Sustainability report 2009

3 4 16 30

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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.

Wolfgang Niessner, MBACEO

Gebrüder Weiss Holding AG

Foreword

Economic

7Economic

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

Experiencing responsibility. Moving the future. Gebrüder Weiss GmbH can look back on a history spanning more than half a millennium. An inheritance, which at the same time is a commitment: to far-sightedness, tradition and innovation, as well as to the ability to make an active contribution to shaping development. Starting from its home markets, the Alpine-Danube region, as well as Asia and North America, GW develops sector- and client-specific transport and logistics solutions, which allow the seamless transition of production, business and transport processes.

Gebrüder Weiss is Austria‘s largest privately-owned transport and logistics company, which is 100% owned by the Weiss and Jerie families. The Group, with headquarters in Lauterach (Vorarlberg), has about 4,500 employees at 156 locations worldwide. In Central and Eastern Europe, GW is represented in Austria, Switzerland, Germany, Italy, the Czech Republic, Slovakia, Hungary, Slovenia, Croatia, Serbia, Bosnia-Herzegovina, Macedonia, Bulgaria, Romania and the Ukraine. Beside the countries of Central and Eastern Europe, GW has branches in the USA, Canada, the United Arab Emirates, Singapore, China, Japan, Taiwan, Thailand, Hong Kong and India.

Consistently in the black. With intensive marketing and targeted cost management Gebrüder Weiss has managed to deal with the diffi cult economic conditions and in 2009, again achieved a positive result. Net sales amounted to EUR 830.2 million. Despite this decline in sales, the equity ratio was once again increased, and is now signifi cantly above 50%, placing the company on a sound fi nancial basis. Capital investments and company acquisitions valued at EUR 38.6 million were carried through as planned, despite the crisis. Cash fl ow is lower than the values of previous years, but remains higher than investment.

2.1 / 2.3 / 2.4 / 2.5 / 2.6 / 2.8 / 2.9

9Economic

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

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

11

A long-term investment course The GW vision builds on the independence of the company. The guiding principle for each decision is the long-term nature of the target. For this reason, at GW, we think in terms of generations rather than quarters. Against this background, the difficult financial year of 2009 was also characterised by important investments in Central, Eastern and Southern Europe. For GW, important expansion steps in South Eastern Europe were the acquisition of the established freight forwarder and logistics company Eurocargo in Serbia, the completion of the EUR 15 million terminal in Bucharest and the foundation of the company’s first branch in Macedonia. In addition, in Senec, Slovakia, the first steps were taken with the construction of the new logistics terminal, which was commissioned at the start of 2010. In the Czech Republic, GW successfully acquired and integrated the land transport activities of its long-standing partner Hellman Worldwide Logistics. Further acquisitions were completed in Switzerland (Desca Trans AG and MSV Verzollungen GmbH) and in Germany (Maier und Hilbrand OHG). In Austria, with the commissioning of the new EUR 8.5 million logistics terminal in Maria Saal, Gebrüder Weiss has created the capacity which it needs to become the leading logistics provider in Carinthia. Its global air and sea freight network was also substantially strengthened with the establishment of local companies in Thailand and India.

Top priority: Service Excellence. GW not only moves goods and data, but also people who are in contact with the Orange network, whether internally or externally. Advanced action and innovative ideas form the basis for value-added solutions. As a logistics specialist, GW optimises and controls global supply chains. The top priority on this matter is service excellence.

Clever concepts The comprehensive range of services of the Gebrüder Weiss group offers numerous possibilities for tailor-made logistics solutions, which may be customised to the individual needs of customers. From Basel to Bucharest, the company has a dense network of branches and locations with a comprehensive distribution system, extensive logistics services and the most modern IT infrastructure. GW pursues the goal not of being the largest supplier, but of providing the best quality. This basic idea influences each of the four main business areas: land transport, air and sea freight, logistics solutions and courier and parcel transport and is an integral component of GW‘s culture, which over and over again leads to innovation and above-average commitment.

