GW Sustainability Report 2009

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Gebrder Weiss - Sustainability 2009. The second sustainability report of the Austrian transport- and logistics company GW.


  • 1. Sustainability report2009

2. Foreword Economic3 4Environmental16 Social30 3. 3 Sustainability - alongside independence, commitment and service excellence - represents a core value of GW. This report expands on the three dimensions of sustainability: economics, environment and social responsibility. The logistics sector must accept the growing challenge of developing competition oriented concepts for ever more complex procurement, storage and distribution processes using resource-conserving technologies. With the confidence of customers and partners, the commitment of well-trained staff and the support of all of the stakeholders, it is possible to be successful in a way which is beneficial to the environment and society, which promotes further investment and innovation and which guarantees or creates employment with an outstanding employer.Foreword Wolfgang Niessner, MBA CEO Gebrder Weiss Holding AG 4. Economic 5. Economic 72.1 / 2.3 / 2.4 / 2.5 / 2.6 / 2.8 / 2.9 By virtue of its solid nancial basis, Gebrder Weiss is independent and strategically oriented towards sustainable success. The achievement of long-term goals takes clear priority over the maximising of quarterly results. We putExperiencing responsibility. Moving the future.Gebrder Weiss GmbH can look back on a history spanning more than halfa millennium. An inheritance, which at the same time is a commitment: to particular emphasis on being pro-active,far-sightedness, tradition and innovation, as well as to the ability to make anactive contribution to shaping development. Starting from its home markets, as well as on the ability to nd solutionsthe Alpine-Danube region, as well as Asia and North America, GW developssector- and client-specific transport and logistics solutions, which allow the and implement them, since these factors seamless transition of production, business and transport processes. together with our power of innovation Gebrder Weiss is Austrias largest privately-owned transport and logisticscompany, which is 100% owned by the Weiss and Jerie families. The Group, are decisive in maintaining and extendingwith headquarters in Lauterach (Vorarlberg), has about 4,500 employees at156 locations worldwide. In Central and Eastern Europe, GW is represented in our competitiveness.Austria, Switzerland, Germany, Italy, the Czech Republic, Slovakia, Hungary,Slovenia, Croatia, Serbia, Bosnia-Herzegovina, Macedonia, Bulgaria, Romaniaand the Ukraine. Beside the countries of Central and Eastern Europe, GW hasbranches in the USA, Canada, the United Arab Emirates, Singapore, China,Japan, Taiwan, Thailand, Hong Kong and India.Consistently in the black. With intensive marketing and targeted cost management Gebrder Weisshas managed to deal with the difcult economic conditions and in 2009, again achieved a positiveresult. Net sales amounted to EUR 830.2 million. Despite this decline in sales, the equity ratio wasonce again increased, and is now signicantly above 50%, placing the company on a sound nancialbasis. Capital investments and company acquisitions valued at EUR 38.6 million were carried throughas planned, despite the crisis. Cash ow is lower than the values of previous years, but remainshigher than investment. 6. Economic9Sustainability is firmlyanchored in Gebrder Weissthinking and action.GWs Board of Directors (from left to right): Peter Kloiber, Wolfram Senger-Weiss,Heinz Senger-Weiss, Wolfgang Niessner (CEO) 7. Economic112.2 / 2.5 / 2.7 / 2.9 / 2.10A long-term investment courseThe GW vision builds on the independence of the company. The guidingprinciple for each decision is the long-term nature of the target. For thisreason, at GW, we think in terms of generations rather than quarters. Againstthis background, the difficult financial year of 2009 was also characterisedby important investments in Central, Eastern and Southern Europe. For GW,important expansion steps in South Eastern Europe were the acquisition of Clever conceptsthe established freight forwarder and logistics company Eurocargo in Serbia,The comprehensive range of services of the Gebrder Weiss group offersthe completion of the EUR 15 million terminal in Bucharest and the foundation numerous possibilities for tailor-made logistics solutions, which may beof the companys first branch in Macedonia. In addition, in Senec, Slovakia,customised to the individual needs of customers. From Basel to Bucharest,the first steps were taken with the construction of the new logistics terminal, the company has a dense network of branches and locations with awhich was commissioned at the start of 2010. In the Czech Republic, GWcomprehensive distribution system, extensive logistics services and thesuccessfully acquired and integrated the land transport activities of its most modern IT infrastructure. GW pursues the goal not of being the largestlong-standing