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Sustainability report 2012


3 4 6 16 22 26 36 48 51

Introduction

Report‘s contents

Company mission statement

CSR in focus

Communication

People

Ecology

Compliance

Affiliations


Introduction


3

An economy based on the division of labour requires transport services – the better planned they are, the lower the number needed. As a freight forwarder, that is precisely our business model. It provides us with a sustained business purpose. Of course, this may be a slight oversimplification, and indeed, one might question the necessity of one exchange of goods or another. Thus - as emphasised in this report - GW adopts the approach of dealing openly and honestly with this topic, providing our services in the most resource-efficient way possible, and conveying information about the use of resources to our customers. However, we are working with constraints, as our scope of action is limited by the requirements of our customers. If alternative methods of transport (rail, ship, etc.) are unacceptable, the highly competitive nature of our market, together with our responsibilities to our employees and owners, ensures that we will not turn our back on more traditional solutions. We will optimise them accordingly and then make them available – tailored to our customers‘ requirements. However, we have a lot of scope to be creative and this should be utilised. We are therefore adopting elements of the GRI in our standard reporting to provide more force and transparency on the subject. In this report, we also critically examine the various aspects in more detail. We try to see the situation from a different perspective and hope that this will provide some thought-provoking insights – both internally and externally. Change begins in the mind. Although we are far from being perfect, Gebrüder Weiss promises to continue to conduct its economic activities in a sustainable manner and focus on the sensible use of resources. The 10 principles of the UN Global Compact and our Code of Conduct, which is referred to in various sections of this Sustainability Report, serve as a guideline to help us achieve these objectives.

Mag. Wolfram Senger-Weiss, MBA Board Member Gebrüder Weiss Holding AG wolfram.senger-weiss@gw-world.com


Contents 1.1 / 2.9 / 3.1 - 3.11

Reporting parameters Since 2008, GebrĂźder Weiss has produced an annual Sustainability Report; since 2009, it has been compiled in compliance with the certified GRI standard. The Sustainability Report below is based on the 2012 reporting period. Data is provided in accordance with the requirements of GRI reporting level B+. The report‘s contents are selected on the basis of our company values and the expectations of selected stakeholders. This information relates to ISO-certified branches and locations in Europe, with the exception of the key environment figures, which exclude Air & Sea rentals at airports and the Wels location. Data is entered, collected and verified centrally in the HSEQ (Health, Safety, Environment and Quality) department. We are planning to expand the scope of the report: Our aim is to include all of our worldwide locations in the Sustainability Report by 2016. New features in the 2012 Sustainability Report include the integration of the Code of Conduct adopted during the reporting period and the first evaluation of the recently introduced CO2 calculator.

To help the text flow more freely, we have dispensed with a gender-balanced writing style (he or she). Naturally, the text is always meant for and always addresses all genders. The contact person for all matters related to the subject of Sustainability at GebrĂźder Weiss is Arnd Hoppe, HSEQ manager (arnd. hoppe@gw-world.com).


A quick overview of Gebrüder Weiss

5

2.1 - 2.8 / 2.10 / 4.1 / 4.2 / 4.3

Figures - Data - Facts 2012 Gebrüder Weiss Gesellschaft m. b. H. Head office: Lauterach, Austria Owners: 100 per cent privately owned by the Senger-Weiss and Jerie families Management: Wolfgang Niessner, MBA; Mag. Peter Kloiber, Mag. (FH) Heinz Senger-Weiss; Mag. Wolfram Senger-Weiss, MBA Supervisory Board: 8 independent members appointed by the owners and 4 employee representatives Group turnover: 1.15 billion euro Employees: 6,000 Apprentices: 170 in Austria, Germany and Switzerland Locations: The global GW network includes 162 company-owned branches, facilities and sites in Austria, Germany, Switzerland, Italy, Hungary, the Czech Republic, Slovakia, Slovenia, Croatia, Bosnia-Herzegovina, Serbia, Romania, Bulgaria, Macedonia, Montenegro, Ukraine, the United Arab Emirates, India, the People‘s Republic of China, Hong Kong, Singapore, Taiwan, Thailand, Japan, Georgia, Turkey, the USA and Canada. 111 of the locations are in Europe, of which 43 are in Austria. Range of services: National and international transportation (road, rail, air and sea freight) Logistics solutions (fulfilment solutions, procurement, warehouse logistics, distribution, customer-specific solutions, supply chain management) Business solutions (high-tech logistics, automotive logistics, leisure and sports, fashionet, event and relocation logistics) Gebrüder Weiss parcel service, partner of the Austrian DPD

Subsidiaries: xvise (logistics consulting) inet-logistics (transport management software solutions – TMS) WOAC (Weiss Ocean + Air Cargo GmbH, Hamburg) dicall (call centre specialising in the logistics sector) Gebrüder Weiss Rail Cargo (rail transport) Joint ventures: Weiss-Röhlig (Air & Sea freight overseas) Brigl Weiss (Air & Sea joint venture in Italy) GW – Honold (tyre logistics) Awards in 2012: “Great Place To Work” Austria, plus a special prize as the best employer for apprentices Silver Seal for “Career’s Best Recruiters” Young Freight Forwarder of the Year (1st and 2nd place) “European Families in Business Awards”: Wolfgang Niessner is the “Top Non-Family Director of the Year” “HP Supplier of the Year Award”: “Regional Logistics Supplier of the Year” Tranzit Magazine Romania: 2nd place for the “Most Successful Transport Company in Romania” DPD: “Austria’s Most Customer-Orientated Service Provider 2012”


Company mission statement


Orange Combi Cargo (OCC) from Gebr端der Weiss is an outstanding example of the marketability of sustainable logistics solutions. Since January 2008, the train has travelled between Vorarlberg and Vienna on a daily basis, replacing roughly 12,000 HGV trips per year. By moving this traffic onto the railways, over 40,000 tonnes of CO2emissions have been saved up to this point.

This visionary alternative for the Austrian east-west route is valued not only by customers: Gebr端der Weiss has received numerous awards, including the Austrian State Prize, the Vorarlberg Climate Protection Award and the TRIGOS Award for Outstanding Social and Ecological Commitment. OCC is certified in compliance with the ISO 14001 international environmental management standard.


Company mission statement DMA EC / 4.7 / 4.8

“We are moving forward with our customers, with a forward-looking approach and innovative ideas.” Code of Conduct, Chapter 1: Value System cia

l

Economic

So

En

Sustainability as a logistics success factor Based on its home markets in the AlpineDanube region, as well as Asia and North America, Gebrüder Weiss develops sectorand customer-specific transport and logistics solutions that enable the seamless meshing of production, business and transport processes. For some time now, this has been much more than simply regulating our level of traffic on the roads. Intelligent logistics begins with the analysis of the complete procurement systems and distribution processes of our customers. We review existing supply chains and select the appropriate means of transport on an individual basis. When logistics chains are optimally synchronised everything works like clockwork. Synergies are exploited, CO2 emissions are reduced and profitability increases. Sustainable actions are therefore not just a social necessity. In logistics, sustainability is key to business success. And that in turn provides a stepping stone to further progress. Only when sufficient profitability is achieved can ecological and social issues be dealt with on a large scale. Economic– Ecological – Social: Gebrüder Weiss has always considered these three concepts to be naturally interdependent.