Excellent Commitment. In 2008, GW distinguished itself on multiple occasions for innovative and environmentally friendly transport solutions. Since January 2008, GW has been operating the Orange Combi Cargo (OCC) as an exclusive daily block train between Vienna and Bludenz, stopping at Hall in Tyrol. Since then, some 60 truck journeys per day and 9,000 tonnes of CO2 per year have been saved using this multi-modal solution. In May 2008, GW was honoured for this with the TRIGOS Award and in November 2008 with the Austrian State Prize. In 2009, GW extended this transport solution to a further track.

Economic2.2 / 2.5 / 2.7 / 2.9 / 2.10

13

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

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

Direct line. In accordance with the Articles of Association and the law, the owners have an opportunity at the annual general meeting to direct recommendations or instructions to the Supervisory Board. Besides the annual general meeting, a meeting of shareholders is scheduled once a year. In a family business like Gebrüder Weiss, shareholders may also contact the members of the Supervisory Board and the management directly at any time, including outside these sessions.

Economic4.1 / 4.2 / 4.3 / 4.4 / 4.14

15

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

A variety of information. The targeted provision of information is illustrated through the broad portfolio of company publications, in which both professional and regional requirements are considered. Information about the company and its development is provided on a yearly basis in its annual and fi nancial report. Individual regions and countries provide their customers with locally relevant information through regular customer newsletters. Specialised units of the group extend and complete the range with their own publications. Due to the increasing relevance of the issue of sustainability, Gebrüder Weiss considers that this report is of interest to all of the reference groups mentioned above.

Economic4.14 / 4.15

Environmental

19

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

Environmental

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

21

2008 2009

BA C

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

Consistently negative. It is the declared aim of Gebrüder Weiss to adapt consumption to the respective requirements through economical and sensible handling, in order to keep pollutant emissions to a minimum. Every year, key fi gures for paper, electricity and water resources are recorded and checked. Our aim is to reduce consumption by 5% per year. Technology, such as intelligent building technology, provides support to economise energy consumption for heating and lighting.

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

Setting long-term goals. Group management targets guarantee that ecological criteria have more infl uence on the expansion of GW’s vehicle fl eet. A rule holds for the entire company that only the current highest “EURO 5” or “EEV” classes of heavy goods vehicles are considered for new purchases. In materials and cargo handling technology as well, priority is given to using electric forklifts. A well thought-out maintenance plan and regular battery inspections help to ensure long-term reductions in electricity consumption in this area.

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

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

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27

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

Paperless freight forwarding For local traffic, significant reductions in paper consumption were achieved through Mobkom scanning in the delivery area. A further step in the direction of paperless freight forwarding is paperless claims settlement and the comprehensive deployment of various services which support this project. Customers can issue orders over the Internet via iOrder and invoicing data can be exchanged electronically via eFactura. Toners and printers are monitored more closely on-site with a view to use and efficiency. At the same time, GW offers regular training for employees in order to strengthen awareness of individual measures. The awareness raising measures range from handbooks and contributions to company publications and the Intranet to actual training on environmental issues.

Savings potential on the tracks. With the primary aim of operating in a cost-effective and environmentally friendly way, individual branches also implement a variety of local measures, besides the stipulations of the group. These range from motion detectors in the corridors and toilets to the optimisation of electricity use through the deployment of several lighting circuits. Others are pioneers in renewable energies: in 2007, GW Memmingen commissioned a photovoltaic facility of over 1,000 m² on the roof of the warehouse and generates about 134,000 kWh of “green” electricity per year. GW also deployed so-called “energy detectives” in order to identify energy saving potential and to advise on practical implementation with professional know-how.

