of responsible chairs for all possible workplaces. In addition to Axia速 office chairs, we also supply chairs for the 24-hour market (air-traffic control, incident centres and emergency centres) and chairs suitable for ESD-areas and cleanrooms (pharmaceutical industry and micro-electronics).

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A profile The head office of BMA Ergonomics is in Zwolle. The company is organized around three main processes: Sales, Product Development and Operations. These are all located under the same roof. In addition to the head office in Zwolle, we have sales offices abroad. Through branches in Belgium, Germany and a partner in Finland, our products find their way to many parts of Europe. Both in 2011 and 2012, BMA sold roughly 50,000 office chairs. Safety and quality BMA is a trustworthy partner. Trustworthiness is inextricably bound up with quality and safety. We work with effective input and end checks and every chair that leaves the factory is tested extensively. This safeguards the quality of our products and means clients can always count on a top-quality product. Our products meet all requirements and standards for dimensioning, fire safety, stability, etc. The ISO 9001 certificate is proof that the

quality-management system at BMA is well-documented and implemented. A selection of our certificates and norms:


Involvement BMA is also intensively involved in various organizations. We are for example member of various professional associations (FME, VNO-NCW, MVO Nederland, Fira, CWM, KIVI NIRA, Business & Society Belgium, Ren, DPI Value–Centre). This gives us access to the relevant information and specific expertise possessed by these parties. Valuation Our efforts in the field of design, innovation and sustainability have been rewarded in recent years. We are especially proud of the prizes and awards we have received in recent years, as illustrated on this page. Shareholders BMA shareholders are closely involved in the company. They believe in the value of our products and the potential for a successful future. Four times a year, we invite them to discuss all important developments. For shareholders, the priority lies in increasing the value of their investment. Another key objective is also the promotion of employment in Overijssel.

If we think of our shareholders, then we think of ‘trust’. Also over the recent period, when sales and production lagged severely due to the recession, we retain the trust. In the time that BMA is struggling financially, it was stimulating product innovation.

2013 objective: Continuation of sales and improvement of profitability by 15%

Financial figures 2 2011 Assets 9,7 milj. Sales 20,5 milj. Costs 19,6 milj.

2012 9,5 milj. 18,6 milj. 17,4 milj.

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2011

2012

2011

2012

2011

2012

M

M

M

M

M

V

M

V

9

1

10

1

V

V

PERSONNEL FIGURES NETHERLANDS

V

PERSONNEL FIGURES BELGIUM 49

NUMBER OF EMPLOYEES

V

23

51

23

PERSONNEL FIGURES GERMANY 4

NUMBER OF EMPLOYEES

40

4

5

4

NUMBER OF EMPLOYEES

20

20

15

15

10

10

5

5

35 30 25 20 15 10 5

0 - 24

25 - 34

35 - 44

45 - 54

2011

55 - 65

YEAR

0 - 24

25 - 34

2012

35 - 44

45 - 54

2011

55 - 65

YEAR

0 - 24

2012

SICK LEAVE BELGIUM

SICK LEAVE GERMANY

NUMBER OF EMPLOYEES

NUMBER OF EMPLOYEES

NUMBER OF EMPLOYEES

20

20

20

15

15

15

10

10

10

5

5

5

14

8 - 42

43 - 365

>365 DAYS

1-7

8 - 42

43 - 365

35 - 44

45 - 54

2011

SICK LEAVE NETHERLANDS

1-7

25 - 34

>365 DAYS

1-7

8 - 42

43 - 365

55 - 65

YEAR

2012

>365 DAYS


BMA GroUp BV Amsterdam BMA ergonomics bv BMA Sales BV Amsterdam (NL)

BMA Ergonomics GmbH Essen (DE)