partner Hellman Worldwide Logistics. Further acquisitions supplier, but of providing the best quality. This basic idea influences each ofwere completed in Switzerland (Desca Trans AG and MSV Verzollungenthe four main business areas: land transport, air and sea freight, logisticsGmbH) and in Germany (Maier und Hilbrand OHG). In Austria, with the solutions and courier and parcel transport and is an integral component ofcommissioning of the new EUR 8.5 million logistics terminal in Maria Saal,GWs culture, which over and over again leads to innovation andGebrder Weiss has created the capacity which it needs to become theabove-average commitment.leading logistics provider in Carinthia. Its global air and sea freight networkwas also substantially strengthened with the establishment of local Excellent Commitment. In 2008, GW distinguished itself on multiple occasions for innovative andcompanies in Thailand and India.environmentally friendly transport solutions. Since January 2008, GW has been operating the OrangeCombi Cargo (OCC) as an exclusive daily block train between Vienna and Bludenz, stopping at Hall inTop priority: Service Excellence. GW not only moves goods and data, but also people who are in contactTyrol. Since then, some 60 truck journeys per day and 9,000 tonnes of CO2 per year have been savedwith the Orange network, whether internally or externally. Advanced action and innovative ideas formusing this multi-modal solution. In May 2008, GW was honoured for this with the TRIGOS Award andthe basis for value-added solutions. As a logistics specialist, GW optimises and controls global supply in November 2008 with the Austrian State Prize. In 2009, GW extended this transport solution to achains. The top priority on this matter is service excellence.further track. 8. Economic13Employees have4.1 / 4.2 / 4.3 / 4.4 / 4.14the opportunity toaddress their ideasand suggestionsdirectly to the Boardof Directors orTransparent Management StructureThe fortunes of the company are managed by a four-man board undera CEO. The members of the management are appointed by an independentSupervisory Board, the Chairman of which is not active in the managementof the company. A third of the Supervisory Board is appointed by the centralworks council, through which employees are represented in the highestmanagement body of the company and can submit their communicatethese indirectlyBeside the sessions of the Supervisory Board, there are two meetings peryear between the central works council and the Board of Directors.Employees also have the opportunity to address their ideas and suggestionsdirectly to the Board of Directors or to communicate these indirectly throughtheir superiors. For the management of Gebrder Weiss, a constructiveclimate of dialogue with employee representatives is natural. Due to theeconomic crisis, in 2009, the Board and the works council campaignedthrough theirsuperiors.together for the creation of the industry foundation called Ausped III.Valuing staff forms a cornerstone of the companys corporate targets,defined as: internationalisation, promotion of junior executives, annualdialogues with employees, training activities, rewarding of suggestionsfor improvement and a high degree of participation in the companyspensions plan.Direct line. In accordance with the Articles of Association and the law, the owners have an opportunityat the annual general meeting to direct recommendations or instructions to the Supervisory Board.Besides the annual general meeting, a meeting of shareholders is scheduled once a year. In a familybusiness like Gebrder Weiss, shareholders may also contact the members of the Supervisory Boardand the management directly at any time, including outside these sessions. 9. Economic 154.14 / 4.15Constant DialogueCommunication plays an important role at Gebrder Weiss. The provision ofinformation and exchanges with individual reference groups are adjusted tothe respective information requirements as well as to their special attitudewith regard to demands. The channels of Gebrder Weiss communicationsystem are integrated: group-specific information from different channels isnot considered separately but in a complimentary way, so that added valueinformation is created. Against this background, particularly important groupsof stakeholders are specifically addressed. For internal reference groups,current information is available on a daily basis through the company Intranet,as well as through the quarterly employee magazine WeissBlatt, which isalso addressed to employee family members. All significant external referencegroups, customers, partners, suppliers, neighbouring communities andcompetitors can gain a comprehensive overview of the company, its rangeof services, products and solutions through the website, selected reference groups, such as media representatives and potentialemployees, additional detailed information is provided. For customers, ourhomepage offers various additional opportunities for interaction, such asTrack & Trace.A variety of information. The targeted provision of information is illustrated through the broadportfolio of company publications, in which both professional and regional requirements are considered.Information about the company and its development is provided on a yearly basis in its annual andnancial report. Individual regions and countries provide their customers with locally relevantinformation through regular customer newsletters. Specialised units of the group extend and completethe range with their own publications. Due to the increasing relevance of the issue of sustainability,Gebrder Weiss considers that this report is of interest to all of the reference groups mentioned above. 