Environmental

29Environmental

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

Social

33

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

Social

CSR

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

35

EB DA C

2008 2009

GW moves The value-oriented group culture forms a common basis for motivating employees and thereby creates value for the company, since it has an immediate positive infl uence on its competitiveness. The four core values - Service Excellence, Independence, Commitment and Sustainability - form a foundation for its global business activities, regardless of nationality, ethnicity and cultural context. The local commitment of its employees also transcends frontiers, as they invite their colleagues to take part in a broad range of health-promoting activities. These measures are not only supported by the branch management but also encouraged. In this way, in Hall in Tirol, a multi-stage health programme was implemented in 2009, while in the Czech Republic, employees took part in a cross-country skiing competition and in Vorarlberg, employees were offered special company conditions at a fi tness centre. In this way, absences due to illness and accidents fell from 10 to 9.6 days per capita between 2008 and 2009.

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

Social

Breakdown of departures by gender

A Men 68%

B Women 32%

Breakdown of departures by age group

C Under 30 38%

D 30 to 50 49%

E Over 50 13%

LA 1 / LA 2 / LA 7

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Proportion of workers by region

AT 64%

CZ 8%

HU 5%

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DE 5%

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

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

Social

Employment of local employees in the extended

GW management team

A local 93.2%

B non-local 6.8%

* of which women 9.1%

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Gebrüder Weiss is conscious of its national and international responsibility.

Targeted commitment Gebrüder Weiss is conscious of its national and international responsibility and is thus committed to its membership of the Bundesvereinigung Logistik Österreich [Austrian Logistics Association] and the Zentralverband Spedition und Logistik [Austrian Association for Freight Forwarding and Logistics]. Against this background, GW has also been a member of Transparency International since 2008. Transparency International is a charitable and politically independent organisation. Its basic principles, on which its ventures to combat and contain corruption are built, are integrity, responsibility, transparency and the participation of civil society. In order to achieve this, the organisation seeks to create awareness and furthermore, to bring together key players in politics, economics and society.

Consistent transparency. It is also natural for Gebrüder Weiss to contribute to the international struggle against terrorism. GW’s anti-terror software compares the incoming data for each customer transaction with persons and organisations entered on the boycott list. Each customer transaction is automatically checked by the software, with feedback given in at most 15 minutes. An alert in the event of a match is sent via e-mail to the “anti-terror representative” (at least two per branch) as well as to several other central locations. Matches are immediately halted and necessary measures taken in agreement with the central legal department (e.g. notifi cation of authorities). A blocked consignment is cleared on the basis of the dual control principle and is recorded in a separate programme.

SocialSO 5

41

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

Social

43

Appreciable added value for employees Gebrüder Weiss offers a company pension to all of its employees in Austria with three years of company service, based on two pillars, a pension fund model and an insurance model. In the former, Gebrüder Weiss pays a fixed amount to the pension fund chosen by the company and the works council for each participating employee, regardless of salary. Employees also have the possibility of converting wage or salary increases into employer contributions, thereby achieving a tax advantage. Under the insurance model, employees and the employer make monthly contribution payments. The employee also enjoys a major advantage relative to a private pension plan in this model. In 2009, the degree of adhesion of qualifying employees to this voluntary system was 44.9% (previous year: 42.9%). A similar system also exists in Hungary, where employees have the possibility of allocating 1.5% of their gross salary to a pension plan. For the 2009 financial year, there was no voluntary company pension model in the other countries.

Goods and fuel vouchers In Austria, Germany and Switzerland, from the second year of service onwards, all employees receive goods or fuel vouchers once a year. The monetary value of these vouchers is not dependent on the salary of the employee but on the time of service with the company. In Hungary, a cafeteria system has been introduced, whereby after three months of company service, all employees can choose between different vouchers or optional insurance services.

To work by shuttle In most cases, GW‘s facilities are located in regions with good public transport connections. But for locations which are not well serviced by public transport, the company provides shuttle services for commuters.

EUR 1.1 million in fringe benefi ts In 2009, the costs for these and other fringe benefi ts and benefi ts in kind amounted to approximately EUR 1.1 million (excluding pensions). Despite the global fi nancial crisis, expenditure on fringe benefi ts and training activities were maintained at a high level and hence invested in sustainability.

Price advantages through company petrol stations Gebrüder Weiss operates its own petrol stations at eight locations in Austria, which may also be used by employees. At these, in 2009, employees enjoyed a cost advantage of some 4.7% relative to the cost according to the Fuel Monitor of the BMWFJ [Federal Ministry of Economy, Family and Youth of Austria].