Structure BMA Ergonomics BV is the only subsidiary of the holding BMA Group BV. Non-executive directors Bob Kramer (chairman) – Managing Director of ABN AMRO Participaties. This ABN AMRO private equity fund only invests in Dutch companies. He observed that innovation in sustainability is increasingly critical to the survival and growth of almost all portfolio companies. BMA Ergonomics is an excellent example of this. Wil Wesselink – CEO of Wadinko NV. This regional holding company focuses specifically on employment in Overijssel, the Northeast Polder and Southwest Drenthe. Wadinko has been involved since the very beginning in the development of chairs at BMA Ergonomics. Prof. Dr. Ir. Richard Goossens – Professor in Physical Ergonomics at the Delft University of Technology faculty of Industrial Design. His thesis was entitled: ´The Biomechanics of body support (1994)´. He is seen globally as a specialist in this field. Together with his predecessor in Delft, Professor Snijders, he has always been a critical friend of BMA Ergonomics.

BMA Ergonomics NV Roosdaal (BE)

Directors & country managers Managing director – Koen van Eig has worked at BMA Ergonomics since 2009. Previously he enjoyed an international career at Akzo Nobel. He has been positively infected with the sustainability virus. He was surprised how deep it sits in the DNA of BMA. It was therefore not difficult to keep this theme central, even in rather difficult economic times.

Business manager Germany - Christian Hoch began in 2008 at BMA Ergonomics, having gained experience at several European furniture companies. In recent years, he and his team have ensured gradual growth in BMA’s sales in Germany, despite difficult market conditions. The unusual proposition in the field of ergonomics and sustainability is at the heart of this.

Operations director – Sonja van der Voort has been responsible for production, maintenance, purchasing, logistics, administration and human resources since 2010. Previously she worked at major multinationals, such as Philips and Scania, both domestically and abroad. She has also worked at a consultancy in the field of operations and supply-chain management. She brings all this experience to bear in the quest to optimize and modernize operating processes. Sustainable production and sustainable HR policy are central to her thinking. Director België – Marc Timmermans has been closely involved in the success of Axia since the founding of BMA Ergonomics Belgium in 2000. He is passionate about sustainability and takes a leading role in a number of areas at the Belgian office. New concepts are also often tested in Belgium.

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DEVELOPMENT Material • Useful life • Low Co2 value •

1

PRODUCTION

SUPPLIERS Trustworthy • Local partners • Quality •

CUSTOMER • Safe • Effective support • Fitter for longer

EMPLOYEES Opportunities • Working safely • Development •

2 RETURNS Deposit • Disassembly • Supplier returns •

USE

OFFICE DESIGNER • Trustworthy • Expertise

RECYLING Material re-use • Extending working life • WEBSHOP Ergonomics for everyone • Affordable •

SECOND LIFE

3


BMA ERGONOMICS CSR CYCLE

Continuity Employment Expertise Value SHAREHOLDERS

Involvement Local cooperation Work placement SOCIETY


Production

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development

Product development Product development at BMA is fully in-house. This is our guarantee for constant quality at the very highest level. We leave nothing to chance. Each product leaving the factory is subjected to a thorough check and therefore meets the conditions of EN, NEN, BS and DIN. Our product development is based on scientific research. We utilize the latest techniques and use our expertise and creativity to the full. The experiences of our clients also weigh heavily in this.

From the word go Even the design stage of an Axia chair takes account of the environment. The biggest impact is from raw materials. Material choice during the development of a product is thus extremely important. This determines to a large degree the energy content of the end product. BMA therefore aims to use as high a volume as possible of recycled material, which in turn is also suitable for recycling and re-use.

Environment as ‘green thread’ At BMA the environment runs like a golden thread through our business. Or perhaps, a green thread. From opting for economic trucks, product packaging and the environmental impact of material choice at product development.

2013 objective: 75% recyclate in Axia office chairs

Environmental impact of Axia® The following tables illustrate which materials an Axia chair is made of. They also show the weight in kilos of materials processed in 2011 and 2012. This relates to Axia VDU chairs, the Axia Office, Axia Profit, Axia Flex, Axia Pro, Axia Plus and Axia Max.