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We think in generations Gebrüder Weiss can look back on a history spanning more than 500 years, a legacy that commits us to vision, tradition, and innovation. We think in terms of generations instead of quarterly results. As an independent company with a solid capital base, minimal dependence on bank funding and a diversified service portfolio, Gebrüder Weiss attempts to consistently act sustainably, responsibly, and efficiently. The Gebrüder Weiss vision is based on this independence. Our aim: We want to be the best transport and logistics service provider, not the biggest.


9

573.9

607.2

708.3

789.3

871.3

948.6

985.1

830.2

976.0

1065.6

1146.6

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

Sustained growth and investment In 2012, GebrĂźder Weiss continued on its course of positive growth. Improving on last year‘s figure by approximately 8 per cent, we achieved a turnover of around 1.15 billion euro. This means that the annual turnover of the company has approximately doubled in the past decade. The high equity ratio (unchanged from last year at 58 per cent) meant that we could also make investments in 2012 almost completely independently of credit institutions. We invested nearly 50 million euros in the continued development of our network. Our corporate targets included the construction of an extensive 10,000 square metre logistics facility in Georgia, the opening of a large location in the Czech Republic, and the acquisition of the freight forwarders Sprenger and Diehl in southern Germany. In addition to expanding our physical presence, there was also major investment in modern technologies and in the expertise of our employees. We also acknowledge our responsibility to society in relation to taxes and duties payable. GebrĂźder Weiss pays its taxes properly in whichever country the relevant business entity is based. Neither profits nor jobs are moved to countries with a lower tax and contribution ratio.

2002

Sales development in Euro millions

2.9


Company mission statement 4.8 / 5

“Gebrüder Weiss is committed to its owners and employees, whose commitment and confidence are indispensable to achieve our goals.” Code of Conduct, Chapter 5: Trust

Four cornerstones of the Orange values Gebrüder Weiss is distinguished by a strong company culture. Four well-defined core values form the cornerstones that reinforce the corporate identity of the company and help unite employees across national frontiers, while also setting the tone for everyday activities. The orange way of Independence Gebrüder Weiss can look back on a long history as an independent, owner-operated company and is built on solid foundations that help its continued development. Our independence enables us to determine the direction and speed of our own development. Long-standing partnerships work to supplement our own network. Our company is focused on the current and future requirements of our customers, who can rely on the efficiency and ability of Gebrüder Weiss. The orange way of Sustainability To safeguard our ability to compete through investment and innovation, Gebrüder Weiss requires sustained financial success. We are also conscious of our great responsibility in the sensitive area of transport and logistics to develop and deploy systems that are state-of-the-art, environmentally friendly and sustainable.

The orange way of Commitment The distinctive corporate profile of Gebrüder Weiss can be appreciated both internally and externally. Our highly professional approach is demonstrated by our above-average commitment to, engagement with, and respect for our customers and employees. The extraordinary level of identification with the company on the part of our personnel is characterised by their loyalty, willingness to learn and trust. The orange way of Service Excellence Our aim is to get our customers enthusiastic about mobility through outstanding service and first-class consulting. The basis of our daily work is thus an exceptional quality of service. With seamless organisation across international borders, Gebrüder Weiss has created the optimum conditions to achieve this. Our employees demonstrate expertise and a solutionbased orientation, with an emphasis on continuous improvement and proactive creativity.


11 4.8

Code of Conduct In 2012, we introduced a company-wide Code of Conduct based on our four core values. Within it, we have defined the mandatory ethical and social standards that apply to both of us - our employees and our partners. The document identifies how we can include our values in practice in our business life. The extensive distribution of the Code of Conduct does not guarantee full compliance, but it is an important step that will help to reduce unintentional infringements resulting from a lack of knowledge of international laws and regulations. We are convinced that compliance with these guidelines will improve our relationships both within our workforce and with our partners. With the help of a reporting function triggered in the event of an infringement, we can correct any misconduct quickly and efficiently.

The Gebrüder Weiss Code of Conduct

“Do what is right and others will follow your example.” (Richard G. Scott) It is the job of every GW employee to exert an exemplary influence on his environment and thus strengthen the foundations for the sustainable development of our company. Our objective is therefore that our culture of values and the Code of Conduct be fully embraced. With this in mind, further training is taking place in a number of our European branches in 2013. The Code of Conduct is available on our home page in the all the national Gebrüder Weiss languages and is quoted in abridged form at various points in this Sustainability Report.


Company mission statement DMA PR / 4.8

“We aim to fill our customers with enthusiasm, which is why our daily work is based on an exceptional quality of service.� Code of Conduct, Chapter 3: Business partners

Making quality visible Fast transit times, safety, and punctuality are the defining quality criteria of any transport service. In line with our programme for the continuous improvement of our processes (CIP), we record our key performance indicators on an ongoing basis and assess them for potential improvements. This means that we demand much of ourselves and we introduced an appropriate bonus and penalty system in the company some years ago, with which we can further increase transparency and quality. In the reporting period, the rating results for the entire organisation surpassed the specified performance indicator targets for outbound quality (number of incorrect consignments), status quality (number of consignments with correct consignment status information), Mobilkom penetration (number of vehicles equipped with scanners in local traffic) and Mobilkom scanning (number of consignments logged using the scanners). Only in the areas of inbound quality (the timely unloading of consignments) and main run quality (the timely arrival of the consignment with the partner) were the high internal targets from 2012 not reached.

A comment on inbound quality: The result in this area, which still disappoints us, is due to a partner inbound quality of 98.05 per cent, which was once again below target. In the area of Mobilkom ratings, the penetration target was once again surpassed while the level of scanning carried out by customers is above target (in contrast to the previous year). In quality management, a total of 34 internal and external audits were carried out in accordance with ISO 9001 and 14001 in the 2012 assessment period, and 9 minor non-conformities were documented, which could all be successfully remedied within the defined time limits.


Degree of fulfilment 2nd half 2012 %

Degree of fulfilment 1st half 2012 %

target %

Area rated

13

Outbound quality

98.50

99.33

99.33

Inbound quality

98.50

98.38

98.43

Main run quality

95.00

88.00

88.11

Status quality

99.00

99.67

99.74

Mobilkom penetration

95.00

97.32

96.53

Mobilcom scanning

90.00

92.12

90.52


Company mission statement PR 8

Gebr端der Weiss industry solutions

Consumer safety As a service provider operating at a global level in the B2B and B2C sector, we face the task of integrating a growing number of regulations and standards into our own processes and policies on a daily basis. Sectors such as the chemical, pharmaceutical, or food industries in particular are developing industry standards in addition to the existing legal systems in order to comply with the strict safety, hygiene, and environmental provisions for their customers. By offering logistics solutions that incorporate sector-specific standards, we can accommodate the specific concerns of our customers and at the same time develop our position as a standard-setter in the sector.

Data protection The security of information about customers, employees, competitors and other business partners is a key concern of ours, and is safeguarded worldwide by over 120 employees in our central IT department in Kennelbach, Austria. All data is treated with the utmost confidentiality. No data is transferred to third parties or used for private purposes. In the reporting year 2012, there was no theft of or violation of the security of customer data.


15

A critical view of the sector Even though our sector has done much in the past few years to make the term “Green Logistics“ a reality, the fact remains that over 20 per cent of greenhouse gases are generated by transport services, including passenger traffic. However, a further reduction of emissions is only in part the responsibility of the service providers: Transport routes and means are the lifeline for our commercial life. If ecological considerations continue to further impact transport decisions, this will always have an effect on the economic viability of various business sectors and regions of the world. Price increases will result, which consumers will bear only up to a point. Here, the larger transport and logistics service providers – and that includes us – are obliged to better communicate to our customers the effects and special significance of transport services in a global business environment. Only once consumers get a feeling for the logistics behind the goods can they see its value and truly appreciate it. This is the only way for ecological transport facilities to gain a permanent foothold in the market. Gebrüder Weiss is attempting to embrace this task through a wide range of measures for corporate communications (see from p. 22 onwards).