SocialEC 3

45

Commitment to better social conditions Freedom of assembly is a human right written into international declarations and conventions. Collective bargaining is an important form of inclusion of stakeholders, since it creates an institutional framework and thereby makes an important contribution to a stable society. Collective agreements are an instrument used by all concerned parties to promote collective efforts to improve social conditions. The percentage rate of an organisation is an indicator of the importance of freedom of assembly.

Gebrüder Weiss takes its role as a responsible employer very seriously. In each country in which the company employs staff, these are immediately shifted to a collective agreement. When a collective agreement was introduced in Croatia and Slovenia in 2009, GW implemented this for 100% of its employees. In Austria and Germany, 100% of employees are included in the collective agreement. As soon as a collective agreement is introduced in Switzerland, the Czech Republic, Slovakia, Hungary, Romania and Bulgaria, GW will shift to it. Against this background, in 2009, 73% of GW‘s employees were included in a collective agreement.

SocialLA 4

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Strategy and Analysis 1.1 Report Content 3 Organisation Profi le 2.1 Name of the Organisation 6 2.2 Primary Brands, Products and Services 112.3 Operational Structure 62.4 Location of Headquarters 62.5 Countries with Major Business Operations 6, 102.6 Nature of Ownership 62.7 Markets served 102.8 Scale of the Organisation 62.9 Signifi cant Changes during the Reporting Period 6, 102.10 Awards received 11 Reporting Parameters 3.1 Reporting Period 47 3.2 Date of Most Recent Previous Report 473.3 Reporting Cycle 473.4 Contact Point for Questions regarding the Report 473.5 Process for defi ning Report Content 3, 473.6 Boundary of the Report 473.7 Limitations on Scope and/or Report Boundary 473.8 Basis for reporting on Joint Ventures, Subsidiaries etc. 473.10 Changes in the Representation of Information relative to Previous Reports 473.11 Changes in the Scope, Reporting Limits or Methods of Measurement 473.12 GRI Content Index 46 Governance, Commitments and Engagement 4.1 Governance Structure 12 4.2 Independence of the Members of the Supervisory Board 124.3 Controlling Body or Independent Members of the Company Management 124.4 Mechanisms for Recommendations by Shareholders and Employees to the Board of Directors 124.14 Stakeholder Groups engaged by the Organisation 12, 144.15 Selection of Stakeholders 14

Economic Indicators EC3 Employee Benefi t Plan 36, 42, 43 EC7 Proportion of Management hired from the Local Community 36

Environment EN4 Indirect Energy Consumption by Primary Sources 20EN8 Total Water Withdrawal by Source 22EN11 Surface Area Used in Protected Areas 24EN22 Total Weight of Waste by Type and Disposal Method 25EN28 Fines for Non-Compliance with Environmental Laws and Regulations 24

Human Rights HR4 Number of Incidents of Discrimination and Actions taken 36 Labour Practices & Decent Work LA1 Total Workforce by Employment Type and Region 35LA2 Employee Turnover by Age Group, Gender, Region 34LA4 Employees Covered by Collective Agreements 44LA7 Injuries, Absences and Fatalities 34LA10 Average Hours of Training per Year per Employee 37

Society SO5 SO5 Participation in Public Policy Development and Lobbying 38

GRI CONTENT INDEX

Pages Pages

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

3.1 - 3.11

GRI Application Level C

Imprint

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

Project ManagementPeter Waldenberger

Project TeamSina Balke-JuhnPeter KollerThomas Konrad

EditingSina Balke-JuhnPeter Koller

PhotographyAdolf BereuterJohannes RodachFotolia

DesignAndreas Haselwanter

Editorial OfficeRenée Lormans

TranslationXplanation Language Services NV

PrintingHöfle Druck

Gebrüder Weiss Holding AGBundesstraße 1106923 LauterachÖsterreichT +43.5574.696.0F +43.5.9006.2609service@gw-world.com