Less CO2 emissions Every phase of the lifecycle also has a certain environmental impact (in CO2 equivalent). BMA does everything it can to reduce CO2 emissions as far as possible by using as many recycled materials as we can. But this does not have to involve the entire production chain. This means energy usage is lower than for newly produced materials. Aluminium can be recycled endlessly. After use, the material properties are retained so that after recycling they can be processed into new aluminium products. The recycling of aluminium generates an efficiency of no less than 90%. Even in the production phase, we factor in that chairs have to have a long useful life. After all, the longer the useful life, the lower the CO2 emissions.


ENVIRONMENTAL FACTS BMA NL 2011 Number of company cars 14 Number of trucks 2 Gas consumption 2,116,119 MJ Electricity consumption 1,294,405 MJ Water consumption 432 m3

2012 13 1 2,616,283 MJ 1,203,545 MJ 398 m3

BMA BE Number of company cars Number of trucks Gas consumption Electricity consumption Water consumption

2011 8 0 n/a 29,218 MJ 17 m3

2012 7 0 138,136 MJ 28,717 MJ 18 m3

BMA DE Number of company cars Number of trucks Gas consumption Electricity consumption Water consumption

2011 6 0 529,059 MJ 90,866 MJ 36 m3

2012 6 0 477,192 MJ 84,367 MJ 42 m3

CO2 EQ per LIFECYCLE PHASE

% CO2 eq

raw materials

56,5

production of parts

38,1

assembly

2,6

use

0,0

returns

0,4

transport

2,4

percentage recyclatE in AXIA Office Material kg % of total PP 2,9 16,2% PA 2,6 14,7% FOAM 1,4 7,6% AL 3,4 18,8% ST 7,4 41,2% textile 0,3 1,4% 17,965 100%

Material USE OF Axia Range 2011 number 49,116 7,4 kilo steel 346,502 3,4 kilo alu 166,994 2,9 kilo polypr 142,436 2,6 kilo nylon 110,746 1,4 kilo foam 45,024 0,3 kilo textiles 9,648 Total: 821,351

current (kg) 2,90 1,80 0,00 3,37 3,70 0,00 11,78

target (kg) 2,90 1,80 0,00 3,37 3,70 0,00 11,78

2012 49,262 364,538 167,490 142,859 128,081 68,966 14,778 886,716

% 99 68 0 100 50 0 67

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Name: Janneke Vaanholt Company: Wicro Plasticts B.V. Function: Marketing & Sales Manager

Production SUPPLIERS “In particular the specific environmental advantages of the chairs must be examined carefully. Furthermore, BMA is known as a good and socially involved employer. Mutual trust in each other’s expertise and experience forms the basis, in combination with excellent service, that makes BMA strong.” Long-term relationship Suppliers form a key link in the cycle. They deliver a contribution to our products and thus also to our social responsibility. Suppliers are also selected with great care. Matters like reliability, integrity, continuity and healthy and safe working conditions are key factors. Our supplier network is reliable and compact. Most of our suppliers have worked for BMA for years. The close bond makes dialogue possible, even when discussing difficult subjects like the environment.

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Certificate for best supplier Every year, BMA evaluates suppliers on purchasing, logistics, quality, development and the environment. The best three are rewarded with a bronze, silver or gold certificate. Suppliers with low scores are asked to discuss ways to stimulate improvement. Together we look for the most responsible solutions.