Potential for improvement at hand The smooth exchange of goods is and remains the hub of our commercial life. Gebrüder Weiss also sees itself as a service provider in a sophisticated, globalised society. In this environment, we as a logistics service provider already contribute to making transportation “greener”. Through multimodal traffic concepts and the consolidation of consignments for different recipients at 162 locations worldwide, many shipments of a smaller size are grouped together in one larger consignment, thus reducing the number of shipments. Nonetheless, the continuous optimisation of processes and transport routes and the use of energy-efficient technologies must continue to define our actions. There is still an abundance of potential for improvement, especially in relation to environmental protection.


CSR in focus


Wind is available across the globe and poses hardly any environmental risks compared with fossil fuels. Gebr端der Weiss invested in its own wind farm in 2011, so that it too could utilise this inexhaustible and clean energy.

Our wind turbines, with a shaft height of 108 metres, are gearless, low maintenance and cost-efficient. They produce around 20 gigawatt hours of clean electricity every year, which more than covers consumption across the Group, and feeds it directly into the grid. This allowed us to prevent around 12,000 tonnes of CO2 emissions in 2012.


CSR in focus DMA SO / 4.9

“We aspire to operate economically and environmentally, and to not only be aware of our social responsibility, but also to practice it actively.” Code of Conduct, Chapter 2: Social Responsibility

Strategy: Responsible profits For Gebrüder Weiss, “Corporate Social Responsibility“ does not just apply to individual departments or employees. We see CSR as a commitment that applies to our entire company and in every country in which Gebrüder Weiss is active. In addition to the implementation of social and ecological provisions, the safeguarding of economic efficiency and compliance with international regulations are central to the measures we take. For us, CSR means making profit responsibly while observing all of our moral, ecological and legal requirements. We are therefore striving to fully integrate CSR into our core business. CSR affects areas in Gebrüder Weiss such as supply chain optimisation in the same way as it affects facility management, human resources or corporate communication, the departments of Gebrüder Weiss responsible for transparent stakeholder dialogues.

Resources: Experts at every location The individual CSR activities are coordinated by a specially established HSEQ administrative department, which reports directly to the Gebrüder Weiss management board. Interdepartmental bodies meet regularly to ensure that CSR permeates each corporate division. Using analysis and recommendations, measures are developed for individual areas of activity. The planning horizon in this case is generally five years. Clearly-defined recommendations for action provide our decision-makers with tangible specifications for the envisaged objectives, the necessary measures and the sensible use of resources. Through short-term budgeting, these objectives can be converted into in-depth economic plans that are geared towards the performance of the relevant divisions and departments. CSR contact persons in the divisions and locations are available for consultation by all employees.


19

Implementation of and investment in CSR In addition to the relevant responsibilities in the organisational structure, the company is continuously working on strategic guidelines and on the establishment of communications systems. A core element of our CSR strategy is the promotion of occupational health and safety and compliance with the applicable occupational health and safety legislation. Thanks to our ongoing risk assessments, we identify dangers in good time and take proactive measures for accident prevention. Since the effectiveness of our protection against accidents also depends on the sense of responsibility of each and every one of our employees, ongoing training sessions are provided. We also implement measures for the health of our employees on an ongoing basis in different locations. Regular health awareness days and free locally-grown fruit help our employees to lead a healthy lifestyle. Medical check-ups at the workplace are facilitated by Gebrüder Weiss; immunisations are funded. By supporting charitable organisations, we contribute to the positive development of our social environment. Each individual branch of Gebrüder Weiss is thus obliged to invest a certain percentage of its turnover in social projects. Donations, sponsorships, investments in education, blood and bone marrow donation campaigns as well as the supporting of aid organisations make up only one part of the charitable activities in the Orange world.

Corporate target - education Internal measures are supplemented by supporting the external initiatives of non-governmental organisations (NGOs). When selecting these projects, we ensure in particular that our contributions are used to promote a sustainably positive development in our environment. We tend to prefer projects that promote integration and education, as these provide the participants with the chance to improve their standard of living and better opportunities on the labour market. For those in full-time education, we continue to offer interesting opportunities to gain practical experience with Gebrüder Weiss. At multiple locations throughout Austria, we cooperate with different educational organisations and enable a large number of classes to take a glimpse into the day-to-day operations of the transport and logistics sector. One particular project was conducted in conjunction with an industrial school in Slovakia. Gebrüder Weiss used its know-how and financial means to help establish a new logistics department. In the course of this cooperation, teachers visited the Gebrüder Weiss branches in Maria Lanzendorf (Lower Austria) and Senec (Slovakia) and took part in specialised training. This has allowed Gebrüder Weiss Slovakia not only to demonstrate the high level of commitment to social responsibility in the Orange company, but also to contribute to a future with highly qualified specialists in the logistics sector.


CSR in focus 4.5 / 4.9 / 4.10

Performance-rating and regulation with CSR Like our assesment and management of CSR, the “Strategy 2020“ was drawn up by the management to promote the ongoing development of the company. The gradual implementation of these guidelines is ensured through annual objectives that are communicated in the run-up to the budgeting process. In addition to economic and quality-orientated targets, it also specifies ecological and social measures. The achievement of ecological and social objectives is incorporated into the evaluation of each business unit. Variable salary components are no longer calculated based on economic results; instead, they are calculated on full year targets agreed on an individual basis. This enables us to accommodate the issue of responsible corporate governance in our reimbursement plans. Performance is monitored through reporting from the local office and Head Office. Performance is measured regularly and deviation analyses are carried out, which helps to ensure that targets are reached. These measures are supplemented by internal audits. The HSEQ department of Gebrüder Weiss checks to ensure that the integrated management system is being implemented, how effective it is, and that the quality and environmental protection measures are complied with. The internal auditing department systematically and independently monitors the effectiveness of our risk management, our monitoring efforts, and the management processes.

Consciously ecological since the 1970s As far back as the 1970s, CSR played an important role at Gebrüder Weiss. The management team under Heidi and Paul Senger-Weiss placed great importance on equipping all handling facilities with sidings, even though that meant substantial additional costs. Additional environmental projects, such as the installation of a geothermal energy plant and other measures, followed in the 1980s. A dedicated sphere of responsibility for environmental protection has been in existence since 1993. Ten years later, the first individual branches were certified according to the international environmental management standard ISO 14001. Today, the number of environmental managers in our branch offices has increased fivefold in comparison to when we started. 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 continually take new steps to reduce energy consumption and emissions of greenhouse gases in the company‘s daily operations.


21 1.2

Opportunities and risks of CSR As a transport and logistics service provider, Gebr端der Weiss operates in an energy-intensive business environment. The result is a strong dependency on fossil fuels. The increasing volatility of energy prices leaves us facing an economic risk, as factors such as the price of oil have a direct impact on our business activity. Fluctuating rates have an immediate effect on the purchase price of freight space, whereas the sales department demands constant prices to allow for better planning. This conflict of aims can only be counteracted slightly in the short term through further optimisation of processes. To lower the demand for scare resources in the long term, and thus also to reduce both prices and this relationship of dependency and costs, new technologies and transportation concepts are needed, as well as the optimisation of shipments and routes.