10. Environmental 11. Environmental 19At Gebrder Weiss, corporate responsibilityis also understood in the sense of activeenvironmental protection. To this end, 35resource-saving solutions, alternative conceptsand measures which consider the requirementsof present and future generations play animportant role. Both in its operations and inits strategic orientation, a meaningfulinteraction between economic and ecologicalfactors is promoted. We play a pioneeringrole here in the areas of transport, energy andtechnology. A long-standing commitmentEnvironmental protection has been a central issue within the groupsince 1993. Ten years later GW was certified according to the internationalenvironmental management standard ISO 14001. In the meantime,environment and quality management have been incorporated into theland transport product area. From the beginning until today, the number ofenvironmental managers in the branch offices has increased fivefold. Today,more than 35 managers from Basel to Sofia attend multi-day meetings,characterised by an exchange of experiences and a transfer of knowledge.The environmental managers bring green thinking deeper into theorganisation. Through their own initiatives, they repeatedly take new stepsto economise on energy and greenhouse gases in the daily routine withintheir branches. 12. Environmental 21EN 4Indirect energy consumption, broken down A B C GW Group Environmental FiguresEnergy consumption/employee in kWh -0.88%Paper consumption/employee in number of items-12.35% Paper consumption/consignment in number of items-10.58%by primary sourcesA Nuclear power 13%B Fossil fuels 29%C Renewable energies 58%Measurable successSince 2006, environmental targets have been documented in a centrally createddatabase. Measurements are made in various areas and widely communicatedboth within group management and at employee level. Three targets from theenvironmental area are firmly defined as an integrated component of thecorporate targets: reduction of electricity consumption per employee in kWhby 5% relative to the previous year; reduction of paper consumption by numberof sheets per consignment by 5% relative to the previous year; reduction ofpaper consumption by number of sheets per employee by 5% relative to theprevious year. During the 2009 reporting period, two of the three targets wereachieved or exceeded by a wide margin. In its selection of primary energysources as well, Gebrder Weiss seeks a balance.Consistently negative. It is the declared aim of Gebrder Weiss to adapt consumption to the respectiverequirements through economical and sensible handling, in order to keep pollutant emissions to aminimum. Every year, key gures for paper, electricity and water resources are recorded and checked.13,412.211,756.03,105.23,077.9Our aim is to reduce consumption by 5% per year. Technology, such as intelligent building technology, 2008 2009 5.95.3provides support to economise energy consumption for heating and lighting. 13. Environmental23EN 8Figures on GW group consumption of resourcesElectricity in kWh -1.29% District heating in kWh -8.63%Gas in m3+70.63%Heating oil in l -1.37%Paper in number of items -12.72% * Water in m3 +13.83% * GWs total water consumption is covered by municipal water utilities (EN 8) Waste: solids -7.04%An integrated approachThe increasing importance of environmental management for Gebrder Weissis also illustrated in the companys best performance ranking Challenger ofthe Year. The achievement and implementation of environmental targets andmeasures has been considered an evaluation component of this challengesince 2008. In parallel, the content of the internal audit has been extended toenvironmental management aspects. Local environmental measures are alsochecked at each location during the audit. Against this background, theconsumption of key resources is also monitored.Setting long-term goals. Group management targets guarantee that ecological criteria have moreinuence on the expansion of GWs vehicle eet. A rule holds for the entire company that only thecurrent highest EURO 5 or EEV classes of heavy goods vehicles are considered for new purchases. 11,698,223 50,528,46944,102,646 11,546,823In materials and cargo handling technology as well, priority is given to using electric forklifts. A well 1,574,930 1,464,002905,259 827,139 543...


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