SUPPLIER’S environmental audit score

2011 2012

6.3 6.5

2013 objective: intensive cooperation with suppliers in the area of sustainability


Suppliers are assessed annually on their environmental efforts. Energy consumption, waste management and monitoring of waste reduction are examples of points that are assessed. Among the suppliers are large organizations who have integrated CSR into policy. They tend to score very high. Conversely, it is more difficult for a small company to achieve high scores on all points as they have fewer resources. All suppliers must state their objectives annually on all points. And each year it is getting more difficult to improve. We are therefore very satisfied when suppliers maintain their position. An average total score of 6.5 means we’re on the right road. Respect for human rights BMA expects its suppliers to recognize fundamental human rights and to treat their employees fairly and with respect. Suppliers doing business with countries known for human-rights abuses are assessed using the SA8000 guidelines. The SA8000 is internationally the best-known norm relating to CSR. It is a standard that helps to promote and safeguard fair and decent working conditions across the entire production chain. Local involvement BMA shows its involvement in the local society by doing as much business as possible with local suppliers. This helps to reduce the environmental impact of transport and stimulates the local economy.

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Name: Eddy Entong Company: Bma Ergonomics Function: Production worker

Production EMPLOYEES “This report should be for everyone, including employees. BMA can use it as a mirror to show it where further action is necessary. Knowledge is power, and the more you know as an employee, the better that is for the company.” Personal attention for employees BMA takes good care of its employees. After all, our success is in large part thanks to them. Through personal attention and support, we ensure they feel good about their work. Safe and healthy working conditions are of course a given. But transparency and flexibility are also important principles. BMA aims for a good balance between work and home. A balance that reflects modern life.

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Healthy employees The products of BMA are developed using ergonomics. Logical then that our own workstations are ergonomically designed. Both in the office and in the factory. So our people also toddle off home after a long day’s work feeling fit and relaxed! Employee training BMA considers personal development important. We give our staff all the room they need to push their boundaries, providing them with various training options. In the annual job appraisal, em-

ployees get the opportunity to discuss their careers and training requirements. This assumes that training courses contribute to an employee’s personal development and are appropriate to their (current) position. Facts based on the 2012 training budget: • 1,600 hours a year • average of 21 hours per employee • average course time: 1,5% • 70% of employees have followed a training course


2013 objective: Active involvement in employee development

Informing employees BMA wants to involve its employees in the company. It therefore organizes information meetings for all personnel twice a year. We also keep employees up to date on the latest developments through newsletters. New employees receive the book ‘Working at BMA Ergonomics’. This book describes how we treat each other at BMA and what BMA stands for. Binding employees In 2012, BMA carried out its first satisfaction survey among its personnel to discover what they thought and expected. And how employees value the organization and the work. Points such as ‘adequate personal responsibility’, ‘enough possibilities for communicating with managers’ and

the ‘willingness to help each other’ scored very high. However, the survey also revealed a number of points that scored less well. One example was ‘employment terms and benefits’. Also the aspect ‘training/development’ was not well valued. We will of course deal directly with these outcomes. We believe this will help us find and bind good employees! Opportunities for everyone BMA is a recognized training company and regularly coaches students, for instance in the warehouse and in R&D. BMA also makes a number of work placement posts available to people who wish to improve their chances on the labour market. Furthermore, we work with three sheltered workshops.

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Name: Frank van Dijk Company: HOLLANDinrichters Function: Director

Use

office designers

“The close cooperation between BMA Centers and BMA is partly aimed at properly informing clients on sustainability. Based on that information, they can make more informed choices. In our eyes, environmental results are an important subject for BMA. And that also applies to the origin of parts, for instance in terms of human rights.”

Partners with ambition Our BMA Centers are the main link to our end clients for us. They are the most important sales channel and we cherish the long-term relationship we have with them. These last few years have not been easy for many of our dealers. Over that period we maintained intensive personal contact. The management aims to talk to all dealers at least once every quarter. Together with our dealers, we strive to ensure our clients have responsible

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workstations. Even when the market outlook is weak, as that is the best moment to join hands and draw up joint plans for new sales opportunities. Trustworthiness We can only realize our joint ambitions when we act as a trustworthy and transparent partner to our dealers. Essential to this are:

• expertise

• • • •

good service reliability of deliveries high quality aftersales

Reliability of deliveries 2011 2012

97,7% 98,5%


2013 objective: introduction of the Axia update

We aim for a delivery reliability rate of at least 98%. Within BMA, we assess each week the delivery reliability of the previous week, taking corrective measures where necessary. We do not just want an internally transparent organization, but also an externally transparent one. Once a year we therefore organize a meeting with our dealers. We discuss important product innovations, developments in the organization and market developments. BMA scores very highly Every year, independent parties survey dealer satisfaction. In 2011, the emphasis was on logistical performance. In total, 32 companies were assessed. AS shown in the table below, we score very highly on many points relative to other companies. Our high delivery reliability is also once again confirmed by the results of this survey. On the aspects ‘correct delivery’ and ‘meeting promised delivery time’, we are in first place.

Aspect Correct delivery Meeting promised delivery times Rapid processing of returns Ease of ordering Complete delivery Responds rapidly to complaints Correct invoicing Standard delivery times Smooth settlement of returns Informs of changes in delivery times Undamaged delivery Urgent requests delivered swiftly

Position 1 1 1 2 2 2 3 4 4 5 6 7

Points for attention were ‘undamaged delivery’ and ‘urgent requests delivered swiftly’. • In 2012, we investigated ways to improve

packaging to prevent damage in transit. However, all the options would have led directly to extra environmental impact and/or higher prices. This therefore requires further research and we have asked our carriers to take further care when handling the products during transport. • BMA has a rapid delivery service. We have a selection of upholstered cushions in stock and can therefore deliver any chair to the end user within two weeks. For materials outside the rapid delivery service, delivery takes five weeks.

Satisfaction BMA carries out annual surveys among its dealers. At one of the dealer meetings, an interactive survey is completed. This focuses on assessing our performance in the market. The results of these surveys have led to the following main themes being put on the agenda: • knowledge

• • • •

pricing policy range internet supporting sales tools

KNOWLEDGE We have started organizing knew days. Dealers and end users, and also intermediaries (for example occupational specialists and therapists) participate in an interactive programme that focus on ergonomics and VDU activities.

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Name: Johan Almekinders Company: Almexx B.V. Function: Director

Use

end users

“For my company it is important that people can do their job properly. That they have no complaints and feel fit at the end of the day. A good chair earns the initial investment many times over. Sustainability is a big benefit, but it’s not decisive for me.” A BMA chair for everyone We are all unique and all sit differently. What’s more, the number of knowledge workers is growing and we are sitting more and more regularly. Also the diversity of end users is increasing rapidly. Differences between young and old are getting ever larger, people are working to a later age and people’s average weight is rising. This means that our products are subject to new requirements. People are increasingly expecting more individualized products. Users must be able to finely adjust this chair to their body and posture.

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Our chairs are constructed in a modular way. The benefit of this is that parts are easily replaced and chairs can be built to your specific requirements. User-specific modifications to a chair mean that every user always sits comfortably on a BMA chair. Short or tall, light or heavy. And also when there are medical complaints. BMA is contributing to better sitting habits BMA places a high value on personal support and therefore aim for personal sitting instructions for every end user. In practice, it sometimes seems that after a time end users relapse into a subopti

mal posture. The Axia Smart Chair – our most recent innovation – anticipates this. This is a chair that provides personal feedback. If a user sits too long in a suboptimal posture, then the chair makes him aware of this by giving a vibration in the seat. Via a label on the seat cushion, the user can see what his average posture has been over the last hour. Scientific research has proved that this personal feedback stimulates the awareness and improves the posture significantly.


Personal BMA places a high value on personal contact. It enables us to respond rapidly where necessary. For example, service at end users must be carried out within five working days. Because our chairs are modular in construction, parts are quickly and easily replaced. Our own service engineers carry out the service activities on site. Thanks to this on-site service, the chairs are immediately ready for use again and the engineer can provide the end user with personal sitting instructions directly.

2013 objective: Introduction of Axia Smart CLoud

Technology The Axia Smart Chair was introduced in 2012. This the “world’s smartest chair� gives dealers an important sales tool. The market is ready for it and the chair is being received very enthusiastically.