Demographic change In the social environment, demographic changes in particular must be taken into consideration. The rising average age of the population in our core markets will lead to increased competition for qualified and skilled personnel. To attract talent and retain capable employees, we must further strengthen our profile as an attractive employer. Through measures to promote employee loyalty, our know-how is retained within the company.


Communication


What is happening in the world of Gebr端der Weiss? Where can we find publications from the company and its subsidiaries? What is happening on the various social media channels? Our new newsroom provides answers to nearly every question. The information portal allows us to make our content available on a digital platform dynamically and promptly.

Journalists and media operators can register for the press mailing list directly from the site, which allows them to automatically keep up with the latest company news. The RSS feed is available to provide information to employees, partners, customers or interested members of the public. The Newsroom went online in 2012. This portal allows us once again to express our commitment to the highest possible level of transparency in the area of corporate communications.


Communication 4.4 / 4.14 - 4.17

Transparency as a mindset Information and transparency are the basic requirements for continued economic and corporate development. Using this conviction as a basis, GebrĂźder Weiss maintains proactive communication with our most important interest groups, and particularly with customers, partners, suppliers, employees and owners. Our culture of open communication, which is characterised by mutual appreciation, promotes the exchange of knowledge and creates trust between both internal and external stakeholders. We do not follow a one-voice policy: We want self-motivated employees who continue to support the goals and methods of their company, even off the clock. We always communicate the background for our decisions - the reason why. This safeguards the long-term motivation of our employees as well as the excellent image of our company. Thanks to this consistent mindset, our communications managers were once again recognised as among the top 20 Austrian press officers by leading business journalists during the reporting period.

Dialogue with stakeholders We maintain personal two-way communication with our customers. This primarily occurs within the framework of our customer care concept, through sales representatives both in the office and in the field. This dialogue is supplemented by regular market research, including inquiries about customer satisfaction in particular. A large representative customer survey from the past fiscal year found that 96 per cent of our customers would recommend us. Our employees communicate their ideas about the continuous improvement process (CIP) to the relevant responsible persons. Alternatively, recommendations can also be directed to superiors or to our management. Employees’ concerns are also put forward by the works council. For us, a climate for constructive discussion between the employee representative body and management is vital. The owners are committed to the long-term stability of the company and have developed a corporate philosophy that has resulted in a strong capital base. In accordance with the company statutes and the law, the shareholders have an opportunity at the annual general meeting to direct recommendations or instructions to the Supervisory Board. Information may also be exchanged at any time on an informal basis, as the owner families control seats on both the Supervisory Board and the Management Board.


25 4.16

Information specific to target groups Through over 60 channels, the corporate marketing and communications department (MAKOM) provides employees, partners, customers and other stakeholders with information about current events related to the company. The information on the various channels is tailored for specific target groups by a total of 16 employees in the department. The information flow with the stakeholders is seen as an ongoing, interactive communication process. For internal communication, Gebr端der Weiss primarily uses the Intranet, which is updated on a daily basis. In the reporting period, the GW editorial team published 158 articles about current events in the News section alone. We supply additional information and background information in our regular employee newsletter, which is published in both German and English. The core of our external communication is based on regional and transregional press releases covering all topics related to the company. In the preceding 2012 fiscal year, the corporate communications team published over 30 press releases and sent them to selected journalists in their appropriate languages. Numerous press inquiries and interview requests were responded to thoroughly and efficiently. In the annual financial statement and reports, we provide information about the Group and its progress. Since 2009, Gebr端der Weiss has published a Sustainability Report in compliance with the GRI standard. In some regions and countries, customer newsletters with information of local interest are issued regularly. In the 2012 reporting period, we gradually began the switch-over from print production to electronic customer information. This allows us to distribute our information more quickly and with a reduced environmental impact..

The Gebr端der Weiss corporate website

Digital communication External stakeholders such as partners, customers and suppliers can find information about the latest developments, facts & figures and the service portfolio of the company on the Group home page www.gw-world.com or at newsroom. gw-world.com. With support from MAKOM, 14 regional organisations maintain their own websites in their respective languages. The subsidiary companies of Gebr端der Weiss are also represented on the website. Through social networks such as Facebook, Twitter and so on, we maintain a direct dialogue with both existing and potential employees, as well as any interested members of the public and industry specialists. Information disseminated via social media includes topics such as employee stories, company history, new products, event reports and CSR topics, the content of which cannot be accommodated in the regular press communications, but which nevertheless provides a vivid and lively account of our work within the company. Success proves us right: By the end of the reporting period, over 2,000 fans on Facebook were regular readers of this news. An excellent number for a B2B company, which we hope to double by the end of 2013.


People


Each year since 1997, between 20 and 30 school children from regions contaminated by radioactivity around Chernobyl have come to Vorarlberg to spend several weeks on holiday free of charge. GW employees from Lauterach, Kennelbach and the Head Office provide support through the “Social Fund�, in which the proceeds of various charitable campaigns from throughout the company are collected. This fund is also used to buy urgently required everyday goods for the schoolchildren, including shoes, school-bags or even specially adapted glasses.


People LA 12

2.6 million euro for training and further education Competent employees are the most important success factor for a service provider - and that is very much true for Gebr端der Weiss. Believing in both challenge and support, we offer a wide-ranging training and further education programme in a diverse range of specialist areas. We laid the financial cornerstone for this project in 1988 with the establishment of the FWF (Ferdinand Weiss Fund) for financing educational schemes. These resources allow Gebr端der Weiss to finance a multitude of in-house and external seminars. Through the GW-owned Orange College, our employees could choose from a total of more than 200 opportunities for further education and training in the reporting period. In the 2012 fiscal year, we invested around 2.6 million euro in the training and further education of our employees.

55 per cent received a performance appraisal Continuous and honest feedback between superiors and employees is a part of our culture of open communication, contributing to both a good working atmosphere and the success of the company. Through structured employee interviews, we communicate the significance of their actions, explore their development potential, and simultaneously prepare them for current and future challenges in the company and on the market. In 2012, 55 per cent (previous year: 52 per cent) of our employees received a performance appraisal. We want to increase this number further in the years ahead.


2011

2012

58,241

46,068

4,206

6,514

46,884

34,255

7,151

5,299

Total hours

Apprentices

White-collar workers

Blue-collar workers

Hours of training by employment type

29

LA 10


People EC 3 / LA 4

Labour practices and social protection In 2012, expenditure on the part of Gebrüder Weiss for voluntary social benefits and noncash benefits amounted to roughly 1.6 million euro (excluding old age pensions) – in the previous year, the amount was 1.5 million euro. To ensure that local legal and cultural circumstances are taken into consideration, measures are implemented by the local subsidiary in each country. Health care in particular is promoted, which includes the employment of company doctors, immunisations and the promotion of sporting activities. The regular organisation of company excursions should serve to strengthen the sense of community. On special occasions (marriages, births, Christmas, anniversaries, etc.), our employees receive vouchers or a gift of money. Similarly, contributions may be made for the use of public transport and for private pension plans. In the reporting year, the pension plan model for Gebrüder Weiss in Austria was reoriented. The new product that was selected provides a high level of security for our employees’ savings deposits, thanks to a capital guarantee and a guaranteed minimum return on investment. Along with this new model, new eligibility regulations were also introduced. As of November 2012, employees may take advantage of the company pension provisions after one year with the company. Previously, three years were required.

Remuneration above the minimum wage Beyond monetary social benefits, we also consider it a matter of course that an employment relationship complying with the legal requirements be established with each employee. We check to ensure acceptable working conditions and compliance with legal provisions on an ongoing basis. We also provide a flexible working model for our employees whenever possible – including training leave, teleworking and switching from full-time to part-time and back. A living wage is paid for the work performed. The systems used by payroll accounting ensure that the minimum wage is never undercut.


31 LA 2 / LA 7 A

B

C

E

D

DE CZ AT CH HR RO HU SK SI BG RS

Breakdown of departures by gender A men 69.5 % B women 30.5 %

Breakdown of departures by age group C under 46.1 % D 30 - 50 44.7 % E over 50 9.2 %

Reduced employee turnover In 2012, we managed to further reduce the rate of employee turnover: from 20 per cent to 18.9 per cent. This figure also includes employees reaching retirement age or whose short-term employment contracts expired. If these groups are factored out, turnover is just 16 per cent. The highest proportion of people leaving were men in the under-30 age group. The predominant reason for leaving was to pursue an opportunity with another company. In comparing the various national subsidiaries, Slovakia reported the highest rate of turnover, which can be attributed to the ongoing consolidation and optimisation measures at that location.

Absences in days per employee DE 16.0 CH 8.8 CZ 13.5 HR 6.8 AT 10.4 RO 6.2

HU 6.1 SK 4.9 SI 4.8

BG 3.9 RS 2.3

Absenteeism rises slightly Absenteeism increased slightly in comparison with the preceding year, from 9.6 to 10.2 days per employee per year. The increase can be attributed to the takeover of the freight forwarder Diehl in Baden-W端rttemberg, Germany. This resulted in a significant short-term increase of absenteeism rates in the company. Now that the necessary processes of change and the integration of the company are to a large extent complete, we expect this figure to improve.


People LA 1 / EC 7 AT CZ DE RO CH HU SK RS HR BG SI

Proportion of employees by region AT 61.9 % DE 5.4 % CZ 7.0 % CH 4.9 % RO 6.3 % HU 4.4 %

SK 3.5 % RS 2.9 % HR 1.8 %

BG 1.0 % SI 0.9 %

Employees by region Employee distribution by region remained more or less constant. The largest increase was recorded in Romania, where we took on a three-digit number of employees due to the acquisition of a major customer.

B

A

Proportion of local employees in the extended GW management team A local 87.5 % B non-local 12.5 % of which women 7.1 %

Regional employees in management Understanding culture plays a central role in helping us to fulfil our management tasks, which is why nearly 90 per cent of our management is locally based. Gebr端der Weiss is active in a sector that has traditionally been dominated by men, which is noticeable not only in the number of women in management positions, but also in the candidates for promotion. The introduction of a quota for women is not planned. Competence is thus set to continue to be the sole basis for decisions with regard to promotions.


2011

4,401

4,236

170

167

2,758

2,651

1,472

1,418

2012

Total workforce by employment type

Total workforce

Apprentices

White-collar workers

Blue-collar workers

Average staff numbers (FTE). During the reporting period, 93.8 per cent of employees were employed full-time (previous year 92.9 per cent).

33

LA 1


People DMA HR / HR 4

“Cultural diversity is regarded as an asset in the group, and discrimination against individuals or groups of people will not be tolerated.” Code of Conduct, Chapter 2: Social Responsibility

Commitment to human rights We have stipulated our commitment to international human rights and human dignity without exception in our Code of Conduct. We could not identify any increased risk of violations of political, economical, social or cultural rights within our organisation. However, as we operate on an international level and employ a large number of suppliers, there is an ongoing risk of violation of human rights in our supply chain. As a first measure for preventing any possible complicity, the Code of Conduct is now also a part of our General Terms and Conditions. This allows us to commit our suppliers to the observance of human rights on a contractual basis. For us, one exceptionally serious violation of human rights is child labour, as well as any form of forced or compulsory labour. We regard any violation of these rights within the scope of our operational activities or those of our suppliers as unlikely. However, there is a risk resulting from the purchase of various products, particularly working clothes. As a first step to combat this, we bind our contractual partners to our Code of Conduct. Additional measures, such as the integration of the Code of Conduct into our supplier appraisal and supplier audits, are planned.

Cultural diversity We regard the cultural diversity in our company as an asset, and discrimination against individuals or groups of people will not be tolerated. The employee survey carried out for the corporate competition “Great Place to Work“ found that our employees feel fairly treated regardless of their ethnic origin or sexual orientation. In December 2012, an announcement of a possible incident of discrimination reached us, and is currently still being dealt with. There is potential for improvement with regard to the employment of workers with disabilities. The quota required in Austria has not been reached yet, though some locations surpass the legally mandated proportion of disabled workers. In this regard, management have issued clear instructions to meet this legal quota.


35 DMA LA / 4.12 / LA 4 / HR 5

“GW regards its employees as its biggest corporate asset, and their safety and satisfaction is our first priority.” Code of Conduct, Chapter 4: Our employees‘ responsibility

Social responsibility in practice Gebrüder Weiss has supported social projects for many years. In particular, we have long focused on helping children in need. GW employees provide support for children from the Belarusian village of Chatnova, not far from the scene of the Chernobyl nuclear power plant disaster. Basic principles and rights Gebrüder Weiss advocates the right to assembly and to bargain collectively. This is also evident from the participation of our management and our works council in annual collective bargaining for the Austrian freight forwarding sector. Wage agreements are important to us, as they provide an institutional framework which helps to improve our social conditions. Although all of the countries included in the scope of this report have ratified the relevant ILO conventions, only 75.7 per cent of our employees (70.3 per cent in the previous year) are currently covered by wage agreements. Other employees’ rights are guaranteed in writing as part of their employment relationship. In any case, no threats to the right to freedom of association and collective bargaining were identified in the reporting year.

Gebrüder Weiss Serbia supports the “Nowak Foundation”, which organises Christmas presents for orphans and disabled children in homes and orphanages. Gebrüder Weiss Croatia is also involved in charitable activities for children in need. We have supported two large Austrian social organisations for many years: As a partner of the SOS Children’s Villages, the company plays its part in ensuring that childhood is still positive even in difficult situations. Gebrüder Weiss also provides assistance for families in need. Many of these projects are organised in conjunction with Hilfswerk Austria. Other projects supported by Gebrüder Weiss include the DEBRA Austria support group for children suffering from epidermolysis bullosa and “Sonneninsel”, the after-care centre for the Austrian group Children’s Cancer Aid in Seekirchen.


Ecology

Solar energy If solar energy plants are not installed while the location is under construction, provisions are made to retrofit them at a later stage. Roofs are therefore designed with a load-bearing capacity of 30kg/m2 greater than standard.

Fleet Throughout the group, we consider only HGVs in the highest vehicle classes currently available when making new purchases. In terms of cargo handling and material handling equipment, priority is given to using electric forklifts.

LED technology We use LED lamps with presence detectors to provide lighting in our halls and cargo handling areas.

Sidings Since the 1970s, GW branches have been connected to the rail network, making the use of multimodal traffic concepts considerably easier.


In planning our new locations, we take a wide range of environmental and energy-related issues with regard to the new facilities into consideration.

Heating, cooling We use geothermal and district heating units, suitable heat and cold insulation and ventilation systems with a heat recovery and free cooling function to regulate temperatures in an environmentally friendly way.

Building materials Any adhesives and paint that are used must not produce hazardous vapours. Whenever possible, the roofing and building wiring are not sheathed with PVC.