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AxiaÂŽ Second Life Chairs that go the extra mile Most office chairs are on average decommissioned after ten years. However, many parts last for much longer. For this reason, our chairs can be returned to us after years of intensive use. They are then taken apart in our own disassembly line. All parts are serviced and either replaced or reused as required. In the end, the chair is then returned to the user as new and is ready for many more years of faithful service. Outlet webshop As of last year, many returned chairs are sent to a licenced partner in Finland. This company is a market-leading project designer in Finland. The chairs are given a second life there through outlet chains. Returned chairs are refurbished by BMA and then sold by this partner, so they give many years more service. This of course delivers major environmental benefits. After all, CO2 emissions in the usage phase are 0%. For 2013 we have set ourselves the goal of opening a BMA Outlet webshop. This is intended to further support recycling and give greater substance to our sustainability policy.

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returns

Hire BMA also hires out chairs – for clients unable or unwilling to invest in the purchase of chairs. This is an extremely flexible solution. The client gets what he requires, when he requires it. And he knows precisely how much he needs to pay over the coming months or years. In addition to regular personal instruction, the rental contract also includes technical maintenance and cleaning.

This process of returning used materials and then procuring new parts with a high percentage of recyclates means BMA is the kingpin in a closed cycle of materials. This represents a concrete expression of our sustainability policy. And enables us to close the materials circle. In 2012, we received nearly 2,500 returned chairs.

Design for Disassembly Thanks to the Design for Disassembly principle, BMA can disassemble returned or decommissioned chairs efficiently and use many parts again. All chairs that are returned are disassembled in the same way they were assembled. A specially designed and constructed disassembly line has been created for this purpose. Disassembly options are explained below. Buying back chairs BMA buys back used chairs from clients. The parts are re-used in new chairs or are returned to the supplier to be processed into new parts. The armrests and the base are fully re-used where possible.

2013 objective: extending useful life with Axia Secondlife webshop


Complete sub-assemblies are re-used The most effective stream is to reuse complete chairs and sub-assemblies. In consultation with the client we fit new armrests and bases to the recycled chairs.

Parts are re-used The second stream consists of individual components that are refitted in our factory. These include parts that are not subject to wear and tear during use.

Parts are recycled The last stream comprises separate parts of which the quality can no longer be guaranteed. Or parts that can no longer be used due to product changes. These parts are sorted according to material type and are returned to the supplier. There they are recycled and added in low percentages to new materials.

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Other information Delineation and scope Our sustainability report is about BMA Ergonomics. All core operations take place in the Netherlands and we define the strategy and the policy. BMA also has sites in Belgium and Germany. Although these only focus on sales activities, our strategy and policy still apply to these two countries. Where available this report also presents the quantitative data of these locations. In the United Kingdom our products are marketed through an exclusive dealer channel. A licenced partner operates in Finland. We do not have any policy-specific influence on these activities. This report does not cover these two countries therefore. Justification This report was drawn up using the guidelines of the Global Reporting Initiative, version G3.1 (https://www.globalreporting.org/resourcelibrary/ Dutch-G3-Reporting-Guidelines.pdf). The structure of this report thus follows the GRI recommendations. This contributes to the uniformity and transparency in the report on sustainability. It of course goes without saying that BMA also focuses on the subjects on which we as an organization have the most positive impact. All based on the wishes and expectations of our stakeholders.

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ISO26000 Further, when drawing up our sustainability policy we looked closely at ISO 26000, a guideline that complements GRI. That means this report also describes how we view: • the seven CSR principles: 1. accountability 2. transparency 3. ethical conduct 4. respect for stakeholder interests 5. respect for the law 6. respect for international standards of conduct 7. respect for human rights • our relationship with our stakeholders • our CSR focus points • integration of CSR in the organization


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www.axiasmartchair.nl/en/mvo/

Bma sustainability report pages2013