Building Systems Appropriate automation systems are installed for energy-optimised building systems management.


Ecology DMA EN / 4.11 / EN 30

“We view environmental protection as a challenge that is worth the investment of resources, both today and in the future.” Code of Conduct, Chapter 2: Social Responsibility

Environmental strategy and the precautionary approach The revision of the company’s health, security, environmental and quality policies in the 2012 fiscal year included placing a strong emphasis on our ecological objectives: We are committed to the responsible use of resources and recognise the subject of environmental protection as a long-term challenge and a worthy objective for investment. In agreement with our legal compliance department and in line with the Gebrüder Weiss Code of Conduct, the environmental issues that have been identified, together with their impact, have been systematically recorded by our local environmental teams and assessed with a risk analysis. We are increasingly trying new ways to reduce our environmental impact and are fully committed to doing so. Intelligent platform solutions, renewable energy sources, a modern infrastructure, integrated carriers and service providers and above all our highly skilled employees provide us with the potential for new ecological improvements.

Investments In total, Gebrüder Weiss invested approximately one million euro in environmental protection measures in 2012. This investment included training and waste management, modern LED lighting and environmentally friendly loading devices in our warehouses, daylight-dependent lighting control systems with motion detectors, waterless urinals in the WC facilities, and ventilation systems with heat recovery in our office buildings. Our constant pursuit of improvement and the serious and critical discourse taking place within the orange company underlines our commitment to avoiding the purchase of CO2 certificates as a means of improving our CO2 balance.


39

Introduction of ISO 14001 In 2012, GebrĂźder Weiss certified all its surface transport locations in Germany, Austria and Switzerland in accordance with the ISO 14001 standard. For us, this represented a major step towards an integrated quality management system as well as the responsible use of resources. A significant challenge during the introduction phase was the identification of the legal requirements, in terms of environmental, occupational health and safety and waste management regulations, faced by our transnational organisational units. The scope of these legal standards made it necessary to introduce a legal management programme to supplement the existing contractual and compliance programmes in this area. Once suitable preliminary work has been carried out, the individual standards are fully reviewed paragraph by paragraph. Responsibilities are then assigned within the organisation.

This IT solution allows Gebrßder Weiss to develop new products faster and in conformity with the law, and also serves to minimise the risks faced by the responsible persons in a complex network of international laws and standards. The evaluation of the environmental issues so identified has already helped the participating employees to benefit from new insights in the areas of ecology and risk analysis. After some initial scepticism, we were able to raise the employees’ awareness with regard to the use of resources and processes. The subject of emergency preparedness and response procedures in the environmental field was extensively reviewed within the context of our existing crisis communication processes, and is now set to be developed into a crisis management system.


Ecology EN 4

Environmentally friendly vehicle fleet Corporate management guidelines ensure that environmental criteria have more impact on the expansion of GW‘s vehicle fleet. The entire company is subject to the rule that only the current highest “EURO 5 or 6“ or “EEV“ classes of heavy goods vehicles are considered for new purchases. In terms of cargo handling and material handling equipment as well, priority is given to using electric forklifts. A well thoughtout maintenance plan and regular battery inspections help to ensure long-term reductions in energy consumption in this area. By putting the first dual-fuel gas HGV into operation at our Maria-Lanzendorf location in 2011, Gebrüder Weiss set new standards in the area of ecologically responsible vehicle fleet management. Due to higher costs and lack of funding, this technology has unfortunately not yet been able to penetrate the market.

CO2 reduction targets and CO2 calculator Since 2012, we have recorded the CO2emissions of transportation carried out by us and our affiliated third parties using the EcoTransIT CO2 calculator. We can now calculate the ecological footprint of every single consignment and for each customer or location. The table displays the overall results for the company, beyond the scope of the report. It lists the transport services provided in tonne-kilometres (a key figure that represents the transported weight in relation to the distance covered) and the resulting environmental pollution (CO2 emissions in tonnes). We compare the actual values to a theoretically permissible CO2 emission level (allowance). This allowance is based on the 2°C target policy, which stipulates a maximum worldwide emission level of 750 gigatonnes of CO2 by the year 2050. Using the transport sector’s share of global gross economic output as a basis, our industry was assigned a permitted CO2 emission level. Our specific allowance is currently being calculated in conjunction with Zeppelin University in Friedrichshafen. In consequence of our mixed production, our current levels are within these preliminary limits.


Due to our high volumes of freight transported by sea, the most sustainable mode of transport, we are significantly below our permitted level. In order to further improve our balance, our goal is to transport greater amounts of freight by sea. However, it is important to ensure that we utilise the short route via the Suez Canal for shipments from Asia to Europe. The cheaper but longer route around Africa leads to a higher absolute level of CO2 emissions. We must now evaluate all internal and external factors influencing the results of this assessment, in order that we may give concrete instructions to our operating units. For both European and domestic surface transport, however, options for shifting freight traffic from road to waterways are as yet very limited. Railway networks have also reached full capacity. Currently, a change of transport mode is feasible for only a small proportion of goods traffic. Accordingly, Gebr端der Weiss must achieve a continued improvement in the load factor for surface transport, and test and employ new propulsion technologies. It is our objective to provide our customers with environmentally sustainable transport options in all sectors, including surface transport.

CO 2e Tank 2 Wheel in g per tkm

Haulage capacity in millions of tonne kilometres (tkm)

CO2e Tank 2 Wheel in tonnes

Results of the CO2-calculator

41

Surface transport 187,788

3,560 52.7

air freight

124,235

249

499.7

sea freight

108,335

10,052

10.8

overall

420,358

13,861 30.3

Allowance 45.7


Ecology EN 4 Indirect energy consumption, broken down (53,438 GJ) A Nuclear power 14.5 % (PY 29.6%) B Fossil fuels 32.2 % (PY 43.2%) C Renewable energies 53.3 % (PY 27.2%)

A

B

C

Measurable environmental targets Three goals in the environmental area are firmly defined as an integrated component of our corporate targets: Reduction of energy consumption per employee by five percent relative to the preceding year, reduction of paper consumption in sheets per consignment by five percent relative to the preceding year, and reduction of paper consumption per employee in number of sheets per employee by five percent relative to the preceding year. None of these three targets could be reached in the reporting period. The greatest shortfall was in energy consumption per employee, which was measured as +4.17 per cent over the previous year. This increased consumption was a consequence of the increases in quantities and volumes handled and the associated need to expand existing facilities or inaugurate new buildings, particularly in Austria and Slovakia. Paper consumption increased by 2.9 per cent within the reporting period. This development is tempered by the fact that the number of consignments in the same time period increased by 2.65 per cent and the number of personnel in the locations covered in our environmental data base increased by 2.41 per cent.

Ecological energy mix As can be seen from the legend of the graphic on this page, the proportion of energy generated from renewable resources doubled in comparison to the previous year. This positive development resulted from the purchase of an ecological energy mix of Austrian origin. The production of the purchased energy resulted in CO2 emissions of 3,464 tonnes and 6.6 kg radioactive waste.

Due to the increase in consignments, the level of paper consumption increased by 0.83 per cent per employee. To counteract this development and manage our administration more efficiently, specific measures such as the optimisation of our archiving process were implemented. A partial conversion to a paperless system for internal invoicing of consignments will also positively impact on this this figure, as will the option to send faxes directly to the computer. The environmental objectives are currently being redefined.


2011

2012

4.6

4.6

13,857.7

13,743.6

3,935.3

3,777.9

+0.25 %

Paper consumption/consignment in number of items

+0.83 %

Paper consumption/employee in number of items

+4.17 %

Energy consumption/employee in kWh

Environmental Figures

43


Ecology EN 11 / EN 22 / EN 28

Locations with customers involved in paint and lacquer production (e.g. Linz and Innsbruck) generate higher quantities of liquid waste. These waste products result primarily from damage during transport. The 775.3 kg of waste resulting from damage recorded during the reporting period was very low in comparison with the overall amount transported.

Our modernisation generates waste In line with the substantial investment in infrastructure in the 2012 reporting year, our logistics facilities were extensively enhanced and modernised. Over the course of our construction activities, large amounts of rubble, steel and other solid materials as well as nonreusable work equipment that in some cases posed a potential risk to the environment were disposed of. The resulting increased volumes are reflected in the key figures. At all times, Gebr端der Weiss attempted to keep the impact on the environment to a minimum, and managed to achieve improvements in other areas of waste avoidance. None of the Gebr端der Weiss logistics facilities that are relevant to this Sustainability Report are located in or in the vicinity of a protected area; rather, all are located with easy access to transportation infrastructure. As a result, we comply with the regionally applicable environmental standards and laws and thus did not have to pay any penalties or fines.

Hazardous solid items, such as oil and air filters, oil-contaminated equipment and contaminated binding agents (acids, strong bases, fuels, etc.), are primarily generated by the service teams. In 2012, this type of waste was significantly reduced thanks to intervals of equipment repair and service as well as the reduced number of emergency situations requiring the use of binding agents. Old paints, lacquer, paint thinner, heavy metal contaminated residues, oil separators and oil sludge are primarily found at locations with integrated filling stations, garages or car washes. As a responsible operator, we dispose of these hazardous liquid substances in accordance with the applicable regulations. A large quantity of hazardous equipment, such as monitors, scanners, forklift trucks, printers and cartridges were disposed of during the reporting period in consequence of warehouse closures and the removal from service of work equipment. This resulted in significant increases in waste volume particularly for the locations in Slovakia, Lauterach, and Altenrhein.


2011

2012

11,200.0

12,908.0

13,885.6

6,470.0

96,868.4

112,702.0

428.5

1,385.0

775.3

601.0

3,018,626.9

2,197,378.0

-13.2 %

Discarded equipment/vehicles5 in kg

+114.6 %

Dangerous equipment4 in kg

-14.0 %

Hazardous liquid waste3 in m3

-69.1 %

Hazardous solid waste2 in kg

+29.0 %

Liquid waste in m続

+37.4 %

Solid waste1 in kg*

breakdown of waste by type

45

EN 8


Ecology DMA EN / EN 8

“We are committed to quality assurance and environmentally compatible, sustainable and responsible activity.� Code of Conduct, Chapter 2: Social Responsibility

Reduced heating requirements Demand for heating decreased at the majority of our locations. In this regard, the continuous improvement of our facilities and the relocation to modern buildings is having a very positive impact. One particular item of note is the reduction in district heating and gas consumption in Slovakia, where three outmoded branch locations were closed in the course of an optimisation of our processes. In Wolfurt (Austria), the oil heating system was replaced by a modern gas heating system. Consumption increased at two locations, locations, where the long winter required extra heating in comparison with the preceding period.

The increased level of water consumption is due to the poor quality of the data in 2011. In that period, only the months of November and December were recorded for Serbia. When this national branch is excluded, the result for water consumption shows a reduction of roughly seven per cent. For further information about power consumption, see page 42 and following.


2011

2012

52.1

51.3

52,271.3

50,796.3

105.7

112.3

1,105.7

1,143.1

1,124.5

1,347.8

14,844.0

13,963.1

*79.9 per cent of our overall water consumption is covered by municipal water utilities and 19.9 per cent by groundwater. The rest is covered by usage of surface- or rain water.

+1.5 %

*Water in 1000 m続

+2.9 %

Paper in number of items

-5.9 %

Heating oil in 1000 l

-3.3 %

Gas in 1000 m続

-16.6 %

District heat in kWh

+6.3 %

Electricity in kWh

Figures for resource consumption within the GW Group

47


Compliance


In Autumn 2012, we laid the foundation for our new company headquarters. While doing so, we also once again committed to our fundamental moral principles. Safely stowed away in a stainless steel box, we lay an appropriately signed document together with the foundation stone for the new building.


Compliance DMA HR / 4.6

“As a family company, Gebrüder Weiss feels a traditional responsibility to define the core values that will serve as the cornerstones for its interactions with persons both internal and external to the company.” Code of Conduct, Chapter 4: Our employees‘ responsibility

Guidelines for the selection of partners We provide services in over 100 countries. To ensure that customers‘ requirements are also met outside our direct sphere of influence, we work together with independent service providers. In selecting these partners, we ensure that their values, company philosophies and capabilities comply with the high standards of Gebrüder Weiss. Financial stability and profitability are fundamental to securing our future, and they form the basis of every sustainable company strategy. We therefore usually award transport contracts based on price, but we make our choice from among an extensively-vetted group of service providers. Our demands in terms of quality, ecology and the observance of legal regulations and compliance regulations are therefore not criteria for awarding the contract, but instead serve as a minimum requirement for our service providers. These criteria are defined in the carrier and driver handbook that must be approved and signed by every new sub-contractor.

Transparent award procedure Ecological, social, and quality-related aspects are also taken into account whenever possible when purchasing non-freight forwarding goods and services. A decision based on price is economically sound, but only if the quality required by us can be provided. It is important for us to avoid conflicts of interest when awarding contracts. Award decisions must therefore be clearly documented and explained if the lowest bidder is not awarded the contract.


51 SO 2 / SO 7

Promoting fair competition Corruption has a negative impact on fair competition and on society in general, particularly its poorest members. To reduce this risk, we continuously strive to improve our processes and have introduced a comprehensive compliance programme in this reporting period. We promote fair competition and comply with antitrust regulations. Agreements that restrict competition and price-fixing agreements are not tolerated. This has been laid down as binding in our guideline for antitrust compliance and included in our training since 2008. As a member of the anti-corruption network Transparency International and the Global Compact of the United Nations, we pledged to continue the fight against corruption in 2012. In the course of our international activities, we regularly come into contact with public officials, particularly in customs agencies. This represents an increased risk for us and our customers. Our measures primarily include raising the awareness of our employees through training and regular information bulletins.

Further development in supplier management Our supplier management system will also be further developed in 20113/14, as our suppliers act in our name and accordingly must also abide by our values. With this in mind, we defined precise risk assessments for the suppliers and service providers that we employ. In the year under review, we reviewed the risk of corruption in nearly 30 per cent of our business units through internal audit processes.

In 2010, Gebr端der Weiss, along with 42 other local freight forwarders, was assessed a fine by the Austrian Federal Competition Office (BWB) in relation to actions occurring prior to 2008. This was dismissed by the Austrian Cartel Court in February 2011 for lack of fault on the part of GW, thus enabling GW to win its case at first instance. As expected, both the BWB and the Austrian Federal Cartel Prosecutor have lodged an appeal with the Austrian Supreme Court, the highest court of appeal for antitrust cases. A decision is not expected before the end of 2013.


Affiliations

UN Global Compact In November 2011, Gebrüder Weiss joined the UN Global Compact. This meant that we commit to the UN objective to face the challenges of globalisation together and to shape the global network of markets in a more social and ecological way.

“Companies that are active at a global level are now more than ever obligated to demonstrate their social and ecological responsibility. In times of complex regulatory constraints, the UN Global Compact provides an internationally accepted body of regulations that companies can use for guidance in order to improve their performance in the areas of human rights, working standards, the environment and the fight against corruption. As a participant in the UN Global Compact, Gebrüder Weiss proactively faces these issues and strives to integrate appropriate processes into its core business.” Bettina Steinbrugger, UN Global Compact Austria


Affiliations 4.12 / 4.13 / SO 5

ZV Spedition & Logistik Zentralverband Spedition & Logistik (Central Association for Freight Forwarding and Logistics) is a voluntary organisation that represents the interests of Austrian companies with freight forwarding licences. The purpose of ZV is to foster cooperation between industry and the Austrian Chamber of Commerce (WKO) and thus most effectively represent the interests of its members. As a member of the international umbrella group FIATA, ZV can campaign across borders on behalf of the freight forwarding and logistics sector. At the same time, its members are committed to fair business practices, conscientious handling of information and communications, fighting corruption, compliance, human rights and civil liberties.

Working together for a better future Through our engagement in a range of organisations and associations, we hope to continue to support our economic, ecological and social interests. We are convinced that sustainable actions result in a sustained strengthening of the economic competitiveness of our communities, and we want to focus public attention more strongly on this topic. The basic conditions for fair competition should also be framed in this way and promoted for the greater good.

In November 2012, management board member Wolfram Senger-Weiss assumed the office of ZV President. His objectives in his term in office include the facilitation of national and international cooperation as well as the promotion of sustainable traffic concepts, such as long trucks. Other aims include the longterm improvement of the basic economic and social conditions for the industry and the promotion of competition. As part of this focus on communication and quality, the support of training and further education projects is also set to play a central role.


55 4.12 / 4.13

“As a leading platform for corporate social responsibility and sustainable development in Austria, we welcome the commitment of domestic companies, in particular Gebrüder Weiss, 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 respACT respACT is the leading corporate platform for CSR and sustainable development in Austria. Member companies undertake to combine market-orientated philosophy and actions with ecological and social responsibility and incorporate sustainable development and CSR into their company strategy. As a longterm member of respACT, we also support the principles of the organisation, which is a focal point of the Austrian UN Global Compact network. Transparency International Through our membership of Transparency International, we contribute to the improvement of the basic institutional framework in Austria – which also encompasses measures for increased transparency and the fight against corruption.

Greenfreight Europe Gebrüder Weiss is a member of the “GreenFreight Europe” initiative. This association of companies, which was launched in 2009 under the working title “SmartWay Europe Working Group”, is a voluntary and independent programme for evaluating and improving the environmental performance of road transport in Europe. EcoTransIT Our membership of “EcoTransIT” underlines our commitment to our ecological responsibilities. Another objective of this voluntary programme is to make carbon dioxide and exhaust emissions measurable and use this quantification as a basis for ongoing improvement.


Reporting parameters 3.12

GRI CONTENT INDEX Detailed GRI Content Index: www.gw-world.com/gri-content-index-2012

GRI Application Level B+ Pages

Level of reporting

1.1 1.2

Strategy and Analysis Report Content 4 Impacts, Risks and Opportunities 21

fully fully

2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10

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

fully fully fully fully fully fully fully fully fully fully

3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 3.11 3.12 3.13

Reporting Parameters Reporting Period 4 Date of Most Recent Previous Report 4 Reporting Cycle 4 Contact Point for Questions regarding the Report 4 Process for defining Report Content 4 Boundary of the Report 4 Limitations on Scope and/or Report Boundary 4 Joint Ventures, Subsidiaries, Outsourcing 4 Data Measurement Techniques 4 Changes in the Representation of Information relative to Previous Reports 4 Changes in the Scope, Reporting Limits or Methods of Measurement 4 GRI Content Index 56; 57 External Verification of Data 58

4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12

Governance, Commitments and Engagement Governance Structure 5 Independence of the Members of the Supervisory Board 5 Controlling Body or independent Members of the Company Management 24 Mechanisms for Recommendations by Shareholders and Employees to the Management Board 24 Remuneration of Management Board linked to Business Performance 20 Processes to avoid Conflicts of Interest 50 Expertise of the Highest Governance Body in Terms of Sustainability 8 Corporate Policy, Core Values and Codes of Conduct 8; 10; 11 Monitoring of Sustainability Processes by the Management/Supervisory Board 18; 20 Auditing of the Management Board’s Performance 20 Implementation of Precautionary Principle 38 Support of External Initiatives 35; 54; 55

5 5 5 5 5 5 5 5 4; 9 5

fully fully fully fully partially fully fully fully fully fully fully fully fully

fully fully fully fully fully fully fully fully fully fully fully fully


57

GRI Application Level B+ Pages

Level of reporting

54; 55 24 24 24; 25 24 10

fully fully fully fully fully fully

4.13 4.14 4.15 4.16 4.17 5

Membership in Associations and Interest Groups Stakeholder Groups engaged by the Organisation Selection of Stakeholders Approaches to Stakeholder Engagement (Type/Frequency) Position on Key Concerns of Stakeholders Management Approach

DMA EC EC3 EC7

Economic Indicators Management Approach 8 Employee Benefit Plan 30 Proportion of Management hired from Local Community 32

fully fully fully

Environment DMA EN Management Approach 38; 42 fully EN4 Indirect Energy Consumption by Primary Sources 42 fully EN8 Total Water Withdrawal by Source 45 fully EN11 Surface Area used in Protected Areas 44 fully EN22 Total Weight of Waste by Type and Disposal Method 44 fully EN28 Fines for Non-Compliance with Environment Laws and Regulations 44 fully EN30 Environmental Protection Expenditures and Investments 38 fully Human Rights DMA HR Management Approach 34; 50 fully HR4 Number of Incidents of Discrimination and Actions taken 34 fully HR5 Operations endangering Freedom of Association and collective Bargaining and Actions taken 35 fully Labour Practices and decent Work DMA LA Management Approach 35 fully LA1 Total Workforce by Employment Type and Region 32; 33 fully LA2 Employee Turnover by Age Group, Gender, Region 31 fully LA4 Employees covered by Collective Agreements 30; 35 fully LA7 Injuries, Absences and Fatalities 31 fully LA10 Average Hours of Training per Year per Employee 29 fully LA12 Number of Employees receiving regular Performance Reviews 28 fully Society DMA SO Management Approach 18 fully SO2 Business Units analyzed for Corruption Risk 51 fully SO5 Participation in Public Policy Development and Lobbying 54 fully SO7 Competition Lawsuits 51 fully Product Responsibility DMA PR Management Approach 12 fully PR8 Compliance to Customer Data Privacy 14 fully


3.13


59


Imprint GebrĂźder Weiss Gesellschaft m.b.H. BundesstraĂ&#x;e 110 6923 Lauterach Austria Project Management Frank Haas Peter Koller Editing Martin Begle Markus Boisits Frank Haas Arnd Hoppe Peter Koller Photography UN Photo/Eskinder Debebe (Pages 52/53) All other photos: GW-archive Translation and Editorial Office Andreas Haselwanter Translation Xplanation Language Services NV Transvox Language Services Printing Buchdruckerei Lustenau


Gebrüder Weiss Gesellschaft m.b.H. Bundesstraße 110 6923 Lauterach Österreich T +43.5574.696.0 F +43.5.9006.2609 service@gw-world.com


Sustainability report 2012